Introduction to operations and supply chain management.

Cover
Title Page
Copyright Page
About the Authors
Brief Contents
Contents
Preface
Acknowledgments
Part I: Creating Value through Operations and Supply Chains
	1. Introduction to Operations and Supply Chain Management
		Introduction
		1.1. Why Study Operations and Supply Chain Management?
			Operations Management
			Supply Chain Management
		1.2. Important Trends
			Agility
			Information Technologies
			People
		1.3. Operations and Supply Chain Management and You
			Professional Organizations
			Cross-Functional and Interorganizational Linkages
		1.4. Employability Skills
			Critical Thinking
			Collaboration
			Knowledge Application and Analysis
			Information Technology Application and Computing Skills
		1.5. Purpose and Organization of This Book
		Chapter Summary
		Key Terms
		Discussion Questions
		Problems
		Case Study
		References
	2. Operations and Supply Chain Strategies
		Introduction
		2.1. Elements of the Business
		2.2. Strategy
		2.3. Operations and Supply Chain Strategies
			Customer Value
			Four Performance Dimensions
			Trade-Offs among Performance Dimensions
			Order Winners and Order Qualifiers
			Stages of Alignment with the Business Strategy
			Core Competencies in Operations and Supply Chains
		Chapter Summary
		Key Formula
		Key Terms
		Solved Problem
		Discussion Questions
		Problems
		Case Study
		References
Part II: Establishing the Operations Environment
	3. Process Choice and Layout Decisions in Manufacturing and Services
		Introduction
		3.1. Manufacturing Processes
			Production Lines and Continuous Flow Manufacturing
			Job Shops
			Batch Manufacturing
			Fixed-Position Layout
			Hybrid Manufacturing Processes
			3D Printing
			Linking Manufacturing Processes across the Supply Chain
			Selecting a Manufacturing Process
			The Product-Process Matrix
		3.2. Product Customization within the Supply Chain
			Four Levels of Customization
			The Customization Point
		3.3. Service Processes
			Service Packages
			Service Customization
			Customer Contact
			Service Positioning
			Services within the Supply Chain
		3.4. Layout Decision Models
			Line Balancing
			Assigning Department Locations in Functional Layouts
		Chapter Summary
		Key Formulas
		Key Terms
		Solved Problem
		Discussion Questions
		Problems
		Case Study
		References
	4. Business Processes
		Introduction
		4.1. Business Processes
			Improving Business Processes
		4.2. Mapping Business Processes
			Process Maps
			Swim Lane Process Maps
		4.3. Managing and Improving Business Processes
			Measuring Business Process Performance
			Productivity
			Efficiency
			Cycle Time
			Benchmarking
			The Six Sigma Methodology
			Continuous Improvement Tools
		4.4. Business Process Challenges and the SCOR Model
			How Standardized Should Processes Be?
			Business Process Reengineering (BPR)
			Coordinating Process Management Efforts across the Supply Chain
			The SCOR Model
		Chapter Summary
		Key Formulas
		Key Terms
		Solved Problem
		Discussion Questions
		Problems
		Case Study
		References
	5. Managing Quality
		Introduction
		5.1. Quality Defined
		5.2. Total Cost of Quality
		5.3. Total Quality Management
			TQM and the Six Sigma Methodology
		5.4. Statistical Quality Control
			Process Capability
			Six Sigma Quality
			Control Charts
			Acceptance Sampling
			Taguchi’s Quality Loss Function
		5.5. Managing Quality across the Supply Chain
			ISO 9000 Family
			External Failures in the Supply Chain
		Chapter Summary
		Key Formulas
		Key Terms
		Using Excel in Quality Management
		Solved Problem
		Discussion Questions
		Problems
		Case Study
		References
	6. Managing Capacity
		Introduction
		6.1. Capacity
			Measures of Capacity
			Factors That Affect Capacity
			Supply Chain Considerations
		6.2. Three Common Capacity Strategies
		6.3. Methods of Evaluating Capacity Alternatives
			Cost
			Demand Considerations
			Expected Value
			Decision Trees
