Logistics Management and Strategy, 6th Edition
- Length: 495 pages
- Edition: 6
- Language: English
- Publisher: Pearson
- Publication Date: 2019
- ISBN-10: 1292183683
- ISBN-13: 9781292183688
- Sales Rank: #3164137 (See Top 100 Books)
From Preface: This text has a clear European foundation and an international appeal. In line with the globalisation of logistics, we have included cases from other parts of the world than Europe – diverse though European logistics solutions are – including South Africa, the United States, Japan, China and Australia. Accordingly, we start in Part One with the strategic role of logistics in the supply chain. We continue by developing the marketing perspective by explaining our view of ‘putting the end-customer first’. Part One finishes by exploring the concept of value and logistics costs. In Part Two, we review leveraging logistics operations in terms of their global dimensions, and of the lead-time frontier. Part Two continues by examining the challenges of coordinating manufacturing and retail processes, and the impact on logistics of just-in-time and the agile supply chain. Part Three reviews working together, first in terms of integrating the supply chain and second in terms of sourcing and supply management. Our book ends with Part Four, in which we outline the logistics future challenge. This text is intended for MSc students on logistics courses, and as an accompanying text for open learning courses such as global MSc degrees and virtual universities. It will also be attractive as a management textbook and as recommended reading on MBA options in logistics and supply chain management.
Front Cover Half Title Page Title Page Copyright Page Contents Personal foreword Professional foreword Preface Authors’ acknowledgements Publisher’s acknowledgements How to use this book Plan of the book Part One COMPETING THROUGH LOGISTICS 1 Logistics and the supply chain Introduction 1.1 Logistics and the supply chain 1.1.1 Definitions and concepts 1.1.2 Supply chain: structure and tiering 1.2 Material flow and information flow 1.2.1 Material flow 1.2.2 Information flow 1.3 Competing through logistics 1.3.1 Hard objectives 1.3.2 Supportive capabilities 1.3.3 Soft objectives 1.3.4 Order winners and qualifiers 1.4 Logistics strategies 1.4.1 Defining ‘strategy’ 1.4.2 Aligning strategies 1.4.3 Differentiating strategies 1.4.4 Trade-offs in logistics Summary Discussion questions References Suggested further reading 2 Putting the end-customer first Introduction 2.1 The marketing perspective 2.1.1 Customer value 2.1.2 Rising customer expectations 2.1.3 The information revolution 2.1.4 Marketing segmentation 2.2 Demand profiling 2.3 Segmented supply chain strategy 2.3.1 Supply chain and marketing alignment 2.3.2 The supply chain strategy drivers 2.3.3 Selecting drivers for segmentation 2.3.4 The four-step approach to developing segmented supply chain strategy Summary Discussion questions References Suggested further reading 3 Value and logistics costs Introduction 3.1 Where does value come from? 3.2 How can conventional return on capital employed (ROCE) be -measured? 3.2.1 ROCE and implications for supply chain management 3.2.2 Financial ratios and ROCE drivers 3.3 Why is liquidity important and what are the implications for supply chain manage-ment? 3.3.1 Supply Chain Finance (SCF) 3.4 How can logistics costs be represented? 3.4.1 Fixed/variable 3.4.2 Direct/indirect 3.4.3 Engineered/discretionary 3.5 Activity-based costing (ABC) 3.5.1 Cost–time profile (CTP) 3.5.2 Cost-to-serve (CTS) 3.6 How can capital investment decisions be made? 3.6.1 Four investment appraisal approaches 3.6.2 What are discounted cash flows? 3.7 A balanced measurement portfolio 3.7.1 Balanced scorecard 3.7.2 Supply chain management and the balanced scorecard 3.7.3 Supply chain operations reference model (SCOR) Summary Discussion questions References Suggested further reading Part Two LEVERAGING LOGISTICS OPERATIONS 4 Managing logistics internationally Introduction 4.1 Drivers and logistics implications of internationalisation 4.1.1 Logistical implications of internationalisation 4.1.2 Time-to-market 4.1.3 Global consolidation 4.2 The tendency towards internationalisation 4.2.1 Focused factories: from geographical to product segmentation 4.2.2 Centralised inventories 4.3 The challenges of international logistics and location 4.3.1 Extended lead time of supply 4.3.2 Extended and unreliable transit times 4.3.3 Multiple consolidation and break points 4.3.4 Multiple freight modes and cost options 4.3.5 Price and currency fluctuations 4.4 Organising for international logistics 4.4.1 Location analysis 4.4.2 Different tiers in the network 4.4.3 The evolving role of individual plants 4.4.4 Reconfiguration processes 4.4.5 The changing and critical role of logistics service providers 4.5 Managing for risk readiness 4.5.1 Immediate risk readiness 4.5.2 Structural risk readiness 4.6 Reverse logistics 4.7 Corporate social responsibility in the supply chain 4.8 Establishing global governance of the supply chain 4.8.1 Decentralised centralisation 