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Handbook of Global Supply Chain Management
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Handbook of Global Supply Chain Management



September 2006 | 600 pages | SAGE Publications, Inc
This state-of-the-art Handbook provides a comprehensive understanding and assessment of the field of global supply chain management (GSCM). Editors John T. Mentzer, Matthew B. Myers, and Theodore P. Stank bring together a distinguished group of contributors to describe and critically examine the key perspectives guiding GSCM, taking stock of what we know (and do not know) about them.   

Key Features:
  • Identifies emerging developments and delineates their significance to the practice of GSCM
  • Examines many methods and perspectives on GSCM that have emerged from logistics, operations, marketing, management, economics, sociology, personnel, information systems, and international relations
  • Employs top flight international contributors from both academia and practice who share their unique perspectives and insights within the broad parameters of this volume  

Intended Audience: The Handbook is a valuable resource for graduate students, researchers, and parishioners alike, bringing clarity and comprehensive insight to the phenomenon of global supply chains and to their management.


 
Preface
John T. Mentzer, Theodore P. Stank, Matthew B. Myers
Chapter 1 – Why Global Supply Chain Management?
About Global Supply Chain Management  
About the Handbook  
Understanding Global Supply Chains  
Managing the Functions  
Resource Management  
Managing the Relations  
Making It Happen  
Conclusions  
 
Part 1: Understanding Global Supply Chains
John T. Mentzer, Theodore P. Stank, Matthew B. Myers
Chapter 2 – Global Supply Chain Management Strategy
Background  
Global SCM Strategy  
Impacts on Strategic Orientation  
Capabilities and Structural Elements of GSCMS  
Performance Implications  
Integration of GSCMS Into Firm Strategy  
Matthew B. Myers, Antonio Borghesi, Ivan Russo
Chapter 3 – Assessing the Global Environment
Yesterday’s Supply Chains in Today’s Global Environment  
Cross-Cultural Influences and the Global Supply Chain  
Foreign Currency Volatility  
Political Economies  
Two Sets of Rules  
The New Environment of Hypersecurity  
Conclusions  
Dan Flint, Britta Gammelgaard
Chapter 4 – Value and Customer Service Management
Value Management  
Customer Service  
Customer Service and Value Management  
John T. Mentzer, Mark A. Moon, Dominique Estampe, Glen W. Margolis
Chapter 5 – Demand Mangement
Derived Versus Independent Demand  
A Model of Supply Chain Demand Management  
Forecasts Versus Plans Versus Targets  
Sales and Operations Planning  
Why Is a Sales Forecast Needed?  
The Tools of Sales Forecasting Management  
Sales Forecasting Management Questions  
Demand Management: An Iterative Process  
Donna F Davis, Didier Chenneveau
Chapter 6 – Knowledge Management
From Data to Knowledge  
Building Knowledge Management Competence  
Challenges to Building Knowledge Management Competence  
Everth N. S. Larsson, Anders Ljungberg
Chapter 7 – Process Orientation
Introductory Views on SCM and Processes  
The Heritage of the Function-Oriented Organization  
Different Processes  
A Business Viewed as a System  
Elements in a Process-Oriented Organization  
Designing the Process-Oriented Organization  
Is SCM Possible in Function-Oriented Organizations?  
Should Processes Be Company-Specific or Standard?  
How to Make SCM Work  
Measurement, Analysis, and Development  
Conclusions  
 
