Using Models to Improve the Supply Chain,9781574443479

Using Models to Improve the Supply Chain

by ;
ISBN13: 9781574443479
ISBN10: 157444347X
Format: Hardcover
Pub. Date: 2003-08-26
Publisher(s): CRC Press
List Price: $110.00

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Summary

Around the world, virtually every company is engaged in some form of effort intended to improve the processing that takes place across an end-to-end supply chain system as they frantically try to move their companies to the next level organizations to the next level of improvement. Using Models to Improve the Supply Chain demonstrates how leading firms have successfully integrated their supply chains and how they plan further progress across supply chain evolution. Professionals, academicians, and those interested in how to move a supply chain effort forward will want to use this book as a guide through their progress. It provides the missing links they need to reach the necessary level of achievement.

Author Biography

Charles Poirier has more than 40 years experience in business operations, with senior executive responsibility in a broad range of disciplines, including engineering, productivity, cost control, marketing, sales, quality, multiple plant and business management, safety, purchasing, mergers and acquisitions, organization, and administration

Table of Contents

Introduction: A Supply Chain Framework Will Guide Execution
1(20)
Supply Chain Became an Umbrella Process for Overall Improvement
2(1)
Supply Chain Dimensions Set the Stage for Improvement
3(4)
With Supply Chain Comes an Evolutionary Procedure
7(6)
The Firm Must Decide on Its Required Position
13(5)
Results Can Be Significantly Better for the Effort
18(1)
Summary
19(2)
A Calibration Model Establishes Position and Performance Gap
21(22)
Companies Accomplish Progressive Improvements with Supply Chain
21(4)
Purchasing and Sourcing Move from Tactics to Strategy
25(1)
Marketing, Sales, and Customer Service Move through Role Changes
26(2)
Engineering, Planning, Scheduling, and Manufacturing Become Linked Processes
28(1)
Logistics Move Inexorably toward Virtual Systems
29(2)
Customer Service Proceeds from Complaints to Pro-Active Matched Care
31(1)
Human Resources Remain a Function in Transition
32(2)
Information Technology Must Become the Engine Driving the Effort
34(1)
A Calibration Exercise Establishes Position
35(6)
Summary
41(2)
Models for Purchasing, Procurement, and Strategic Sourcing
43(18)
The Numbers Force the Attention
45(1)
The Savings Are Real
45(3)
A Matrix Model Helps Establish the Sourcing Strategy
48(4)
Greater Impact on Performance Creates Greater Need for Collaboration
52(3)
Tactics Must Be Matched with Strategy
55(1)
Supply Management Emerges as a Strategic Tool
56(3)
Optimized Conditions Enhance Profit Performance
59(1)
Summary
60(1)
Logistics Models, from Manufacturing to Accepted Delivery
61(26)
Models Change with the Progression
62(2)
A Framework Describes Logistics Advancement
64(4)
Cross-Company Activity Marks Level 2
68(3)
Digital Commerce Enters Level 3
71(2)
Logistics Options Increase with the Level of Progress
73(2)
A Case Study Illustrates the Savings Potential
75(1)
A Model Helps Define Further Progression
76(4)
Network Opportunities Become the Level 4 Objective
80(3)
The Greatest Advantage Occurs in Level 5
83(2)
Summary
85(2)
Models for Forecasting, Demand Management, and Capacity Planning
87(26)
A Modeling Framework Guides Execution
88(3)
Attention Moves from Supply to the Customer
91(1)
Forecasting Is the Achilles' Heel
92(3)
Forecast Accuracy Can Be Improved
95(4)
Forecasting Is a Circular Process
99(4)
Demand Management Extends the Processing
103(1)
The Key Is Balancing Demand and Supply
104(2)
Technology Solutions Are Available
