Designing and Managing the Supply Chain: Concepts, Strategies, and Case Studies, Fourth Edition
By David Simchi-Levi, Philip Kaminsky
Contents:
- INTRODUCTION TO SUPPLY CHAIN MANAGEMENT
1.1 What ls Supply Chain Management?
1.2 The Development Chain
1.3 Global Optimization
1.4 Managing Uncertainty and Risk
1.5 Supply Chain Segmentation and Customer Value Proposition
1.6 The Evolution of Supply Chain Management
- 7 The Complexity
1.8 Key Issues in Supply Chain Management
1.9 Book Objectives and Overview
Discussion Questions
CASE: MEDITECH SURGICAL
- INVENTORY MANAGEMENT AND RISK POOLING
CASE: STEEL WORKS, INC.
2.1 Introduction
2.2 Single-Stage Inventory Control
2.2.1 Stable Demand-the Economic Lot Size Model
2.2.2 Known Demand Changing Over Time
2.2.3 The Effect of Demand Uncertainty
2.2.4 Single Period Models
2.2.5 Initial Inventory
2.2.6 The Newsvendor Model
2.2.7 Multiple Order Opportunities
2.2.8 Continuous Review Policy
2.2.9 Variable Lead Times
2.2.10 Periodic Review Policy
2.2.11 Service Level Optimization
2.3 Risk Pooling
CASE: RISK POOLING
2.4 Centralized versus Distributed Systems
2.5 Managing Inventory in the Supply Chain
2.6 Practical Issues
- 7 Forecasting
2.7.1 Judgment Methods
- 7.2 Market Research Methods
- 7.3 T ime-Series Methods
- 7.4 Causal Methods
- 7.5 Selecting the Appropriate Forecasting Technique
Summary
Discussion Questions
CASE: SPORT OBERMEYER LTD.
- NETWORK PLANNING
CASE: THE BIS CORPORATION
3.I Introduction
3.2 Network Design
3.2.1 Data Collection
3.2.2 Data Aggregation
3.2.3 Transportation Rates
3.2.4 Mileage Estimation
3.2.5 Warehouse Costs
3.2.6 Warehouse Capacities
3.2.7 Potential Warehouse Locations
3.2.8 Service Level Requirements
3.2.9 Future Demand
3.2.10 Model and Data Validation
3.2.11 Solution Techniques
3.2.12 Key Features of a Network Configuration SCP
3.3 Inventory Positioning and Logistics Coordination
3.3.1 Strategic Safety Stock
CASE: ELECCOMP INC.
3.3.2 Integrating Inventory Positioning and Network Design
3.4 Resource Allocation
Summary
Discussion Questions
CASE: H. C. STARCK, INC.
- SUPPLY CONTRACTS
CASE: AMERICAN TOOL WORKS
4.1 Introduction
4.2 Strategic Components
4.2.1 Supply Contracts
4.2.2 Limitations
4.3 Contracts for Make-to-Stock/Make-to-Order Supply Chains
4.4 Contracts with Asymmetric Information
4.5 Contracts for Nonstrategic Components
Summary
Discussion Questions
- THE VALUE OF INFORMATION
CASE: BARILLA SPA (A)