Part II: Managing the Functions
Thomas E. DeCarlo, William L. Cron
Chapter 8 – Marketing and Sales Management
Marketing Strategy  
Strategic Implementation Decisions  
Sales Force Program Decisions  
Summary  
Margaret Bruce, Lucy Daly, Kenneth B. Kahn
Chapter 9 – Product Management
The Role of Product Management  
Global Product Launch  
Launch Strategy Influencers  
Global Launch Strategy Considerations  
Company One  
Company Two  
Summary  
E. Powell Robinson, Funda Sahin
Chapter 10 – Operations Management
What Is Operations Management?  
Operations Management Decision Problems  
Evolution of Operations Management  
Different Perspectives of Operations Management  
Operations Management in the New Economy  
Synchronizing the Marketplace and Operations through Agility  
Implications and Conclusions  
Abré Pienaar
Chapter 11 – Integrated Logistics Management
Logistics in The Context Of Supply Chain Management  
Business Process Integration  
The Business Process Framework  
Methods and Techniques  
Organization and People  
Systems and Data  
Designing Integrated Logistics Business Processes  
Implementing Integrated Logistics Management  
Global Pharmaceuticals  
Summary  
Funda Sahin and E. Powell Robinson, Jr.
Chapter 12 – Inventory Management
Inventory Basics  
Independent Versus Dependent Demand Inventory  
Reasons for Inventory  
Reasons against Inventory  
Types of Inventory  
Inventory Control Systems  
Single-Period Inventory Systems  
Multiperiod Inventory Systems  
Implications and New Strategies in Inventory Management  
Postponement  
Reducing Seasonal and Short-Life-Cycle Inventory Costs with Quick Response (QR)  
Supply Chain Partnerships and Vendor-Managed Inventory  
Conclusions  
Thomas J. Goldsby, Michael R. Crum, and Joel Sutherland
Chapter 13 – Transportation Management
Transportation Decision Making  
Transportation Cost Behavior  
Collaborative Transportation Management  
Global Transportation Issues  
Conclusions  
Thomas W. Speh
Chapter 14 – Warehouse Management
The Role of Warehousing in Global Supply Chains  
Product Type and Warehousing Operations  
Why Have a Warehouse?  
The Location of Warehouses  
Warehouse Design and Operations  
The Role of Information in Warehouse Management  
Technology and Warehouse Operations  
Future Trends for Warehousing  
Suggested Readings  
Lisa M. Ellram and Paul Cousins
Chapter 15 – Supply Management
The Strategic Supply Management Process  
Trends in Supply Management  
Concluding Thoughts  
Scott B. Keller
Chapter 16: Critical Support of Supply Chain Logistics Personnel
The Changing Nature of the Workplace  
Creating a Customer-Focused Logistics Workforce  
Fundamental Information Exchange  
Knowledge Development  
Assistance To Employees  
Performance Feedback  
Workplace Affirmation  
Implementing a Customer-Focused Employee Plan  
 
Part III: Resource Management
James M. Reeve, Mandyam M. Srinivasan
Chapter 17 – The Lean Supply Chain: The Path to Excellence
Conventional Supply Chain Management  
Is It More Than “Just-in-Time”  
Lean Supply Chain Basics: Flow and Pull Replenishment  
Work Flow Characterization: V, A, and T Configurations  
Fulfillment Characterization: Build-to-Stock, Assemble-to-Order, Build-to-Order, and Engineer-to-Order  
Applying Lean Principles To a BTS V-Type Process  
Conclusions  
Stephen G. Timme
Chapter 18 – Financial Management
Key Drivers of Financial Performance  
Measuring Financial Performance  
Making the Financial-SCM Connection: A Top-Down Approach  
Conclusions  
Ila Manuj, Barbara Gaudenzi, J. Paul Dittmann
Chapter 19 – Risk Management
What Is Risk?  
Types of Risks in Global Supply Chains  
A Risk Management Process Model  
Step 1: Identifying and Profiling Risks  
Step 2: Risk Assessment and Evaluation  
Step 3: Managing Risks and Risk Management Strategies  
Step 4: Supply Chain Risk Management Strategy Implementation  
Step 5: Mitigating Supply Chain Risks  
Conclusions  
G.Tomas M. Hult
Chapter 20: Supply Chains as Interpretation Systems: Knowledge, Strategy, and Performance
Recent Research on Information Management Within Supply Chains  
The Next Step: Fitting Supply Chain Knowledge and Strategy  
Identification of Ideal Profiles  
Implications  
Conclusions  
 
