Supply Chain Management 1st Edition - Securing a Superior Global Edge

Quản lý chuỗi cung ứng
Đảm bảo lợi thế toàn cầu vượt trội
Quản lý chuỗi cung ứng: Đảm bảo lợi thế toàn cầu vượt trội áp dụng cách tiếp cận toàn diện, tích hợp để quản lý chuỗi cung ứng bằng cách giải quyết các lĩnh vực cực kỳ quan trọng của toàn cầu hóa, tính bền vững và đạo đức trong mỗi chương. Các tác giả Ray Venkataraman và Ozgun C. Demirag sử dụng nhiều trường hợp và ví dụ thực tế từ lĩnh vực sản xuất và dịch vụ để minh họa cho các chiến lược và công nghệ chuỗi cung ứng đổi mới. Với trọng tâm là ra quyết định và giải quyết vấn đề, Quản lý chuỗi cung ứng cung cấp cho sinh viên những công cụ cần thiết để thành công trong nền kinh tế toàn cầu liên kết và cạnh tranh khốc liệt ngày nay.

Preface
Acknowledgments
About the Authors
Part I: Introduction to Supply Chain Management and Supply Chain Strategy
1| Introduction to Managing Global Supply Chains
Supply Chain Profile: Just Do It: On a Global Scale, How Does Nike Manage Its Supply Chain?
1.1 The Globalization of Business
Drivers of Globalization
Offshoring and Outsourcing
Reshoring
1.2 Global Supply Chains
Supply Chain Management: Lessons Learned: Impact of COVID-19 on Outsourcing and Offshoring Business Practices
What Is Global Supply Chain Management?
1.3 Global Supply Chain Structures and Partners
First-Tier Suppliers
Second-Tier Suppliers
Storage
Wholesalers and Retailers
Final Consumers
Logistics
Examples of Global Supply Chains
Apple’s Supply Chain
1.4 Decisions in Supply Chain Management
1.5 Integrated Supply Chain Management
What Is Supply Chain Integration?
Internal Operations Interfaces in a Product Supply Chain
Internal Operations Interfaces in a Service Supply Chain
1.6 Evolution of Supply Chain Management
1.7 Current and Emerging Issues in Global Supply Chain Management
The Continuous Optimization of Resources
Greater Supply Chain Risks and Supply Chain Restructuring
Role of Technology and Data Analytics
The Need for Resilience in Global Supply Chains and Ways to Achieve It
Sustainability
Chapter Summary
Key Terms
Discussion and Review Questions
Case Study 1.1: Supply Shortage Tests the Resilience of BMW’s Supply Chain
Case Study 1.2: Rising Health Care Costs and the Role of Outsourcing and Offshoring in the U.S. Health Care Sector
Critical Thinking Exercise
2 | Global Supply Chain Strategy
Supply Chain Profil: Intel Uses Technology for Efficient Supply Chain Management
2.1 Levels of Strategic Planning
Corporate Strategy
Business Strategy
Functional Strategies
2.2 Formulating and Evaluating an Operations Strategy
Importance of Aligning Operations Strategy With Business Strategy
Critical Elements of an Operations Strategy
Maintaining the Fit Among the Four Critical Elements of Operations Strategy
Evaluating the Performance of an Operations Strategy
Sustainable Operations Management
2.3 Formulating and Evaluating Service Operations Strategy
Strategic Positioning
Formulating the Service Operations Strategy
Tactical Execution
Continuous Service Improvement
2.4 Supply Chain Strategy for Products and Services
Formulating a Supply Chain Strategy
Supply Chain Management: Lessons Learned: Kmart’s Issues in Market Positioning, Strategy Formulation, and Strategy Alignment Threaten Company’s Survival
Sustainable Supply Chain Strategy
2.5 Global Operations and Supply Chain Strategies
Integrating Operations and Supply Chain Strategies
Risk Management Strategies
2.6 Evaluating the Performance of Supply Chain Strategies
Chapter Summary
Key Terms
Discussion and Review Questions
Case Study 2.1: Supply Chain Transformation at Starbucks: Keeping Pace With the Growth
Case Study 2.2: For Home Depot and Procter & Gamble, It’s Not a Matter of “If” But “When”: Disaster Response Planning for Business Continuity and Competitive Advantage
Critical Thinking Exercise
Part II: Strategic Decisions in Supply Chain Management
3 | Supply Chain Considerations in Product and Service Design
Supply Chain Profil: Ford’s Product Development System Engages Suppliers, Transporters, Technology Partners, and Even Competitors
3.1 Why Businesses Develop New Products and Services
Changing Consumer Needs
Changes in Product Life Cycle Stages
Changes in Technology
Business Growth
3.2 Reasons for New Product Failures
3.3 The New Product Development Process
What Is New Product Development?
