1Preface
17015.4.1 Logistics Fields
21 21st Century Supply Chain Management
17115.4.2 Procurement Logistics: Procuring Raw Materials and Parts
31.1 Introduction
17215.4.3 Production Logistics
41.2 Concepts of Supply Chain
17315.4.4 Deals Logistics
51.3 Generalized Supply Chain Model
17415.4.6 Recycling Logistics
61.4 Value Chain : 1.4.1 Value Chain Analysis
17515.5. Logistics Management
71.5 Supply Chain Effectiveness
17615.5.1 Significance (or Objectives) of Logistics Management
81.5.1 Strategy
17715.5.2 Key Activities Involved in Logistics Management
91.5.2 Metrics
17815.6 Step by Step Instructions to Minimize Logistical Costs : 15.6.1 The Most Effective Method to Mitigate Transportation and Logistical Risk
101.5.3 Technology
17915.7 The Difference between Transportation and Logistics Industry
111.5.4 Supplier Performance
18015.7.1 The Distinction
121.5.5 Integration and Collaboration
18115.7.2 The Utilization of New Technologies
131.5.6 Risk Mitigation
18215.8 Transport & Logistics Careers
141.6 Financial Sophistication
18315.8.1 Transport and Logistics Misguided Judgments
151.6.1 Cash-to-cash Conversion
18415.8.2 Transport and Logistics Substances
161.6.2 Dwell Time Minimization
18515.8.3 Transport and Logistics Choices
171.6.3 Cash Spin
18615.9 What is Transport and Logistics Courses?
182 Operation Strategy
18715.9.1 Transport and Logistics Courses Eligibility and Entrance Test
192.1 Introduction
18815.9.2 Transport and Logistics Courses Scope, Average Salary and Job Profile
202.2 Basic Leadership or Decision Making in Production Management
18916 Global Sourcing and Procurement
213 Product and Service Design
19016. Introduction
223.1 Introduction
19116.1.1 The Changing Role of Purchasing
233.2 Product Development : 3.2.1 Simplification
19216.1.2 Strategic Purchasing
243.3 Computerization in Business Enterprises
19316.2 Globalization and Strategic Purchasing
253.4 Product Design Tools
19416.2.1 Contextual Investigation: Microsoft
263.4.1 Understanding Customer Needs
19516.2.3 Strategic Purchasing Process
273.4.2 Tools for Mass Customization
19616.2.4 Internal Aspects
283.5 Design of Services
19716.2.5 Sourcing Strategies
293.6 Flexible Manufacturing Systems
19816.2.6 Supplier Relations and Contract Management
304 Project Management
19916.2.7 Purchasing Professionalism
314.1 Introduction
20016.2.8 Service Purchasing
324.2 Project Management
20116.2.9 Sustainability
334.3 Scheduling Project
20216.3 Vertical Internal Alignment
344.3.1 Project Scheduling Models
20316.3.1 Organizational Strategies
354.3.2 Gantt Charts
20416.3.2 Contextual investigation: Apple Inc.
364.4 Logic of PERT
20516.3.3 Adjusting Strategies
374.4.1 Development of PERT
20616.3.4 Contextual Analysis: Volkswagen AG
384.4.2 Language of PERT
20716.3.5 Case Study: Insourcing/Outsourcing Flexon
394.4.3 How does PERT Work?
20816.3.6 Centralized or Decentralized Purchasing
405 Capacity Design
20916.4 Horizontal Internal Alignment
415.1 Introduction
21016.4.1 Case Study: Basic Role of Purchasing at Manitowoc
425.2 Capacity Management
21116.4.2 Horizontal Integration and the Role of Purchasing
435.2.1 The Procedure of Measurement of Capacity
21216.4.3 Internal Drivers of the Purchasing Department
445.2.2 Scope Organization
21316.4.4 Preventing Misalignment
455.2.3 Scope Quantification Framework
21416.4.5 Barriers to Horizontal Integration and Purchasing Involvement
465.3 Assessing Total Requirement
21516.5 Maverick Buying
475.3.1 Estimating Labor and Machine Requirements
21616.6 Conclusion
485.3.2 Processing Capacity Availability
21717 Sourcing Strategies
496 Learning Curve, Economies and Diseconomies of Scale
21817.1 Introduction
506.1 Introduction
21917.2 Prologue to Sourcing Strategy
516.1.1 Inner Economies
22017.3 Global Sourcing
526.1.2 Outside Economies
22117.4 Category Management
536.2 Diseconomies
22217.5 Portfolio Models
546.2.1 Interior Diseconomies
