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Part 1 SUPPLY CHAIN: A PERSPECTIVE FOR OPERATIONS MANAGEMENT |
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1 | (56) |
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Chapter 1 Introduction to Managing Operations Across the Supply Chain |
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2 | (24) |
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A Broad Definition of Supply Chain Operations Management |
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4 | (5) |
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Get Real: Why You Need to Study Operations Management |
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5 | (1) |
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Important Decisions in Supply Chain Operations Management |
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6 | (1) |
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Differences in Goods and Services Operations |
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6 | (2) |
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Processes and Process Thinking |
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8 | (1) |
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Operations Management Yesterday and Today: Growth of the Supply Chain Management Perspective |
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9 | (3) |
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Advances in Technology and Infrastructure |
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11 | (1) |
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Reduction in Governmental Barriers to Trade |
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11 | (1) |
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Focus on Core Capabilities |
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11 | (1) |
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11 | (1) |
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Viewing Operations Management from a Supply Chain Management Perspective |
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12 | (7) |
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Operations Management Partners Across the Supply Chain |
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12 | (2) |
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Cross-Functional Relationships in Operations Management |
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14 | (2) |
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Get Real: Jobs in Operations Management |
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16 | (2) |
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The Changing Nature of Supply Chains |
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18 | (1) |
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Levels of Operational Planning Across the Supply Chain |
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18 | (1) |
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How This Book Is Structured |
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19 | (7) |
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20 | (1) |
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21 | (1) |
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21 | (1) |
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Case: Business Textbook Supply Chain |
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22 | (1) |
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Case: Cemex's Digital Transformation |
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23 | (2) |
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Selected Readings & Internet Sites |
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25 | (1) |
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Chapter 2 Operations and Supply Chain Strategy |
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26 | (31) |
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Levels of Strategic Planning |
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28 | (3) |
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Corporate Strategic Planning |
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28 | (1) |
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Business Unit Strategic Planning |
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29 | (1) |
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Functional Strategic Planning |
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30 | (1) |
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Developing Operations Strategy: Creating Value Through Strategic Choices |
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31 | (9) |
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31 | (1) |
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Get Real: Huffy Bikes Targets Its Key Customers |
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32 | (1) |
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Assessing Customer Wants and Needs |
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32 | (1) |
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Value Propositions and Competitive Priorities |
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33 | (1) |
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Get Real: Bosch CS20: Finding a New Order Winner by Changing the Way Customers Cut Straight Lines |
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33 | (1) |
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Product-Related Competitive Priorities |
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34 | (1) |
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Process-Related Competitive Priorities |
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35 | (1) |
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Get Real: IKEA: Growth through Supply Chain Innovation |
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36 | (2) |
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Capabilities: Strengths and Limitations of Supply Chain Operations |
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38 | (1) |
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Get Real: Seven Cycles: Building a Bicycle Your Way |
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39 | (1) |
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Get Real: Don't Expect a Salad at Five Guys Burgers and Fries |
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40 | (1) |
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Maintaining the Fit between Customer Outcomes, Value Propositions, and Capabilities |
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40 | (1) |
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Deploying Operations Strategy: Creating Value Through Execution |
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40 | (17) |
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Feedback/Measurement: Communicating and Assessing Operations Strategy |
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42 | (1) |
