Logistics Management and Strategy: Competing Through the Supply Chain [3rd Edition] 9781292004150, 9781292004181, 9781292004167, 1292004150

Table of contents :
Cover......Page 1
Title......Page 4
Copyright......Page 5
Contents......Page 8
Personal foreword......Page 16
Professional foreword......Page 18
Preface......Page 20
Authors' acknowledgements......Page 24
Publisher's acknowledgements......Page 26
How to use this book......Page 30
Plan of the book......Page 32
Part One: COMPETING THROUGH LOGISTICS......Page 34
Introduction......Page 36
1.1 Logistics and the supply chain......Page 37
1.1.1 Definitions and concepts......Page 41
1.1.2 Supply chain: structure and tiering......Page 42
1.2.1 Material flow......Page 47
1.2.2 Information flow......Page 49
1.3 Competing through logistics......Page 50
1.3.1 Hard objectives......Page 51
1.3.2 Supportive capabilities......Page 54
1.3.4 Order winners and qualifiers......Page 61
1.4.1 Defining 'strategy'......Page 63
1.4.3 Differentiating strategies......Page 65
1.4.4 Trade-offs in logistics......Page 67
Summary......Page 68
References......Page 69
Suggested further reading......Page 71
Introduction......Page 72
2.1 The marketing perspective......Page 73
2.1.2 The information revolution......Page 75
2.2 Segmentation......Page 76
2.3 Demand profiling......Page 84
2.4 Quality of service......Page 88
2.4.1 Customer loyalty......Page 90
2.4.2 Value disciplines......Page 92
2.4.3 Relationship marketing and customer relationship management (CRM)......Page 93
2.5 Segmented supply chain strategy......Page 95
2.5.1 Supply chain and marketing alignment......Page 96
2.5.2 The supply chain strategy drivers......Page 98
2.5.3 Selecting drivers for segmentation......Page 101
2.5.4 The four-step approach to developing segmented supply chain strategy......Page 104
Summary......Page 109
Discussion questions......Page 110
References......Page 111
Suggested further reading......Page 113
Introduction......Page 114
3.1 Where does value come from?......Page 116
3.2.1 ROCE and implications for supply chain management......Page 117
3.2.2 Financial ratios and ROCE drivers......Page 120
3.3 Why is liquidity important and what are the implications for supply chain management?......Page 121
3.4 How can logistics costs be represented?......Page 126
3.4.1 Fixed/variable......Page 128
3.4.2 Direct/indirect......Page 132
3.4.3 Engineered/discretionary......Page 135
3.5 Activity-based costing (ABC)......Page 137
3.5.1 Cost–time profile (CTP)......Page 139
3.5.2 Cost-to-serve (CTS)......Page 141
3.6 How can capital investment decisions be made?......Page 144
3.6.1 Four investment appraisal approaches......Page 145
3.6.2 What are discounted cash flows?......Page 146
3.7 A balanced measurement portfolio......Page 151
3.7.1 Balanced measures......Page 152
3.7.2 Supply chain management and the balanced scorecard......Page 153
3.7.3 Supply chain operations reference model (SCOR)......Page 154
Summary......Page 158
Discussion questions......Page 159
References......Page 160
Suggested further reading......Page 161
Part Two: LEVERAGING LOGISTICS OPERATIONS......Page 162
Introduction......Page 164
4.1 Drivers and logistics implications of internationalisation......Page 166
4.1.1 Logistical implications of internationalisation......Page 170
4.1.3 Global consolidation......Page 171
4.2.1 Focused factories: from geographical to product segmentation......Page 175
4.2.2 Centralised inventories......Page 176
4.3.2 Extended and unreliable transit times......Page 180
4.3.3 Multiple consolidation and break points......Page 181
4.3.5 Price and currency fluctuations......Page 182
4.3.6 Location analysis......Page 183
4.4.1 Layering and tiering......Page 185
4.4.2 The evolving role of individual plants......Page 186
4.4.3 Reconfiguration processes......Page 187
4.5 Managing for risk readiness......Page 192
4.5.1 Immediate risk readiness......Page 194
4.6 Reverse logistics......Page 195
4.7 Corporate social responsibility in the supply chain......Page 198
4.8 Establishing global governance of the supply chain......Page 203
4.8.2 Incorporating new regions into global governance......Page 204
4.8.3 Ownership of goods in the international flow of goods......Page 206
Summary......Page 207
References......Page 208
Suggested further reading......Page 209
Introduction......Page 210
5.1.1 Time-based competition: definition and concepts......Page 211
5.1.2 Variety and complexity......Page 212
5.1.3 Time-based initiatives......Page 213
5.1.4 Time-based opportunities to add value......Page 214
5.1.5 Time-based opportunities to reduce cost......Page 216
5.1.6 Limitations to time-based approaches......Page 218
5.2.1 Using time as a performance measure......Page 219
5.2.2 Using time to measure supply pipeline performance......Page 220
5.2.3 Consequences when P-time is greater than D-time......Page 222
