Competitive supply chains: a value-based management perspective
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
Basingstoke [u.a.]
Palgrave Macmillan
2007
|
| Ausgabe: | 1. publ. |
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | XVI, 133 S. graph. Darst. |
| ISBN: | 9780230515673 0230515673 |
Internformat
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Datensatz im Suchindex
| _version_ | 1804136545978941440 |
|---|---|
| adam_text | Table of Contents
List of Figures viii
List of Tables x
Preface xi
Acknowledgments xvi
1 Introduction 1
2 Value Based Management: The Guiding Principle for SCM 11
3 Value Creation: Dynamic Supply Chain Design 25
4 Value Creation: Assessing the Cost Service Trade off 43
5 Value Capture: Aligning Supply Chain Partners 63
6 Impact of Technology on SCM 85
7 Service Supply Chains 105
8 Concluding Comments 118
Appendix 123
Notes 125
References 127
Index 130
vii
List of Figures
Figure 0.1 Value based SCM framework for Coloplast. xiii
Figure 1.1 Progress in world output and exports of
manufactured products. 2
Figure 1.2 The evolution of FDI. 2
Figure 1.3 Hourly compensation for production workers in
manufacturing ($, including benefits). 3
Figure 1.4 The cost structure in FMCG (1985 95). 3
Figure 1.5 Defining value as WTP. 5
Figure 1.6 The interaction between value creation and
value capture. 6
Figure 1.7 Another perspective on the supply chain. 7
Figure 1.8 Matching demand and supply in a supply chain. 9
Figure 2.1 SCM as an enabler of VBM. 12
Figure 2.2 Cascading EP across the organizational levels. 17
Figure 2.3 Creating value by higher capital turns. 18
Figure 2.4 Deploying the invested capital. 19
Figure 2.5 The operating cycle. 20
Figure 2.6 EP in SCM. 22
Figure 3.1 Xerox s European distribution network in 1990s. 26
Figure 3.2 Vertical industry structure and integral product
architecture in the computer industry, 1975 1985. 27
Figure 3.3 Vertical industry structure and integral
product architecture in the computer
industry, 1985 1995. 28
Figure 3.4 Fine s double helix model of industry evolution. 29
Figure 3.5 The rhythm of development activity in the
electronics industry (Mendelson and Pillai, 1999). 31
Figure 3.6 Product life cycle compression, 1988 1995
(Mendelson and Pillai, 1999). 32
Figure 3.7 3D CE (Fine, 1998). 33
Figure 3.8 Mapping for organizational, technology, and
capability chains. 40
Figure 4.1 A simple supply chain. 45
Figure 4.2 A base stock inventory system. 46
viii
List of Figures ix
Figure 4.3 The cost service trade off curve for HP
Deskjet printers. 51
Figure 4.4 The impact of seasonal demand for toys:
seasonal stocks. 58
Figure 4.5 Cycle stocks and the EOQ. 59
Figure 4.6 Coordinating production and assembly
through decoupling stocks. 60
Figure 5.1 The bullwhip phenomenon. 64
Figure 5.2 An integrated production distribution system. 70
Figure 5.3 Decision tree for the newsvendor problem. 72
Figure 5.4 A decentralized production distribution system. 73
Figure 5.5 Decision tree for the retailer. 74
Figure 5.6 A decentralized production distribution
system with buyback. 76
Figure 5.7 Decision tree for the retailer. 76
Figure 6.1 Upton and McAfee s framework for electronic
connectivity. 90
Figure 6.2 Canceling an order in the three tier
client server architecture. 96
Figure 6.3 SAP s ESA. 96
Figure 6.4 Business to business digital transaction models. 98
Figure 6.5 Kaplan and Shawney s B2B trading matrix. 99
Figure 6.6 Reach vs richness trade off in supplier
certification. 101
Figure 7.1 Evolution of different sectors in a developed
economy. 106
Figure 7.2 The product process matrix. 107
Figure 7.3 Service intensity matrix. 108
Figure 7.4 Interfacing the front office and the back
office for CIBA Vision. 114
Figure 7.5 The Eurologistics solution. 115
Figure 7.6 Managing capacity at Lufthansa
(Hellerman and Huchzermeier, 2002). 117
Figure 8.1 Major initiatives along the supply chain. 119
Figure 8.2 HFs BDD supply chain in mid 1990s. 120
Figure 8.3 HP s customer orientation. 121