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The Strategic Profit Model |
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42 | (4) |
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46 | (1) |
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46 | (1) |
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47 | (1) |
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48 | (1) |
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49 | (2) |
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Case: Otis Toy Trains Explores the Supply Chain |
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51 | (1) |
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Case: Steinway & Sons Piano |
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52 | (1) |
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Case: Trail Frames Chassis |
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53 | (1) |
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Case: LIP Me Dolls Deals with the Millions of Toys (MOT) Proposal |
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54 | (2) |
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Selected Readings & Internet Sites |
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56 | (1) |
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56 | (1) |
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Part 2 FOUNDATIONS OF OPERATIONS MANAGEMENT |
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57 | (260) |
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Chapter 3 Managing Processes and Capacity |
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58 | (34) |
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59 | (2) |
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Processes and Process Thinking |
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61 | (1) |
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62 | (2) |
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62 | (1) |
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Inputs, Outputs, and Flows |
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62 | (1) |
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Get Real: States Reduce Waiting Times for Car License Renewals and Registrations |
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63 | (1) |
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63 | (1) |
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64 | (1) |
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64 | (2) |
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Get Real: Capacity Planning Contributes to iPad's® Success |
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64 | (1) |
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Economies and Diseconomies of Scale |
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65 | (1) |
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Process Capacity and Utilization |
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66 | (3) |
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Principles of Process Performance: The Theory of Constraints |
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69 | (23) |
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Principle 1 Every Process Has a Constraint |
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69 | (3) |
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Estimating Capacity Requirements |
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72 | (1) |
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Principle 2 Every Process Contains Variance That Consumes Capacity |
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73 | (2) |
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Get Real: Storyboarding: The Key to Success at Pixar |
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75 | (1) |
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Principle 3 Every Process Must Be Managed as a System |
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76 | (1) |
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Principle 4 Performance Measures Are Crucial to the Process's Success |
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76 | (1) |
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Principle 5 Every Process Must Continuously Improve |
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77 | (1) |
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78 | (1) |
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78 | (1) |
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79 | (1) |
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79 | (5) |
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84 | (4) |
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88 | (1) |
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Case: Midas Gold Juice Company |
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89 | (1) |
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Case: American Vinyl Products |
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90 | (1) |
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91 | (1) |
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Chapter 3
Chapter Supplement: Process Mapping and Analysis |
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92 | (22) |
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The "Process" of Process Mapping and Analysis |
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93 | (1) |
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American Health and Medical Products (AHMP) |
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93 | (12) |
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Step 1 Identify the Desired Outcomes in Advance |
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94 | (1) |
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Step 2 Identify and Bound the Critical Process |
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95 | (1) |
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Step 3 Document the Existing Process (the "Current State" Map) |
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96 | (3) |
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Step 4 Analyze the Process and Identify Opportunities for Improvement |
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99 | (4) |
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Step 5 Recommend Appropriate Changes to the Process (the "Future State" Map) |
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103 | (1) |
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Step 6 Implement the Changes and Monitor Improvements |
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104 | (1) |
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Other Process Mapping Tools |
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105 | (9) |
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108 | (1) |
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109 | (1) |
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109 | (2) |
