PDF | 32 hours read | On Feb 1, , Andrzej Szymonik and others r. Material management. Physical. distribution. Logistics supply. chain. 11 .. electronic formats, depending on the level of relevance to the consumer; i. e. books. A free online edition of this book is available at echecs16.info . of the research activity on supply chain management, the book will certainly serve as. Chapter 1 Introduction to downloading and Supply Chain .. may also elect to use sections of the book for a class in operations management or.
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PDF Drive is your search engine for PDF files. As of today we have 78,, eBooks for you to download for free. No annoying ads, no download limits, enjoy . Most of my courses on supply chain management were targeted at the master and this book will primarily focus on the fundamental principles of supply chain. No part of this book may be reproduced in any form or by any means, electronic, mechanical Chapter 3 Developing a Supply Chain Management. Strategy.
The information contained in this listing was gathered from global supply chain leaders. Whether you're a student, professor, or practicing professional, this glossary is an excellent tool to enhance your understanding of the industry. With the supply chain covering a broad range of disciplines, the definition of what is a supply chain can be unclear. Often times SCM can be confused with the term logistics management. CSCMP and the board of directors, comprised of industry experts, created official definitions for the following terms.
Customer service may be defined as the consistent provision of time and place utility. There are clearly many facets of customer service, ranging from on-time delivery through to after-sales support.
In this way significant differentiation of the total offer that is the core product plus the service package can be achieved.
Those companies that have achieved recognition for service excellence, and thus have been able to establish a differential advantage over their competition, are typically those companies where logistics management is a high priority. Companies like Xerox, Zara and Dell are typical of such organisations. The achievement of competitive advantage through service comes not from slogans or expensive so-called customer care programmes, but rather from a combination of a carefully thought-out strategy for service, the development of appropriate delivery systems and commitment from people, from the chief executive down.
The attainment of service excellence in this broad sense can only be achieved through a closely integrated logistics strategy. Not only do customers want shorter lead times, they are also looking for flexibility and increasingly customised solutions.
In other words, the supplier has to be able to meet the precise needs of customers in less time than ever before. The key word in this changed environment is agility.
Agility implies the ability to move quickly and to meet customer demand sooner. In a fast-changing marketplace agility is actually more important than long-term planning in its traditional form.
Because future demand patterns are uncertain, by definition this makes planning more difficult and, in a sense, hazardous. In the future, organisations must be much more demand-driven than forecastdriven.
The means of making this transition will be through the achievement of agility, not just within the company but across the supply chain. Responsiveness also implies that the organisation is close to the customer, hearing the voice of the market and quick to interpret the demand signals it receives.
Significant improvements in reliability can only be achieved through re-engineering the processes that impact performance.
Manufacturing managers long ago discovered that the best way to improve product quality was not by quality control through inspection but rather to focus on process control. The same is true for logistics reliability. One of the keys to improving supply chain reliability is through reducing process variability. The concept of six sigma will be discussed in more detail in Chapter 10 but in essence these tools are designed to enable variability in a process to be reduced and controlled.
Thus, for example, if there is variability in order processing lead times then the causes of that variability can be identified and where necessary the process can be changed and brought under control through the use of six sigma tools and procedures. The wider business, economic and political environments are increasingly subjected to unexpected shocks and discontinuities. As a result, supply chains are vulnerable to disruption and, in consequence, the risk to business continuity is increased.
Whereas in the past the prime objective in supply chain design was probably cost minimisation or possibly service optimisation, the emphasis today has to be upon resilience. Resilience refers to the ability of the supply chain to cope with unexpected disturbances. There is evidence that the tendencies of many companies to seek out low-cost solutions because of pressure on margins may have led to leaner, but more vulnerable, supply chains.
The measurement of performance focuses on total system efficiency and the equitable monetary reward distribution to those within the supply chain. The supply-chain system must be responsive to customer requirements. It also includes coordination and collaboration with channel partners , which may be suppliers , intermediaries , third-party service providers, or customers.
More recently, the loosely coupled, self-organizing network of businesses that cooperate to provide product and service offerings has been called the Extended Enterprise. Supply-chain management is the management of such a chain. With SCEM, possible scenarios can be created and solutions devised. Including third-party logistics or other gathering agencies as part of the RM re-patriation process is a way of illustrating the new endgame strategy.
As organizations strive to focus on core competencies and become more flexible, they reduce their ownership of raw materials sources and distribution channels. These functions are increasingly being outsourced to other firms that can perform the activities better or more cost effectively. The effect is to increase the number of organizations involved in satisfying customer demand, while reducing managerial control of daily logistics operations. Less control and more supply-chain partners lead to the creation of the concept of supply-chain management.
The purpose of supply-chain management is to improve trust and collaboration among supply-chain partners thus improving inventory visibility and the velocity of inventory movement. In recent decades, globalization, outsourcing, and information technology have enabled many organizations, such as Dell and Hewlett Packard , to successfully operate collaborative supply networks in which each specialized business partner focuses on only a few key strategic activities.
However, with the complicated interactions among the players, the network structure fits neither "market" nor "hierarchy" categories. From a systems perspective, a complex network structure can be decomposed into individual component firms.
Therefore, the choice of an internal management control structure is known to impact local firm performance. First, as an outcome of globalization and the proliferation of multinational companies, joint ventures, strategic alliances, and business partnerships, significant success factors were identified, complementing the earlier " just-in-time ", lean manufacturing , and agile manufacturing practices. Firms with geographically more extensive supply chains connecting diverse trading cliques tend to become more innovative and productive.
Supply-Chain Management draws heavily from the areas of operations management, logistics, procurement, and information technology, and strives for an integrated approach.
Historical developments[ edit ] Six major movements can be observed in the evolution of supply-chain management studies: creation, integration, and globalization,  specialization phases one and two, and SCM 2. Creation era[ edit ] The term "supply chain management" was first coined by Keith Oliver in However, the concept of a supply chain in management was of great importance long before, in the early 20th century, especially with the creation of the assembly line.
The characteristics of this era of supply-chain management include the need for large-scale changes, re-engineering, downsizing driven by cost reduction programs, and widespread attention to Japanese management practices. However, the term became widely adopted after the publication of the seminal book Introduction to Supply Chain Management in by Robert B.
Handfield and Ernest L. Nichols, Jr. This era has continued to develop into the 21st century with the expansion of Internet-based collaborative systems.
This era of supply-chain evolution is characterized by both increasing value added and reducing costs through integration. A supply chain can be classified as a stage 1, 2 or 3 network. In a stage 1—type supply chain, systems such as production, storage, distribution, and material control are not linked and are independent of each other.
In a stage 2 supply chain, these are integrated under one plan and enterprise resource planning ERP is enabled.