Reinventing the Supply Chain Life Cycle: Strategies and Methods for Analysis and Decision Making

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Overview

“Reinventing the Supply Chain Life Cycle, is designed for both supply chain executives and college students. This book is eminently readable and is a valuable addition to supply chain management literature. The book draws on the experience of SC Managers to paint a picture of what the future holds and how the field of supply chain management is likely to develop. The book should prove to be an excellent reference work for practitioners and a text book for students of supply chain management. This book and its ...

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Reinventing the Supply Chain Life Cycle: Strategies and Methods for Analysis and Decision Making

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Overview

“Reinventing the Supply Chain Life Cycle, is designed for both supply chain executives and college students. This book is eminently readable and is a valuable addition to supply chain management literature. The book draws on the experience of SC Managers to paint a picture of what the future holds and how the field of supply chain management is likely to develop. The book should prove to be an excellent reference work for practitioners and a text book for students of supply chain management. This book and its companion workbook are important additions to supply chain management reference works.”

- Ram Narasimhan, University Distinguished Professor & John H. McConnell Endowed Professor Past President, DSI Fellow, PPBA, Michigan State University

"A ‘real world’ approach to supply chain design by a true practitioner.”

- Rodney C. Lee, President & COO, Bay City Electric Works

“One of the best ‘top down’ supply chain manuals I have read. Provides a strategy for companies throughout the entire life cycle of the products they manufacture. I appreciated the ethical and sustainable aspects of establishing a modern supply chain. Defining the staff skill sets required was an interesting read.”

- Harley Peterson, Sr. Manager of Supply Chain, Regal Beloit Corp.

Supply chains, like the products and services they deliver, have life cycles. However, supply chain life cycles are more complex than those of individual products and services. Supply chain life cycling is a complex transformational process that incorporates multiple products and services within ever-changing networks. This is the first book that systematically addresses every stage of the supply chain life cycle through its initial introduction, growth, maturity, and decline. Leading supply chain innovators and researchers Marc J. Schniederjans and Stephen B. LeGrand walk you through starting, creating, and building new supply chains; realigning throughout the product/service life cycle; optimizing flexibility and managing changing risks; discontinuing supplier relationships, and much more. They also present invaluable first-person interviews with top supply chain executives at world-class organizations, including Coca-Cola, Home Depot, and Office Depot.

Today’s globe-spanning, multi-product supply chains have their own life cycles: they must be constantly reinvigorated and reinvented to remain functioning, alive, and purposeful. Now, two leading experts introduce high-value life cycle approaches to managing these complex supply chains and controlling their evolution.

The authors begin with crucial foundational material related to strategy, design, staffing, alignment, negotiation, outsourcing, social/ ethical/legal considerations, sustainability, risk, and cost. These topics are integrated into a running “novelette” that illuminates these interconnected challenges from the perspective of a working Vice President of Operations and supply chain team. The authors present interviews with seven highly respected supply chain executives, representing outstanding manufacturing and service organizations of all sizes. These interviews, combined with many real-world examples, make this book indispensable for everyone who wants to optimize a complex supply chain.

Includes new interviews with these exceptional supply chain leaders:

Mike Orr, Genuine Parts Company

Mark Holifield, The Home Depot

Yadi Kamelian, Lincoln Industries

Eddie Capel, Manhattan Associates

Ron Robinson, LI-COR Biosciences

James Chris Gaffney, The Coca-Cola Company

Brent Beabout, Office Depot

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Product Details

  • ISBN-13: 9780132963879
  • Publisher: FT Press
  • Publication date: 12/4/2012
  • Series: FT Press Operations Management Series
  • Edition description: New Edition
  • Edition number: 1
  • Pages: 496
  • Sales rank: 1,291,627
  • Product dimensions: 6.30 (w) x 9.10 (h) x 1.70 (d)

