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Strategic Supply Chain Management - Supply Chain Online

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I N D E X<br />

A<br />

Accountability, 79, 114–119, 177–178<br />

Accuracy, 78, 80, 85<br />

A&D industry, 12<br />

Adaptability, 32–35<br />

Adaptation, 244–246<br />

Advanced planning and scheduling (APS),<br />

238<br />

Advanced Fibre Communications, Inc. (AFC),<br />

126–127<br />

Advanced planning system (APS), 58<br />

Advanced systems, 230–232<br />

Aerospace industry, 33<br />

AFC (See Advanced Fibre Communications, Inc.)<br />

Afghanistan, 180, 181, 183<br />

After-market customers, 28–30<br />

Agere Systems, 111–113<br />

Airbag market, 39–48<br />

Airbus, 9, 33<br />

Ala-Pietala, Pekka, 34<br />

Alcatel, 60–61, 154–155<br />

Alignment:<br />

of business/supply chain strategies, 20–27<br />

of customers’ needs with supply chain strategy,<br />

27–30<br />

of power position with supply chain strategy,<br />

30–32<br />

in SCOR model, 70–72<br />

Amazon, 9, 51–54<br />

Ambrey, Tim, 43<br />

American Electronics Association, xi<br />

AMR Research, xiii, 68<br />

Application islands, 64<br />

Application-specific integrated circuits (ASICs),<br />

154<br />

APS (See Autoliv Production System)<br />

APS (advanced planning and scheduling),<br />

238<br />

APS (advanced planning system), 58<br />

“As is” analysis, 74<br />

ASCS (Avnet <strong>Supply</strong> <strong>Chain</strong> Services), 160<br />

ASICs (application-specific integrated circuits),<br />

154<br />

Assembly lines, 42–44<br />

Asset network, 18–20<br />

Autoliv, 39–48<br />

assembly lines at, 42–44<br />

change at, 47–48<br />

collaboration with suppliers at, 46–47<br />

science involved in, 41<br />

upstream impact on supply at, 44–46<br />

Autoliv Partner Portal, 47<br />

Autoliv Production System (APS), 40, 44<br />

Automation, 53, 90, 234<br />

Automobile industry, 12, 13, 28, 31–32, 217–227<br />

Avnet, 163<br />

Avnet Electronics Marketing, 160<br />

Avnet <strong>Supply</strong> <strong>Chain</strong> Services (ASCS), 160<br />

Avon, 91–100<br />

business case for, 93–94<br />

collaborative design at, 97–98<br />

direct sales, 91–100<br />

end-to-end visibility at, 95–96<br />

growth of, 92–93<br />

reorganization at, 98–100<br />

supplier collaboration with, 96–97<br />

supply chain redesign at, 94–95<br />

Awareness, 123<br />

B<br />

Balanced scorecard approach, 192–193, 212<br />

Bancel, Stephan, 3, 4<br />

Barlean’s Organic Oils, 25<br />

BASF Corporation, 196–197<br />

Basis of competition, 22<br />

B2B (See Business-to-business)<br />

Benchmarking, xii, 193–197<br />

Best Business Practices Group, 174, 177, 178<br />

“Big Bang” program, 23<br />

Boeing, 33<br />

Bose, Ari, 211<br />

Bottled water industry, 14<br />

Boyanton, Earl, 178–182<br />

Brand leaders, 32<br />

Brand power, 31<br />

Brown, Dave, 133<br />

Budgets, 188<br />

Build-to-order strategy, 61<br />

Bundling approach, 196<br />

Business decisions, 6<br />

307<br />

Copyright © 2005 by The McGraw-Hill Companies, Inc. Click here for terms of use.

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