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El. knyga: Lean and Technology: Working Hand in Hand to Enable and Energize Your Global Supply Chain

  • Formatas: 240 pages
  • Išleidimo metai: 28-Oct-2016
  • Leidėjas: Pearson FT Press
  • Kalba: eng
  • ISBN-13: 9780134291604
Kitos knygos pagal šią temą:
  • Formatas: 240 pages
  • Išleidimo metai: 28-Oct-2016
  • Leidėjas: Pearson FT Press
  • Kalba: eng
  • ISBN-13: 9780134291604
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Focus Your Supply Chain Technology Investments to Reduce Risk and Maximize Competitiveness

Lean, Six Sigma, and related approaches offer immense potential for improving competitiveness, cost, and customer experience if you can overcome the challenges of planning and implementation. The well-targeted use of technology can dramatically reduce your risks and accelerate your progress. Until now, however, many guidebooks and consultants have treated Lean primarily as a pen and pencil technique. Lean and Technology is the first complete guide to integrating Lean thinking with proven, affordable, and emerging technologies. Youll learn how companies are linking strategy, the value chain, and ITand how they are executing on their plans to achieve real competitive advantage.

Step by step, Myerson shows how to use the proven six-step SCOR Model to organize the integration of technology with all key supply chain and operations processes. Youll discover how to:



PLAN to optimize supply chain networks, demand forecasting, master production scheduling, and S&OP SOURCE more effectively with todays MRP and procurement/e-procurement technologies MAKE higher-value lean production products with modern ERP, MES, and short-term scheduling systems DELIVER the right customer solutions at the right time and cost via advanced DRP, TMS, and order fulfillment systems RETURN products and materials with state-of-the-art reverse logistics systems ENABLE continuous improvement via carefully chosen measurements, metrics, and analytics

Throughout, Myerson presents easy-to-use tools, methodologies, best practices, and real-world examples: all you need to improve speed, accuracy, integration, and collaboration across complex supply chains. He concludes by previewing emerging technologies for maintaining and extending the competitive advantage youve already built.

Recenzijos

Praise for Paul A. MyersonsLean and Technology:   Supply Chain Managers have been continuously challenged by external or exogenous forces, particularly in the 21st century. These external forces have challenged business practices and influenced consumer behavior. While globalization has probably attracted the most attention among businesses and governments as an external force or game changer, it has become evident in recent years that the fast paced changes occurring in technology probably are having more impact and influence not only with consumers--e.g., it is currently estimated that  56 cents of every dollar spent for retail sales is based on a digital interaction--, but also among businesses. Companies are being challenged by their customers to provide service on an anytime, anywhere basis at the most efficient and effective level possible and to perfectly execute that service. The impact of the omni-channel revolution is reverberating throughout global supply chains. The technology associated with mobile communication, deep learning, cloud computing, intelligent robotics and manufacturing digitization in conjunction with the approaches and strategies presented by Professor Myerson provide the basis for a new normal for supply chains of Mobility, Integration, Complexity and Competition that will shape the strategic direction of supply chains for the foreseeable future.

-- Dr. John J. Coyle, Professor Emeritus of Logistics and Supply Chain Management, The Pennsylvania State University

 

The supply chain arena is drastically changing with new technologies and adaptive intelligence breakthroughs making opportunities for improvement more easily attainable than ever before. Combined with lean principles, which are fundamental to supply chain efficiency, the future is both exciting and challenging at the same time.  Companies need to prepare for tomorrow and continuously educate themselves on how systems and processes are changing.

-- John Murphy, Senior Director Supply Chain Management, Oracle

 

Myersons book includes many interesting case studies of how companies today are using information technologies to complement lean approaches in order to improve their supply chain performance, effectively using the SCOR model to organize the material.    

-- Susan A. Sherer, Professor, Lehigh University

 

With Lean and Technology, Prof. Myerson breaks new ground in creating the industrys most user friendly How To guide with actionable step by step guidance to streamlined and more technologically savvy supply chain integration, regardless of product.

-- Dr. William J. Bajor, Director, Graduate and Extended Studies, East Stroudsburg University of Pennsylvania

 

Todays business decisions have to be made at a rapid pace. Applying Lean practices with todays open and flexible technology offerings will help forward thinking operations gain tremendous competitive advantage.