Part IV: Managing the Relations
Jagdish N. Sheth, Arun Sharma
Chapter 21 – Relationship Management
Shift in Organizational Strategy  
Relationship With Suppliers  
Examples of Benefiting from Supplier Relationships  
Establishing and Maintaining Supplier Relationships  
Organizational Changes to Establish Supplier Relationships  
Emerging Issues in Relationship Management  
Summary  
Clifford F. Lynch, Theodore P. Stank, Shay Scott
Chapter 22 – Logistics Outsourcing
Logistics Outsourcing History  
Why Outsource Logistics Activities?  
The Challenges of Global Logistics Outsourcing  
Some Concluding Examples  
Masaaki Kotabe, Michael J. Mol
Chapter 23 – International Sourcing: Redressing the Balance
The International Sourcing Phenomenon  
Wave After Wave  
The Performance Rationale  
On Balance  
Redressing the Balance  
Riding the Waves  
Lloyd M. Rinehart
Chapter 24 – Negotiation Through the Supply Chain
Relationship Types Resulting from Supplier-Customer Negotiations  
Following the Negotiation Process in a Global Supply Chain Context  
Conclusions  
Susan L. Golicic, Kate Vitasek
Chapter 25 – Interfunctional Coordination
What Is Interfunctional Coordination?  
Axes of Effective Interfunctional Coordination  
Mechanisms to Drive Coordination  
Common Goals and Measures  
Achieving Interfunctional Coordination  
Interfunctional Coordination: A Collaborative Climate for Success  
Terry L. Esper
Chapter 26 – Intercorporate Coordination
The Managerial Behaviors of Interorganizational Coordination  
Environmental Characteristics for Effective Interorganizational Coordination  
Conclusions  
Daniel C. Bello, Meng Zhu
Chapter 27 – Global Supply Chain Control
Characteristics of the Controller’s Strategy  
Magnitude and Scope of Control Requirements  
Implementation Effectiveness from Institutional Arrangements  
The Moderator Role of Institutional Environmental Differences  
Conclusion  
 
Part V: Making It Happen
Daniel J. Flint, Everth N. S. Larsson
Chapter 28 – Supply Chain Innovation
Innovation as Strategy  
Supply Chain Innovation  
Innovation Processes  
The Importance of Organizational Culture and Processes  
Ramifications of Global Supply Chains  
Summary  
Omar Keith Helferich, Robert Lorin Cook
Chapter 29 – Global Supply Chain Security
Disaster Classification and Vulnerability Assessment  
Disaster Management Process  
Disaster Preparedness: Current Status  
Recent and Emerging Developments  
Conclusions  
James H. Foggin, Paola Signori, Carol L. Monroe
Chapter 30 – Diagnosing the Supply Chain
Diagnosis  
Benchmarking Approaches  
Mapping Approaches  
Means-Ends Approaches and Cause-and-Effect Diagrams  
Curing Problems and Eliminating the Pain Points  
Summary  
John E. Mello, J. Paul Dittmann
Chapter 31 – Change Management
What Is Change Management?  
Developing the Change Management Strategy  
The Change Management Plan  
People and Organizational Issues  
Organizational Readiness for Change: The Change Management Survey  
Change Management Organizational Roles  
The Initial Response to an Announced Change  
Complacency  
Resistance to Change  
Resistance to Different Types of Change  
Change Management Myths and Realities  
Launching the Change  
Summary of Key Success Factors: The Change Equation  
Change Management in a Global Environment  
 
Name Index
 
Subject Index
 
About the Editors
 
About the Contributors

The Handbook of Global Supply Chain Management is no light reference, but a solid pick for college-level libraries strong in holdings pertaining to global supply chains. . . .Attention to well-rounded detail and depth from different approaches makes The Handbook of Global Supply Chain Management a critical acquisition for any serious college-level collection offering grad students and researchers detailed perspectives on the subject.

Midwest Book Review

Providing such a book is important for at least three reasons:

First, doctoral/postgraduate students must, in the course of their dissertation projects, provide a literature review of what they have researched within a given topic/area. The manner in which papers are referenced here makes it possible to conduct a detailed investigation of their approaches, such as research frameworks, methodologies, applied theories and empirical observations. Thus, this book aims to provide postgraduate and research students, faculty, practitioners an overview of what has been researched in the recent past in some important areas of SCM.

Second, providing such an overview also makes it possible for the professional managers to understand the trends and new development in methodologies and approaches having practical relevance.

Third, such a contribution makes it possible to identify gaps between current, state-of-the-art thinking within
SCM and the themes actually researched in.

Dr. Md. Mamun Habib
Bishwajit Banik Pathik
International Journal of Supply Chain Management
Key features
  • For researchers, the handbook provides a broad inventory of what is currently known about GSCM and identifies significant knowledge gaps and issues that need to be addressed. 
  • Advanced students should use the handbook to gain a solid foundation in GSCM.  It will help them understand and appreciate the multiple perspectives that guide the field, and show them where GSCM is likely headed
  • For thoughtful practitioners, the handbook provides a valuable reference and source of ideas and methods for developing organizations.  It also provides them with conceptual frameworks for understanding GSCM practice and for creating new methods and techniques.

Sample Materials & Chapters

Chapter 1

Chapter 3

Chapter 5


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