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

PrefaceAcknowledgmentsAbout the AuthorsPart I: Introduction to Supply Chain Management and Supply Chain Strategy1| Introduction to Managing Global Supply ChainsSupply Chain Profile: Just Do It: On a Global Scale, How Does Nike Manage Its Supply Chain?1.1 The Globalization of BusinessDrivers of GlobalizationOffshoring and OutsourcingReshoring1.2 Global Supply ChainsSupply Chain Management: Lessons Learned: Impact of COVID-19 on Outsourcing and Offshoring Business PracticesWhat Is Global Supply Chain Management?1.3 Global Supply Chain Structures and PartnersFirst-Tier SuppliersSecond-Tier SuppliersStorageWholesalers and RetailersFinal ConsumersLogisticsExamples of Global Supply ChainsApple’s Supply Chain1.4 Decisions in Supply Chain Management1.5 Integrated Supply Chain ManagementWhat Is Supply Chain Integration?Internal Operations Interfaces in a Product Supply ChainInternal Operations Interfaces in a Service Supply Chain1.6 Evolution of Supply Chain Management1.7 Current and Emerging Issues in Global Supply Chain ManagementThe Continuous Optimization of ResourcesGreater Supply Chain Risks and Supply Chain RestructuringRole of Technology and Data AnalyticsThe Need for Resilience in Global Supply Chains and Ways to Achieve ItSustainabilityChapter SummaryKey TermsDiscussion and Review QuestionsCase Study 1.1: Supply Shortage Tests the Resilience of BMW’s Supply ChainCase Study 1.2: Rising Health Care Costs and the Role of Outsourcing and Offshoring in the U.S. Health Care SectorCritical Thinking Exercise2 | Global Supply Chain StrategySupply Chain Profil: Intel Uses Technology for Efficient Supply Chain Management2.1 Levels of Strategic PlanningCorporate StrategyBusiness StrategyFunctional Strategies2.2 Formulating and Evaluating an Operations StrategyImportance of Aligning Operations Strategy With Business StrategyCritical Elements of an Operations StrategyMaintaining the Fit Among the Four Critical Elements of Operations StrategyEvaluating the Performance of an Operations StrategySustainable Operations Management2.3 Formulating and Evaluating Service Operations StrategyStrategic PositioningFormulating the Service Operations StrategyTactical ExecutionContinuous Service Improvement2.4 Supply Chain Strategy for Products and ServicesFormulating a Supply Chain StrategySupply Chain Management: Lessons Learned: Kmart’s Issues in Market Positioning, Strategy Formulation, and Strategy Alignment Threaten Company’s SurvivalSustainable Supply Chain Strategy2.5 Global Operations and Supply Chain StrategiesIntegrating Operations and Supply Chain StrategiesRisk Management Strategies2.6 Evaluating the Performance of Supply Chain StrategiesChapter SummaryKey TermsDiscussion and Review QuestionsCase Study 2.1: Supply Chain Transformation at Starbucks: Keeping Pace With the GrowthCase 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 AdvantageCritical Thinking ExercisePart II: Strategic Decisions in Supply Chain Management3 | Supply Chain Considerations in Product and Service DesignSupply Chain Profil: Ford’s Product Development System Engages Suppliers, Transporters, Technology Partners, and Even Competitors3.1 Why Businesses Develop New Products and ServicesChanging Consumer NeedsChanges in Product Life Cycle StagesChanges in TechnologyBusiness Growth3.2 Reasons for New Product Failures3.3 The New Product Development ProcessWhat Is New Product Development?New Product Development FrameworkKey Concepts in New Product Development3.4 What Is Global Product Development?Fundamentals of Global Product DevelopmentChallenges in Global Product Development3.5 Service DesignService Design FeaturesService Design ActivitiesTools and Methods for Service Design3.6 Supply Chain Issues in New Product DevelopmentProduct Life Cycle Stages and Supply Chain ImplicationsEnsuring Optimal Levels of Product AvailabilityRole of Supply Chain in the Stage-Gate Model for New Product DevelopmentDesigning a “Servitization” StrategySupply Chain Management: Lessons Learned: Boeing’s Troubles in Developing the 787 Dreamliner—A Supply Chain Design Perspective3.7 Supply Chain Collaboration in New Product DevelopmentEarly