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Case: Midwestern Lighting |
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111 | (2) |
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113 | (1) |
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Chapter 4 Product/Process Innovation |
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114 | (28) |
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The Role of Product/Process Innovation in Supply Chain Operations Management |
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116 | (3) |
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117 | (1) |
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How Product/Process Innovation Affects Firm Performance |
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118 | (1) |
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119 | (5) |
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Idea and Opportunity Development |
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120 | (1) |
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Get Real: LEGO: Crowdsourcing for Product Ideas and Customer Engagement |
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120 | (1) |
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Innovation Portfolio Planning |
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121 | (1) |
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Innovation Project Management |
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122 | (1) |
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New Product/Process Launch and Learning |
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122 | (1) |
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122 | (1) |
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Get Real: Codeveloping with a Competitor: Clorox Aligns Its Business Model with P&G |
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123 | (1) |
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Product/Process Design and Development |
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124 | (10) |
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124 | (1) |
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Integrated Product/Process Design and Development: Concurrent Engineering |
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125 | (3) |
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128 | (4) |
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Design for Supply Chain Operations |
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132 | (2) |
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Enabling Technologies for Product/Process Innovation |
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134 | (8) |
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Get Real: Lockheed Martin Makes the Most of VR in Product Development |
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135 | (1) |
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136 | (1) |
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136 | (1) |
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137 | (1) |
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137 | (2) |
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Case: The ALPHA Timer Development Project (A) |
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139 | (1) |
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Case: The ALPHA Timer Development Project (B) |
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140 | (1) |
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Case: The ALPHA Timer Development Project (C) |
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140 | (1) |
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Selected Readings & Internet Sites |
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141 | (1) |
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Chapter 5 Manufacturing and Service Process Structures |
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142 | (28) |
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144 | (5) |
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144 | (3) |
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Processes within a Supply Chain |
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147 | (1) |
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Get Real: Adidas Reinvents Athletic Shoe Manufacturing |
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148 | (1) |
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Aligning Process Structure and Market Orientation |
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148 | (1) |
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Unique Aspects of Service Processes |
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149 | (2) |
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149 | (1) |
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Managing Front-Office and Back-Office Processes |
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150 | (1) |
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151 | (6) |
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151 | (1) |
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152 | (1) |
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153 | (1) |
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Line Balancing in Product Layouts |
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153 | (3) |
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156 | (1) |
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Capability Enabling Technologies |
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157 | (13) |
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Get Real: Shopping Goes Hi-Tech |
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158 | (1) |
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Information Processing and Sharing |
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158 | (1) |
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159 | (1) |
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Challenges to Digital Transformation |
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160 | (1) |
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160 | (1) |
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161 | (1) |
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161 | (1) |
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162 | (1) |
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163 | (4) |
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167 | (1) |
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Case: Sonnie's Gourmet Sandwich Cafe |
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168 | (1) |
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Selected Readings & Internet Sites |
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168 | (2) |
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Chapter 6 Managing Quality |
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170 | (30) |
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Defining the Dimensions of Quality |