Figure 8.4 Material, information, and cash flows. 121
Figure 8.5 The new HP supply chain. 122
List of Tables
Table 2.1 WCR for 1000 large European corporations 21
Table 2.2 Operational Drivers of EP 22
Table 3.1 Product offerings of leading mountain bike
manufacturers 34
Table 3.2 Characteristics of functional vs
innovative products 35
Table 3.3 Supply chain characteristics 35
Table 3.4 The matrix of organizational dependency and
product modularity 38
Table 4.1 Drivers of inventory 62
Table 5.1 Supply chain costs 80
Table 5.2 Characteristics of the supply base 81
Table 5.3 Channel relationships 82
Table 5.4 Logistics services 83
Table 5.5 Process characteristics 83
Table 5.6 Total IT spend 84
Table 5.7 IT deployed 84
Table 6.1 Key trends in SCM (Top 12 of 22) 88
Table 6.2 Shortcomings of current ERP systems for SCM 92
Table 7.1 Product and service characteristics 106
x
|
| adam_txt |
Table of Contents
List of Figures viii
List of Tables x
Preface xi
Acknowledgments xvi
1 Introduction 1
2 Value Based Management: The Guiding Principle for SCM 11
3 Value Creation: Dynamic Supply Chain Design 25
4 Value Creation: Assessing the Cost Service Trade off 43
5 Value Capture: Aligning Supply Chain Partners 63
6 Impact of Technology on SCM 85
7 Service Supply Chains 105
8 Concluding Comments 118
Appendix 123
Notes 125
References 127
Index 130
vii
List of Figures
Figure 0.1 Value based SCM framework for Coloplast. xiii
Figure 1.1 Progress in world output and exports of
manufactured products. 2
Figure 1.2 The evolution of FDI. 2
Figure 1.3 Hourly compensation for production workers in
manufacturing ($, including benefits). 3
Figure 1.4 The cost structure in FMCG (1985 95). 3
Figure 1.5 Defining value as WTP. 5
Figure 1.6 The interaction between value creation and
value capture. 6
Figure 1.7 Another perspective on the supply chain. 7
Figure 1.8 Matching demand and supply in a supply chain. 9
Figure 2.1 SCM as an enabler of VBM. 12
Figure 2.2 Cascading EP across the organizational levels. 17
Figure 2.3 Creating value by higher capital turns. 18
Figure 2.4 Deploying the invested capital. 19
Figure 2.5 The operating cycle. 20
Figure 2.6 EP in SCM. 22
Figure 3.1 Xerox's European distribution network in 1990s. 26
Figure 3.2 Vertical industry structure and integral product
architecture in the computer industry, 1975 1985. 27
Figure 3.3 Vertical industry structure and integral
product architecture in the computer
industry, 1985 1995. 28
Figure 3.4 Fine's double helix model of industry evolution. 29
Figure 3.5 The rhythm of development activity in the
electronics industry (Mendelson and Pillai, 1999). 31
Figure 3.6 Product life cycle compression, 1988 1995
(Mendelson and Pillai, 1999). 32
Figure 3.7 3D CE (Fine, 1998). 33
Figure 3.8 Mapping for organizational, technology, and
capability chains. 40
Figure 4.1 A simple supply chain. 45
Figure 4.2 A base stock inventory system. 46
viii
List of Figures ix
Figure 4.3 The cost service trade off curve for HP
Deskjet printers. 51
Figure 4.4 The impact of seasonal demand for toys:
seasonal stocks. 58
Figure 4.5 Cycle stocks and the EOQ. 59
Figure 4.6 Coordinating production and assembly
through decoupling stocks. 60
Figure 5.1 The bullwhip phenomenon. 64
Figure 5.2 An integrated production distribution system. 70
Figure 5.3 Decision tree for the newsvendor problem. 72
Figure 5.4 A decentralized production distribution system. 73
Figure 5.5 Decision tree for the retailer. 74
Figure 5.6 A decentralized production distribution
system with buyback. 76
Figure 5.7 Decision tree for the retailer. 76
Figure 6.1 Upton and McAfee's framework for electronic
connectivity. 90
Figure 6.2 Canceling an order in the three tier
client server architecture. 96
Figure 6.3 SAP's ESA. 96
Figure 6.4 Business to business digital transaction models. 98
Figure 6.5 Kaplan and Shawney's B2B trading matrix. 99
Figure 6.6 Reach vs richness trade off in supplier
certification. 101
Figure 7.1 Evolution of different sectors in a developed
economy. 106
Figure 7.2 The product process matrix. 107
