(Ebook PDF) Managing Operations Across the Supply Chain 5th Edition by Morgan Swink ISBN 9781266492303, 1266492305 full chapters

(Ebook PDF) Managing Operations Across the Supply Chain 5th Edition by Morgan Swink-Ebook PDF Instant Download/Delivery:

Instant download Full Chapter of  Managing Operations Across the Supply Chain 5th Edition  after payment

Product details:

ISBN 10:1266492305

ISBN 13:9781266492303

Author: Morgan Swink

Table of Contents:

• Chapter 1: Introduction to Managing Operations Across the Supply Chain
• Part 1: Supply Chain: a Perspective for Operations Management
• Introduction
• A Broad Definition of Supply Chain Operations Management
• Important Decisions in Supply Chain Operations Management
• Differences in Goods and Services Operations
• Processes and Process Thinking
• Operations Management Yesterday and Today: Growth of the Supply Chain Management Perspective
• Advances in Technology and Infrastructure
• Reduction in Governmental Barriers to Trade
• Focus on Core Capabilities
• Collaborative Networks
• Viewing Operations Management from a Supply Chain Management Perspective
• Operations Management Partners Across the Supply Chain
• Cross-Functional Relationships in Operations Management
• The Changing Nature of Supply Chains
• Levels of Operational Planning Across the Supply Chain
• How This Book Is Structured
• Chapter Summary
• Key Terms
• Discussion Questions
• Case: Business Textbook Supply Chain
• Case: Cemex’s Digital Transformation
• Selected Readings & Internet Sites
• Chapter 2: Operations and Supply Chain Strategy
• Introduction
• Levels of Strategic Planning
• Corporate Strategic Planning
• Business Unit Strategic Planning
• Functional Strategic Planning
• Developing Operations Strategy: Creating Value Through Strategic Choices
• Key Customers
• Assessing Customer Wants and Needs
• Value Propositions and Competitive Priorities
• Product-Related Competitive Priorities
• Process-Related Competitive Priorities
• Capabilities: Strengths and Limitations of Supply Chain Operations
• Maintaining the Fit between Customer Outcomes, Value Propositions, and Capabilities
• Deploying Operations Strategy: Creating Value Through Execution
• Feedback/Measurement: Communicating and Assessing Operations Strategy
• The Strategic Profit Model
• Chapter Summary
• Key Terms
• Discussion Questions
• Solved Problem
• Problems
• Case: Otis Toy Trains Explores the Supply Chain
• Case: Steinway & Sons Piano
• Case: Trail Frames Chassis
• Case: Lil’ Me Dolls Deals with the Millions of Toys (MOT) Proposal
• Selected Readings & Internet Sites
• Additional Photo Credits
• Chapter 3: Managing Processes and Capacity
• Part 2: Foundations of Operations Management
• Introduction
• Processes and Process Thinking
• Anatomy of a Process
• Activities of a Process
• Inputs, Outputs, and Flows
• Structure
• Management Policies
• Capacity Planning
• Economies and Diseconomies of Scale
• The Relationship between Processes and Capacity
• Process Capacity and Utilization
• Principles of Process Performance: the Theory of Constraints
• Principle 1: Every Process Has a Constraint
• Estimating Capacity Requirements
• Principle 2: Every Process Contains Variance That Consumes Capacity
• Principle 3: Every Process Must Be Managed as a System
• Principle 4: Performance Measures Are Crucial to the Process’s Success
• Principle 5: Every Process Must Continuously Improve
• Chapter Summary
• Key Terms
• Discussion Questions
• Solved Problems
• Problems
• Case: Evergreen Products
• Case: Midas Gold Juice Company
• Case: American Vinyl Products
• Selected Readings
• Chapter 3s: Process Mapping and Analysis
• Introduction
• The “Process” of Process Mapping and Analysis
• American Health and Medical Products (AHMP)
• Step 1: Identify the Desired Outcomes in Advance
• Step 2: Identify and Bound the Critical Process
• Step 3: Document the Existing Process (the “Current State” Map)
• Step 4: Analyze the Process and Identify Opportunities for Improvement
• Step 5: Recommend Appropriate Changes to the Process (the “Future State” Map)
• Step 6: Implement the Changes and Monitor Improvements
• Applying Processing Mapping to the “Real” World
• Other Processing Mapping Tools
• Supplement Summary
• Key Terms
• Problems
• Case: Midwestern Lighting
• Selected Readings & Internet Sites
• Chapter 4: Product/Process Innovation
• Introduction
• The Role of Product/Process Innovation in Supply Chain Operations Management