Involvement of Supply Chain MembersCreating a Clear Supply Chain DesignMultistage Quality TestingUnderstanding the Operating Processes of Each Supply Chain Member3.8 Integrating Sustainability in New Product DevelopmentTop Management SupportFocus on Consumer DemandSupplier IntegrationIntegrated NetworksCollaborative, Coordinated, Cross-Functional TeamsA Clear Product Vision3.9 Legal and Ethical Issues in New Product DevelopmentChapter SummaryKey TermsDiscussion and Review QuestionsCase Study 3.1: Collaborate to Innovate? Developing New Products and Services by Collaborating Inside and Outside of the Supply ChainCase Study 3.2: Sustainability-Driven Product Development in the Fast-Moving Consumer Goods IndustryCritical Thinking Exercise4 | Process Design and Capacity Planning for Supply ChainsSupply Chain Profil: Adidas Tackles Capacity Issues in the Presence of High-Demand Growth4.1 Importance of Process Design Decisions4.2 Process Selection and Its Implications for Supply ChainsIn-House Production or OutsourcingClassifying Manufacturing Processes Based on Degree of Product CustomizationMapping Manufacturing Methods Across Supply ChainsSupply Chain Management: Lessons Learned: From Batch to Continuous: Can the Pharmaceutical Industry Learn From Food Manufacturing?4.3 Global Issues in Process Design4.4 Design of Service ProcessesPositioning of Service Processes Within the MatrixUse of Technology to Improve Service ProcessesUse of Modularity to Improve Service ProcessesService Process Design–Supply Chain Implications4.5 Capacity Planning for Goods-Producing FirmsThe Strategic Importance of Capacity DecisionsStrategies for Capacity PlanningThe Capacity Planning Process4.6 Capacity Planning for Service-Providing FirmsFactors Influencing Service CapacityCapacity Planning Process for Services4.7 Capacity Planning for Supply ChainsImpact of Demand UncertaintyImpact of Technological UncertaintyImpact of Supply UncertaintyA Framework for Strategic Supply Chain Capacity Planning4.8 Managing Capacity in Global Supply Chains4.9 Sustainability and Ethical Issues in Process Design and Capacity PlanningChapter SummaryKey TermsDiscussion and Review QuestionsCase 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 FiascoCritical Thinking Exercise5 | Supply Chain Network DesignSupply Chain Profil: Opportunities and Challenges in Designing Global Supply Chain Networks: The Experiences of Mercedes-Benz, Crocs, and HP5.1 Importance of Supply Chain Network Design Decisions5.2 Factors Affecting Supply Chain Network Design DecisionsStrategic FactorsTechnological FactorsMacroeconomic FactorsPolitical Factors5.3 Supply Chain Network Design FrameworkStage I: Define Supply Chain Network Design StrategyStage II: Determine Regional Network ConfigurationStage III: Determine Alternative Site LocationsStage IV: Site Location Decisions5.4 Analytical Models for Network Design DecisionsThe Factor Rating MethodBreakeven AnalysisThe Center-of-Gravity MethodThe Transportation MethodSimulation Models5.5 Location Strategies for Service Supply ChainsThe Geographic Information System Method5.6 Impact of Globalization on Supply Chain Network DesignFactors Influencing Global Location ChoicesSupply Chain Management: Lessons Learned: The COVID-19 Pandemic Has Exposed the Need for a Holistic Supply Chain RedesignAnalytical Models for Designing Global Supply Chain Networks5.7 Supply Chain Network Design for OmnichannelsWhat Is an Omnichannel Strategy?Evolution of an Omnichannel Strategy and Supply Chain RedesignSupply Chain Management: Lessons Learned: The COVID-19 Pandemic Forces Innovation in Omnichannel Offerings5.8 Sustainability and Ethical Issues in Supply Chain Network DesignChapter SummaryKey TermsDiscussion and Review QuestionsSolved ProblemsProblemsCase Study 5.1: Wine Supply Chain Network Design With Sustainability ConsiderationsCase Study 5.2: Determining the New Fast-Food Restaurant Location for Always FreshCritical Thinking Exercise5 Supplement | Advanced Models for Network Location and Capacity Allocation5S.1 What Is Linear Programming?5S.2 Salient Features of a Linear Programming Problem5S.3 Network Design Models for Facilities Location: Optimization