Operations Management: Managing Global Supply Chains takes a holistic, integrated approach to managing operations and supply chains by exploring the strategic, tactical, and operational decisions and challenges facing organizations worldwide. Authors Ray R. Venkataraman and Jeffrey K. Pinto address sustainability in each chapter, showing that sustainable operations and supply chain practices are not only attainable, but are critical and often profitable practices for organizations to undertake. With a focus on critical thinking and problem solving, Operations Management provides students with a comprehensive introduction to the field and equips them with the tools necessary to thrive in today’s evolving global business environment.
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About the Author
Dr. Ray R. Venkataraman is a Professor of Project and Supply Chain Management at the Sam and Irene Black School of Business at Penn State Erie, The Behrend College. He has a Ph D in Management Science from Illinois Institute of Technology and has over 30 years of teaching experience. He has taught a variety of courses including Operations Planning and Control, Supply Chain Management, Operations Strategy, Purchasing, Business Statistics, and Project Management. He has received the Ideal Industries Award for Excellence in Business Teaching at Northern Illinois University. He currently teaches online courses in Planning and Resource Management in Projects, and Cost and Value Management in projects at the master’s level. Dr. Venkataraman has several research publications in top-tier operations management journals. He has published in journals such as The International Journal of Production Research, Omega, International Journal of Operations and Production Management, Production and Operations Management (POMS), Production and Inventory Management, Production Planning and Control, The International Journal of Quality and Reliability Management, and Interfaces. In addition, he has coauthored books titled Cost and Value Management in Projects and Decision Making in Project Management. His current research interest is in the area of sustainability integration in project and supply chain management. As an assistant manager with a multinational bank in India, Dr. Venkataraman has several years of industry experience in the financial services industry. He has served on the editorial review boards of the Production and Operations Management (POMS) and IEEE Transactions on Engineering Management journals.
Dr. Jeffrey K. Pinto is the Andrew Morrow and Elizabeth Lee Black Chair in the Management of Technology in the Sam and Irene Black School of Business at Penn State Erie, The Behrend College. Dr. Pinto held previous academic appointments at the University of Cincinnati and the University of Maine. In 2016, he was a visiting scholar at the Kemmy School of Business, University of Limerick, Ireland. He is the lead faculty member for Penn State’s Master of Project Management program. The author or editor of 26 books and over 150 scientific papers that have appeared in a variety of academic and practitioner journals, books, conference proceedings, video lessons, and technical reports, Dr. Pinto’s work has been translated into nine languages. He served as editor of the Project Management Journal from 1990 to 1996, is past-department editor for R&D and engineering projects with IEEE Transactions on Engineering Management, and serves on several other journal editorial boards. With over 25 years’ experience in the field of project management, Dr. Pinto is a two-time recipient of the Distinguished Contribution Award from the Project Management Institute for outstanding service to the project management profession. He received PMI’s Research Achievement Award in 2009 for outstanding contributions to project management research. In 2017, he received the Research Achievement Award from the International Project Management Association for shaping the discipline of project management through his work.Dr. Pinto has taught and consulted widely in the United States and Europe on a variety of topics, including project management, supply chain management, new product development, information system implementation, organization development, leadership, and conflict resolution.
Table of Contents
PrefaceAcknowledgmentsPART I: INTRODUCTIONChapter 1: Introduction to Managing Global Operations and Supply Chains Supply Chains and Operations Management in the Global Economy What Does Operations Management Entail? What Does Supply Chain Management Entail? An Integrated Perspective on Operations and Supply Chain Management The Evolution of Operations and Supply Chain Management Current and Emerging Issues in Operations and Supply Chain Management Road Map: How This Text Is OrganizedPART II: STRATEGIC DECISIONSChapter 2: Operations and Supply Chain Strategies Levels of Strategic Planning Formulating and Evaluating Operations Strategies Formulating and Evaluating Strategies for Service Organizations Measuring Productivity as Part of Strategic Planning Strategies for Supply Chains Global Strategies Sustainabilility IssuesChapter 3: Project Management Projects, Project Teams, and Measuring Success Project Life Cycles Conceptualizing and Planning Projects Scheduling Projects Supply Chains for Projects Executing, Evaluating, and Terminating Projects Sustainability Issues Global ProjectsChapter 3 Supplement: Project Management Determining the Probability of a Project Being Completed on Time Calculating the Time-Cost Trade-Offs of Crashing a Project Calculating a Project’s Earned ValueChapter 4: Product and Service Innovations Why Companies Develop New Products and Services How New Products Are Developed New Product Development Concepts and