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Managing Operations Across the Supply Chain [Kietas viršelis]

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  • Formatas: Hardback, 608 pages, aukštis x plotis x storis: 282x218x28 mm, weight: 1454 g, Illustrations
  • Išleidimo metai: 16-Apr-2010
  • Leidėjas: McGraw-Hill Professional
  • ISBN-10: 0073403318
  • ISBN-13: 9780073403311
Kitos knygos pagal šią temą:
  • Formatas: Hardback, 608 pages, aukštis x plotis x storis: 282x218x28 mm, weight: 1454 g, Illustrations
  • Išleidimo metai: 16-Apr-2010
  • Leidėjas: McGraw-Hill Professional
  • ISBN-10: 0073403318
  • ISBN-13: 9780073403311
Kitos knygos pagal šią temą:
Managing Operations Across the Supply Chain is the first book to offer a global, supply chain perspective of operations management – a treatment that embraces the foundations of operations management but includes new frameworks, concepts, and tools to address the demands of today and changing needs of the future. It reflects three key shifts in operations management:
1. From a focus on the internal system to a focus on the supply chain
2. From a local focus to a global focus
3. From an emphasis on tools and techniques to an emphasis on systems, people, and processes
Part 1 SUPPLY CHAIN: A PERSPECTIVE FOR OPERATIONS MANAGEMENT
1(50)
Chapter 1 Introduction to Managing Operations Across the Supply Chain
2(22)
A Broad Definition of Supply Chain Operations Management
4(5)
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(1)
Processes and Process Thinking
7(2)
Operations Management Yesterday and Today: Growth of the Supply Chain Management Perspective
9(2)
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(7)
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(1)
How this Book Is Structured
18(6)
Chapter Summary
20(1)
Key Terms
21(1)
Discussion Questions
21(1)
Case: Business Textbook Supply Chain
22(1)
Selected Readings and Internet Sites
23(1)
Chapter 2 Operations and Supply Chain Strategy
24(27)
Levels of Strategic Planning
26(2)
Corporate Strategic Planning
27(1)
Business Unit Strategic Planning
27(1)
Functional Strategic Planning
27(1)
Developing Operations Strategy: Creating Value through Strategic Choices
28(9)
Critical Customers
28(1)
Get Real: Huffy Bikes Targets It's Critical Customer
29(1)
Assessing Customer Wants and Needs
29(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
30(1)
Product-Related Competitive Priorities
31(1)
Process-Related Competitive Priorities
32(2)
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
35(2)
Maintaining the Fit between Customer Outcomes, Value Propositions, and Capabilities
37(1)
Deploying Operations Strategy: Creating Value through Execution
37(14)
Get Real: Apple Does Not Build a Low-Cost Netbook
37(1)
Feedback/Measurement: Communicating and Assessing Operations Strategy
38(1)
The Strategic Profit Model
39(3)
The Supply Chain Operational Reference Model
42(1)
Chapter Summary
43(1)
Key Terms
43(1)
Discussion Questions
44(1)
Solved Problem
45(1)
Problems
46(1)
Case: Otis Toy Trains Explores the Supply Chain
47(1)
Case: Steinway & Sons Piano
48(1)
Case: Trail Frames Chassis
49(1)
Selected Readings and Internet Sites
50(1)
Part 2 FOUNDATIONS OF OPERATIONS MANAGEMENT
51(208)
Chapter 3 Managing Processes and Capabilities
52(28)
Processes and Process Thinking
54(1)
Anatomy of a Process
54(3)
Activities of a Process
55(1)
Get Real: States Reduce Waiting Times for Car License Renewals and Registrations
56(1)
Inputs, Outputs, and Flows
56(1)
Structure
56(1)
Management Policies
57(1)
Process Capacity and Utilization
57(2)
Principles of Process Performance: The Theory of Constraints
59(21)
Principle 1 Every Process Has a Constraint
60(2)
Principle 2 Every Process Contains Variance That Consumes Capacity
62(2)
Principle 3 Every Process Must be Managed as a System
64(1)
Get Real: Storyboarding: The Key to Success at Pixar
65(1)
Principle 4 Performance Measures Are Crucial to the Process's Success
66(1)
Principle 5 Every System Must Continuously Improve
66(1)
Business Process Reengineering: Radical Process Change
67(1)
Kaizen Events: Small Process Changes Made Quickly
67(1)
Get Real: Delta Faucet Uses a Kaizen Event to Improve Quality and Reduce Scrap
