Verfügbarkeit: Managing operations across the supply chain

Managing operations across the supply chain:

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Hauptverfasser:	Swink, Morgan (VerfasserIn), Melnyk, Steven A. (VerfasserIn), Hartley, Janet L. (VerfasserIn), Cooper, M. Bixby (VerfasserIn)
Format:	Buch
Sprache:	English
Veröffentlicht:	New York, NY McGraw-Hill Education [2017]
Ausgabe:	Third edition
Schlagworte:	Supply Chain Management Business logistics Production management Industrial management
Online-Zugang:	Inhaltsverzeichnis
Beschreibung:	xxix, 610 Seiten Illustrationen, Diagramme
ISBN:	9781259544309

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MARC


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Datensatz im Suchindex

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adam_text	1 Introduction to Managing Operations Across the Supply Chain 2 Operations and Supply Chain Strategy 24 Part 2 FOUNDATIONS OF OPERATIONS MANAGEMENT 55 3 Managing Processes and Capacity 56 3 Supplement: Process Mapping and Analysis 92 4 Product/Process Innovation 112 5 Manufacturing and Service Process Structures 142 8 Managing Quality 170 i Supplement: Quality Improvement Tools 198 7 Managing Inventories 236 8 Lean Systems 280 3 Customer Service Management 308 10 Sourcing and Supply Management 334 11 Logistics Management 362 Part 4 PLANNING FOR INTEGRATED OPERATIONS ACROSS THE SUPPLY CHAIN 395 Demand Planning: Forecasting and Demand Management 396 Sales and Operations Planning 442 14 Materials and Resource Requirements Planning 470 CNJ 15 Pro ect Manaaeme nt f.A A IX ■J W V Supplement: Advanced Methods for Pro ect Schedulinq j w Sustainable Operations Manaoement-Preoarina for the F ·՝ /· . !· / i i :ure í î i i $w!\| Í «։ ^ V L Appendix A ÍWW .JWw tfK Î n? p՛ Uv / JHv Indexes u ! !; î î I: K u i V V* SUPPLY CHAIN: A PERSPECTIVE FOR OPERATIONS MANAGEMENT 1 CHAPTER 1 Introduction to Managing Operations Across the Supply Chain 2 A Broad Definition of Supply Chain Operations Management 4 Get Real: Why You Need to Study Operations Management 5 Important Decisions in Supply Chain Operations Management 6 Differences in Goods and Services Operations 6 Processes and Process Thinking 8 Operations Management Yesterday and Today: Growth of the Supply Chain Management Perspective 9 Advances in Technology and Infrastructure 10 Reduction in Governmental Barriers to Trade 10 Focus on Core Capabilities 11 Collaborative Networks 11 Viewing Operations Management from a Supply Chain Management Perspective 11 Operations Management Partners Across the Supply Chain 12 Cross-Functional Relationships in Operations Management 13 Get Real: Jobs in Operations Management 16 The Changing Nature of Supply Chains 17 Levels of Operational Planning Across the Supply Chain 18 How this Book is Structured 18 Chapter Summary 20 Key Terms 20 Discussion Questions 21 Case: Business Textbook Supply Chain 22 Selected Readings Internet Sites 23 CHAPTER 2 Operations and Supply Chain Strategy 24 Levels of Strategic Planning 26 Corporate Strategic Planning 26 Business Unit Strategic Planning 27 Functional Strategic Planning 28 Developing Operations Strategy: Creating Value Through Strategic Choices 29 Key Customers 29 Get Real: Huffy Bikes Targets Its Key Customer 30 Assessing Customer Wants and Needs 30 Value Propositions and Competitive Priorities 31 Get Real: Bosch CS20: Finding a New Order Winner by Changing the Way Customers Cut Straight Lines 31 Product-Related Competitive Priorities 32 Process-Related Competitive Priorities 33 Get Real: IKEA: Growth through Supply Chain Innovation 34 Capabilities: Strengths and Limitations of Supply Chain Operations 36 Get Real: Seven Cycles: Building a Bicycle Your Way 37 Maintaining the Fit between Customer Outcomes, Value Propositions, and Capabilities 37 Get Real: Don’t Expect a Salad at Five Guys Burgers and Fries 38 Deploying Operations Strategy: Creating Value Through Execution 38 Feedback/Measurement: Communicating