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Managing Operations Across the Supply Chain 2nd edition [Kietas viršelis]

3.52/5 (37 ratings by Goodreads)
  • Formatas: Hardback, 640 pages, weight: 1515 g
  • Išleidimo metai: 16-Feb-2013
  • Leidėjas: McGraw-Hill Professional
  • ISBN-10: 007802403X
  • ISBN-13: 9780078024030
  • Formatas: Hardback, 640 pages, weight: 1515 g
  • Išleidimo metai: 16-Feb-2013
  • Leidėjas: McGraw-Hill Professional
  • ISBN-10: 007802403X
  • ISBN-13: 9780078024030
Provides a global, supply chain perspective of operations management and in supply chain management courses that do not require an operations management prerequisite. This title explains familiar operations management topics as viewed through a supply chain management perspective and reflects key shifts in operations management.

The Second Edition of Managing Operations Across the Supply Chain provides a global, supply chain perspective of operations management and in supply chain management courses that do not require an operations management prerequisite. The Second Edition explains familiar operations management topics as viewed through a supply chain management perspective and reflects key shifts in operations management, including transitions that demand new tools, concepts and approaches to address the demands and challenges business face today and will in the future.
PART 1 SUPPLY CHAIN: A PERSPECTIVE FOR OPERATIONS MANAGEMENT
1(54)
Chapter 1 Introduction to Managing Operations Across the Supply Chain
2(22)
A Broad Definition of Supply Chain Operations Management
4(1)
Get Real: Why You Need to Study Operations Management
5(1)
Important Decisions in Supply Chain Operations Management
6(1)
Differences in Goods and Services Operations
6(2)
Processes and Process Thinking
8(1)
Operations Management Yesterday and Today: Growth of the Supply Chain Management Perspective
9(1)
Advances in Technology and Infrastructure
10(1)
Reduction in Governmental Barriers to Trade
10(1)
Focus on Core Capabilities
11(1)
Collaborative Networks
11(1)
Viewing Operations Management from a Supply Chain Management Perspective
11(1)
Operations Management Partners Across the Supply Chain
12(1)
Cross-Functional Relationships in Operations Management
13(3)
The Changing Nature of Supply Chains
16(1)
Levels of Operational Planning Across the Supply Chain
16(1)
Get Real: Jobs in Operations Management
17(2)
How this Book Is Structured
19(1)
Chapter Summary
20(1)
Key Terms
20(1)
Discussion Questions
21(1)
Case: Business Textbook Supply Chain
22(1)
Selected Readings & Internet Sites
23(1)
Chapter 2 Operations and Supply Chain Strategy
24(31)
Levels of Strategic Planning
26(1)
Corporate Strategic Planning
26(1)
Business Unit Strategic Planning
27(1)
Functional Strategic Planning
27(1)
Developing Operations Strategy: Creating Value Through Strategic Choices
28(1)
Critical Customers
29(1)
Assessing Customer Wants and Needs
29(1)
Get Real: Huffy Bikes Targets Its Critical Customer
30(1)
Value Propositions and Competitive Priorities
30(1)
Get Real: Bosch CS20: Finding a New Order Winner by Changing the Way Customers Cut Straight Lines
31(1)
Product-Related Competitive Priorities
31(2)
Process-Related Competitive Priorities
33(1)
Get Real: IKEA: Growth through Supply Chain Innovation
34(1)
Get Real: Seven Cycles: Building a Bicycle Your Way
35(1)
Capabilities: Strengths and Limitations of Supply Chain Operations
36(1)
Maintaining the Fit between Customer Outcomes, Value Propositions, and Capabilities
37(1)
Deploying Operations Strategy: Creating Value Through Execution
37(1)
Get Real: Don't Expect a Salad at Five Guys Burgers and Fries
37(1)
Feedback/Measurement: Communicating and Assessing Operations Strategy
38(1)