Meet the Author

Marc J. Schniederjans is the C. Wheaton Battey Distinguished Professor of Business in the College of Business Administration at the University of Nebraska-Lincoln and has served on the faculty of three other universities. Professor Schniederjans is a Fellow of the Decision Sciences Institute (DSI). His prior business experience includes owning and operating his own truck-leasing business. He is currently a member of the Institute of Supply Management(ISM), the Council of Supply Chain Management Professionals (CSCMP), the Production and Operations Management Society (POMS), and Decision Sciences Institute (DSI). Professor Schniederjans has taught extensively in operations management and management science. He has won numerous teaching awards and is an honorary member of the Golden Key Honor Society and Alpha Kappa Psi business honor society. He has published more than 100 journal articles and has authored or coauthored 18 books in the field of management. He has also presented more than 100 research papers at academic meetings. Professor Schniederjans is serving on numerous journal editorial review boards, including the Journal of Operations Management and Production and Operations Management, as well as on advisory boards. He is serving as an area editor for the journal Operations Management Research and is an associate editor for three other journals. Professor Schniederjans has also served as a consultant and trainer to a variety of business and government agencies, such as Dow North America, Ralston Purina Corporation, and the Ontario Hydro Electro Corporation.

Stephen B. LeGrand is the Vice President of Global Operations for the Irrigation Division of Valmont Industries, Inc. Valmont is the global leader in designing and manufacturing poles, towers, and structures for lighting and traffic, wireless communication, and utility markets and is a provider of protective coating services. Valmont also leads the world in mechanized irrigation equipment for agriculture, enhancing food production while conserving and protecting natural water resources. Stephen is responsible for operations of the division’s mechanized irrigation product lines, with manufacturing in the United States, Spain, Dubai, Brazil, China, and South Africa, and with warehousing operations in Australia, Mexico, and Russia. He has been an operations professional for more than 25 years, with experience in M&A, managing manufacturing, supply chain management, and the recruitment and development of international professionals. Before joining Valmont, he served as the Director of Worldwide Operations for the Power Systems Division of the Kohler Company, where he led global operations in Singapore, China, France, India, and the United States. Stephen has a strong background in lean manufacturing, Six Sigma (DMAIC), supply chain management, quality, manufacturing engineering, production, customer service, and safety. Before joining Kohler Power Systems, he served as Operations Manager, Production and Inventory Control Manager, and Scheduling Manager for divisions of Newell Rubbermaid, gaining experience in acquisitions while helping manage operations in Mexico, Canada, the United States, United Kingdom, and France within the retail and B2B industries. Prior to his eight-year association with Newell Rubbermaid, Stephen’s experience included 11 years in the defense electronics industry for Rockwell International and Hughes Aircraft companies, where he held positions in engineering, production, materials, and quality, producing radar systems for military aircraft (F-18, F-14, and F-15) and manufacturing global positioning systems (GPS) for handheld, vehicle, and missile (SLAM, TLAM) applications. He holds a Masters of Business Administration (MBA) degree from the University of Iowa in operations and earned a Bachelor of Science (BS) degree in industrial technology from the University of Northern Iowa. In addition, he has certification in Integrated Supply Chain Management from the University of Tennessee, Certified in Production and Inventory Management (CPIM) certification from the American Production & Inventory Control Society (APICS) and certification in technology from the Society of Manufacturing Engineering (SME).

