Contents. Preface XIII

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1 Contents Preface XIII 1. Why Global Supply Chain Management? 1 John T. Mentzer, Theodore P. Stank, and Matthew B, Myers About Global Supply Chain Management 2 About the Handbook 5 Understanding Global Supply Chains 5 Managing the Functions 7 Resource Management 10 Managing the Relations 11 Making It Happen 14 Conclusions 15 PART I: UNDERSTANDING GLOBAL SUPPLY CHAINS 2. Global Supply Chain Management Strategy 19 John T. Mentzer, Theodore P. Stank, and Matthew B. Myers Background 20 Global SCM Strategy 22 Impacts on Strategic Orientation 22 Capabilities and Structural Elements of GSCMS 25 Performance Implications 32 Integration of GSCMS Into Firm Strategy Assessing the Global Environment 39 Matthew B. Myers, Antonio Borghesi, and Ivan Russo Yesterday's Supply Chains in Today's Global Environment 40 Cross-Cultural Influences and the Global Supply Chain 41 Foreign Currency Volatility 43 Political Economies 44 Two Sets of Rules 45 The New Environment of Hypersecurity 47 Conclusions 47

2 4. Value and Customer Service Management 51 Daniel J. Flint and Britta Gammelgaard Value Management 52 Customer Service 59 Customer Service and Value Management Demand Management 65 John T. Mentzer, Mark A. Moon, Dominique Estampe, and Glen Margolis Derived Versus Independent Demand 66 A Model of Supply Chain Demand Management 69 Forecasts Versus Plans Versus Targets 69 Sales and Operations Planning 70 Why Is a Sales Forecast Needed? 72 The Tools of Sales Forecasting Management 73 Sales Forecasting Management Questions 77 Demand Management: An Iterative Process Knowledge Management 87 Donna F Davis and Didier Chenneveau From Data to Knowledge 88 Building Knowledge Management Competence 90 Challenges to Building Knowledge Management Competence Process Orientation 103 Everth Larsson and Anders Ljungberg Introductory Views on SCM and Processes 103 The Heritage of the Function-Oriented Organization 103 Different Processes 106 A Business Viewed as a System 107 Elements in a Process-Oriented Organization 109 Designing the Process-Oriented Organization 110 Is SCM Possible in Function-Oriented Organizations? 112 Should Processes Be Company-Specific or Standard? 113 How to Make SCM Work 113 Measurement, Analysis, and Development 114 Conclusions 116 PART II: MANAGING THE FUNCTIONS 8. Marketing and Sales Management 119 Thomas E. DeCarlo and William L Cron Marketing Strategy 120 Strategic Implementation Decisions 122 Sales Force Program Decisions 129 Summary 134

3 9. Product Management 135 Margaret Bruce, Lucy Daly, and Kenneth B. Kahn The Role of Product Management 136 Global Product Launch 137 Launch Strategy Influences 139 Global Launch Strategy Considerations 140 Company One 140 Company Two 143 Summary Operations Management 149 E. Powell Robinson, Jr., and Funda Sahin What Is Operations Management? 150 Operations Management Decision Problems 151 Evolution of Operations Management 152 Different Perspectives of Operations Management 155 Operations Management in the New Economy 162 Synchronizing the Marketplace and Operations Through Agility 165 Implications and Conclusions Integrated Logistics Management 169 Abre Pienaar Logistics in the Context of Supply Chain Management 169 Business Process Integration 171 The Business Process Framework 173 Methods and Techniques 174 Organization and People 174 Systems and Data 174 Designing Integrated Logistics Business Processes 176 Implementing Integrated Logistics Management 178 Global Pharmaceuticals 181 Summary Inventory Management 185 Funda Sahin and E. Powell Robinson, Jr. Inventory Basics 186 Independent Versus Dependent Demand Inventory 186 Reasons for Inventory 186 Reasons Against Inventory 187 Types of Inventory 188 Inventory Control Systems 188 Single-Period Inventory Systems 189 Multiperiod Inventory Systems 189 Implications and New Strategies in Inventory Management 195 Postponement 196 Reducing Seasonal and Short-Life-Cycle Inventory Costs With Quick Response (QR) 197

4 Supply Chain Partnerships and Vendor-Managed Inventory 198 Conclusions Transportation Management 203 Thomas J. Goldsby, Michael R. Crum, and Joel Sutherland Transportation Decision Making 204 Transportation Cost Behavior 207 Collaborative Transportation Management 210 Global Transportation Issues 214 Conclusions Warehouse Management 223 Thomas W. Speh The Role of Warehousing in Global Supply Chains 226 Product Type and Warehousing Operations 227 Why Have a Warehouse? 230 The Location of Warehouses 232 Warehouse Design and Operations 232 The Role of Information in Warehouse Management 245 Technology and Warehouse Operations 246 Future Trends for Warehousing 249 Suggested Readings Supply Management 253 Lisa M. Ellram and Paul Cousins The Strategic Supply Management Process 255 Trends in Supply Management 266 Concluding Thoughts Personnel 273 Scoff Keller The Changing Nature of the Workplace 274 Creating a Customer-Focused Logistics Workforce 274 Fundamental Information Exchange 275 Knowledge Development 277 Assistance to Employees 278 Performance Feedback 279 Workplace Affirmation 280 Implementing a Customer-Focused Employee Plan 281 PART III: RESOURCE MANAGEMENT 17. The Lean Supply Chain: The Path to Excellence 285 Mandyam M. Srinivasan and James M. Reeve Conventional Supply Chain Management 285 It Is More Than "Just-in-Time" 288 Lean Supply Chain Basics: Flow and Pull Replenishment 288 Work Flow Characterization: V, A, and T Configurations 290

