Managing operations across the supply chain / Morgan Swink, Texas Christian University, Steven A. Melnyk, Michigan State University, Janet L. Hartley, Bowling Green State University.

By: Swink, Morgan, 1959- [author.]
Contributor(s): Melnyk, Steven A [author.] | Hartley, Janet L. (Janet Lea) [author.]
Language: English Publisher: New York : McGraw-Hill, [2024] ©2024Edition: Fifth editionDescription: xxix, 658 pages : illustrations; 28 cmContent type: text Media type: unmediated Carrier type: volumeISBN: 9781266229770Subject(s): Business logistics | Production management | Industrial managementDDC classification: 658.5 LOC classification: HD38.5 | .M36175 2024
Contents:
Part 1: SUPPLY CHAIN: A PERSPECTIVE FOR OPERATIONS MANAGEMENT Chapter 1: Introduction to Managing Operations Across the Supply Chain Chapter 2: Operations and Supply Chain Strategy Part 2: FOUNDATIONS OF OPERATIONS MANAGEMENT Chapter 3: Managing Processes and Capacity Chapter 3: Chapter Supplement: Process Mapping and Analysis Chapter 4: Product/Process Innovation Chapter 5: Manufacturing and Service Process Structures Chapter 6: Managing Quality Chapter 6: Chapter Supplement: Quality Improvement Tools Chapter 7: Managing Inventories Chapter 8: Lean Systems Part 3: INTEGRATING RELATIONSHIPS ACROSS THE SUPPLY CHAIN Chapter 9: Customer Service Management Chapter 10: Sourcing and Supply Management Chapter 11: Logistics Management Part 4: PLANNING FOR INTEGRATED OPERATIONS ACROSS THE SUPPLY CHAIN Chapter 12: Demand Planning: Forecasting and Demand Management Chapter 13: Sales and Operations Planning Chapter 14: Materials and Resource Requirements Planning
Summary: "We continue to live in dynamic and exciting times. Recent years have seen many changes that have affected nearly every aspect of business, including operations management. In this fifth edition of our book, we continue to reflect key shifts in operations management, including transitions: From a focus on the internal system to a focus on the supply chain. In today's highly competitive business environment, organizations must leverage the capabilities of their suppliers and customers. Operations managers must look beyond the "four walls" of the firm and take an integrated supply chain perspective of operations. From a local focus to a global focus. As Thomas L. Friedman pointed out, the world is indeed flat. Business solutions generated in Argentina are used to meet needs in the United States, and parts built by suppliers located in China are used to assemble cars in Canada. Commercial needs have overcome, to a large part, national borders, presenting new opportunities and challenges for operations managers"-- Provided by publisher.
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Includes index.

Part 1: SUPPLY CHAIN: A PERSPECTIVE FOR OPERATIONS MANAGEMENT

Chapter 1: Introduction to Managing Operations Across the Supply Chain

Chapter 2: Operations and Supply Chain Strategy



Part 2: FOUNDATIONS OF OPERATIONS MANAGEMENT

Chapter 3: Managing Processes and Capacity

Chapter 3: Chapter Supplement: Process Mapping and Analysis

Chapter 4: Product/Process Innovation

Chapter 5: Manufacturing and Service Process Structures

Chapter 6: Managing Quality

Chapter 6: Chapter Supplement: Quality Improvement Tools

Chapter 7: Managing Inventories

Chapter 8: Lean Systems



Part 3: INTEGRATING RELATIONSHIPS ACROSS THE SUPPLY CHAIN

Chapter 9: Customer Service Management

Chapter 10: Sourcing and Supply Management

Chapter 11: Logistics Management



Part 4: PLANNING FOR INTEGRATED OPERATIONS ACROSS THE SUPPLY CHAIN

Chapter 12: Demand Planning: Forecasting and Demand Management

Chapter 13: Sales and Operations Planning

Chapter 14: Materials and Resource Requirements Planning

"We continue to live in dynamic and exciting times. Recent years have seen many changes that have affected nearly every aspect of business, including operations management. In this fifth edition of our book, we continue to reflect key shifts in operations management, including transitions: From a focus on the internal system to a focus on the supply chain. In today's highly competitive business environment, organizations must leverage the capabilities of their suppliers and customers. Operations managers must look beyond the "four walls" of the firm and take an integrated supply chain perspective of operations. From a local focus to a global focus. As Thomas L. Friedman pointed out, the world is indeed flat. Business solutions generated in Argentina are used to meet needs in the United States, and parts built by suppliers located in China are used to assemble cars in Canada. Commercial needs have overcome, to a large part, national borders, presenting new opportunities and challenges for operations managers"-- Provided by publisher.

Ages 18+ McGraw-Hill

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