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Editorial Reviews
Product Description
From the Inside Flap
Preface
For advanced undergraduate and MBA courses in Supply Chain Management. This book brings together the strategic role of the supply chain, key strategic drivers of supply chain performance, and the tools and techniques for supply chain analysis. Every chapter gives suggestions that managers can use in practice and all methodologies are illustrated with an application in Excel. Fully updated material keeps the book on the forefront of supply chain management. Distribution networks (Chapter 4); Sourcing (Chapter 13), discusses different sourcing activities including supplier assessment, supplier contracts, design collaboration, and procurement; Price and revenue management (Chapter 15); Early coverage of designing the supply chain network—after developing a strategic framework, readers can discuss supply chain network design in Chapters 5 and 6 and then move on to demand, supply, inventory, and transportation planning; Information Technology in the Supply Chain (Chapter 17). For business professionals managing the supply chain.
From the Inside Flap
Preface
This book has grown from a course on supply chain management taught to second-year MBA students at the Kellogg Graduate School of Management. The goal of this class is to cover not only high-level supply chain strategy and concepts, but also to give students a solid understanding of the analytical tools necessary to solve supply chain problems. With this class goal in mind, our objective was to create a book that would develop an understanding of the following three key areas and their interrelationships:
The strategic role of the supply chain Key drivers of supply chain performance Analytical tools and techniques for supply chain analysis
Our first objective in this book is for the reader to learn the strategic importance of good supply chain design, planning, and operation for every firm. The reader will be able to understand and visualize how good supply chain management can be a competitive advantage for a firm. Similarly, a reader should understand how weaknesses in supply chain design, planning, and operation can hurt the performance of a firm. We use several examples to illustrate this idea and develop a strategic framework for supply chain management.
Within the strategic framework we identify inventory, transportation, information, and facilities as the key drivers of supply chain performance. Our second goal in the book is to convey how these drivers may be used on a conceptual level during supply chain design, planning, and operation to improve performance. For each driver of supply chain performance, our goal is to provide readers with practical managerial levers and concepts that may be used to improve supply chain performance.
Utilizing these managerial levers optimally during the design, planning, and operational phases requires knowledge of logistics and supply chain methodologies. Our third goal is to give the reader knowledge of these methodologies. Every methodological discussion is illustrated with its application in Excel. When discussing methodologies and techniques, we stress the managerial context in which they are used and the managerial levers for improvement that they supp