New Product Development Framework
Key Concepts in New Product Development
3.4 What Is Global Product Development?
Fundamentals of Global Product Development
Challenges in Global Product Development
3.5 Service Design
Service Design Features
Service Design Activities
Tools and Methods for Service Design
3.6 Supply Chain Issues in New Product Development
Product Life Cycle Stages and Supply Chain Implications
Ensuring Optimal Levels of Product Availability
Role of Supply Chain in the Stage-Gate Model for New Product Development
Designing a “Servitization” Strategy
Supply Chain Management: Lessons Learned: Boeing’s Troubles in Developing the 787 Dreamliner—A Supply Chain Design Perspective
3.7 Supply Chain Collaboration in New Product Development
Early Involvement of Supply Chain Members
Creating a Clear Supply Chain Design
Multistage Quality Testing
Understanding the Operating Processes of Each Supply Chain Member
3.8 Integrating Sustainability in New Product Development
Top Management Support
Focus on Consumer Demand
Supplier Integration
Integrated Networks
Collaborative, Coordinated, Cross-Functional Teams
A Clear Product Vision
3.9 Legal and Ethical Issues in New Product Development
Chapter Summary
Key Terms
Discussion and Review Questions
Case Study 3.1: Collaborate to Innovate? Developing New Products and Services by Collaborating Inside and Outside of the Supply Chain
Case Study 3.2: Sustainability-Driven Product Development in the Fast-Moving Consumer Goods Industry
Critical Thinking Exercise
4 | Process Design and Capacity Planning for Supply Chains
Supply Chain Profil: Adidas Tackles Capacity Issues in the Presence of High-Demand Growth
4.1 Importance of Process Design Decisions
4.2 Process Selection and Its Implications for Supply Chains
In-House Production or Outsourcing
Classifying Manufacturing Processes Based on Degree of Product Customization
Mapping Manufacturing Methods Across Supply Chains
Supply Chain Management: Lessons Learned: From Batch to Continuous: Can the Pharmaceutical Industry Learn From Food Manufacturing?
4.3 Global Issues in Process Design
4.4 Design of Service Processes
Positioning of Service Processes Within the Matrix
Use of Technology to Improve Service Processes
Use of Modularity to Improve Service Processes
Service Process Design–Supply Chain Implications
4.5 Capacity Planning for Goods-Producing Firms
The Strategic Importance of Capacity Decisions
Strategies for Capacity Planning
The Capacity Planning Process
4.6 Capacity Planning for Service-Providing Firms
Factors Influencing Service Capacity
Capacity Planning Process for Services
4.7 Capacity Planning for Supply Chains
Impact of Demand Uncertainty
Impact of Technological Uncertainty
Impact of Supply Uncertainty
A Framework for Strategic Supply Chain Capacity Planning
4.8 Managing Capacity in Global Supply Chains
4.9 Sustainability and Ethical Issues in Process Design and Capacity Planning
Chapter Summary
Key Terms
Discussion and Review Questions
Case Study 4.1: How Did Embraer and Imation Implement Postponement?
