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Handbook of Global Supply Chain Management

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.

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


Part 1: Understanding Global Supply Chains
John T. Mentzer, Theodore P. Stank, Matthew B. Myers
Chapter 2 – Global Supply Chain Management Strategy

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


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


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


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


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


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


Reducing Seasonal and Short-Life-Cycle Inventory Costs with Quick Response (QR)

Supply Chain Partnerships and Vendor-Managed Inventory


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


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


Stephen G. Timme
Chapter 18 – Financial Management
Key Drivers of Financial Performance

Measuring Financial Performance

Making the Financial-SCM Connection: A Top-Down Approach


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


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



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


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


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


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


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


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


James H. Foggin, Paola Signori, Carol L. Monroe
Chapter 30 – Diagnosing the Supply Chain

Benchmarking Approaches

Mapping Approaches

Means-Ends Approaches and Cause-and-Effect Diagrams

Curing Problems and Eliminating the Pain Points


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


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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