			Break-Even Analysis
			Learning Curves
			Other Considerations
		6.4. Understanding and Analyzing Process Capacity
			The Theory of Constraints
			Waiting Line Theory
			Little’s Law
		Chapter Summary
		Key Formulas
		Key Terms
		Using Excel in Capacity Management
		Solved Problem
		Discussion Questions
		Problems
		Case Study
		References
	6S. Advanced Waiting Line Theory and Simulation Modeling
		Introduction
		6S.1. Alternative Waiting Lines
			Assumptions behind Waiting Line Theory
			Waiting Line Formulas for Three Different Environments
		6S.2. Simulation Modeling
			Monte Carlo Simulation
			Building and Evaluating Simulation Models with SimQuick
		Supplement Summary
		Discussion Questions
		Problems
		References
Part III: Establishing Supply Chain Linkages
	7. Supply Management
		Introduction
		7.1. Why Supply Management Is Critical
			Global Sourcing
			Financial Impact
			Performance Impact
		7.2. The Strategic Sourcing Process
			Step 1: Assess Opportunities
			Step 2: Profile Internally and Externally
			Step 3: Develop the Sourcing Strategy
			Step 4: Screen Suppliers and Create Selection Criteria
			Step 5: Conduct Supplier Selection
			Step 6: Negotiate and Implement Agreements
		7.3. The Procure-to-Pay Cycle
			Ordering
			Follow-Up and Expediting
			Receipt and Inspection
			Settlement and Payment
			Records Maintenance
		7.4. Trends in Supply Management
			Sustainable Supply
			Supply Chain Disruptions
		Chapter Summary
		Key Formulas
		Key Terms
		Solved Problem
		Discussion Questions
		Problems
		Case Study
		References
	8. Logistics
		Introduction
		8.1. Why Logistics Is Critical
		8.2. Logistics Decision Areas
			Transportation
			Selecting a Transportation Mode
			Multimodal Solutions
			Warehousing
			Logistics Information Systems
			Material Handling and Packaging
			Inventory Management
		8.3. Logistics Strategy
			Owning versus Outsourcing
			Measuring Logistics Performance
			Landed Costs
			Reverse Logistics Systems
		8.4. Logistics Decision Models
			Weighted Center of Gravity Method
			Optimization Models
			The Assignment Problem
		Chapter Summary
		Key Formulas
		Key Terms
		Solved Problem
		Discussion Questions
		Problems
		Case Study
		References
Part IV: Planning and Controlling Operations and Supply Chains
	9. Forecasting
		Introduction
		9.1. Forecast Types
			Demand Forecasts
			Supply Forecasts
			Price Forecasts
		9.2. Laws of Forecasting
			Law 1: Forecasts Are Almost Always Wrong (But They Are Still Useful)
			Law 2: Forecasts for the Near Term Tend to Be More Accurate
			Law 3: Forecasts for Groups of Products or Services Tend to Be More Accurate
			Law 4: Forecasts Are No Substitute for Calculated Values
		9.3. Selecting a Forecasting Method
		9.4. Qualitative Forecasting Methods
		9.5. Time Series Forecasting Models
			Last Period
			Moving Average
			Weighted Moving Average
			Exponential Smoothing
			Adjusted Exponential Smoothing
			Linear Regression
			Seasonal Adjustments
		9.6. Causal Forecasting Models
			Linear Regression
			Multiple Regression
		9.7. Measures of Forecast Accuracy
		9.8. Computer-Based Forecasting Packages
		9.9. Collaborative Planning, Forecasting, and Replenishment (CPFR)
		Chapter Summary
		Key Formulas
		Key Terms
		Solved Problem
		Discussion Questions
		Problems
		Case Study
		References
	10. Sales and Operations Planning (Aggregate Planning)
		Introduction
		10.1. S&OP in the Planning Cycle
		10.2. Major Approaches to S&OP
			Top-Down Planning
			Level, Chase, and Mixed Production Plans
			Bottom-Up Planning
			Cash Flow Analysis
		10.3. Organizing for and Implementing S&OP
			Choosing between Alternative Plans
			Rolling Planning Horizons
			Implementing S&OP in an Organization
		10.4. Services Considerations
			Making Sales Match Capacity
			Making Capacity Match Sales
		10.5. Linking S&OP throughout the Supply Chain
		10.6. Applying Optimization Modeling to S&OP
		Chapter Summary
		Key Formulas
		Key Terms