Case Study 4.2: UPS and FedEx Are Planning Capacity for Holiday Deliveries: Lessons From the 2013 Fiasco
Critical Thinking Exercise
5 | Supply Chain Network Design
Supply Chain Profil: Opportunities and Challenges in Designing Global Supply Chain Networks: The Experiences of Mercedes-Benz, Crocs, and HP
5.1 Importance of Supply Chain Network Design Decisions
5.2 Factors Affecting Supply Chain Network Design Decisions
Strategic Factors
Technological Factors
Macroeconomic Factors
Political Factors
5.3 Supply Chain Network Design Framework
Stage I: Define Supply Chain Network Design Strategy
Stage II: Determine Regional Network Configuration
Stage III: Determine Alternative Site Locations
Stage IV: Site Location Decisions
5.4 Analytical Models for Network Design Decisions
The Factor Rating Method
Breakeven Analysis
The Center-of-Gravity Method
The Transportation Method
Simulation Models
5.5 Location Strategies for Service Supply Chains
The Geographic Information System Method
5.6 Impact of Globalization on Supply Chain Network Design
Factors Influencing Global Location Choices
Supply Chain Management: Lessons Learned: The COVID-19 Pandemic Has Exposed the Need for a Holistic Supply Chain Redesign
Analytical Models for Designing Global Supply Chain Networks
5.7 Supply Chain Network Design for Omnichannels
What Is an Omnichannel Strategy?
Evolution of an Omnichannel Strategy and Supply Chain Redesign
Supply Chain Management: Lessons Learned: The COVID-19 Pandemic Forces Innovation in Omnichannel Offerings
5.8 Sustainability and Ethical Issues in Supply Chain Network Design
Chapter Summary
Key Terms
Discussion and Review Questions
Solved Problems
Problems
Case Study 5.1: Wine Supply Chain Network Design With Sustainability Considerations
Case Study 5.2: Determining the New Fast-Food Restaurant Location for Always Fresh
Critical Thinking Exercise
5 Supplement | Advanced Models for Network Location and Capacity Allocation
5S.1 What Is Linear Programming?
5S.2 Salient Features of a Linear Programming Problem
5S.3 Network Design Models for Facilities Location: Optimization Models
Network Design Models for Regional Facilities Location (Stage II)
Network Design Models for Locating a Facility Within a Region (Stage III)
Network Design Models for Selecting Sites for Locating Facilities (Stage IV): Optimization Models
The Capacity-Constrained Facility Location Model With Single Sourcing
5S.4 Network Design Decisions Under Conditions of Uncertainty
Decision Tree Methodology
Chapter Summary
Key Terms
Discussion and Review Questions
Solved Problem (Transshipment Model)
Problems
Case Study 5S.1: Configuring the Supply Chain Network: Add Distribution Centers or Not?
Case Study 5S.2: Supply Chain Design Under Exchange Rate and Demand Uncertainty
Critical Thinking Exercise
Part III: Tactical Decisions in Supply Chain Management
6 | Demand Management and Customer Service
Supply Chain Profil: Demand Management Techniques Improve Performance of Health Care Providers
6.1 The Demand Management Process
Factors That Affect Demand Management
6.2 Demand Planning
Long-Term Decisions
Intermediate-Term Decisions
Short-Term Decisions
Importance of Demand Planning
6.3 Demand Forecasting
Collaborative Forecasting
Accelerating the Forecasting Process
Supply Chain Management: Lessons Learned: How Does the Collaborative Planning, Forecasting, and Replenishment Process Work?
6.4 Consumer Demand Management
6.5 Global Demand Management
6.6 Services Demand Management
6.7 Customer Service and Demand Management
The Role of Customer Service in Supply Chains
Customer Service Management
Customer-Focused Supply Chain Management
6.8 Customer Service and Sustainability
Chapter Summary
Key Terms
Discussion and Review Questions
Case Study 6.1: McDonald’s Reinvents Itself Again
Case Study 6.2: Estimating Rural Health Care Demand
Critical Thinking Exercises
7 | Demand Forecasting Methods
Supply Chain Profil: Strong Growth in Image Sensors Demand Is Challenging Sony to Keep Up
7.1 Introduction to Forecasting and Its Applications
7.2 Characteristics of a Good Forecast
Characteristics Related to Accuracy
7.3 Steps in Supply Chain Forecasting
Step 1: Determine the purpose of the forecast.
Step 2: Collect and “clean” historical data.
Step 3: Select an appropriate forecasting technique and generate the demand forecasts.
Step 4: Adjust the forecast with judgmental inputs.
Step 5: Adjust the baseline forecast for marketing promotions.
Step 6: Share the forecast information with suppliers and downstream customers.
Step 7: Generate a “single number” forecast.
Step 8: Monitor the forecast.