ModelsNetwork 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 ModelsThe Capacity-Constrained Facility Location Model With Single Sourcing5S.4 Network Design Decisions Under Conditions of UncertaintyDecision Tree MethodologyChapter SummaryKey TermsDiscussion and Review QuestionsSolved Problem (Transshipment Model)ProblemsCase 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 UncertaintyCritical Thinking ExercisePart III: Tactical Decisions in Supply Chain Management6 | Demand Management and Customer ServiceSupply Chain Profil: Demand Management Techniques Improve Performance of Health Care Providers6.1 The Demand Management ProcessFactors That Affect Demand Management6.2 Demand PlanningLong-Term DecisionsIntermediate-Term DecisionsShort-Term DecisionsImportance of Demand Planning6.3 Demand ForecastingCollaborative ForecastingAccelerating the Forecasting ProcessSupply Chain Management: Lessons Learned: How Does the Collaborative Planning, Forecasting, and Replenishment Process Work?6.4 Consumer Demand Management6.5 Global Demand Management6.6 Services Demand Management6.7 Customer Service and Demand ManagementThe Role of Customer Service in Supply ChainsCustomer Service ManagementCustomer-Focused Supply Chain Management6.8 Customer Service and SustainabilityChapter SummaryKey TermsDiscussion and Review QuestionsCase Study 6.1: McDonald’s Reinvents Itself AgainCase Study 6.2: Estimating Rural Health Care DemandCritical Thinking Exercises7 | Demand Forecasting MethodsSupply Chain Profil: Strong Growth in Image Sensors Demand Is Challenging Sony to Keep Up7.1 Introduction to Forecasting and Its Applications7.2 Characteristics of a Good ForecastCharacteristics Related to Accuracy7.3 Steps in Supply Chain ForecastingStep 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 MethodsQualitative MethodsQuantitative Methods7.5 Short-Term Time Series Forecasting MethodsNaïve ForecastMoving AverageWeighted Moving AverageSingle Exponential SmoothingDouble Exponential SmoothingSupply Chain Management: Lessons Learned: Are Historical Data Alone Enough to Generate Good Demand Forecasts?Techniques for Seasonality7.6 Medium- to Long-Term Time Series Forecasting MethodsLinear Trend AnalysisLinear Trend Multiplicative MethodTechniques for Evaluating Cyclical Variations7.7 Causal (Associative) Forecasting MethodsSimple Linear Regression AnalysisMultiple Linear Regression Analysis7.8 Measuring and Monitoring the Accuracy of Forecasting MethodsMean Absolute DeviationCumulative Sum Error and BiasMean Squared ErrorMean Absolute Percentage Error7.9 Monitoring and Controlling Forecasts7.10 Ethics in ForecastingChapter SummaryKey TermsDiscussion and Review QuestionsSolved ProblemsProblemsCase Study 7.1: Forecasting Wireless Earphones Demand With Time Series ModelsCase Study 7.2: Demographic Information and Monthly Store Sales of a Sporting Goods Chain: Regression AnalysisCritical Thinking Exercises8 | Sales and Operations PlanningSupply 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 Outputs8.2. Benefits of Sales and Operations PlanningIncreases Supply and Demand Visibility and SynchronizationImproves Revenues, Decreases Costs, and Increases Customer SatisfactionImproves the Product Lifecycle Management ProcessImproves Financial PerformanceFosters Communication Between Departments8.3 Implementation of the Sales and Operations Planning ProcessData GatheringDemand PlanningSupply Chain Management: Lessons Learned: Merck Plans to Use Machine Learning Technology to Improve Its Drug ForecastsSupply PlanningFinancial PlanningPre-S&OP MeetingExecutive S&OP MeetingTop Down Versus Bottom Up: How Should S&OP Proceed?8.4 Options for Influencing Demand and Supply in Sales and Operations PlanningDemand-Influencing OptionsSupply-Influencing Options8.5 Sales and Operations Planning StrategiesLevel StrategyChase StrategyMixed Strategy8.6 Methods for Sales and Operations PlanningDeveloping a Sales and Operations Plan: Trial-and-Error Method (Graphs and Spreadsheets)Optimization Techniques8.7 Sales and Operations Planning in Supply Chains8.8 Global Sales and Operations PlanningRequirements of Global S&OPBenefits of Global S&OP8.9 Sales and Operations