Logistics and Supply Chain Management: Creating Value-Adding Networks / Edition 3

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Overview

Logistics and Supply Chain Management

Creating Value-Adding Networks

Develop and exploit logistics strategies

In today¿s highly competitive global marketplace, the pressure on organizations to find new ways to create and deliver value to customers grows ever stronger. There is a growing recognition that it is through logistic efficiency and effective management of the supply chain that the twin goals of cost reduction and service enhancement can be achieved.

Enhanced by diagrams, case-studies and chapter summaries, Logistics and Supply Chain Management looks at the tools, core processes and initiatives to ensure businesses gain and maintain their competitive advantage.

Key topics covered by Logistics and Supply Chain Management include:

· the idea of a service-driven logistics system based upon identified service priorities and a customer base segmented according to service requirements

· the many ways in which logistics can impact on overall return on investment and, ultimately, shareholder value

· logistics performance indicators: the concept of competitive benchmarking and the principles behind the balanced scorecard

· globalization: structuring a global logistics network, outsourcing and the co-ordination of network partners

· the logistics implications of JIT and how developments in information technology have been harnessed to access its power.

New to this edition:

· new chapters on logistics and customer value, integrated logistics and network logistics

· more emphasis on responsiveness, reflecting increased volatility of demand in many markets

· new chapter on managing risk in the supply chain

Responsiveness, reliability and relationships ¿ the basis for successful logistics and supply chain management.

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Product Details

  • ISBN-13: 9780273681762
  • Publisher: FT Press
  • Publication date: 2/25/2005
  • Series: Financial Times Series
  • Edition number: 3
  • Pages: 320
  • Product dimensions: 6.36 (w) x 9.48 (h) x 1.06 (d)

Meet the Author

Martin Christopher is Professor of Marketing and Logistics at Cranfield School of Management. His work in the field of logistics and supply chain management has gained international recognition. He has published widely, his recent books include Logistics and Supply Chain Management and Marketing Logistics. He is is also co-editor of the International Journal of Logistics Management and is a regular contributor to conferences and workshops around the world. At Cranfield, Martin Christopher chairs the Centre for Logistics and Supply Chain Management, the largest activity of its type in Europe. In addition to leading a number of on-going research projects in logistics and supply chain management, Martin Christopher is active as an advisor to many organisations and is non-executive director of a number of companies. In 1988 he was awarded the Sir Robert Lawrence Gold Medal for his contribution to logistics education and in 1997 was given the USA Council of Logistics Management¿s Foundation Award.

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Table of Contents

ToC (new and updated chapters in bold)

Chapter 1 : Logistics & Competitive Strategy

This chapter will look at how logistics capabilities and supply chain excellence can help companies gain a competitive advantage. It will also look at the relationship between logistics and financial performance.

Case Study : Dell (updated from 1998 version)

Chapter 2 : Logistics & Customer Value

This chapter focuses on the ways in which customer value can be created and delivered through the supply chain. The theme will be demand-driven and responsive supply chain strategies.

Case Study : Zara (updated from 1998 version)

Chapter 3 : Measuring Logistics Costs and Performance

The content of this chapter will be about the need to understand the 'costs-to-serve'. Issues such as customer profitability analysis and benchmarking will be included.

Case Study : Wal-Mart/K-Mart (new)

Chapter 4 : Creating the Agile Supply Chain

The concept of the agile supply chain is developed in this chapter and the building blocks of the agile paradigm explained. The differences between 'lean' and 'agile' will be discussed.

Case Study : The challenge of the 3-day car (new)

Chapter 5 : Strategic Lead-Time Management

Time compression is the focus of this chapter including the search for ways in which non-value adding time can be removed from the pipeline.

Case Study : Hewlett Packard CD/RW (new)

Chapter 6 : Managing the Global Pipeline

The particular challenges of global supply chains will be discussed in this chapter. The pros and cons of global sourcing and offshore manufacturing will be presented. The need to understand the total supply chain impact of globalisations will be emphasised.

Case Study : Dyson (new)

Chapter 7 : Managing the Supply Chain in an Era of Uncertainty

This chapter will examine the ideas of supply chain risk and vulnerability and will explore ways in which supply chain resilience can be improved.

Case Study : Nokia/Ericsson (new)

Chapter 8 : Managing Networks and Relationships

The idea of the supply chain as an interdependent network of organisations that jointly combine to deliver customer value is introduced. The idea of supply chain 'orchestration' is discussed.

Case Study : Li & Fung (new)

Chapter 9 : Overcoming the Barriers to Supply Chain Integration

The fundamental business transformations that are required to enable supply chain integration to become a reality are examined. The characteristics of effective supply chains will be presented.

Case Study : GM/Vectra (new)

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Preface

Preface

In today's highly competitive, global marketplace the pressure on organizations to find new ways to create and deliver value to customers grows ever stronger. Gradually, in emerging economies as well as mature markets, the power of the buyer has overtaken that of the customer.

The rules are different in a buyers' market. In particular customer service becomes a key differentiator as the sophistication and demands of customers continually increase.

At the same time, market maturity combined with new sources of global competition has led to over-capacity in many industries leading to an inevitable pressure on price. Price has always been a critical competitive variable in many markets and the signs are that it will become even more of an issue as the "commoditization" of markets continues.

It is against this backdrop that the discipline and philosophy of logistics and supply chain management has moved to the centre stage over the last two decades. The concept of integration within the business and between businesses is not new, but the acceptance of its validity by managers is. There has been a growing recognition that it is through logistics and supply chain management that the twin goals of cost reduction and service enhancement can be achieved. Better management of the "pipeline" means that customers are served more effectively and yet the costs of providing that service are reduced.

This is the focus of this second edition of Logistics and Supply Chain Management. The basic themes and underlying structure of the book have not changed from the first edition but as ideas progress and best practice gets even better, the need for revision andup-dating becomes inevitable.

Read More Show Less

Introduction

Preface

In today's highly competitive, global marketplace the pressure on organizations to find new ways to create and deliver value to customers grows ever stronger. Gradually, in emerging economies as well as mature markets, the power of the buyer has overtaken that of the customer.

The rules are different in a buyers' market. In particular customer service becomes a key differentiator as the sophistication and demands of customers continually increase.

At the same time, market maturity combined with new sources of global competition has led to over-capacity in many industries leading to an inevitable pressure on price. Price has always been a critical competitive variable in many markets and the signs are that it will become even more of an issue as the "commoditization" of markets continues.

It is against this backdrop that the discipline and philosophy of logistics and supply chain management has moved to the centre stage over the last two decades. The concept of integration within the business and between businesses is not new, but the acceptance of its validity by managers is. There has been a growing recognition that it is through logistics and supply chain management that the twin goals of cost reduction and service enhancement can be achieved. Better management of the "pipeline" means that customers are served more effectively and yet the costs of providing that service are reduced.

This is the focus of this second edition of Logistics and Supply Chain Management. The basic themes and underlying structure of the book have not changed from the first edition but as ideas progress and best practice gets even better, the need for revision andup-dating becomes inevitable.

Read More Show Less

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