Logistics and the supply chain

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  • Th e prime objective for writing the fi rst edition of this book was to provide an up-to-date text at a reasonable cost. We also felt that there was a signifi cant gap in the literature for a book that off ered a broad strategic framework as well as a clear and straightforward description of the basic functions and elements related to logistics and distribution. In the second edition of the book, published in 2000, we provided a signifi cant revision of the original text.

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  • Over the last decade, supply chain management has advanced from the warehouse and logistics to strategic management. Integrating theory and practices of supply chain management, this book incorporates hands-on literature on selected topics of Value Creation, Supply Chain Management Optimization and Mass-Customization. These topics represent key building blocks in management decisions and highlight the increasing importance of the supply chains supporting the global economy.

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  • In June 1998, U.S. Vice President Al Gore and the National Partnership for Reinventing Government presented a team of Army logisticians and RAND analysts the Hammer Award in recognition of a great accomplishment: making Army logistics work better and cost less. This report documents that achievement. Started in 1995, the

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  • The first edition of Global Logistics and Distribution Planning: Strategies for Management appeared in 1988. Since then the whole field of logistics has changed. Of course, there is still agreement about the basic principle of a supply chain as ‘the series of activities and organizations that materials – both tangible and intangible – move through on their journeys from initial suppliers to final customers’ (Waters, 2009).

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  • Understand the role of order fulfillment and backoffice operations in EC. Describe the problems of managing the supply chain and the use of innovative solutions there...

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  • Supply Chain Management (SCM) offers the possibility of increased customer service while minimizing costs. Before choosing what type of supply chain strategy to pursue, a firm must first evaluate the type of supply chain(s) in which it participates. The type of functional strategies chosen should complement the type of supply chain(s) in which the firm is a member. Certain manufacturing and logistics strategies are more appropriate given the characteristics of the supply chain.

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  • What can’t be measured can’t be improved. Even though Supply Chain Management is the most talked about topic today, currently no tool is available to measure any manufacturing organizations’ supply chain efficiency. Unlike productivity and or quality measurement, where the parameter can be measured objectively and expressed in unit or ratio, supply chain measurement is currently more of a qualitative statement.

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  • As a result of the gloomy economic climate in Europe brought about by the ongoing crisis affecting all enterprises (particularly SMEs) in France, the French government has recently decided to create different poles of innovation and research associated to the activities of enterprises. The objective is to propose new ideas for helping these enterprises to be more efficient and able to resist the threat to their existence from globalisation. One of the difficulties of these enterprises is that they find it difficult to penetrate the European market and export their products.

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  • This monograph describes spend analyses that the RAND Corporation conducted in 2002 for Phase I of the Purchasing and Supply Management (PSM) demonstration at the Oklahoma City Air Logistics Center (OC-ALC) for purchases of F100 jet engines and jet engine bearings. As part of the Spares Campaign begun in early 2001 under Air Staff leadership to reengineer Air Force supply, the objective of the PSM

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  • This monograph describes spend analyses that the RAND Corporation conducted in 2002 for the first phase of a purchasing and supply management demonstration conducted at the Oklahoma City Air Logistics Center for purchases of F100 jet engine spares and repair services and jet engine bearings. As part of the Spares

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  • The workshop summarized in this volume was the third international meeting in a series sponsored by the Forum on Drug Discovery, Development, and Translation of the Institute of Medicine (IOM) to gather information from experts around the world on the threat of drugresistant tuberculosis (TB) and how it can be addressed. The workshop was held April 18-19 and 21, 2011, in New Delhi, India, in collaboration with the Indian National Science Academy (INSA) and the Indian Council of Medical Research (ICMR)....

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  • This textbook grew out of a number of undergraduate and graduate courses on logistics and supply chain management that we have taught to engineering, computer science, andmanagement science students.The goal of these courses is to give students a solid understanding of the analytical tools available to reduce costs and improve service levels in logistics systems. For several years, the lack of a suitable textbook forced us tomake use of a number ofmonographs and scientific paperswhich tended to be beyond the level ofmost students.

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  • Classification of a group of items in decreasing order of annual dollar volume or other criteria. This array is then split into three classes called A, B, and C. The A group represents 10 – 20% by number of items and 50 –70% by projected dollar volume. The next grouping, B, represents about 20% of the items and about 20% of the dollar volume. The C class contains 60 – 70% of the items and represents about 10 – 30% of the dollar volume.

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  • Operations and industrial modeling and management have a long history dating back to the first Industrial Revolution. Scheduling, inventory control, production planning, projects management, control charts, statistical records, customer satisfaction questionnaires, rankings and benchmarking. are some of the tools used for the purpose of better managing operations and services.

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  • This Publication is concerned with the vital subject of business logistics and supply chain management, an area that can be essential to a firm’s competitive strategy and revenue generation. This management area has been described by many names, including physical distribution, materials management, transportation management, logistics, and supply chain management. Relevant business activities may include one or more of the following areas: transportation, inventory, order processing, purchasing, warehousing, materials handling, packaging, customer service standards, and production....

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  • Operations and industrial modeling and management have a long history dating back to the first Industrial Revolution. Scheduling, inventory control, production planning, projects management, control charts, statistical records, customer satisfaction questionnaires, rankings and benchmarking. are some of the tools used for the purpose of better managing operations and services.

    pdf524p transang3 28-09-2012 44 19   Download

  • In this chapter you will learn: Supply chains and the value delivery network, the nature and importance of marketing channels, channel behavior and organization, channel design decisions, channel management decisions, marketing logistics and supply chain management.

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  • Chapter 15 - Supply chain management. This chapter explain the terms supply chain and logistics; name the key aspects of supply chain management; list, and briefly explain, current trends in supply chain management; outline the benefits and risks related to outsourcing;...

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  • Radio Frequency Identifi cation (RFID) is a modern wireless data transmission and reception technique for applications including automatic identifi cation, asset tracking and security surveillance. As barcodes and other means of identifi cation and asset tracking are inadequate for recent demands, RFID technology has att racted interest for applications such as logistics, supply chain management, asset tracking, and security access control.

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  • This monograph describes how well the Department of Defense logistics system met the materiel sustainment needs of Army forces in Operation Iraqi Freedom, documents the major reasons for shortfalls in performance, provides recommendations for improvement, and points to questions raised with respect to the design of future forces. The findings should be of interest throughout the Army as well the broader Department of Defense supply chain and force development communities.

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