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PART 1 SUPPLY CHAIN: A PERSPECTIVE FOR OPERATIONS MANAGEMENT |
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1 | (54) |
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Chapter 1 Introduction to Managing Operations Across the Supply Chain |
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2 | (22) |
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A Broad Definition of Supply Chain Operations Management |
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4 | (1) |
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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 | (1) |
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Advances in Technology and Infrastructure |
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10 | (1) |
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Reduction in Governmental Barriers to Trade |
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10 | (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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11 | (1) |
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Operations Management Partners Across the Supply Chain |
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12 | (1) |
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Cross-Functional Relationships in Operations Management |
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13 | (3) |
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The Changing Nature of Supply Chains |
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16 | (1) |
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Levels of Operational Planning Across the Supply Chain |
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16 | (1) |
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Get Real: Jobs in Operations Management |
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17 | (2) |
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How this Book Is Structured |
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19 | (1) |
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20 | (1) |
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20 | (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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Selected Readings & Internet Sites |
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23 | (1) |
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Chapter 2 Operations and Supply Chain Strategy |
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24 | (31) |
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Levels of Strategic Planning |
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26 | (1) |
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Corporate Strategic Planning |
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26 | (1) |
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Business Unit Strategic Planning |
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27 | (1) |
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Functional Strategic Planning |
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27 | (1) |
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Developing Operations Strategy: Creating Value Through Strategic Choices |
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28 | (1) |
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29 | (1) |
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Assessing Customer Wants and Needs |
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29 | (1) |
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Get Real: Huffy Bikes Targets Its Critical Customer |
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30 | (1) |
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Value Propositions and Competitive Priorities |
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30 | (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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31 | (1) |
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Product-Related Competitive Priorities |
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31 | (2) |
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Process-Related Competitive Priorities |
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33 | (1) |
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Get Real: IKEA: Growth through Supply Chain Innovation |
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34 | (1) |
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Get Real: Seven Cycles: Building a Bicycle Your Way |
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35 | (1) |
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Capabilities: Strengths and Limitations of Supply Chain Operations |
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36 | (1) |
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Maintaining the Fit between Customer Outcomes, Value Propositions, and Capabilities |
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37 | (1) |
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Deploying Operations Strategy: Creating Value Through Execution |
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37 | (1) |
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Get Real: Don't Expect a Salad at Five Guys Burgers and Fries |
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37 | (1) |
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Feedback/Measurement: Communicating and Assessing Operations Strategy |
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38 | (1) |
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The Strategic Profit Model |
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39 | (3) |
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42 | (1) |
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The Supply Chain Operational Reference Model |
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43 | (2) |
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45 | (1) |
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45 | (1) |
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46 | (2) |
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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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Selected Readings & Internet Sites |
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54 | (1) |
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PART 2 FOUNDATIONS OF OPERATIONS MANAGEMENT |
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55 | (252) |
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Chapter 3 Managing Processes and Capacity |
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56 | (36) |
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Processes and Process Thinking |
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58 | (2) |
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60 | (1) |
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60 | (1) |
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Inputs, Outputs, and Flows |
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60 | (1) |
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Get Real: States Reduce Waiting Times for Car License Renewals and Registrations |
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61 | (1) |
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61 | (1) |
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61 | (1) |
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Process Capacity and Utilization |
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62 | (2) |
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64 | (1) |
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Get Real: Capacity Planning Contributes to iPad's© Success |
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65 | (1) |
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Economies and Diseconomies of Scale |
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65 | (1) |
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Principles of Process Performance: The Theory of Constraints |
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66 | (3) |
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Principle 1 Every Process Has a Constraint |
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67 | (2) |
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Estimating Capacity Requirements |
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69 | (4) |
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Principle 2 Every Process Contains Variance That Consumes Capacity |
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71 | (2) |
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Get Real: Storyboarding: The Key to Success at Pixar |
