Managing the Global Supply Chain -- Overview of Contents -- Contents -- Preface -- 1. Introduction to the Supply Chain -- Introduction to Supply Chain Management -- The Supply Chain -- Supply Chain Management (SCM) -- The Customer Orientation -- Multiple Management Perspectives -- The Characteristics of the Supply Chain -- Understanding the Supply Chain -- The Framework -- Systemic Approach -- Supply Chain Processes -- The Management Tasks -- The New Corporate Environment -- A Model of the Global Supply Chain -- The Approach of the Book -- Concepts -- Processes -- Management Issues -- Summary -- 2. Structure and Process -- The Value Chain and the Value System -- The Structure of the Supply Chain -- The Concept of Postponement -- Building Structure -- The Bullwhip Effect -- What are Activities? -- Core Competencies and Outsourcing -- Components in Supply Chain Management -- Network Structure -- Management Components -- Concluding Comments -- 3. Inter-organizational Relationships -- Relationships from a Network Perspective -- Industrial Networks -- Transactions -- The Firm as a Nexus of Contracts -- Boundaries and Governance -- Static versus Dynamic Boundaries -- Is Transaction Cost Theory »Bad for Practice«? -- TCA Focuses on Cost Efficiency -- Asset Specificity based on »Sunk Costs« -- Too Costly to Develop or Acquire Specific Assets -- Perceptions of Trust -- Developing Collaborative Relationships -- Conclusion -- Illustrative Case -- Benetton's Supply Networks -- 4. The Information System for the Supply Chain -- Introduction -- Logistics Information -- Information Exchange -- Information and Operations -- The Concept of a Supply Chain Information System -- The Intra-firm Information System -- The Inter-firm Information System -- Interface Optimization -- Elements of the Information System -- On-demand Computing -- Software Systems.

Enterprise Resource Planning (ERP) -- Software for Supply Chain Management -- General Application Areas for Supply Chain Information Systems -- Communications -- Concluding Comments -- Illustrative Case -- Gillette and RFID -- 5. Distribution -- International Markets -- The Structure of International Distribution -- Global Marketing -- The Complexity of Distribution -- The Major Elements of Distribution and its Requirements -- Deficiencies of Traditional Distribution and Distribution Dynamics -- Push versus Pull -- The Marketing Channel -- Major Channel Decisions -- Sales Decisions -- Physical Distribution Decisions -- Global Retail Distribution -- Retailing as a Supply Chain Function -- Grocery Retailing -- Garments -- Global Retail Logistics Operations -- E-commerce and the Supply Chain -- The Attractiveness of a New Channel -- The Case of Grocery E-tailing -- The Structure of E-commerce Fulfillment -- Elements Shaping E-commerce -- Collaborative Distribution Models -- Efficient Consumer Response (ECR) -- Vendor-Managed Inventory -- Collaborative Planning, Forecasting and Replenishment -- Conclusion -- Illustrative Case -- ECR by Triumph International in Germany -- 6. Production Issues for the Supply Chain -- Supply Chain Requirements - A chain of Processes -- Management Concepts in Production and SCM -- Just-in-Time and Lean Manufacturing -- Materials Requirement Planning (MRP) -- Total Quality Management -- Integration of Manufacturing Technologies -- Agile Supply Chain -- Linking Lean and Agile Supply Chains -- Strategic Perspectives on Production Processes and Technology -- Product Design for the Supply Chain -- Modular Products Demand of Production -- Concurrent Engineering -- Design for Manufacturability -- Design for Logistics -- Emerging Production Paradigm - Modular Production -- Illustrative Case -- Smart Car -- Smart's Production System.

