Integrated Supply Chains n 22. Cigolini, R., Cozzi, M., and Perona, M., A new framework for supply chain management: Conceptual model and empirical test, International Journal <strong>of</strong> Operations & Production Management, 24, 1/2, 7, 2004. 23. Simatupang, T.M, Wright, A.C., and Sridharan, R., The knowledge <strong>of</strong> coordination for supply chain integration, Business Process Management Journal, 8, 3, 289, 2002. 24. Kempainen, K. and Vepsalainen, A.P.J., Trends in industrial supply chains and networks, International Journal <strong>of</strong> Physical Distribution & Logistics Management, 33, 8, 701, 2003. 25. Kannan, V.R. and Tan, K.C., Attitudes <strong>of</strong> US and European managers to supplier selection and assessment and implications for business performance, Benchmarking, 10, 5, 472, 2003. 26. Wong, C.Y., Hvolby, H.H., and Johanses, J., Why use loosely coupled supply chains? Report from the Center <strong>of</strong> Industrial Production, Aalborg University, Denmark, 2004. 27. Poirier, C.C. and Quinn, F.J., Survey <strong>of</strong> supply chain progress: Still waiting for the breakthrough, Supply Chain Management Review, 10, 8, 18, 2006. 28. Handfield, R.B. and Bechtel, C., Trust, power, dependence, and economics: Can SCM research borrow paradigms? International Journal <strong>of</strong> Integrated Supply Management, 1, 1, 3, 2004. 29. Crandall, R.E., Dream or reality? Achieving lean and agile integrated supply chains, APICS Magazine, 15, 10, 20, 2005. 30. Ghosh, S., Thorton, J., DeHondt, G., and Faley, R.H., The paradox <strong>of</strong> overinvestment in enterprise integration, Align Journal, 1, 2, 40, 2007. 31. Cigolini, R., Cozzi, M., and Perona, M., A new framework for supply chain management: Conceptual model and empirical test, International Journal <strong>of</strong> Operations & Production Management, 24, 1/2, 7, 2004. 32. Lambert, D.M., Garcia-Dastugue, S.J., and Croxton, K., An evaluation <strong>of</strong> processoriented supply chain management, Journal <strong>of</strong> Business Logistics, 26, 1, 25, 2005. 33. Lambert, D.M., Garcia-Dastugue, S.J., and Croxton, K., An evaluation <strong>of</strong> processoriented supply chain management, Journal <strong>of</strong> Business Logistics, 26, 1, 25, 2005. 34. Lambert, D.M., Garcia-Dastugue, S.J., and Croxton, K., An evaluation <strong>of</strong> processoriented supply chain management, Journal <strong>of</strong> Business Logistics, 26, 1, 25, 2005. 35. PRTM, Supply Chain Maturity Model, www.prtm.com/services/supply_chain_ maturity_model.asp, 2005. 36. Poirier, C.C. and Quinn, F.J., How are we doing? A survey <strong>of</strong> supply chain progress, Supply Chain Management Review, 8, 8, 24, 2004. 37. Booz Allen Hamilton, Senior execs: SCM hasn’t delivered, Industrial Engineer, 35, 9, 12, 2003. 38. Heckmann, P., Shorten, D., and Engel, H., Supply Chain Management at 21: The Hard Road to Adulthood, Booz Allen Hamilton Inc., <strong>New</strong> York, 2003. 39. Haeckel, S.H., Adaptive Enterprise: Creating and Leading Sense-and-Respond Organizations, Harvard Business School, Boston, 1999. 40. Abernathy, F.H., Dunlop, J.T., Hammond, J.H., and Weil, D., A Stitch in Time: Lean Retailing and the Transformation <strong>of</strong> Manufacturing — Lessons from the Apparel and Textile Industries, Oxford University Press, <strong>New</strong> York, 1999. 41. Lee, H.L., The Triple-A supply chain, Harvard Business Review, 82, 10, 102, 2004.