-- Ron Kubera, Executive VP & CMO, Lucas Systems

Part I Introduction and Overview 1(72)
Chapter 1 Lean Supply Chain and Technology: A Perfect Combination
3(12)
It's a Small World After All
3(2)
How Big an Opportunity Is It?
5(2)
The Extended and Often Global Supply Chain and Technology
6(1)
Information Systems (IS) Versus Information Technology (IT)
6(1)
Risks and Rewards
7(1)
Linking Competitive Strategy to the Value Chain
7(4)
Competitive Strategy, Business Processes, and IT Structure Aligned
11(2)
Using the SCOR Model to Help Enable Lean Opportunities with Technology
13(2)
Chapter 2 The Growing Importance of the Supply Chain and Technology to Business and Society
15(12)
Supply Chain Defined
15(2)
History of Supply Chain and Logistics Management
17(2)
The Role of Information Technology in the Supply Chain
19(5)
Supply Chain Information
19(1)
Interactive View of Information
19(2)
Importance of Integration for Sharing Information
21(1)
Viewpoints of Supply Chain Information Systems
22(1)
Supply Chain Macro Processes
22(1)
Supply Chain Information Technologies
23(1)
Supply Chain Technology Trends
24(3)
Chapter 3 Lean Concepts and Their Applications in the Supply Chain
27(26)
Lean Background
27(1)
Value-Added Versus Non-Value-Added Activities
28(1)
Waste
29(6)
Lean Culture and Teamwork
35(2)
Elements of a Lean Supply Chain Strategy
37(13)
Basic Tools
37(5)
Advanced Tools
42(7)
Tools for Identifying and Solving Problems
49(1)
Lean, Supply Chain, and Technology
50(3)
Chapter 4 Software and Hardware Sourcing Process and Applications of Supply Chain and Logistics Management Technology
53(20)
The Procurement Process
53(8)
Identify and Review Requirements
53(2)
Establish Specifications
55(1)
Identify and Select Suppliers
55(2)
Determine the Right Price
57(1)
Issue Purchase Orders
58(2)
Follow Up to Assure Correct Delivery
60(1)
Receive and Accept Goods
60(1)
Approve Invoice for Payment
60(1)
Software and Hardware Selection
61(2)
Phase 1-Planning and Budgeting
61(1)
Phase 2-Requirements Analysis
61(1)
Phase 3-Vendor Research
62(1)
Phase 4-Demonstrations
62(1)
Phase 5-Final Decision
62(1)
Phase 6-Contract Negotiation
63(1)
Implementation Partner/VAR Selection
63(1)
Make or Buy
63(2)
SCM System Costs and Options
64(1)
"Best-in-Class" Versus Single Integrated Solution
64(1)
Consultants
65(1)
Project Management
65(1)
Supply Chain Software Market
66(4)
Supply Chain Planning (SCP)
67(1)
Supply Chain Execution (SCE)
68(1)
Other Supply Chain Technologies
69(1)
Current and Future Trends in Supply Chain Software
70(5)
Short-Term Supply Chain Technology Trends
70(1)
Emerging Supply Chain Technology Trends
70(3)
Part II Plan 73(50)
Chapter 5 Supply Chain Network Optimization
75(12)
Strategic Planning Level
75(1)
Tactical Planning Level
75(1)
Operational Planning Level
76(1)
Importance of the Supply Chain Network
77(1)
The Location Decision and Its Impact on Value
77(3)
How and Why Network Optimization Technology Can Help Enable a Lean Supply Chain
80(1)
Network Optimization Technology
80(3)
Technology Options
82(1)
Supply Chain Network Optimization Technology Case Studies
83(4)
Case 1: North American Industrial Manufacturer Optimizes Its Distribution Network
83(1)
Case 2: Semiconductor Manufacturer Re-Designs Its Global Supply Chain Network
84(3)
Chapter 6 Demand Forecasting Systems
87(14)
A Lean Approach to Forecasting
88(6)
Typical Forecasting Process
89(1)
Lean Forecasting Process
90(4)
Forecasting Technology Options and Requirements
94(2)
Lean Forecasting Technology Case Studies
96(5)
Case 1: Caribou Coffee Automates Forecasting Process with Logility Software
96(1)
Case 2: Butterball Uses JDA Software to Improve Its Forecasting Process
97(1)
Case 3: Kimberly-Clark Integrates Point of Sale (POS) Information to Improve Its Resupply Process with Retailers
98(3)
Chapter 7 Master Production Scheduling
101(10)
Master Production Schedule (MPS) Defined
101(1)
Lean Scheduling
102(2)
MPS/Production Planning Technology Options and Requirements
104(1)
Lean and ERP for Production Planning: A Fine Balancing Act
104(1)
Lean Production Planning and Technology Case Studies
105(6)
Case 1: Energy Bar Company Upgrades Production Planning Technology
105(1)
Case 2: Global Raw Materials Supplier Integrates MPS Process to Minimize Waste
106(1)
