You are previewing The Definitive Guide to Modern Supply Chain Management (Collection).
O'Reilly logo
The Definitive Guide to Modern Supply Chain Management (Collection)

Book Description

A brand new collection of state-of-the-art guides to more effective supply chain management… 4 pioneering books, now in a convenient e-format, at a great price!

4 up-to-the-minute books help you build and optimize agile, flexible, efficient global supply chains – in the face of any challenge!

As a supply chain or operations professional, you face unprecedented challenges in delivering the agile, resilient, efficient supply chain your company needs. This indispensable 4-book package gives you unprecedented resources, best practices, tools, and case studies for managing each of these challenges. Global Macrotrends and Their Impact on Supply Chain Management shows how to manage supply and demand in the face of massively disruptive emerging societal, technological, geopolitical, and environmental macro trends. You’ll find a complete decision framework and practical tools, insights, and guidance for systematically mitigating new risks and building long-term competitive advantage. Step by step, you’ll walk through assessing and responding to population growth, migration, urbanization; socioeconomic change, global connectivity, environmental issues, geopolitics, growing scarcity, transportation congestion, aging infrastructure, and more. Next, Supply Chain Network Design helps you use strategic network design techniques to drive dramatic new savings throughout your supply chain. The authors, who are experts at IBM and Northwestern University, combine rigorous principles¿and¿practical applications, helping you optimize the right number, location, territory, and size of warehouses, plants, and production lines; and optimize product flow through even the most complex global supply chains. They help you manage tradeoffs such as cost vs. service level, improve operational decision-making through analytics; and re-optimize regularly for even greater savings.¿Then, Demand and Supply Integration shows how to implement world-class demand forecasting management, and effectively integrate it into comprehensive Demand and Supply Integration (DSI) processes. You’ll learn how to recognize failures of demand/supply integration, approach Demand Forecasting as a management process, and choose and apply the best forecasting techniques. You’ll discover how to thoroughly reflect market intelligence in forecasts; measure forecasting performance; implement advanced demand forecasting systems; manage Demand Reviews, and more. Finally, The Supply Chain Management Casebookbrings together 30 up-to-date, focused case studies illuminating every aspect of modern supply chain management – from procurement to warehousing, strategy to risk management, IT to supplier selection and ethics. Contributors present key challenges in industries ranging from pharmaceuticals to fashion, and preview issues ranging from the “limits of lean” to the potential of 3-D printing. Both qualitative and quantitative cases are included; quantitative cases are supported by completed numerical solutions, and, where applicable, associated spreadsheets.

From supply chain expertsChad W. Autry, Thomas J. Goldsby, John E. Bell, Michael Watson, Sara Lewis, Peter Cacioppi, Jay Jayaraman, Mark A. Moon, and Chuck Munson

Table of Contents