and Assessing Operations Strategy 39 The Strategic Profit Model 40 The Supply Chain Operational Reference Model 42 Chapter Summary 44 Key Terms 44 Discussion Questions 45 Solved Problem 46 Problems 47 Case: Otis Toy Trains Explores the Supply Chain 49 Case: Steinway Sons Piano 50 Case: Trail Frames Chassis 51 Case: Lil’ Me Dolls Deals with the Millions of Toys (MOT) Proposal 52 Selected Readings Internet Sites 54 Additional Photo Credits 54 FOUNDATIONS OF OPERATIONS MANAGEMENT 55 CHAPTER 3 Managing Processes and Capacity 56 Cleaning Up Dry Cleaners 57 Processes and Process Thinking 59 Anatomy of a Process 60 Activities of a Process 60 Inputs, Outputs, and Flows 60 Get Real: States Reduce Waiting Times for Car License Renewals and Registrations 61 Structure 61 Management Policies 61 Process Capacity and Utilization 62 Capacity Planning 64 Get Real: Capacity Planning Contributes to iPad’s© Success 65 Economies and Diseconomies of Scale 65 Principles of Process Performance: The Theory of Constraints 66 Principle 1: Every Process Has a Constraint 67 Estimating Capacity Requirements 69 Principle 2: Every Process Contains Variance That Consumes Capacity 69 Get Real: Storyboarding: The Key to Success at Pixar 73 Principle 3: Every Process Must Be Managed as a System 73 Principle 4: Performance Measures Are Crucial to the Process’s Success 74 Principle 5: Every Process Must Continuously Improve 74 Kaizen Events: Small Process Changes Made Quickly 75 Get Real: Delta Faucet Uses a Kaizen Event to Improve Quality and Reduce Scrap 76 Chapter Summary 76 Key Terms 77 Discussion Questions 77 Solved Problems 78 Problems 82 Case: Evergreen Products 87 Case: Midas Gold Juice Company 88 Case: American Vinyl Products 89 Selected Readings 91 CHAPTER 3 Supplement: Process Mapping and Analysis 92 The “Process” of Process Mapping and Analysis 93 American Health and Medical Products (AHMP) 93 Step 1: Identify the Desired Outcomes in Advance 94 Step 2: Identify and Bound the Critical Process 95 Step 3: Document the Existing Process (the “Current State” Map) 96 Step 4: Analyze the Process and Identify Opportunities for Improvement 99 Step 5: Recommend Appropriate Changes to the Process (the “Future State” Map) 103 Step 6: Implement the Changes and Monitor Improvements 103 Other Process Mapping Tools 104 Supplement Summary 107 Key Terms 107 Problems 107 Case: Midwestern Lighting 109 Selected Readings 111 CHAPTER 4 Product/Process Innovation 112 The Role of Product/Process Innovation in Supply Chain Operations Management 114 The Product Life Cycle 115 How Product/Process Innovation Affects Firm Performance 116 Innovation Competencies 117 Idea and Opportunity Development 117 Get Real: LEGO: Crowdsourcing for Product Ideas and Customer Engagement 118 Innovation Portfolio Planning 119 Innovation Project Management 120 New Product/Process Launch and Learning 120 Codevelopment 120 Get Real: Codeveloping with a Competitor: Clorox Aligns Its Business Model with P G 121 Product/Process Design and Development 122 The Stage-Gate Process 122 Integrated Product/Process Design and Development: Concurrent Engineering 123 Design for the Customer 125 Design for Supply Chain Operations 129 Get Real: Mattel’s Serious Approach to DFM for Toys 131 Get Real: Tl Builds a Green Wafer Factory 133 Enabling Technologies for Product/Process Innovation 133 Chapter Summary 135 Key Terms 135 Discussion Questions 136 Problems 136 Case: The ALPHA Timer Development Project (A) 137 Case: The ALPHA Timer Development Project (B) 139 Case: The ALPHA Timer Development Project (C) 140 Selected Readings Internet Sites 141 CHAPTER 5 Manufacturing and Service Process Structures 142 Process Structures 144 Product-Process Matrix 144 Aligning Process Structure and Market Orientation 148 Get Real: Personalized M Ms 148 Unique Aspects of Service Processes 149 Service Process Matrix 149 Managing Front-Office and Back-Office Processes 150 Service Blueprinting 150 Operations Layout 152 Fixed-Position