2019新书_高清_Global Supply Chain and Operations Management_2th_edition

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Global Supply Chain and Operations Management
A Decision-Oriented Introduction to the Creation of Value
second edition

Introduction

The second edition of this textbook comprehensively discusses global supply-chain and operations management, combining value creation networks and interacting processes. It focuses on the operational roles in the networks and presents the quantitative and organizational methods needed to plan and control the material, information and financial flows in the supply chain. Each chapter starts with an introductory case study, and numerous examples from various industries and services help to illustrate the key concepts. The book explains how to design operations and supply networks and how to incorporate suppliers and customers. It also examines matching supply and demand, which is a core aspect of tactical planning, before turning to the allocation of resources for fulfilling customer demands.

This second edition features three new chapters: “Supply Chain Risk Management and Resilience”, “Digital Supply Chain, Smart Operations, and Industry 4.0”, and “Pricing and Revenue-Oriented Capacity Allocation”. These new chapters provide the structured knowledge on the principles, models, and technologies for managing the supply-chain risks and improving supply-chain and operations performance with the help of digital technologies such as Industry 4.0, additive manufacturing, Internet-of-Things, advanced optimization methods and predictive analytics. The existing chapters have been updated and new case studies have been included. In addition, the preface provides guidelines for instructors on how to use the material for different courses in supply-chain and operations management and at different educational levels, such as general undergraduate, specialized undergraduate, and graduate courses. The companion website www.global-supply-chain-management.de has also been updated accordingly. In addition, the book is now supported by e-manuals for supply-chain and operations simulation and optimization in AnyLogic and anyLogistix.

Providing readers with a working knowledge of global supply-chain and operations management, with a focus on bridging the gap between theory and practice, this textbook can be used in core, special and advanced classes. It is intended for broad range of students and professionals involved in supply-chain and operations management.
KeywordsDecision makingDemand forecastingLogisticsSCOMSourcing strategySupply networksSupply chain risk managementDigital supply chainRevenue management