68(1)
Chapter Summary
69(1)
Key Terms
69(1)
Discussion Questions
70(1)
Solved Problem
71(2)
Problems
73(2)
Case: Evergreen Products
75(1)
Case: Midas Gold Juice Company
76(1)
Case: American Vinyl Products
77(2)
Selected Readings and Internet Sites
79(1)
Chapter 3 Supplement Process Mapping and Analysis
80(16)
The "Process" of Process Mapping and Analysis
81(1)
American Health and Medical Products (AHMP)
81(11)
Step 1 Identify the Desired Outcomes in Advance
82(1)
Step 2 Identify and Bound the Critical Process
82(1)
Step 3 Document the Existing Process (the "Current State" Map)
83(3)
Step 4 Analyze the Process and Identify Opportunities for Improvement
86(4)
Step 5 Recommend Appropriate Changes to the Process (the "Future State" Map)
90(2)
Step 6 Implement the Changes and Monitor Improvements
92(1)
Other Processing Mapping Tools
92(4)
Supplement Summary
94(1)
Key Terms
94(1)
Problems
94(1)
Selected Readings and Internet Sites
95(1)
Chapter 4 Product/Process Innovation
96(28)
The Role of Product/Process Innovation in Supply Chain Operations Management
98(3)
The Product Life Cycle
99(1)
How Product/Process Innovation Affects Firm Performance
100(1)
Operational Product/Process Innovation Competencies
101(4)
Idea and Opportunity Development
101(1)
Innovation Portfolio Planning
102(1)
Get Real: Procter and Gamble's Connect + Develop Process
102(1)
Innovation Project Management
103(1)
New Product/Process Launch and Learning
104(1)
Codevelopment
104(1)
Product/Process Design and Development
105(11)
The Stage-Gate Process
106(1)
Integrated Product/Process Design and Development: Concurrent Engineering
106(2)
Design for the Customer
108(5)
Design for Supply Chain Operations
113(2)
Get Real: Mattel's Serious Approach to DFM for Toys
115(1)
Enabling Technologies for Product/Process Innovation
116(8)
Get Real: TI Builds a Green Wafer Factory
117(2)
Chapter Summary
119(1)
Key Terms
119(1)
Discussion Questions
120(1)
Problems
120(1)
Case: The ALPHA Timer Development Project (A)
121(1)
Case: The ALPHA Timer Development Project (B)
122(1)
Selected Readings and Internet Sites
122(2)
Chapter 5 Manufacturing and Service Process Structures
124(30)
Capacity Planning
126(2)
Economies and Diseconomies of Scale
126(1)
Get Real: Demand Outpaced Capacity for the Wii
127(1)
Time Frame for Capacity Changes
128(1)
Process Structures
128(5)
Product-Process Matrix
129(3)
Aligning Process Structure and Market Orientation
132(1)
Get Real: Personalized M&Ms
132(1)
Unique Aspects of Service Processes
133(3)
Service Process Matrix
133(1)
Managing Front-Office and Back-Office Processes
134(1)
Service Blueprinting
135(1)
Operations Layout
136(4)
Fixed-Position Layout
136(1)
Process Layout
136(1)
Product Layout
137(1)
Line Balancing in Product Layouts
138(2)
Cellular Layout
140(1)
Process Automation
140(2)
Get Real: Starbucks Weighs the Pros and Cons of Automation
142(1)
Comparing Process Costs with Break-Even Analysis
142(12)
Chapter Summary
145(1)
Key Terms
145(1)
Discussion Questions
146(1)
Solved Problems
146(3)
Problems
149(3)
Case: Coffee Roasters
152(1)
Selected Readings and Internet Sites
152(2)
Chapter 6 Managing Quality
154(30)
Defining the Dimensions of Quality
156(4)
Get Real: Ritz-Carlton: Where Quality Is Always First and Foremost
157(1)
Functional Roles in Quality Management
157(3)
Core Values and Concepts of Quality Management
160(1)
TQM: A "Total" View of Quality
160(8)
Recognizing the Total Impacts of Quality Performance
160(4)
Get Real: Applying Cost of Quality Analysis to a Hotel Restaurant
164(1)
An Inverted View of Management
165(1)
Process-Oriented Focus on Prevention and Problem Solving
166(1)
Viewing Quality Management As a Never Ending Quest
167(1)
Building an Organizational Culture Around Quality
167(1)
Guiding Methodologies for Quality Management
168(5)
Plan-Do-Check-Act Cycles (Deming Wheel)
168(1)
Six Sigma: A Systematic Approach to Quality Management
169(2)
DMAIC: The Six Sigma Process
171(1)
Design for Six Sigma
172(1)
Get Real: Applying DMAIC to Cough Drops
172(1)
Implementing Six Sigma
173(1)
Cartifying Progress in Quality Management
173(11)
ISO 9000: An International Quality Standard
173(1)
Get Real: Does Six Sigma Stifle Innovation?
