Handbook of Global Supply Chain Management

Dr. John T. (Tom) Mentzer is the Harry J. and Vivienne R. Bruce Chair of Excellence in Business in the Department of Marketing, Logistics and Transportation at the University of Tennessee. He has written more than 170 papers and articles, which have appeared in the Journal of Marketing, Journal of the Academy of Marketing Science, the Journal of MacroMarketing, Industrial Marketing Management, the Journal of Marketing Education, the Columbia Journal of World Business, Research in Marketing, Social Indicators Research, the International Journal of Physical Distribution and Materials Management, the Journal of Business Logistics, the Logistics and Transportation Review, Transportation Journal, the Journal of Business Research, Advances in Business Research, the Journal of Forecasting, the Journal of Business Forecasting, and numerous conference proceedings. He has co-authored five books: SUPPLY CHAIN MANAGEMENT, SALES FORECASTING MANAGEMENT, SIMULATED PRODUCT SALES FORECASTING, MARKETING TODAY, and READINGS IN MARKETING TODAY and edited the monograph MARKETING EDUCATION SOFTWARE. Dr. Mentzer was recognized in 1996 as one of the five most prolific authors in the Journal of the Academy of Marketing Science, and in 1999 as the most prolific author in the Journal of Business Logistics. He was awarded the Academy of Marketing Science Outstanding Marketing Teacher Award in 2001.Matthew B. Myers is Director of Global Business Initiatives and Associate Professor of Marketing at The University of Tennessee. Dr. Myers′ primary areas of research are in international pricing, international supply chain operations, and comparative marketing systems. Prior to joining The University of Tennessee, Matt worked as a financial advisor with Merrill, Lynch, Pierce, Fenner and Smith, and was a financial analyst with IBM-Argentina. Professor Myers’ research has been published in a number of academic outlets including the Journal of Retailing, Journal of International Business Studies, the Journal of International Marketing, the Journal of Business Logistics, International Journal of Production Research, and the Journal of World Business. Theodore P. Stank is the John H. Dove Distinguished Professor of Logistics and Transportation at The University of Tennessee. Dr. Stank′s business background includes sales and marketing experience as an employee of Abbott Laboratories Diagnostic Division. He served as a Surface Warfare Officer in the United States Navy prior to his industry and academic experience. He has also performed consulting and executive education services for numerous manufacturing and logistics firms. He is an active member of the Council of Logistics Management.   His research interests focus on the strategic implications and performance benefits associated with integrated logistics and supply chain management concepts, specifically related to logistics integration, communications and information exchange, outsourcing, and operational flexibility/responsiveness. He is a co-author with Donald J. Bowersox, and David J. Closs of 21st Century Logistics: Making Supply Chain Integration a Reality (Council of Logistics Management; 2000), has published over 55 articles in academic and professional journals, and has received numerous awards for outstanding teaching.

• PrefaceChapter 1 – Why Global Supply Chain Management? - John T. Mentzer, Theodore P. Stank, Matthew B. MyersAbout Global Supply Chain ManagementAbout the HandbookUnderstanding Global Supply ChainsManaging the FunctionsResource ManagementManaging the RelationsMaking It HappenConclusionsPart 1: Understanding Global Supply ChainsChapter 2 – Global Supply Chain Management Strategy - John T. Mentzer, Theodore P. Stank, Matthew B. MyersBackgroundGlobal SCM StrategyImpacts on Strategic OrientationCapabilities and Structural Elements of GSCMSPerformance ImplicationsIntegration of GSCMS Into Firm StrategyChapter 3 – Assessing the Global Environment - Matthew B. Myers, Antonio Borghesi, Ivan RussoYesterday’s Supply Chains in Today’s Global EnvironmentCross-Cultural Influences and the Global Supply ChainForeign Currency VolatilityPolitical EconomiesTwo Sets of RulesThe New Environment of HypersecurityConclusionsChapter 4 – Value and Customer Service Management - Dan Flint, Britta GammelgaardValue