Page numbers in italics denote a table/diagram
acceleration effect
Accenture (fmly Andersen Consulting), 2nd
activities
non-value adding, 2nd, 3rd
value adding, 2nd
activity-based costing (ABC), 2nd, 3rd
adaptability
advanced robotics
after-sales support
aggregate demand forecast
agile approach
agile supply chain, 2nd
agility
customer responsiveness
definition
foundations
supply chain, 2nd, 3rd
velocity and visibility drive responsiveness
Ahlstrom
Alibaba (Chinese company)
Amazon, 2nd, 3rd
American War of Independence
Apple
Aspinall, K.
attitude
attributable costs
BAe Systems
Baker, S.
balanced metrics
balanced scorecard
barcoding
benchmarking
internal
SCOR model
Benetton
Bills of Materials, 2nd, 3rd, 4th
Black Friday
Boeing 787 Dreamliner
Bollard, Marc
Booz, Allen and Hamilton
Borsodi, Ralph
bottlenecks, 2nd
Buffet, Warren
bullwhip effect, 2nd, 3rd
business models
efficient
need for new
transformations, 2nd
business process re-engineering (BPR)
butterfly effect
CAD (computer aided design), 2nd
CAM (computer aided manufacturing), 2nd
Canon
capabilities
capacity
critical role of
management
rough cut
carbon and supply chain
carbon footprint, 2nd, 3rd, 4th
Carbon Trust
cash and receivables
cash flow
changing the profile
and shareholder value
cash-to-cash cycles, 2nd
Caterpillar, 2nd
centralisation of distribution
centres of excellence, 2nd. 3rd
chain of customers
channel margin
channel strategy, key issues for
Christensen, Lawrence
Cisco Systems
claims procedures
climate change, 2nd
closed-loop supply chains
co-creation
co-makership
co-opertition
Coca-Cola
collaborative planning, forecasting and replenishment (CPFR), 2nd
collaborative working
and networks, 2nd
prisoner’s dilemma, 2nd
collective strategy development
commoditisation, 2nd
competencies
competition
network
new rules
competitive advantage
through capabilities and competencies
through cost advantage, 2nd
through customer service
gaining, 2nd, 3rd
and logistics
new rules of
and process innovation
procurement policies
service-based
3 Cs, 2nd
through productivity, 2nd
time-based
through value, 2nd, 3rd, 4th
competitive environment
changing
customer-centered
globalisation
price deflation
resilience in
computer aided design (CAD), 2nd
computer aided manufacturing (CAM), 2nd
congestion
consensus forecasts
core processes
cost advantage, 2nd
cost leadership
cost-to-serve,
differences in
understand
costing, activity-based, 2nd, 3rd
costs
alternative concepts
analysis of total
attributable
avoidable, 2nd
customer, 2nd, 3rd
customer profitability
customer service
difference between vertical and horizontal orientation,
of distribution network
of inventory holdings
logistics, analysis of
operating
opportunity
process
product
profitability analysis
set-up
strategies
supply chain view
transaction
transparency
uncertainty
critical paths
identifying
managing
see also supply chain
critical value analysis
cross-docking, 2nd
cross-functional teams, 2nd
current assets
current liabilities
customer complexity, 2nd
customer relationship management
customer retention
customer service, 2nd
augmenting core product
and competitive advantage
components, 2nd
composite index
cost
cost benefit analysis
definition
and 80/20 rule (Pareto)
functional (conventional) organizations
global management
goals
and inventory investment
and marketing effectiveness, 2nd
objectives
priority setting
relationship management
reliability
and retention
segment identification
standards
customer value and supply chain strategy
customers
costs of average
80/20 rule (Pareto), 2nd, 3rd, 4th, 5th
expectations, 2nd
lifetime value
local differences
needs identification
profit and loss account, 2nd
profitability analysis, 2nd, 3rd
profitability matrix
reaction to stock-outs
relationship marketing
responsiveness to, 2nd
retention