n <strong>New</strong> <strong>Methods</strong> <strong>of</strong> Competing in the Global Marketplace 42. Cooper, D.P. and Tracey, M., Supply chain integration via information technology: Strategic implications and future trends, International Journal <strong>of</strong> Integrated Supply Management, 1, 3, 237, 2005. 43. Beth, S., Burt, D.N., Copacino, W., and Gobal, C., Supply chain challenges: Building relationships, Harvard Business Review, 81, 7, 64, 2003. 44. Kidd, J., Richter, F.J., and Li, X., Learning and trust in supply chain management, Management Decision, 41, 7, 603, 2003. 45. Schwartz, B., The Paradox <strong>of</strong> Choice, Why More Is Less, Harper Collins, <strong>New</strong> York, 2004. 46. Simatupang, T.M, Wright, A.C., and Sridharan, R., The knowledge <strong>of</strong> coordination for supply chain integration, Business Process Management Journal, 8, 3, 289, 2002. 47. Wu, W.Y., Chaing, C.Y., Wu, Y.J., and Tu, H.J., The influencing factors <strong>of</strong> commitment and business integration on supply chain management, Industrial Management + Data Systems, 104, 3/4, 322, 2004 48. Handfield, R.B. and Bechtel, C., Trust, power, dependence, and economics: Can SCM research borrow paradigms? International Journal <strong>of</strong> Integrated Supply Management, 1, 1, 3, 2004. 49. Sheridan, J.H., Agile manufacturing: Stepping beyond lean production, Industry Week, 242, 8, 30, 1993. 50. Sheridan, J.H., Agile manufacturing: Stepping beyond lean production, Industry Week, 242, 8, 30, 1993. 51. Kidd, P.T., Agile Manufacturing: Forging <strong>New</strong> Frontiers, Addison-Wesley, Reading, MA, 1994 52. Anonymous, The challenge <strong>of</strong> complexity in global manufacturing, Special report, Deloitte Touche Tohmatsu, 2003. 53. Frederick, W.C., Creatures, corporations, communities, chaos, complexity, Business and Society, 37, 3, 358, 1998. 54. Frederick, W.C., Creatures, corporations, communities, chaos, complexity, Business and Society, 37, 3, 358, 1998. 55. Mintzberg, H., Mintzberg on Management, Inside Our Strange World <strong>of</strong> Organizations, The Free Press, 1989. 56. Kempainen, K. and Vepsalainen, A.P.J., Trends in industrial supply chains and networks, International Journal <strong>of</strong> Physical Distribution & Logistics Management, 33, 8, 701, 2003.
- Page 2 and 3:
New Methods of Competing in the Glo
- Page 4 and 5:
New Methods of Competing in the Glo
- Page 6:
Dedication This book is dedicated t
- Page 9 and 10:
iii n Contents Changing Personal an
- Page 11 and 12:
x n Contents Why Are Management Pro
- Page 13 and 14:
xii n Contents Sales and Operations
- Page 15 and 16:
xi n Contents The Four Classical Ma
- Page 17 and 18:
x i n Contents Demand Variation ...