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73 | (2) |
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Principle 3 Every Process Must Be Managed as a System |
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73 | (1) |
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Principle 4 Performance Measures Are Crucial to the Process's Success |
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74 | (1) |
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Principle 5 Every Process Must Continuously Improve |
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75 | (1) |
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Kaizen Events: Small Process Changes Made Quickly |
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75 | (1) |
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Get Real: Delta Faucet Uses a Kaizen Event to Improve Quality and Reduce Scrap |
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76 | (1) |
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77 | (1) |
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77 | (1) |
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78 | (1) |
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78 | (5) |
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83 | (4) |
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87 | (1) |
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Case: Midas Gold Juice Company |
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88 | (1) |
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Case: American Vinyl Products |
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89 | (2) |
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Selected Readings & Internet Sites |
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91 | (1) |
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Chapter 3 Supplement: Process Mapping and Analysis |
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92 | (18) |
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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 | (11) |
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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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103 | (1) |
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Other Processing Mapping Tools |
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104 | (3) |
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107 | (1) |
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107 | (1) |
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107 | (1) |
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Case: Midwestern Lighting |
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108 | (1) |
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Selected Readings & Internet Sites |
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109 | (1) |
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Chapter 4 Product/Process Innovation |
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110 | (30) |
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The Role of Product/Process Innovation in Supply Chain Operations Management |
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112 | (1) |
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113 | (1) |
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How Product/Process Innovation Affects Firm Performance |
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114 | (1) |
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Operational Product/Process Innovation Competencies |
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115 | (1) |
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Idea and Opportunity Development |
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115 | (1) |
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Innovation Portfolio Planning |
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116 | (1) |
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Get Real: Procter & Gamble's Connect + Develop Process |
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116 | (2) |
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Innovation Project Management |
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118 | (1) |
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New Product/Process Launch and Learning |
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118 | (1) |
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118 | (1) |
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Get Real: Codeveloping with a Competitor: Clorox Aligns Its Business Model with P&G |
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119 | (1) |
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Product/Process Design and Development |
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120 | (1) |
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120 | (1) |
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Integrated Product/Process Design and Development: Concurrent Engineering |
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121 | (2) |
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123 | (5) |
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Design for Supply Chain Operations |
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128 | (2) |
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Get Real: Mattel's Serious Approach to DFM for Toys |
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130 | (1) |
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Enabling Technologies for Product/Process Innovation |
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131 | (1) |
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Get Real: TI Builds a Green Wafer Factory |
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132 | (1) |
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133 | (1) |
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134 | (1) |
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134 | (1) |
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135 | (4) |
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Case: The ALPHA Timer Development Project (A) |
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136 | (1) |
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Case: The ALPHA Timer Development Project (B) |
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137 | (1) |
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Case: The ALPHA Timer Development Project (C) |
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138 | (1) |
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Selected Readings & Internet Sites |
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139 | (1) |
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Chapter 5 Manufacturing and Service Process Structures |
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140 | (28) |
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142 | (1) |
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142 | (3) |
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Aligning Process Structure and Market Orientation |
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145 | (1) |
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Get Real: Personalized M&Ms |
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146 | (1) |
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Unique Aspects of Service Processes |
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147 | (1) |
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147 | (1) |
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Managing Front-Office and Back-Office Processes |
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148 | (1) |
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148 | (2) |
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150 | (1) |
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150 | (1) |
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150 | (1) |
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151 | (1) |
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Line Balancing in Product Layouts |
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152 | (1) |
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153 | (1) |
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Capability Enabling Technologies |
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154 | (3) |
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Get Real: Starbucks Weighs the Pros and Cons of Automation |
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157 | (1) |
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Selecting Processes with Indifference Analysis |
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158 | (1) |
