Supply chain redesign: transforming supply chains into integrated value system
Gespeichert in:
| Hauptverfasser: | , |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
Upper Saddle River, NJ
Financial Times/Prentice Hall
2002
|
| Schriftenreihe: | Financial Times Prentice Hall
|
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | XXV, 371 S. graph. Darst. |
| ISBN: | 0130603120 |
Internformat
MARC
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| adam_text | CONTENTS
Preface xxi
Chapter 1
Supply Chain Management: Transforming Supply
Chains into Integrated Value Systems 1
Defining Supply Chains 8
Increasing Customer Demands for Value Across the Supply
Chain 12
Supply Chain Relationships 14
Information Systems and Supply Chain Management 17
A Process Model: SCM for Value System Creation 24
Internal Integration Between Business Functions 25
Collaboration with Suppliers and Customers 26
B2B Integration: The Final Step 27
Change Management: The Challenge Facing Supply Chain
Managers 32
Endnotes 34
Chapter 2
Understanding and Improving Supply Chains and Key
Supply Chain Processes 35
Introduction 38
Understanding Supply Chains through Process Mapping 40
Multiple Supply Chains 40
Process Mapping 40
Understanding the Process AS IS 42
Relationship Mapping 42
xi
xii Contents
j
Process Flow Charts 44
Internal Supply Chains 48
External Supply Chains 49 j
Benefits of Interorganizational Supply Chain Collaboration 50
Establishing Contacts across the Supply Chain 50
Gaining Insights into Current Organizational Practices 50
Joint Projects between Supply Chain Members 51 ;
Supply Chain Performance 52 j
Role of Benchmarking 52
The Importance ofTime in Creating High Performance Supply
Chains 53
Cycle Time Overview 53
Causes of Long Cycle Times 54
Opportunities for Cycle Time Reduction across the Supply
Chain 57
Critical Success Factors for Cycle Time Reduction 61
Re Engineering Supply Chain Logistics 61
Logistics as a Source of Competitive Advantage for the Supply
Chain 62
Re Engineering Challenges and Opportunities 65
The Supply Chain Operations Reference Model (SCOR) 67
Supply Chain Performance Measurement 68
Developments in Supply Chain Performance Measurement 69
The Balanced Scorecard Approach to Supply Chain Performance
Measurement 69
What Should We Measure? 70
Summing It Up: The Perfect Order Versus Total Cost 73
The Perfect Order 73
Procter and Gamble s Perfect Order System 73
Total Cost 74
Summary 76
Endnotes 78
Contents xiii
Chapter 3
Internal Integration—Managing Information Flows
within the Organization 83
A Historical Perspective 86
Drivers of Supply Chain Systems and Applications 87
Internal and External Strategic Integration 88
Globalization of Markets 89
Availability of Powerful Information Systems and Technology 89
Enable New Business Processes 90
Replace Obsolete Systems 90
Strategic Cost Management 91
Enterprise Resource Planning (ERP) 94
Implementing ERP Systems 96
ERP Meltdowns 98
Supply Chain ERP Modules 100
ERP and Data Warehouses 102
Customer Relationship Management 103
When Your Web Site is Not Aligned With Your Business
Strategies 107
Decision Support Systems 108
Summary 110
Endnotes 111
Chapter 4
The Financial Impacts of SCM—Finding the Sweet
Spot 113
Insourcing/Outsourcing: A Controversial Issue 116
Initiating the Insourcing/Outsourcing Decision 118
New Product Development 119
Strategy Development 119
Poor Internal or External Performance 120
Changing Demand Patterns 120
Shifting Technology Life Cycles 120
xiv Contents j
Understanding Your Core Competence 121 j
Core Competence 121 i
Technological Maturity 123
Understanding the Market 125
Specific Market Research Objectives 125
Assessing Costs 125
Insourcing Versus Outsourcing—Advantages/Disadvantages 126
I nsourcing Advantages 126
Insourcing Disadvantages 126
Outsourcing Advantages 128
Outsourcing Disadvantages 129
Summary 140
Endnotes 141
Chapter 5