Planning in Service IndustriesThe Use of Capacity-Influencing Options to Match DemandThe Use of Demand-Influencing Options to Match Available Capacity8.10 Sustainable Sales and Operations Planning—Sales Carbon Operations PlanningAdditional Features and Functions of Sales Carbon Operations PlanningBenefits of Sales Carbon Operations Planning8.11 Ethical Issues in Sales and Operations PlanningChapter SummaryKey TermsDiscussion and Review QuestionsSolved ProblemProblemsCase Study 8.1: Sales and Operations Planning by Considering Alternative Demand ScenariosCase Study 8.2: Sales and Operations Planning by Considering Promotions and Product Substitution EffectsCritical Thinking Exercise8 Supplement | Developing a Sales and Operations Plan Using Linear ProgrammingSupply Chain Profil: Linear Programming–Based Sales and Operations Planning at Vestel Electronics8S.1 Formulating and Solving Sales and Operations Planning Problems Using Linear ProgrammingSolving Linear Programming Problems Using ExcelChapter SummaryDiscussion and Review QuestionSolved ProblemsProblemsCase Study 8S.1: Sales and Operations Planning by Considering Alternative Demand Scenarios—Use of Linear ProgrammingCritical Thinking Exercise9 | Supplier ManagementSupply Chain Profile: Supplier Management at Walmart: Standards, Performance Monitoring, and Collaboration9.1 Supplier Management and Its Importance9.2 Goals of Supplier ManagementEnsure Appropriate Resource QualityEnsure Timely Delivery of ResourcesMinimize CostsSeek Product and Process Innovations9.3 The Supplier Management Process9.4 Strategic SourcingAnalyze Spending PatternsEvaluate the Supplier MarketDevelop a Sourcing StrategyIdentify Potential SuppliersSelect SuppliersImplement Decisions9.5 PurchasingE-Procurement9.6 Supplier Performance ManagementDeveloping Supplier Performance Metrics and Supplier Scorecards9.7 Supplier Risk Management9.8 Supplier Information Management9.9 Supplier Relationship Management9.10 Supplier PhaseoutSupply Chain Management: Lessons Learned: Supplier Management During the COVID-19 Crisis9.11 Managing Service ProvidersSourcing Service ProvidersService Acquisition and ContractingService Provider Performance ManagementService Provider Risk ManagementService Provider Information ManagementService Provider Relationship Management9.12 Global Supplier Management9.13 Legal, Ethical, and Sustainability Issues in Supplier ManagementChapter SummaryKey TermsDiscussion and Review QuestionsSolved ProblemsProblemsCase Study 9.1: Spend Analysis at CertQuality, Inc.Case Study 9.2: Ford–Firestone Close Cooperation Comes to an End After Tire RecallCritical Thinking Exercise10 | Logistics ManagementSupply Chain Profil: Containers and Seaborne Container Shipping: Essential Components of Global Logistics10.1 Integrated Logistics Management10.2 Order Fulfillment10.3 Transportation ManagementImportance of TransportationImpact of Transportation on Supply Chain PerformanceImpact of Transportation on an Individual Firm’s OperationsKey Participants in Transportation ManagementTransportation Modes and Performance FeaturesTransportation Network Design OptionsSupply Chain Management: Lessons Learned: Lenovo Adapts Its Global Logistics Network in Response to the COVID-19 PandemicTrade-Offs in Transportation ManagementTransportation Performance MetricsTransportation Management SystemFinal Mile Logistics Management10.4 PackagingPackaging FactorsPackaging TypesPackage Labeling10.5 Materials Handling10.6 Warehousing ManagementWarehouse FunctionsWarehouse Types10.7 Inventory Management10.8 Facilities Network Design10.9 Global LogisticsPolitical FactorsEconomic FactorsCultural FactorsDistanceInternational DocumentationSecurityGlobal Channel IntermediariesInternational Transportation ModesOther Features of Global Logistics10.10 Omnichannel Logistics10.11 Logistics Outsourcing10.12 Logistics in the Service Sector10.13 Ethical and Sustainability Issues in Logistics ManagementPackagingConsolidating FacilitiesUsing a Mixture of Transportation Modes and Optimizing Transportation RoutesManaging CapacityChapter SummaryKey TermsDiscussion and Review QuestionsCase Study 10.1: PepsiCo Sees Value in Direct Store Delivery, Nestlé