The Strategic Profit Model
39(3)
The Balanced Scorecard
42(1)
The Supply Chain Operational Reference Model
43(2)
Chapter Summary
45(1)
Key Terms
45(1)
Discussion Questions
46(2)
Solved Problem
48(1)
Problems
49(2)
Case: Otis Toy Trains Explores the Supply Chain
51(1)
Case: Steinway & Sons Piano
52(1)
Case: Trail Frames Chassis
53(1)
Selected Readings & Internet Sites
54(1)
PART 2 FOUNDATIONS OF OPERATIONS MANAGEMENT
55(252)
Chapter 3 Managing Processes and Capacity
56(36)
Processes and Process Thinking
58(2)
Anatomy of a Process
60(1)
Activities of a Process
60(1)
Inputs, Outputs, and Flows
60(1)
Get Real: States Reduce Waiting Times for Car License Renewals and Registrations
61(1)
Structure
61(1)
Management Policies
61(1)
Process Capacity and Utilization
62(2)
Capacity Planning
64(1)
Get Real: Capacity Planning Contributes to iPad's© Success
65(1)
Economies and Diseconomies of Scale
65(1)
Principles of Process Performance: The Theory of Constraints
66(3)
Principle 1 Every Process Has a Constraint
67(2)
Estimating Capacity Requirements
69(4)
Principle 2 Every Process Contains Variance That Consumes Capacity
71(2)
Get Real: Storyboarding: The Key to Success at Pixar
73(2)
Principle 3 Every Process Must Be Managed as a System
73(1)
Principle 4 Performance Measures Are Crucial to the Process's Success
74(1)
Principle 5 Every Process Must Continuously Improve
75(1)
Kaizen Events: Small Process Changes Made Quickly
75(1)
Get Real: Delta Faucet Uses a Kaizen Event to Improve Quality and Reduce Scrap
76(1)
Chapter Summary
77(1)
Key Terms
77(1)
Discussion Questions
78(1)
Solved Problems
78(5)
Problems
83(4)
Case: Evergreen Products
87(1)
Case: Midas Gold Juice Company
88(1)
Case: American Vinyl Products
89(2)
Selected Readings & Internet Sites
91(1)
Chapter 3 Supplement: Process Mapping and Analysis
92(18)
The "Process" of Process Mapping and Analysis
93(1)
American Health and Medical Products (AHMP)
93(11)
Step 1 Identify the Desired Outcomes in Advance
94(1)
Step 2 Identify and Bound the Critical Process
95(1)
Step 3 Document the Existing Process (the "Current State" Map)
96(3)
Step 4 Analyze the Process and Identify Opportunities for Improvement
99(4)
Step 5 Recommend Appropriate Changes to the Process (the "Future State" Map)
103(1)
Step 6 Implement the Changes and Monitor Improvements
103(1)
Other Processing Mapping Tools
104(3)
Supplement Summary
107(1)
Key Terms
107(1)
Problems
107(1)
Case: Midwestern Lighting
108(1)
Selected Readings & Internet Sites
109(1)
Chapter 4 Product/Process Innovation
110(30)
The Role of Product/Process Innovation in Supply Chain Operations Management
112(1)
The Product Life Cycle
113(1)
How Product/Process Innovation Affects Firm Performance
114(1)
Operational Product/Process Innovation Competencies
115(1)
Idea and Opportunity Development
115(1)
Innovation Portfolio Planning
116(1)
Get Real: Procter & Gamble's Connect + Develop Process
116(2)
Innovation Project Management
118(1)
New Product/Process Launch and Learning
118(1)
Codevelopment
118(1)
Get Real: Codeveloping with a Competitor: Clorox Aligns Its Business Model with P&G
119(1)
Product/Process Design and Development
120(1)
The Stage-Gate Process
120(1)
Integrated Product/Process Design and Development: Concurrent Engineering
121(2)
Design for the Customer
123(5)
Design for Supply Chain Operations
128(2)
Get Real: Mattel's Serious Approach to DFM for Toys
130(1)
Enabling Technologies for Product/Process Innovation
131(1)
Get Real: TI Builds a Green Wafer Factory
132(1)
Chapter Summary
133(1)
Key Terms
134(1)
Discussion Questions
134(1)
Problems
135(4)
Case: The ALPHA Timer Development Project (A)
136(1)
Case: The ALPHA Timer Development Project (B)
137(1)
Case: The ALPHA Timer Development Project (C)
138(1)