Case 3: Nestle Innovates Its Milk Production Planning
107(3)
Case 4: Durabuilt Windows and Doors Balances Lean and ERP for Production Planning
110(1)
Chapter 8 Sales and Operations Planning (S8r0P)
111(12)
Sales and Operations Planning (S&OP) Defined
111(2)
S&OP and Lean
113(2)
Working Together
114(1)
S&OP/Aggregate Planning Technology
115(2)
Lean S&OP/Aggregate Planning and Technology Case Studies
117(8)
Case 1: Infineon Technologies AG Takes Planning to the Next Level with JDA S&OP
117(1)
Case 2: Accelerated S&OP Collaboration at Lance
118(1)
Case 3: Continental Mills Increases Productivity with S&OP Process
119(2)
Case 4: Radisys Improves S&OP Process, Supporting Tools Rapidly After Outsourcing Strategy Leads to Real Challenges
121(2)
Part III Source 123(26)
Chapter 9 Material Requirements Planning (MRP)
125(14)
Procurement and Purchasing Defined
125(3)
The Purchasing Process
126(1)
Types of Business Purchasing
127(1)
Material Requirements Planning Described
128(2)
Lean and Material Requirements Planning
130(3)
Material Requirements Planning Technology
133(2)
Lean MRP and Technology Case Studies
135(4)
Case 1: Gables Engineering Moves to a "Real" MRP System
135(1)
Case 2: Transport Data Systems-A Picture-Perfect MRP Implementation Helps Traffic Enforcement Camera Maker to Profitability
136(1)
Case 3: Raytheon Streamlines and Automates Its Material Requirement Planning Processes with Exostar's Supply Chain Platform
137(2)
Chapter 10 Procurement (and e-Procurement) Systems
139(10)
The Procurement Process
139(1)
Automation of Procurement Documents and Processes
139(1)
Lean and Procurement
140(3)
Procurement Technology
143(2)
Lean Procurement and Technology Case Studies
145(6)
Case 1: Enabling Online Supplier Collaboration at Toshiba Semiconductor Company
146(1)
Case 2: Clariant-Increasing Interenterprise Productivity and Extending Its SAP Software Investment Value
147(1)
Case 3: New Purchase-to-Pay System Allows Smarter Processes at Atea
147(2)
Part IV Make 149(34)
Chapter 11 Enterprise Resource Planning (ERP) Systems
151(10)
Lean Supply Chain and ERP Systems
152(2)
ERP Technology
154(2)
Lean Supply Chain and ERP Systems Case Studies
156(5)
Case 1: Radio Flyer Teamed with Ultra Consultants on ERP Selection, Business Process Improvement, and Implementation Management
156(1)
Case 2: Flexpipe Systems Inc. Works with IFS Applications for More Flexibility
157(2)
Case 3: Automotive Supplier Nissen Chemitec America Accelerates Lean Operations with IQMS ERP
159(2)
Chapter 12 Manufacturing Execution Systems (MES)
161(10)
The Role of MES in Today's Competitive Environment
162(1)
Manufacturing Execution Systems and Lean
163(2)
MES, Lean, and Visual Management Systems
164(1)
Lean Supply Chain and Manufacturing Execution Systems Case Studies
165(6)
Case 1: Full Sail Brewing Taps Manufacturing Intelligence to Enhance Brewing Process
165(1)
Case 2: Merck Sharp & Dohme (MSD) Pharmaceutical Asian Factory Implements MES
166(1)
Case 3: EZ-MES Automates Production Tracking System at a High-Power Laser Company
167(4)
Chapter 13 Short-Term Scheduling
171(12)
Short-Term Scheduling Process
172(3)
Continuous Versus Discrete Industry Scheduling
173(2)
Scheduling in Service Industries
175(1)
Lean Short-Term Scheduling
176(2)
Advanced Planning and Scheduling (APS) Systems
176(2)
Advanced Planning and Scheduling Systems Technology
178(1)
Advanced Planning and Scheduling Systems Technology Case Studies
178(7)
Case 1: Auto Parts Manufacturer Chooses Asprova for Its Good User Interface Reduces Labor of Adjusting the Schedule
178(2)
Case 2: Mueller Stoves Reduces the Assembly Line Stops after Preactor Deployment
180(3)
Part V Deliver 183(34)
Chapter 14 Distribution Requirements Planning (DRP)
185(10)
Lean and DRP
187(1)
DRP Software
188(1)
DRP Case Studies
189(6)
Case 1: Ford Auto Logistics: Revving Up Service Parts Logistics Operations
189(2)
Case 2: Everlast Builds a Championship Company with New Product Lines
191(1)
Case 3: Canadian Tire Keeps Stores Rolling with Replenishment Program
192(3)
Chapter 15 Transportation Management Systems (TMS)
195(10)
Lean and TMS
196(1)
Types of Savings and Improvements Resulting from the Use of a TMS
197(1)
Transportation Management System Technology
198(1)
TMS Case Studies
199(6)
Case #1: Papa John's Pizza Orders "Optimization Supreme" with Manhattan's Supply Chain Process Platform