Switches to a Warehouse ModelCase Study 10.2: The Rise of Digital Freight Matching and Its Effects on Freight Brokerage ServicesCritical Thinking ExercisePart IV: Operational Decisions in Supply Chain Management11 | Lean Operations and Supply ChainsSupply Chain Profil: Lean Meets With Green in Tesco’s Supply Chain11.1 Introduction to Lean Operations11.2 The Philosophy of Lean Systems11.3 Elements of Lean SystemsWorkflow and ThroughputPush Systems and Pull SystemsFocused FactoriesValue Stream MappingQuality and Lean SystemsLean Six SigmaQuality at the SourcePlant Layouts That Balance WorkflowStable SchedulesFaster Setup TimesGroup TechnologyKanban SystemsReduced InventoryImproved Product DesignsSupply Chain Management: Lessons Learned: Is Lean the Culprit for Inventory Shortages During the Covid-19 Pandemic?11.4 Lean ServicesSupply Chain Profil: Applying Lean Solutions in Health Care: The Experiences of Four U.S. Hospitals11.5 Lean Supply ChainsCharacteristics of a Lean Supply ChainFull Collaboration Among the Supply Chain’s PartnersTransparent InformationLean LogisticsPerformance Measurement and Continuous Improvement11.6 Lean Versus Agile Supply Chains11.7 Lean Global Supply Chains11.8 Sustainability Issues in Lean Operations and Supply ChainsChapter SummaryKey TermsDiscussion and Review QuestionsSolved ProblemProblemsCase Study 11.1: General Electric’s Lean Journey in the Age of Digital TransformationCase Study 11.2: Which Strategy Best Supports Long Global Supply Chains Under Disruptions Risk—Lean, Agile, or Both?Critical Thinking ExercisesAppendix 11.1: Steps for Developing a Value Stream MapAppendix 11.2: Value Stream Mapping Symbols12 | Inventory Management in Supply ChainsSupply Chain Profil: How Did John Deere Reduce Inventory in Its Supply Chain? Supply Chain Restructuring With a Focus on Production and Distribution12.1 The Importance of Inventory12.2 Types of Inventory12.3 Inventory CostsPurchase Costs and Ordering CostsSetup CostsHolding or Carrying CostsStockout Costs12.4 The Role of Inventory in Supply ChainsMeeting Expected Normal DemandProtecting Against ShortagesSupply Chain Management: Lessons Learned: Causes of Inventory Shortages of Disinfectant Wipes During the COVID-19 PandemicReceiving Quantity DiscountsGuarding Against Future Price IncreasesMeeting Sales Increases Caused by Seasonal Demand and Sales PromotionsReducing Transportation Costs and Transit TimesSmoothing Out Production FluctuationsFacilitating Decoupling of Processes12.5 Inventory Management Performance MetricsBackorders and Lost SalesInventory TurnoverOrder Fulfillment Lead TimeFill RateDays of Inventory in StockInventory Accuracy RateIndustry Benchmarking12.6 Key Features of Effective Inventory Management SystemsDemand Forecasts, Lead Times, and Inventory-Related Cost InformationInventory Classification: The ABC MethodInventory Control Systems12.7 The Impact of Uncertainty on Supply Chain Inventories: The Bullwhip EffectCauses of the Bullwhip EffectStrategies for Mitigating the Bullwhip Effect12.8 Centralized Versus Decentralized Inventory Management12.9 Omnichannel Inventory Management12.10 Global Inventory Management12.11 Service Sector Inventory Management12.12 Ethical and Sustainability Issues in Inventory ManagementApplying Lean Principles to Inventory ManagementIncluding Sustainability in the Inventory Classification SchemeUsing Environmentally Friendly Materials in Product Development and Manufacturing ActivitiesUsing State-of-the-Art TechnologyChapter SummaryKey TermsDiscussion and Review QuestionsSolved ProblemsProblemsCase Study 12.1: The Bullwhip Effect During an Economic Downturn and Recovery—Caterpillar’s ExperienceCase Study 12.2: H&M’s Inventory Woes Bring Attention to Retailers’ Management of Excess InventoryCritical Thinking Exercise13 | Inventory Control Models for Supply ChainsSupply Chain Profil: How Does General Motors Decide New Vehicle Inventory?13.1 How Much to Order: Continuous Review Systems13.2 Basic Economic Order Quantity Model13.3 Economic Production Quantity Model13.4 EOQ Model With Quantity DiscountsAll-Units Quantity Discount ModelSupply Chain Management: Lesson Learned: Inventory Control System Improves