Logistics & Supply Chain Management: creating value-adding networks, 3rd Edition

Description

This classic text discusses the role of logistics in achieving corporate and financial goals. It has become the bible of the logistics sector and a frequently-adopted text at top business schools.

• A proven market leader.
• Guaranteed high price seller.
• Successful crossover into practitioner and academic markets.
• Essential reading for logistics/operations managers and increasingly, managing the chain of demand is a growing area within marketing.
• Written by a top author and consultant in the field.
• New chapters on logistics value, integrated logistics, network logistics.
• Updated case studies throughout, from full international range of industries and companies including Dell, Wal-mart (vs K-Mart), Zara, GE Capital, Li & Fung (Hong Kong), Hewett Packard, Dyson and Nokia.
• Enhanced by diagrams and chapter summaries.

Sample Content

Downloadable Sample Chapter

Download the Sample Chapter related to this title.

Table of Contents

ToC (new and updated chapters in bold)

Chapter 1 : Logistics & Competitive Strategy

This chapter will look at how logistics capabilities and supply chain excellence can help companies gain a competitive advantage.  It will also look at the relationship between logistics and financial performance.

Case Study : Dell (updated from 1998 version)

Chapter 2 : Logistics & Customer Value

This chapter focuses on the ways in which customer value can be created and delivered through the supply chain.  The theme will be demand-driven and responsive supply chain strategies.

Case Study : Zara (updated from 1998 version)

Chapter 3 : Measuring Logistics Costs and Performance

The content of this chapter will be about the need to understand the 'costs-to-serve'.  Issues such as customer profitability analysis and benchmarking will be included.

Case Study : Wal-Mart/K-Mart (new)

Chapter 4 : Creating the Agile Supply Chain

The concept of the agile supply chain is developed in this chapter and the building blocks of the agile paradigm explained.  The differences between 'lean' and 'agile' will be discussed.

Case Study : The challenge of the 3-day car (new)

Chapter 5 : Strategic Lead-Time Management

Time compression is the focus of this chapter including the search for ways in which non-value adding time can be removed from the pipeline.

Case Study : Hewlett Packard CD/RW (new)

Chapter 6 : Managing the Global Pipeline

The particular challenges of global supply chains will be discussed in this chapter.  The pros and cons of global sourcing and offshore manufacturing will be presented.  The need to understand the total supply chain impact of globalisations will be emphasised.

Case Study : Dyson (new)

Chapter 7 : Managing the Supply Chain in an Era of Uncertainty

This chapter will examine the ideas of supply chain risk and vulnerability and will explore ways in which supply chain resilience can be improved.

Case Study : Nokia/Ericsson (new)

Chapter 8 : Managing Networks and Relationships

The idea of the supply chain as an interdependent network of organisations that jointly combine to deliver customer value is introduced.  The idea of supply chain 'orchestration' is discussed.

Case Study : Li & Fung (new)

Chapter 9 : Overcoming the Barriers to Supply Chain Integration

The fundamental business transformations that are required to enable supply chain integration to become a reality are examined.  The characteristics of effective supply chains will be presented.

Case Study : GM/Vectra (new)

Updates

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