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Table of Contents

About the Authors xiii

Preface xv

Chapter 1 Developing Supply Chain Strategies 1

Terms 2

1.1 Prerequisite Material 5

1.2 Supply Chain Strategic Planning 12

1.3 Critical Success Factors in Developing a Supply Chain Strategy 21

1.4 Supply Chain Strategies 23

1.5 A Procedure for Supply Chain Strategy Development 25

1.6 Starting Place for Strategy Development: Customer Value 28

1.7 What’s Next? 31

Chapter 2 Designing Supply Chains 33

Terms 33

2.1 Prerequisite Material 37

2.2 Design Consideration in a Firm’s Supply Chain Organizational Structure 41

2.3 Approaches to Supply Chain Design 46

2.4 Other Topics in Supply Chain Design 53

2.5 What’s Next? 57

Chapter 3 Staffing Supply Chains 59

Terms 60

3.1 Prerequisite Material 64

3.2 Staffing Supply Chains 67

3.3 Global Staffing Considerations 72

3.4 Other Staffing Topics 86

3.5 What’s Next? 91

Chapter 4 Managing Supply Chains 93

Terms 94

4.1 Prerequisite Material 97

4.2 Managerial Topics in Planning/ Organizing Supply Chains 97

4.3 Managerial Topics in Staffing Supply Chains 105

4.4 Managerial Topics in Leading/ Directing Supply Chains 111

4.5 Managerial Topics in Monitoring/Controlling Supply Chains 115

4.6 What’s Next? 120

Chapter 5 Social, Ethical, and Legal Considerations 123

Terms 123

5.1 Prerequisite Material 127

5.2 Principles and Standards of Ethical Supply Management Conduct 130

5.3 Principles of Social Responsibility 132

5.4 Measuring Social Responsibility Performance 133

5.5 Other Social, Ethical, and Legal Topics 136

5.6 What’s Next? 141

Chapter 6 Sustainable Supply Chains 143

Terms 143

6.1 Prerequisite Material 147

6.2 Managing Sustainable Supply Chains 149

6.3 A Model for Sustainability 153

6.4 Other Topics in Sustainability 155

6.5 What’s Next? 163

Chapter 7 Aligning Supply Chains to Meet Life Cycle Customer Demands 165

Terms 166

7.1 Prerequisite Material 169

7.2 Demand Planning Procedure 172

7.3 Aligning Supply Chain Resources 176

7.4 Other Alignment Topics 187

7.5 What’s Next? 190

Chapter 8 Negotiating 193

Terms 193

8.1 Prerequisite Material 198

8.2 Guiding Principles in Negotiating Agreements 202

8.3 Other Negotiation Topics 213

8.4 What’s Next? 218

Chapter 9 Building an Agile and Flexible Supply Chain 221

Terms 221

9.1 Prerequisite Material 225

9.2 Agile Supply Chains 229

9.3 Flexible Supply Chain 235

9.4 Other Topics Related to Agile and Flexible Supply Chains 238

9.5 What’s Next? 243

Chapter 10 Developing Partnerships in Supply Chains 245

Terms 245

10.1 Prerequisite Material 249

10.2 Supplier Relationship Management Implementation Model 253

10.3 Other Topics Related to Developing Partnership in Supply Chains 261

10.4 What’s Next? 266

Chapter 11 Risk Management 269

Terms 269

11.1 Prerequisite Material 273

11.2 A Risk Management Process 277

11.3 Strategies and Tactics for Mitigating Risk 283

11.4 Other Topics in Risk Management 288

11.5 What’s Next? 293

Chapter 12 Lean and Other Cost-Reduction Strategies in Supply Chain Management 297

Terms 298

12.1 Prerequisite Material 302

12.2 Lean Supply Chain Management Principles 308

12.3 Other Cost-Reduction Strategies 319

12.4 Other Topics in Lean and Other Cost-Reduction Strategies in Supply Chain Management 323

12.5 What’s Next? 327

Chapter 13 Strategic Planning in Outsourcing 329

Terms 330

13.1 Prerequisite Material 333

13.2 Strategic Planning and the Outsourcing Process 336

13.3 Other Topics in Strategic Planning in Outsourcing 359

13.4 What’s Next? 363

Chapter 14 Interview with Mr. Mike Orr of Genuine Parts Company 367

Introduction 367

About the Interviewee 367

About Genuine Parts Company 368

Interview Questions and Answers 369

Chapter 15 Interview with Mr. Mark Holifield of The Home Depot 379

Introduction 379

About the Interviewee 379

About The Home Depot 380

Interview Questions and Answers 381

Chapter 16 Interview with Mr. Yadi Kamelian of Lincoln Industries 387

Introduction 387

About the Interviewee 387

About Lincoln Industries 388

Interview Questions and Answers 389

Chapter 17 Interview with Mr. Eddie Capel of Manhattan Associates 395

Introduction 395

About the Interviewee 395

About Manhattan Associates 396

Interview Questions and Answers 396

Chapter 18 Interview with Mr. Ron Robinson of LI-COR Biosciences 403

Introduction 403

About the Interviewee 403

About LI-COR 404

Interview Questions and Answers 404

Chapter 19 Interview with Mr. James Chris Gaffney of The Coca-Cola Company 413

Introduction 413

About the Interviewee 413

About the Coca-Cola Company 414

Interview Questions and Answers 415

Chapter 20 Interview with Mr. Brent Beabout of Office Depot 421

Introduction 421

About the Interviewee 421

About Office Depot 422

Interview Questions and Answers 422

Chapter 21 Novelette: So You Want to Build a Plant in a Foreign Country 429

Chapter 22 Novelette: So You Want to Eliminate a Plant in a Foreign Country 435

References 443

Index 461

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