174(1)
Attaining ISO 9000 Certification
174(1)
The Malcolm Baldrige Quality Award
175(4)
Chapter Summary
179(1)
Key Terms
179(1)
Discussion Questions
180(1)
Case: A Comment on Management Attitude
180(2)
Selected Readings and Internet Sites
182(2)
Chapter 6 Supplement Quality Improvement Tools
184(26)
Overview
185(1)
Standard Problem Solving Approach
185(1)
Quality Improvement Tools
185(25)
Pear Computer: Using Quality Tools to Improve Performance
186(1)
Histograms
186(2)
Cause and Effect Diagrams
188(1)
Check Sheets
189(1)
Pareto Analysis
190(1)
Scatter Diagram
191(2)
Process Flow Diagram
193(1)
Process Capability Analysis: Cp and Cpk
193(3)
Process Control Charts
196(5)
Taguchi Methods/Design of Experiments
201(1)
Other Quality Control Tools
201(1)
Supplement Summary
202(1)
Key Terms
202(1)
Solved Problems
203(2)
Problems
205(4)
Selected Readings and Internet Sites
209(1)
Chapter 7 Understanding Inventory Fundamentals
210(24)
Types and Roles of Inventory
212(1)
Types of Inventory
212(1)
The Roles of Inventory
213(1)
The Financial Impact of Inventory
213(2)
Balance Sheet Considerations
214(1)
Costs Related to Inventory
214(1)
Measures of Inventory Performance
215(4)
Asset Productivity: Inventory Turnover and Days of Supply
215(3)
Service Level
218(1)
Get Real: How Amazon Aims to Keep You Clicking
219(1)
Managing Inventory
219(6)
Inventory Classification: ABC Analysis
220(2)
Inventory Information Systems and Accuracy
222(2)
Get Real: American Apparel Introduces RFID
224(1)
Managing Inventory Across the Supply Chain
225(9)
Inventory Value in the Supply Chain
225(1)
The Bullwhip Effect
225(1)
Integrated Supply Chain Inventory Management
226(1)
Get Real: Vendor-Managed Inventory at Stryker Instruments
227(1)
Chapter Summary
228(1)
Key Terms
228(1)
Discussion Questions
229(1)
Solved Problems
229(2)
Problems
231(1)
Case: Inventory at Champion Electric
232(1)
Selected Readings and Internet Sites
232(2)
Chapter 8 Lean Systems
234(25)
Lean Systems Defined
236(8)
Origins of Lean Systems and Just-in-Time Production
237(2)
Strategic Benefit of Lean Systems
239(1)
Lean Systems Objectives, Culture, and Guiding Principles
239(3)
Get Real: "Picturing" Waste and Value: A Process Mapping Story
242(2)
Implementing Lean Systems: Tools and Techniques
244(7)
Total Productive Maintenance (TPM)
244(1)
Group Technology---Cellular Manufacturing
245(1)
Focused Factories
245(1)
TAKT Time Flow Balancing
245(1)
Get Real: Applying the Focused Factory Idea to an Insurance Firm
246(1)
Kanban (Pull) Scheduling
246(1)
Level, Mixed-Model Scheduling
246(1)
Get Real: Using Kanbans to Schedule a Steel Mill
247(1)
Setup Reduction
247(1)
Statistical Process Control
248(1)
Visual Control
248(1)
Quality at the Source
248(1)
Get Real: Example of Visual Control in Action: Andon Board
249(1)
Kaizen Events
249(1)
Get Real: Using an Andon Board to Spot a Problem
249(1)
Process Analysis/Value Stream Mapping
250(1)
Poka-Yoke
250(1)
5-S Program
251(1)
Simplification/Standardization
251(1)
Lean Systems: Range of Application
251(8)
Applying Lean Systems within the Firm
252(1)
Applying Lean Systems Across the Supply Chain
252(1)
Applying Lean Systems to Product Innovation
253(2)
Chapter Summary
255(1)
Key Terms
256(1)
Discussion Questions
256(1)
Case: Good Guy Hospital Supply
257(1)
Selected Readings and Internet Sites
258(1)
Part 3 INTEGRATING RELATIONSHIPS ACROSS THE SUPPLY CHAIN
259(82)
Chapter 9 Customer Management
260(22)
Customer Service
263(4)