Selected Readings & Internet Sites
139(1)
Chapter 5 Manufacturing and Service Process Structures
140(28)
Process Structures
142(1)
Product-Process Matrix
142(3)
Aligning Process Structure and Market Orientation
145(1)
Get Real: Personalized M&Ms
146(1)
Unique Aspects of Service Processes
147(1)
Service Process Matrix
147(1)
Managing Front-Office and Back-Office Processes
148(1)
Service Blueprinting
148(2)
Operations Layout
150(1)
Fixed-Position Layout
150(1)
Functional Layout
150(1)
Product Layout
151(1)
Line Balancing in Product Layouts
152(1)
Cellular Layout
153(1)
Capability Enabling Technologies
154(3)
Get Real: Starbucks Weighs the Pros and Cons of Automation
157(1)
Selecting Processes with Indifference Analysis
158(1)
Chapter Summary
159(1)
Key Terms
159(1)
Discussion Questions
159(1)
Solved Problems
160(2)
Problems
162(3)
Case: Coffee Roasters
165(1)
Case: Sonnie's Gourmet Sandwich Cafe
166(1)
Selected Readings & Internet Sites
167(1)
Chapter 6 Managing Quality
168(30)
Defining the Dimensions of Quality
170(1)
Get Real: Ritz-Carlton: Where Quality Is Always First and Foremost
171(1)
Functional Roles in Quality Management
172(1)
Core Values and Concepts of Quality Management
172(2)
Get Real: Food Safety in Global Supply Chains---A REAL Challenge
174(1)
TQM: A "Total" View of Quality
174(2)
Recognizing the Total Impacts of Quality Performance
176(1)
Get Real: Cost of Quality Analysis Applies to Both Services and Manufacturing
177(1)
An Inverted View of Management
178(1)
Process-Oriented Focus on Prevention and Problem Solving
179(1)
Viewing Quality Management as a Never-Ending Quest
180(1)
Building an Organizational Culture Around Quality
180(1)
Guiding Methodologies for Quality Management
181(1)
Plan-Do-Check-Act Cycles (Deming Wheel)
181(1)
Six Sigma: A Systematic Approach to Quality Management
182(2)
DMAIC: The Six Sigma Process
184(1)
Design for Six Sigma
185(1)
Implementing Six Sigma
185(1)
Certifying Progress in Quality Management
185(1)
Get Real: Applying DMAIC to Cough Drops
186(1)
ISO 9000: An International Quality Standard
186(1)
Get Real: Does Six Sigma Stifle Innovation?
187(1)
Attaining ISO 9000 Certification
187(2)
Industry Interpretations of ISO 9000
189(1)
The Malcolm Baldrige Quality Award
189(2)
Chapter Summary
191(1)
Key Terms
191(1)
Discussion Questions
192(1)
Problems
192(1)
Case: Aqua-Fun
193(3)
Case: A Comment on Management Attitude
196(1)
Selected Readings & Internet Sites
197(1)
Chapter 6 Supplement: Quality Improvement Tools
198(36)
Overview
199(1)
Standard Problem Solving Approach
199(1)
Quality Improvement Tools
199(1)
Pear Computers: Using Quality Tools to Improve Performance
200(1)
Histograms
200(2)
Cause-and-Effect Diagrams
202(1)
Check Sheets
203(1)
Pareto Analysis
204(2)
Scatter Diagram
206(1)
Process Flow Diagram
206(1)
Process Capability Analysis: Cp and Cpk
206(4)
Process Control Charts
210(8)
Taguchi Methods/Design of Experiments
218(1)
Other Quality Control Tools
218(1)
Supplement Summary
219(1)
Key Terms
219(1)
Solved Problems
219(5)
Problems
224(7)
Case: The Tragedy of R.M.S. Titanic
231(1)
Case: The Bully Boy Bagging Line
232(1)
Selected Readings & Internet Sites
233(1)
Chapter 7 Managing Inventories
234(48)
Types and Roles of Inventory
236(1)
Types of Inventory
236(1)
The Roles of Inventory
236(1)
The Financial Impact of Inventory
237(1)
Balance Sheet Considerations
237(1)
Costs Related to Inventory
238(2)
Measures of Inventory Performance
240(1)
Asset Productivity: Inventory Turnover and Days of Supply
240(2)
Service Level
242(1)
Get Real: How Amazon Aims to Keep You Clicking
243(1)
Inventory Management Systems
243(1)
The Continuous Review Model
244(1)
The Case of No Variability
244(1)
How Much to Order: Economic Order Quantity
244(3)
