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Supply Chain Management: In Theory and Practice

Supply Chain Management: In Theory and Practice

21.13

This book has a strategic focus and advocates a contingency approach to supply chain integration. Supply Chain Management has a theoretical foundation in transaction cost theory and the network approach.

    Details

    ISBN: 9788763001526

    Essential study reading for the following CIPS Course Units:
    Strategic Supply Chain Management (Level 6, Unit L6-02)

    A major part of the book is devoted to the implications of new concepts such as Customer Relationship Management, Supplier Relationship Management, Vendor-managed Inventory, Efficient Consumer Response, and Collaborative Planning, Forecasting, and Replenishment. A number of cases are illustrating the theoretical discussions. It has a European perspective, both in terms of examples and themes. The book can be used in teaching logistics and supply chain management courses, but also by logistics managers and SCM professionals when implementing the SCM concept in their own organisations. 

    Contents

    Preface

    1 Supply Chain Management – Theory and Practice

    Background 
    Purpose and scope 
    What is SCM? 
    What is the difference between logistics and SCM?

    2 SCM Frame of Reference

    Three components in the SCM concept 
    Management components 
    Main types of supply chains 
    What is supply chain integration? 
    Different levels of SCM co-operation 
    What characterises successful SCM co-operation? 
    B&O – an example of supplier segmentation

    3 Strategic Implications of SCM Concept

    The competitive situation 
    SCM as a value generating concept 
    Competitive advantage through SCM 
    Benefits of the SCM concept 
    Principles for managing supply chains 
    Tax optimisation in the supply chain

    4 Process Orientation and Relationship Management

    Function or Process Orientation 
    Team organising 
    Relationship management 
    Supplier relationship management (SRM) 
    One-stop-logistics solutions 
    Customer Relationship Management (CRM) 
    Vendor Managed Inventory (VMI) 
    Efficient Consumer Response (ECR) 
    ECR in Arla Foods 
    Collaborative Planning, Forecasting and Replenishment (CPFR) 
    Efficient Governance Structures 
    CPFR and SCM

    5 Information systems as a Lever for Company Processes

    ERP and APS – Integrated Planning Systems 
    Important consideration in connection with IT implementation 
    Case: Carlsberg Denmark A/S – Implementation of SAP APO 
    The Internet and SCM 
    From EDI to the Internet 
    Electronic Purchasing 
    Electronic Marketplaces

    6 Performance Measurement in Supply Chains

    Measurement methods 
    Measurement management in Coloplast Logistics 
    Purpose and goals related to SCM co-operation and processes 
    Adaption of goals and expectations between partners in the supply chain

    7 Implementation of the SCM Concept

    General suggestions 
    Organisational challenges 
    SCM competence 
    Strategic considerations 
    Risks inherent in the SCM concept 
    Risk of opportunistic behaviour 
    Risk of Lock-in with the wrong partners 
    Difficulties in measuring supply chain effectiveness 
    Obtaining a “Fair” sharing of gains and risks

    8 Sanistaal’s SCM Partnerships

    How Sanistaal works with SCM 
    The readiness of the organisation 
    Organisational challenges related to partnerships 
    Example of a partnership 
    SCM co-operative process 
    Effects of co-operation 
    A continual process 

    References 

    Index

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