• The Product Life Cycle
• How Product/Process Innovation Affects Firm Performance
• Innovation Competencies
• Idea and Opportunity Development
• Innovation Portfolio Planning2
• Innovation Project Management
• New Product/Process Launch and Learning
• Codevelopment
• Product/Process Design and Development
• The Stage-Gate Process
• Integrated Product/Process Design and Development: Concurrent Engineering
• Design for the Customer
• Design for Supply Chain Operations
• Enabling Technologies for Product/Process Innovation
• Chapter Summary
• Key Terms
• Discussion Questions
• Problems
• Case: The ALPHA Timer Development Project (A)
• Case: The ALPHA Timer Development Project (B)
• Case: The ALPHA Timer Development Project (C)
• Case: Taco Explosion
• Selected Readings & Internet Sites
• Chapter 5: Manufacturing and Service Process Structures
• Introduction
• Process Structures
• Product-Process Matrix
• Processes within a Supply Chain
• Aligning Process Structure and Market Orientation
• Unique Aspects of Service Processes
• Service Process Matrix
• Managing Front-Office and Back-Office Processes
• Operations Layout
• Fixed-Position Layout
• Functional Layout
• Product Layout
• Line Balancing in Product Layouts
• Cellular Layout
• Capability Enabling Technologies
• Established Technologies
• Emerging Digital Technologies
• Challenges to Digital Transformation
• Chapter Summary
• Key Terms
• Discussion Questions
• Solved Problems
• Problems
• Case: Coffee Roasters
• Case: Sonnie’s Gourmet Sandwich Café
• Selected Readings & Internet Sites
• Chapter 6: Managing Quality
• Introduction
• Defining the Dimensions of Quality
• Functional Roles in Quality Management
• Core Values and Concepts of Quality Management
• TQM: A “Total” View of Quality
• Recognizing the Total Impacts of Quality Performance
• An Inverted View of Management
• Process-Oriented Focus on Prevention and Problem Solving
• Viewing Quality Management as a Never-Ending Quest
• Building an Organizational Culture around Quality
• Quality Goes Digital
• Guiding Methodologies for Quality Management
• Plan-Do-Check-Act Cycles (Deming Wheel)
• Six Sigma: A Systematic Approach to Quality Management
• DMAIC: The Six Sigma Process
• Design for Six Sigma
• Implementing Six Sigma
• Certifying Progress in Quality Management
• ISO 9000: An International Quality Standard
• Attaining ISO 9000 Certification
• Industry Interpretations of ISO 9000
• Chapter Summary
• Key Terms
• Discussion Questions
• Problems
• Case: Aqua-Fun
• Case: A Comment on Management Attitude
• Selected Readings & Internet Sites
• Chapter 6s: Chapter Supplement: Quality Improvement Tools
• Introduction
• Overview
• Standard Problem Solving Approach
• Quality Improvement Tools
• Pear Computers: Using Quality Tools to Improve Performance
• Histograms
• Cause-and-Effect Diagrams
• Check Sheets
• Pareto Analysis
• Scatter Diagram
• Process Flow Diagram
• Process Capability Analysis: Cp and Cpk
• Process Control Charts
• Taguchi Methods/Design of Experiments
• Moments of Truth Analysis
• Other Quality Control Tools
• Supplement Summary
• Key Terms
• Solved Problems
• Problems
• Case: The Tragedy of R.M.S. Titanic
• Case: The Bully Boy Bagging Line
• Selected Readings & Internet Sites
• Chapter 7: Managing Inventories
• Introduction
• Types and Roles of Inventory
• Types of Inventory
• The Roles of Inventory
• The Financial Impact of Inventory
• Balance Sheet Considerations
• Costs Related to Inventory
• Measures of Inventory Performance
• Asset Productivity: Inventory Turnover and Days of Supply
• Service Level
• Inventory Management Systems
• The Continuous Review Model
• The Case of No Variability
• How Much to Order: Economic Order Quantity
• When to Order: The Reorder Point
• EOQ Extensions
• Enter Variability and Uncertainty
• Determining the Standard Deviation of Demand During Lead Time
• Determining a Service Level Policy
• Revisiting ROP and Average Inventory
• The Periodic Review Model
• Single Period Inventory Model
• Impact of Location on Inventory
• Location and Inventory/Service Trade-offs
• Managing Inventory
• Managing Cycle Stocks
• Managing Safety Stocks
• Managing Locations
• Inventory Information Systems and Accuracy
• Implementing Inventory Models
• Managing Inventory Across the Supply Chain
• Inventory Value in the Supply Chain
• The Bullwhip Effect
• Integrated Supply Chain Inventory Management
• Chapter Summary
• Key Terms
• Discussion Questions
• Solved Problems
• Problems