indicators
Davis, Peter
de-coupling point, 2nd, 3rd, 4th
debt/equity ratio
deliveries
frequency and reliability
and resource footprint
Dell Computers, 2nd, 3rd, 4th, 5th, 6th
demand
conditions
dependent, 2nd
improving visibility
independent
management
for organic food
penetration points
physical fulfilment of
standard deviation of
supply requirements by type
and supply uncertainty
variations, 2nd
demand-driven,
demand intelligence
demand management/planning
focus of
demand pull,
change to
vs product push, 2nd, 3rd, 4th
demographic changes
dependent demand, 2nd
design and resource footprint
digital supply networks
direct product profitability (DPP), 2nd
disintermediation, 2nd
distribution
centralisation
network costs
distribution channels
design and structure of
to develop
disintermediation
elimination of middleman in
innovation in
value delivery systems
documentation quality
Domino’s Pizza
Drucker, Peter
dynamic flexibility
dynamics of logistics systems
DYNAMO
eco-efficiency, 2nd
economic batch/order quantity, reduce
economic order quantity (EOQ), 2nd
economies of scale, 2nd
economies of scope
efficient business model
80/20 rule (Pareto), 2nd, 3rd, 4th, 5th
electronic data interchange
electronic point of sale (EPOS)
emission trading schemes
energy efficiency
event management, 2nd
experience curve, 2nd
extended enterprises, 2nd, 3rd, 4th
and virtual supply chain
extranet
Failure Mode and Effect Analysis (FMEA)
fixed assets
efficiency
fixed capital
flexibility
dynamic
structural
flexible capacity
flexible manufacturing systems (FMS), 2nd, 3rd
focused factories, 2nd
Food and Agricultural Organisation (FAO)
food supply chains
food miles
Ford, 2nd, 3rd
Ford, Henry, 2nd, 3rd
forecast error and planning
forecasts
aggregate demand
and capacity
consensus
and CPFR
modifying with demand intelligence
Forrester Effect
4PL™ (fourth party logistics), 2nd
key components
frequency of deliveries
Friedman, Thomas
fulfilment factories
functional (conventional) organizations, 2nd, 3rd
and customer interface
and logistics concept
GANT
Gartners (research company)
global supply chains, finance
globalisation
challenges
of economy
and focused factories
and local management
logistics challenges
marketing
and sourcing
and supply chain
go-to-market strategy, 2nd
Goldratt, E.M.
Gore, Al
Gottfredson, M.
greenhouse gases
healthcare logistics
Heinz
Hewlett Packard (HP), 2nd, 3rd, 4th
horizontal organisations, 2nd, 3rd
horizontal time
Hornby
human brain skills, type of
IBM, 2nd, 3rd
independent demand
Industrial Dynamics
industrial revolutions
information and communication technology (ICT)
information complexity
information iceberg
information sharing
information technology (IT)
and collaboration, 2nd
data exchange
electronic point of sale
and event management
extranet
importance
Internet, 2nd
intranet
and logistics 2nd
and response to market
return on investment
and supply chain, 2nd, 3rd
use of, 2nd
intelligent transport
Internet, 2nd, 3rd, 4th
data exchange
supply chain management 2nd
inter-operability
intranet
inventory
availability
buildup
centralised, 2nd, 3rd
and customer service levels
economic order quantity (EOQ), 2nd
effective levels
finished goods
hiding demand
hiding problems
Japanese philosophy
just-in-time (JIT), 2nd, 3rd, 4th, 5th, 6th, 7th, 8th
managing
minimisation, 2nd
policies, 2nd
reorder points (ROP) 2nd, 3rd
supply chain profile
true costs
vendor managed (VMI)
virtual
IPO (Initial Public Offer)
Japanese philosophy
inventory
lean thinking
set-up time reduction
John Deere
Johnston, Alexander
Johnstons of Elgin
joint ventures (JVs)
just-in-time (JIT), 2nd, 3rd, 4th, 5th, 6th, 7th, 8th
Kanban concept, 2nd
Kearney, A.T.
key issues for channel strategy
key performance indicators (KPIs), 2nd, 3rd
King, Justin
knowledge, access to
Lalonde, B.J.