Layout 152 Functional Layout 152 Product Layout 153 Line Balancing in Product Layouts 154 Cellular Layout 156 Capability Enabling Technologies 157 Information Sharing 157 Process Automation 158 Get Real: Robots: Coming to a Pharmacy Near You? 159 Chapter Summary 159 Key Terms 160 Discussion Questions 160 Solved Problems 161 Problems 163 Case: Coffee Roasters 167 Case: Sonnie’s Gourmet Sandwich Café 168 Selected Readings Internet Sites 169 CHAPTER 6 Managing Quality 170 Defining the Dimensions of Quality 172 Get Real: Ritz-Carlton: Where Quality Is First and Foremost 172 Functional Roles in Quality Management 174 Core Values and Concepts of Quality Management 174 Get Real: Food Safety in Global Supply Chains—A Real Challenge 176 TQM: A “Total” View of Quality 176 Recognizing the Total Impacts of Quality Performance 178 Get Real: Cost of Quality Analysis Applies to Both Services and Manufacturing 179 An Inverted View of Management 180 Process-Oriented Focus on Prevention and Problem Solving 181 Viewing Quality Management as a Never-Ending Quest 182 Building an Organizational Culture around Quality 182 Guiding Methodologies for Quality Management 183 Plan-Do-Check-Act Cycles (Deming Wheel) 183 Six Sigma: A Systematic Approach to Quality Management 183 DMAIC: The Six Sigma Process 185 Design for Six Sigma 186 Get Real: Applying DMAIC to Cough Drops 187 Implementing Six Sigma 187 Certifying Progress in Quality Management 188 ISO 9000: An International Quality Standard 188 Attaining ISO 9000 Certification 188 Industry Interpretations of ISO 9000 190 Chapter Summary 190 Key Terms 191 Discussion Questions 191 Problems 192 Case: Aqua-Fun 193 Case: A Comment on Management Attitude 195 Selected Readings Internet Sites 197 CHAPTER 6 Supplement: Quality Improvement Tools 198 Overview 199 Standard Problem Solving Approach 199 Quality Improvement Tools 199 Pear Computers: Using Quality Tools to Improve Performance 199 Histograms 200 Cause-and-Effect Diagrams 202 Checksheets 203 Pareto Analysis 204 Scatter Diagram 205 Process Flow Diagram 206 Process Capability Analysis: Cp and Cpk 206 Process Control Charts 210 Taguchi Methods/Design of Experiments 218 Other Quality Control Tools 218 Supplement Summary 218 Key Terms 219 Solved Problems 219 Problems 224 Case: The Tragedy of R.M.S. Titanic 232 Case: The Bully Boy Bagging Line 235 Selected Readings Internet Sites 235 CHAPTER 7 Managing Inventories 236 Types and Roles of Inventory 238 Types of Inventory 238 The Roles of Inventory 238 The Financial Impact of Inventory 239 Balance Sheet Considerations 239 Costs Related to Inventory 240 Measures of Inventory Performance 242 Asset Productivity: Inventory Turnover and Days of Supply 242 Service Level 244 Inventory Management Systems 245 The Continuous Review Model 245 The Case of No Variability 245 How Much to Order: Economic Order Quantity 246 When to Order: The Reorder Point 248 EOQ Extensions 249 Enter Variability and Uncertainty 251 Determining the Standard Deviation of Demand During Lead Time 251 Determining a Service Level Policy 253 Revisiting ROP and Average Inventory 255 The Periodic Review Model 255 Single Period Inventory Model 257 Impact of Location On Inventory 258 Managing Inventory 259 Managing Cycle Stocks 259 Managing Safety Stocks 260 Managing Locations 262 Inventory Information Systems and Accuracy 263 Get Real: American Apparel Introduces RFID 263 Implementing Inventory Models 264 Managing Inventory Across the Supply Chain 264 Inventory Value in the Supply Chain 264 The Bullwhip Effect 264 Integrated Supply Chain Inventory Management 265 Get Real: Vendor-Managed Inventory at Stryker Instruments 266 Chapter Summary 267 Key Terms 267 Discussion Questions 268 Solved Problems 269 Problems 272 Case: Inventory at Champion Electric 277 Case: Tasty Treats 278 Selected Readings Internet Sites 279 CHAPTER 8 Lean Systems 280 Lean Systems Defined 282 Origins of Lean Systems and Just-in-Time Production 283 Strategic Benefit of Lean Systems 