When to Order: The Reorder Point
247(1)
EOQ Extensions
248(2)
Get Real: Pentagon Buys Components in Bulk
250(1)
Enter Variability and Uncertainty
250(1)
Determining the Standard Deviation of Demand During Lead Time
250(2)
Determining a Service Level Policy
252(2)
Revisiting ROP and Average Inventory
254(1)
The Periodic Review Model
254(2)
Single Period Inventory Model
256(1)
Impact of Location on Inventory
256(2)
Managing Inventory
258(1)
Managing Cycle Stocks
259(1)
Managing Safety Stocks
259(2)
Managing Locations
261(1)
Inventory Information Systems and Accuracy
262(2)
Get Real: American Apparel Introduces RFID
264(1)
Implementing Inventory Models
265(1)
Managing Inventory Across the Supply Chain
265(1)
Inventory Value in the Supply Chain
265(1)
The Bullwhip Effect
266(1)
Integrated Supply Chain Inventory Management
266(1)
Get Real: Vendor-Managed Inventory at Stryker Instruments
267(1)
Chapter Summary
268(1)
Key Terms
269(1)
Discussion Questions
269(1)
Solved Problems
270(4)
Problems
274(5)
Case: Inventory at Champion Electric
279(1)
Case: Tasty Treats
280(1)
Selected Readings & Internet Sites
281(1)
Chapter 8 Lean Systems
282(25)
Lean Systems Defined
284(1)
Origins of Lean Systems and Just-in-Time Production
285(2)
Strategic Benefit of Lean Systems
287(1)
Lean Systems Objectives, Culture, and Guiding Principles
287(3)
Get Real: "Picturing" Waste and Value: A Process Mapping Story
290(2)
Implementing Lean Systems: Tools and Techniques
292(1)
Total Productive Maintenance (TPM)
292(1)
Group Technology---Cellular Manufacturing
292(1)
Focused Factories
292(1)
TAKT Time Flow Balancing
292(1)
Get Real: Applying the Focused Factory Idea to an Insurance Firm
293(1)
Kanban (Pull) Scheduling
293(1)
Get Real: Using Kanbans to Schedule a Steel Mill
294(1)
Level, Mixed-Model Scheduling
294(1)
Setup Reduction
295(1)
Statistical Process Control
295(1)
Visual Control
295(1)
Quality at the Source
296(1)
Kaizen Events
296(1)
Get Real: Example of Visual Control in Action: Andon Board
297(1)
Process Analysis/Value Stream Mapping
297(1)
Get Real: Using an Andon Board to Spot a Problem
297(1)
Poka-Yoke
298(1)
5-S Program
298(1)
Simplification/Standardization
299(1)
Lean Systems: Range of Application
299(1)
Applying Lean Systems Within the Firm
299(1)
Applying Lean Systems Across the Supply Chain
300(1)
Applying Lean Systems to Product Innovation
301(2)
Chapter Summary
303(1)
Key Terms
303(1)
Discussion Questions
304(1)
Case: Good Guy Hospital Supply
305(1)
Case: Purchasing at Midwestern State University
305(1)
Selected Readings & Internet Sites
306(1)
PART 3 INTEGRATING RELATIONSHIPS ACROSS THE SUPPLY CHAIN
307(86)
Chapter 9 Customer Service Management
308(24)
Basic Service
311(1)
Product Availability
311(1)
Lead-Time Performance
312(2)
Service Reliability
314(1)
The Perfect Order
314(1)
Limitations of Basic Service
315(1)
Customer Satisfaction
315(1)
Customer Expectations
315(1)
Customer Satisfaction Model
316(2)
Limitations of Customer Satisfaction
318(1)
Customer Success
319(1)
Achieving Customer Success
319(1)
Get Real: Procter & Gamble's New Service Program
320(1)
Get Real: Tesco's Virtual Store
321(1)
Customer Relationship Management
322(1)
Get Real: Amazon's Automated CRM Technology
323(1)
Customer Management and Relationship Strategy
324(1)
Chapter Summary
325(1)
Key Terms
326(1)
Discussion Questions
326(1)
Solved Problem
327(1)
Problems
327(1)
Case: Tiler Industries
328(2)
Case: Johnson Snacks
330(1)
Selected Readings & Internet Sites
331(1)
Chapter 10 Sourcing and Supply Management
332(28)
Supply Management's Impact on Firm and Supply Chain Performance
334(1)
Ensure Timely Availability of Resources
334(1)
Reduce Total Costs
335(1)
Get Real: Rethinking Outsourcing in Fashion
336(1)
Enhance Quality