106(2)
Accurate Capacity Planning Completes the Loop
108(2)
Summary
110(3)
Models for Order Management and Inventory Management
113(18)
The Problem Starts with a Poor Understanding of Order Processing
114(2)
Determining the Elements of Good COM Brings Proper Orientation
116(1)
An Action Plan Guides Good Customer Order Management
117(4)
Customer Order Management Solves Many of the Business Problems
121(5)
Pricing Is a Special Problem
126(1)
Inventory Management Is Enhanced with Better Order Management Control
127(2)
Summary
129(2)
Models for Sales and Operations Planning
131(16)
A Planning Progression Has Been Under Way for Some Time
132(1)
S&OP Enters the Planning Picture
133(1)
S&OP Becomes a Cross-Organizational Effort
134(2)
Ground Rules Are Important for Success
136(3)
Planning Becomes a Means of Viewing Performance
139(3)
Conclusions
142(5)
Advanced Planning and Scheduling Models
147(16)
Planning Is an Essential Business Element
148(1)
APS Extends the S&OP Effort
149(4)
ATP and CTP Become Distinguishing Network Features
153(2)
Operational Issues Addressed
155(3)
Good Measurements Prove Concept Validity
158(2)
An Action Study
160(1)
Conclusions
161(2)
Models for Supplier Relationship Management
163(20)
Participation in Virtual, Networked Environments Becomes the Objective
164(2)
SRM Becomes the Engine That Drives Collaboration
166(1)
Selecting the Right Categories Starts the Process
167(2)
Selecting the Right Suppliers Is Crucial to Success
169(2)
Identifying the Total Cost of Ownership Becomes a Primary Objective
171(3)
Formal Steps Extend the SRM Activity
174(1)
A Behaviors Model to Guide Joint Actions Establishes Agreement
175(2)
Buying Engines Can Facilitate Lower Purchase Categories
177(3)
Improvements Can Be Significant
180(1)
Summary
181(2)
Models for Customer Relationship Management
183(28)
CRM Execution Has Been Spotty
184(1)
Many CRM Efforts Lack a Defining Purpose
185(3)
CRM Begins with a Compelling Business Case
188(3)
CRM Continues with Careful Customer Segmentation
191(3)
Effective Database Analysis Leads to Pertinent CRM Knowledge
194(3)
CRM Methodology Guides Process Construction and Implementation
197(9)
The Required Linkage to ASCM Cannot Be Overlooked
206(1)
Technology Used As an Enabler
207(1)
Keys to CRM Success
208(1)
Conclusions
209(2)
Models for Collaborative Design and Manufacturing
211(14)
Collaboration Must Become an Accepted Principle
212(1)
A Contemporary Framework Guides Execution
213(4)
Collaborative Design Can Be an Industry Essential
217(1)
Carefully Selected Allies Enhance Performance Across the Supply Chain Evolution
218(3)
Managing and Processing Design Information Should Be an Inherent Factor
221(1)
Conclusions
222(3)
Collaborative Planning, Forecasting, and Replenishment Models
225(16)
A Historical Perspective Sets the Stage
226(2)
Following Guidelines Can Lead to Impressive Results
228(1)
VICS Guidelines Provide Road Map
229(3)
The Final Framework Will Emerge from Joint Evaluations
232(4)
The Challenge Is Beating the Obstacles
236(2)
Case Examples Show the Way to Success
238(2)
The Road Beyond CPFR Can Lead to Market Dominance
240(1)
A Look at Future State Supply Chain Modeling---the Network Keiretsu
241(22)
Supply Chain will Merge with Technology, Quality, and Productivity
242(2)
New Business Models Will Prevail
244(1)
The Nucleus Firm Will Organize the Keiretsu
245(3)
The Keiretsu Will Follow a Composite Supply Chain Model
248(3)
Future Models Depend on a House in Order
251(2)
Nucleus Firms Must Demonstrate Capabilities to Build the Keiretsu
253(3)
ERP Systems Will Become a Key Element in Connectivity
256(3)
Other Applications Bode Well for Future Supply Chains
259(2)
Conclusions
261(2)
Bibliography 263(4)
Index 267

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