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172 | (5) |
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Get Real: Ritz-Carlton: Where Quality Is First and Foremost |
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173 | (1) |
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Functional Roles in Quality Management |
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174 | (1) |
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Core Values and Concepts of Quality Management |
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174 | (3) |
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Get Real: Food Safety in Global Supply Chains---A Real Challenge |
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177 | (1) |
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TQM: A "Total" View of Quality |
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177 | (7) |
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Recognizing the Total Impacts of Quality Performance |
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178 | (1) |
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Get Real: Cost of Quality Analysis Applies to Both Services and Manufacturing |
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179 | (1) |
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An Inverted View of Management |
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180 | (1) |
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Process-Oriented Focus on Prevention and Problem Solving |
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181 | (1) |
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Viewing Quality Management as a Never-Ending Quest |
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182 | (1) |
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Building an Organizational Culture around Quality |
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182 | (1) |
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182 | (1) |
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Get Real: Social Media Are Making Big Impacts on Quality |
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183 | (1) |
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Guiding Methodologies for Quality Management |
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184 | (5) |
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Plan-Do-Check-Act Cycles (Deming Wheel) |
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184 | (1) |
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Six Sigma: A Systematic Approach to Quality Management |
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184 | (2) |
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DMAIC: The Six Sigma Process |
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186 | (1) |
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187 | (1) |
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Get Real: Applying DMAIC to Cough Drops |
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188 | (1) |
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188 | (1) |
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Certifying Progress in Quality Management |
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189 | (11) |
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ISO 9000: An International Quality Standard |
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189 | (1) |
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Attaining ISO 9000 Certification |
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189 | (2) |
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Industry Interpretations of ISO 9000 |
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191 | (1) |
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191 | (1) |
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192 | (1) |
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192 | (1) |
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193 | (1) |
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194 | (3) |
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Case: A Comment on Management Attitude |
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197 | (2) |
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Selected Readings & Internet Sites |
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199 | (1) |
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Chapter 6
Chapter Supplement: Quality Improvement Tools |
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200 | (40) |
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201 | (1) |
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Standard Problem Solving Approach |
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201 | (1) |
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Quality Improvement Tools |
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201 | (39) |
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Pear Computers: Using Quality Tools to Improve Performance |
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201 | (1) |
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202 | (2) |
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Cause-and-Effect Diagrams |
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204 | (1) |
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205 | (1) |
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206 | (1) |
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207 | (1) |
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208 | (1) |
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Process Capability Analysis: Cp and Cpk |
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208 | (4) |
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212 | (7) |
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Taguchi Methods/Design of Experiments |
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219 | (1) |
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Moments of Truth Analysis |
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220 | (1) |
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Other Quality Control Tools |
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220 | (1) |
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221 | (1) |
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221 | (1) |
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221 | (5) |
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226 | (10) |
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Case: The Tragedy of RMS Titanic |
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236 | (2) |
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Case: The Bully Boy Bagging Line |
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238 | (1) |
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Selected Readings & Internet Sites |
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239 | (1) |
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Chapter 7 Managing Inventories |