  1. About This eBook
  2. Title Page
  3. Copyright Page
  4. Table of Contents
  5. Global Macrotrends and Their Impact on Supply Chain Management: Strategies for Gaining Competitive Advantage
    1. Title Page
    2. Copyright Page
    3. Dedication Page
    4. Acknowledgments
    5. About the Authors
    6. Preface
    7. Part I: Global Macrotrends Impacting the Supply Chain Environment
      1. 1. Supply Chain Management in the 21st Century
        1. A Note on Futurism
        2. The Underpinnings of Supply Chain Management
        3. What You Will Learn from This Book
        4. Managing the Supply Chain to Mitigate Macrotrend Risks
      2. 2. Global Population Growth and Migration
        1. Impacts of Population Change on Demand and Supply
        2. Population Growth Perspectives
        3. Organic Population Growth Issues for Supply Chain Managers
        4. Supply Chain Problems Created by Migration-Based Growth
        5. The Future Supply Chain Manager’s Population-Oriented Agenda
      3. 3. Global Connectivity and Socioeconomic Leveling
        1. Is Globalization Real?
        2. Economic Leveling and Connectivity Issues for Future Supply Chain Managers
      4. 4. The Changing Physical Environment
        1. The Environment and You, You and the Environment
        2. Environmental Pressures on Supply Chains
        3. Environmental Challenges for Future Supply Chain Managers
      5. 5. Geopolitical and Social Systems Disruptions
        1. Commodity Hoarding and Export Restriction: The China Syndrome
        2. Government Risks and Considerations
        3. Tangible and Virtual Intentional Disruptions
        4. Geopolitical Challenges for Future Supply Chain Managers
    8. Part II: Macrotrend Implications for Supply Chain Functionality
      1. 6. Implications for Supply Chain Planning: Demand and Supply Uncertainty
        1. How Supply Chain Plans Improve Performance
        2. The Supply Chain Planning Function
        3. Macrotrend Demand/Supply Impacts: Supply Chain Planning Considerations
      2. 7. Implications for Sourcing/Procurement: Natural Resource Scarcity
        1. Understanding Resource Scarcity Today and Tomorrow
        2. Natural Resource Attributes and Their Future Implications
        3. The Seven Forces Driving Resource Scarcity
        4. Scarcity Strategies for the Future Procurement/Supply Manager
        5. Sourcing and Procurement Responses to Resource Scarcity Through 2030
      3. 8. Implications for Production: Disrupted Process Flows
        1. Manufacturing and the Larger Economy
        2. Manufacturing-Driven Supply Chain Strategies
        3. Manufacturing Strategies for the Future Production Manager
      4. 9. Implications for Transportation/Logistics: Congestion and Infrastructure Decay