337(1)
Access Technology and Innovation
337(1)
Get Real: Supplier Quality Causes Problems for Audi
337(1)
Foster Sustainability
338(1)
Get Real: Walmart Measures Suppliers' Sustainability Performance
338(1)
Make an Insourcing/Outsourcing Decision
339(2)
Examining the Strategic Sourcing Process
341(1)
Analyze Spend and Supply Markets
342(1)
Develop a Sourcing Strategy
342(1)
Number of Suppliers
343(1)
Capabilities and Location
344(1)
Type of Supplier Relationship and Contract Length
344(1)
Get Real: Supplier Partnerships at Ford Brazil
345(1)
Identify Potential Suppliers
346(1)
Assess and Select Suppliers
346(1)
Competitive Bidding
346(1)
Online Reverse Auctions
347(1)
Negotiation
348(1)
Manage Ongoing Supplier Relationships
349(1)
Information Sharing and Coordination with Suppliers
349(1)
Supplier Performance Monitoring and Improvement
350(1)
Supplier Relationship Management (SRM)
351(1)
Chapter Summary
351(1)
Key Terms
351(1)
Discussion Questions
352(1)
Solved Problems
352(2)
Problems
354(2)
Case: Strategic Sourcing at Best Banks
356(1)
Case: Trail Frames Chassis: Insourcing/Outsourcing Decision
357(1)
Selected Readings & Internet Sites
358(2)
Chapter 11 Logistics Management
360(33)
The Role of Logistics in Supply Chain Management
362(1)
Logistics Service Benefits
362(1)
Logistics Cost Minimization
363(1)
Inventory Management
364(1)
Order Processing
365(1)
Transportation Management
365(1)
Government's Role in Transportation
365(1)
Transportation Economics
366(1)
Consolidation
367(1)
Transportation Modes
368(3)
Carrier Types
371(1)
Get Real: Tuesday Morning Shifts Modes
371(1)
Transportation Service Selection
372(1)
Warehouse Management
373(1)
Primary Functions of Warehousing
373(3)
Get Real: Cross-Docking at Dots
376(1)
Warehouse Operations
376(1)
Materials Handling and Packaging
377(1)
Get Real: General Dynamics Develops AS/RS for the Navy
378(1)
Network Design
379(1)
Facility Location
379(2)
Number of Facilities
381(1)
Logistics Postponement
382(1)
Get Real: Kimberly-Clark Redesigns the Network
383(1)
Integrated Service Providers
384(1)
Chapter Summary
384(1)
Key Terms
385(1)
Discussion Questions
385(1)
Solved Problems
386(1)
Problems
387(2)
Case: Spartan Plastics
389(2)
Case: Lear Corporation
391(1)
Selected Readings & Internet Sites
391(2)
PART 4 PLANNING FOR INTEGRATED OPERATIONS ACROSS THE SUPPLY CHAIN
393(108)
Chapter 12 Demand Planning: Forecasting and Demand Management
394(44)
Demand Planning: An Overview
396(1)
The Role That Demand Planning Plays in Operations Management
396(1)
Planning Activities
396(2)
Demand Forecasting
398(1)
Components of Demand
398(1)
Get Real: The Tribune's Famous Fallacious Forecast
398(1)
Designing a Forecasting Process
399(2)
Judgment-Based Forecasting
401(1)
Get Real: Two Examples of Grassroots Forecasting
402(1)
Statistical Model-Based Forecasting
402(4)
Estimating Trends
406(3)
Adjusting Forecasts for Seasonality
409(4)
Causal Models
413(1)
Simulation Models
414(2)
Assessing the Performance of the Forecasting Process
416(2)
Tracking Forecast Error Acceptability
418(2)
Situational Drivers of Forecast Accuracy
420(1)
Demand Management
420(1)
Improving the Constraints on Demand Planning
421(1)
Get Real: Destination Maternity Corporation, Customer Quickstep
422(1)
Improving Information Accuracy and Timeliness
422(1)
Get Real: Calyx and Corolla Delivers Freshness by Redesigning the Supply Chain
423(1)
Reducing Lead Time
423(1)
Redesigning the Product
423(1)
Get Real: HP Improves the Constraints on Forecasting through Postponement
424(1)
Collaborating and Sharing Information
424(1)
Chapter Summary
425(1)
Key Terms
426(1)
Discussion Questions
427(1)
Solved Problems
427(4)
Problems
431(4)
Case: Rachel's Breakfast Cafe
435(1)
Case: C&F Apparel, Inc.