Product Availability
263(1)
Lead-Time Performance
264(1)
Service Reliability
265(1)
The Perfect Order
266(1)
Limitations of Customer Service
266(1)
Customer Satisfaction
267(4)
Customer Expectations
267(1)
Customer Satisfaction Model
268(2)
Limitations of Customer Satisfaction
270(1)
Customer Success
271(4)
Achieving Customer Success
271(1)
Get Real: Co-Opting Change at True Value
272(1)
Customer Relationship Management
273(1)
Get Real: Amazon's Automated CRM Technology
274(1)
Customer Management and Relationship Strategy
275(7)
Chapter Summary
276(1)
Key Terms
277(1)
Discussion Questions
277(1)
Solved Problem
278(1)
Problems
278(1)
Case: Tiler Industries
279(2)
Selected Readings and Internet Sites
281(1)
Chapter 10 Supply Management
282(28)
Supply Management's Impact on Firm and Supply Chain Performance
284(5)
Ensure Timely Availability of Resources
284(1)
Reduce Total Costs
285(1)
Get Real: Rethinking Outsourcing in Fashion
286(1)
Enhance Quality
287(1)
Access Technology and Innovation
287(1)
Get Real: Supplier Quality Causes Problems for Audi
287(1)
Foster Social Responsibility
288(1)
Make an Insourcing/Outsourcing Decision
289(2)
Examining the Strategic Sourcing Process
291(1)
Analyze Spend and Understand Supply Markets
292(1)
Develop a Sourcing Strategy
292(4)
Number of Suppliers
293(1)
Capabilities and Location
294(1)
Type of Supplier Relationship and Contract Length
294(1)
Get Real: Supplier Partnerships at Ford Brazil
295(1)
Identify Potential Suppliers
296(1)
Assess and Select Suppliers
296(3)
Competitive Bidding
296(2)
Online Reverse Auctions
298(1)
Negotiation
298(1)
Manage the Ongoing Supplier Relationship
299(11)
Information Sharing and Coordination with Suppliers
299(1)
Supplier Performance Monitoring and Improvement
300(1)
Supplier Relationship Management (SRM)
300(1)
Chapter Summary
301(1)
Key Terms
301(1)
Discussion Questions
302(1)
Solved Problem
302(1)
Problems
303(3)
Case: Strategic Sourcing at Best Banks
306(1)
Case: Trail Frames Chassis: Insourcing/Outsourcing Decision
306(2)
Selected Readings and Internet Sites
308(2)
Chapter 11 Logistics Management
310(31)
The Role of Logistics in Supply Chain Management
312(3)
Logistics Service Benefits
313(1)
Logistics Cost Minimization
313(1)
Inventory Management
314(1)
Order Processing
314(1)
Transportation Management
315(7)
Government's Role in Transportation
315(1)
Transportation Economics
316(1)
Consolidation
316(1)
Transportation Modes
317(4)
Carrier Types
321(1)
Transportation Service Selection
321(1)
Warehouse Management
322(4)
Primary Functions of Warehousing
322(3)
Get Real: Cross-Docking Spruces Up Urban Outfitters
325(1)
Warehouse Operations
325(1)
Materials Handling and Packaging
326(2)
Get Real: General Dynamics Develops AS/RS for the Navy
328(1)
Network Design
328(4)
Facility Location
329(1)
Number of Facilities
330(1)
Logistics Postponement
331(1)
Integrated Service Providers
332(9)
Get Real: Kimberly-Clark Redesigns the Network
333(1)
Chapter Summary
334(1)
Key Terms
334(1)
Discussion Questions
335(1)
Solved Problems
335(1)
Problems
336(2)
Case: Lear Corporation
338(1)
Selected Readings and Internet Sites
339(2)
Part 4 PLANNING FOR INTEGRATED OPERATIONS ACROSS THE SUPPLY CHAIN
341(138)
Chapter 12 Demand Planning: Forecasting and Demand Management
342(28)
Demand Planning: An Overview
344(2)
The Role That Demand Planning Plays in Operations Management
344(1)
Planning Activities
345(1)
Demand Forecasting
346(10)
Components of Demand
346(1)