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159 | (1) |
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159 | (1) |
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159 | (1) |
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160 | (2) |
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162 | (3) |
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165 | (1) |
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Case: Sonnie's Gourmet Sandwich Cafe |
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166 | (1) |
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Selected Readings & Internet Sites |
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167 | (1) |
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Chapter 6 Managing Quality |
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168 | (30) |
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Defining the Dimensions of Quality |
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170 | (1) |
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Get Real: Ritz-Carlton: Where Quality Is Always First and Foremost |
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171 | (1) |
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Functional Roles in Quality Management |
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172 | (1) |
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Core Values and Concepts of Quality Management |
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172 | (2) |
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Get Real: Food Safety in Global Supply Chains---A REAL Challenge |
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174 | (1) |
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TQM: A "Total" View of Quality |
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174 | (2) |
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Recognizing the Total Impacts of Quality Performance |
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176 | (1) |
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Get Real: Cost of Quality Analysis Applies to Both Services and Manufacturing |
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177 | (1) |
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An Inverted View of Management |
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178 | (1) |
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Process-Oriented Focus on Prevention and Problem Solving |
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179 | (1) |
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Viewing Quality Management as a Never-Ending Quest |
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180 | (1) |
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Building an Organizational Culture Around Quality |
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180 | (1) |
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Guiding Methodologies for Quality Management |
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181 | (1) |
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Plan-Do-Check-Act Cycles (Deming Wheel) |
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181 | (1) |
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Six Sigma: A Systematic Approach to Quality Management |
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182 | (2) |
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DMAIC: The Six Sigma Process |
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184 | (1) |
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185 | (1) |
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185 | (1) |
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Certifying Progress in Quality Management |
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185 | (1) |
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Get Real: Applying DMAIC to Cough Drops |
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186 | (1) |
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ISO 9000: An International Quality Standard |
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186 | (1) |
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Get Real: Does Six Sigma Stifle Innovation? |
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187 | (1) |
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Attaining ISO 9000 Certification |
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187 | (2) |
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Industry Interpretations of ISO 9000 |
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189 | (1) |
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The Malcolm Baldrige Quality Award |
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189 | (2) |
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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 | (3) |
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Case: A Comment on Management Attitude |
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196 | (1) |
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Selected Readings & Internet Sites |
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197 | (1) |
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Chapter 6 Supplement: Quality Improvement Tools |
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198 | (36) |
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199 | (1) |
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Standard Problem Solving Approach |
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199 | (1) |
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Quality Improvement Tools |
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199 | (1) |
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Pear Computers: Using Quality Tools to Improve Performance |
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200 | (1) |
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200 | (2) |
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Cause-and-Effect Diagrams |
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202 | (1) |
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203 | (1) |
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204 | (2) |
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206 | (1) |
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206 | (1) |
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Process Capability Analysis: Cp and Cpk |
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206 | (4) |
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210 | (8) |
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Taguchi Methods/Design of Experiments |
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218 | (1) |
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Other Quality Control Tools |
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218 | (1) |
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219 | (1) |
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219 | (1) |
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219 | (5) |
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224 | (7) |
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Case: The Tragedy of R.M.S. Titanic |
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231 | (1) |
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Case: The Bully Boy Bagging Line |
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232 | (1) |
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Selected Readings & Internet Sites |
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233 | (1) |
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Chapter 7 Managing Inventories |
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234 | (48) |
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Types and Roles of Inventory |
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236 | (1) |
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236 | (1) |
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236 | (1) |
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The Financial Impact of Inventory |
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237 | (1) |
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Balance Sheet Considerations |
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237 | (1) |
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Costs Related to Inventory |
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238 | (2) |
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Measures of Inventory Performance |
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240 | (1) |
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Asset Productivity: Inventory Turnover and Days of Supply |
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240 | (2) |