7.4 Qualitative Versus Quantitative Forecasting Methods
Qualitative Methods
Quantitative Methods
7.5 Short-Term Time Series Forecasting Methods
Naïve Forecast
Moving Average
Weighted Moving Average
Single Exponential Smoothing
Double Exponential Smoothing
Supply Chain Management: Lessons Learned: Are Historical Data Alone Enough to Generate Good Demand Forecasts?
Techniques for Seasonality
7.6 Medium- to Long-Term Time Series Forecasting Methods
Linear Trend Analysis
Linear Trend Multiplicative Method
Techniques for Evaluating Cyclical Variations
7.7 Causal (Associative) Forecasting Methods
Simple Linear Regression Analysis
Multiple Linear Regression Analysis
7.8 Measuring and Monitoring the Accuracy of Forecasting Methods
Mean Absolute Deviation
Cumulative Sum Error and Bias
Mean Squared Error
Mean Absolute Percentage Error
7.9 Monitoring and Controlling Forecasts
7.10 Ethics in Forecasting
Chapter Summary
Key Terms
Discussion and Review Questions
Solved Problems
Problems
Case Study 7.1: Forecasting Wireless Earphones Demand With Time Series Models
Case Study 7.2: Demographic Information and Monthly Store Sales of a Sporting Goods Chain: Regression Analysis
Critical Thinking Exercises
8 | Sales and Operations Planning
Supply Chain Profil: How Does Procter & Gamble Integrate Demand and Supply Using Sales and Operations Planning?
8.1. What Is Sales and Operations Planning?
Sales and Operations Plan: Inputs and Outputs
8.2. Benefits of Sales and Operations Planning
Increases Supply and Demand Visibility and Synchronization
Improves Revenues, Decreases Costs, and Increases Customer Satisfaction
Improves the Product Lifecycle Management Process
Improves Financial Performance
Fosters Communication Between Departments
8.3 Implementation of the Sales and Operations Planning Process
Data Gathering
Demand Planning
Supply Chain Management: Lessons Learned: Merck Plans to Use Machine Learning Technology to Improve Its Drug Forecasts
Supply Planning
Financial Planning
Pre-S&OP Meeting
Executive S&OP Meeting
Top Down Versus Bottom Up: How Should S&OP Proceed?
8.4 Options for Influencing Demand and Supply in Sales and Operations Planning
Demand-Influencing Options
Supply-Influencing Options
8.5 Sales and Operations Planning Strategies
Level Strategy
Chase Strategy
Mixed Strategy
8.6 Methods for Sales and Operations Planning
Developing a Sales and Operations Plan: Trial-and-Error Method (Graphs and Spreadsheets)
Optimization Techniques
8.7 Sales and Operations Planning in Supply Chains
8.8 Global Sales and Operations Planning
Requirements of Global S&OP
Benefits of Global S&OP
8.9 Sales and Operations Planning in Service Industries
The Use of Capacity-Influencing Options to Match Demand
The Use of Demand-Influencing Options to Match Available Capacity
8.10 Sustainable Sales and Operations Planning—Sales Carbon Operations Planning
Additional Features and Functions of Sales Carbon Operations Planning
Benefits of Sales Carbon Operations Planning
8.11 Ethical Issues in Sales and Operations Planning
Chapter Summary
Key Terms
Discussion and Review Questions
Solved Problem
Problems
Case Study 8.1: Sales and Operations Planning by Considering Alternative Demand Scenarios
Case Study 8.2: Sales and Operations Planning by Considering Promotions and Product Substitution Effects
Critical Thinking Exercise
8 Supplement | Developing a Sales and Operations Plan Using Linear Programming
Supply Chain Profil: Linear Programming–Based Sales and Operations Planning at Vestel Electronics
8S.1 Formulating and Solving Sales and Operations Planning Problems Using Linear Programming
Solving Linear Programming Problems Using Excel
Chapter Summary
Discussion and Review Question
Solved Problems
Problems
Case Study 8S.1: Sales and Operations Planning by Considering Alternative Demand Scenarios—Use of Linear Programming
Critical Thinking Exercise
9 | Supplier Management
Supply Chain Profile: Supplier Management at Walmart: Standards, Performance Monitoring, and Collaboration
9.1 Supplier Management and Its Importance
9.2 Goals of Supplier Management
Ensure Appropriate Resource Quality
Ensure Timely Delivery of Resources
Minimize Costs
Seek Product and Process Innovations
9.3 The Supplier Management Process
9.4 Strategic Sourcing
Analyze Spending Patterns
Evaluate the Supplier Market
Develop a Sourcing Strategy
Identify Potential Suppliers
Select Suppliers
Implement Decisions
9.5 Purchasing
E-Procurement
9.6 Supplier Performance Management
Developing Supplier Performance Metrics and Supplier Scorecards
9.7 Supplier Risk Management
9.8 Supplier Information Management
9.9 Supplier Relationship Management
9.10 Supplier Phaseout
Supply Chain Management: Lessons Learned: Supplier Management During the COVID-19 Crisis
9.11 Managing Service Providers
Sourcing Service Providers
Service Acquisition and Contracting
Service Provider Performance Management
Service Provider Risk Management
Service Provider Information Management
Service Provider Relationship Management
9.12 Global Supplier Management
9.13 Legal, Ethical, and Sustainability Issues in Supplier Management
Chapter Summary
Key Terms
Discussion and Review Questions
Solved Problems
Problems
Case Study 9.1: Spend Analysis at CertQuality, Inc.