436(1)
Selected Readings & Internet Sites
437(1)
Chapter 13 Sales and Operations Planning
438(28)
Sales and Operations Planning
440(1)
S&OP Benefits
441(1)
The S&OP Process
442(1)
Get Real: One-Number Forecasting at Heinz
442(2)
Get Real: Whirlpool and Lowe's Integrate Their Planning
444(1)
Aggregate Production Planning
444(1)
Relevant Aggregate Planning Costs
444(1)
Aggregate Production Strategies
445(2)
Get Real: Canon Struggles to Shrink Level of Digital Camera Inventory
447(1)
Creating an Aggregate Production Plan
448(1)
Level Production Plan
449(1)
Chase Plans
450(2)
Hybrid Plans
452(1)
Comparing Aggregate Production Plans
452(1)
Aggregate Planning for Service Industries
453(1)
Yield Management
453(1)
Get Real: Yield Management in the Hotel Industry
454(1)
An Example of a Service Aggregate Plan
455(1)
Chapter Summary
456(1)
Key Terms
457(1)
Discussion Questions
457(1)
Solved Problem
457(2)
Problems
459(3)
Case: Med-Chem Products: Hospital Division
462(2)
Case: Fitch and Hughes, P.C.
464(1)
Selected Readings & Internet Sites
465(1)
Chapter 14 Materials and Resource Requirements Planning
466(35)
Materials Requirements Planning (MRP)
469(1)
MRP Inputs
470(1)
Master Production Schedule (MPS)
470(1)
Get Real: MRP in Services
471(2)
Bill of Materials (BOM)
473(1)
Inventory Records
474(1)
MRP Process
475(5)
MRP Outputs and Use
480(1)
Distribution Requirements Planning (DRP)
481(1)
Understanding Capacity Requirements Planning (CRP)
482(1)
Advances In Planning Systems
483(1)
Enterprise Resource Planning (ERP)
483(1)
Get Real: ERP Improves Performance at Elizabeth Arden Red Door Spas
484(1)
Advanced Planning and Scheduling (APS)
485(1)
Chapter Summary
485(1)
Key Terms
486(1)
Discussion Questions
486(1)
Solved Problems
487(4)
Problems
491(7)
Case: QP Industries---The Challenges of Integration
498(1)
Case: The Casual Furniture Company
499(1)
Selected Readings & Internet Sites
500(1)
PART FIVE MANAGING CHANGE IN SUPPLY CHAIN OPERATIONS
501(74)
Chapter 15 Project Management
502(34)
Projects and Project Management
504(1)
How Projects Succeed
505(1)
Stages in the Life of a Project
506(1)
Project Definition
507(1)
Organizing the Project: Pure, Functional, and Matrix Projects
507(2)
Selecting a Project Manager
509(1)
Organizing Project Teams
510(1)
Establishing a Project Charter
511(1)
Project Planning
511(1)
Budgeting for Time and Cost
512(1)
Get Real: Managing an "Olympic"-Sized Project
513(1)
Detailed Scheduling Using the Critical Path Method
513(1)
Get Real: The History of CPM and PERT
514(4)
Analyzing Resources and Trade-Offs
518(1)
Making Time-Cost-Scope Trade-Offs
518(1)
Planning for Uncertainty
518(1)
Get Real: Project Management Software Helps Get the Job Done
519(2)
Project Execution
521(1)
When to Kill a Project
522(1)
Project Completion
523(1)
Managing a Portfolio of Projects
524(1)
Chapter Summary
525(1)
Key Terms
525(1)
Discussion Questions
526(1)
Solved Problem
526(2)
Problems
528(4)
Case: Derek's European Tour
532(1)
Case: Monolith Productions
533(2)
Selected Readings & Internet Sites
535(1)
Chapter 15 Supplement: Advanced Methods for Project Scheduling
536(14)
Project Crashing: Making Time-Cost Trade-Offs
537(3)
Scheduling a Project with Probabilistic Task Duration Estimates
540(3)
Supplement Summary
543(1)
Key Terms
543(1)
Discussion Questions
543(1)
Solved Problems
544(3)
Problems
547(2)
Selected Readings & Internet Sites
549(1)
Chapter 16 Sustainable Operations Management---Preparing for the Future
550(25)
The Triple Bottom Line
552(1)
Get Real: Disney Sustainability
553(1)
The First P-Environmental Sustainability
553(4)
Implications for Operations Management: a Broader View of Waste
557(1)
Get Real: Herman Miller Designs a "Green" Chair
558(1)
Get Real: Paper or Plastic?