late stage customisation
lead-time
components
concept
replenishment
variability
lead-time gap, 2nd
closing
lead-time management
bottlenecks, 2nd
cash-to-cash cycle
collaboration
components
order-to-delivery cycle
reducing logistics lead-time
strategic
lean approach
lean practices
dangers
Lever Europe
Levitt, Theodor, 2nd, 3rd
Lewis, John
Li and Fung, 2nd
The Limited
logistics
centralised
challenges
and competitive advantage
cost analysis
definition
and focused factories
and globalization
information system
leverage opportunities
market-driven strategy
marketing interface
and organizational change
pipeline management
process improvement
quick response (QR), 2nd
and return on investment (ROI)
scorecard
and service delivery
and shareholder value
systems, dynamics of
tradeoffs in global
virtuous circle
vision
see also pipeline management
logistics, implications of servitisation for
logistics chain, push vs pull
logistics concept and conventional organisations
logistics lead-time, reduce
logistics management
and the balance sheet, 2nd
and business transformations
and marketing effectiveness
mission, 2nd
process
logistics managers, implications for
logistics organisation
developing
logistics service companies
logistics service sector, innovation in
logistics services
‘long tail’, 2nd
low-cost competition
low cost strategies
Lusch, Robert
management skills, implications for
market-sensitive
McDonald’s
McKinsey, 2nd
manufacturing
agile and lean models, 2nd
rapid
and resource footprint
mapping the supply chain, 2nd, 3rd
market changes
and forecasting
and resilience
marketing, 2nd, 3rd, 4th
Four Ps
impact logistics and customer service
marketspace
Marks & Spencer, 2nd
Mars
mass customisation
materials requirements planning (MRP)
Mattel
mega-cities
mega-trends, emerging
Meccano Ltd
Milliken
mindset, corporate
mission statements
mobile commerce
modern slavery
Motorola, 2nd
multi-channel retailing
Nashua Corporation
National Health Service (NHS)
Nestlé
network competition
network complexity, 2nd
network management
network orchestration
Nike, 2nd
Nissan, 2nd
Nokia Networks (NN)
non-value-added activities, 2nd, 3rd
offshore sourcing, 2nd
Oliver, Keith
omni-channel
retailing
revolution
supply chain
open-book accounting
open communication
opportunity costs
optimised production technology (OPT)
orchestrators
order cycle
extending
grocery industry
with variability
order cycle time (OCT)
order-to-collection cycle
order-to-delivery cycle
orders
achieving perfect
completeness
convenience
cycle time
fill probabilities, 2nd
fulfilment groups
management systems
managing
processing cycle
size constraints
status information
organisational complexity, 2nd
organisations
functional (conventional), 2nd, 3rd, 4th
global, 2nd
horizontal, 2nd, 3rd, 4th, 5th
logistics oriented
new paradigm
vertical, 2nd, 3rd, 4th
virtual, 2nd
original equipment manufacturer (OEM)
out-of-stock
impact on sales, 2nd
out-sourcing, 2nd, 3rd, 4th, 5th, 6th, 7th, 8th
Pareto (80/20 rule), 2nd, 3rd, 4th
partnership sourcing
performance indicators, 2nd
Pfizer
pharmaceutical company
Philips, 2nd
pipeline management
change to
future
visibility, importance of
see also logistics
pipelines
mapping
visibility
Porter, Michael
postponement strategy, 2nd, 3rd, 4th, 5th
price deflation
Pringles
prisoner’s dilemma, 2nd
process alignment, 2nd
process complexity, 2nd
process costs
process excellence return on investment
process innovation
process integration
process management, 2nd, 3rd, 4th
end-to-end
re-engineering
processes
core
new importance
variability
Procter & Gamble, 2nd, 3rd
product complexity, 2nd
product costs
product design and supply chain complexity
product flow grocery industry
product life cycle
product push vs demand pull, 2nd
product service levels, managing
productivity advantage
logistics leverage opportunities
products
direct profitability
innovation
life cycles
stock-outs, 2nd, 3rd
profitability analysis
profits
product contribution
and stock-outs, 2nd, 3rd
programme budget
promotional activity
and logistics
and production requirements
Pyramid Sportswear AB
quick-response (QR) logistics, 2nd
production strategies
Radio Frequency Identification (RFID)
Rana Plaza
range complexity, 2nd
rapid manufacturing (RM)
Rayport, J.F.