• Case: Inventory at Champion Electric
• Case: Tasty Treats
• Case: Dexter’s Chicken
• Selected Readings and Internet Sites
• Chapter 8: Lean Systems
• Introduction
• Lean Systems Defined
• Origins of Lean Systems and Just-in-Time Production
• Strategic Benefit of Lean Systems
• Lean Systems Objectives, Culture, and Guiding Principles
• Implementing Lean Systems: Tools And Techniques
• Total Productive Maintenance (TPM)
• Group Technology—Cellular Manufacturing
• Focused Factories
• TAKT Time Flow Balancing
• Kanban (Pull) Scheduling
• Level, Mixed-Model Scheduling
• Setup Reduction
• Statistical Process Control
• Visual Control
• Quality at the Source
• Kaizen Events
• Process Analysis/Value Stream Mapping
• Poka-Yoke
• 5-S Program
• Simplification/Standardization
• Lean Systems: Range Of Application
• Applying Lean Systems Broadly within the Firm
• Applying Lean Systems to Services
• Applying Lean to Healthcare
• Applying Lean Systems Across the Supply Chain
• Lean and the COVID19 Pandemic—Lessons Learned
• Applying Lean Systems to Product Innovation
• Lean—Other Applications
• Chapter Summary
• Key Terms
• Discussion Questions
• Case: Good Guy Hospital Supply
• Case: Purchasing at Midwestern State University
• Case: Western Telephone Manufacturing
• Selected Readings
• Chapter 9: Customer Service Management
• Part 3: Integrating Relationships Across the Supply Chain
• Introduction
• Basic Service
• Product Availability
• Order-to-Delivery Lead Time
• Service Reliability
• Service Information
• The Perfect Order
• Technology Enablement of Basic Service
• Limitations of Basic Service
• Customer Satisfaction
• Customer Expectations
• Customer Satisfaction Model
• Limitations of Customer Satisfaction
• Customer Success
• Achieving Customer Success
• Customer Relationship Management
• Customer Service Strategy
• Chapter Summary
• Key Terms
• Discussion Questions
• Solved Problem
• Problems
• Case: Tiler Industries
• Case: Johnson Snacks
• Case: Global Glasses Glitches
• Selected Readings & Internet Sites
• Chapter 10: Sourcing and Supply Management
• Introduction
• Supply Management’s Impact on Firm and Supply Chain Performance
• Supply Management Goals
• Making an Insourcing/Outsourcing Decision
• Supply Category Management
• Identify Purchase Categories
• Develop Strategies Using Portfolio Analysis
• Examining the Sourcing Process
• Identify Need and Develop Specifications
• Identify Potential Suppliers
• Assess and Select Suppliers
• Manage Ongoing Supplier Relationships
• Chapter Summary
• Key Terms
• Discussion Questions
• Solved Problems
• Problems
• Case: Category Management at Best Banks
• Case: Trail Frames Chassis: Insourcing/Outsourcing Decision
• Case: Dining Service Sourcing at Midwest University
• Selected Readings & Internet Sites
• Chapter 11: Logistics Management
• Introduction
• The Role of Logistics in Supply Chain Management
• Order Processing
• Inventory Management
• Transportation Management
• Government’s Role in Transportation
• Principles of Transportation Economics
• Consolidation
• Transportation Modes
• Last Mile Delivery
• Transportation Service Selection
• Warehousing/Distribution Management
• Primary Functions of Distribution Centers (DCs)
• Warehouse/DC Operations
• Materials Handling and Packaging
• Logistics Network Design
• Number of Facilities
• Facility Location
• Center-of-Gravity Method
• Third-Party Logistics Service Providers
• Future Perspectives
• Changing Consumer Shopping Patterns
• Labor Challenges and Driver Shortage
• The Sharing Economy and New Entrants
• Looking Ahead—Macroeconomic and Geopolitical Factors
• Chapter Summary
• Key Terms
• Discussion Questions
• Solved Problems
• Problems
• Case: Spartan Plastics
• Case: Lear Corporation
• Selected Readings & Internet Sites
• Chapter 12: Demand Planning: Forecasting and Demand Management
• Part 4: Planning for Integrated Operations Across the Supply Chain
• Introduction
• Demand Planning: An Overview
• The Role That Demand Planning Plays in Operations Management
• Planning Activities
• Demand Forecasting
• Components of Demand
• Designing a Forecasting Process
• Judgment-Based Forecasting
• Statistical Model–Based Forecasting
• Estimating Trends
• Adjusting Forecasts for Seasonality
• Causal Models
• Simulation Models
• Artificial Intelligence
• Assessing the Performance of the Forecasting Process
• Tracking Forecast Error Acceptability
• Situational Drivers of Forecast Accuracy
• Demand Management