		Solved Problem
		Discussion Questions
		Problems
		Case Study
		References
	11. Managing Inventory throughout the Supply Chain
		Introduction
		11.1. The Role of Inventory
			Inventory Types
			Inventory Drivers
			Independent versus Dependent Demand Inventory
		11.2. Periodic Review Systems
			Restocking Levels
		11.3. Continuous Review Systems
			The Economic Order Quantity (EOQ)
			Reorder Points and Safety Stock
			Quantity Discounts
		11.4. Single-Period Inventory Systems
			Target Service Level
			Target Stocking Point
		11.5. Inventory in the Supply Chain
			The Bullwhip Effect
			Inventory Positioning
			Transportation, Packaging, and Material Handling Considerations
		Chapter Summary
		Key Formulas
		Key Terms
		Using Excel in Inventory Management
		Solved Problem
		Discussion Questions
		Problems
		Case Study
		References
	12. Managing Production across the Supply Chain
		Introduction
		12.1. Master Scheduling
			The Master Schedule Record
			Using the Master Schedule
		12.2. Material Requirements Planning
			The MRP Record
			The Advantages of MRP
			Special Considerations in MRP
		12.3. Production Activity Control and Vendor Order Management Systems
			Job Sequencing
			Monitoring and Tracking Technologies
		12.4. Synchronizing Planning and Control across the Supply Chain
			Distribution Requirements Planning
		Chapter Summary
		Key Formulas
		Key Terms
		Solved Problem
		Discussion Questions
		Problems
		Case Study
		References
	12S. Supply Chain Information Systems
		Introduction
		12S.1. Understanding Supply Chain Information Needs
			Differences across Organizational Levels
			Direction of Linkages
		12S.2. Supply Chain Information Systems
		12S.3. Trends to Watch
			BPM Tools
			Cloud Computing
			Internet of Things (IoT)
		Supplement Summary
		Key Terms
		Discussion Questions
		References
	13. JIT/Lean Production
		Introduction
		13.1. The Lean Perspective on Waste
		13.2. The Lean Perspective on Inventory
		13.3. Recent Developments in Lean Thinking
		13.4. Kanban Systems
			Controlling Inventory Levels Using Kanbans
			Synchronizing the Supply Chain Using Kanbans
			Using MRP and Kanban Together
		Chapter Summary
		Key Formula
		Key Terms
		Solved Problem
		Discussion Questions
		Problems
		Case Study
		References
Part V: Project Management and Product/Service Development
	14. Managing Projects
		Introduction
		14.1. The Growing Importance of Project Management
		14.2. Project Phases
			Concept Phase
			Project Definition Phase
			Planning Phase
			Performance Phase
			Postcompletion Phase
		14.3. Project Management Tools
			Gantt Charts
			Network Diagrams
			Constructing a Network Diagram
			Crashing a Project
		14.4. Project Management Software
		14.5. PMI and the Project Management Body of Knowledge (PMBOK®)
		Chapter Summary
		Key Formulas
		Key Terms
		Solved Problem
		Discussion Questions
		Problems
		Case Study
		References
	15. Developing Products and Services
		Introduction
			Product Design and the Development Process
			Four Reasons for Developing New Products and Services
		15.1. Operations and Supply Chain Perspectives on Design
			Repeatability, Testability, and Serviceability
			Production Volumes
			Product Costs
			Match with Existing Capabilities
		15.2. The Development Process
			A Model of the Development Process
			Sequential Development versus Concurrent Engineering
		15.3. Organizational Roles in Product and Service Development
			Engineering
			Marketing
			Accounting
			Finance
			Designers
			Purchasing
			Suppliers
			Who Leads?
		15.4. Approaches to Improving Product and Service Designs
			DMADV (Define–Measure–Analyze–Design– Verify)
			Quality Function Deployment (QFD)
			Computer-Aided Design (CAD) and Computer-Aided Design/Computer-Aided Manufacturing (CAD/CAM)
			The “Design for . . . ” Approaches
			Target Costing and Value Analysis
		Chapter Summary
		Key Terms
		Discussion Questions
		Case Study
		References
Appendices
Glossary
Index