Creating Collaboration and Trust in the Supply
Chain 143
Roots of Supply Chain Relationship Management 146
NEC s Purchasing Policy 149
Honda s Supplier Relationships 150
What Makes Alliances Different from Other Relationships? 151
A Conceptual Model of Alliance Development 154
Level One: Alliance Conceptualization 156
Level Two: Alliance Pursuit 158
Level Three: Alliance Selection 159
Level Four: Alliance Implementation and On Going Assessment 161
Developing a Trusting Relationship with Supply Chain
Partners 163
Reliability 164
Competence 165
Affect Based Trust ( Goodwill ) 166
Vulnerability 167
Loyalty 168
Contents xv
Challenges to Managing Supply Chain Relationships 174
Confidentiality 174
Research and Development 175
Increased Service Expectations 176
Leverage 176
Mass Customization 177
Shared Responsibility 177
Summary 177
Endnotes 178
Chapter 6
Customer/Supplier Integration into New Product
Development 181
Changes to the New Product Development Process 184
Supplier Integration Into New Product Development 186
Supplier Integration Approaches 186
Supplier Integration Into New Product Development Process
Model 189
Identifying Desired Supplier Capabilities and Potential
Suppliers 190
Supplier Risk Assessment 193
Assessing the Supplier s Technology Roadmap 196
Assessing the Rate of Technological Change 198
Timing of Supplier Integration 198
The Future of Supplier Integration 200
Developing Suppliers Capabilities 200
Process Engineering Support 200
Financial and Facility Support 201
Supplier Associations 202
Summary 202
Endnotes 203
I
xvi Contents I
Chapter 7 J
Strategic Cost Management in a Global Supply
Chain 205
The Financial Impacts of Supply Chain Management: Rolling Up
the Numbers 207
Strategic Cost Management Initiatives Across the Supply
Chain 210
Volume Leveraging and Cross Docking: Harvesting the
Low Hanging Fruit 212
Cross Docking 215
Design for Supply Chain Management 218
Total Cost of Ownership 223
Developing a Total Cost System 224
Applications ofTotal Cost of Ownership Data 226
Elements ofTotal Cost 227
Global Logistics and Material Positioning 230
Global Supplier Development 232
Target Pricing 234
Target Pricing Defined 235
Cost Savings Sharing Defined 236
Prerequisites for Successful Target and Cost Based Pricing 236
Cost Based Pricing Applications 237
The Greening of the Supply Chain: Life Cycle Costing,
Re Manufacturing, and Recycling 238
Green Supplier Evaluation and Selection Practices 241
Surplus and Scrap Disposition 242
Carrier Selection and Transportation of Hazardous Materials 244
Product Design, Packaging, and Labeling 244
Cost Management Enablers 246
Activity Based Costing 246
Executive Support: Making the Business Case 247
Endnotes 248
Contents xvii
Chapter 8
Navigating the Business to Business (B2B) E Commerce
Landscape 253
The Evolution of the Internet 256
Attributes of the Internet 256
Core Technology Architectures 256
Software Standards 257
Lack of Central Control 257
Who Pays for the Internet? 257
Intranets and Extranets 258
Advantages of the Internet 258
Disadvantages of the Internet 259
The B2B Technology Landscape 260
EDI: The Technology That Started It All 260
Virtual Private Networks: The Next Generation 263
Auctions, Hubs, and Exchanges 265
Aggregation or Matching, Neutral or Biased? 268
Reverse Auctions 269
Standards: The Basis for B2B Integration 271
Extensible Markup Language (XML) 273
RosettaNet 273
BizTalk 273
Open Applications Group (OAG) 273
ebXML 274
eCO Framework 274
Industrial Data Framework (STEP) 274
Java EC Framework 274
Object Management Group (OMG) Electronic Commerce Domain
Specifications 275
Open EDI Reference Model (ISO 14662) 275
Spirit 276
Internet Open Trading Protocol (IOTP) 277
Open Buying on the Internet (OBI) 277
xviii Contents
Universal Description, Discovery, and Integration (UDDI) 278
Open Financial Exchange (OFX) 278
The Emerging Standards 279 j
