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Inhaltsangabe:Problem statement: In recent years enterprises are facing a dramatic change in the way that they do business. Rapid advances in technology and increasing regulatory freedom have changed the rules and nature of competition. Enterprises are now competing globally and traditional barriers between industries are breaking down. To cope with these changes and achieve superior performance, business leaders are moving towards new business paradigms that allow their companies to work more closely with their traditional and new business partners to adapt to the rapidly changing marketplace. This improved integration is the very essence of Supply Chain Management. Supply chain leaders are reconsidering the linkages, not only between functions within their own company, but with organizations up and down the supply chain. Supply chain networks are becoming more efficient and more responsive to the need of increasingly demanding customers, driven by competitive pressures and supported by developments in information technology. Hereby integrated supply chain planning approaches play a major role in efficiently matching demand of the market place with supply capabilities of inter-organisational networks. Driven by major success stories of supply chain performance improvements, almost every company is nowadays considering the integration of its supply chain entities to yield better business performance. Two of these shining examples are Hewlett Packard that saved 25% of their distribution costs by optimizing inventories and transports as well as IBM Personal Computers that achieved a cash flow release of 750 Mio. US$ by reengineering planning processes for direct materials and finished products. These impressive gains show the potential of coordinating organizational entities and integrating information flows and planning efforts along a supply chain. Which company can afford not to present such substantial gains in improving competitiveness? However, this picture may be shattered by looking behind the shining curtain of well marketed supply chain management concepts to the real state in industry. According to a research study of Mc Kinsey&Company only 32% of multinational companies, running major supply chain projects, claim that their performance has significantly increased. Furthermore Gartner Group states that more than 70% of all advanced planning system implementations, supporting the supply chain management concept, have an extensive cost [...]
The managed flow of goods and information from raw material to final sale also known as a "supply chain" affects everythingâ€"from the U.S. gross domestic product to where you can buy your jeans. The nature of a company's supply chain has a significant effect on its success or failureâ€"as in the success of Dell Computer's make-to-order system and the failure of General Motor's vertical integration during the 1998 United Auto Workers strike. Supply Chain Integration looks at this crucial component of business at a time when product design, manufacture, and delivery are changing radically and globally. This book explores the benefits of continuously improving the relationship between the firm, its suppliers, and its customers to ensure the highest added value. This book identifies the state-of-the-art developments that contribute to the success of vertical tiers of suppliers and relates these developments to the capabilities that small and medium-sized manufacturers must have to be viable participants in this system. Strategies for attaining these capabilities through manufacturing extension centers and other technical assistance providers at the national, state, and local level are suggested. This book identifies action steps for small and medium-sized manufacturersâ€"the "seed corn" of business start-up and developmentâ€"to improve supply chain management. The book examines supply chain models from consultant firms, universities, manufacturers, and associations. Topics include the roles of suppliers and other supply chain participants, the rise of outsourcing, the importance of information management, the natural tension between buyer and seller, sources of assistance to small and medium-sized firms, and a host of other issues. Supply Chain Integration will be of interest to industry policymakers, economists, researchers, business leaders, and forward-thinking executives.
In today’s competitive global economy, a firm’s market position and bottom-line financial performance is closely linked to its supply chain performance. All too often considerable managerial resources are directed toward planning activities and processes with little in the way of tangible results and outcomes. What supply chain executives require is the know-how to efficiently and effectively direct their planning activities so that the results lead to better business decisions from the long-term down to day-to-day operations. In this book, the authors present proven, practical management frameworks and techniques to support supply chain operations management and planning in private industry. These frameworks describe supply chain strategic planning and project selection techniques, integrated manufacturing–distribution planning and scheduling approaches, performance measurement and balanced scorecard methodologies, customer logistics and inventory deployment decision support systems, and other well-tested management frameworks.