• Improving the Constraints on Demand Planning
• Improving Information Breadth, Accuracy, and Timeliness
• Reducing Lead Time
• Redesigning the Product for Postponement
• Collaborating and Sharing Information
• Chapter Summary
• Key Terms
• Discussion Questions
• Solved Problems
• Problems
• Case: Rachel’s Breakfast Café
• Case: C&F Apparel, Inc.
• Selected Readings & Internet Sites
• Chapter 13: Sales and Operations Planning
• Introduction
• Sales and Operations Planning
• S&OP Benefits
• The S&OP Process
• Achieving Mature S&OP Processes
• Aggregate Production Planning
• Relevant Aggregate Planning Costs
• Aggregate Production Strategies
• Creating an Aggregate Production Plan
• Level Production Plan
• Chase Plan
• Hybrid Plan
• Comparing Aggregate Production Plans
• Aggregate Planning for Service Industries
• Yield Management
• An Example of a Service Aggregate Plan
• Chapter Summary
• Key Terms
• Discussion Questions
• Solved Problem
• Problems
• Case: Med-Chem Products: Hospital Division
• Case: Fitch and Hughes, P.C.
• Case: Premium Foods’ Pandemic Plans
• Selected Readings & Internet Sites
• Chapter 14: Materials and Resource Requirements Planning
• Introduction
• Materials Requirements Planning (MRP)
• MRP Inputs
• Master Production Schedule (MPS)
• Bill of Materials (BOM)
• Inventory Records
• MRP Process
• MRP Outputs and Use
• Distribution Requirements Planning (DRP)
• DRP Planning Process
• Capacity Requirements Planning (CRP)
• Advances In Planning Systems
• Enterprise Resource Planning (ERP)
• Advanced Planning and Scheduling (APS)
• Extending Planning across the Supply Chain
• Chapter Summary
• Key Terms
• Discussion Questions
• Solved Problem
• Problems
• Case: QP Industries—The Challenges of Integration
• Case: The Casual Furniture Company
• Selected Readings & Internet Sites
• Chapter 15: Project Management
• Part 5: Managing Change in Supply Chain Operations
• Introduction
• Projects and Project Management
• How Projects Succeed
• Stages in the Life of a Project
• Project Definition
• Organizing the Project: Pure, Functional, and Matrix Projects
• Selecting a Project Manager
• Organizing Project Teams
• Establishing a Project Charter
• Project Planning
• Budgeting for Time and Cost
• Detailed Scheduling Using the Critical Path Method
• Analyzing Resources and Trade-Offs
• Making Time-Cost-Scope Trade-Offs
• Planning for Uncertainty
• Project Execution
• When to Kill a Project
• Project Completion
• Managing a Portfolio of Projects
• Chapter Summary
• Key Terms
• Discussion Questions
• Solved Problem
• Problems
• Case: Derek’s European Tour
• Case: Monolith Productions
• Selected Readings & Internet Sites
• Chapter 15s: Chapter Supplement: Advanced Methods for Project Scheduling
• Introduction
• Project Crashing: Making Time-Cost Trade-Offs
• Scheduling a Project with Probabilistic Task Duration Estimates
• Supplement Summary
• Key Terms
• Discussion Questions
• Solved Problem
• Problems
• Selected Readings & Internet Sites
• Chapter 16: Sustainable Operations Management—Preparing for the Future
• Introduction
• The Triple Bottom Line Transforms in ESG
• The Starting Point – the Triple Bottom Line
• The First P—Planet
• Implications for Operations Management: A Broader View of Waste
• Challenges of Being Environmentally Sustainable
• ISO 14000—The Standard for Environmental Management Systems
• The Second P—People
• Organizational Culture
• National Culture
• Diversity, Equity, and Inclusion (DEI)
• The Third P—Profit and Long-Term Competitive Advantage
• Changes in Key Customers
• Changes in Value Propositions
• Changes in Operational Capabilities
• Balancing the 3 Ps
• Reporting and Measuring Corporate Sustainability Efforts
• Standards—the Building Blocks
• Environmental, Social and Governance (ESG) – the “New” Lens for Sustainability
• Sustainability as Corporate Strategy
• Chapter Summary
• Key Terms
• Discussion Questions
• Case: EuroConstellation Electronics
• Case: The Problem with Plastics
• Case: The HyperCar
• Case: Sourcing Outside the Cage
• Selected Readings & Internet Sites
• Appendix A
• Appendix A
• Appendix B
• Appendix B

People also search:

5 examples of operations management
5 principles of supply chain management
managing operations across the supply chain 4th edition
managing operations across the supply chain pdf
managing operations across the supply chain swink
managing operations across the supply chain

Tags:

Managing Operations,Supply Chain,Morgan Swink