559(1)
Identifying and Eliminating Environmental Wastes
559(1)
ISO 14000---The Standard for Environmental Management Systems
560(1)
Challenges of Being Environmentally Sustainable
560(1)
Get Real: Starbucks and "Fairtrade"
561(1)
The Second P-People
561(2)
Get Real: Zappos Culture Sows Spirit
563(1)
Organizational Culture
563(1)
National Culture
564(1)
Get Real: Dabbawallahs---Managing the Lunchtime Food Supply Chain in Bombay, India
565(1)
The Third P-Profit and Long-Term Competitive Advantage
565(2)
Measuring and Reporting Sustainability through the Triple Bottom Line
567(2)
Chapter Summary
569(1)
Key Terms
569(1)
Discussion Questions
570(1)
Case: EuroConstellation Electronics
570(1)
Case: The Problem with Plastics
571(2)
Case: The HyperCar
573(1)
Selected Readings & Internet Sites
574(1)
Appendix A 575(1)
Appendix B 576(13)
Credits 589(2)
Indexes 591
Morgan Swink is Professor, Eunice and James L. West Chair of Supply Chain Management, and Executive Director of the Center for Supply Chain Innovation at the Neeley School of Business, Texas Christian University. He holds a BS in Mechanical Engineering from Southern Methodist University, an MBA from the University of Dallas, and a PhD in Operations Management from Indiana University. Before becoming a professor, Dr. Swink worked for 10 years in a variety of manufacturing and product development positions at Texas Instruments Incorporated. He has co-authored three books and published over 75 articles in a variety of academic and managerial journals. Dr. Swink is formerly the Co-Editor in Chief for the Journal of Operations Management and past president of the Decision Sciences Institute.





Steven Melnyk is Professor of Operations Management at Michigan State University. Dr. Melnyk obtained his undergraduate degree from the University of Windsor and his doctorate from the Ivey School of Business, the University of Western Ontario. He has co-authored 17 books focusing on operations and the supply chain and has published 90 refereed articles in numerous international and national journals. He is Associate Editor for the Journal of Business Logistics. He also is a member of the editorial advisory board for the Production and Inventory Management Journal, the Journal of Supply Chain Management, and the International Journal of Production Research. Dr. Melnyk is co-editor (North America) for the Journal of Humanitarian Logistics and Supply Chain Management. Dr. Melynk has consulted with over 60 companies. He has also served as a member of the APICS Board of Directors (20142016) and the APICS leadership team (2015).





Associate Professor in the Department of Marketing and Supply Chain Management at Michigan State University. He is co author of three texts on distribution and logistics, including World Class Logistics: The Challenge of Managing Continuous Change published by the Council of Logistics Management and Strategic Marketing Channel Management published by McGraw Hill. His research has focused on logistics best practices in customer service and in performance measurement. He also served for four years on the Executive Board of the International Customer Service Association as Head of the Research and Education Committee.





Janet L. Hartley is Professor and Director of the Supply Chain Management Institute of the Department of Management at Bowling Green State University. She received her BS in Chemical Engineering from the University of Missouri-Rolla, and the MBA and PhD degrees in Business Administration from the University of Cincinnati. Prior to graduate school, she developed new products and designed new manufacturing processes for the Clorox Company. She has published over 28 articles on supply management and supply chain management. She serves as an associate editor for the Journal of Operations Management, Journal of Business Logistics, and Journal of Supply Chain Management.