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晓月贝兄

2018-9-29 14:49:30

很好的参考书，涉及内容广泛。谢谢楼主分享。
下面是本书的目录：

Part I Introduction to Supply Chain and Operations Management
1 Basics of Supply Chain and Operations Management . 3
1.1 Introductory Case Study: The Magic Supply Chain and the Best
Operations Manager .
1.2 Basic Definitions and Decisions . 5
1.2.1 The Transformation Process, Value Creation, and
Operations Function . 5
1.2.2 Supply Chain Management 7
1.2.3 Decisions in Supply Chain and Operations
Management 9
1.3 Careers and Future Challenges in Supply Chain and Operation
Management . 1
1.4 Key Points 1
Bibliography . 16
2 Examples from Different Industries, Services, and Continents 17
2.1 Examples of Operations and Supply Chains in
Manufacturing . 1
2.1.1 Nike: Sourcing Strategy in the Integrated Supply
Chain . 17
2.1.2 Dangote Cement: Establishing Sophisticated Supply
Chain Management in Africa . 19
2.1.3 Toyota: Supply Chain Disruption Management 2
2.1.4 Tesla Gigafactory . 23
2.2 Examples of Operations and Supply Chains in Services 24
2.2.1 SCOM in Restaurants: Case Study Starbucks
Corporation . 24
2.2.2 Operations Management at Airport Madrid/Barajas . 2
2.2.3 Time-Critical Supply Chains: Disaster Management an
Humanitarian Logistics . 28
2.2.4 Operations Issues in Car Sharing 31
2.2.5 REWE: Expanding the Logistics Network . 32
xiii2.3 Examples of e-Operations and Supply Chains . 33
2.3.1 Fab.com 33
2.3.2 Homeplus: The Store Comes to Your Home 37
2.4 Examples of Digital Supply Chains and Smart Operations 38
2.4.1 Amazon Robots 38
2.4.2 Adidas “Speedfactory”: 3D Printing and Industry
4.0 in Supply Chain and Operations Management 39
2.4.3 Predictive Analytics and Machine Learning: RueLaLa
and Pharmapacks . 40
Bibliography . 41
3 Processes, Systems, and Models 45
3.1 Introductory Case-Study: AirSupply 45
3.1.1 E-procurement . 4
3.1.2 Vendor-Managed Inventory 47
3.1.3 Implementation 48
3.2 Business Process Management 49
3.2.1 Process Optimization and Re-engineering 49
3.2.2 Business Process Modelling . 51
3.3 Management Information Systems . 53
3.3.1 Role of Information Technology in Supply Chain and
Operations Management 53
3.3.2 Types of Management Information Systems 53
3.3.3 Management Information Systems and Organization 54
3.3.4 ERP Systems 56
3.3.5 APS Systems 57
3.3.6 SCEM and RFID . 58
3.3.7 Business Analytics and E-Business 60
3.4 Problem Solving Methods and Research Methodologies . 63
3.4.1 Problems, Systems, and Decision-Making . 63
3.4.2 Models and Modeling 66
3.4.3 Model-Based Decision Making . 67
3.4.4 Quantitative Models and Operations Research 70
3.4.5 Integrated Decision Making Support . 70
3.4.6 Research Methodologies 72
3.5 Integration of Business Analytics, Simulation, and Optimization 74
3.6 Key Points 7
Bibliography . 77
Part II Designing Operations and Supply Network: Strategic
Perspective
4 Operations and Supply Chain Strategy 81
4.1 Introductory Case-Study “Quick and Affordable”: Zara,
UNIQLO & Primark . 81
xiv Contents4.1.1 Zara’s Three Success Factors: Speed, Speed,
and Speed 81
4.1.2 UNIQLO: Basic, Casual Wear at Top Quality 83
4.1.3 Primark: It’s All About Money . 84
4.2 Operations and Supply Chain Strategies . 85
4.2.1 Value Added and Costs 85
4.2.2 Operations Strategies 86
4.2.3 Supply Chain Strategies and “Strategic Fit” 87
4.3 Supply Chain Coordination 91
4.3.1 Bullwhip Effect 91
4.3.2 Vendor-Managed Inventory 95
4.3.3 Collaborative Planning, Forecasting
and Replenishment 98
4.3.4 Supply Chain Contracting . 99
4.4 Supply Chain Resilience and Sustainability . 100
4.4.1 Supply Chain Sustainability: Examples of Coca-Cola
and Mercadona . 101
4.4.2 Supply Chain Resilience and Ripple Effect 104
4.5 Key Points 107
Bibliography . 108
5 Sourcing Strategy 111
5.1 Introductory Case Study “New Logistics Concept (NLK:
Das Neue Logistik Konzept) at Volkswagen” . 111
5.2 Sourcing Process and Principles . 114
5.2.1 Procurement, Purchasing and Sourcing . 114
5.2.2 Sourcing Process . 115
5.2.3 Make-or-Buy and Outsourcing . 117
5.2.4 Organization of Sourcing Processes 120
5.3 Sourcing Strategies 120
5.3.1 Single vs. Dual and Multiple Sourcing 120
5.3.2 Local vs. Global Sourcing . 122
5.3.3 Just-in-Time . 125
5.4 Supplier Relationship Management 126
5.4.1 Strategic Supplier Analysis 127
5.4.2 Supplier Selection 129
5.4.3 Supplier Integration and Development 131
5.5 Key Points 133
Bibliography . 133
6 Production Strategy 135
6.1 Introductory Case-Study DELL vs. Lenovo . 135
