دانلود کتاب Becoming a Supply Chain Leader: Mastering and Executing the Fundamentals

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Cover Half Title Title Page Copyright Page Dedication Table of Contents Preface Editors Contributors Section 1 All Links of the Chain Chapter 1 The Original Supply Chain Leader: Marco Polo 1.1 Silk Road 1.2 Explore and Prepare 1.3 Significance of the Silk Road 1.3.1 Product 1.3.2 Demand 1.3.3 Supplier 1.3.4 Value Creation 1.3.5 Relationship 1.3.6 Execution 1.4 Marco Polo, the Supply Chain Leader 1.5 Concluding Remarks About the Contributor References Chapter 2 Evolution of Modern Supply Chain 2.1 Objective 2.2 Dabbawala (Mumbai Dabbawala 2019) 2.3 History of Supply Chain 2.3.1 Timeline of Supply Chain: Mid-1900s–2000s (Institute of Supply Chain Management 2018) 2.4 Various School of Thoughts on Why We Need Supply Chain 2.4.1 Lead Time Focus 2.4.2 Cost Focus 2.4.3 Accuracy and Quality Focus 2.4.4 Customer Focus 2.4.5 All Round Efficiency Focus 2.5 Types of Supply Chain Management – Production Methods (Anderson 2008) 2.5.1 Make to Stock 2.5.2 Build to Order 2.5.3 Constant Replenishment or Continuous Replenishment 2.5.4 Channel Assembly 2.5.5 Real-Time Change of Supply Sources 2.5.6 Turnkey Contract or Order to Make 2.6 Principles of Supply Chain Management 2.6.1 Focus on Customer Need 2.6.2 System Thinking in Supply Chain 2.6.3 Disruptive Innovation in Supply Chain 2.6.4 Collaboration between Verticals within Organization 2.6.5 Flexibility of Supply Chain 2.6.6 Corporate Social Responsibility for Manufacturers 2.6.7 Technology-Based Transformation in Supply Chain 2.6.8 Communication and Information Sharing within Organization 2.6.9Analytics Used in Supply Chain 2.6.10 Disruptive Innovations in Product Technology 2.6.11 Warehouse Management for Storing 2.6.12 3D Printing Process for Prototype Development 2.6.13 Global Perspective of Supply Chain Process and Systems 2.6.14 Impact of Economic Conditions of Various Countries 2.6.15 Risk Management and Mitigation Strategies for Buyers 2.6.16 Political Conditions and Navigating Through Political Changes 2.6.17 Visibility of End-to-End Supply Chain and Catching Problems Early 2.6.18 Value Creation within Supply Chain 2.7 Concluding Remarks References Chapter 3 The Solutions that Business Wants 3.1 Objective 3.2 Significance of the Early Supply Chain System 3.3 What Did We Learn from Supply Chain Methods and Processes 3.3.1 Create a Long-Term Strategy – Business Problems and Opportunities 3.3.2 Multiyear Roadmap 3.3.3 Where and When to Make Trade-Offs 3.3.4 Flexibility 3.4 Lean Supply Chain (Packowski 2013) 3.5 Partners in Modern Supply Chain 3.6 Customers – Internal and External 3.6.1 Internal Supply Chain Management Functions 3.6.2 Marketing (Roylance 2008) 3.6.3 Finance 3.6.4 Production (Operations in Service Companies) 3.6.5 Logistics 3.6.6 Information Technology 3.6.7 Engineering 3.6.8 Supply Management 3.6.9 Other Partners – Procurement Subgroups and Collaboration with Legal 3.6.9.1 Supplier Selection 3.6.9.2 Make-versus-Buy and Outsourcing Decisions 3.6.9.3 Global Sourcing 3.6.9.4 Supplier Relationship Management 3.6.10 Legal and Role in Supply Chain 3.7 External Supply Chain Members 3.7.1 External Manufacturer or Producers 3.7.2 Suppliers 3.7.3 Transporters (Transportation Service Providers) 3.7.4 Wholesalers and Distributors 3.7.5 Retailers 3.7.6 Customers 3.8 The Strategic (Preferred) (Segel and Shay 2003) and Transactional Suppliers 3.9 Concluding Remarks References Chapter 4 The Strategic Value Proponent – Six Sigma Approach 4.1 Objective 4.2 Six Sigma Overview 4.2.1 What is Six Sigma? (Gitlow et al. 2015) 4.2.2 DMAIC, Lean and Six Sigma and Interrelationship 4.3 Case Study for Implementing Six Sigma Concepts (Journal of Engineering and Science Research 2012) 4.3.1 Case Problem Statement 4.3.2 Case Study Solution Steps 4.3.3 Define Phase – Determine Current Status 4.3.4 Measure Phase 4.3.5 Analyze Phase 4.3.6 Conclusions/Summary 4.3.7 Next Steps/Lessons Learned 4.4 Process Details of Six Sigma and Its Significance 4.5 Theory behind Six Sigma and How It Relates to Case of the Utility Company 4.5.1 Step One: Identify Key Customers (Define Phase in Case Study) 4.5.2 Step Two: Define Customer Requirements (Moving from Define Phase to Measure Phase in Case Study) 4.5.3 Step Three: Measure Current Performance (Measure Phase in Case Study) 4.5.4 Step Four: Prioritize, Analyze and Implement Improvements (Analyze Phase in Case Study) 4.5.5 Step Five: Expand and Integrate the Six Sigma System (Conclusion Phase in Case Study) 4.6 Conclusion References Section 2 The Supply Chain Leader Chapter Chapter 5 Roles, Responsibilities and an Industry Overview 5.1 Objective 5.1.1 For a Supply Chain Management Student or an Entry-Level Supply Chain Manager 5.1.2 For a Mid-Level Supply Chain Manager 5.1.3 For a Senior or a Supply Chain Management Executive 5.2 An Overview of a Company’s Organization Structure 5.2.1 Indirect and Direct Procurement 5.2.2 Indirect Procurement under the CFO 5.2.3 Indirect Procurement under the COO 5.2.4 Direct Procurement under CMO or COO 5.2.5 Shadow Procurement under CTO or GM 5.2.6 Heat Map of Key External Influencers and Decision-Makers 5.3 Organizational Structure of an Indirect Procurement Team 5.3.1 Strategic Sourcing Team 5.3.2 Procurement to Pay (P2P) Team 5.4 Organizational Structure of an Direct Procurement Team 5.4.1 Global Supply Chain Management Team 5.4.2 Supply Chain Planning Team 5.4.3 Global Commodity Management Team 5.4.4 Global Supplier/Vendor Management Team 5.4.5 Supply Chain Program Management Team 5.5 Supply Chain Roles 5.5.1 Indirect Procurement Manager/Indirect Strategic Sourcing Manager 5.5.2 Direct Procurement Manager/Sourcing Manager/ Strategic Sourcing Manager 5.5.3 Vendor Managers 5.5.4 Commodity Manager 5.5.5 P2P Manager 5.5.6 Supply Chain Program Manager 5.6 Preparation 5.6.1 Resume 5.6.2 Interview 5.6.3 Brand – Annual Goals 5.7 Concluding Remarks References Chapter 6 The Six Pillars of Supply Chain 6.1 Objective 6.1.1 For an Entry-Level SCM 6.1.2 For a Mid-Level SCM 6.1.3 For a Senior or an SCM Executive 6.2 Six Pillars for an Autonomous Supply Chain Leader 6.3 Pillar 1: Internal Product Knowledge 6.3.1 For an Entry-Level SCM 6.3.2 For a Mid-Level SCM 6.3.3 For a Senior or an SCM Executive 6.4 Pillar 2: Internal Demand and Development Process 6.4.1 For an Entry-Level SCM 6.4.2 For a Mid-Level SCM 6.4.3 For a Senior or an SCM Executive 6.5 Pillar 3: Supplier Landscape 6.5.1 Technology 6.5.2 Competitive Landscape 6.5.3 Financial Health of the Supply Base 