22317.5.1 Kraljic Matrix
556.2.2 Outer Diseconomies
22417.5.2 Case Study: “Pro-boat” Boat Manufacturer
566.3 Expectations to Absorb Information
22517.5.3 Differentiate Technique
576.4 Capacities Strategies
22617.5.4 Case Study: “Pro-boat” Boat maker
586.4.1 Transient Methodologies
22717.6 Impacts of Globalization
596.4.2 Long Haul Responses
22817.6.1 Best Worth Procurement
607 Facility Layout
22917.6.2 Case Study: Plus Supermarket
617.1 Pittsburgh International: An Efficient Layout
23017.6.3 Case Study: Rijkswaterstraat
627.2 Types of Layout
23117.6.4 Developments Inside Kraljic Lattice
63٧.٣ Basic Layout
23218 Enterprise Resource Planning
647.3.1 Process Layout
23318.1 Introduction
657.3.2 Product Layouts
23418.1.1 Functional Areas of ERP
667.3.3 Fixed Position Layouts
23518.1.2 Advantages of ERP
677.4 Designing Process Layouts
23618.1.3 Weaknesses of ERP
687.4.1 Block Diagramming
23718.2 Business Modules in ERP
697.4.2 Relationship Diagramming
23818.2.1 Finance
707.5 Computerized Layout Solutions: 7.5.1 Service Layouts
23918.2.2 Venture Management
717.6 Designing Product Layouts
24018.2.3 Plant Maintenance
727.7 Line Balancing: 7.7.1 Computerized Line Balancing
24118.2.4 Quality Management
737.8 Hybrid Layouts
24218.2.5 Materials Management
747.8.1 Cellular Layouts
24318.3 ERP Market
757.8.2 Flexible Manufacturing Systems
24419 Forecasting
767.8.3 Mixed-model Assembly Lines
24519.1 Forecasting Fundamentals: 19.1.1 Types of Forecasts
777.9 Summary
24619.2 Types of Forecasting Methods : 19.2.1 Decomposition of a Time Series
788 Simulation and Queueing Theory
24719.3 Data Set to Demonstrate Forecasting Methods
798.1 An Introduction to Simulation
24819.3.1 Illustration of the Naive Method
808.2 Models
24919.3.2 Mean (Simple Average) Method
818.3 Steps in Simulations
25019.3.3 Simple Moving Average Method
828.3.1 Problem Formulation
25119.3.4 Weighted Moving Average Method
838.3.2 Model Building
25219.3.5 Exponential Smoothing Method
848.3.3 Input Modeling
25319.3.6 Trend Projection
858.3.4 Verification and Validation
25419.4 Stability vs Responsiveness in Forecasting
868.3.5 Output Analysis
25519.5 Seasonality Issues in Forecasting
878.4 Queueing Systems
25619.5.1 Calculating Seasonal Index Values
888.4.1 Worked Example
25719.5.2 Using Seasonal Index Values
898.4.2 Equations for a Single Server
25819.5.3 Other Methods for Making Seasonal Forecasts
908.4.3 A Two Server Model
25919.6 Associative Forecasting Method
918.5 Conclusion
26019.7 Measuring Forecast Accuracy
929 Manufacturing Processes
26119.7.1 Mean Forecast Error (MFE)
939.1 Introduction
26219.7.2 Mean Absolute Deviation (MAD)
949.2 Basic Concepts of CAM (Computer-Aided Manufacturing) : 9.2.1 Computer Integrated Manufacturing (CIM)
26319.7.3 Mean Squared Error (MSE)
9510 Operation Management for Service
26419.7.4 Mean Absolute Percent Error (MAPE)
9610.1 Introduction
26519.7.5 Illustration of the Four Forecast Accuracy Measures
9710.2 Service Industry
26620 Sales and Operations Planning
9810.3 Service Design
26720.1 Evolution of Sales & Operations Planning
9910.4 Operational Decisions
26820.2 Frame of Reference
10010.4.1 Process Decisions
26920.3 Traditional Sales and Operations Planning: 20.3.1 Traditional S&OP Challenged
10110.4.2 Customer Service
27020.4 The Five Step Process
10210.5 Production-line Approach to Service
27120.5 Globalization and Regionalisation
10310.5.1 Service Process Matrices
27220.6 The Executives: Information vs. Information
10410.5.2 Self Service
27320.7 Brand X Business Summary
10510.5.3 Service Blueprint
27420.7.1 Vulnerability vs Single Set of Numbers
10610.6 Lean Thinking
27520.7.2 Offer
10710.6.1 Queuing
27620.7.3 Mass Customisation
10810.6.2 Service-profit Chain
27720.7.4 Arranging Implementation or Re-implementation
10910.6.3 Quality Management
27820.8 Conclusion
11010.6.4 Time Quality Management
27921 Inventory Management
11110.8 Capacity and Scheduling
