Strategic Supply Chain Management - Supply Chain Online
Strategic Supply Chain Management - Supply Chain Online
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 />
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