Process Management Creating Value along the Supply Chain

ISBN-10: 0324291574
ISBN-13: 9780324291575
Edition: 2008
List price: $268.95
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Description: Now you can offer your students the coverage of three books in one as PROCESS MANAGEMENT: CREATING VALUE ALONG THE SUPPLY CHAIN balances coverage of Process Management, Operations Management (OM), and Supply Chain Management (SCM). The book presents  More...

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Book details

List price: $268.95
Copyright year: 2008
Publisher: Cengage South-Western
Publication date: 7/13/2007
Binding: Hardcover
Pages: 672
Size: 8.25" wide x 10.25" long x 1.25" tall
Weight: 3.388
Language: English

Now you can offer your students the coverage of three books in one as PROCESS MANAGEMENT: CREATING VALUE ALONG THE SUPPLY CHAIN balances coverage of Process Management, Operations Management (OM), and Supply Chain Management (SCM). The book presents a unique focus on the eight key supply chain processes, with chapters devoted to each of these well-known concepts to form the strong foundation and solid understanding your students need today. The book combines coverage of both strategic and operational issues with an emphasis on the tools and techniques most important to your students for process design and management. Contemporary topical coverage addresses supply chain and e-business applications with appropriate coverage of both manufacturing and service theory and applications. A balanced, thorough coverage of essential topics highlights inventory, JIT, quality, customer and information flow management, and service operations while a unique focus on a value-adding approach throughout the supply chain links the processes of suppliers, the focal company, and its customers. Also included are 21 teaching cases appearing in the textbook's five sections, appropriate for both undergraduate and graduate classes. This mix of process and service applications and management theory offers you much more than any other text of its kind for a process-oriented approach that truly meets the needs of future or practicing professionals.

Joel D. Wisner is Professor of Supply Chain Management at the University of Nevada, Las Vegas. Prior to his academic career, he worked as an engineer in the oil industry in West Texas and the Louisiana Gulf Coast. His research interests encompass quality assessment and improvement strategies along the supply chain. Dr. Wisner also coauthored PROCESS MANAGEMENT, and his articles have appeared in numerous journals, including JOURNAL OF BUSINESS LOGISTICS, JOURNAL OF OPERATIONS MANAGEMENT, JOURNAL OF SUPPLY CHAIN MANAGEMENT, JOURNAL OF TRANSPORTATION, PRODUCTION AND OPERATIONS MANAGEMENT, and QUALITY MANAGEMENT JOURNAL. He earned his BS in Mechanical Engineering from New Mexico State University, his MBA from West Texas State University, and his PhD in Supply Chain Management from Arizona State University.

