Contents
Part I Global Macrotrends Impacting the Supply Chain Environment
Chapter 1 Supply Chain Management in the 21st Century
The Underpinnings of Supply Chain Management
What You Will Learn from This Book
Managing the Supply Chain to Mitigate Macrotrend Risks
Chapter 2 Global Population Growth and Migration
Impacts of Population Change on Demand and Supply
Population Growth Perspectives
Organic Population Growth Issues for Supply Chain Managers
Supply Chain Problems Created by Migration-Based Growth
The Future Supply Chain Manager’s Population-Oriented Agenda
Chapter 3 Global Connectivity and Socioeconomic Leveling
Economic Leveling and Connectivity Issues for Future Supply Chain Managers
Chapter 4 The Changing Physical Environment
The Environment and You, You and the Environment
Environmental Pressures on Supply Chains
Environmental Challenges for Future Supply Chain Managers
Chapter 5 Geopolitical and Social Systems Disruptions
Commodity Hoarding and Export Restriction: The China Syndrome
Government Risks and Considerations
Tangible and Virtual Intentional Disruptions
Geopolitical Challenges for Future Supply Chain Managers
Part II Macrotrend Implications for Supply Chain Functionality
Chapter 6 Implications for Supply Chain Planning: Demand and Supply Uncertainty
How Supply Chain Plans Improve Performance
The Supply Chain Planning Function
Macrotrend Demand/Supply Impacts: Supply Chain Planning Considerations
Chapter 7 Implications for Sourcing/Procurement: Natural Resource Scarcity
Understanding Resource Scarcity Today and Tomorrow
Natural Resource Attributes and Their Future Implications
The Seven Forces Driving Resource Scarcity
Scarcity Strategies for the Future Procurement/Supply Manager
Sourcing and Procurement Responses to Resource Scarcity Through 2030
Chapter 8 Implications for Production: Disrupted Process Flows
Manufacturing and the Larger Economy
Manufacturing-Driven Supply Chain Strategies
Manufacturing Strategies for the Future Production Manager
Chapter 9 Implications for Transportation/Logistics: Congestion and Infrastructure Decay
Public-Private Partnerships and Other Solutions
Responding to Congestion, Distance Friction, and an Overwhelmed Infrastructure
Diffusing Congestion with Advanced Technologies
Part III Macrotrend Risk-Mitigation Strategies
Chapter 10 Mitigating Supply-Driven Imbalance
Resource Scarcity Mitigation Strategies for the Supply Chain
Mitigating Supply-Driven Imbalances
Chapter 11 Mitigating Demand-Driven Imbalance
Demand Shaping in the Transforming World: Macro and Micro Issues
The Case for Demand/Supply Integration
Implementing DSI to Mitigate Demand-Side Imbalances
Applying the Demand-Imbalance Mitigation Strategies
Supply Chain Network Design: Applying Optimization and Analytics to the Global Supply Chain
Part I: Introduction and Basic Building Blocks
1 The Value of Supply Chain Network Design
2 Intuition Building with Center of Gravity Models
3 Locating Facilities Using a Distance-Based Approach
4 Alternative Service Levels and Sensitivity Analysis
5 Adding Capacity to the Model
Part II: Adding Costs to Two-Echelon Supply Chains
6 Adding Outbound Transportation to the Model
7 Introducing Facility Fixed and Variable Costs
8 Baselines and Optimal Baselines
Part III: Advanced Modeling and Expanding to Multiple Echelons
9 Three-Echelon Supply Chain Modeling
10 Adding Multiple Products and Multisite Production Sourcing
11 Multi-Objective Optimization
Part IV: How to Get Industrial-Strength Results
13 Data Aggregation in Network Design
14 Creating a Group and Running a Project
15 Case Study: JPMS Chemicals Case Study
Chapter 1 Demand/Supply Integration
How DSI Is Different from S&OP
Signals that Demand and Supply Are Not Effectively Integrated
The Ideal Picture of Demand Supply Integration
Characteristics of Successful DSI Implementations
Chapter 2 Demand Forecasting as a Management Proces
How Forecasts Are Used by Different Functions in the Firm
Managing the Forecasting Process
The Nature of the Customer Base
The Nature of the Available Data
The Role of Forecasting Systems
The Need to Measure Performance
Chapter 3 Quantitative Forecasting Techniques
The Role of Quantitative Forecasting
Average as a Time Series Technique
Moving Average as a Time Series Technique
Chapter 4 Qualitative Forecasting Techniques
What Is Qualitative Forecasting?
Who Does Qualitative Forecasting?
Advantages of Qualitative Forecasting Techniques
Problems with Qualitative Forecasting Techniques
Large Amounts of Complex Information
Summary: Qualitative Technique Advantages and Problems
Qualitative Techniques and Tools
Chapter 5 Incorporating Market Intelligence into the Forecast
Bottom-Up versus Top-Down Forecasts
What Do Demand Forecasters Need to Do?
Should We Get Forecasts from Customers?
If We Do Decide We Want Forecasts from Customers, Which Customers Should We Work With?
How Should This Forecasting Customer Collaboration Take Place?
How Should the Customer-Generated Forecasts Be Incorporated into Our Process?