ManagementCustomer ServiceCustomer Service and Value ManagementChapter 5 – Demand Mangement - John T. Mentzer, Mark A. Moon, Dominique Estampe, Glen W. MargolisDerived Versus Independent DemandA Model of Supply Chain Demand ManagementForecasts Versus Plans Versus TargetsSales and Operations PlanningWhy Is a Sales Forecast Needed?The Tools of Sales Forecasting ManagementSales Forecasting Management QuestionsDemand Management: An Iterative ProcessChapter 6 – Knowledge Management - Donna F Davis, Didier ChenneveauFrom Data to KnowledgeBuilding Knowledge Management CompetenceChallenges to Building Knowledge Management CompetenceChapter 7 – Process Orientation - Everth N. S. Larsson, Anders LjungbergIntroductory Views on SCM and ProcessesThe Heritage of the Function-Oriented OrganizationDifferent ProcessesA Business Viewed as a SystemElements in a Process-Oriented OrganizationDesigning the Process-Oriented OrganizationIs SCM Possible in Function-Oriented Organizations?Should Processes Be Company-Specific or Standard?How to Make SCM WorkMeasurement, Analysis, and DevelopmentConclusionsPart II: Managing the FunctionsChapter 8 – Marketing and Sales Management - Thomas E. DeCarlo, William L. CronMarketing StrategyStrategic Implementation DecisionsSales Force Program DecisionsSummaryChapter 9 – Product Management - Margaret Bruce, Lucy Daly, Kenneth B. KahnThe Role of Product ManagementGlobal Product LaunchLaunch Strategy InfluencersGlobal Launch Strategy ConsiderationsCompany OneCompany TwoSummaryChapter 10 – Operations Management - E. Powell Robinson, Funda SahinWhat Is Operations Management?Operations Management Decision ProblemsEvolution of Operations ManagementDifferent Perspectives of Operations ManagementOperations Management in the New EconomySynchronizing the Marketplace and Operations through AgilityImplications and ConclusionsChapter 11 – Integrated Logistics Management - Abré PienaarLogistics in The Context Of Supply Chain ManagementBusiness Process IntegrationThe Business Process FrameworkMethods and TechniquesOrganization and PeopleSystems and DataDesigning Integrated Logistics Business ProcessesImplementing Integrated Logistics ManagementGlobal PharmaceuticalsSummaryChapter 12 – Inventory Management - Funda Sahin and E. Powell Robinson, Jr.Inventory BasicsIndependent Versus Dependent Demand InventoryReasons for InventoryReasons against InventoryTypes of InventoryInventory Control SystemsSingle-Period Inventory SystemsMultiperiod Inventory SystemsImplications and New Strategies in Inventory ManagementPostponementReducing Seasonal and Short-Life-Cycle Inventory Costs with Quick Response (QR)Supply Chain Partnerships and Vendor-Managed InventoryConclusionsChapter 13 – Transportation Management - Thomas J. Goldsby, Michael R. Crum, and Joel SutherlandTransportation Decision MakingTransportation Cost BehaviorCollaborative Transportation ManagementGlobal Transportation IssuesConclusionsChapter 14 – Warehouse Management - Thomas W. SpehThe Role of Warehousing in Global Supply ChainsProduct Type and Warehousing OperationsWhy Have a Warehouse?The Location of WarehousesWarehouse Design and OperationsThe Role of Information in Warehouse ManagementTechnology and Warehouse OperationsFuture Trends for WarehousingSuggested ReadingsChapter 15 – Supply Management - Lisa M. Ellram and Paul CousinsThe Strategic Supply Management ProcessTrends in Supply ManagementConcluding ThoughtsChapter 16: Critical Support of Supply Chain Logistics Personnel - Scott B. KellerThe Changing Nature of the WorkplaceCreating a Customer-Focused Logistics WorkforceFundamental Information ExchangeKnowledge DevelopmentAssistance To EmployeesPerformance FeedbackWorkplace AffirmationImplementing a Customer-Focused Employee PlanPart III: Resource ManagementChapter 17 – The Lean Supply Chain: The Path to Excellence - James M. Reeve, Mandyam M. SrinivasanConventional Supply Chain ManagementIs It More Than “Just-in-Time”Lean Supply Chain Basics: Flow and Pull ReplenishmentWork Flow Characterization: V, A, and T ConfigurationsFulfillment Characterization: Build-to-Stock, Assemble-to-Order, Build-to-Order, and Engineer-to-OrderApplying Lean Principles To a BTS V-Type ProcessConclusionsChapter 18 – Financial Management - Stephen G. TimmeKey Drivers of Financial PerformanceMeasuring Financial PerformanceMaking the