Our rapidly changing world has forced business practitioners, in corporation with academic researchers, to respond quickly and develop effective solution methodologies and techniques to handle new challenges in supply chain systems. Supply Chain Optimization, Management and Integration: Emerging Applications presents readers with a rich collection of ideas from researchers who are bridging the gap between the latest in information technology and supply chain management. This book includes theoretical, analytical, and empirical research, comprehensive reviews of relevant research, and case studies of effective applications in the field of SCM. The use of new technologies, methods, and techniques are emphasized by those who have worked with supply chain management across the world for those in the field of information systems.
"... To sum up, there should be a copy on the bookshelf of all engineers responsible for detailed planning of the Product Delivery Process (PDP). The Editors highlight the impressive gains reported by companies exploiting the potential of coordinating organizational units and integrating information flows and planning efforts along a supply chain. This publication is strong on coordination and planning. It is therefore recommended as an up-to-date source book for these particular aspects of SCM." International Journal of Production Research 2001/Vol. 39/13
This book analyses and proposes solutions to one of the core challenges faced in the Maintenance, Repair and Operations (MRO) supply chains in the oil and gas industry, a field that is currently impacted by low oil prices, emerging technologies and a societal transition to cleaner energies. It describes the end-to-end nature of the oil and gas supply chain, and challenges paradigms and accepted ways of working within the industry – such as wastes driven by broken interfaces, naivete regarding supply chains, and the practice that considers re-organisation to be the answer to these challenges – and identifies opportunities to shift this paradigm towards reliability and value. Moreover, the book shares the authors’ front-line experience and encourages readers to consider deploying the solutions presented in their own contexts. The insights from the book’s 12 modules are based on personal experiences and are industry-generic, allowing them to be transferred to other MRO supply chains. Readers are encouraged to use this book as a reference for their own supply chain transformations. The book is primarily intended for practitioners, including chief operating officers, chief financial officers, chief supply chain officers, engineers and heads of procurement, purchasing, operations, and materials management.
The volume comprises the proceedings of the third International Conference on Dynamics in Logistics LDIC 2012. The scope of the conference targeted the identification, analysis, and description of the dynamics of logistic processes and networks. The spectrum ranged from the modeling and planning of processes and innovative methods like autonomous control and knowledge management to the new technologies provided by radio frequency identification, mobile communication, and networking. The growing dynamics in the area of logistics poses completely new challenges: Logistic processes and networks must rapidly and flexibly adapt to continuously changing conditions. LDIC 2012 provided a venue for researchers from academia and industry interested in the technical advances in dynamics in logistics. The conference addressed research in logistics from a wide range of fields, e.g. engineering, computer science and operations research. The volume consists of two invited papers and of 49 contributed papers divided into various subjects including transport logistics, routing in dynamic logistic networks, modeling, simulation, optimization and collaboration in logistics, identification technologies, mathematical modeling in transport and production logistics, information, communication, risk and failure in logistic systems, autonomous control in logistic processes, global supply chains and industrial applications, and the Internet of Things in the context of logistics.
Luis Martín Díaz shows why some companies are still reluctant to cooperate with partners in the supply chain even though it may be advantageous to them. Based on an extensive survey within the European automotive industry, he proposes solutions to this paradox and describes a prototype for the assessment of the added-value of cooperation.
The two volumes IFIP AICT 414 and 415 constitute the refereed proceedings of the International IFIP WG 5.7 Conference on Advances in Production Management Systems, APMS 2013, held in University Park, PA, USA, in September 2013. The 133 revised full papers were carefully reviewed and selected for inclusion in the two volumes. They are organized in 4 parts: sustainable production, sustainable supply chains, sustainable services, and ICT and emerging technologies.
Delivering excellent service to all customers is the key imperative for many sustainable businesses. So why do so many supply chains struggle to fulfill customer requirements at competitive costs? The answer is simple: traditional supply chain planning, which was tailored to a predominantly stable and predictable business environment, cannot handle