Supply Chain Redesign

Description

Supply Chain Redesign delivers practical guidance for every aspect of supply chain redesign: mapping existing supply chains; identifying changes that promise the best ROI; intelligently leveraging new technologies; strengthening relationships with key partners; designing products that support lean supply chains; implementing new approaches to strategic cost management; and much more. Coverage includes key success factors, emerging trends, and detailed case studies from Nortel and GM.

Contents
Preface.


1. Supply Chain Management: Transforming Supply Chains into Integrated “Value Systems”.
Defining Supply Chains. Increasing Customer Demands for Value Across the Supply Chain. Supply Chain Relationships. Information Systems and Supply Chain Management. A Process Model: SCM for Value System Creation. Change Management: The Challenge Facing Supply Chain Managers. Endnotes.

2. Understanding and Improving Supply Chains and Key Supply Chain Processes.
Introduction. Understanding Supply Chains through Process Mapping. Process Flow Charts. Internal Supply Chains. External Supply Chains. Benefits of Interorganizational Supply Chain Collaboration. The Importance of Time in Creating High-Performance Supply Chains. Opportunities for Cycle Time Reduction across the Supply Chain. Re-Engineering Supply Chain Logistics. Supply Chain Performance Measurement. Summing It Up: The Perfect Order Versus Total Cost. Summary. Endnotes.

3. Internal Integration–Managing Information Flows within the Organization.
A Historical Perspective. Drivers of Supply Chain Systems and Applications. Internal and External Strategic Integration. Globalization of Markets. Availability of Powerful Information Systems and Technology. Enable New Business Processes. Replace Obsolete Systems. Strategic Cost Management. Enterprise Resource Planning (ERP). Implementing ERP Systems. ERP “Meltdowns”. Supply Chain ERP Modules. ERP and Data Warehouses. When Your Web Site is Not Aligned With Your Business Strategies. Decision Support Systems. Summary. Endnotes.

4. The Financial Impacts of SCM–Finding the “Sweet Spot”.
Insourcing/Outsourcing: A Controversial Issue. Initiating the Insourcing/Outsourcing Decision. Understanding Your Core Competence. Technological Maturity. Understanding the Market. Insourcing Versus Outsourcing–Advantages/Disadvantages. Summary. Endnotes.

5. Creating Collaboration and Trust in the Supply Chain.
Roots of Supply Chain Relationship Management. A Conceptual Model of Alliance Development. Developing a Trusting Relationship with Supply Chain Partners. Challenges to Managing Supply Chain Relationships. Summary. Endnotes.

6. Customer/Supplier Integration into New Product Development.
Changes to the New Product Development Process. Supplier Integration Into New Product Development. Supplier Integration Approaches. Supplier Integration Into New Product Development Process Model. Assessing the Supplier's Technology Roadmap. Developing Suppliers Capabilities. Summary. Endnotes.

7. Strategic Cost Management in a Global Supply Chain.
The Financial Impacts of Supply Chain Management: Rolling Up the Numbers. Strategic Cost Management Initiatives Across the Supply Chain. Volume Leveraging and Cross Docking: Harvesting the Low-Hanging Fruit. Global Logistics and Material Positioning. Global Supplier Development. Target Pricing. The “Greening” of the Supply Chain: Life Cycle Costing, Re-Manufacturing, and Recycling. Cost Management Enablers. Endnotes.

8. Navigating the Business to Business (B2B) E-Commerce Landscape.
The Evolution of the Internet. Attributes of the Internet. The B2B Technology Landscape. Standards: The Basis for B2B Integration. The “Emerging” Standards. Which Standard Should Be Adopted? Looking Forward: Emerging Technologies. Problems With Implementing Standards. Endnotes.

9. Creating Information Visibility.
The Importance of Information in Supply Chains: Avoiding the Sting of the “Bullwhip”. Creating Information Visibility in Supply Chains. Information Visibility System Best Practices. Collaborative Planning, Forecasting, and Replenishment (CPFR). Collaborative Contract Management Visibility Systems. Deploying Information Visibility Systems: A Case Example. Conclusion. Endnotes.

10. Managing Change in the Supply Chain: Lessons from General Motors.
Managing Change in the Supply Chain. Radical Change Management: The Lopez Era. Changing the Purchasing Culture. Internal Integration of Supply Chain Functions. The New Era of Order to Delivery: Drivers for Change. Changing the Culture for Supply Chain Redesign. Future Challenges. Endnotes.

Index.

Features

• Supply chain mapping techniques–Shows students how to describe and understand existing supply chains.

  • Gives students solid foundational knowledge about how conventional supply chains work and look before they are optimized.

• Supply chain cost issues–Reviews the costs associated with conventional supply chains, opportunities for savings, and costs associated with redesign initiatives.

  • Gives business students practical techniques and skills for assessing ROI in supply chain projects.

• Effective B2B e-commerce and Web-based strategies–Covers today's leading and emerging approaches to optimizing supply chains.

  • Teaches techniques and approaches that will be relevant in actual practice for many years to come.

• Supply chain-friendly product design–Shows how to design products that will be easy to build and deliver efficiently.

  • Gives business and engineering students crucial insight into how up-front product design decisions impact the entire supply chain.

• Two detailed case studies–Presents detailed coverage of supply chain redesign initiatives at both GM and Nortel.

  • Helps students understand the real supply chain management challenges faced by today's largest enterprises.

Author

ROBERT B. HANDFIELD is Bank of America University Distinguished Professor of Supply Chain Management at North Carolina State University. The author of Re-engineering for Time-based Competition, he has published over 25 academic and professional articles on a wide range of issues related to time-based competition, procurement and sourcing strategy, environmentally friendly materials management, and TQM.

Handfield was co-investigator on two National Science Foundation Research Grants: Integrating Suppliers into New Product/Process Development, and Environmentally Conscious Manufacturing: Integrating Environmental Issues into Product Design Planning and Manufacturing. His consulting clients have included Spartan Motors, Newport News Shipbuilding, Mead, Honeywell, Turkish Petroleum, ITT Avionics Division, and many others.

ERNEST L. NICHOLS is Associate Professor of Operations Management, Decision Sciences Area, and Director of FedEx Center for Cycle Time Research at Fogelman College of Business and Economics at the University of Memphis. He is also Faculty Research Associate with the Global Procurement and Supply Chain Benchmarking Initiative at Michigan State University.

Dr. Nichols' research interests and Fortune 500 consulting experiences encompass a wide array of integrated supply chain management issues. He previously served as management consultant with Dialog Systems, Inc., where his responsibilities included consulting in the areas of purchasing and materials management as well as the design, development, and support of customized materials and logistics systems software.

Handfield and Nichols are the co-authors of Supply Chain Management.