4.8.2 Incorporating new regions into global governance 4.8.3 Ownership of goods in the international flow of goods Summary Discussion questions References Suggested further reading 5 Managing the lead-time frontier Introduction 5.1 The role of time in competitive advantage 5.1.1 Time-based competition: the virtuous circle of speed 5.1.2 Variety and speed 5.1.3 Time-based opportunities to add value 5.1.4 Time-based opportunities to reduce cost 5.1.5 Limitations to time-based approaches 5.2 Time-based process mapping 5.2.1 Stage 1: Create a task force 5.2.2 Stage 2: Select the process to map 5.2.3 Stage 3: Collect data 5.2.4 Stage 4: Flow chart the process 5.2.5 Stage 5: Distinguish between value-adding and non---value-adding time 5.2.6 Stage 6: Construct the time-based process map 5.2.7 Stage 7: Solution generation 5.3 P:D ratios and differences 5.3.1 Using time as a performance measure 5.3.2 High variety poses a challenge to conventional clock-time 5.3.3 Using time to measure supply pipeline performance 5.3.4 Mapping P-time and D-time 5.4 Managing timeliness in the logistics pipeline 5.4.1 Strategies to cope when P-time is greater than D-time 5.4.2 Practices to cope when P-time is greater than D-time 5.4.3 Technologies to cope when P-time is greater than D-time Summary Discussion questions References Suggested further reading 6 Supply chain planning and control Introduction 6.1 The supply chain ‘game plan’ 6.1.1 Planning and control within manufacturing 6.1.2 Sales and operations planning (S&OP) 6.1.3 Managing inventory in the supply chain 6.1.4 Planning and control in retailing 6.1.5 Inter-firm planning and control 6.2 JIT and material requirements planning 6.3 Overcoming poor coordination in retail supply chains 6.3.1 Efficient consumer response (ECR) 6.3.2 Quick response (QR) Summary Discussion questions References Suggested further reading 7 Lean thinking and agile supply chains Introduction 7.1 Lean thinking 7.1.1 Types of waste 7.1.2 The principles of lean thinking 7.1.3 Application of lean thinking to business processes 7.1.4 Lean manufacturing practices 7.2 The concept of agility 7.2.1 Product design for agility 7.2.2 Manufacturing for agility 7.2.3 Logistics for agility 7.2.4 Supply chain partnerships for agility 7.2.5 Preconditions for successful agile practice 7.3 Combining lean and agile Summary Discussion questions References Suggested further reading Part Three WORKING TOGETHER 8 Integrating the supply chain Introduction 8.1 Integration in the supply chain 8.1.1 Internal integration: function to function 8.1.2 External integration: company to company 8.2 Electronic integration 8.2.1 Electronic data interchange (EDI) 8.2.2 Radio frequency identification devices (RFIDs) 8.2.3 Blockchain 8.3 Choosing the right supply relationships 8.3.1 The transaction cost economics (TCE) view of relationships 8.4 Strategic partnerships in the supply chain 8.4.1 Economic justification for partnerships 8.4.2 Advantages of partnerships 8.4.3 Implementing strategic partnerships 8.4.4 Lambert’s partnership model 8.4.5 Barriers to developing strategic partnerships 8.5 Managing supply chain relationships 8.5.1 Tensions in closer relationships 8.5.2 Factors in forming supply chain relationships 8.6 Supplier networks 8.6.1 Supplier associations 8.6.2 Japanese keiretsu 8.6.3 Italian districts 8.6.4 Chinese industrial areas Summary Discussion questions References Suggested further reading 9 Sourcing and procurement Introduction 9.1 What does procurement do? 9.2 Key drivers of procurement effectiveness 9.2.1 Operating Principle I: Business alignment 9.2.2 Operating Principle II: Developing strategies for procurement categories 9.2.3 Operating Principle III: Total cost of ownership, not just price 9.2.4 Operating Principle IV: Supplier relationship management (SRM) 9.3 Managing the supply base 9.3.1 Segmenting the supply base 9.3.2 Establishing policies per supplier segment 9.3.3 Vendor rating 9.3.4 Executive ownership of supply relationships 9.3.5 Migrating towards customer of choice status 9.4 Procurement technology 9.5 Markers of boardroom value 9.6 What does top procurement talent look like? Summary Discussion questions References Suggested further reading Part Four CHANGING THE FUTURE 10 Logistics future challenges and opportunities Introduction 10.1 Changing economics? 10.2 Internal alignment triad 10.3 Corporate social responsibility: same trade-offs 10.3.1 Reputational integrity 10.4 Logistics and economic development and humanitarian logistics 10.4.1 Humanitarian logistics 10.4.2 Preparedness phase 10.4.3 Immediate response phase 10.4.4 Reconstruction phase 10.5 New technologies impacting supply chains 10.6 Selecting collaboration opportunities to accelerate time to market 10.6.1 Selecting upstream collaboration opportunities 10.6.2 Selecting downstream opportunities: which customers to give the keys to our car 10.7 The supply chain manager of the future 10.8 Changing chains 10.9 A great function to be in Summary Discussion questions References Index Back Cover
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