Logistics Management and Strategy: Competing through the supply chain, Fifth Edition PDF by Alan Harrison, Remko van Hoek and Heather Skipworth

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Logistics Management and Strategy: Competing through the supply chain, Fifth Edition
by Alan Harrison, Remko van Hoek and Heather Skipworth
Logistics Management and Strategy: Competing through the supply chain, Fifth Edition

Contents

Personal foreword xv
Professional foreword xvii
Preface xix
Authors’ acknowledgements xxiii
Publisher’s acknowledgements xxv
How to use this book xxix
Plan of the book xxxi
Part One COMPETING THROUGH LOGISTICS
1 Logistics and the supply chain 3
Introduction 3
1.1 Logistics and the supply chain 4
1.1.1 Definitions and concepts 8
1.1.2 Supply chain: structure and tiering 9
1.2 Material flow and information flow 14
1.2.1 Material flow 14
1.2.2 Information flow 16
1.3 Competing through logistics 17
1.3.1 Hard objectives 18
1.3.2 Supportive capabilities 21
1.3.3 Soft objectives 28
1.3.4 Order winners and qualifiers 28
1.4 Logistics strategies 30
1.4.1 Defining ‘strategy’ 30
1.4.2 Aligning strategies 32
1.4.3 Differentiating strategies 32
1.4.4 Trade-offs in logistics 34
Summary 35
Discussion questions 36
References 36
Suggested further reading 38
2 Putting the end-customer first 39
Introduction 39
2.1 The marketing perspective 40
2.1.1 Rising customer expectations 42
2.1.2 The information revolution 42
2.2 Segmentation 43
2.3 Demand profiling 51
2.4 Quality of service 55
2.4.1 Customer loyalty 57
2.4.2 Value disciplines 59
2.4.3 Relationship marketing and customer relationship
management (CRM) 60
2.5 Segmented supply chain strategy 62
2.5.1 Supply chain and marketing alignment 63
2.5.2 The supply chain strategy drivers 65
2.5.3 Selecting drivers for segmentation 68
2.5.4 The four-step approach to developing segmented
supply chain strategy 71
Summary 76
Discussion questions 77
References 78
Suggested further reading 80
3 Value and logistics costs 81
Introduction 81
3.1 Where does value come from? 83
3.2 How can conventional return on capital employed (ROCE)
be measured? 84
3.2.1 ROCE and implications for supply chain management 84
3.2.2 Financial ratios and ROCE drivers 87
3.3 Why is liquidity important and what are the implications for
supply chain management? 88
3.4 How can logistics costs be represented? 93
3.4.1 Fixed/variable 95
3.4.2 Direct/indirect 99
3.4.3 Engineered/discretionary 102
3.5 Activity-based costing (ABC) 104
3.5.1 Cost–time profile (CTP) 106
3.5.2 Cost-to-serve (CTS) 108
3.6 How can capital investment decisions be made? 111
3.6.1 Four investment appraisal approaches 112
3.6.2 What are discounted cash flows? 113
3.7 A balanced measurement portfolio 118
3.7.1 Balanced measures 119
3.7.2 Supply chain management and the balanced scorecard 120
3.7.3 Supply chain operations reference model (SCOR) 121
Summary 125
Discussion questions 126
References 127
Suggested further reading 128
Part Two LEVERAGING LOGISTICS OPERATIONS
4 Managing logistics internationally 131
Introduction 131
4.1 Drivers and logistics implications of internationalisation 133
4.1.1 Logistical implications of internationalisation 137
4.1.2 Time-to-market 138
4.1.3 Global consolidation 138
4.2 The tendency towards internationalisation 142
4.2.1 Focused factories: from geographical to product
segmentation 142
4.2.2 Centralised inventories 143
4.3 The challenges of international logistics and location 147
4.3.1 Extended lead time of supply 147
4.3.2 Extended and unreliable transit times 147
4.3.3 Multiple consolidation and break points 148
4.3.4 Multiple freight modes and cost options 149
4.3.5 Price and currency fluctuations 149
4.3.6 Location analysis 150
4.4 Organising for international logistics 152
4.4.1 Layering and tiering 152
4.4.2 The evolving role of individual plants 153
4.4.3 Reconfiguration processes 154
4.5 Managing for risk readiness 159
4.5.1 Immediate risk readiness 161
4.5.2 Structural risk readiness 162
4.6 Reverse logistics 162
4.7 Corporate social responsibility in the supply chain 165
4.8 Establishing global governance of the supply chain 170
4.8.1 Decentralised centralisation 171
4.8.2 Incorporating new regions into global governance 171
4.8.3 Ownership of goods in the international flow of goods 173
Summary 174
Discussion questions 175
References 175
Suggested further reading 176
5 Managing the lead-time frontier 177
Introduction 177
5.1 The role of time in competitive advantage 178
5.1.1 Time-based competition: definition and concepts 178
5.1.2 Variety and complexity 179
5.1.3 Time-based initiatives 180
5.1.4 Time-based opportunities to add value 181
5.1.5 Time-based opportunities to reduce cost 183
5.1.6 Limitations to time-based approaches 185
5.2 P:D ratios and differences 186