6.5.4 Spend, Dependencies, and Risk 6.5.5 Business Review of Strategic and Operational Performance History and Metrics 6.6 Pillar 4: Overall Business Knowledge and Value Creation 6.6.1 Return on Investment Analysis 6.6.2 Value Engineering 6.6.3 Cost of Make versus Buy 6.6.4 Non-Recurring Expense Analysis 6.7 Pillar 5: Relationship Management 6.8 Pillar 6: Execution 6.9 Concluding Remarks References Chapter 7 Making Your Mark as a Leader 7.1 Objective 7.1.1 For an Impatient Entry-Level SCM 7.1.2 For an Impatient Mid-Level SCM 7.1.3 For an Impatient Senior or an SCM Executive 7.2 Maturity and Rigidity in a Supply Chain Organization 7.3 Reading Guidance 7.4 Opportunities 7.4.1 Dashboard, White Paper, and Spend Summary 7.4.2 Price – the Lowest Hanging Fruit 7.4.3 Approval Flow 7.4.4 Reactive Escalation Management 7.4.5 Communicating Supply Chain Strategy 7.4.6 Escalation Response 7.4.7 Data and Presentation 7.5 Complex Opportunities 7.5.1 Vendor Change and Consolidation 7.5.2 Vendor Managed Inventory 7.5.3 Multilevel Supply Chain 7.5.4 Logistics 7.5.5 E&O Management and Disposal 7.6 Worries of a Leader 7.6.1 Automation 7.6.2 Decision Support and Data Analytics 7.6.3 Lost Opportunities 7.6.4 A Whole Lot of Issues 7.7 Concluding Remarks References Section 3 Practices, Perspectives and Leadership in Different Industries and Their Key Nuances Chapter 8 Changing Landscape in the Printer Industry 8.1 Objective 8.2 Exploring Business Opportunities for Printers: An Overview 8.2.1 Growth Opportunities 8.2.2 Home and Workplace Printing Practices 8.3 Macro Trends Impacting the Industry Landscape 8.4 Shift in Supply Chain Management 8.4.1 Convert Printing into Service 8.4.2 Intellectual Property Protection of Consumables 8.4.3 Business Consolidations 8.5 Operational Features of Printer Business 8.5.1 SKU Proliferation 8.5.2 Unit Volumes Are Not Large 8.5.3 Products Are Generally Repairable 8.5.4 Value-Added Reseller 8.5.5 Selling to VARs and Distributors 8.5.6 Firmware Challenge 8.6 Supply Chain Implications in Printer Manufacturing 8.6.1 Printers 8.6.2 Consumables 8.6.3 Spare Parts 8.6.4 Cost of Goods (COG) 8.6.5 Print Engine 8.6.6 RIP Controller 8.6.7 The Consumables 8.6.8 Spare Parts 8.7 Relationship Management 8.8 Case Studies 8.8.1 Dead Asset Reduction 8.8.2 Predictive Consumables Ordering 8.9 Performance and Leadership 8.10 Concluding Remarks About the Contributor References Chapter 9 Saving Lives through Medical Devices 9.1 Objective 9.2 An Overview of Medical Devices 9.3 An Overview of the Manufacturers 9.4 Macro Trends Impacting the Industry Landscape 9.5 Technology Trends 9.6 Regulatory Compliance in Supply Chain 9.7 Quality Management 9.8 Supply Chain Management 9.8.1 High Mix Low Volume 9.8.2 Pricing 9.9 Organizational Leadership 9.10 Individual Performance 9.10.1 Inventory Control 9.10.2 Sustaining 9.10.3 Customer and Product Knowledge 9.11 Concluding Remarks About the Contributor References Chapter 10 Indirect Procurement in Information Technology 10.1 Objective 10.2 Overview of IT Procurement 10.3 Software Procurement 10.3.1 Compliance 10.3.2 Deliverables 10.3.3 Preparation 10.3.4 Removing the Bells and Whistles 10.3.5 Data Privacy 10.3.6 Open Source 10.3.7 Cloud Migration 10.4 IT Hardware Procurement 10.4.1 Forecast 10.4.2 Direct versus