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242 | (1) |
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Get Real: How Amazon Aims to Keep You Clicking |
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243 | (1) |
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Inventory Management Systems |
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243 | (1) |
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The Continuous Review Model |
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244 | (1) |
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The Case of No Variability |
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244 | (1) |
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How Much to Order: Economic Order Quantity |
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244 | (3) |
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When to Order: The Reorder Point |
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247 | (1) |
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248 | (2) |
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Get Real: Pentagon Buys Components in Bulk |
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250 | (1) |
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Enter Variability and Uncertainty |
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250 | (1) |
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Determining the Standard Deviation of Demand During Lead Time |
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250 | (2) |
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Determining a Service Level Policy |
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252 | (2) |
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Revisiting ROP and Average Inventory |
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254 | (1) |
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The Periodic Review Model |
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254 | (2) |
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Single Period Inventory Model |
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256 | (1) |
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Impact of Location on Inventory |
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256 | (2) |
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258 | (1) |
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259 | (1) |
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259 | (2) |
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261 | (1) |
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Inventory Information Systems and Accuracy |
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262 | (2) |
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Get Real: American Apparel Introduces RFID |
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264 | (1) |
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Implementing Inventory Models |
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265 | (1) |
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Managing Inventory Across the Supply Chain |
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265 | (1) |
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Inventory Value in the Supply Chain |
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265 | (1) |
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266 | (1) |
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Integrated Supply Chain Inventory Management |
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266 | (1) |
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Get Real: Vendor-Managed Inventory at Stryker Instruments |
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267 | (1) |
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268 | (1) |
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269 | (1) |
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269 | (1) |
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270 | (4) |
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274 | (5) |
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Case: Inventory at Champion Electric |
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279 | (1) |
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280 | (1) |
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Selected Readings & Internet Sites |
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281 | (1) |
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282 | (25) |
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284 | (1) |
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Origins of Lean Systems and Just-in-Time Production |
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285 | (2) |
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Strategic Benefit of Lean Systems |
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287 | (1) |
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Lean Systems Objectives, Culture, and Guiding Principles |
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287 | (3) |
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Get Real: "Picturing" Waste and Value: A Process Mapping Story |
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290 | (2) |
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Implementing Lean Systems: Tools and Techniques |
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292 | (1) |
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Total Productive Maintenance (TPM) |
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292 | (1) |
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Group Technology---Cellular Manufacturing |
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292 | (1) |
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292 | (1) |
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292 | (1) |
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Get Real: Applying the Focused Factory Idea to an Insurance Firm |
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293 | (1) |
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293 | (1) |
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Get Real: Using Kanbans to Schedule a Steel Mill |
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294 | (1) |
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Level, Mixed-Model Scheduling |
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294 | (1) |
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295 | (1) |
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Statistical Process Control |
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295 | (1) |
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295 | (1) |
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296 | (1) |
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296 | (1) |
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Get Real: Example of Visual Control in Action: Andon Board |
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297 | (1) |
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Process Analysis/Value Stream Mapping |
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297 | (1) |
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Get Real: Using an Andon Board to Spot a Problem |
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297 | (1) |
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298 | (1) |
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298 | (1) |
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Simplification/Standardization |
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299 | (1) |
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Lean Systems: Range of Application |
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299 | (1) |
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Applying Lean Systems Within the Firm |
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299 | (1) |
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Applying Lean Systems Across the Supply Chain |
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300 | (1) |
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Applying Lean Systems to Product Innovation |
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301 | (2) |
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303 | (1) |
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303 | (1) |
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304 | (1) |
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Case: Good Guy Hospital Supply |
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305 | (1) |
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Case: Purchasing at Midwestern State University |
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305 | (1) |
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Selected Readings & Internet Sites |
