ISBN-10:
1506302939
ISBN-13:
9781506302935
Pub. Date:
01/20/2017
Publisher:
SAGE Publications
Operations Management: Managing Global Supply Chains / Edition 1

Operations Management: Managing Global Supply Chains / Edition 1

by Ray R. Venkataraman, Jeffrey K. Pinto

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Product Details

ISBN-13: 9781506302935
Publisher: SAGE Publications
Publication date: 01/20/2017
Edition description: New Edition
Pages: 1016
Sales rank: 156,557
Product dimensions: 11.10(w) x 8.70(h) x 1.50(d)

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 thirty 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 Masters 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 interests 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 Production and Operations Management (POMS) and IEEE Transactions on Engineering Management journals.

Dr. Jeffrey K. Pinto holds an MBA and a Ph D from the University of Pittsburgh. He is the Andrew Morrow and Elizabeth Lee Black Chair in Management of Technology at Penn State University. His research interests include project management, information system implementation, power and political processes in organizations, and the diffusion of innovations. He teaches in the areas of project management, organizational behavior, and organization theory. He is the academic director for the Master in Project Management Program. The author or editor of 29 books, he has received the Research Achievement Awards from the Project Management Institute (2009) and the International Project Management Association (2017).


Table of Contents

Preface
Acknowledgments
About the Authors
PART I: INTRODUCTION
Chapter 1: Introduction to Managing Global Operations and Supply Chains
1.1 Supply Chains and Operations Management in the Global Economy
1.2 What Does Operations Management Entail?
1.3 What Does Supply Chain Management Entail?
1.4 An Integrated Perspective on Operations and Supply Chain Management
1.5 The Evolution of Operations and Supply Chain Management
1.6 Current and Emerging Issues in Operations and Supply Chain Management
1.7 Road Map: How This Text Is Organized
PART II: STRATEGIC DECISIONS
Chapter 2: Operations and Supply Chain Strategies
2.1 Levels of Strategic Planning
2.2 Formulating and Evaluating Operations Strategies
2.3 Formulating and Evaluating Strategies for Service Organizations
2.4 Measuring Productivity as Part of Strategic Planning
2.5 Strategies for Supply Chains
2.6 Global Strategies
2.7 Sustainability Issues
Chapter 3: Project Management
3.1 Projects, Project Teams, and Measuring Success
3.2 Project Life Cycles
3.3 Conceptualizing and Planning Projects
3.4 Scheduling Projects
3.5 Supply Chains for Projects
3.6 Executing, Evaluating, and Terminating Projects
3.7 Sustainability Issues
3.8 Global Projects
Supplement for Chapter 3: Project Management
3S.1 Determining the Probability of a Project Being Completed on Time
3S.2 Calculating the Time-Cost Trade-Offs of Crashing a Project
3S.3 Calculating a Project’s Earned Value
Chapter 4: Product And Service Innovations
4.1 Why Companies Develop New Products and Services
4.2 How New Products Are Developed
4.3 New Product Development Concepts and Strategies
4.4 Using Technology to Develop New Products
4.5 Global Product Development
4.6 New Product Development Issues for Supply Chains
4.7 How Services Are Designed
4.8 Legal, Ethical, and Sustainability Issues
Supplement For Chapter 4: Reliability
4S.1 Understanding Reliability
4S.2 Availability and Maintainability
Chapter 5: Managing For Quality
5.1 Defining Quality
5.2 The Benefits and Costs of Managing Quality
5.3 The Evolution of Quality Management and Its Pioneers
5.4 Major Quality Management Initiatives
5.5 Quality Management Tools and Techniques
5.6 Managing Quality for Supply Chains
5.7 Global Quality Management
5.8 Legal, Ethical, and Sustainability Issues
CHAPTER 6: Quality Improvement and Control Tools
6.1 Quality Control Versus Quality Assurance
6.2 Quality Appraisal Tools
6.3 Quality Defect Prevention Tools
6.4 Quality Design Tools
Chapter 7: Capacity Planning
7.1 Capacity Planning
7.2 Service Capacity Planning
7.3 Capacity Planning for Supply Chains
7.4 Ethical and Sustainability Issues
7.5 Global Capacity Management
Chapter 8: Supply Chain Design And Location Planning
8.1 Supply Chain Design and Facility Location Decisions
8.2 Phases in the Supply Chain Design and Location Decision-Making Process
8.3 Analytical Methods for Evaluating Locations
8.4 Ethical and Sustainability Issues
8.5 Global Location Planning
Chapter 9: Process Design and Layout Planning
9.1 Designing, Selecting, and Redesigning Manufacturing Processes
9.2 Designing Service Processes
9.3 Designing Processes for Supply Chains
9.4 Global Process Design
9.5 Layout Planning
9.6 Legal, Ethical, and Sustainability Issues