Case Study 9.2: Ford–Firestone Close Cooperation Comes to an End After Tire Recall
Critical Thinking Exercise
10 | Logistics Management
Supply Chain Profil: Containers and Seaborne Container Shipping: Essential Components of Global Logistics
10.1 Integrated Logistics Management
10.2 Order Fulfillment
10.3 Transportation Management
Importance of Transportation
Impact of Transportation on Supply Chain Performance
Impact of Transportation on an Inpidual Firm’s Operations
Key Participants in Transportation Management
Transportation Modes and Performance Features
Transportation Network Design Options
Supply Chain Management: Lessons Learned: Lenovo Adapts Its Global Logistics Network in Response to the COVID-19 Pandemic
Trade-Offs in Transportation Management
Transportation Performance Metrics
Transportation Management System
Final Mile Logistics Management
10.4 Packaging
Packaging Factors
Packaging Types
Package Labeling
10.5 Materials Handling
10.6 Warehousing Management
Warehouse Functions
Warehouse Types
10.7 Inventory Management
10.8 Facilities Network Design
10.9 Global Logistics
Political Factors
Economic Factors
Cultural Factors
Distance
International Documentation
Security
Global Channel Intermediaries
International Transportation Modes
Other Features of Global Logistics
10.10 Omnichannel Logistics
10.11 Logistics Outsourcing
10.12 Logistics in the Service Sector
10.13 Ethical and Sustainability Issues in Logistics Management
Packaging
Consolidating Facilities
Using a Mixture of Transportation Modes and Optimizing Transportation Routes
Managing Capacity
Chapter Summary
Key Terms
Discussion and Review Questions
Case Study 10.1: PepsiCo Sees Value in Direct Store Delivery, Nestlé Switches to a Warehouse Model
Case Study 10.2: The Rise of Digital Freight Matching and Its Effects on Freight Brokerage Services
Critical Thinking Exercise
Part IV: Operational Decisions in Supply Chain Management
11 | Lean Operations and Supply Chains
Supply Chain Profil: Lean Meets With Green in Tesco’s Supply Chain
11.1 Introduction to Lean Operations
11.2 The Philosophy of Lean Systems
11.3 Elements of Lean Systems
Workflow and Throughput
Push Systems and Pull Systems
Focused Factories
Value Stream Mapping
Quality and Lean Systems
Lean Six Sigma
Quality at the Source
Plant Layouts That Balance Workflow
Stable Schedules
Faster Setup Times
Group Technology
Kanban Systems
Reduced Inventory
Improved Product Designs
Supply Chain Management: Lessons Learned: Is Lean the Culprit for Inventory Shortages During the Covid-19 Pandemic?