7. Innovation Management in Supply Chains -- Platform Strategies -- Product Architecture Strategies -- Modular Product Architectures -- Integral Product Architectures -- Interface Specification and Standardization -- NPD's Impact on Outsourcing -- Early Supplier Involvement in NPD -- Innovation and Supplier Relationships -- Transaction Cost Perspective on NPD and Outsourcing -- Component Design for Postponement -- Mass Customization, Postponement and NPD -- NPD for Recycling -- Illustrative Cases -- Oticon -- Jeeps' Windshield Wipers -- 8. Procurement -- Driving Forces Behind the Strategic Importance of Procurement -- Increased Outsourcing -- Just-in-Time Purchasing -- Information Technology -- The Variety of Supplier-Buyer Relationships -- Adversarial Relationships -- Preferred Suppliers -- Single Sourcing -- Network Sourcing -- Strategic Alliances -- Portfolio Approachto Supplier Relationships -- The Olsen & Ellram Portfolio Model -- The Competence Development Model -- The Bensaou Model -- Critique of Portfolio Models -- Strategic Partnerships -- Managing Sourcing Relationships -- Vendor-Managed Purchasing -- Conclusion -- Illustrative Case -- Kolobri -- Company Presentation -- 9. Transport and Logistics Services -- Introduction -- Structural Changes in Supply Chains -- Infrastructure Investment -- Deregulation of the European Transport Market -- The Transport and Logistics Service Industry in Europe -- Third-Party Logistics -- What is Third-Party Logistics? -- Typology of Third-Party Logistics Providers -- Driving Forces Behind Third-Party Logistics -- Developing a Third-Party Logistics Partnership -- Obstacles in Logistics Outsourcing -- Mergers and Acquisitions -- The Future of European Transport and Logistics -- Lead Logistics Providers -- Pan-European Logistics Providers -- Niche Carriers -- E-Commerce Logistics Providers.

Tiering Structure of the Logistics Market -- Conclusion -- Illustrative Cases -- One-Stop-Shopping at Oticon -- DHL and Sun Microsystems -- LEGO Group Outsources Logistics to DHL -- 10. Reverse Logistics and Supply Chain Sustainability -- Major Types of Return Items -- The Challenge of Reverse Supply Chain -- A Centralized Reverse Supply Chain -- A Decentralized Reverse Supply Chain -- The Marginal Value of Time -- Green Supply Management -- Product Stewardship -- The Triple Bottom Lineand the Supply Chain -- Conclusion -- Illustrating Cases -- Toshiba and UPS -- European Recycling Platform -- Kodak Closed-Loop Supply Chain for Single-Use Cameras -- 11. Performance Measurement and Management in the Supply Chain -- Measures and Measurement Systems -- System Thinking in Performance Measurement -- Inclusiveness in Supply Chain Performance -- Effects of Supply Chain Performance Measurement -- Supply Chain Performance Measurement Frameworks -- The Strategic Profit Model -- Target Cost Management -- Total Cost of Ownership -- Activity-Based Costing -- The Balanced Scorecard -- The SCOR Model -- Concluding Comments -- 12. Strategy and the Supply Chain -- Strategy and the Supply Chain -- Objectives and Outcomes -- Networks and Systems -- Resource-Based Strategy -- From Vertical Integration to Horizontal Disintegration -- Fine's Double Helix Model -- Matching Product Uncertainties with Supply Chains -- Supply Structures for Customization -- Mass Customization -- Supply Chain Integration -- Information Integration -- Organization Integration -- Other Forms of Strategy -- Strategy of Functional Areas -- Information Technology -- Procurement -- Manufacturing -- Distribution -- Logistics -- Conclusion -- 13. Supply Chain Planning - Modeling Considerations -- Reasons for Quantitative Modeling -- Modeling Sourcing Strategies- Statistical Approach.

Modeling the Inventory Management - EOQ Model -- Aligning Supply Chain - SC Performance Model -- Modeling the Demand Forecast - Exponential Smoothing -- Modeling the Resource Allocation- Linear Programming -- Modeling the Demand Variability in SC- Bullwhip Effect -- Modeling Product Architecture Modularization for Mass Customization -- Limitations Related to Modeling -- 14. Managing the Complexity of the Global Supply Chain -- The Environmental Complexity of the Supply Chain -- Political Issues -- Social Issues -- Cultures -- Information Technology -- The Structural Complexity of the Global Supply Chain -- Options -- Global Production -- The Global Network -- Global Management -- Organizational Solutions -- Global Products -- Global Sourcing -- Concluding Comments -- References -- Index.