6.2 Postponement and Modularization . 140
6.2.1 Problem: Mass Production or Product
Customization . 140
6.2.2 Principles: Postponement and Modularization . 140
6.2.3 Examples of Postponement Strategies 141
Contents xv6.3 Push–Pull Views and Order Penetration Point . 144
6.4 Selection of a Production Strategy . 145
6.4.1 Types of Production Strategies . 145
6.4.2 Method: Lost-Sales Analysis . 150
6.5 Key Points 15
Bibliography . 153
7 Facility Location Planning and Network Design . 155
7.1 Introductory Case Study Power Pong Sports, China . 155
7.2 Supply Chain Design Framework 158
7.3 Global Supply Chain Design . 159
7.3.1 Warehouse Location Problem and Its Formalization 160
7.3.2 A Spreadsheet Approach to the WLP . 163
7.3.3 Branch-&-Bound: How the Solver Add-In Works 168
7.3.4 Capacitated WLP . 173
7.4 Regional Facility Location . 180
7.4.1 Management Problem Description . 181
7.4.2 A Mathematical Model of the Decision Situation 181
7.4.3 Solving the Mathematical Model: Centre-of-Gravity
Approach . 182
7.5 Factor-Ranking Analysis 189
7.5.1 Case-Study OTLG Germany . 189
7.5.2 Factor-Rating Method 189
7.5.3 Utility Value Analysis . 194
7.6 Combining Optimization and Simulation in Supply
Chain Design 198
7.7 Key Points 200
Bibliography . 201
8 Distribution and Transportation Network Design 203
8.1 Introductory Case Study: Bavarian Wood 203
8.2 Generic Transport Network Structures 20
8.3 Realizing Economies of Scale in Transportation . 208
8.3.1 Consolidation of Shipments 208
8.3.2 Postponement 210
8.3.3 Milk-Runs 211
8.3.4 Transshipment . 213
8.4 Trade-Off-Based Transportation Network Design 218
8.5 Capacity Allocation in a Many-to-Many Network 221
8.5.1 The Transportation Problem . 222
8.5.2 Decision Model 223
8.5.3 Finding the First Feasible Model Solution . 224
8.5.4 Optimality Check . 228
8.5.5 Solution Improvement . 230
8.6 Distribution Network Design . 234
8.6.1 Case Study: ALDI vs. Homeplus 234
8.6.2 Types of Distribution Networks . 236
8.6.3 Case Study: Seven-Eleven Japan 238
8.6.4 Transportation Modes 240
8.7 Key Points 24
Bibliography . 244
9 Factory Planning and Process Design . 247
9.1 Introductory Case-Study “Factory Planning at Tesla” 247
9.2 Factory Planning 249
9.2.1 Role of Factory Planning in SCOM 249
9.2.2 Processes of Factory Planning 250
9.3 Capacity Planning . 254
9.3.1 Queuing Theory 256
9.3.2 Little’s Law . 260
9.3.3 Bottleneck Analysis/Theory of Constraints . 264
9.3.4 Drum, Buffer, Rope . 265
9.3.5 Break-Even Analysis 266
9.3.6 Decision Trees . 269
9.3.7 Simulation: Case Study AnyLogic . 270
9.4 Process Flow Structures . 272
9.4.1 Job Shop . 272
9.4.2 Batch Shop . 273
9.4.3 Assembly Line . 273
9.4.4 Continuous Flow . 278
9.4.5 Product-Process Matrix . 278
9.5 Lean Production Systems 279
9.5.1 Lean Thinking . 279
9.5.2 Lean Production Principles 281
9.5.3 Lean Supply Chain 286
9.6 Key Points and Discussion Questions . 288
Bibliography . 290
10 Layout Planning . 293
10.1 Introductory Case-Study “OTLG Ludwigsfelde” . 293
10.2 Layout Planning in Manufacturing . 294
10.2.1 Fixed Position Layout 295
10.2.2 Process Flow Layout 296
10.2.3 Product Flow Layout 299
10.2.4 Cell-Based Layout 302
10.3 Layout Planning in Warehouses . 305
10.3.1 Incoming Area . 305
10.3.2 Storage Area 306
10.3.3 Put-Away and Order Pick-Up 306
10.3.4 Layout Concepts . 307
10.4 Methods of Layout Planning . 308
10.4.1 REL-Charts . 308
10.4.2 Quadratic Assignment Problem . 310
Contents xvii10.4.3 Simulation: Modeling Operations at Pharmaceutical
Distribution Warehouses with AnyLogic 312
10.5 Key Points 313
10.6 Discussion 314
Bibliography . 315
Part III Matching Demand and Supply: Tactical and Operative
Planning
11 Demand Forecasting 319
11.1 Introductory Case Study 319
11.2 Forecasting Process and Methods 321
11.2.1 The Forecasting Process and Time Horizons 322
11.2.2 Forecasting Methods . 323
11.2.3 Forecasting Quality . 325
11.3 Statistical Methods 326
11.3.1 Linear Regression . 326
11.3.2 Moving Average . 328
11.3.3 Simple Exponential Smoothing . 329
11.3.4 Double Exponential Smoothing . 331
11.4 Key Points and Outlook . 332
Bibliography . 333
12 Production and Material Requirements Planning 335
12.1 Introductory Case-Study SIBUR: Integrated Operations and
Supply Chain Planning . 335
12.2 Planning Horizons/MRP-II . 338
12.3 Sales and Operations Planning 339
12.3.1 Role of Sales and Operations Planning 339
12.3.2 Options for Aggregate Planning . 341