- Page 19 and 20:
x iii n Contents The Need for an In
- Page 22 and 23:
Foreword Walk into any fast food-ch
- Page 24 and 25:
Acknowledgments We have a number of
- Page 26:
Acknowledgments n xx about grammar,
- Page 29 and 30:
xx iii n Introduction Chapter 7 - T
- Page 31 and 32:
xxx n Introduction disparate discip
- Page 34 and 35:
Chapter 1 The Vanishing Manufacturi
- Page 36 and 37:
The Vanishing Manufacturing/Service
- Page 38 and 39:
The Vanishing Manufacturing/Service
- Page 40 and 41:
The Vanishing Manufacturing/Service
- Page 42 and 43:
The Vanishing Manufacturing/Service
- Page 44 and 45:
The Vanishing Manufacturing/Service
- Page 46 and 47:
The Vanishing Manufacturing/Service
- Page 48 and 49:
The Vanishing Manufacturing/Service
- Page 50 and 51:
The Vanishing Manufacturing/Service
- Page 52 and 53:
Chapter 2 Critical Success Factors
- Page 54 and 55:
Critical Success Factors and Strate
- Page 56 and 57:
Critical Success Factors and Strate
- Page 58 and 59:
n n n n n Critical Success Factors
- Page 60 and 61:
n n n n n Critical Success Factors
- Page 62 and 63:
Critical Success Factors and Strate
- Page 64 and 65:
Critical Success Factors and Strate
- Page 66 and 67:
Critical Success Factors and Strate
- Page 68 and 69:
What Is Strategic Planning? Critica
- Page 70 and 71:
n n n Critical Success Factors and
- Page 72 and 73:
n n n n n n To be most useful, CSFs
- Page 74 and 75:
Critical Success Factors and Strate
- Page 76 and 77:
n n n Critical Success Factors and
- Page 78 and 79:
Critical Success Factors and Strate
- Page 80 and 81:
Critical Success Factors and Strate
- Page 82 and 83:
Critical Success Factors and Strate
- Page 84 and 85:
Chapter 3 The ITO Model John dreame
- Page 86 and 87:
The ITO Model n this supply chain t
- Page 88 and 89:
The ITO Model n the systems objecti
- Page 90 and 91:
n n The ITO Model n independent var
- Page 92 and 93:
Table - Examples of ITO Modules Typ
- Page 94 and 95:
The ITO Model n tribution company d
- Page 96 and 97:
The ITO Model n and customization o
- Page 98 and 99:
The ITO Model n We can combine tran
- Page 100 and 101:
The ITO Model n At the end of this
- Page 102 and 103:
The ITO Model n Figure 3-7 shows th
- Page 104 and 105:
The ITO Model n possible, the techn
- Page 106 and 107:
Table - The Effect of Variation on
- Page 108 and 109:
The ITO Model n obvious and simple,
- Page 110 and 111:
n n The ITO Model n Products, mater
- Page 112 and 113:
System Design and Implementation Th
- Page 114 and 115:
The ITO Model n into an integrated
- Page 116 and 117:
Chapter 4 The Role of Management Pr
- Page 118 and 119:
n n n n n The Role of Management Pr
- Page 120 and 121:
The Role of Management Programs n W
- Page 122 and 123:
The Role of Management Programs n p
- Page 124 and 125:
Normal transformation process Condi
- Page 126 and 127:
The Role of Management Programs n T
- Page 128 and 129:
Number of Articles 600 500 400 300
- Page 130 and 131:
The Role of Management Programs n s
- Page 132 and 133:
The Role of Management Programs n o
- Page 134 and 135:
The Role of Management Programs n 0
- Page 136 and 137:
The Role of Management Programs n 0
- Page 138 and 139:
The Role of Management Programs n 0
- Page 140 and 141:
Failure to Match Program with Need
- Page 142 and 143:
n n The Role of Management Programs
- Page 144 and 145:
n n n The Role of Management Progra
- Page 146 and 147:
The Role of Management Programs n l
- Page 148:
The Role of Management Programs n 1
- Page 151 and 152:
n New Methods of Competing in the G
- Page 153 and 154:
0 n New Methods of Competing in the
- Page 155 and 156:
n New Methods of Competing in the G
- Page 157 and 158:
Low Importance of structured flow H
- Page 159 and 160:
n New Methods of Competing in the G
- Page 161 and 162:
n New Methods of Competing in the G
- Page 163 and 164:
0 n New Methods of Competing in the
- Page 165 and 166:
n New Methods of Competing in the G
- Page 167 and 168:
n n n n New Methods of Competing in
- Page 169 and 170:
n New Methods of Competing in the G
- Page 171 and 172:
n n n n n New Methods of Competing
- Page 173 and 174:
0 n New Methods of Competing in the
- Page 175 and 176:
n New Methods of Competing in the G
- Page 177 and 178:
n New Methods of Competing in the G
- Page 180 and 181:
Chapter 6 How Service Techniques Ar
- Page 182 and 183:
How Service Techniques are Being Ex
- Page 184 and 185:
How Service Techniques are Being Ex
- Page 186 and 187:
How Service Techniques are Being Ex
- Page 188 and 189:
How Service Techniques are Being Ex
- Page 190 and 191:
How Service Techniques are Being Ex
- Page 192 and 193:
How Service Techniques are Being Ex
- Page 194 and 195:
Distributive Services How Service T
- Page 196 and 197:
How Service Techniques are Being Ex
- Page 198 and 199:
How Service Techniques are Being Ex
- Page 200 and 201:
n n n n n Benefits How Service Tech
- Page 202 and 203:
How Service Techniques are Being Ex
- Page 204 and 205:
Vendor-Managed Inventory (VMI) How
- Page 206 and 207:
n n How Service Techniques are Bein
- Page 208 and 209:
How Service Techniques are Being Ex
- Page 210 and 211:
How Service Techniques are Being Ex
- Page 212 and 213:
How Service Techniques are Being Ex
- Page 214 and 215:
How Service Techniques are Being Ex
- Page 216 and 217:
How Service Techniques are Being Ex
- Page 218 and 219:
How Service Techniques are Being Ex
- Page 220 and 221:
How Service Techniques are Being Ex
- Page 222 and 223:
How Service Techniques are Being Ex
- Page 224 and 225:
How Service Techniques are Being Ex
- Page 226 and 227:
How Service Techniques are Being Ex
- Page 228 and 229:
Chapter 7 The Role of Technology in
- Page 230 and 231:
The Role of Technology in Continuou
- Page 232 and 233:
The Role of Technology in Continuou
- Page 234 and 235:
The Role of Technology in Continuou
- Page 236 and 237:
The Role of Technology in Continuou
- Page 238 and 239:
The Role of Technology in Continuou
- Page 240 and 241:
The Role of Technology in Continuou
- Page 242 and 243:
The Role of Technology in Continuou
- Page 244 and 245:
The Role of Technology in Continuou
- Page 246 and 247:
The Role of Technology in Continuou
- Page 248 and 249:
The Role of Technology in Continuou
- Page 250 and 251:
The Role of Technology in Continuou
- Page 252 and 253:
The Role of Technology in Continuou
- Page 254 and 255:
n n n n The Role of Technology in C
- Page 256 and 257:
The Role of Technology in Continuou
- Page 258 and 259:
The Role of Technology in Continuou
- Page 260 and 261:
The Role of Technology in Continuou
- Page 262 and 263:
The Role of Technology in Continuou
- Page 264 and 265:
The Role of Technology in Continuou
- Page 266 and 267:
The Role of Technology in Continuou
- Page 268 and 269:
Summary The Role of Technology in C
- Page 270 and 271:
The Role of Technology in Continuou
- Page 272 and 273:
The Role of Technology in Continuou
- Page 274 and 275:
Chapter 8 The Role of Infrastructur
- Page 276 and 277:
The Role of Infrastructure in Conti
- Page 278 and 279:
The Role of Infrastructure in Conti
- Page 280 and 281:
The Role of Infrastructure in Conti
- Page 282 and 283:
Functional The Role of Infrastructu
- Page 284 and 285:
The Role of Infrastructure in Conti
- Page 286 and 287:
The Role of Infrastructure in Conti
- Page 288 and 289:
The Role of Infrastructure in Conti
- Page 290 and 291:
The Role of Infrastructure in Conti
- Page 292 and 293:
The Role of Infrastructure in Conti
- Page 294 and 295:
The Role of Infrastructure in Conti
- Page 296 and 297:
The Role of Infrastructure in Conti
- Page 298 and 299:
The Role of Infrastructure in Conti
- Page 300 and 301:
The Role of Infrastructure in Conti
- Page 302 and 303:
The Role of Infrastructure in Conti
- Page 304 and 305:
Chapter 9 Understanding Organizatio
- Page 306 and 307:
Understanding Organizational Cultur
- Page 308 and 309:
What Is Organizational Culture? Und
- Page 310 and 311:
Understanding Organizational Cultur
- Page 312 and 313:
Understanding Organizational Cultur
- Page 314 and 315:
Understanding Organizational Cultur
- Page 316 and 317:
Values Understanding Organizational
- Page 318 and 319:
Understanding Organizational Cultur
- Page 320 and 321:
Understanding Organizational Cultur
- Page 322 and 323:
Understanding Organizational Cultur
- Page 324 and 325:
n n n Understanding Organizational
- Page 326 and 327: Understanding Organizational Cultur
- Page 328 and 329: Understanding Organizational Cultur
- Page 330 and 331: Understanding Organizational Cultur
- Page 332 and 333: Understanding Organizational Cultur
- Page 334 and 335: Understanding Organizational Cultur
- Page 336 and 337: Understanding Organizational Cultur
- Page 338 and 339: Understanding Organizational Cultur
- Page 340 and 341: Chapter 10 Integrated Supply Chains
- Page 342 and 343: Table 0- Status of Lean Supply Chai
- Page 344 and 345: Supply Chain Management (Expanded)
- Page 346 and 347: Integrated Supply Chains n the futu
- Page 348 and 349: n n n n Integrated Supply Chains n
- Page 350 and 351: Integrated Supply Chains n Collabor
- Page 352 and 353: n n Integrated Supply Chains n Deli
- Page 354 and 355: Transition from Batch Flow to Lean
- Page 356 and 357: n n n n Integrated Supply Chains n
- Page 358 and 359: Integrated Supply Chains n in desig
- Page 360 and 361: Integrated Supply Chains n Now is t
- Page 362 and 363: n n n n n Integrated Supply Chains
- Page 364 and 365: Integrated Supply Chains n chains t
- Page 366 and 367: Integrated Supply Chains n customer
- Page 368 and 369: Integrated Supply Chains n They con
- Page 370 and 371: Integrated Supply Chains n of the c
- Page 372 and 373: Integrated Supply Chains n Dealing
- Page 374 and 375: Conclusions Integrated Supply Chain
- Page 378 and 379: Chapter 11 The Role of Services to
- Page 380 and 381: The Role of Services to Complement
- Page 382 and 383: The Role of Services to Complement
- Page 384 and 385: The Role of Services to Complement
- Page 386 and 387: The Role of Services to Complement
- Page 388 and 389: The Role of Services to Complement
- Page 390 and 391: n n n n n The Role of Services to C
- Page 392 and 393: n n n n n n The Role of Services to
- Page 394 and 395: n The Role of Services to Complemen
- Page 396 and 397: The Role of Services to Complement
- Page 398 and 399: The Role of Services to Complement
- Page 400 and 401: The Role of Services to Complement
- Page 402 and 403: The Role of Services to Complement
- Page 404 and 405: The Role of Services to Complement
- Page 406 and 407: The Role of Services to Complement
- Page 408 and 409: The Role of Services to Complement
- Page 410: The Role of Services to Complement
- Page 413 and 414: 0 n New Methods of Competing in the
- Page 415 and 416: n New Methods of Competing in the G
- Page 417 and 418: n New Methods of Competing in the G
- Page 419 and 420: n New Methods of Competing in the G
- Page 421 and 422: n New Methods of Competing in the G
- Page 423 and 424: 0 n New Methods of Competing in the
- Page 425 and 426: n New Methods of Competing in the G
- Page 427 and 428:
n New Methods of Competing in the G
- Page 429 and 430:
n New Methods of Competing in the G
- Page 431 and 432:
n New Methods of Competing in the G
- Page 433 and 434:
00 n New Methods of Competing in th
- Page 435 and 436:
0 n New Methods of Competing in the
- Page 437 and 438:
0 n New Methods of Competing in the
- Page 439 and 440:
0 n New Methods of Competing in the
- Page 441 and 442:
0 n New Methods of Competing in the
- Page 443 and 444:
0 n New Methods of Competing in the
- Page 446 and 447:
Index A Administrative management,
- Page 448 and 449:
components of, 282-291 identity, 27
- Page 450 and 451:
Input-Transformation-Output Model.
- Page 452 and 453:
technology, 206-209 Manufacturing t
- Page 454 and 455:
manufacturing, services, difference
- Page 456:
infrastructure, 201-202 integrated