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240 | (48) |
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Types and Roles of Inventory |
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242 | (1) |
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242 | (1) |
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242 | (1) |
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The Financial Impact of Inventory |
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243 | (2) |
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Balance Sheet Considerations |
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243 | (1) |
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Costs Related to Inventory |
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243 | (2) |
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Measures of Inventory Performance |
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245 | (3) |
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Asset Productivity: Inventory Turnover and Days of Supply |
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246 | (2) |
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248 | (1) |
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Inventory Management Systems |
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248 | (1) |
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The Continuous Review Model |
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249 | (11) |
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The Case of No Variability |
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249 | (1) |
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How Much to Order: Economic Order Quantity |
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250 | (2) |
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When to Order: The Reorder Point |
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252 | (1) |
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253 | (3) |
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Enter Variability and Uncertainty |
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256 | (1) |
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Determining the Standard Deviation of Demand During Lead Time |
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256 | (1) |
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Determining a Service Level Policy |
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257 | (2) |
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Revisiting ROP and Average Inventory |
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259 | (1) |
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The Periodic Review Model |
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260 | (1) |
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Single Period Inventory Model |
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261 | (1) |
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Impact of Location on Inventory Requirements |
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262 | (2) |
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Location and Inventory/Service Trade-offs |
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264 | (1) |
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264 | (5) |
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264 | (1) |
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265 | (2) |
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267 | (1) |
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Inventory Information Systems and Accuracy |
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268 | (1) |
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Get Real: Robots and Drones: Automating Inventory Control |
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268 | (1) |
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Implementing Inventory Models |
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269 | (1) |
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Managing Inventory Across the Supply Chain |
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269 | (19) |
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Inventory Value in the Supply Chain |
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269 | (1) |
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269 | (1) |
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Integrated Supply Chain Inventory Management |
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270 | (1) |
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Get Real: Supplier-Managed Inventory at Stryker Instruments |
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271 | (1) |
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272 | (1) |
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273 | (1) |
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274 | (1) |
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274 | (4) |
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278 | (6) |
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Case: Inventory at Champion Electric |
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284 | (1) |
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285 | (1) |
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286 | (1) |
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Selected Readings & Internet Sites |
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287 | (1) |
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288 | (29) |
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290 | (7) |
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Origins of Lean Systems and Just-in-Time Production |
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291 | (1) |
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Strategic Benefit of Lean Systems |
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292 | (1) |
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Lean Systems Objectives, Culture, and Guiding Principles |
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293 | (3) |
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Get Real: "Picturing" Waste and Value: A Process Mapping Story |
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296 | (1) |
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Implementing Lean Systems: Tools and Techniques |
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297 | (9) |
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Total Productive Maintenance (TPM) |
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298 | (1) |
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Group Technology---Cellular Manufacturing |
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298 | (1) |
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298 | (1) |
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298 | (1) |
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Get Real: Applying the Focused Factory Idea to an Insurance Firm |
