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The market-driven supply chain : a revolutionary model for sales and operations planning in the new on-demand economy /
Customer demands for individual attention and specialized products are transforming commerce at every stage - including the supply chain. Today's highstakes economy requires dynamic, market-savvy sales and operations planning (S & OP) to keep pace with accelerating service demands and respo...
| Clasificación: | Libro Electrónico |
|---|---|
| Autor principal: | |
| Formato: | Electrónico eBook |
| Idioma: | Inglés |
| Publicado: |
New York :
American Management Association,
Ã2012.
|
| Temas: | |
| Acceso en línea: | Texto completo (Requiere registro previo con correo institucional) |
MARC
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| 100 | 1 | |a Burrows, Robert P. |q (Robert Penn) | |
| 245 | 1 | 4 | |a The market-driven supply chain : |b a revolutionary model for sales and operations planning in the new on-demand economy / |c Robert P. Burrows III. |
| 260 | |a New York : |b American Management Association, |c Ã2012. | ||
| 300 | |a 1 online resource (xiii, 272 pages) : |b illustrations | ||
| 336 | |a text |b txt |2 rdacontent | ||
| 337 | |a computer |b c |2 rdamedia | ||
| 338 | |a online resource |b cr |2 rdacarrier | ||
| 500 | |a Includes index. | ||
| 588 | 0 | |a Print version record. | |
| 520 | |a Customer demands for individual attention and specialized products are transforming commerce at every stage - including the supply chain. Today's highstakes economy requires dynamic, market-savvy sales and operations planning (S & OP) to keep pace with accelerating service demands and response times. It's not as daunting as it sounds with the tools, tips, and case studies in "The Market-Driven Supply Chain". This practical yet expansive book helps organizations transition from outdated supply-driven processes to new market-driven models. Readers learn how to: use robust analytics for conducting value segmentations and simulation analyses; develop a customer-centric culture and a collaborative organizational structure; and dynamically rebalance the inventory mix to improve capacity and reduce costs. Retool 26 management processes to achieve market-savvy S & OP Unlike other books that focus on only supply chain strategies or S & OP or lean manufacturing, this book's sophisticated approach unifies all three areas, and it's the only one to explain how to operate in today's on-demand environment. --from alibris.com. | ||
| 505 | 0 | |a Cover; Title; Copyright; Contents; Foreword: Gregory P. Hackett; Foreword: Lora Cecere; Acknowledgments; Introduction; Seven Guiding Principles of the Design of Market-Savvy S Part I: Creating Vision; Chapter 1: Seeing Anew from a Market-Savvy Perspective; Market-Savvy S & OP Defined; IBP Provides the Strategy; Value Segmentation: The Preferred Method; Looking Back; Case Study: Sports Uniform Manufacturer; Chapter 2: Competing on Time and Customer Connectivity; The Five Fundamentals of a Value-Segment Strategy; Portfolio Versus Segment Strategies; Segment-Level Strategies for Value Chains. | |
| 505 | 8 | |a Four Traditional Value-Segment Strategy OptionsNew Segment Strategies; Looking Back; Case Study: VTech; Part II: Changing Behavior; Chapter 3: Managing by Analytics; The 7 Characteristics of Strong Teams; The 7 Characteristics of a Proper Analytic; Market-Savvy S & OP, 70 Percent Analytics; Looking Back; Case Study: Frozen Food Producer; Chapter 4: Establishing a Customer-Centric Culture; Developing a Customer-Facing Organization; Establishing Collaboration; Driving Collegiality; Designing Horizontal Management Processes; Appointing Leaders with Passion; Looking Back. | |
| 505 | 8 | |a Case Study: Goodyear North American Tire (NAT) ConsumerChapter 5: Designing and Implementing Collaborative Planning (Segment-Level S & OP); Design Starts with Education; Design to Implement Strategy; Design to Align All Planning Processes; Design with Interlocking Cycles; Design with Collaborative Goals; Looking Back; Case Study: Wright Medical Technology; Chapter 6: Designing a Rate-Based Planning Process; RBP Applicability; RBP Versus Traditional Scheduling Methods; RBP Scheduling Strategy; Cycle Planning; Inventory Standards; Rate-Mix Planning; Looking Back. | |
| 505 | 8 | |a Case Study: Canned Food ManufacturerChapter 7: Transitioning to a New Culture of Market-Driven Supply Chain; The Transition Plan; Instituting the Audits and Recognizing the Team Responsible; Looking Back; Case Study: Medical Technology Company; Time to Start; Index; A; B; C; D; E; F; G; H; I; J; K; L; M; N; O; P; Q; R; S; T; U; V; W; X; Z. | |
| 590 | |a O'Reilly |b O'Reilly Online Learning: Academic/Public Library Edition | ||
| 650 | 0 | |a Business logistics. | |
| 650 | 0 | |a Production planning. | |
| 650 | 0 | |a Customer relations. | |
| 650 | 6 | |a Logistique (Organisation) | |
| 650 | 6 | |a Production |x Planification. | |
| 650 | 7 | |a BUSINESS & ECONOMICS |x Distribution. |2 bisacsh | |
| 650 | 7 | |a BUSINESS & ECONOMICS |x Production & Operations Management. |2 bisacsh | |
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| 650 | 7 | |a Customer relations |2 fast | |
| 650 | 7 | |a Production planning |2 fast | |
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