285 Lean Systems Objectives, Culture, and Guiding Principles 285 Get Real: “Picturing” Waste and Value: A Process Mapping Story 288 Implementing Lean Systems: Tools and Techniques 289 Total Productive Maintenance (TPM) 290 Group Technology—Cellular Manufacturing 290 Focused Factories 290 Get Real: Applying the Focused Factory Idea to an Insurance Firm 291 TAKT Time Flow Balancing 291 Kanban (Pull) Scheduling 291 Get Real: Using Kanbans to Schedule a Steel Mill 292 Level, Mixed-Model Scheduling 292 Setup Reduction 293 Statistical Process Control 293 Visual Control 293 Quality at the Source 293 Get Real: Example of Visual Control in Action: Andon Board 294 Kaizen Events 294 Get Real: Using an Andon Board to Spot a Problem 295 Process Analysis/Value Stream Mapping 295 Poka-Yoke 295 5-S Program 296 Simplification/Standardization 297 Lean Systems: Range of Application 297 Applying Lean Systems within the Firm 297 Applying Lean Systems Across the Supply Chain 298 Applying Lean Systems to Product Innovation 298 Chapter Summary 300 Key Terms 301 Discussion Questions 301 Case: Good Guy Hospital Supply 302 Case: Purchasing at Midwestern State University 303 Case: Western Telephone Manufacturing 304 Selected Readings 306 INTEGRATING RELATIONSHIPS ACROSS THE SUPPLY CHAIN 307 CHAPTER 9 Customer Service Management 308 Basic Service 311 Product Availability 311 Lead-Time Performance 312 Service Reliability 314 The Perfect Order 314 Limitations of Basic Service 315 Customer Satisfaction 315 Customer Expectations 315 The “Amazon Effect”: Change What Customers Expect 316 Customer Satisfaction Model 318 Limitations of Customer Satisfaction 320 Customer Success 321 Achieving Customer Success 321 Get Real: Procter Gamble’s New Service Program 322 Customer Relationship Management 322 Get Real: Tesco’s Virtual Store 323 Get Real: Amazon’s Automated CRM Technology 324 Customer Management and Relationship Strategy 325 Chapter Summary 326 Key Terms 327 Discussion Questions 327 Solved Problem 328 Problems 329 Case: Tiler Industries 330 Case: Johnson Snacks 332 Selected Readings Internet Sites 333 CHAPTER 10 Sourcing and Supply Management 334 Supply Management’s Impact on Firm and Supply Chain Performance 336 Supply Management Goals 336 Get Real: Real-time Data Increases Supply Chain Resilience 337 Get Real: Air Bag Supplier Responsible for Largest Recall In U.S. History 339 Get Real: Sourcing Increases Sustainability for Caribou Coffee 340 Making an Insourcing/Outsourcing Decision 341 Examining the Strategic Sourcing Process 343 Analyze Spend and Supply Markets 343 Develop a Sourcing Strategy 344 Get Real: K’Nex Reshoring Toy Production 346 Get Real: Supplier Partnerships at Ford Brazil 347 Identify Potential Suppliers 348 Assess and Select Suppliers 348 Manage Ongoing Supplier Relationships 351 Chapter Summary 353 Key Terms 353 Discussion Questions 354 Solved Problems 354 Problems 356 Case: Strategic Sourcing At Best Banks 359 Case: Trail Frames Chassis: Insourcing/Outsourcing Decision 359 Selected Readings Internet Sites 360 CHAPTER 11 Logistics Management 362 The Role of Logistics in Supply Chain Management 364 Logistics Service Benefits 364 Logistics Cost Minimization 365 Inventory Management 366 Order Processing 366 Transportation Management 366 Government’s Role In Transportation 366 Economic Regulation 367 Safety Regulation 367 Transportation Economics 367 Consolidation 367 Transportation Modes 368 Get Real: Mobile Apps Are Transforming the Trucking Industry 370 Carrier Types 372 Get Real: Tuesday Morning Shifts Modes 373 Transportation Service Selection 373 Warehouse Management 375 Primary Functions of Warehousing 375 Get Real: GameStop Depends upon Reverse Logistics 377 Warehouse Operations 378 Materials Handling and Packaging 379 Get Real: General Dynamics Develops AS/RS for the Navy 380 Network Design 380 Facility Location 381 Number of Facilities 382 Logistics Postponement 383 Get Real: Kimberly-Clark Redesigns the Network 384 Integrated