199(2)
Case #2: A Leading Dairy Trims 18% from Transportation Costs Using Optimizer Software
201(1)
Case #3: Miller Brands UK Uses Transwide TMS to Manage Growing Transport Volumes
202(3)
Chapter 16 Order-Fulfillment Systems
205(12)
Warehouse Management System (WMS)
205(1)
Order Management Systems (OMS)
206(1)
Customer Relationship Management (CRM) Systems
207(1)
Lean and Order Fulfillment
208(4)
Order Placement
209(1)
Order Processing
209(1)
Order Preparation and Loading
210(1)
Order Delivery
210(1)
Faster Fulfillment
211(1)
Order Fulfillment Case Studies
212(7)
Case 1: Regional Pharmaceutical Distributor Requires Next Day Delivery
212(1)
Case 2: Whirlpool Spins Optimized Supply Chain with Help from Manhattan Associates
213(1)
Case 3: TAGG Logistics Combines Cadence WMS and ADSI Ship-IT for Real-Time Supply Chain Execution System
214(3)
Part VI Return 217(14)
Chapter 17 Reverse Logistics Systems
219(12)
Lean Reverse Logistics
220(6)
Elements Key to a Lean Reverse Logistics Process
220(6)
Lean and Reverse Logistics Technology Cases
226(7)
Case 1: RTLTM Adds Up to Many Happy Returns for Philips Consumer Lifestyle
226(1)
Case 2: Nokia-Deployment of Global Service Strategy
227(1)
Case 3: Return Central-Reconstructed Network Yields Big Efficiencies, Faster Processes for National Home Improvement Retailer
228(3)
Part VII Enable 231(12)
Chapter 18 Measurements, Metrics, and Analytics
233(10)
Measurement and Analysis Process
233(1)
What and Where to Measure
234(2)
Using the SCOR Model to Measure and Control
234(2)
Supply Chain Analytics
236(2)
Supply Chain Decision Support and Analytics Technology
238(2)
Lean and Supply Chain Analytics Technology Case Studies
240(5)
Case 1: Business Intelligence in the Supply Chain-Better Decisions Through Data for Anna's Linens
240(1)
Case 2: Steel Manufacturer Improves Performance, Profitability
241(1)
Case 3: H.D. Smith: Why Analytics Is Eating the Supply Chain-New Tools Are Helping Companies Achieve the Supply Chain's "Holy Grails"
241(2)
Part VIII Where Do We Go from Here? 243(26)
Chapter 19 Collaborative Supply Chain Systems
245(10)
The 80/20 Rule
246(1)
Collaboration for a Lean Supply Chain
247(3)
Integrated and Collaborative Technology for a Leaner Supply Chain
250(1)
Lean and Collaboration Technology Case Studies
251(4)
Case 1: Agilent Technologies-Comprehensive Supply Chain Visibility Across a Multi-Enterprise Supply Chain
251(2)
Case 2: Arrow Electronics Automates Replenishment Program with One Network's Real-Time Value Network
253(2)
Chapter 20 Emerging Technologies and Their Potential Impacts on the Lean Supply Chain
255(14)
General Supply Chain Trends
256(1)
Supply Chain Software and Connectivity Technology Trends
257(4)
Supply Chain Software Best Practices
258(3)
Supply Chain Hardware Technology Trends
261(4)
Hardware Technologies for a Competitive Advantage in the Next Decade
265(1)
Future Supply Chain Technology Spending
265(1)
Looking Ahead
266(3)
References 269(10)
Index 279
Paul A. Myerson is a Professor of Practice in Supply Chain Management at Lehigh University and holds a B.S. in Business Logistics and an M.B.A. in Physical Distribution.

 

Professor Myerson has an extensive background as a Supply Chain and Logistics professional, consultant, and teacher. Prior to joining the faculty at Lehigh, Professor Myerson has been a successful change catalyst for a variety of clients and organizations of all sizes, having over 30 years experience in Supply Chain and Logistics strategies, systems, and operations that have resulted in bottom-line improvements for companies such as General Electric, Unilever, and Church and Dwight (Arm & Hammer).

 

Professor Myerson created and has marketed a Supply Chain Planning software tool for Windows to a variety of companies worldwide since 1998.

 

He is the author of the books Lean Supply Chain & Logistics (McGraw-Hill, 2012), Lean Wholesale and Retail (McGraw-Hill, 2014), and Supply Chain and Logistics Management Made Easy (Pearson, 2015); as well as a Lean Supply Chain and Logistics Management simulation training game and training package (Enna.com, copyright 201213).

 

Professor Myerson also writes a column on Lean Supply Chain for Inbound Logistics Magazine and a blog for Industry Week magazine.