11.4 Lean Services
Supply Chain Profil: Applying Lean Solutions in Health Care: The Experiences of Four U.S. Hospitals
11.5 Lean Supply Chains
Characteristics of a Lean Supply Chain
Full Collaboration Among the Supply Chain’s Partners
Transparent Information
Lean Logistics
Performance Measurement and Continuous Improvement
11.6 Lean Versus Agile Supply Chains
11.7 Lean Global Supply Chains
11.8 Sustainability Issues in Lean Operations and Supply Chains
Chapter Summary
Key Terms
Discussion and Review Questions
Solved Problem
Problems
Case Study 11.1: General Electric’s Lean Journey in the Age of Digital Transformation
Case Study 11.2: Which Strategy Best Supports Long Global Supply Chains Under Disruptions Risk—Lean, Agile, or Both?
Critical Thinking Exercises
Appendix 11.1: Steps for Developing a Value Stream Map
Appendix 11.2: Value Stream Mapping Symbols
12 | Inventory Management in Supply Chains
Supply Chain Profil: How Did John Deere Reduce Inventory in Its Supply Chain? Supply Chain Restructuring With a Focus on Production and Distribution
12.1 The Importance of Inventory
12.2 Types of Inventory
12.3 Inventory Costs
Purchase Costs and Ordering Costs
Setup Costs
Holding or Carrying Costs
Stockout Costs
12.4 The Role of Inventory in Supply Chains
Meeting Expected Normal Demand
Protecting Against Shortages
Supply Chain Management: Lessons Learned: Causes of Inventory Shortages of Disinfectant Wipes During the COVID-19 Pandemic
Receiving Quantity Discounts
Guarding Against Future Price Increases
Meeting Sales Increases Caused by Seasonal Demand and Sales Promotions
Reducing Transportation Costs and Transit Times
Smoothing Out Production Fluctuations
Facilitating Decoupling of Processes
12.5 Inventory Management Performance Metrics
Backorders and Lost Sales
Inventory Turnover
Order Fulfillment Lead Time
Fill Rate
Days of Inventory in Stock
Inventory Accuracy Rate
Industry Benchmarking
12.6 Key Features of Effective Inventory Management Systems
Demand Forecasts, Lead Times, and Inventory-Related Cost Information
Inventory Classification: The ABC Method
Inventory Control Systems
12.7 The Impact of Uncertainty on Supply Chain Inventories: The Bullwhip Effect
Causes of the Bullwhip Effect
Strategies for Mitigating the Bullwhip Effect
12.8 Centralized Versus Decentralized Inventory Management
12.9 Omnichannel Inventory Management
12.10 Global Inventory Management
12.11 Service Sector Inventory Management
12.12 Ethical and Sustainability Issues in Inventory Management
Applying Lean Principles to Inventory Management
Including Sustainability in the Inventory Classification Scheme
Using Environmentally Friendly Materials in Product Development and Manufacturing Activities
Using State-of-the-Art Technology
Chapter Summary
Key Terms
Discussion and Review Questions
Solved Problems
Problems
Case Study 12.1: The Bullwhip Effect During an Economic Downturn and Recovery—Caterpillar’s Experience
Case Study 12.2: H&M’s Inventory Woes Bring Attention to Retailers’ Management of Excess Inventory
Critical Thinking Exercise
13 | Inventory Control Models for Supply Chains
Supply Chain Profil: How Does General Motors Decide New Vehicle Inventory?