Financial-SCM Connection: A Top-Down ApproachConclusionsChapter 19 – Risk Management - Ila Manuj, Barbara Gaudenzi, J. Paul DittmannWhat Is Risk?Types of Risks in Global Supply ChainsA Risk Management Process ModelStep 1: Identifying and Profiling RisksStep 2: Risk Assessment and EvaluationStep 3: Managing Risks and Risk Management StrategiesStep 4: Supply Chain Risk Management Strategy ImplementationStep 5: Mitigating Supply Chain RisksConclusionsChapter 20: Supply Chains as Interpretation Systems: Knowledge, Strategy, and Performance - G.Tomas M. HultRecent Research on Information Management Within Supply ChainsThe Next Step: Fitting Supply Chain Knowledge and StrategyIdentification of Ideal ProfilesImplicationsConclusionsPart IV: Managing the RelationsChapter 21 – Relationship Management - Jagdish N. Sheth, Arun SharmaShift in Organizational StrategyRelationship With SuppliersExamples of Benefiting from Supplier RelationshipsEstablishing and Maintaining Supplier RelationshipsOrganizational Changes to Establish Supplier RelationshipsEmerging Issues in Relationship ManagementSummaryChapter 22 – Logistics Outsourcing - Clifford F. Lynch, Theodore P. Stank, Shay ScottLogistics Outsourcing HistoryWhy Outsource Logistics Activities?The Challenges of Global Logistics OutsourcingSome Concluding ExamplesChapter 23 – International Sourcing: Redressing the Balance - Masaaki Kotabe, Michael J. MolThe International Sourcing PhenomenonWave After WaveThe Performance RationaleOn BalanceRedressing the BalanceRiding the WavesChapter 24 – Negotiation Through the Supply Chain - Lloyd M. RinehartRelationship Types Resulting from Supplier-Customer NegotiationsFollowing the Negotiation Process in a Global Supply Chain ContextConclusionsChapter 25 – Interfunctional Coordination - Susan L. Golicic, Kate VitasekWhat Is Interfunctional Coordination?Axes of Effective Interfunctional CoordinationMechanisms to Drive CoordinationCommon Goals and MeasuresAchieving Interfunctional CoordinationInterfunctional Coordination: A Collaborative Climate for SuccessChapter 26 – Intercorporate Coordination - Terry L. EsperThe Managerial Behaviors of Interorganizational CoordinationEnvironmental Characteristics for Effective Interorganizational CoordinationConclusionsChapter 27 – Global Supply Chain Control - Daniel C. Bello, Meng ZhuCharacteristics of the Controller’s StrategyMagnitude and Scope of Control RequirementsImplementation Effectiveness from Institutional ArrangementsThe Moderator Role of Institutional Environmental DifferencesConclusionPart V: Making It HappenChapter 28 – Supply Chain Innovation - Daniel J. Flint, Everth N. S. LarssonInnovation as StrategySupply Chain InnovationInnovation ProcessesThe Importance of Organizational Culture and ProcessesRamifications of Global Supply ChainsSummaryChapter 29 – Global Supply Chain Security - Omar Keith Helferich, Robert Lorin CookDisaster Classification and Vulnerability AssessmentDisaster Management ProcessDisaster Preparedness: Current StatusRecent and Emerging DevelopmentsConclusionsChapter 30 – Diagnosing the Supply Chain - James H. Foggin, Paola Signori, Carol L. MonroeDiagnosisBenchmarking ApproachesMapping ApproachesMeans-Ends Approaches and Cause-and-Effect DiagramsCuring Problems and Eliminating the Pain PointsSummaryChapter 31 – Change Management - John E. Mello, J. Paul DittmannWhat Is Change Management?Developing the Change Management StrategyThe Change Management PlanPeople and Organizational IssuesOrganizational Readiness for Change: The Change Management SurveyChange Management Organizational RolesThe Initial Response to an Announced ChangeComplacencyResistance to ChangeResistance to Different Types of ChangeChange Management Myths and RealitiesLaunching the ChangeSummary of Key Success Factors: The Change EquationChange Management in a Global EnvironmentName IndexSubject IndexAbout the EditorsAbout the Contributors

The Handbook of Global Supply Chain Management is no light reference, but a solid pick for college-level libraries strong in holdings pertaining to global supply chains. . . .Attention to well-rounded detail and depth from different approaches makes The Handbook of Global Supply Chain Management a critical acquisition for any serious college-level collection offering grad students and researchers detailed perspectives on the subject.