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List of figures | |
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List of tables | |
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Notes on contributors | |
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Introduction | |
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Development and trends in supply chain management | |
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Introduction | |
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Changing views of logistics | |
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Integration of the supply chain | |
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Logistics strategy | |
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Trends in logistics | |
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Global logistics | |
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Measuring performance | |
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Improving performance | |
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Conclusions | |
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References | |
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New directions in logistics | |
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The emergence of the value-conscious customer | |
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Logistics and supply chain management | |
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The new competitive framework: the three Rs | |
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The organizational challenge | |
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Summary | |
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References | |
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Future trends in supply chain management | |
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Abstract | |
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Introduction | |
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More than just lorries and buyers | |
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More than just orders and information | |
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More than just fast and efficient | |
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More than just textbooks and totebins | |
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Summary and conclusion | |
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Acknowledgement | |
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References | |
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Agile supply chain operating environments | |
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Summary | |
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Introduction | |
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Agile supply chain principles | |
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Operating circumstances requiring agility | |
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The categorization for operating environments | |
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Conclusion and reflections | |
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References | |
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Time compression in the supply chain | |
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Time compression and competition | |
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What time compression is | |
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The time compression approach: competitive advantage | |
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The time compression approach: cost advantage | |
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The time compression approach: quality advantage | |
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The time compression approach: technology advantage | |
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The time compression approach: customer focus | |
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Benefits of time compression | |
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Examples of the application of time compression | |
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Conclusion | |
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References | |
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Formulating a logistics strategy | |
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Why formulate logistics strategies? | |
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A conceptual approach to formulating logistics strategy | |
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Illustrated typology of possible logistics strategies | |
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Strategic action itineraries in logistics | |
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Conclusions | |
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Summary | |
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References | |
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Further reading | |
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Thinking strategically about supply chain relationships management: the issue of incentives | |
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Incentivization and the process of exchange | |
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Incentivization and the outsourcing dilemma | |
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Incentivization and supplier management | |
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Conclusion | |
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References | |
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Supply/demand chain management: the next frontier for competitiveness | |
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The starting point | |
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Perceived customer value | |
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The evolution of the logistics concept | |
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A new perspective | |
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E-logistics | |
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Process management | |
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Supply chain management | |
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Demand chain management | |
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Demand/supply chain linkages | |
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E-nets | |
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Conclusions | |
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References | |
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Further reading | |
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Internet traders can increase profitability by reshaping their supply chains | |
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Internet trading is set to account for a quarter of all purchases in the next five years | |
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Customer satisfaction so far has been less than satisfactory | |
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The integration of the business processes and systems did not always receive enough management attention | |
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Moving away from traditional supply chains and distribution networks adds complexity but provides an opportunity for profit | |
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How Internet traders can take advantage of the opportunities available from streamlined supply chains and distribution networks | |
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The establishment of a vision of the future | |
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Reviewing business processes and electronic systems | |
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The opportunity is waiting to be exploited | |
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References | |
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Organization, the supply chain and IT | |
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The path to the Internet | |
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The Internet implications | |
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Networks and the new players | |
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The new organization | |
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Concluding remarks | |
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References | |
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Performance measurement and management in the supply chain | |
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Introduction | |
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Keeping score--a basic management principle | |
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The balanced scorecard: the standard for goal setting and measurement | |
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The fundamental concepts of supply chain management and measurement | |
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Mastering the complexity of supply chain and logistics performance management | |
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The principle of 'input and output measures' | |
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Setting goals across the chain through service level agreements | |
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The 'delivery, recovery and stewardship' model | |
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Defining the specific metrics across the chain | |
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Collecting and managing data | |
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Future directions in performance measurement | |
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Conclusion | |
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Note | |
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References | |
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Benchmarking in logistics and supply chain management | |
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Introduction | |
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What benchmarking is | |
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A brief history of benchmarking | |
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What it can do for you | |
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Scoping benchmarking studies | |
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Quantitative versus qualitative benchmarking | |
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A systematic approach | |
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The people issues in benchmarking | |
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The pitfalls | |
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Critical success factors (CSFs) for benchmarking | |
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Hasn't benchmarking had its day? | |
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Lessons learnt | |
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Supply-chain-related case studies--benchmarking in action | |
