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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.
Contains trends, statistical tables, and an industry glossary. This almanac presents over 300 profiles of outsourcing and offshoring industry firms. It also includes addresses, phone numbers, and executives.
Market research guide to the outsourcing and offshoring industry a tool for strategic planning, competitive intelligence, employment searches or financial research. Contains trends, statistical tables, and an industry glossary. Over 300 one page profiles of Outsourcing Offshoring Industry Firms - includes addresses, phone numbers, executive names.
About the Book A business health check assessment of a Shared Services organization is important to determine if the service delivery organization is operating effectively and creating value for the company. The executives and other professionals can use this assessment to develop a step-by-step approach for assessing the effectiveness of their Shared Services organizations. Assessing Business Health of Shared Services focuses on the issues that impact decision-making and action planning regarding service delivery management, customer relationships management, employee motivation management, business contribution management and change and quality management, as well as building and managing plans for improvement. The business health check assessment has been used by several companies to improve the effectiveness of their Shared Services organizations. The assessment of the Shared Services effectiveness is determined by a qualitative assessment of how well the management practices are deployed and how well the internal customer requirements are met at a point in time. About the Author Dr. Vipin K. Suri is the Managing Director of Shared Services International Inc, a management consulting firm focused on Shared Services design and implementation, as well as online and in-classroom training in the areas of Shared Services, Project Management, and Six Sigma. He is also the Managing Director and Group CEO of SSI (Beijing), a management consulting firm in China. As a management consultant for over 21 years, Vipin has successfully assisted several companies in the Asia-Pacific Region, Australia, India, and North America with their efforts to implement Shared Services and to review effectiveness of their Human Resources, Supply Chain Management, Finance, Information Technology, and other business support functions.
In this pathbreaking book, world-renowned Harvard Business School service firm experts James L. Heskett, W. Earl Sasser, Jr. and Leonard A. Schlesinger reveal that leading companies stay on top by managing the service profit chain. Why are a select few service firms better at what they do -- year in and year out -- than their competitors? For most senior managers, the profusion of anecdotal "service excellence" books fails to address this key question. Based on five years of painstaking research, the authors show how managers at American Express, Southwest Airlines, Banc One, Waste Management, USAA, MBNA, Intuit, British Airways, Taco Bell, Fairfield Inns, Ritz-Carlton Hotel, and the Merry Maids subsidiary of ServiceMaster employ a quantifiable set of relationships that directly links profit and growth to not only customer loyalty and satisfaction, but to employee loyalty, satisfaction, and productivity. The strongest relationships the authors discovered are those between (1) profit and customer loyalty; (2) employee loyalty and customer loyalty; and (3) employee satisfaction and customer satisfaction. Moreover, these relationships are mutually reinforcing; that is, satisfied customers contribute to employee satisfaction and vice versa. Here, finally, is the foundation for a powerful strategic service vision, a model on which any manager can build more focused operations and marketing capabilities. For example, the authors demonstrate how, in Banc One's operating divisions, a direct relationship between customer loyalty measured by the "depth" of a relationship, the number of banking services a customer utilizes, and profitability led the bank to encourage existing customers to further extend the bank services they use. Taco Bell has found that their stores in the top quadrant of customer satisfaction ratings outperform their other stores on all measures. At American Express Travel Services, offices that ticket quickly and accurately are more profitable than those which don't. With hundreds of examples like these, the authors show how to manage the customer-employee "satisfaction mirror" and the customer value equation to achieve a "customer's eye view" of goods and services. They describe how companies in any service industry can (1) measure service profit chain relationships across operating units; (2) communicate the resulting self-appraisal; (3) develop a "balanced scorecard" of performance; (4) develop a recognitions and rewards system tied to established measures; (5) communicate results company-wide; (6) develop an internal "best practice" information exchange; and (7) improve overall service profit chain performance. What difference can service profit chain management make? A lot. Between 1986 and 1995, the common stock prices of the companies studied by the authors increased 147%, nearly twice as fast as the price of the stocks of their closest competitors. The proven success and high-yielding results from these high-achieving companies will make The Service Profit Chain required reading for senior, division, and business unit managers in all service companies, as well as for students of service management.
This immense, global sector is vital to all businesses. This book covers exciting trends in supply chain and logistics management, transportation, intermodal shipment systems and advanced technologies. Market analysis, statistics and trends included. Contains profiles of the 500 leading firms.
Covers various trends in supply chain and logistics management, transportation, just in time delivery, warehousing, distribution, inter modal shipment systems, logistics services, purchasing and advanced technologies such as RFID. This book includes one page profiles of transportation, supply chain and logistics industry firms.
Just like the world financial system, but for different reasons, 21st-century corporations need a new business model for their enterprise supply chains. The old conventions no longer work in this new world of volatile and increasingly unpredictable demand and supply. The enterprise needs to become more 'connected' to its own parts, as well as its partners up and down the chains it participates in. So too, we need to embrace new ways of looking at customers to gain deeper, more insightful impressions of what they are telling us about the way they want to buy our products and services. Finally, these signals need converting into corresponding action, driven by the people in the business, leaders and staff alike, who are aligned to their customers' wishes. This is the world of dynamic supply chain alignment where, increasingly, supply chains are the business. In the follow-up to his hugely successful Strategic Supply Chain Alignment, John Gattorna's Dynamic Supply Chain Alignment, explores how to create and sustain multiple supply chains with a level of flexibility and responsiveness that allow you to respond to opportunities and threats; at the same time aligning with your suppliers, your partners and your customers. When more executives get to this stage of development the profits will flow more readily, and sustainability of performance will not be the same issue it is today. The way forward is right there in front of us; but, says John Gattorna, we must throw off old ways and embrace the new.