Service Providers 385 Chapter Summary 385 Key Terms 386 Discussion Questions 386 Solved Problems 387 Problems 388 Case: Spartan Plastics 391 Case: Lear Corporation 393 Selected Readings Internet Sites 393 Part 4 PLANNING FOR INTEGRATED OPERATIONS ACROSS THE SUPPLY CHAIN 395 CHAPTER 12 Demand Planning: Forecasting and Demand Management 396 Demand Planning: An Overview 398 The Role That Demand Planning Plays In Operations Management 398 Planning Activities 398 Demand Forecasting 400 Components of Demand 400 Designing a Forecasting Process 401 Judgment-Based Forecasting 402 Get Real: Two Examples of Grassroots Forecasting 403 Statistical Model-Based Forecasting 404 Estimating Trends 408 Adjusting Forecast for Seasonality 411 Causal Models 415 Simulation Models 417 Artificial Intelligence 417 Get Real: Lennox Uses Artificial Intelligence to Improve Its Demand Planning 418 Assessing the Performance of the Forecasting Process 418 Tracking Forecast Error Acceptability 421 Situational Drivers of Forecast Accuracy 422 Demand Management 423 Improving the Constraints on Demand Planning 424 Improving Information Breadth, Accuracy, and Timeliness 424 Get Real: Destination Maternity Corporation 425 Reducing Lead Time 426 Redesigning the Product 426 Get Real: Calyx and Corolla Delivers Freshness by Redesigning the Supply Chain 426 Collaborating and Sharing Information 427 Get Real: HP Improves the Constraints on Forecasting through Postponement 427 Chapter Summary 428 Key Terms 429 Discussion Questions 430 Solved Problems 430 Problems 434 Case: Rachel’s Breakfast Café 439 Case: C F Apparel, Inc. 440 Selected Readings Internet Sites 441 CHAPTER 13 Sales and Operations Planning 442 Sales and Operations Planning 444 S OP Benefits 446 The S OP Process 446 Get Real: One-Number Forecasting at Heinz 446 Get Real: Whirlpool and Lowe’s Integrate Their Planning 448 Aggregate Production Planning 448 Relevant Aggregate Planning Costs 448 Aggregate Production Strategies 449 Get Real: Canon Struggles to Shrink Level of Digital Camera Inventory 451 Creating an Aggregate Production Plan 452 Level Production Plan 453 Chase Plans 453 Hybrid Plans 455 Comparing Aggregate Production Plans 456 Aggregate Planning for Service Industries 457 Yield Management 457 Get Real: Yield Management in the Hotel Industry 458 An Example of a Service Aggregate Plan 459 Chapter Summary 460 Key Terms 461 Discussion Questions 461 Solved Problem 462 Problems 463 Case: Med-Chem Products: Hospital Division 467 Case: Fitch and Hughes, P.C. 468 Selected Readings Internet Sites 469 CHAPTER 14 Materials and Resource Requirements Planning 470 Materials Requirements Planning (MRP) 473 MRP Inputs 473 Get Real: MRP In Services 475 Master Production Schedule (MPS) 475 Bill of Materials (BOM) 476 Inventory Records 478 MRP Process 479 MRP Outputs and Use 484 Distribution Requirements Planning (DRP) 485 Understanding Capacity Requirements Planning (CRP) 486 Advances in Planning Systems 487 Enterprise Resource Planning (ERP) 487 Get Real: ERP Improves Performance at Elizabeth Arden Red Door Spas 488 Advanced Planning and Scheduling (APS) 489 Chapter Summary 489 Key Terms 490 Discussion Questions 490 Solved Problems 491 Problems 495 Case: QP Industries—The Challenges of Integration 503 Case: The Casual Furniture Company 504 Selected Readings Internet Sites 506 MANAGING CHANGE IN SUPPLY CHAIN OPERATIONS 507 CHAPTER 15 Project Management 508 Projects and Project Management 510 How Projects Succeed 511 Stages in the Life of a Project 512 Project Definition 513 Organizing the Project: Pure, Functional, and Matrix Projects 513 Selecting a Project Manager 514 Organizing Project Teams 515 Establishing a Project Charter 517 Project Planning 517 Budgeting for Time and Cost 518 Get Real: Managing an “Olympic”-Sized Project 519 Detailed Scheduling Using the Critical Path Method 519 Get Real: The History Of CPM and PERT 520 Analyzing Resources and Trade-Offs 524 Making Time-Cost-Scope Trade-Offs 524 Planning