Pub. Date:
Pearson FT Press
Achieving Supply Chain Integration: Connecting the Supply Chain Inside and Out for Competitive Advantage / Edition 1

Achieving Supply Chain Integration: Connecting the Supply Chain Inside and Out for Competitive Advantage / Edition 1

by Chad W. Autry, Mark A. Moon


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Product Details

ISBN-13: 9780134210520
Publisher: Pearson FT Press
Publication date: 03/14/2016
Series: FT Press Operations Management Series
Pages: 336
Product dimensions: 5.90(w) x 9.10(h) x 1.20(d)

About the Author

Dr. Chad W. Autry is the William J. Taylor Professor of Supply Chain Management in the Haslam College of Business at the University of Tennessee. Dr. Autry’s professional background includes several years’ experience in retail and restaurant operations management. He has worked with and for numerous professional, civic, and governmental organizations related to supply chain process improvement, and has served in leadership positions for the Council of Supply Chain Management Professionals (CSCMP), on the national Board of Directors of the Warehouse Education and Research Council (WERC), and on the local board of the National Association of Purchasing Managers (NAPM).

Dr. Autry’s research focuses primarily on socially responsible and collaborative interfirm and interfunctional relationships, their integration within and across firms, and the technological and social issues that support connectivity across multiple organizations simultaneously. He is author of over 70 research studies published in academic and professional outlets including the Journal of Business Logistics, Journal of Operations Management, Journal of Retailing, Journal of Management, International Journal of Logistics Management, and Strategic Management Journal. He is a co-author of the recent book, Global Macrotrends and Their Impact on Supply Chain Management, published by Pearson/Financial Times Press.

Dr. Autry is Editor in Chief of the Journal of Supply Chain Management and serves as Associate Editor for the Journal of Business Logistics, Decision Sciences Journal, and Logistique’ Management, in addition to editorial board responsibilities for several other academic and managerial publications.

Dr. Mark A. Moon is an Associate Professor of Marketing at the University of Tennessee’s Haslam College of Business and former Head of the Department of Marketing and Supply Chain Management. Prior to joining the Haslam faculty in 1993, Dr. Moon earned his PhD from the University of North Carolina at Chapel Hill. He also holds MBA and BA degrees from the University of Michigan in Ann Arbor. Dr. Moon’s professional experience includes positions in sales and marketing with IBM and Xerox. He teaches at the undergraduate, MBA, and Executive MBA levels, and teaches demand planning, forecasting, and marketing strategy in numerous executive programs offered at the Haslam College of Business. Dr. Moon’s primary research interests are in Sales and Operations Planning (S&OP), demand forecasting, and buyer/seller relationships. He has published in many of the field’s leading journals and conference proceedings. He authored Demand and Supply Integration: The Key to World Class Demand Forecasting, and Sales Forecasting Management: A Demand Management Approach with Dr. John T. (Tom) Mentzer. His consulting clients have included Honeywell, Goodyear, Corning, Walgreens, Whirlpool, Lockheed-Martin, and many other firms.

Table of Contents

Preface viii

Chapter 1: Integration: What It Is, What It Isn’t, and Why You Should Care 1

Integration and Supply Chain Management 4

What Factors Lead to Integration? 6

What Are Integration’s Performance Implications? 7

Solidifying Our Understanding of Integration 8

Toward Consensus on Cross-Functional Integration 10

Extending Previous Definitional Work on Integration 15

Planting the Seeds for Integration 18

Tools Available to Managers 21

Conclusion 24

Endnotes 25

Chapter 2: Bridging the Integration Gap 27

The Difficulty in Integrating 30

Interfunctional Bias 31

General Methods for Overcoming Conflict Within Integration 32

Interest-Based Problem Solving and Collaborative Communication 35

Conclusion 45

Endnotes 46

Chapter 3: Maximizing Organizational Value Creation Across the Great Divide 47

The Demand and Supply Integration Journey 50

Four Examples of the DSI Journey 53

Managerial Implications 68

Conclusions 75

About the Research 75

Endnotes 77

Chapter 4: The Role of Information in Internal and External Integration 79

The Importance of IT Infrastructure Integration to Supply Chain Effectiveness 80

The Role of Operating Models in Relation to Integration 82

Conclusions 85

Endnotes 88

Chapter 5: Bending the Chain: Deriving Value from Purchasing-Logistics Integration 89

The Surprising Challenge: Purchasing and Logistics Integration 93

Supply and Demand Disconnects 96

The Research: Linking Purchasing and Logistics Integration (PLi) to Improved Functional and Financial Performance 98

Best Practices 107

Seven Actions a Supply Chain Leader Can Take Today 118

How High Is Your PLi? 120

Endnotes 122

Chapter 6: Getting Aligned: The Benefits of Integrating Market, Environmental, Social, and Political Strategies Within the Organization 123

How Do Executives Engage in Strategic Management? 125

The Alignment Framework 127

Applying the Alignment Framework 129

Integrating Market and Nonmarket Strategies 136

Conclusion 144

Endnotes 144

Chapter 7: Achieving Demand and Supply Integration 147

The Idea Behind DSI 148

How DSI Is Different from S&OP 149

Signals That Demand and Supply Are Not Effectively Integrated 151

The Ideal Picture of Demand and Supply Integration 152

DSI Across the Supply Chain 157

Typical DSI Aberrations 160

DSI Core Principles 164

Critical Components of DSI 166

Characteristics of Successful DSI Implementations 172

DSI Summary 175

Endnotes 175

Chapter 8: Sell Right, Not More: Leveraging Internal Integration to Mitigate Product Returns 177

A Returns Management Overview: Inspiring Internal Integration 178

The Challenge of Managing Returns 190

Thoughts and Observations 200

Endnotes 201

Chapter 9: Supplier Integration via Vested Relationships 203

The Sourcing Continuum 204

Seven Sourcing Business Models 210

Supplier Integration via Vested Relationships 226

Conclusion 234

Endnotes 235

Chapter 10: Raw Material Feast or Famine: Integrating Supply Networks to Overcome Resource Scarcity 239

Supply Risk—It Is There, Whether You Manage It or Not 241

Understanding the Network of Risks 242

Managing the Network of Risks: Detection, Mitigation, and Recovery 243

Integration as an Enabler of Continuity and Resiliency 248

A Network Approach to Managing Supply Disruptions Through Integration 253

Natural Resource Scarcity and the Dynamic Global Supply Network 260

Conclusion 264

Endnotes 265

Chapter 11: Integrating Ideas and Environments: Blending Marketing Strategy with Context for Organizational Success 267

The Study: Integrating Marketing Strategy with a Firm’s Internal and External Conditions 273

Conclusion 293

Endnotes 294

Chapter 12: External Barriers to Integration: Tearing Down the Walls 297

Conceptualizing Integration 300

Defining the Types of Barriers 302

Concluding Thoughts 311

Endnotes 312

Index 313

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