Supplement For Chapter 9: Tools For Analyzing, Designing, And Selecting Processes And Layouts
9S.1 Process Selection, Design, and Analysis Tools
9S.2 Layout Analysis Tools and Techniques
PART III: INTEGRATIVE DECISIONS
CHAPTER 10: Supplier Management
10.1 Supplier Management and Its Goals
10.2 The Supplier Management Process
10.3 Managing Service Providers
10.4 Global Supplier Management
10.5 Legal, Ethical, and Sustainability Issues
Chapter 11: Logistics Management
11.1 Integrated Logistics Management
11.2 Order Fulfillment
11.3 Transportation Management
11.4 Packaging
11.5 Materials Handling
11.6 Warehousing Management
11.7 Inventory Management
11.8 Facilities Network Design
11.9 Global Logistics
11.10 Logistics Outsourcing
11.11 Logistics in the Service Sector
11.12 Ethical and Sustainability Issues
Chapter 12: Demand Management And Customer Service
12.1 Demand Management
12.2 Global Demand Management
12.3 Services Demand Management
12.4 Customer Service and Demand Management
12.5 Ethical and Sustainability Issues
Chapter 13: Demand Forecasting Methods
13.1 Introduction to Forecasting and its Applications
13.2 The Characteristics of Good Forecasts
13.3 Qualitative Versus Quantitative Forecasting Methods
13.4 Measuring and Monitoring the Accuracy of Forecasting Methods
13.5 Monitoring and Controlling Forecasts
13.6 Forecasting For Supply Chains
13.7 Ethical Issues
PART IV: TACTICAL DECISIONS
Chapter 14: Lean Operations And Supply Chains
14.1 Introduction to Lean Operations
14.2 The Philosophy of Lean Systems
14.3 Elements of Lean Systems
14.4 Lean Services
14.5 Lean Supply Chains
14.6 Lean Global Supply Chains
14.7 Sustainability Issues
Chapter 15: Inventory Management
15.1 Types of Inventory
15.2 Inventory Costs
15.3 Inventory Considerations for Supply Chains
15.4 Inventory Management Measures
15.5 Key Features of Effective Inventory Management Systems
15.6 Uncertainty in Supply Chain Inventories: The Bullwhip Effect
15.7 Ethical and Sustainability Issues
15.8 Global Inventory Management
15.9 Service Sector Inventory Management
Chapter 16: Inventory Control Models
16.1 Introduction
16.2 How Much to Order: Continuous Review Systems
16.3 When to Order: Reorder Point for Continuous Review Systems (EOQ Model)
16.4 How Much to Order: Periodic Review Systems
16.5 How Much to Order: Single-Period Inventory Systems
Chapter 17: Sales and Operations Planning
17.1 The Basics of Sales and Operations Planning
17.2 Benefits of Sales and Operations Planning
17.3 Framework of the Sales and Operations Planning Process
17.4 Options for Influencing Demand and Supply in Sales and Operations Planning
17.5 Sales and Operations Planning Strategies
17.6 Methods for Sales and Operations Planning
17.7 Sales and Operations Planning for Supply Chains
17.8 Sales and Operations Planning in Service Industries
17.9 Sustainable S&OP: Sales Carbon Operations Planning (SCOP)
17.10 Ethical Issues
PART V: OPERATIONAL DECISIONS
Chapter 18: Master Scheduling and Material Requirements Planning
18.1 Master Scheduling
18.2 Material Requirements Planning
18.3 Ethical and Sustainability Issues
Supplement For Chapter 18: Capacity Requirements Planning, Mrp Ii, Erp, And Drp
18S.1 Capacity Requirements Planning (CRP)
18S.2 Manufacturing Resource Planning (MRP II)—An Extension of MRP
18S.3 Enterprise Resource Planning (ERP)
18S.4 Impact of MRP, MRP II, and ERP on Supply Chains
18S.5 Distribution Requirements Planning (DRP)
18S.6 Sustainability
Chapter 19: Detailed Scheduling
19.1 What Detailed Scheduling Is
19.2 Types of Scheduling for Manufacturers
19.3 Why Scheduling Is Complex
19.4 Scheduling in the Service Sector
19.5 Scheduling for Supply Chains
19.6 Ethical and Sustainability Issues
PART VI: QUANTITATIVE MODULES
Module A: Linear Programming
A.1 Features of a Linear Programming (LP) Problem
A.2 Solving Linear Programming Problems Using Excel
A.3 Sensitivity Analysis
A.4 Additional Linear Programming Models
Module B: The Transportation Models
B.1 Formulating and Solving the Transportation Problem
B.2 Additional Issues in Transportation Modeling
Module C: Waiting Line Models
C.1 Introduction to Waiting Line Models
C.2 Queuing Models
Module D: Simulation
D.1 Introduction to Simulation
D.2 Monte Carlo Simulation
Module E: Learning Curves
E.1 What Are Learning Curves?
E.2 Applications of Learning Curves
E.3 Approaches to Solving Learning Curve Problems
E.4 Learning Curves in Cost Estimation
E.5 Limitations of Learning Curves
Module F: Decision-Making Tools
F.1 Using a Systematic Decision-Making Process
F.2 Elements in the Decision-Making Process
F.3 Categorizing Decisions
F.4 Techniques for Making Decisions Under Certainty, Uncertainty, and Risk
F.5 Techniques For Making Sequential Decisions
Appendix A: Tables
Appendix B: Answers to Select Problems
Glossary
Notes
Name Index
Subject Index

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