for Uncertainty 524 Get Real: Project Management Software Helps Get the Job Done 525 Project Execution 527 When to Kill a Project 528 Project Completion 529 Managing A Portfolio of Projects 529 Chapter Summary 531 Key Terms 531 Discussion Questions 532 Solved Problem 532 Problems 534 Case: Derek’s European Tour 539 Case: Monolith Productions 540 Selected Readings Internet Sites 541 CHAPTER 15 Supplement: Advanced Methods for Project Scheduling 542 Project Crashing: Making Time-Cost Trade-Offs 543 Scheduling a Project with Probabilistic Task Duration Estimates 546 Supplement Summary 550 Key Terms 550 Discussion Questions 550 Solved Problem 551 Problems 554 Selected Readings Internet Sites 557 CHAPTER 16 Sustainable Operations Management—Preparing for the Future 558 The Triple Bottom Line 560 The First P—Planet 561 Get Real: Disney Sustainability 562 Implications for Operations Management: A Broader View of Waste 564 Get Real: Herman Miller Designs A “Green” Chair 566 Get Real: Paper or Plastic? 566 Identifying and Eliminating Environmental Wastes 567 ISO 14000—The Standard for Environmental Management Systems 567 Challenges of Being Environmentally Sustainable 568 The Second P—People 568 Get Real: Starbucks and “Fair Trade” 569 Organizational Culture 570 National Culture 571 Get Real: Zappos Culture Sows Spirit 571 Get Real: Dabbawallahs—Managing the Lunchtime Food Supply Chain in Bombay, India 572 The Third P— Profit and Long-Term Competitive Advantage 573 Changes in Key Customers 573 Changes in Value Propositions 574 Changes in Operational Capabilities 574 Get Real: Starbucks Reserve 574 Balancing the 3 Ps 575 Get Real: Patagonia Outdoor Sportswear 576 Measuring and Reporting Sustainability Through the Triple Bottom Line 576 Chapter Summary 579 Key Terms 579 Discussion Questions 580 Case: Euro Constellation Electronics 581 Case: The Problem with Plastics 582 Case: The Hyper Car 583 Selected Readings Internet Sites 585 APPENDIX A 586 APPENDIX B 587 INDEXES NAME INDEX 600 SUBJECT INDEX 602
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spelling	Swink, Morgan Verfasser (DE-588)112724633X aut Managing operations across the supply chain Morgan Swink, Steven A. Melnyk, Janet L. Hartley, M. Bixby Cooper Third edition New York, NY McGraw-Hill Education [2017] xxix, 610 Seiten Illustrationen, Diagramme txt rdacontent n rdamedia nc rdacarrier Supply Chain Management (DE-588)4684051-5 gnd rswk-swf Business logistics Production management Industrial management Supply Chain Management (DE-588)4684051-5 s DE-604 Melnyk, Steven A. Verfasser (DE-588)1127052055 aut Hartley, Janet L. Verfasser aut Cooper, M. Bixby Verfasser (DE-588)171140125 aut Digitalisierung UB Augsburg - ADAM Catalogue Enrichment application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=029652281&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis
spellingShingle	Swink, Morgan Melnyk, Steven A. Hartley, Janet L. Cooper, M. Bixby Managing operations across the supply chain Supply Chain Management (DE-588)4684051-5 gnd
subject_GND	(DE-588)4684051-5
title	Managing operations across the supply chain
title_auth	Managing operations across the supply chain
title_exact_search	Managing operations across the supply chain
title_full	Managing operations across the supply chain Morgan Swink, Steven A. Melnyk, Janet L. Hartley, M. Bixby Cooper
title_fullStr	Managing operations across the supply chain Morgan Swink, Steven A. Melnyk, Janet L. Hartley, M. Bixby Cooper
title_full_unstemmed	Managing operations across the supply chain Morgan Swink, Steven A. Melnyk, Janet L. Hartley, M. Bixby Cooper
title_short	Managing operations across the supply chain
title_sort	managing operations across the supply chain
topic	Supply Chain Management (DE-588)4684051-5 gnd
topic_facet	Supply Chain Management
url	http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=029652281&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA
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