reduce, reuse, recycle
reduce costs through collaborative work
relationship management and suppliers
relationship marketing
reliability
reorder points (ROP), 2nd
and dependent demand
replenishment lead times
replenishment order system
resilience
resource footprint, 2nd
resource utilisation
responsiveness
achieving
retention of customers
return on investment (ROI)
impact of margin and asset turn
and logistics, 2nd, 3rd
revenue growth
reverse logistics
risk analysis, scoring system
risk profile, mapping
road congestion
Rolls-Royce
ROP (reorder points), 2nd, 3rd
Rose, Stuart
rough cut capacity plan
SABMiller
Sainsbury’s
sales, probabilities
sales and operations planning (S&O), 2nd
satellite tracking
Scania (truck manufacturer)
Schonberger, R.J., 2nd
SCOR (Supply Chain Operations Reference) model
Second World War
Seminole Manufacturing Company
service blueprinting
service/cost trade-off, ending
service delivery management
service dominant logic (SDL)
service supply chain
manage
model
processes
set-up/ordering costs reduce
set-up time, reduction of
shareholder value, 2nd
and cash flow
drivers
single channel to omni-channel
Six Sigma methodology
SKF
Skype
skills profile, T-shaped
smart logistics
soft skills
Software as a Service (SaaS)
Sony
Srivastava, R.
steel industry
Stern, Sir Nicholas
Stock holding policy
stock-keeping unit (SKU), 2nd, 3rd, 4th, 5th
stock-outs, 2nd
and customer behaviour
stockless distribution centres
structural flexibility
supplier relationship management
suppliers
complexity, 2nd
development programmes
development teams
reduction in number
relationship management, 2nd, 3rd
supply chain
achieving resilience
agile, 2nd, 3rd, 4th
closed-loop
co-operation in
collaboration and trust in, 2nd, 3rd
and competitive performance
continuity team
conventional
critical paths
and crude oil
customer-centered
definition, 2nd
demand driven, 2nd
differentiation
digitisation of
drivers for excellence
event management, 2nd
external risks
finance, 2nd
fulcrum
future, 2nd
globalisation, 2nd
governance and compliance
and greenhouse gases
improving
integrated, management of
internal risks
Internet applications, 2nd
inventory profile
linking strategy to customer value
management
managing as a network
mapping, 2nd, 3rd, 4th
market-driven
orchestration
as project
re-engineering
reducing complexity
reducing transport-intensity of
resilient
resource footprint, impact of, 2nd
risk, sources
risk management, 2nd
risk profile
shifting centres of gravity
strategies, 2nd, 3rd
sustainable
synchronous, 2nd, 3rd, 4th
time compression
understanding
value chain, 2nd
virtual, 2nd
visibility
vulnerability
waste in
see also critical paths
supply chain complexity
cost
managing, 2nd
and product design
sources
Supply Chain Council, 2nd
Supply Chain Event Management (SCEM), 2nd
supply chain governance and compliance,
supply chain management
challenge to
change in emphasis
definition
integrated
4 Rs
Supply Chain Relationships in Action (SCRIA)
supply networks
collaboration
critical paths
management
visibility
supply chain resilience, components of
sustainability
definition
and triple bottom line, 2nd
sustainable supply chain
Sviokla, J.J.
synchronised delivery, 2nd
synchronous supply chain, 2nd, 3rd, 4th, 5th
T-shaped skills profile, 2nd
Target Stores
tax minimisation
technical support
Tesco, 2nd, 3rd
Tesco Information Exchange (TIE)
3M
3PL™
throughput accounting
time
compression
cost-added vs value-added
effective control
horizontal
idle
non-value-adding, 2nd
value-adding, 2nd
variety-adding
vertical
time-based competition, 2nd
time to market
time to volume
timing and product life cycle
total cost of ownership
Total Quality Management, 2nd
Toyota, 2nd
Toyota Production System (TPS)
trade barriers, disappearing
transaction costs
transport-intensity, reducing
trend to servitisation
triple bottom line, 2nd
turbulence and volatility
uncertainty costs
Unilever
value-added exchange of information
value-added resellers
value advantage, 2nd
logistics leverage opportunities
value chain, 2nd
value delivery system, 2nd
capture
create
provide
Scania
value proposition
Vargo, Stephen
vendor managed inventory (VMI)
vertical integration
vertical organisations, 2nd, 3rd, 4th, 5th
vertical time
virtual inventory
virtual organisations, 2nd
virtual supply chain
and extended enterprises
role of information
volatility of demand
volume/variability matrix, 2nd
Wal-Mart, 2nd, 3rd, 4th, 5th, 6th
water footprint
Watt, James
Webber, Michael
wealth redistribution
Wild, David
win-win thinking
working capital
efficiency
World Duty Free (WDF)
World Trade Organisation (WTO)
Xerox, 2nd, 3rd, 4th, 5th
benchmarking
internal market concept
Zara, 2nd, 3rd, 4th, 5th
Zinszer, P.H.
Zipcar
