Operations and Supply Chain Management for MBAs

Häftad, Engelska, 2017

Av Jack R. Meredith, Scott M. Shafer

3 209 kr

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Operations and Supply Chain Management for MBAs, 6th Edition, provides an introduction to the basic concepts of operations and supply chain management with a strategic, conceptual, and contemporary approach. Specifically written with the needs of MBA students in mind, current topics such as supply chain management, the balanced scorecard, and yield management, as well as those specific to marketing, finance and other majors are explained with less quantitative and more conceptual content. With a concise format, this text is designed to allow professors to tailor the course through supplementary cases and other materials for the unique nature of various MBA programs and student populations.

Produktinformation

Utgivningsdatum2017-09-07
Vikt666 g
SpråkEngelska
Antal sidor372
Upplaga6
FörlagJohn Wiley & Sons Inc
EAN9781118978030

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Preface xiPart 1 Strategy and Execution 11 Operations and Supply Chain Strategy for Competitiveness 21.1 Operations 41.1.1. Systems Perspective 51.1.2. Inputs 61.1.3. Transformation Processes 61.1.4. Outputs 71.1.5. Control 91.1.6. Operations Activities 91.1.7. Trends in Operations and Supply Chain Management 101.2 Customer Value 111.2.1. Costs 111.2.2. Benefits 121.2.3. Innovativeness 121.2.4. Functionality 141.2.5. Quality 141.2.6. Customization 151.2.7. Responsiveness 181.3 Strategy and Competitiveness 191.3.1. Global Trends 191.3.2. Strategy 211.3.3. Strategic Frameworks 221.3.4. Core Capabilities 282 Executing Strategy: Project Management 342.1 Defining a Project 372.2 Planning the Project 382.2.1. The Project Portfolio 382.2.2. The Project Life Cycle 412.2.3. Projects in the Organizational Structure 422.2.4. Organizing the Project Team 422.2.5 Project Plans 432.3 Scheduling the Project 462.3.1. Project Scheduling with Certain Activity Times:A Process Improvement Example 472.3.2. Project Scheduling with Uncertain Activity Times 502.3.3. Project Management Software Capabilities 552.3.4. Goldratt’s Critical Chain1 562.4 Controlling the Project: Earned Value 58Part 2 Process and Supply Chain Design 653 Process Planning 663.1 Forms of Transformation Systems 683.1.1. Continuous Process 683.1.2. Flow Shop 693.1.3. Job Shop 753.1.4. Cellular Production 793.1.5. Project Operations 833.2 Selection of a Transformation System 833.2.1. Considerations of Volume and Variety 843.2.2. Product and Process Life Cycle 863.2.3. Service Processes 874 Capacity and Scheduling 974.1 Long‐Term Capacity Planning 994.1.1. Capacity Planning Strategies 1004.2 Effectively Utilizing Capacity Through Schedule Management 1044.2.1. Scheduling Services 1064.3 Short‐Term Capacity Planning 1094.3.1. Process‐Flow Analysis 1094.3.2. Short‐Term Capacity Alternatives 1154.3.3. Capacity Planning for Services 1174.3.4. The Learning Curve 1184.3.5. Queuing and the Psychology of Waiting 1215 Supply Chain Planning and Analytics 1265.1 Importance of Supply Chain Planning and Analytics 1285.2 Demand Planning 1295.2.1. Forecasting Methods 1305.2.2. Factors Influencing the Choice of Forecasting Method 1315.2.3. Time Series Analysis 1325.2.4. Causal Forecasting with Regression 1415.2.5. Assessing the Accuracy of Forecasting Models 1475.3 Sales and Operations Planning 1485.3.1. Aggregate Planning Strategies 1495.3.2. Determining the Service Level: An ExampleUsing the Newsvendor Problem 1505.3.3. Collaborative Planning, Forecasting, and Replenishment 1536 Supply Chain Management 1576.1 Defining SCM 1606.2 Supply Chain Strategy 1626.2.1. Strategic Need for SCM 1636.2.2. Measures of Supply Chain Performance 1656.3 Supply Chain Design 1666.3.1. Logistics 1676.4 Sourcing Strategies and Outsourcing 1756.4.1. Purchasing/Procurement 1776.4.2. Supplier Management 1796.5 Inventory and Supply Planning 1806.5.1. Functions of Inventories 1816.5.2. Forms of Inventories 1826.5.3. Inventory‐Related Costs 1836.5.4. Decisions in Inventory Management 1856.6 Role of Information Technology 1856.6.1. ERP 1866.6.2. Customer Relationship Management Systems 1886.7 Successful SCM 1886.7.1. Closed‐Loop Supply Chains and Reverse Logistics 189Supplement A 195Part 3 Managing and Improving the Process 1997 Monitoring and Controlling the Processes 2007.1 Monitoring and Control 2017.2 Process Monitoring 2037.2.1. Stages of Operational Effectiveness 2037.2.2. Balanced Scorecard 2047.2.3. The Strategy Map 2067.2.4. ISO 9000 and 14000 2077.2.5. Failure Mode and Effect Analysis (FMEA) 2087.3 Process Control 2097.3.1. Statistical Process Control 2107.3.2. Constructing Control Charts 2137.4 Controlling Service Quality 2167.4.1. Service Defections 2178 Process Improvement: Six Sigma 2258.1 Approaches for Process Improvement 2288.2 Business Process Design (Reengineering) 2298.3 Six Sigma and the DMAIC Improvement Process 2318.3.1. Example Six Sigma Project 2328.4 The Define Phase 2358.4.1. Benchmarking 2358.4.2. Quality Function Deployment 2368.5 The Measure Phase 2388.5.1. Defects per Million Opportunities (DPMO) 2398.5.2. Measurement Systems Analysis 2418.6 The Analyze Phase 2438.6.1. Brainstorming 2448.6.2. Cause-and-Effect Diagrams 2468.6.3. Process Capability Analysis 2468.7 The Improve Phase 2498.7.1. Design of Experiments 2498.8 The Control Phase 2518.9 Six Sigma in Practice 2518.9.1. Six Sigma Roles 2518.9.2. Becoming Certified 2528.9.3. The Need to Customize Six Sigma Programs 2529 Process Improvement: Lean 2589.1 History and Philosophy of Lean 2619.1.1. Traditional Systems Compared with Lean 2629.2 Specify Value and Identify the Value Stream 2669.2.1. Identify the Value Stream 2689.3 Make Value Flow 2719.3.1. Continuous Flow Manufacturing 2729.3.2. The Theory of Constraints 2739.4 Pull Value through the Value Stream 2759.4.1. Kanban/JIT in Services 2769.5 Pursue 5S Perfection 2779.5.1. 5S 2779.5.2. The Visual Factory 2779.5.3. Kaizen 2789.5.4. Poka Yoke 2789.5.5. Total Productive Maintenance 2789.6 Benefits of Lean and Lean Six Sigma 2799.6.1. Lean Six Sigma 280Glossary (online)Index 285

Operations and Supply Chain Management for MBAs

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