        1. Friction of Distance
        2. Public-Private Partnerships and Other Solutions
        3. Responding to Congestion, Distance Friction, and an Overwhelmed Infrastructure
        4. Diffusing Congestion with Advanced Technologies
    9. Part III: Macrotrend Risk-Mitigation Strategies
      1. 10. Mitigating Supply-Driven Imbalance
        1. Employment Approaches
        2. Conservation Approaches
        3. Resource Scarcity Mitigation Strategies for the Supply Chain
        4. Mitigating Supply-Driven Imbalances
      2. 11. Mitigating Demand-Driven Imbalance
        1. Demand Shaping in the Transforming World: Macro and Micro Issues
        2. The Case for Demand/Supply Integration
        3. Implementing DSI to Mitigate Demand-Side Imbalances
        4. Applying the Demand-Imbalance Mitigation Strategies
    10. Index
    11. FT Press
  6. Supply Chain Network Design: Applying Optimization and Analytics to the Global Supply Chain
    1. Copyright Page
    2. Dedication Page
    3. Praise for Supply Chain Network Design
    4. Acknowledgments
    5. About the Authors
    6. Preface
      1. Book Web Site
    7. Part I: Introduction and Basic Building Blocks
      1. 1. The Value of Supply Chain Network Design
        1. What Is Supply Chain Network Design and Why Is It Important?
        2. Quantitative Data: Why Does Geography Matter?
        3. Quantitative Data: Why Have Warehouses?
        4. Quantitative Data: Why Have Multiple Plants?
        5. Solving the Quantitative Aspects of the Problem Using Optimization
        6. Data Precision Versus Significance: What Is the Right Level in Modeling?
        7. Nonquantifiable Data: What Other Factors Need to Be Considered?
        8. Nonquantifiable Data: What Are the Organizational Challenges?
        9. Where Are We Going with the Book?
        10. End-of-Chapter Questions
      2. 2. Intuition Building with Center of Gravity Models
        1. Problem 1: Physics Weighted-Average Centering
        2. Problem 2: Practical Center of Gravity
        3. Lessons Learned from Center of Gravity Problems
        4. End-of-Chapter Questions
      3. 3. Locating Facilities Using a Distance-Based Approach
        1. Retail Case Study: Al’s Athletics
        2. Formal Problem Definition for Locating “P” Facilities
        3. Formulating and Solving the Problem
        4. Hands-On Excel Exercise
        5. Analysis of This Model for Al’s Athletics
        6. Lessons Learned from Locating Facilities with a Distance-Based Approach
        7. End-of-Chapter Questions
      4. 4. Alternative Service Levels and Sensitivity Analysis
        1. What Does Service Level Mean?
        2. Supply Chain Design Service Levels
        3. Consumer Products Case Study: Chen’s Cosmetics
        4. Consumer Products Case Study: Chen’s Cosmetics European Warehouse Selections
        5. Mathematical Formulation
        6. Service-Level Constraints
        7. The Importance of Sensitivity Analysis on Any Solution
        8. Lessons Learned from Alternative Service Levels and Sensitivity Analysis Modeling
        9. End-of-Chapter Questions
      5. 5. Adding Capacity to the Model
        1. Case Study: Swimming Pool Chemicals
        2. Case Study: Warehouse Capacity Utilization
        3. Case Study: Paint Company and Capacity
        4. Adding Capacity to the Model
        5. Mathematical Formulation
        6. Possible Difficulty with Models That Have Capacity Constraints
        7. How Capacity Constraints Can Change a Model
        8. Lessons Learned for Adding Capacity to Our Models
        9. End-of-Chapter Questions
    8. Part II: Adding Costs to Two-Echelon Supply Chains
      1. 6. Adding Outbound Transportation to the Model
        1. Formulating and Solving the Problem
        2. Demand is Expressed in Total, Not Shipment by Shipment
        3. Transportation Costs Per Unit
        4. Determining All the Transportation Costs
        5. Regression Analysis for Building a Rate Matrix
        6. Estimating Multistop Costs