Figure 7.3 Service intensity matrix. 108
Figure 7.4 Interfacing the front office and the back
office for CIBA Vision. 114
Figure 7.5 The Eurologistics solution. 115
Figure 7.6 Managing capacity at Lufthansa
(Hellerman and Huchzermeier, 2002). 117
Figure 8.1 Major initiatives along the supply chain. 119
Figure 8.2 HFs BDD supply chain in mid 1990s. 120
Figure 8.3 HP's customer orientation. 121
Figure 8.4 Material, information, and cash flows. 121
Figure 8.5 The new HP supply chain. 122
List of Tables
Table 2.1 WCR for 1000 large European corporations 21
Table 2.2 Operational Drivers of EP 22
Table 3.1 Product offerings of leading mountain bike
manufacturers 34
Table 3.2 Characteristics of functional vs
innovative products 35
Table 3.3 Supply chain characteristics 35
Table 3.4 The matrix of organizational dependency and
product modularity 38
Table 4.1 Drivers of inventory 62
Table 5.1 Supply chain costs 80
Table 5.2 Characteristics of the supply base 81
Table 5.3 Channel relationships 82
Table 5.4 Logistics services 83
Table 5.5 Process characteristics 83
Table 5.6 Total IT spend 84
Table 5.7 IT deployed 84
Table 6.1 Key trends in SCM (Top 12 of 22) 88
Table 6.2 Shortcomings of current ERP systems for SCM 92
Table 7.1 Product and service characteristics 106
x |
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| index_date | 2024-07-02T17:40:50Z |
| indexdate | 2024-07-09T20:58:07Z |
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| spelling | Yucesan, Enver Verfasser (DE-588)170803171 aut Competitive supply chains a value-based management perspective Enver Yücesan 1. publ. Basingstoke [u.a.] Palgrave Macmillan 2007 XVI, 133 S. graph. Darst. txt rdacontent n rdamedia nc rdacarrier Business logistics Asia Business logistics Europe Welt (DE-588)4065341-9 gnd rswk-swf Dienstleistungssektor (DE-588)4012183-5 gnd rswk-swf Logistik (DE-588)4036210-3 gnd rswk-swf Supply Chain Management (DE-588)4684051-5 gnd rswk-swf Asien Europa Welt (DE-588)4065341-9 s Supply Chain Management (DE-588)4684051-5 s Logistik (DE-588)4036210-3 s Dienstleistungssektor (DE-588)4012183-5 s 1\p DE-604 HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=015669854&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis 1\p cgwrk 20201028 DE-101 https://d-nb.info/provenance/plan#cgwrk |
| spellingShingle | Yucesan, Enver Competitive supply chains a value-based management perspective Business logistics Asia Business logistics Europe Welt (DE-588)4065341-9 gnd Dienstleistungssektor (DE-588)4012183-5 gnd Logistik (DE-588)4036210-3 gnd Supply Chain Management (DE-588)4684051-5 gnd |
| subject_GND | (DE-588)4065341-9 (DE-588)4012183-5 (DE-588)4036210-3 (DE-588)4684051-5 |
| title | Competitive supply chains a value-based management perspective |
| title_auth | Competitive supply chains a value-based management perspective |
| title_exact_search | Competitive supply chains a value-based management perspective |
| title_exact_search_txtP | Competitive supply chains a value-based management perspective |
| title_full | Competitive supply chains a value-based management perspective Enver Yücesan |
| title_fullStr | Competitive supply chains a value-based management perspective Enver Yücesan |
| title_full_unstemmed | Competitive supply chains a value-based management perspective Enver Yücesan |
| title_short | Competitive supply chains |
| title_sort | competitive supply chains a value based management perspective |
| title_sub | a value-based management perspective |
| topic | Business logistics Asia Business logistics Europe Welt (DE-588)4065341-9 gnd Dienstleistungssektor (DE-588)4012183-5 gnd Logistik (DE-588)4036210-3 gnd Supply Chain Management (DE-588)4684051-5 gnd |
| topic_facet | Business logistics Asia Business logistics Europe Welt Dienstleistungssektor Logistik Supply Chain Management Asien Europa |
| url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=015669854&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
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