5.1 Introduction
5.2 The Bullwhip Effect
5.2.1 Quantifying the Bullwhip Effect
5.2.2 The Impact of Centralized Information on the Bullwhip Effect
5.2.3 Methods for Coping with the Bullwhip Effect
5.3 Information Sharing and Incentives
5.4 Effective Forecasts
5.5 Information for the Coordination of Systems
5.6 Locating Desired Products
- 7 Lead-Time Reduction
5.8 Information and Supply Chain Trade-Offs
5.8.1 Conflicting Objectives in the Supply Chain
5.8.2 Designing the Supply Chain for Conflicting Goals
5.9 Decreasing Marginal Value of Information
Summary
Discussion Questions
CASE: REEBOK NFL REPLICA JERSEYS: A CASE FOR POSTPONEMENT
- SUPPLY CHAIN INTEGRATION
CASE: DELL INC.: IMPROVING THE FLEXIBILITY OF THE DESKTOP PC SUPPLY CHAIN
6.1 Introduction
6.2 Push, Pull, and Push-Pull Systems
6.2.1 Push-Based Supply Chain
6.2.2 Pull-Based Supply Chain
6.2.3 Push-Pull Supply Chain
6.2.4 Identifying the Appropriate Supply Chain Strategy
6.2.5 Implementing a Push-Pull Strategy
6.3 The Impact of Lead Time
6.4 Demand-Driven Strategies
6.5 The Impact of the Internet on Supply Chain Strategies
6.5.1 What ls £-Business?
6.5.2 The Grocery Industry
6.5.3 The Book Industry
6.5.4 The Retail Industry
6.5.5 Impact on Transportation and Fulfillment
Summary
Discussion Questions
CASE: THE GREAT INVENTORY CORRECTION
- DISTRIBUTION STRATEGIES
CASE: AMAZON’S EUROPEAN DISTRIBUTION STRATEGY
7.1 Introduction
7.2 Direct Shipment Distribution Strategies
7.3 Intermediate Inventory Storage Point Strategies
7.3.1 Traditional Warehousing
7.3.2 Cross-Docking
7.3.3 Inventory Pooling
7.4 Transshipment
7.5 Reverse Logistics
7.6 Selecting an Appropriate Strategy
Summary
Discussion Questions
- STRATEGIC ALLIANCES
CASE: HOW KIMBERLY-CLARK KEEPS CLIENT COSTCO IN DIAPERS
8.1 Introduction
8.2 A Framework for Strategic Alliances
8.3 Third-Party Logistics
8.3.1 What Is 3PL?
8.3.2 Advantages and Disadvantages of 3PL
8.3.3 3PL Issues and Requirements
8.3.4 3PL Implementation Issues
8.4 Retailer-Supplier Partnerships
8.4.1 Types of RSP
8.4.2 Requirements for RSP
8.4.3 Inventory Ownership in RSP
8.4.4 Issues in RSP Implementation
8.4.5 Steps in RSP Implementation
8.4.6 Advantages and Disadvantages of RSP
8.4. 7 Successes and Failures
8.5 Distributor Integration
8.5.1 Types of Distributor Integration
8.5.2 Issues in Distributor Integration
Summary
Discussion Questions
CASE: AUDIO DUPLICATION SERVICES, INC. (ADS)
