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

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

by Marc J. Schniederjans, Stephen B. LeGrand

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Optimize supply chains throughout their entire lifecycle: creation, growth, maturity, and decline! Reflecting up-to-the-minute "in-the-trenches" experience and pioneering research, this book illuminates the complex transformational processes associated with managing complex supply chains that incorporate multiple products and services within ever-changing networks. Marc J. Schniederjans and Stephen B. Legrand walk you through: starting, creating, and building new supply chains; then, realigning those supply chains for growth, adjusting to dynamic change, readjusting networks, building flexibility, and managing new supply chain risks. Next, they offer practical, realistic guidance for realigning "mature" supply chains, innovating, controlling costs; and smoothly managing declining demand. Throughout, they offer invaluable insights and tools for negotiating, measuring performance, anticipating change, improving agility and flexibility, meeting commitments to social responsibility and the law; and much more. Based on the authors' up-to-the minute supply chain experience and pioneering academic research, Reinventing the Supply Chain Life Cycle contains many real-world examples and interviews with executives from some of the world’s top organizations. It integrates content related to key certifications and offers valuable material that can be incorporated directly into existing supply chain practices, procedures, and policies.  

Product Details

ISBN-13: 9780132963909
Publisher: Pearson Education
Publication date: 11/20/2012
Series: FT Press Operations Management
Sold by: Barnes & Noble
Format: NOOK Book
Pages: 496
File size: 28 MB
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About 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).

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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