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298 | (1) |
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299 | (1) |
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Get Real: Using Kanbans to Schedule a Steel Mill |
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299 | (1) |
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Level, Mixed-Model Scheduling |
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300 | (1) |
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300 | (1) |
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Statistical Process Control |
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301 | (1) |
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301 | (1) |
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301 | (1) |
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Get Real: Visual Control in Action: An Andon Board |
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302 | (1) |
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302 | (1) |
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Get Real: Delta Faucet Uses a Kaizen Event to Improve Quality and Reduce Scrap |
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303 | (1) |
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Process Analysis/Value Stream Mapping |
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304 | (1) |
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304 | (1) |
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Get Real: Eliminating Forgetting Cards at ATMs |
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305 | (1) |
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305 | (1) |
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Simplification/Standardization |
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306 | (1) |
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Lean Systems: Range of Application |
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306 | (11) |
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Applying Lean Systems within the Firm |
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306 | (1) |
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Applying Lean Systems to Services |
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307 | (1) |
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Applying Lean Systems Across the Supply Chain |
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307 | (2) |
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Applying Lean Systems to Product Innovation |
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309 | (1) |
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310 | (1) |
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310 | (1) |
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311 | (1) |
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Case: Good Guy Hospital Supply |
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312 | (1) |
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Case: Purchasing at Midwestern State University |
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312 | (1) |
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Case: Western Telephone Manufacturing |
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313 | (2) |
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315 | (2) |
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Part 3 INTEGRATING RELATIONSHIPS ACROSS THE SUPPLY CHAIN |
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317 | (86) |
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Chapter 9 Customer Service Management |
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318 | (22) |
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321 | (5) |
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321 | (1) |
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Order-to-Delivery Lead Time |
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322 | (1) |
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323 | (1) |
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323 | (1) |
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Get Real: JJ's Dishwasher Delivery Travails |
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323 | (1) |
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324 | (1) |
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Technology Enablement of Basic Service |
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325 | (1) |
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Limitations of Basic Service |
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326 | (1) |
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326 | (4) |
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327 | (1) |
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Customer Satisfaction Model |
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327 | (2) |
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Limitations of Customer Satisfaction |
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329 | (1) |
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Get Real: Overpromising Leads to Dissatisfied Customers |
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329 | (1) |
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330 | (2) |
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Achieving Customer Success |
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330 | (1) |
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Get Real: Procter & Gamble's Service Program |
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330 | (1) |
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Customer Relationship Management |
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331 | (1) |
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Get Real: Tesco's Virtual Store |
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331 | (1) |
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Get Real: Amazon's Automated CRM Technology |
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332 | (1) |
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Customer Service Strategy |
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332 | (8) |
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334 | (1) |
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334 | (1) |
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335 | (1) |
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335 | (1) |
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336 | (1) |
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337 | (1) |
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338 | (1) |
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Selected Readings & Internet Sites |
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339 | (1) |
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Chapter 10 Sourcing and Supply Management |
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340 | (30) |
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Supply Management's Impact on Firm and Supply Chain Performance |