Get Real: The Tribune's Famous I allacious Forecast
346(1)
Designing a Forecasting Process
347(2)
Judgment-Based Forecasting
349(1)
Get Real: Two Examples of Grassroots Forecasting
350(1)
Statistical Model-Based Forecasting
350(6)
Assessing the Performance of the Forecasting Process
356(2)
Demand Management
358(1)
Improving the Constraints on Demand Planning
359(11)
Improving Information Accuracy and Timeliness
359(1)
Get Real: Destination Maternity Corporation, Customer Quickstep
360(1)
Reducing Lead Time
360(1)
Get Real: Calyx and Corolla Delivers Freshness by Redesigning the Supply Chain
361(1)
Redesigning the Product
361(1)
Collaborating and Sharing Information
361(1)
Get Real: HP Improves the Constraints on Forecasting through Postponement
362(1)
Chapter Summary
363(1)
Key Terms
364(1)
Discussion Questions
364(1)
Solved Problem
365(1)
Problems
366(2)
Case: C&F Apparel, Inc.
368(1)
Selected Readings and Internet Sites
369(1)
Chapter 12 Supplement Advanced Forecasting and Tracking Models
370(20)
Estimating Trends
371(4)
Exponential Smoothing with Trend Effects
371(1)
Determining Trend Factors
372(1)
Simple Linear Regression: Time Series
372(2)
Simple Linear Regression: Causal Modeling
374(1)
Comparing the Models
375(1)
Adjusting Forecasts for Seasonality
375(4)
Forecast Error and Signal Tracking
379(11)
Tracking Forecast Error Acceptability
381(2)
Supplement Summary
383(1)
Key Terms
383(1)
Discussion Questions
383(1)
Solved Problem
384(3)
Problems
387(2)
Selected Readings
389(1)
Chapter 13 Sales and Operations Planning
390(28)
Sales and Operations Planning
392(4)
S&OP Benefits
393(1)
The S&OP Process
394(1)
Get Real: One-Number Forecasting at Heinz
394(2)
Aggregate Production Planning
396(4)
Relevant Aggregate Planning Costs
396(1)
Aggregate Production Strategies
397(2)
Get Real: Canon Struggles to Shrink Level of Digital Camera Inventory
399(1)
Creating an Aggregate Production Plan
400(5)
Level Production Plan
401(1)
Chase Plans
401(3)
Hybrid Plans
404(1)
Comparing Aggregate Production Plans
404(1)
Aggregate Planning for Service Industries
405(13)
Yield Management
405(1)
Get Real: Yield Management in the Hotel Industry
406(1)
An Example of a Service Aggregate Plan
407(2)
Chapter Summary
409(1)
Key Terms
409(1)
Discussion Questions
409(1)
Solved Problem
410(1)
Problems
411(4)
Case: Med-Chem Products: Hospital Division
415(2)
Selected Readings and Internet Sites
417(1)
Chapter 14 Independent Demand Inventory Planning
418(28)
The Continuous Review Model
420(11)
The Case of No Variability
420(1)
How Much to Order: Economic Order Quantity
421(2)
When to Order: The Reorder Point
423(1)
EOQ Extensions
424(2)
Get Real: Pentagon Buys Components in Bulk
426(1)
Enter Variability and Uncertainty
427(1)
Determining the Standard Deviation of Demand During Lead Time
428(1)
Determining a Service Level Policy
428(2)
Revisiting ROP and Average Inventory
430(1)
The Periodic Review Model
431(1)
Single Period Inventory Model
432(2)
Impact of Location on Inventory
434(1)
Managerial Approaches to Reducing Inventory Costs
435(11)
Managing Cycle Stocks
435(1)
Managing Safety Stocks
435(1)
Managing Locations
436(1)
Implementing Inventory Models
436(1)
Get Real: Tractor Supply Company
437(1)
Chapter Summary
438(1)
Key Terms
438(1)
Discussion Questions
439(1)
Solved Problems
439(3)
Problems
442(3)
Selected Readings and Internet Sites
445(1)
Chapter 15 Materials and Resource Requirements Planning
446(33)
Materials Requirements Planning (MRP)