RosettaNet 279 ¦
BizTalk 280
Open Application Group (OAG) 280 ;
EbXML 281 j
Which Standard Should Be Adopted? 281 j
Criteria to Consider 281 ;
Symmetric e Business Processes 283
Asymmetric E Business Processes 285
Advantages of Symmetric and Asymmetric Standards 286
Looking Forward: Emerging Technologies 287
Object Oriented EDI 287
Digital Cash 287
Hybrid C++ 288
Ontology 288
The UNSPSC Code 288
Problems With Implementing Standards 290
Endnotes 291
Chapter 9
Creating Information Visibility 293
The Importance of Information in Supply Chains:
Avoiding the Sting of the Bullwhip 295
The Bullwhip Effect 295
Creating Information Visibility in Supply Chains 298
Benefits of Information Visibility 300
I Supply: A Visibility System that Works! 301
A Fictional Example of Supply Chain Information Visibility 305
Information Visibility System Best Practices 314
Company Profiles 314
Insource or Outsource System Development? 315
I
i
Contents xix
What Information Should Be Shared? 316
Who Should Participate and What Information Should They Be
Allowed to See? 317
What Are The Required System Capabilities 317
System Implementation 319
What are the Internal Company Criteria Required for Functionality
of the System? 320
Collaborative Planning, Forecasting, and Replenishment
(CPFR) 321
Future Applications of CPFR 327
Collaborative Contract Management Visibility Systems 328
Deploying Information Visibility Systems: A Case Example 330
Conclusion 334
Endnotes 334
Chapter 10
Managing Change in the Supply Chain: Lessons from
General Motors 337
Managing Change in the Supply Chain 339
Radical Change Management: The Lopez Era 341
Changing the Purchasing Culture 344
Internal Integration of Supply Chain Functions 345
The New Era of Order to Delivery: Drivers for Change 348
The Customer in Control 350
GM s Response 351
Changing the Culture for Supply Chain Redesign 354
Organizational Transformation 355
Future Challenges 358
Endnotes 362
Index 365
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| illustrated | Illustrated |
| indexdate | 2025-02-20T06:36:49Z |
| institution | BVB |
| isbn | 0130603120 |
| language | English |
| lccn | 2002016449 |
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| spellingShingle | Handfield, Robert B. Nichols, Ernest L. Supply chain redesign transforming supply chains into integrated value system Ketenbeheer gtt Business logistics Industrial marketing Wertschöpfungskette (DE-588)4346401-4 gnd Unternehmen (DE-588)4061963-1 gnd Logistik (DE-588)4036210-3 gnd Supply Chain Management (DE-588)4684051-5 gnd |
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| title | Supply chain redesign transforming supply chains into integrated value system |
| title_auth | Supply chain redesign transforming supply chains into integrated value system |
| title_exact_search | Supply chain redesign transforming supply chains into integrated value system |
| title_full | Supply chain redesign transforming supply chains into integrated value system Robert B. Handfield ; Ernest L. Nichols, Jr |
| title_fullStr | Supply chain redesign transforming supply chains into integrated value system Robert B. Handfield ; Ernest L. Nichols, Jr |
| title_full_unstemmed | Supply chain redesign transforming supply chains into integrated value system Robert B. Handfield ; Ernest L. Nichols, Jr |
| title_short | Supply chain redesign |
| title_sort | supply chain redesign transforming supply chains into integrated value system |
| title_sub | transforming supply chains into integrated value system |
| topic | Ketenbeheer gtt Business logistics Industrial marketing Wertschöpfungskette (DE-588)4346401-4 gnd Unternehmen (DE-588)4061963-1 gnd Logistik (DE-588)4036210-3 gnd Supply Chain Management (DE-588)4684051-5 gnd |
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Inhaltsverzeichnis
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