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342 | (8) |
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342 | (2) |
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Get Real: Resilinc Uses Machine Learning to Increase Supply Chain Resilience |
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344 | (1) |
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Get Real: Airbag Supplier Responsible for Largest Recall in U.S. History |
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345 | (2) |
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Get Real: Sourcing Increases Sustainability for Caribou Coffee |
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347 | (1) |
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Making an Insourcing/Outsourcing Decision |
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347 | (1) |
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Get Real: Boeing Reverses Course on Outsourcing |
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348 | (2) |
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Supply Category Management |
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350 | (4) |
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Identify Purchase Categories |
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350 | (1) |
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Develop Strategies Using Portfolio Analysis |
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350 | (2) |
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Get Real: K'Nex® Reshoring Toy Production |
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352 | (2) |
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Get Real: Self-Driving Cars Are Reshaping Buyer-Supplier Relationships |
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354 | (1) |
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Examining the Sourcing Process |
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354 | (16) |
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Identify Need and Develop Specifications |
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354 | (1) |
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Identify Potential Suppliers |
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355 | (1) |
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Assess and Select Suppliers |
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355 | (2) |
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Manage Ongoing Supplier Relationships |
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357 | (2) |
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359 | (1) |
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360 | (1) |
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360 | (1) |
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361 | (1) |
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362 | (3) |
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Case: Category Management at Best Banks |
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365 | (1) |
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Case: Trail Frames Chassis: Insourcing/Outsourcing Decision |
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366 | (1) |
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Case: Dining Services Sourcing at Midwest University |
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367 | (1) |
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Selected Readings & Internet Sites |
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368 | (2) |
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Chapter 11 Logistics Management |
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370 | (33) |
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The Role of Logistics in Supply Chain Management |
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372 | (1) |
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372 | (1) |
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373 | (1) |
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Get Real: Walmart Turns to Suppliers to Reduce Inventory |
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374 | (1) |
|
Transportation Management |
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374 | (8) |
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Government's Role in Transportation |
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374 | (1) |
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375 | (1) |
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375 | (1) |
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376 | (2) |
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Get Real: Mobile Apps Are Transforming the Trucking Industry |
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378 | (2) |
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380 | (1) |
|
Get Real: Tuesday Morning Shifts Modes |
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380 | (1) |
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Transportation Service Selection |
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381 | (1) |
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Distribution/Fulfillment Management |
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382 | (3) |
|
Primary Functions of Distribution Centers (DCs) |
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382 | (2) |
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384 | (1) |
|
Get Real: GameStop Depends upon Reverse Logistics |
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385 | (1) |
|
Materials Handling and Packaging |
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385 | (1) |
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386 | (5) |
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387 | (1) |
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388 | (1) |
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Get Real: Logistics Change Leaves KFC without Chicken |
|
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389 | (1) |
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390 | (1) |
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Third-Party Logistics Service Providers |
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391 | (12) |
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392 | (1) |
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392 | (1) |
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393 | (1) |
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394 | (1) |
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395 | (3) |
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398 | (2) |
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400 | (1) |
|
Selected Readings & Internet Sites |
|
|
400 | (3) |
|
Part 4 PLANNING FOR INTEGRATED OPERATIONS ACROSS THE SUPPLY CHAIN |
|
|
403 | (114) |
|
Chapter 12 Demand Planning: Forecasting and Demand Management |
|
|
404 | (48) |
|
Demand Planning: An Overview |
|
|
406 | (1) |