Summary of Customer-Generated Forecasts
Putting It All Together into a Final Forecast
Chapter 6 Performance Measurement
Why Bother Measuring Forecasting Performance
Process Metrics Versus Outcome Metrics
Measuring Forecasting Performance
The Building Block: Percent Error
Outcome Metrics—The Results of Forecasting Excellence
Chapter 7 World-Class Demand Forecasting
Role of Forecasting versus Planning
Summary: How Companies Can Improve on the Functional Integration Dimension
Incorporation of Qualitative Input
Summary: How Companies Can Improve on the Approach Dimension
Access to Performance Measurement Reports
Summary: How Companies Can Improve on the Systems Dimension
Summary: How Companies Can Improve on the Performance Measurement Dimension
Summary of World Class Forecasting
Chapter 8 Bringing It Back to Demand/Supply Integration: Managing the Demand Review
Phase I: Preparation of Initial Forecast
Phase III: Demand Review Meeting
The Supply Chain Management Casebook
Chapter 1 Comprehensive Coverage of Supply Chain Issues
Case 1 The Salvation Army in Dallas: The Supply Chain Challenges of a Non-Profit Organization
Arunachalam Narayanan, University of Houston
Case 2 Perdue Farms: A Vertically Integrated Supply Chain
Ling Li, Old Dominion University
Chapter 2 Supply Chain Risk Management
Case 3 Improving Stanford Blood Center’s Platelet Supply Chain
Yenho Thomas Chung, LG CNS Entrue Consulting Partners
Feryal Erhun, Stanford University
Tim Kraft, University of Virginia
Case 4 Financial and Operational Risk Management at Molson Coors
Dennis Kira, Concordia University
Ahmet Satir, Concordia University
Dia Bandaly, Concordia University
Case 5 Toyota China: Matching Supply with Demand
Xiaoying Liang, City University of Hong Kong
Lijun Ma, Shenzhen University
Houmin Yan, City University of Hong Kong
Case 6 Cisco Systems, Inc.: Supply Chain Risk Management
María Jesús Sáenz, MIT-Zaragoza International Logistics Program
Elena Revilla, IE Business School
Maria Caridi, Politecnico di Milano
Margherita Pero, Politecnico di Milano
Antonella Moretto, Politechnico di Milano
Chapter 3 Supply Chain Analytics
Case 8 Queuing at eCycle Services
Janice Eliasson, University of Calgary
Brent Snider, University of Calgary
Case 9 Multi-Echelon Inventory Decisions at Jefferson Plumbing Supplies: To Store or Not to Store?
Amit Eynan, University of Richmond
Case 10 Global Pharma: Managing Uncertainty
Sourabh Bhattacharya, Institute of Management Technology
Surajit Ghosh Dastidar, Institute of Management Technology
Case 11 Supplier Selection at Kerneos, Inc.
Ling Li, Old Dominion University
Erika Marsillac, Old Dominion University
Ted Kosiek, Kerneos, Inc.
Case 12 The Interface between Demand Management and Production Strategies at TractParts
Abhishek Shinde, Indian Institute of Management
Dileep More, Indian Institute of Management
Case 13 Analyzing Distribution Network Options at Remingtin Medical Devices
Yusen Xia, Georgia State University
Walter L. Wallace, Georgia State University
Case 14 NunaSacha: A Facility Redesign in the Ecuadorian Andes
Verónica León B., Universidad San Francisco de Quito
Daniel Merchán D., Universidad San Francisco de Quito
Ximena Córdova V., Universidad San Francisco de Quito
Carla Tejada L., Universidad San Francisco de Quito
Giuseppe Marzano, Universidad San Francisco de Quito
Case 15 Sherman’s Supply Chain Challenge: Stopping the Retailer from Overcharging for Soda
Chuck Munson, Washington State University
Case 16 Ethical Product Sourcing in the Starbucks Coffee Supply Chain
Dustin Smith, Washington State University
Case 17 Tmall, The Sky Cat: A Rocky Road Toward Bringing Buyers and Suppliers Together
Jianli Hu, Woodbury University
Olivia Congbo Mao, Alibaba Group
Case 18 Make to Demand with 3-D Printing: The Next Big Thing in Inventory Management?
Tom McNamara, ESC-Rennes
Erika Marsillac, Old Dominion University
Case 19 Airbus’ Overstretched Supply Chain: Just How Far Can You Go Before Your Supply Chain Snaps?
Erika Marsillac, Old Dominion University
Tom McNamara, ESC-Rennes
Case 20 How to Keep Your Food Supply Chain Fresh
Tom McNamara, ESC-Rennes
Erika Marsillac, Old Dominion University
Case 21 The End of Lean?: Automobile Manufacturers Are Rethinking Some Supply Chain Basics
Erika Marsillac, Old Dominion University
Tom McNamara, ESC-Rennes
Chapter 5 Unique Challenges from Around the Globe
Case 22 A Brazilian Dairy Cooperative: Transaction Cost Approach in a Supply Chain
Fernanda Pacheco Dohms, Pontifical Catholic University of Rio Grande do Sul
Sergio Luiz Lessa de Gusmão, Pontifical Catholic University of Rio Grande do Sul
Mikihisa Nakano, Kyoto Sangyo University
Case 24 Improving Preparedness in Supply Chain Risk Management at Jacket
Jury Gualandris, Università degli studi di Bergamo
Matteo Kalchschmidt, Università degli studi di Bergamo
Case 25 Supply Chain Strategy at Zophin Pharma
Arqum Mateen, Indian Institute of Management
M. Ramasubramaniam, Loyola Institute for Business Administration
P. Chandiran, Loyola Institute for Business Administration
Case 27 Transitioning the Supply Network of Chennai Engineering Ltd to Cloud Computing
N. Chandrasekaran, Take Solutions, Ltd. & Loyola Institute for Business Administration
Satish Kumar, Indian Institute of Management
Dileep More, Indian Institute of Management
Case 29 When a Western 3PL Meets an Asian 3PL, Something Magical Happens
Shong-Iee Ivan Su, Soochow University
Case 30 Supply Chain Risk Management for Macro Risks
Matthias Klumpp, FOM University of Applied Sciences
Hella Abidi, FOM University of Applied Sciences