12.3.3 Methods for Aggregate Planning 342
12.4 Sales and Production Planning with Linear Programing 345
12.4.1 Problem Description . 345
12.4.2 Method: Linear Programming 346
12.4.3 Graphical Solution 348
12.5 Master Production Schedule and Rolling Planning 349
12.5.1 Master Production Schedule . 349
12.5.2 Rolling Planning . 351
12.6 Material Requirements Planning . 351
12.6.1 Bill-of-Materials 353
12.6.2 MRP Calculation . 354
12.7 Key Points 358
Bibliography . 360
13 Inventory Management 361
13.1 Introductory Case-Study: Amazon, Volkswagen, and DELL . 361
13.2 Role, Functions, and Types of Inventory . 363
13.3 Material Analysis . 365
13.3.1 ABC Analysis . 365
13.3.2 XYZ Analysis . 367
13.4 Deterministic Models . 370
13.4.1 EOQ Model . 371
13.4.2 EOQ Model with Discounts . 374
13.4.3 EPQ Model . 376
13.4.4 Re-order Point . 378
13.5 Stochastic Models 378
13.5.1 Service Level and Safety Stock . 379
13.5.2 Single Period Systems (“Newsvendor Problem”) 384
13.5.3 Safety Stock and Transportation Strategy: Case
DailyMaersk 386
13.6 Inventory Control Policies . 388
13.6.1 Fixed Parameters . 389
13.6.2 Dynamic View . 393
13.7 Dynamic Lot-Sizing Models . 393
13.7.1 Least Unit Cost Heuristic . 394
13.7.2 Silver-Meal Heuristic 396
13.7.3 Wagner–Whitin Model . 397
13.8 Aggregating Inventory 399
13.9 ATP/CTP . 402
13.10 Key Points and Outlook . 403
Bibliography . 40
14 Routing and Scheduling . 407
14.1 Introductory Case Study RED SEA BUS TRAVEL . 408
14.2 Shortest Paths in a Network 409
14.2.1 Outline of the Shortest Path Problem (SPP)
in a Network 409
14.2.2 Mathematical Graphs 41
14.2.3 The SPP as Graph-Based Optimization Model 411
14.2.4 Dijkstra’s Algorithm for the Identification of a Shortest
S-T-Path . 412
14.3 Round Trip Planning/Travelling Salesman Problem . 415
14.3.1 Travelling Salesman Problem 41
14.3.2 A Mixed-Integer Linear Program for
TSP-Modelling . 418
14.3.3 Heuristic Search for High Quality Round Trips 421
14.4 Vehicle Routing 427
14.4.1 Case Study ORION: Vehicle Routing at UPS . 427
14.4.2 Decision Situation Outline 429
Contents xix14.4.3 Current Approach for the Route Compilation . 430
14.4.4 Capacitated Vehicle Routing Problem 432
14.4.5 The Sweep Algorithm 435
14.5 Machine Scheduling . 439
14.5.1 The Problem of Scheduling a Machine 439
14.5.2 Priority Rule-Based Scheduling . 441
14.5.3 Scheduling Algorithm of Moore 444
14.5.4 Scheduling Two Machines in a Flow Shop . 445
14.5.5 Further Challenges in Machine Scheduling . 447
14.6 Key Points 448
Bibliography . 450
Part IV Advanced Topics in Supply Chain and Operations Management
15 Supply Chain Risk Management and Resilience . 455
15.1 Introductory Case-Study: Capacity Disruption at BASF 455
15.2 Uncertainty and Risks 456
15.3 Risk Management in the Supply Chain 458
15.3.1 Risk Classification 458
15.3.2 General Framework of Risk Management in the
Supply Chain 460
15.4 Operational and Disruption Risks 462
15.5 Ripple Effect in the Supply Chain . 464
15.6 Supply Chain Resilience 466
15.6.1 Resilience Framework . 466
15.6.2 Costs of Resilience 469
15.7 KPI for Supply Chain Risk 473
15.7.1 Operational Risks . 473
15.7.2 Disruption Risks 474
15.8 Key Points and Discussion Questions . 475
Bibliography . 476
16 Digital Supply Chain, Smart Operations and Industry 4.0 . 481
16.1 Introductory Case-Study: SupplyOn 481
16.2 SCOM Excellence and Digitalization . 483
16.2.1 Operational Excellence . 483
16.2.2 From Operational Excellence to SCOM Excellence . 484
16.2.3 Digitalization as New Driver in SCOM Excellence . 484
16.3 Development of Technology in SCOM 487
16.3.1 Three Industrial Revolutions . 487
16.3.2 Fourth Industrial Revolution: Industry 4.0 . 488
16.3.3 Internet of Things . 490
16.3.4 Cyber Physical Systems 490
16.3.5 Smart, Connected Products 491
xx Contents16.3.6 Smart Supply Chains and Smart Value Adding
Networks . 492
16.4 Digital SCOM Framework . 493
16.5 Digital Technology in the “Plan” Processes . 494
16.5.1 Big Data Analytics 494
16.5.2 The Digital Twin . 495
16.6 Digital Technology in “Source” Processes . 497
16.6.1 eProcurement 497
16.6.2 Supplier Collaboration Portals 498
16.6.3 Digital Trends for Excellence in Sourcing . 499
16.6.4 Blockchain 499
Contents xxi17.5.3 Pricing and Capacity Distribution over the Sales
Period . 554
17.5.4 Summary of Dynamic Pricing 564
17.6 Pricing Lessons Learned and Open Issues 565
Bibliography . 566
Appendix Case-Study “Re-designing the Material Flow in a Global
Manufacturing Network” 567
Index . 573