5.3 Time-based process mapping......Page 225
5.3.2 Stage 2: Select the process to map......Page 226
5.3.5 Stage 5: Distinguish between value-adding and non-value-adding time......Page 227
5.3.7 Stage 7: Solution generation......Page 228
5.4.1 Strategies to cope when P-time is greater than D-time......Page 233
5.4.2 Practices to cope when P-time is greater than D-time......Page 234
Summary......Page 236
Suggested further reading......Page 237
Introduction......Page 238
6.1 The supply chain 'game plan'......Page 240
6.1.1 Planning and control within manufacturing......Page 241
6.1.2 Managing inventory in the supply chain......Page 247
6.1.3 Planning and control in retailing......Page 252
6.1.4 Inter-firm planning and control......Page 254
6.2 Just-in-time (JIT) scheduling......Page 257
6.2.1 The just-in-time system......Page 258
6.2.2 JIT and material requirements planning......Page 263
6.3.1 Efficient consumer response (ECR)......Page 266
6.3.2 Collaborative planning, forecasting and replenishment (CPFR)......Page 273
6.3.3 Vendor-managed inventory (VMI)......Page 278
6.3.4 Quick response (QR)......Page 280
Summary......Page 282
Discussion questions......Page 283
References......Page 284
Suggested further reading......Page 285
Introduction......Page 286
7.1.1 Types of waste......Page 288
7.1.2 The principles of lean thinking......Page 289
7.1.3 Application of lean thinking to business processes......Page 293
7.1.4 Lean manufacturing practices......Page 294
7.2 The concept of agility......Page 295
7.2.1 Sales and operations planning for agility......Page 303
7.2.2 Product design for agility......Page 307
7.2.3 Manufacturing for agility......Page 310
7.2.4 Supply chain partnerships for agility......Page 315
7.2.5 Preconditions for successful agile practice......Page 320
7.3 Combining lean and agile......Page 323
Summary......Page 326
Discussion questions......Page 327
References......Page 328
Suggested further reading......Page 331
Part Three: WORKING TOGETHER......Page 332
Introduction......Page 334
8.1 Integration in the supply chain......Page 336
8.1.1 Internal integration: function to function......Page 337
8.1.2 Inter-company integration......Page 344
8.1.3 Electronic integration......Page 347
8.2 Choosing the right supply relationships......Page 350
8.3.1 Economic justification for partnerships......Page 357
8.3.3 Disadvantages of partnerships......Page 358
8.4 Implementing strategic partnerships......Page 359
8.4.1 Lambert's partnership model......Page 362
8.4.2 Barriers to developing strategic partnerships......Page 364
8.5.1 Creating closer relationships......Page 366
8.5.2 Factors in forming supply chain relationships......Page 367
8.6.1 Supplier associations......Page 369
8.6.2 Japanese keiretsu......Page 372
8.6.3 Italian districts......Page 374
8.6.4 Chinese industrial areas......Page 376
Summary......Page 380
Discussion questions......Page 382
References......Page 383
Suggested further reading......Page 384
Introduction......Page 386
9.1 What does procurement do?......Page 388
9.2 Key drivers of procurement effectiveness......Page 391
9.2.1 Operating Principle I: Business alignment......Page 393
9.2.2 Operating Principle II: Developing strategies for procurement categories......Page 396
9.2.3 Operating Principle III: Total cost of ownership, not just price......Page 398
9.2.4 Operating Principle IV: Supplier relationship management (SRM)......Page 401
9.3 Managing the supply base......Page 402
9.3.1 Segmenting the supply base......Page 404
9.3.2 Establishing policies per supplier segment......Page 409
9.3.3 Vendor rating......Page 410
9.3.4 Executive ownership of supply relationships......Page 413
9.3.5 Migrating towards customer of choice status......Page 414
9.5 Markers of boardroom value......Page 416
9.6 What does top procurement talent look like?......Page 417
Summary......Page 418
References......Page 419
Suggested further reading......Page 420
Part Four: CHANGING THE FUTURE......Page 422
Introduction......Page 424
10.1 Changing economics?......Page 425
10.2 Internal alignment triad......Page 427
10.3 Corporate social responsibility: same trade-offs......Page 429
10.4 Humanitarian logistics......Page 431
10.4.2 Immediate response phase......Page 432
10.4.3 Reconstruction phase......Page 433
10.5.1 Selecting upstream collaboration opportunities......Page 437
10.5.2 Selecting downstream opportunities: which customers to give the keys to our car......Page 439
10.6 The supply chain manager of the future......Page 440
10.7 Changing chains......Page 442
10.8 A great function to be in......Page 445
References......Page 446
B......Page 448
C......Page 449
D......Page 450
G......Page 451
I......Page 452
M......Page 453
P......Page 454
R......Page 455
S......Page 456
T......Page 458
V......Page 459
Z......Page 460

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