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Supply Chain Management Strategy: Using SCM to Create Greater Corporate Efficiency and Profits

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Supply Chain Management Strategy: Using SCM to Create Greater Corporate Efficiency and Profits

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  • Copyright 2014
  • Dimensions: 6" x 9"
  • Edition: 1st
  • eBook (Watermarked)
  • ISBN-10: 0-13-376447-8
  • ISBN-13: 978-0-13-376447-5

Drive more value from your supply chain by choosing and implementing the right models and strategies. Supply Chain Management Strategy offers expert guidance for comparing and choosing models, implementing governance, and strategizing to enable sales growth, margin growth, and superior customer experience.

Lead authored by pioneering supply chain management expert Alexandre Oliveira, this guide focuses on driving maximum business value from modern supply chain strategies and models. Oliveira and senior supply chain executive Anne Gimeno thoroughly introduce the topic, offer detailed descriptions of each relevant model, and present modern applications and best practices drawn from the experiences of leading companies. Coverage includes: 

  • Adaptive, Triple-A, customer-driven, demand-driven, and resilient supply chains
  • Assessing the strengths and weaknesses of each model in your unique context
  • Implementing effective governance, including Sales and Operations Planning (SandOP), Integrated Business Planning (IBP), and Business Forecasting Capability (BFC)
  • Performing effective supply chain continuity planning (BCP)
  • Enabling growth in sales, revenue, and market share
  • Accelerating revenue cycles and reducing lost sales
  • Supporting marketing and sales initiatives
  • Growing margins by reducing the cost of sales
  • Balancing asset management, service level, cost structure, and other tradeoffs
  • Delighting customers with the right service level at the right cost

This guide's content will be exceptionally helpful for both practitioners and students, including participants in APICS and other leading certification programs.

Sample Content

Table of Contents

Preface    xii

Chapter 1  Supply Chain and Shareholder Value    1

Supply Chain and Value    5

Supply Chain Master Plan    9

Cash-Management Cycle    15

Purchase-to-Pay Cycle    16

Manufacturing-to-Revenue Cycle    17

Integrated Perspective    19

Chapter 2  Enabling Business Value    21

Enabling Sales Volume Growth    22

Enabling Customer Experience    24

Enabling Margin Growth    24

Simultaneous Policies    26

Business Value Impact Chart    27

Chapter 3  Enabling Sales Volume Growth    33

Enabling Market-Share Growth    37

Reducing Revenue Cycle    40

Reducing Lost Sales    41

Supporting Marketing and Sales Initiatives    44

Chapter 4  Enabling Customer Experience    47

Improve Customer Perception    54

Manage Cost to Serve    58

Offering Service Packages 61

Chapter 5  Enabling Margin Growth    71

Reducing Cost of Sales    72

Balancing Asset Management    73

Balancing Service Level and Cost Structure    76

Expert Opinion    78

Chapter 6  Applying the SNAR Model    83

Planning Logistics    83

Demand Planning and Forecasting    84

Procurement and Purchase    91

Stock and Inventory Control    93

Production Planning    97

Synchronous Operations    98

Transportation    98

Warehousing    99

Manufacturing    101

Distribution    102

International Logistics    104

Supply Chain Governance    106

Customer Service    106

Supply Chain Projects    108

Information Technology    110

Human Resources    112

Sustainability    113

Business Integration    115

External Supply Chain    117

Chapter 7  Connecting Strategies    121

Supply Chain Risk Management    127

Economic Value Added    131

Sales and Operation Planning    133

Case 1: Medium-Size Multinational Pharmaceutical Company    145

Case 2: Large Multinational Beverage Company    146

Case 3: Large Multinational Pharmaceutical Company    147

Case 4: Large Multinational Pharmaceutical Company    148

Case 5: Large Multinational Food Company    149

Case 6: Large Multinational Brewery    149

Case 7: Large Multinational Chemical Company    151

Case 8: Business Discontinuity    152

Index    155


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