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306 | (1) |
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PART 3 INTEGRATING RELATIONSHIPS ACROSS THE SUPPLY CHAIN |
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307 | (86) |
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Chapter 9 Customer Service Management |
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308 | (24) |
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311 | (1) |
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311 | (1) |
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312 | (2) |
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314 | (1) |
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314 | (1) |
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Limitations of Basic Service |
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315 | (1) |
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315 | (1) |
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315 | (1) |
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Customer Satisfaction Model |
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316 | (2) |
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Limitations of Customer Satisfaction |
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318 | (1) |
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319 | (1) |
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Achieving Customer Success |
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319 | (1) |
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Get Real: Procter & Gamble's New Service Program |
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320 | (1) |
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Get Real: Tesco's Virtual Store |
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321 | (1) |
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Customer Relationship Management |
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322 | (1) |
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Get Real: Amazon's Automated CRM Technology |
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323 | (1) |
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Customer Management and Relationship Strategy |
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324 | (1) |
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325 | (1) |
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326 | (1) |
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326 | (1) |
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327 | (1) |
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327 | (1) |
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328 | (2) |
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330 | (1) |
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Selected Readings & Internet Sites |
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331 | (1) |
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Chapter 10 Sourcing and Supply Management |
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332 | (28) |
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Supply Management's Impact on Firm and Supply Chain Performance |
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334 | (1) |
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Ensure Timely Availability of Resources |
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334 | (1) |
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335 | (1) |
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Get Real: Rethinking Outsourcing in Fashion |
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336 | (1) |
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337 | (1) |
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Access Technology and Innovation |
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337 | (1) |
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Get Real: Supplier Quality Causes Problems for Audi |
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337 | (1) |
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338 | (1) |
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Get Real: Walmart Measures Suppliers' Sustainability Performance |
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338 | (1) |
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Make an Insourcing/Outsourcing Decision |
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339 | (2) |
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Examining the Strategic Sourcing Process |
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341 | (1) |
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Analyze Spend and Supply Markets |
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342 | (1) |
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Develop a Sourcing Strategy |
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342 | (1) |
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343 | (1) |
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Capabilities and Location |
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344 | (1) |
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Type of Supplier Relationship and Contract Length |
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344 | (1) |
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Get Real: Supplier Partnerships at Ford Brazil |
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345 | (1) |
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Identify Potential Suppliers |
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346 | (1) |
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Assess and Select Suppliers |
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346 | (1) |
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346 | (1) |
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347 | (1) |
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348 | (1) |
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Manage Ongoing Supplier Relationships |
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349 | (1) |
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Information Sharing and Coordination with Suppliers |
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349 | (1) |
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Supplier Performance Monitoring and Improvement |
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350 | (1) |
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Supplier Relationship Management (SRM) |
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351 | (1) |
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351 | (1) |
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351 | (1) |
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352 | (1) |
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352 | (2) |
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354 | (2) |
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Case: Strategic Sourcing at Best Banks |
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356 | (1) |
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Case: Trail Frames Chassis: Insourcing/Outsourcing Decision |
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357 | (1) |
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Selected Readings & Internet Sites |
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358 | (2) |
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Chapter 11 Logistics Management |
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360 | (33) |
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The Role of Logistics in Supply Chain Management |
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362 | (1) |
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Logistics Service Benefits |
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362 | (1) |
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Logistics Cost Minimization |
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363 | (1) |
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364 | (1) |
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365 | (1) |
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Transportation Management |
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365 | (1) |
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Government's Role in Transportation |
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365 | (1) |
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366 | (1) |
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367 | (1) |
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368 | (3) |
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371 | (1) |
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Get Real: Tuesday Morning Shifts Modes |