CASE: THE SMITH GROUP
- PROCUREMENT AND OUTSOURCING STRATEGIES
CASE: ZARA’S P ROCUREMENT AND OUTSOURCING STRATEGIES
9.1 Introduction
9.2 Outsourcing Benefits and Risks
9.3 A Framework for Buy/Make Decisions
9.4 Procurement Strategies
9.4.1 Supplier Footprint
9.5 £-Procurement
Summary
Discussion Questions
CASE: SOLECTRON: FROM CONTRACT MANUFACTURER TO GLOBAL SUPPLY
CHAIN INTEGRATOR
- COORDINATED PRODUCT AND SUPPLY CHAIN DESIGN
CASE: HEWLETT-PACKARD: DESKJET PRINTER SUPPLY CHAIN
10.1 A General Framework
10.2 Design for Logistics
10.2.1 Overview
10.2.2 Economic Packaging and Transportation
10.2.3 Concurrent and Parallel Processing
10.2.4 Standardization
10.2.5 Selecting a Standardization Strategy
10.2.6 lmportant Considerations
10.2.7 The Push-Pull Boundary
10.2.8 Case Analysis
10.3 Supplier Integration Into New Product Development
10.3.1 The Spectrum of Supplier Integration
10.3.2 Keys to Effective Supplier Integration
10.3.3 A “Bookshelf” of Technologies and Suppliers
10.4 Mass Customization
10.4.1 What ls Mass Customization?
10.4.2 Making Mass Customization Work
10.4.3 Mass Customization and Supply Chain Management
Summary
Discussion Questions
CASE: HEWLETT-PACKARD COMPANY: NETWORK PRINTER DESIGN FOR UNIVERSALIT Y
- FLEXIBILIT Y
11.1 lntroduction
11.2 The Concept
11.3 The Impact
11.4 Flexible Operations
11.5 Process Flexibility
11.5.1 Set-U p Times and Costs
11.5.2 U-Sha ped Production Lines
11.5.3 Workforce Cross-Training
Summary
Discussion Questions
- CUSTOMER VALUE
CASE: ZARA’S CUSTOMER VALUE PROPOSITION
12.1 Introduction
12.2 Product Innovation
12.3 Product Selection and Availability
12.4 Price and Brand
12.5 Value-Added Services
12.6 Relationships and Experiences
Summary
Discussion Questions
- RISK MANAGEMENT
CASE: NISSAN MOTOR COMPANY: BUILDING OPERATIONAL RESILIENC Y
13.1 Introduction
13.2 Many Sources of Risks
13.3 The Risk Exposure Method
13.3.1 T he Ford Motor Com pany
13.4 Managing the Unknown-Unknown
13.4.1 Ca pacity Redundancy
13.4.2 S peed in Sensing and Res ponding
13.4.3 Flexible Su pply Chain Community
13.5 Managing Global Risks
Summary
Discussion Questions
CASE: SUPPLY CHAIN RESILIENCE IN THE TELECOM INDUSTRY
- SUSTAINABLE SUPPLY CHAINS
CASE: TO BUILD “CIRCULAR” OPERATIONS, IKEA TAKES AIM AT ITS SUPPLY CHAIN
14.1 Introduction
14.2 Corporate Social Responsibility
14.3 Reducing Supply Chain Emissions
14.3.1 Short-Term Opportunities
14.3.2 L ong-Term Opportunities
14.3.3 An alysis
Summary
Discussion Questions
- SMART PRICING
CASE: RUE LA LA
15.1 Introduction
15.2 Price and Demand
15.3 New Frontier in Price Optimization
15.3.1 The Challenge and the Approach
15.3.2 Forecast and Price Optimization at Rue La La
15.3.3 Learning and Price Optimization at Groupon
15.4 Markdowns
15.5 Price Differentiation
15.6 Revenue Management
- 7 Smart Pricing
15.7.1 Differential Pricing
15.7.2 Dynamic Pricing
15.8 Impact of Strategic Consumer Behavior
15.9 lmpact of the Internet
15.10 Caveats
Summary
Discussion Questions
CASE: THE GREAT REBATE RUNAROUND
- INFORMATION TECHNOLOGY AND BUSINESS PROCESSES
CASE: SUPPLY CHAIN WHIRL
16.1 lntroduction
16.2 The Importance of Business Processes
16.3 Goals of Supply Chain IT
CASE: 7-ELEVEN STOCKS UP ON TECH SAVVY
16.4 Supply Chain Management System Components
16.4.1 Decision-Support Systems
16.4.2 IT for Supply Chain Excellence
16.5 Sales and Operations Planning
CASE: S&OP “EVOLUTION” AT ADTRAN
16.6 lntegrating Supply Chain Information Technology
16.6.1 Implementation of ERP and DSS
16.6.2 “Best of Breed” versus Single-Vendor ERP Solutions
Summary
Discussion Questions
- TECHNOLOGY STANDARDS
CASE: CENTRATECH SYSTEMS (CTS) INCREASES PRODUCTIVITY OF FIELD
TECHNICIANS BY 50%
17.1 Introduction
17.2 IT Standards
17.3 Information Technology Infrastructure
17.3.1 Interface Devices
17.3.2 System Architecture
17.3.3 Electronic Business
17.4 Web Services and Business Processes
17.4.1 Service-Oriented Architecture (SOA)
17.4.2 SOA and BPM
17.4.3 Microservices
17.5 Blockchain
17.5.1 The Advantages
17.5.2 Challenges
17.5.3 Applications
17.5.4 Applications of Blockchain in SCM
17.6 Internet of T hings
17.6.1 BlockChain and Internet of Things
17.6.2 Radio Frequency Identification
17.6.3 RFJD and Point-of-Sale Data
17.6.4 Business Benefits
17.6.5 Supply Chain Efficiency
Summary
Discussion Questions
INDEX