|
The Role That Demand Planning Plays in Operations Management |
|
|
406 | (1) |
|
|
|
406 | (1) |
|
|
|
407 | (19) |
|
|
|
407 | (2) |
|
Designing a Forecasting Process |
|
|
409 | (1) |
|
Judgment-Based Forecasting |
|
|
410 | (1) |
|
Get Real: Two Examples of Grassroots Forecasting |
|
|
411 | (1) |
|
Statistical Model-Based Forecasting |
|
|
412 | (5) |
|
|
|
417 | (3) |
|
Adjusting Forecasts for Seasonality |
|
|
420 | (3) |
|
|
|
423 | (2) |
|
|
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425 | (1) |
|
|
|
425 | (1) |
|
Get Real: Lennox Uses Artificial Intelligence to Improve Demand Planning |
|
|
426 | (1) |
|
Assessing the Performance of the Forecasting Process |
|
|
426 | (5) |
|
Tracking Forecast Error Acceptability |
|
|
429 | (1) |
|
Situational Drivers of Forecast Accuracy |
|
|
430 | (1) |
|
|
|
431 | (21) |
|
Improving the Constraints on Demand Planning |
|
|
433 | (1) |
|
Improving Information Breadth, Accuracy, and Timeliness |
|
|
433 | (1) |
|
Get Real: Destination Maternity Corporation |
|
|
434 | (1) |
|
|
|
435 | (1) |
|
|
|
435 | (1) |
|
Get Real: Calyx and Corolla Delivers Freshness by Redesigning the Supply Chain |
|
|
435 | (1) |
|
Get Real: HP Improves the Constraints on Forecasting through Postponement |
|
|
436 | (1) |
|
Collaborating and Sharing Information |
|
|
436 | (2) |
|
|
|
438 | (1) |
|
|
|
438 | (1) |
|
|
|
439 | (1) |
|
|
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440 | (4) |
|
|
|
444 | (5) |
|
Case: Rachel's Breakfast Cafe |
|
|
449 | (1) |
|
|
|
450 | (1) |
|
Selected Readings & Internet Sites |
|
|
451 | (1) |
|
Chapter 13 Sales and Operations Planning |
|
|
452 | (30) |
|
Sales and Operations Planning |
|
|
454 | (4) |
|
|
|
456 | (1) |
|
Get Real: One-Number Forecasting at Heinz |
|
|
456 | (1) |
|
|
|
457 | (1) |
|
Get Real: Whirlpool and Lowe's Integrate Their Planning |
|
|
458 | (1) |
|
S&OP: Recent Trends and Developments |
|
|
458 | (1) |
|
Aggregate Production Planning |
|
|
458 | (4) |
|
Relevant Aggregate Planning Costs |
|
|
459 | (1) |
|
Aggregate Production Strategies |
|
|
460 | (2) |
|
Get Real: Nintendo Ramps Up Production of the Switch |
|
|
462 | (1) |
|
Creating an Aggregate Production Plan |
|
|
462 | (6) |
|
|
|
463 | (1) |
|
|
|
464 | (2) |
|
|
|
466 | (1) |
|
Comparing Aggregate Production Plans |
|
|
467 | (1) |
|
Aggregate Planning for Service Industries |
|
|
468 | (14) |
|
|
|
468 | (1) |
|
Get Real: Yield Management in the Hotel Industry |
|
|
469 | (1) |
|
An Example of a Service Aggregate Plan |
|
|
469 | (2) |
|
|
|
471 | (1) |
|
|
|
472 | (1) |
|
|
|
472 | (1) |
|
|
|
473 | (1) |
|
|
|
474 | (5) |
|
Case: Med-Chem Products: Hospital Division |
|
|
479 | (1) |
|
Case: Fitch and Hughes, P.C. |
|
|
480 | (1) |
|
Selected Readings & Internet Sites |
|
|
481 | (1) |
|
Chapter 14 Materials and Resource Requirements Planning |
|
|
482 | (35) |
|
Materials Requirements Planning (MRP) |
|
|
484 | (2) |
|
Get Real: MRP in Services: Using MRP for Surgical Kits |
|
|
485 | (1) |
|
|
|
486 | (4) |
|
Master Production Schedule (MPS) |
|
|
486 | (2) |
|
|
|
488 | (1) |
|
|
|
489 | (1) |
|
|
|
490 | (6) |
|
|
|
496 | (1) |
|
Distribution Requirements Planning (DRP) |
|
|
496 | (1) |
|
|
|
497 | (1) |
|
Capacity Requirements Planning (CRP) |
|
|
497 | (1) |
|
Advances in Planning Systems |
|
|
498 | (19) |
|
Enterprise Resource Planning (ERP) |
|
|
499 | (1) |
|
Get Real: ERP Supports Growth at MOD Pizza |
|
|
499 | (1) |
|
Advanced Planning and Scheduling (APS) |
|
|
500 | (1) |
|
Extending Planning across the Supply Chain |
|
|
500 | (1) |
|
|
|
500 | (1) |
|
|
|
501 | (1) |
|
|
|
501 | (1) |
|
|
|
502 | (4) |
|
|
|
506 | (7) |
|
Case: QP Industries---The Challenges of Integration |
|
|
513 | (1) |
|
Case: The Casual Furniture Company |
|
|
514 | (1) |
|
Selected Readings & Internet Sites |
|
|
515 | (2) |
|
Part 5 MANAGING CHANGE IN SUPPLY CHAIN OPERATIONS |
|
|
517 | (81) |
|
Chapter 15 Project Management |
|
|
518 | (36) |
|
Projects and Project Management |
|
|
520 | (3) |
|
|
|
521 | (1) |
|
Stages in the Life of a Project |
|
|
522 | (1) |
|
|
|
523 | (5) |
|
Organizing the Project: Pure, Functional, and Matrix Projects |
|
|
523 | (1) |
|
Selecting a Project Manager |
|
|
524 | (2) |
|
|
|
526 | (1) |
|
Get Real: The Case of Mistaken Spray-N-Wash |
|
|
527 | (1) |
|
Establishing a Project Charter |
|
|
528 | (1) |
|
|
|
528 | (10) |
|
Budgeting for Time and Cost |
|
|
529 | (1) |
|
Detailed Scheduling Using the Critical Path Method |
|
|
530 | (4) |
|
Get Real: Project Management Software Helps Get the Job Done |
|
|
534 | (1) |
|
Analyzing Resources and Trade-Offs |
|
|
534 | (1) |
|
Making Time-Cost-Scope Trade-Offs |
|
|
535 | (1) |
|
|
|
535 | (3) |
|
|
|
538 | (2) |
|
|
|
539 | (1) |
|
|
|
540 | (1) |
|
Managing a Portfolio of Projects |
|
|
540 | (14) |
|
|
|
542 | (1) |
|
|
|
543 | (1) |
|
|
|
543 | (1) |
|
|
|
544 | (2) |
|
|
|
546 | (5) |
|
Case: Derek's European Tour |
|
|
551 | (1) |
|
Case: Monolith Productions |
|
|
552 | (1) |
|
Selected Readings & Internet Sites |
|
|
553 | (1) |
|
Chapter 15
Chapter Supplement: Advanced Methods for Project Scheduling |
|
|
554 | (14) |
|
Project Crashing: Making Time-Cost Trade-Offs |
|
|
555 | (3) |
|
Scheduling a Project with Probabilistic Task Duration Estimates |
|
|
558 | (10) |
|
|
|
562 | (1) |
|
|
|
562 | (1) |
|
|
|
562 | (1) |
|
|
|
562 | (3) |
|
|
|
565 | (2) |
|
Selected Readings & Internet Sites |
|
|
567 | (1) |
|
Chapter 16 Sustainable Operations Management---Preparing for the Future |
|
|
568 | (30) |
|
|
|
570 | (1) |
|
|
|
571 | (7) |
|
Get Real: Disney Sustainability |
|
|
572 | (1) |
|
Implications for Operations Management: A Broader View of Waste |
|
|
573 | (2) |
|
Get Real: Tesco Drops Its Carbon Label Pledge |
|
|
575 | (1) |
|
Get Real: Paper or Plastic? |
|
|
576 | (1) |
|
ISO 14000---The Standard for Environmental Management Systems |
|
|
577 | (1) |
|
Challenges of Being Environmentally Sustainable |
|
|
577 | (1) |
|
|
|
578 | (4) |
|
Get Real: Starbucks and "Fair Trade" |
|
|
579 | (1) |
|
|
|
580 | (1) |
|
Get Real: Zappos Culture Sows Spirit |
|
|
580 | (1) |
|
|
|
581 | (1) |
|
Get Real: Dabbawallahs---Managing the Lunchtime Food Supply Chain in Bombay, India |
|
|
582 | (1) |
|
The Third P---Profit and Long-Term Competitive Advantage |
|
|
582 | (4) |
|
|
|
583 | (1) |
|
Changes in Value Propositions |
|
|
584 | (1) |
|
Changes in Operational Capabilities |
|
|
584 | (1) |
|
Get Real: Starbucks Reserve |
|
|
584 | (1) |
|
|
|
585 | (1) |
|
Get Real: Patagonia Outdoor Sportswear |
|
|
586 | (1) |
|
Measuring and Reporting Sustainability through the Triple Bottom Line |
|
|
586 | (32) |
|
|
|
589 | (1) |
|
|
|
589 | (1) |
|
|
|
590 | (1) |
|
Case: EuroConstellation Electronics |
|
|
591 | (1) |
|
Case: The Problem with Plastics |
|
|
592 | (1) |
|
|
|
593 | (1) |
|
Case: Sourcing Outside the Cage |
|
|
594 | (3) |
|
Selected Readings & Internet Sites |
|
|
597 | (21) |
| Appendix A |
|
598 | (1) |
| Appendix B |
|
599 | (13) |
| Key Themes |
|
612 | (6) |
| Indexes |
|
|
|
|
618 | (2) |
|
|
|
620 | |