5 Fulfillment Characterization: Build-to-Stock, Assemble-to-Order, Build-to-Order, and Engineer-to-Order 293 Applying Lean Principles to a BTS V-Type Process 294 Conclusions Financial Management 299 Stephen G. Timme Key Drivers of Financial Performance 300 Measuring Financial Performance 305 Making the Financial-SCM Connection: A Top-Down Approach 307 Conclusions 315 Appendix Risk Management 319 Ha Manuj, J. Paul Dittmann, and Barbara Gaudenzi What Is Risk? 320 Types of Risks in Global Supply Chains 321 A Risk Management Process Model 324 Step 1: Identifying and Profiling Risks 325 Step 2: Risk Assessment and Evaluation 326 Step 3: Managing Risks and Risk Management Strategies 329 Step 4: Supply Chain Risk Management Strategy Implementation 333 Step 5: Mitigating Supply Chain Risks 335 Conclusions Interpretation Systems: Knowledge, Strategy, and Performance 337 G. Tomas M. Hult, David J. Ketchen, Jr., S. Tamer Cavusgil, and Roger J. Calantone Recent Research on information Management Within Supply Chains 338 The Next Step: Fitting Supply Chain Knowledge and Strategy 340 Identification of Ideal Profiles 342 Implications 347 Conclusions 350 Appendix 350 PART IV: MANAGING THE RELATIONS 21. Relationship Management 361 Jagdish N. Sheth and Arun Sharma Shift in Organizational Strategy 361 Relationship With Suppliers 362 Examples of Benefiting From Supplier Relationships 363 Establishing and Maintaining Supplier Relationships 366 Organizational Changes to Establish Supplier Relationships 368

6 Emerging Issues in Relationship Management Summary Logistics Outsourcing Clifford F. Lynch, Theodore P. Stank, and Shay Scott Logistics Outsourcing History Why Outsource Logistics Activities? The Challenges of Global Logistics Outsourcing Some Concluding Examples International Sourcing: Redressing the Balance Masaaki Kotabe and Michael J. Mol The International Sourcing Phenomenon Wave After Wave The Performance Rationale On Balance Redressing the Balance Riding the Waves Negotiating Throughout the Supply Chain 407 Lloyd M. Rinehart Relationship Types Resulting From Supplier-Customer Negotiations 408 Following the Negotiation Process in a Global Supply Chain Context 414 Conclusions Interfunctional Coordination 427 Susan L. Golicic and Kate Vitasek What Is Interfunctional Coordination? 428 Axes of Effective Interfunctional Coordination 431 Mechanisms to Drive Coordination 432 Common Goals and Measures 435 Achieving Interfunctional Coordination 438 Interfunctional Coordination: A Collaborative Climate for Success Intercorporate Coordination 443 Terry L. Esper The Managerial Behaviors of Interorganizational Coordination 445 Environmental Characteristics for Effective Interorganizational Coordination 451 Conclusions Global Supply Chain Control 455 Daniel C Bello and Meng Zhu Characteristics of the Controller's Strategy 456 Magnitude and Scope of Control Requirements 462

7 Implementation Effectiveness From Institutional Arrangements 466 The Moderator Role of Institutional Environmental Differences 468 Conclusion 470 PART V: MAKING IT HAPPEN 28. Supply Chain Innovation 475 Daniel J. Flint and Everth Larsson Innovation as Strategy 477 Supply Chain Innovation 477 Innovation Processes 480 The Importance of Organizational Culture and Processes 484 Ramifications of Global Supply Chains 485 Summary Global Supply Chain Security 487 Omar Keith Helferich and Robert Lorin Cook Disaster Classification and Vulnerability Assessment 487 Disaster Management Process 490 Disaster Preparedness: Current Status 500 Recent and Emerging Developments 501 Conclusions Diagnosing the Supply Chain 507 James H. Foggin, Paola Signori, and Carol L Monroe Diagnosis 508 Benchmarking Approaches 508 Mapping Approaches 512 Means-Ends Approaches and Cause-and-Effect Diagrams 515 Curing Problems and Eliminating the Pain Points 519 Summary Change Management 523 J. Paul Dittmann and John E. Mello What Is Change Management? 524 Developing the Change Management Strategy 525 The Change Management Plan 526 People and Organizational Issues 527 Organizational Readiness for Change: The Change Management Survey 528 Change Management Organizational Roles 528 The Initial Response to an Announced Change 530 Complacency 532 Resistance to Change 533 Resistance to Different Types of Change 533

8 Change Management Myths and Realities 534 Launching the Change 535 Summary of Key Success Factors: The Change Equation 536 Change Management in a Global Environment 537 Summary 540 Name Index 543 Subject Index 549 About the Editors 567 About the Contributors 569

9 PPN: Titel: Handbook of global supply chain management / John T. Mentzer..., Eds.. - Thousand Oaks, Calif. [u.a.] : Sage, 2007 ISBN: Bibliographischer Datensatz im SWB-Verbund

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