449(1)
MRP Inputs
449(6)
Get Real: MRP in Services
450(1)
Bill of Materials (BOM)
451(1)
Master Production Schedule (MPS)
451(3)
Inventory Records
454(1)
MRP Process
455(4)
MRP Outputs and Use
459(2)
Distribution Requirements Planning (DRP)
461(1)
Understanding Capacity Requirements Planning (CRP)
462(1)
Advances In Planning Systems
463(16)
Enterprise Resource Planning (ERP)
464(1)
Advanced Planning and Scheduling (APS)
464(1)
Get Real: ERP Improves Performance at Elizabeth Arden Red Door Spas
465(1)
Chapter Summary
465(1)
Key Terms
466(1)
Discussion Questions
466(1)
Solved Problems
467(2)
Problems
469(7)
Case: The Casual Furniture Company
476(2)
Selected Readings and Internet Sites
478(1)
Part 5 MANAGING CHANGE IN SUPPLY CHAIN OPERATIONS
479(71)
Chapter 16 Project Management
480(32)
Projects and Project Management
482(3)
How Projects Succeed
483(1)
Stages in the Life of a Project
484(1)
Project Definition
485(4)
Organizing the Project: Pure, Functional, and Matrix Projects
485(2)
Selecting a Project Manager
487(1)
Organizing Project Teams
488(1)
Establishing a Project Charter
489(1)
Project Planning
489(10)
Budgeting for Time and Cost
490(1)
Get Real: Managing an "Olympic"-Sized Project
491(1)
Detailed Scheduling Using the Critical Path Method
492(1)
Get Real: The History of CPM and PERT
492(4)
Analyzing Resources and Trade-Offs
496(1)
Making Time-Cost-Scope Trade-Offs
496(1)
Planning for Uncertainty
496(1)
Get Real: Project Management Software Helps Get the Job Done
497(2)
Project Execution
499(1)
Project Completion
500(1)
Managing a Portfollo of Projects
501(11)
Chapter Summary
502(1)
Key Terms
502(1)
Discussion Questions
503(1)
Solved Problem
503(3)
Problems
506(3)
Case: Monolith Productions
509(2)
Selected Readings and Internet Sites
511(1)
Chapter 16 Supplement Advanced Methods for Project Scheduling
512(14)
Project Crashing: Making Time-Cost Trade-Offs
513(3)
Scheduling a Project with Probabilistic Task Duration Estimates
516(10)
Supplement Summary
519(1)
Key Terms
519(1)
Discussion Questions
519(1)
Solved Problems
520(3)
Problems
523(2)
Selected Readings and Internet Sites
525(1)
Chapter 17 Evolving Business Models and Change Drivers in the Supply Chain
526(24)
The Business Model: The Vehicle for Integration and Competitive Advantage
528(1)
Capability Enabling Technologies In the Supply Chain
529(5)
Sustainable Operations Management
534(5)
A Broader View of Waste
534(1)
Get Real: Computer Makers Make Environmental Responsibility a Corporate Priority
534(2)
Get Real: Herman Miller Goes Green with the Mirra Chair
536(1)
Preventing Rather than Minimizing Waste
537(1)
Incorporating Sustainability into Operations Objectives
537(1)
ISO 14000: The Standard for Environmental Management Systems
537(2)
Operations Management, People, and Culture
539(11)
National Culture
539(1)
Get Real: Dabbawallahs: Managing the Lunchtime Food Supply Chain in Bombay, India
540(1)
Organizational Culture
541(1)
Get Real: Zappos Culture Sows Spirit
542(1)
Chapter Summary
542(1)
Key Terms
543(1)
Discussion Questions
543(1)
Solved Problem
544(1)
Problems
545(1)
Case: Western Telephone Manufacturers
545(2)
Case: The HyperCar
547(2)
Selected Readings and Internet Sites
549(1)
APPENDIX A Table of Cumulative Probability of the Normal Distribution (One-Tail) 550(1)
APPENDIX B Answers to Selected Problems 551(12)
Photo Credits 563(1)
Name Index 564(3)
Subject Index 567
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.