        7. Transportation Case Study
        8. Lessons Learned with Transportation
        9. End-of-Chapter Questions
      2. 7. Introducing Facility Fixed and Variable Costs
        1. Mathematical Formulation
        2. Facility Variable Costs
        3. Facility Fixed Costs
        4. Categorizing Fixed and Variable Costs by Analyzing Accounting Data
        5. Lessons Learned from Adding Facility Variable and Fixed Costs
        6. End-of-Chapter Questions
      3. 8. Baselines and Optimal Baselines
        1. Actual Baseline
        2. Optimized Baseline
        3. Other Versions of the Baseline
        4. Baseline Case Study—Illinois Quality Parts, Inc.
        5. Lessons Learned from Baseline and Optimized Baseline Modeling
        6. End-of-Chapter Questions
    9. Part III: Advanced Modeling and Expanding to Multiple Echelons
      1. 9. Three-Echelon Supply Chain Modeling
        1. JADE’s Corporate Background
        2. Determining Warehouse Locations with Fixed Plants and Customers
        3. The Problem and the Mathematical Formulation
        4. JADE Case Study Continued...
        5. Plant Locations Considering the Source of Raw Material
        6. Linking Locations Together for More Than Three Echelons
        7. Lessons Learned from Three-Echelon Supply Chain Modeling
        8. End-of-Chapter Questions
      2. 10. Adding Multiple Products and Multisite Production Sourcing
        1. Why Model Products?
        2. Adding Products to the Model—Mathematical Formulation
        3. Case Study—Value Grocers, Grocery Retailer
        4. Addition of Product Sourcing
        5. Modeling Bills-of-Material (BOMs)
        6. Bills-of-Material Example—Beer Manufacturing Process Modeling
        7. Lessons Learned from Adding Products
        8. End-of-Chapter Questions
      3. 11. Multi-Objective Optimization
        1. Lessons Learned with Multi-Objective Optimization
        2. End-of-Chapter Questions
    10. Part IV: How to Get Industrial-Strength Results
      1. 12. The Art of Modeling
        1. Understanding the Supply Chain
        2. Start with Small Models and Iterate
        3. Run a Lot of Scenarios—Don’t Be Afraid to Experiment
        4. Don’t Be Afraid of Including Things in the Model That Don’t Exist in the Actual Supply Chain
        5. Models Are Not a Substitute for Due Diligence and Decision Making
        6. Optimization Will Do Anything to Save a Penny
        7. Debugging Models
        8. Fixing Infeasible Models
        9. Fixing Feasible Models
        10. Lessons Learned for the Art of Modeling
        11. End-of-Chapter Questions
      2. 13. Data Aggregation in Network Design
        1. Aggregation of Customers
        2. Validating the Customer Aggregation Strategy—National Example
        3. Validating Customer Aggregation—Regional Example
        4. Aggregation of Products
        5. Testing the Product Aggregation Strategy
        6. Aggregation of Sites
        7. Aggregation of Time Periods
        8. Aggregation of Cost Types
        9. Lessons Learned on Aggregation
        10. End-of-Chapter Questions
      3. 14. Creating a Group and Running a Project
        1. Typical Steps to Complete a Network Design Study
        2. Setting Up a Modeling Group
        3. Lessons Learned
        4. End-of-Chapter Questions
    11. Part V: Case Study Wrap Up
      1. 15. Case Study: JPMS Chemicals Case Study
        1. Indian Chemical Company—Case Study
        2. Single-Sourcing
        3. State-Based Single-Sourcing
        4. Lessons Learned from the Case
        5. End-of-Chapter Questions
    12. Index
    13. FT Press
  7. Demand and Supply Integration: The Key to World-Class Demand Forecasting
    1. Copyright Page
    2. Praise for Demand and Supply Integration
    3. Dedication Page
    4. Acknowledgments
    5. About the Author
    6. Preface
      1. What This Book Is, and What It Is Not
      2. How This Book Is Organized
    7. 1. Demand/Supply Integration
      1. The Idea Behind DSI
      2. How DSI Is Different from S&OP