5.2.1 Using time as a performance measure 186
5.2.2 Using time to measure supply pipeline performance 187
5.2.3 Consequences when P-time is greater than D-time 189
5.3 Time-based process mapping 192
5.3.1 Stage 1: Create a task force 193
5.3.2 Stage 2: Select the process to map 193
5.3.3 Stage 3: Collect data 194
5.3.4 Stage 4: Flow chart the process 194
5.3.5 Stage 5: Distinguish between value-adding and
non-value-adding time 194
5.3.6 Stage 6: Construct the time-based process map 195
5.3.7 Stage 7: Solution generation 195
5.4 Managing timeliness in the logistics pipeline 200
5.4.1 Strategies to cope when P-time is greater than D-time 200
5.4.2 Practices to cope when P-time is greater than D-time 201
5.5 When, where and how? 203
Summary 203
Discussion questions 204
References 204
Suggested further reading 204
6 Supply chain planning and control 205
Introduction 205
6.1 The supply chain ‘game plan’ 207
6.1.1 Planning and control within manufacturing 208
6.1.2 Managing inventory in the supply chain 214
6.1.3 Planning and control in retailing 219
6.1.4 Inter-firm planning and control 221
6.2 Just-in-time (JIT) scheduling 224
6.2.1 The just-in-time system 225
6.2.2 JIT and material requirements planning 230
6.3 Overcoming poor coordination in retail supply chains 233
6.3.1 Efficient consumer response (ECR) 233
6.3.2 Collaborative planning, forecasting and replenishment
(CPFR) 240
6.3.3 Vendor-managed inventory (VMI) 245
6.3.4 Quick response (QR) 247
Summary 249
Discussion questions 250
References 251
Suggested further reading 252
7 Lean thinking and agile supply chains 253
Introduction 253
7.1 Lean thinking 255
7.1.1 Types of waste 255
7.1.2 The principles of lean thinking 256
7.1.3 Application of lean thinking to business processes 260
7.1.4 Lean manufacturing practices 261
7.2 The concept of agility 262
7.2.1 Sales and operations planning for agility 270
7.2.2 Product design for agility 274
7.2.3 Manufacturing for agility 277
7.2.4 Supply chain partnerships for agility 282
7.2.5 Preconditions for successful agile practice 287
7.3 Combining lean and agile 290
Summary 293
Discussion questions 294
References 295
Suggested further reading 298
Part Three WORKING TOGETHER
8 Integrating the supply chain 301
Introduction 301
8.1 Integration in the supply chain 303
8.1.1 Internal integration: function to function 304
8.1.2 Inter-company integration 311
8.1.3 Electronic integration 314
8.2 Choosing the right supply relationships 317
8.3 Strategic partnerships in the supply chain 324
8.3.1 Economic justification for partnerships 324
8.3.2 Advantages of partnerships 325
8.3.3 Disadvantages of partnerships 325
8.4 Implementing strategic partnerships 326
8.4.1 Lambert’s partnership model 329
8.4.2 Barriers to developing strategic partnerships 331
8.5 Managing supply chain relationships 333
8.5.1 Creating closer relationships 333
8.5.2 Factors in forming supply chain relationships 334
8.6 Supplier networks 336
8.6.1 Supplier associations 336
8.6.2 Japanese keiretsu 339
8.6.3 Italian districts 341
8.6.4 Chinese industrial areas 343
Summary 347
Discussion questions 349
References 350
Suggested further reading 351
9 Sourcing and procurement 353
Introduction 353
9.1 What does procurement do? 355
9.2 Key drivers of procurement effectiveness 358
9.2.1 Operating Principle I: Business alignment 360
9.2.2 Operating Principle II: Developing strategies for
procurement categories 363
9.2.3 Operating Principle III: Total cost of ownership,
not just price 365
9.2.4 Operating Principle IV: Supplier relationship
management (SRM) 368
9.3 Managing the supply base 369
9.3.1 Segmenting the supply base 371
9.3.2 Establishing policies per supplier segment 376
9.3.3 Vendor rating 377
9.3.4 Executive ownership of supply relationships 380
9.3.5 Migrating towards customer of choice status 381
9.4 Procurement technology 383
9.5 Markers of boardroom value 383
9.6 What does top procurement talent look like? 384
Summary 385
Discussion questions 386
References 386
Suggested further reading 387
Part Four CHANGING THE FUTURE
10 Logistics future challenges and opportunities 391
Introduction 391
10.1 Changing economics? 392
10.2 Internal alignment triad 394
10.3 Corporate social responsibility: same trade-offs 396
10.4 Humanitarian logistics 398
10.4.1 Preparedness phase 399
10.4.2 Immediate response phase 399
10.4.3 Reconstruction phase 400
10.5 Selecting collaborative opportunities to accelerate time
to market 404
10.5.1 Selecting upstream collaboration opportunities 404
10.5.2 Selecting downstream opportunities: which customers
to give the keys to our car 406
10.6 The supply chain manager of the future 407
10.7 Changing chains 409
10.8 A great function to be in 412
Summary 413
Discussion questions 413
References 413
Index 415
 
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