13.1 How Much to Order: Continuous Review Systems
13.2 Basic Economic Order Quantity Model
13.3 Economic Production Quantity Model
13.4 EOQ Model With Quantity Discounts
All-Units Quantity Discount Model
Supply Chain Management: Lesson Learned: Inventory Control System Improves Kroger’s Pharmacy Operations
13.5 When to Order: Reorder Point for Continuous Review Systems (EOQ Model)
Reorder Point Model for Constant Demand and Constant Lead Time
Reorder Point Model for Variable Demand and Constant Lead Time
Reorder Point Model for Constant Demand and Variable Lead Time
Reorder Point Model for Variable Demand and Variable Lead Time
13.6 How Much to Order: Periodic Review Systems
13.7 How Much to Order: Single-Period Inventory Systems
Chapter Summary
Key Terms
Discussion and Review Questions
Solved Problems
Problems
Case Study 13.1: Managing the Inventory of Automotive Parts and Accessories at a Retail Store
Critical Thinking Exercises
13 Supplement | Advanced Inventory Control Models for Supply Chains
Supply Chain Profil: Inventory Management in Procter & Gamble’s Multistage Supply Chains
13S.1 Advanced EOQ Models for Supply Chains
EOQ Models for Multiple Products
Marginal-Unit Quantity Discount Model
Order Quantity Model to Improve Supply Chain Coordination
EOQ Model With Discounted Freight Rates and In-Transit Carrying Costs
13S.2 Advanced Reorder Point Models
Reorder Point Models With Fill Rate Service Performance
Reorder Point Model for Multiechelon Inventory Systems
13S.3 Inventory Risk Pooling
Chapter Summary
Discussion and Review Questions
Solved Problems
Problems
Case Study 13S.1: Improving Service Levels and Reducing Inventory Costs at an Outdoor Sporting Goods Supply Chain
Critical Thinking Exercise
Part V: Cross-Functional and Integrative Decisions in Supply Chain Management
14 | Pricing and Revenue Management in Supply Chains
Supply Chain Profil: Applications of Pricing and Revenue Management at Marriott International and National Car Rental
14.1 Pricing Strategies for Supply Chain Management
Group Pricing
Channel Pricing
Regional Pricing
Time-Based Differentiation
Product Versioning
Coupons and Rebates
14.2 The Concept of Revenue Management
14.3 Pricing and Revenue Management Techniques for Multiple Customer Segments
Differential Pricing Strategy and Capacity Allocation Under Demand Uncertainty
Supply Chain Management: Lessons Learned: Pricing and Revenue Management Best Practices for the COVID-19 Pandemic and Postpandemic World
14.4 Pricing and Revenue Management Techniques for Bulk and Spot Customers
14.5 Pricing and Revenue Management Approaches for Perishable Assets
Dynamic Pricing
Overbooking
14.6 Pricing and Revenue Management Approaches for Products With Seasonal Demand
14.7 Global Pricing Strategies
Challenges of Global Pricing and How to Address Them
14.8 Revenue Management in the Service Sector
Supply Chain Management: Lessons Learned: The Effect of the COVID-19 Pandemic: How Should Banks Adjust Their Approach to Pricing and Revenue Management?
14.9 Ethical and Sustainability Issues in Revenue Management
Chapter Summary
Key Terms
Discussion and Review Questions
Solved Problems
Problems
Case Study 14.1: Dynamic Pricing at Amazon: Can Other Retailers Follow Suit? Should They?
Case Study 14.2: A Sea Cargo Carrier Shifts From Overbooking to Two-Segment Pricing
Critical Thinking Exercise
15 The Role of Technology in Supply Chain Management
Supply Chain Profil: Technology Helps the Pharmaceutical Global Supply Chain to Meet Tomorrow’s Challenges
15.1 A Supply Chain Technologies Framework
Core Supply Chain Business Technologies
Advanced Supply Chain Management Technologies
Networking Supply Chain Management Technologies
Customer Relationship Management
15.2 Emerging Technologies Impacting Supply Chains
Internet of Things
Blockchain Technology
Artificial Intelligence
Big Data Analytics
Autonomous Vehicles/Trucks
Augmented Reality
15.3 Supply Chain Information Technology
15.4 Supply Chain Optimization
Phases of Supply Chain Optimization
15.5 Supply Chain Finance
15.6 Supply Chain Risk Management
Step 1: Identify and document risks.
Step 2: Develop a supply chain risk management framework.
Step 3: Monitor risk.
Step 4: Establish a mechanism for a periodic review of supply chain risks.
Unknown Risks
Use of Technology to Manage Risk
Supply Chain Management: Lessons Learned: COVID-19 Pandemic Accelerates Technology Adoption for Supply Chain Risk Management
15.7 Impact of Technologies on Global Supply Chains
15.8 Impact of Technologies on Service Supply Chains
15.9 The Role of Technology in Achieving Ethical and Sustainable Supply Chains
Chapter Summary
Key Terms
Discussion and Review Questions
Case Study 15.1: Whole Foods Revamps Its Supply Chain With Cloud-Based Data Analytics Solutions
Case Study 15.2: Technology and Software Partnerships Drive Digital Transformation in Supply Chains
Critical Thinking Exercise
Appendix: Tables
Glossary
Notes
Name Index
Subject Index