Distributors 10.5 Warranty Support 10.6 IT Professional Service Procurement 10.7 Case Studies 10.7.1 Software License Distribution 10.7.2 Hardware Asset Management 10.8 Organizational Leadership 10.9 Individual Performance 10.10 Concluding Remarks About the Contributor References Chapter 11 Powering the Future of the Energy Industry 11.1 Objective 11.2 Overview of Energy Sector Supply Base 11.3 Macro Trends Impacting the Industry Landscape 11.4 Digital Supply Chain 11.5 Shift in Supply Chain Management 11.6 Shift in Relationship Management – the Seller’s Perspective 11.6.1 Battle between Close Alliances and Hard Competition 11.7 Case Studies 11.7.1 Valves that Did Not Need to Be Replaced 11.7.2 Parts that Did Not Need to Be Produced 11.8 Tribal Knowledge and Data Transparency 11.9 Organizational Leadership 11.10 Individual Performance 11.11 Operational Excellence 11.12 Concluding Remarks About the Contributor References Chapter 12 Driving Automotive Long-Haul Growth 12.1 Objective 12.2 Overview of the Automotive Industry 12.3 Macro Trends Impacting the Industry 12.3.1 Global Footprint 12.3.2 Service Orientation 12.3.3 Remanufacturing 12.4 Supply Chain Management 12.4.1 Products 12.4.2 Forecasting 12.4.3 Product Mix 12.4.4 Internal and External Manufacturing 12.4.5 Supply Base 12.4.6 Price 12.4.7 Spares 12.4.8 Aging Inventory 12.5 Organizational Leadership 12.6 Individual Performance 12.7 Concluding Remarks About the Contributor References chapter 13 Managing Hyper Growth in the Cloud 13.1 Objective 13.2 Public and Private Cloud 13.3 Overview of the Cloud Service Providers and the Market 13.4 Challenges of the Cloud Service Providers 13.5 Supply Chain Management 13.5.1 Forecast and Demand Volatility 13.5.2 Suppliers 13.5.3 Relationship 13.5.4 Execution Challenges 13.6 Individual Performance 13.7 Organizational Leadership 13.8 Concluding Remarks About the Contributor References Chapter 14 The Logistics of Cooperative Supply Chain in Dairy 14.1 Objective 14.2 Overview of Global Dairy Market 14.2.1 New Zealand 14.3 Overview of Dairy Product Producers 14.4 Macro Trends Impacting the Industry 14.4.1 Economic Trends 14.5 Supply Chain 14.5.1 Global Producers 14.5.2 Seasonality 14.5.3 Logistics 14.5.4 Product 14.5.5 Cooperative 14.6 Case Studies: Ultra-Heat Treated Product 14.7 Individual Performance 14.8 Organizational Leadership 14.9 Concluding Remarks About the Contributor References Chapter 15 Data Analytics in Supply Chain Management 15.1 Objective 15.2 Sources of Data in Supply Chain 15.3 Challenges with Managing Uncertainties 15.4 Opportunities 15.5 Vendor Selection Using TCO Model 15.6 Vendor Selection Using Hypothesis Testing 15.7 Logistics Challenge Solved through Network Optimization and Linear Programing 15.8 Risk Management through Probability Simulation 15.9 Inventory Management Models 15.10 Machine Learning-Based Forecasting 15.11 Concluding Remarks About the Contributor References Chapter 16 Longevity Challenges in Avionics 16.1 Objective 16.2 Overview of Avionics Industry 16.3 Macro Trends Impacting the Industry 16.3.1 Distinction from Other Industries 16.3.2 Long Life Cycle 16.3.3 Obsolescence 16.3.4 Long Tail 16.3.5 Quality and Reliability 16.4 Supply Chain 16.4.1 Products 16.4.2 Regulatory Control 16.4.3 Demand 16.4.4 Reactive Changes 