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Conclusions | |
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References | |
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Outsourcing the logistics function | |
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Introduction | |
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Growth of outsourcing | |
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Factors promoting outsourcing | |
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The process of externalization | |
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Recent trends in the purchase of logistical services | |
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Evolving relationship between providers and users of logistical services | |
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Conclusion | |
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References | |
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Delivering sustainability through supply chain management | |
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Background | |
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Purchasing or procurement | |
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Production or manufacturing | |
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Use and maintenance | |
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Dispose or recycle and reuse | |
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Managerial and financial sustainability | |
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Conclusion | |
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References | |
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Retail logistics | |
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Introduction | |
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The evolution of the logistics concept | |
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Logistics and competitive strategy in retailing | |
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Efficient consumer response (ECR) | |
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Differences in logistics 'culture' in international markets | |
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Consumer choice and retail formats | |
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Manufacturer-retailer relationships | |
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Logistics cost structures | |
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Role of the third-party contractor | |
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The internationalization of logistics practice | |
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The future | |
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References | |
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Managing the financial supply chain: scope, services and problems | |
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Summary | |
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Introduction | |
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Enlarging the scope of supply chain management towards finance | |
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Drivers of finance-related logistics costs | |
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Controlling your finance costs in the supply chain | |
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Creating value through supply chain finance | |
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Integrating finance into supply chain management | |
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The market for SCF services | |
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Conclusion | |
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References | |
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Training in logistics | |
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About learning | |
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Business trends | |
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Development trends | |
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Responding to a changing environment | |
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The logistics environment | |
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Performance development model | |
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Learning foundations | |
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If you think training is expensive, try ignorance | |
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Conclusion | |
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References | |
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City logistics: the continuing search for sustainable solutions | |
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Introduction: the urban logistics dilemma | |
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The EC and UK contexts | |
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A range of potential urban freight solutions | |
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Urban freight trans-shipment centres | |
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Promoting consolidated freight movements in urban areas | |
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Bigger vehicles or smaller vehicles for urban logistics work | |
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Vehicle technology: alternative vehicle fuels and quieter vehicles | |
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Information systems and transport telematics: urban logistics applications | |
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Time-of-day or vehicle size restrictions in urban areas | |
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Urban collection and delivery at night | |
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Freight quality partnerships in the United Kingdom | |
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Conclusions: the preference for encouragement rather than enforcement | |
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References | |
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Further reading | |
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Global enterprise logistics: one tradition ends and another begins | |
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Introduction | |
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Global enterprise logistics | |
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Global logistics: current issues | |
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Case studies | |
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Uncovering value within your logistics organization | |
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Conclusion | |
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The changing supply of logistics services in the UK | |
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Introduction | |
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UK market trends | |
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Market structure: a recent oligopoly | |
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'Europe sans frontiers': new market opportunities and threats | |
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UK logistics companies in the rest of Europe | |
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Other European logistics operators in the United Kingdom | |
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Conclusions | |
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References | |
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Global strategy | |
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Introduction | |
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Requirements for integration | |
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Preparing to integrate the supply chain | |
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International partnerships | |
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Continuous improvement | |
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Cultural differences | |
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Balancing price, quality and service | |
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Conclusions | |
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Developments in Western European logistics strategies | |
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Introduction | |
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Changes in the demand for logistics services | |
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Market structure of logistics service providers | |
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Logistics strategies in the European grocery industry | |
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Transportation in Europe | |
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Opportunities and pressures for logistics providers in a new Europe | |
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Concluding remarks | |
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References | |
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Logistics strategies for Central and Eastern Europe | |
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Introduction | |
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Conditions of economic development of CEE countries before 1990 | |
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The logistics system of CEE before 1989 | |
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Development of logistics in the period of transition | |
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Logistics strategies in CEE countries | |
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Conclusions | |
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References | |
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Further reading | |
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Route-to-market for Western consumer goods in Asia | |
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Economic background | |
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Consumer markets in Southeast Asia | |
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Current players in Southeast Asia | |
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Choosing routes for entry to Asia's markets | |
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An example of entering the market: Tesco | |
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Conclusions | |
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References | |
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Logistics strategies for North America | |
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Introduction | |
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Distinctive North American conditions | |
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Supply chain management strategies | |
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Features of supply chain processes | |
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Conclusion | |
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References | |
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Index | |