Kroger’s Pharmacy Operations13.5 When to Order: Reorder Point for Continuous Review Systems (EOQ Model)Reorder Point Model for Constant Demand and Constant Lead TimeReorder Point Model for Variable Demand and Constant Lead TimeReorder Point Model for Constant Demand and Variable Lead TimeReorder Point Model for Variable Demand and Variable Lead Time13.6 How Much to Order: Periodic Review Systems13.7 How Much to Order: Single-Period Inventory SystemsChapter SummaryKey TermsDiscussion and Review QuestionsSolved ProblemsProblemsCase Study 13.1: Managing the Inventory of Automotive Parts and Accessories at a Retail StoreCritical Thinking Exercises13 Supplement | Advanced Inventory Control Models for Supply ChainsSupply Chain Profil: Inventory Management in Procter & Gamble’s Multistage Supply Chains13S.1 Advanced EOQ Models for Supply ChainsEOQ Models for Multiple ProductsMarginal-Unit Quantity Discount ModelOrder Quantity Model to Improve Supply Chain CoordinationEOQ Model With Discounted Freight Rates and In-Transit Carrying Costs13S.2 Advanced Reorder Point ModelsReorder Point Models With Fill Rate Service PerformanceReorder Point Model for Multiechelon Inventory Systems13S.3 Inventory Risk PoolingChapter SummaryDiscussion and Review QuestionsSolved ProblemsProblemsCase Study 13S.1: Improving Service Levels and Reducing Inventory Costs at an Outdoor Sporting Goods Supply ChainCritical Thinking ExercisePart V: Cross-Functional and Integrative Decisions in Supply Chain Management14 | Pricing and Revenue Management in Supply ChainsSupply Chain Profil: Applications of Pricing and Revenue Management at Marriott International and National Car Rental14.1 Pricing Strategies for Supply Chain ManagementGroup PricingChannel PricingRegional PricingTime-Based DifferentiationProduct VersioningCoupons and Rebates14.2 The Concept of Revenue Management14.3 Pricing and Revenue Management Techniques for Multiple Customer SegmentsDifferential Pricing Strategy and Capacity Allocation Under Demand UncertaintySupply Chain Management: Lessons Learned: Pricing and Revenue Management Best Practices for the COVID-19 Pandemic and Postpandemic World14.4 Pricing and Revenue Management Techniques for Bulk and Spot Customers14.5 Pricing and Revenue Management Approaches for Perishable AssetsDynamic PricingOverbooking14.6 Pricing and Revenue Management Approaches for Products With Seasonal Demand14.7 Global Pricing StrategiesChallenges of Global Pricing and How to Address Them14.8 Revenue Management in the Service SectorSupply 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 ManagementChapter SummaryKey TermsDiscussion and Review QuestionsSolved ProblemsProblemsCase 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 PricingCritical Thinking Exercise15 The Role of Technology in Supply Chain ManagementSupply Chain Profil: Technology Helps the Pharmaceutical Global Supply Chain to Meet Tomorrow’s Challenges15.1 A Supply Chain Technologies FrameworkCore Supply Chain Business TechnologiesAdvanced Supply Chain Management TechnologiesNetworking Supply Chain Management TechnologiesCustomer Relationship Management15.2 Emerging Technologies Impacting Supply ChainsInternet of ThingsBlockchain TechnologyArtificial IntelligenceBig Data AnalyticsAutonomous Vehicles/TrucksAugmented Reality15.3 Supply Chain Information Technology15.4 Supply Chain OptimizationPhases of Supply Chain Optimization15.5 Supply Chain Finance15.6 Supply Chain Risk ManagementStep 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 RisksUse of Technology to Manage RiskSupply Chain Management: Lessons Learned: COVID-19 Pandemic Accelerates Technology Adoption for Supply Chain Risk Management15.7 Impact of Technologies on Global Supply Chains15.8 Impact of Technologies on Service Supply Chains15.9 The Role of Technology in Achieving Ethical and Sustainable Supply ChainsChapter SummaryKey TermsDiscussion and Review QuestionsCase Study 15.1: Whole Foods Revamps Its Supply Chain With Cloud-Based Data Analytics SolutionsCase Study 15.2: Technology and Software Partnerships Drive Digital Transformation in Supply ChainsCritical Thinking ExerciseAppendix: TablesGlossaryNotesName IndexSubject Index