      3. Signals that Demand and Supply Are Not Effectively Integrated
      4. The Ideal Picture of Demand Supply Integration
      5. DSI Across the Supply Chain
      6. Typical DSI Aberrations
      7. DSI Principles
      8. Critical Components of DSI
      9. Characteristics of Successful DSI Implementations
      10. DSI Summary
    8. 2. Demand Forecasting as a Management Process
      1. What Is Demand Forecasting?
      2. Defining Some Key Terms
      3. How Forecasts Are Used by Different Functions in the Firm
      4. The Forecasting Hierarchy
      5. Managing the Forecasting Process
      6. The Role of Forecasting Systems
      7. Forecasting Techniques
      8. The Need to Measure Performance
      9. Summary
    9. 3. Quantitative Forecasting Techniques
      1. The Role of Quantitative Forecasting
      2. Time Series Analysis
      3. Regression Analysis
      4. Summary
    10. 4. Qualitative Forecasting Techniques
      1. What Is Qualitative Forecasting?
      2. Who Does Qualitative Forecasting?
      3. Advantages of Qualitative Forecasting Techniques
      4. Problems with Qualitative Forecasting Techniques
      5. Summary: Qualitative Technique Advantages and Problems
      6. Qualitative Techniques and Tools
      7. Summary
    11. 5. Incorporating Market Intelligence into the Forecast
      1. What Is Market Intelligence?
      2. Bottom-Up versus Top-Down Forecasts
      3. What Do Demand Forecasters Need to Do?
      4. Customer-Generated Forecasts
      5. Putting It All Together into a Final Forecast
      6. Summary
    12. 6. Performance Measurement
      1. Why Bother Measuring Forecasting Performance
      2. Process Metrics Versus Outcome Metrics
      3. Measuring Forecasting Performance
      4. Outcome Metrics—The Results of Forecasting Excellence
      5. Summary
    13. 7. World-Class Demand Forecasting
      1. Functional Integration
      2. Approach
      3. Systems
      4. Performance Measurement
      5. Summary of World Class Forecasting
    14. 8. Bringing It Back to Demand/Supply Integration: Managing the Demand Review
      1. Phase I: Preparation of Initial Forecast
      2. Phase II: Gap Analysis
      3. Phase III: Demand Review Meeting
      4. Conclusions
    15. Index
  8. The Supply Chain Management Casebook: Comprehensive Coverage and Best Practices in SCM
    1. Copyright Page
    2. Dedication Page
    3. Acknowledgments
    4. About the Author
    5. Preface
      1. Objectives of the Book
      2. Organization of the Book
    6. 1. Comprehensive Coverage of Supply Chain Issues
      1. Case 1. The Salvation Army in Dallas: The Supply Chain Challenges of a Non-Profit Organization1
        1. Salvation Army: Origins and Purpose
        2. United States Southern Territory and Salvation Army–Dallas ARC
        3. Discussion Questions
        4. Acknowledgments
      2. Case 2. Perdue Farms: A Vertically Integrated Supply Chain
        1. Products and Markets
        2. Vertically Integrated Supply Chain
        3. The Manufacturing Process
        4. Investment in Collaborative Planning, Forecasting, and Replenishment (CPFR)
        5. Discussion Questions
        6. References
        7. Websites
    7. 2. Supply Chain Risk Management
      1. Case 3. Improving Stanford Blood Center’s Platelet Supply Chain1
        1. Stanford Blood Center: “Give Blood for Life”2
        2. A Snapshot of the SBC-SUMC Supply Chain in 2006
        3. Questions
      2. Case 4. Financial and Operational Risk Management at Molson Coors1
        1. Company Background
        2. Financial Risk Management Background
        3. Discussion Questions
      3. Case 5. Toyota China: Matching Supply with Demand1
        1. The Automobile Industry in China
        2. Toyota China’s Production Planning and Demand Management
      4. Case 6. Cisco Systems, Inc.: Supply Chain Risk Management1
        1. The Company
      5. Case 7. BESSI: The Importance of Coordinating Product Development with Supply Chain Planning in the Fashion Goods Industry
