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.
The new Second Edition includes more recent real-world examples of operations and supply chain issues, as well as new and updated cases. The inclusion of the new SAGE amp management system significantly improves the learning experience for the students and delivers learning outcomes for instructors.
|Edition description:||New Edition|
|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
PrefaceAcknowledgmentsAbout the AuthorsPART I: INTRODUCTIONChapter 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 OrganizedPART II: STRATEGIC DECISIONSChapter 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 IssuesChapter 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 ProjectsSupplement 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 ValueChapter 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 IssuesSupplement For Chapter 4: Reliability 4S.1 Understanding Reliability 4S.2 Availability and MaintainabilityChapter 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 IssuesCHAPTER 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 ToolsChapter 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 ManagementChapter 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 PlanningChapter 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 IssuesSupplement 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 TechniquesPART III: INTEGRATIVE DECISIONSCHAPTER 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 IssuesChapter 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 IssuesChapter 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 IssuesChapter 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 IssuesPART IV: TACTICAL DECISIONSChapter 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 IssuesChapter 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 ManagementChapter 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 SystemsChapter 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 IssuesPART V: OPERATIONAL DECISIONSChapter 18: Master Scheduling and Material Requirements Planning 18.1 Master Scheduling 18.2 Material Requirements Planning 18.3 Ethical and Sustainability IssuesSupplement 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 SustainabilityChapter 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 IssuesPART VI: QUANTITATIVE MODULESModule 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 ModelsModule B: The Transportation Models B.1 Formulating and Solving the Transportation Problem B.2 Additional Issues in Transportation ModelingModule C: Waiting Line Models C.1 Introduction to Waiting Line Models C.2 Queuing ModelsModule D: Simulation D.1 Introduction to Simulation D.2 Monte Carlo SimulationModule 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 CurvesModule 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 DecisionsAppendix A: Tables Appendix B: Answers to Select Problems GlossaryNotes Name Index Subject Index