Preface
Creating Customer-Driven Process Strategies
Introduction to Process Management
Introduction
Processes and Process Management Defined
Process Management and Supply Chain Management
Eight Key Supply Chain Processes
Customer Relationship Management Process
Customer Service Management Process
Demand Management Process
Order Fulfillment Process
Flow Management Process
Supplier Relationship Management Process
Product Development and Commercialization Process
Returns Management Process
Inventory and Process Management
Lean Thinking and Process Management
Quality and Process Management
Business Process Management-Formalizing Process Improvement
Measuring Process Performance
Trends in Process Management
New Product Development-Creating Order Winners
Introduction
The New Product Development Process
Generating Product Ideas
Developing the Concept
Product Screening
Design Phase
Product Introduction
Reducing New Product Development Cycle Time
Integrated Product Development
Design for Manufacture and Assembly
Advances in Technology
New Product Development along the Supply Chain
Process Selection
Mass Customization
Break-Even Analysis
Special Issues in Service Design
Effective Product and Service Design
Customer Relationship Management
Introduction
Designing an Effective CRM Process
Identifying Competitive Strategies
Collecting Customer Information
Segmenting Customers
Segmenting Customers by Profitability
Segmenting Customers by Niche
Segmenting Customers Individually
Targeting Customer Segments
Using the Internet to Target Customer Segments
Using Telemarketing to Target Customer Segments
Using Direct Mail to Target Customer Segments
Selecting a CRM Program Consistent with Firm Strategy
Customer Loyalty Programs
Customer Service Initiatives
Customization Capabilities
Building Customer Communities
Selecting a Compatible CRM Technology
Developing CRM Performance Metrics
Revising and Improving CRM Efforts as Warranted
Privacy Issues in CRM
Some Recent Approaches to CRM
Voice over Internet Protocol
Social Network Technology
Self-Service CRM
Outsourced CRM
The "Curse" of Cheap Data Storage
RFID Tracking
Personal Knowledge Banks
Customer Service Management
Introduction
Customer Service Defined
Pretransaction Elements
Transaction Elements
Posttransaction Elements
Customer Service Failures
Customer Behavior and Expectations
Customer Expectations
Customer Perceptions and Satisfaction
Perceptual Biases
Customer Satisfaction
A Framework for Managing Customer Service
Evaluate and Improve Employee Satisfaction
Conduct Customer Service Audits
Creating a Customer Service Strategy
Implementing the Customer Service Strategy
Measuring and Improving Customer Service Performance
Integrating the Customer Service Process along the Supply Chain
Manufacturing and Service Flow Issues
Demand Management and Forecasting
Introduction
Demand Management Defined
Types of Demand
The Forecasting Process
Forecasting Methods
Qualitative Forecasting Methods
Time Series Methods
Associative Forecasting Method
Simulation Forecasting Method
Forecast Accuracy
Collaborative Planning, Forecasting and Replenishment
Inventory Management
Introduction
The Types of Inventory
The Functions of Inventory
Inventory Costs, Risks, and Value
Order Costs
Inventory Carrying Costs
Stockout Costs
Purchase Costs
Inventory Risk and Value
Independent Demand Inventory Management
Deciding How Much and When to Order or Produce
Extensions of the EOQ Model
ABC Inventory Classification
Order Quantities and Safety Stock among Supply Chain Partners
Dependent Demand Inventory Management
The Material Requirements Planning (MRP) System
The Distribution Requirements Planning (DRP) System
The Manufacturing Resource Planning (MRP II) System
Collaborative Inventory Management along the Supply Chain
Continuous Replenishment Programs
Vendor Managed Inventories and JIT II
Measuring Inventory Management Performance
Managing Material Flows
Introduction
Material Flow Mapping
Material Flow Analysis
The Theory of Constraints
Manufacturing Flexibility
Mass Customization
Layout Design
Product-Focused Layouts
Process-Focused Layouts
Material Scheduling
Job Scheduling in Product-Focused Systems
Job Scheduling in Process-Focused Systems
Vehicle Scheduling and Routing
The Clark and Wright Savings Heuristic
The Cluster-First-Route-Second Heuristic
The Concurrent Scheduler Approach
Warehouse Material Flow
Warehouse Layout Considerations
Managing Customer and Work Flows
Introduction
Customer Flow Mapping
Service Delivery System Design
Service Blueprinting
Demand Variability and Service Capacity Utilization
Capacity Management Techniques for Services
Demand Management Techniques
Managing Customer Queues
The Psychology of Waiting
Using Virtual Queues
The Analysis of Queuing Systems
Managing Work Flows
Work Flow Analysis
Managing Work Flows in the Office
Managing Work Flows along the Supply Chain
Managing Information Flows
Introduction
The Concept of Information Flow
Information Flow Mapping
Information Flow among Supply Chain Trading Partners
The Emergence and Use of Enterprise Resource Planning Systems
Notable Historical Developments Leading up to ERP