        1. Company Background
        2. BESSI Leather Goods
        3. The Central Role of Planning
        4. The Challenge
        5. Discussion Questions
        6. Appendix 7-1 Gantt Chart of the Fashion Product Collection Definition (from Grid Definition to Start of Production)
        7. Appendix 7-2 Fashion Product Collection Definitions
        8. Appendix 7-3 Demand Forecasting Process
    8. 3. Supply Chain Analytics
      1. Case 8. Queuing at eCycle Services
        1. The Issue
      2. Case 9. Multi-Echelon Inventory Decisions at Jefferson Plumbing Supplies: To Store or Not to Store?
      3. Case 10. Global Pharma: Managing Uncertainty
        1. Introduction
        2. Company Background
        3. The Indian Pharmaceutical Industry
        4. The Indian Pharmaceutical Supply Chain
      4. Case 11. Supplier Selection at Kerneos, Inc.
        1. Introduction
        2. Upstream Supply Chain for High-Range Cements
        3. Questions
      5. Case 12. The Interface between Demand Management and Production Strategies at TractParts
        1. Questions
      6. Case 13. Analyzing Distribution Network Options at Remingtin Medical Devices
        1. Questions
        2. Appendix 13-1: Baseline Data and Three Solutions Offered by UPS
      7. Case 14. NunaSacha: A Facility Redesign in the Ecuadorian Andes1
        1. Introduction
        2. Organization Background
        3. Organizational Structure and Facility Layout
        4. Operations Management
        5. Supply Chain Management
        6. Two Different Perspectives
      8. Case 15. Sherman’s Supply Chain Challenge: Stopping the Retailer from Overcharging for Soda
        1. References
    9. 4. Short but Sweet
      1. Case 16. Ethical Product Sourcing in the Starbucks Coffee Supply Chain
        1. Introduction
        2. Overview of Fair Trade
        3. The Fair Trade Supply Chain
        4. Criticism of Fair Trade
        5. Starbuck’s Fair Trade Policy
      2. Case 17. Tmall, The Sky Cat: A Rocky Road Toward Bringing Buyers and Suppliers Together
        1. Company Overview
        2. The Crisis
        3. The Rebranding Process
        4. The Future
        5. Discussion Questions
        6. References
      3. Case 18. Make to Demand with 3-D Printing: The Next Big Thing in Inventory Management?
        1. Questions
        2. Activity
        3. Sources
      4. Case 19. Airbus’ Overstretched Supply Chain: Just How Far Can You Go Before Your Supply Chain Snaps?
        1. Questions
        2. Sources
      5. Case 20. How to Keep Your Food Supply Chain Fresh
        1. Questions
        2. Activity
        3. Sources
      6. Case 21. The End of Lean?: Automobile Manufacturers Are Rethinking Some Supply Chain Basics
        1. Questions
        2. Sources
    10. 5. Unique Challenges from Around the Globe
      1. Case 22. A Brazilian Dairy Cooperative: Transaction Cost Approach in a Supply Chain
        1. Background for the Cooperative and the Industry
        2. Transaction Costs Approach
        3. COAPEL Supply Chain
        4. References
      2. Case 23. Continuous Process Reforms to Achieve a Hybrid Supply Chain Strategy: Focusing on the Organization in Ricoh
        1. Introduction
        2. Company Background
        3. Process Reforms
        4. Organizational Operations
        5. Discussion Questions
        6. References
      3. Case 24. Improving Preparedness in Supply Chain Risk Management at Jacket
        1. Case 24-1: Helmets
        2. Case 24-2: Puffs
        3. Case 24-3: Sirop
        4. Case 24-4: Blower
        5. Jacket’s Decisions
      4. Case 25. Supply Chain Strategy at Zophin Pharma
        1. Introduction
        2. The Meeting
        3. Plant Visit
        4. Questions
      5. Case 26. Waste to Wealth—A Distant Dream?: Challenges in the Waste Disposal Supply Chain in Bangalore, India
        1. Introduction
        2. Bangalore: City Statistics1
        3. Collection of Waste
        4. Role of Non-Governmental Organizations (NGOs)
        5. Conclusion
        6. Discussion Questions
      6. Case 27. Transitioning the Supply Network of Chennai Engineering Ltd to Cloud Computing1
        1. About the Company
        2. The Power Sector in India
        3. The Challenge
        4. Cloud Computing
        5. Supply Chain Structure of CEL
        6. IT in SCM
        7. Discussion Questions
        8. References
        9. Appendix 27-1: CEL’s Balance of Plants Business in the Power Sector
        10. Appendix 27-2: Trends in Installed Generating Capacity of Electricity Nonutilities in India from 1970–71 to 2010–11
        11. Appendix 27-3: Business Process of CEL Sourcing
      7. Case 28. Tussle between Maintaining Customer Satisfaction and Supply Chain Constraints: IGNYS Automotive1
        1. Company Background
        2. Spare Parts Supply Chain Management at IGNYS Automotive
        3. Summary
        4. Discussion Questions
      8. Case 29. When a Western 3PL Meets an Asian 3PL, Something Magical Happens
        1. Industry Background
        2. Introduction of the Case Companies
        3. Search for an International Partner
        4. Joint Business Development and Complementary Service Offering
        5. Joint Project Illustrations
        6. Mutual Benefits from International Logistics Partnership
        7. Discussion Questions
        8. References
      9. Case 30. Supply Chain Risk Management for Macro Risks
        1. Introduction
        2. Classification of Risks
        3. General Supply Chain Resilience Model
        4. European Case Study
        5. Discussion Questions
        6. References
        7. Appendix 30-1
    11. Index
    12. FT Press