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371 | (1) |
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Transportation Service Selection |
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372 | (1) |
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373 | (1) |
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Primary Functions of Warehousing |
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373 | (3) |
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Get Real: Cross-Docking at Dots |
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376 | (1) |
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376 | (1) |
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Materials Handling and Packaging |
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377 | (1) |
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Get Real: General Dynamics Develops AS/RS for the Navy |
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378 | (1) |
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379 | (1) |
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379 | (2) |
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381 | (1) |
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382 | (1) |
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Get Real: Kimberly-Clark Redesigns the Network |
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383 | (1) |
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Integrated Service Providers |
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384 | (1) |
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384 | (1) |
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385 | (1) |
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385 | (1) |
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386 | (1) |
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387 | (2) |
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389 | (2) |
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391 | (1) |
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Selected Readings & Internet Sites |
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391 | (2) |
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PART 4 PLANNING FOR INTEGRATED OPERATIONS ACROSS THE SUPPLY CHAIN |
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393 | (108) |
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Chapter 12 Demand Planning: Forecasting and Demand Management |
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394 | (44) |
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Demand Planning: An Overview |
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396 | (1) |
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The Role That Demand Planning Plays in Operations Management |
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396 | (1) |
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396 | (2) |
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398 | (1) |
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398 | (1) |
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Get Real: The Tribune's Famous Fallacious Forecast |
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398 | (1) |
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Designing a Forecasting Process |
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399 | (2) |
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Judgment-Based Forecasting |
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401 | (1) |
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Get Real: Two Examples of Grassroots Forecasting |
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402 | (1) |
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Statistical Model-Based Forecasting |
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402 | (4) |
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406 | (3) |
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Adjusting Forecasts for Seasonality |
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409 | (4) |
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413 | (1) |
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|
414 | (2) |
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Assessing the Performance of the Forecasting Process |
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416 | (2) |
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Tracking Forecast Error Acceptability |
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|
418 | (2) |
|
Situational Drivers of Forecast Accuracy |
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420 | (1) |
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|
420 | (1) |
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Improving the Constraints on Demand Planning |
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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) |
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423 | (1) |
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423 | (1) |
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Get Real: HP Improves the Constraints on Forecasting through Postponement |
|
|
424 | (1) |
|
Collaborating and Sharing Information |
|
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424 | (1) |
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425 | (1) |
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426 | (1) |
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427 | (1) |
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427 | (4) |
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431 | (4) |
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Case: Rachel's Breakfast Cafe |
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|
435 | (1) |
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|
436 | (1) |
|
Selected Readings & Internet Sites |
|
|
437 | (1) |
|
Chapter 13 Sales and Operations Planning |
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|
438 | (28) |
|
Sales and Operations Planning |
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|
440 | (1) |
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|
441 | (1) |
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|
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) |
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|
449 | (1) |
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|
450 | (2) |
|
|
452 | (1) |
|
Comparing Aggregate Production Plans |
|
|
452 | (1) |
|
Aggregate Planning for Service Industries |
|
|
453 | (1) |
|
|
453 | (1) |
|
Get Real: Yield Management in the Hotel Industry |
|
|
454 | (1) |
|
An Example of a Service Aggregate Plan |
|
|
455 | (1) |
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|
456 | (1) |
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|
457 | (1) |
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|
457 | (1) |
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|
457 | (2) |
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|
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) |
|
|
470 | (1) |
|
Master Production Schedule (MPS) |
|
|
470 | (1) |
|
Get Real: MRP in Services |
|
|
471 | (2) |
|
|
473 | (1) |
|
|
474 | (1) |
|
|
475 | (5) |
|
|
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) |
|
|
485 | (1) |
|
|
486 | (1) |
|
|
486 | (1) |
|
|
487 | (4) |
|
|
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) |
|
|
505 | (1) |
|
Stages in the Life of a Project |
|
|
506 | (1) |
|
|
507 | (1) |
|
Organizing the Project: Pure, Functional, and Matrix Projects |
|
|
507 | (2) |
|
Selecting a Project Manager |
|
|
509 | (1) |
|
|
510 | (1) |
|
Establishing a Project Charter |
|
|
511 | (1) |
|
|
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) |
|
|
518 | (1) |
|
Get Real: Project Management Software Helps Get the Job Done |
|
|
519 | (2) |
|
|
521 | (1) |
|
|
522 | (1) |
|
|
523 | (1) |
|
Managing a Portfolio of Projects |
|
|
524 | (1) |
|
|
525 | (1) |
|
|
525 | (1) |
|
|
526 | (1) |
|
|
526 | (2) |
|
|
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) |
|
|
543 | (1) |
|
|
543 | (1) |
|
|
543 | (1) |
|
|
544 | (3) |
|
|
547 | (2) |
|
Selected Readings & Internet Sites |
|
|
549 | (1) |
|
Chapter 16 Sustainable Operations Management---Preparing for the Future |
|
|
550 | (25) |
|
|
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) |
|
|
561 | (2) |
|
Get Real: Zappos Culture Sows Spirit |
|
|
563 | (1) |
|
|
563 | (1) |
|
|
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) |
|
|
569 | (1) |
|
|
569 | (1) |
|
|
570 | (1) |
|
Case: EuroConstellation Electronics |
|
|
570 | (1) |
|
Case: The Problem with Plastics |
|
|
571 | (2) |
|
|
573 | (1) |
|
Selected Readings & Internet Sites |
|
|
574 | (1) |
Appendix A |
|
575 | (1) |
Appendix B |
|
576 | (13) |
Credits |
|
589 | (2) |
Indexes |
|
591 | |