Selecting an ERP System
The Advantages and Disadvantages of ERP Systems
Adding Applications to the ERP System
Integrating ERP within the Supply Chain
Automating Process Management-BPM and BPR
Business Process Reengineering
Lean Production Systems
Operating with Lean
Introduction
A History of Lean Production
Lean Thinking Principles
Seven Forms of Waste
Principles of Lean Thinking
Traditional Versus Lean Production
Cellular Layouts
Setup Time Reduction
Small Lot Sizes
Kanban
Level Capacity Loading and Mixed Model Scheduling
Standardized Work
The 5S System
Total Productive Maintenance
Close Relationships with Suppliers
Information Technology and Lean
Disadvantages of Lean Production
Lean Versus Agile
Lean Thinking along the Supply Chain
Value Stream Mapping Tools
Process Activity Mapping
Supply Chain Response Matrix
Production Variety Funnels
Quality Filter Mapping
Demand Amplification Mapping
Logistics and Order Fulfillment
Introduction
Setting Logistics Customer Service Goals
Availability
Order Lead Time
Reliability
Transportation Planning and Selection
Modes of Transportation
Freight Rates
Carrier Selection
Transportation Routing and Scheduling
Day-to-Day Management
The Order Fulfillment Process
Order Cycle Time
Warehouse Management
Warehouse Planning
Warehousing Activities
Planning the Logistics Network
Location Planning
Product Flow Planning
Transportation Service Planning
Developing a Logistics Strategy
Order Fulfillment and Logistics Concerns
Purchasing and Supply Management
Introduction
The Role of Purchasing and Supply Management
The Strategic Sourcing Process
Conduct an Internal Assessment
Assess the Market
Collect Supplier Information
Develop the Sourcing Strategy
Solicit and Evaluate Bids
Select the Supplier and Implement the Contract
Cost Management
Target Costing
Total Cost of Ownership Analysis
Factors in Supplier Selection
Use of Evaluation Forms
General Performance Criteria
Quality Criteria
Delivery Criteria
Relationship Criteria
Negotiating the Contract
Managing Supplier Relationships
Arm's Length Relationships
Ongoing Relationships
Partnerships/Strategic Alliances
Monitoring Supplier Performance
Supplier Performance Surveys
Annual Supplier Meetings
Supplier Recognition and Awards
Electronic Purchasing
Reverse Auctions
Electronic Data Interchange
Web-Based Marketplaces
Online Purchasing Systems
Advantages of Electronic Purchasing
Beyond First-Tier Supplier Relationships
Delegation
Direct Management of All Tiers
Cross-Organizational Teams
Supply Management Challenges
Quality Issues and Process Performance
Managing Quality for Continuous Improvement
Introduction
Continuous Improvement
Why Continuous Improvement Efforts Fail
Processes and Quality
The Costs of Quality
Tracking the Costs of Poorly Performing Processes
Process Capability
The Quality Improvement Process
Strategic Quality Planning
Implementing the Quality Plan
Controlling Quality
Statistical Process Control
Quality Management along the Supply Chain
The Malcolm Baldrige Award
ISO 9000 Standards
Collaborative Planning Activities
Quality Assurance
Measuring Quality along the Supply Chain
Six Sigma-Taking Quality Improvement to the Next Level
Introduction
Defining Six Sigma
Organizational Roles in Six Sigma Initiatives
Leadership Group
Team Sponsor
Team Leader
Team Members
Six Sigma Coach
Six Sigma Specialists
Administrative Support Team
The DMAIC Cycle
The DMAIC Cycle Stages
Selecting Six Sigma Projects
Critical to Quality Trees
Key Selection Criteria
Projects Outside the Scope of Six Sigma
Six Sigma Project Documents
Project Problem Statement
Project Mission Statement
Team Charter
The Scheduling System
Sharing Project Information
Risk Management Plan
Communication Plan
Control Plan
Six Sigma Project Tools and Measures
Project Characteristics
Statistical Tools
Balanced Scorecard
The Keys to Breakthrough Process Improvement
Knowledge of Customer Requirements
Stretch Goals
A Process View
Six Sigma along the Supply Chain
Supply Chain Management and Six Sigma in Action
Six Sigma Challenges
Returns Management
Introduction
Defining Returns Management
Returns Management and the Product Life Cycle
Product Development
Product Introduction
Growth Stage
Maturity Stage
Decline Stage
Cancellation Stage
Developing a Returns Management Strategy
Establishing Returns Policies
Gatekeeping
Avoidance
Disposition
Key Factors in Returns Policy and Guideline Development
Design of the Returns Network
Returns Management Information Systems
The Returns Management Process in Practice
Customer Initiates Return Request
Initial Routing
Determine Disposition
Collect and Analyze Performance Metrics
Environmental Issues in the Returns Process
Disposal of Hazardous Materials in the United States
Definition and Classification of Hazardous Materials
Communication Issues
Packaging Requirements
Operating Rules
Training
Guidelines
Disposal of Hazardous Materials in Europe
Returns Management along the Supply Chain
Areas Under the Normal Curve
Answers to Even-Numbered End-of-Chapter Problems
URL List
Glossary
Author Index
Subject Index

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