28021.1 Introduction
11210.8.1 Forecasting
28121.1.1 Assembling Organization
11310.8.2 Capacity Planning
28221.1.2 Semi-finished Goods
11410.8.3 Revenue Management
28321.1.3 Finished Goods
11510.8.4 Scheduling
28421.1.4 Work-in-Process (WIP)
11610.8.5 Inventory
28521.1.5 Maintenance, Repair, and Operational Supplies (MRO)
11710.9 Service Supply Chains: 10.9.1 Information Technology
28621.2 Stock Functions
11810.10 Management Science and Operations Research (MSOR)
28721.2.1 Safety Stock
11911 Business Process: Design and Analysis
28821.2.2 Lot-size Inventory
12011.1 Introduction
28921.2.3 De-coupling Stock
12111.2 What is the Business Process?
29021.2.4 Pipeline Inventory
12211.3 Business Processes vs Functional Departments
29121.2.5 Hedge Inventory
12311.3.1 Process Composition
29221.2.6 Case Study: Comparison of Hedge and Safety Stock
12411.3.2 What is the Matter with the Functional View?
29321.3 ABC Classification Method
12511.3.3 What is the Business Process Plan?
29421.3.1 Stock Keeping Unit (SKU)
12611.3.4 A Brief History of the Business Process
29521.3.2 Application of Pareto’s Law
12711.4 Modeling Workshops
29621.3.3 Steps in ABC Order Include
12811.5 Analyzing and Planning Processes
29721.4 Control Approaches
12911.6 Conclusion
29821.5 Basic Inventory Replenishment Methods
13012 Six Sigma Quality
29921.5.1 Two-receptacle System
13112.1 Introduction
30021.5.2 Visual Review System
13212.2 Recorded Historical Outline
30121.5.3 Min-max System
13312.3 Techniques
30221.6 Reorder Point System and EOQ
13412.3.1 DMAIC
30321.6.1 EOQ Theory
13512.3.2 DMADV or DFSS
30421.6.2 Order Point
13612.4 Quality Management Tools and Methods used in Six Sigma
30521.7 Cushions
13712.4.1 Implementation Roles
30621.7.1 Safety Stock
13812.4.2 Certification
30721.7.2 Safety Time
13912.5 Birthplace and Significance of the Expression “Six Sigma Process”
30821.7.3 Safety Capacity
14012.5.1 Role of the 1.5 Sigma Shift
30922 Work Centric Scheduling
14112.5.2 Sigma Levels
31022.1 Introduction
14212.6 Software used for Six Sigma: 12.6.1 Analysis Tools
31122.2 Types of Manufacturing Systems
14312.7 Criticism of Six Sigma
31222.2.1 Flowshop
14412.8 Seven Basic Tools of Quality
31322.2.2 Jobshop
14513 Statistical Quality Control
31422.3 Mechanical Production System
14613.1 Statistical Procedure Control
31522.5 Arrangement Methodologies for Production Scheduling
14713.2 Target Examination of the Variety
31622.5.1 Diagramming
14813.2.2 Expanding Pace of Creation
31722.5.2 Materials Prerequisite Arranging
14913.2.3 Impediments
31822.5.3 Queueing Hypothesis
15013.2.4 History
31922.5.4 Reenactment
15113.2.5 “Normal” and “Exceptional” Wellsprings of Variety
32022.6 Inspiration for the Present Work
15213.2.6 Application to Non-producing Forms
32122.7 Rundown
15313.2.7 Variety in Assembling
32223 Theory of Constraints
15413.3 Utilization of SPC
32323.1 Introduction
15513.3.1 Control Outlines
32423.2 History
15613.3.2 Stable Procedure
32523.3 Key Assumption
15713.3.3 Inordinate Variety
32623.3.1 The Five Centering Steps
15813.3.4 Science of Control Outlines
32723.1.2 Applications
15914 Lean Supply Chain Management
32823.4 Thinking Forms : 23.4.1 Improvement and Practice
16014.1 Introduction
32924 Operation Management in Health Care
16114.2 Lean Supply Chain
33024.1 Introduction
16214.3 Lean Supply Chain Management Principles (gotten from Basic Lean Principles)
33124.2 What is Operation Management in Health Care?
16314.4 Improvement of Inventory Network
33224.3 Key Takeaways
16414.5 Conclusion
33324.4 Operations Managers and Cost Control : 24.4.1 The Bottom Line
16515 Logistics, Distribution, and Transportation
33425 Operations Consulting
16615.1 Introduction
33525.1 Introduction
16715.2 How it Functions
33625.2 Operations Consulting Processes
16815.3 Why Coordinations is Significant? : 15.3.1 Sorts of Coordinations
33725.3 APPENDIX
16915.4 Types of Logistics
338Index