Strategies Using Technology to Develop New Products Global Product Development New Product Development Issues for Supply Chains How Services Are Designed Legal, Ethical, and Sustainability IssuesChapter 4 Supplement: Reliability Understanding Reliability Availability and MaintainabilityChapter 5: Managing for Quality Defining Quality The Benefits and Costs of Managing Quality The Evolution of Quality Management and Its Pioneers Major Quality Management Initiatives Quality Management Tools and Techniques Managing Quality for Supply Chains Global Quality Management Legal, Ethical, and Sustainability IssuesChapter 6: Quality Improvement and Control Tools Quality Control Versus Quality Assurance Quality Appraisal Tools Quality Defect Prevention Tools Quality Design ToolsChapter 7: Capacity Planning Capacity Planning Service Capacity Planning Capacity Planning for Supply Chains Ethical and Sustainability Issues Global Capacity ManagementChapter 8: Supply Chain Design and Location Planning Supply Chain Design and Facility Location Decisions Phases in the Supply Chain Design and Location Decision-Making Process Analytical Methods for Evaluating Locations Ethical and Sustainability Issues Global Location PlanningChapter 9: Process Design and Layout Planning Designing, Selecting, and Redesigning Manufacturing Processes Designing Service Processes Designing Processes for Supply Chains Global Process Design Layout Planning Legal, Ethical, and Sustainability IssuesChapter 9 Supplement: Tools for Analyzing, Designing, and Selecting Processes and Layouts Process Selection, Design, and Analysis Tools Layout Analysis Tools and TechniquesPART III: INTEGRATIVE DECISIONSChapter 10: Supplier Management Supplier Management and Its Goals The Supplier Management Process Managing Service Providers Global Supplier Management Legal, Ethical, and Sustainability IssuesChapter 11: Logistics Management Integrated Logistics Management Order Fulfillment Transportation Management Packaging Materials Handling Warehousing Management Inventory Management Facilities Network Design Global Logistics Logistics Outsourcing Logistics in the Service Sector Ethical and Sustainability IssuesChapter 12: Demand Management and Customer Service Demand Management Global Demand Management Services Demand Management Customer Service and Demand Management Ethical and Sustainability IssuesChapter 13: Demand Forecasting Methods Introduction to Forecasting and Its Applications The Characteristics of Good Forecasts Qualitative Versus Quantitative Forecasting Methods Measuring and Monitoring the Accuracy of Forecasting Methods Monitoring and Controlling Forecasts Forecasting for Supply Chains Ethical IssuesPART IV: TACTICAL DECISIONSChapter 14: Lean Operations and Supply Chains Introduction to Lean Operations The Philosophy of Lean Systems Elements of Lean Systems Lean Services Lean Supply Chains Lean Global Supply Chains Sustainability IssuesChapter 15: Inventory Management Types of Inventory Inventory Costs Inventory Considerations for Supply Chains Inventory Management Measures Key Features of Effective Inventory Management Systems Uncertainty in Supply Chain Inventories: The Bullwhip Effect Ethical and Sustainability Issues Global Inventory Management Service Sector Inventory ManagementChapter 16: Inventory Control Models Introduction How Much to Order: Continuous Review Systems When to Order: Reorder Point for Continuous Review Systems (EOQ Model) How Much to Order: Periodic Review Systems How Much to Order: Single-Period Inventory SystemsChapter 17: Sales and Operations Planning The Basics of Sales and Operations Planning Benefits of Sales and Operations Planning Framework of the Sales and Operations Planning Process Options for Influencing Demand and Supply In Sales and Operations Planning Sales and Operations Planning Strategies Methods for Sales and Operations Planning Sales and Operations Planning for Supply Chains Sales and Operations Planning in Service Industries Sustainable S&OP: Sales Carbon Operations Planning (SCOP) Ethical IssuesPART V: OPERATIONAL DECISIONSChapter 18: Master Scheduling and Material Requirements Planning Master Scheduling Material Requirements Planning Ethical and Sustainability IssuesChapter 18 Supplement: Capacity Requirements Planning, MRP II, ERP, and DRP Capacity Requirements Planning (CRP) Manufacturing Resource Planning (MRP II)An Extension of MRP Enterprise Resource Planning (ERP) Impact of MRP, MRP II, and ERP on Supply Chains Distribution Requirements Planning (DRP) Sustainability IssuesChapter 19: Detailed Scheduling What Detailed Scheduling Is Types of Scheduling For Manufacturers Why Scheduling Is Complex Scheduling in the Service Sector Scheduling for Supply Chains Ethical and Sustainability IssuesPART VI: QUANTITATIVE MODULESModule A: Linear Programming Features of a Linear Programming (LP) Problem Solving Linear Programming Problems Using Excel Sensitivity Analysis Additional Linear Programming ModelsModule B: The Transportation Models Formulating and Solving the Transportation Problem Additional Issues in Transportation ModelingModule C: Waiting Line Models Introduction to Waiting Line Models Queuing ModelsModule D: Simulation Introduction to Simulation Monte Carlo SimulationModule E: Learning Curves What Are Learning Curves? Applications of Learning Curves Approaches to Solving Learning Curve Problems Learning Curves in Cost Estimation Limitations of Learning CurvesModule F: Decision-Making Tools Using a Systematic Decision-Making Process Elements in the Decision-Making Process Categorizing Decisions Techniques for Making Decisions Under Certainty, Uncertainty, and Risk Techniques for Making Sequential DecisionsAppendix A: TablesAppendix B: Answers to Select ProblemsGlossaryNotesName IndexSubject Index