16.4.5 Spares and Support 16.4.6 Relationship 16.4.7 Liability 16.5 Case Study 16.5.1 Cross-Functional Collaboration 16.6 Individual Performance 16.7 Organizational Leadership 16.8 Concluding Remarks About the Contributor References Chapter 17 Bridging Innovation and Governance in Biotech 17.1 Objective 17.2 Overview of Biopharmaceutical Industry 17.3 Macro Trends Impacting the Industry 17.3.1 Drug Development Timeline 17.3.2 Leaders of the Industry 17.4 Supply Chain 17.4.1 Contract with CDMO 17.4.2 Choosing a CDMO Partner 17.4.3 Protecting IP 17.4.4 Managing the Relationship 17.5 Case Studies 17.5.1 Changes Brought in by Pandemic 17.6 Individual Performance 17.7 Concluding Remarks About the Contributor References Chapter 18 Global Trendsetting in Apparel 18.1 Objective 18.2 Overview of the Apparel Industry 18.3 The Brands and the Manufacturers 18.4 Macro Trends Impacting the Industry Landscape 18.5 Supply Chain Management 18.5.1 Shift in Perspective 18.5.2 Product 18.5.3 Logistics 18.5.4 Supply Base 18.5.5 Trade Regulations 18.6 Case Study 18.6.1 Dealing with Volatility 18.7 Individual Performance 18.8 Organizational Leadership 18.9 Concluding Remarks About the Contributor References Chapter 19 Bootstrapping Supply Chain in a Startup 19.1 Objective 19.2 Early Phase: Setting Up the Foundation 19.2.1 Stabilize 19.2.2 Undoing and Redoing 19.2.3 Laying the Foundation 19.2.4 Identify Key Hires 19.3 Launch: Rubber Meets the Road 19.3.1 Launch Blockers 19.3.2 Lessons Learnt: Evolve the Supply Base 19.3.3 Strengths and Weakness of Partners 19.4 Supply Chain Challenges 19.4.1 Repositioning Resources 19.4.2 Multisourcing and Slicing the Business 19.4.3 Relationship Management 19.5 Supply Chain Systems 19.5.1 Prioritizing the Internal Pain Points 19.5.2 ERP Systems 19.6 Case Studies 19.6.1 Dealing with Hyper Growth 19.7 Culture 19.7.1 Dealing with Failures 19.8 Concluding Remarks About the Contributor References Section 4 Case Studies in Supply Chain Management Chapter 20 Case Studies in Supply Chain Management 20.1 Objective 20.2 Benefits of Consignment Stocking System against Supply Disruptions 20.2.1 Learnings 20.2.2 Key Success Factors 20.3 Technological Disruption in Supply Chain 20.3.1 Learnings 20.3.2 Key Success Factors 20.4 Capital Cost Savings in Exchange of Increasing Inventory Holding Cost 20.4.1 Learnings 20.4.2 Key Success Factors 20.5 Vertical Integration 20.5.1 Learnings 20.5.2 Key Success Factors 20.6 Strategic Outsourcing of Manufacturing for Low Value-Added Products 20.6.1 Learnings 20.6.2 Key Success Factors 20.7 Collective Negotiation for Procurement Efficiency 20.7.1 Learnings 20.7.2 Key Success Factors 20.8 Unchecked Cost Reduction Causing Supply Chain Disruption 20.8.1 Learnings 20.8.2 Key Success Factors 20.9 Concluding Remarks References Chapter 21 Dabbawala: A Hundred-Year-Old Six Sigma Logistics Concept 21.1 Introduction: Long before Logistics 21.2 Dabbawalas: The Past and Present 21.3 Organizational Strategic Focus 21.4 Process Excellence in Logistics 21.4.1 Process Innovation for Operational Accuracy 21.5 Creating a Brand in Logistics 21.6 Concluding Remarks Disclaimer References Chapter 22 Conclusion 22.1 Building the Fundamentals 22.2 Execute 22.3 Concluding Remarks Reference Commentary: A Path to Cognitive Leadership Index