Logistics Management and Strategy: Competing through the Supply Chain

Höfundar: Heather Skipworth; Remko Van Hoek; James Aitken; Alan Harrison (Útgáfa: 7)
Logistics Management and Strategy: Competing through the Supply Chain

Kaup valmöguleikar

Logistics Management and Strategy, 7th edition is a concise and strategic introduction to the subjects of logistics and supply chain management, with emphasis on international applications and examples, and is perfect for modern managers and students of logistics and supply chain management. Logistics stands at the heart of debates around systems, sustainability, technology, competitive advantage, globalisation and risk.

This textbook brings a thoroughly updated, straightforward and practical approach to these topics, and illustrates the real-life issues in logistics management through up-to-date case studies. This edition features cases from Australia, China, Germany, Japan, South Africa, Sweden and the USA, as well as cases on global businesses. Major updates for this edition address contemporary issues so that each area of discussion ties in with current practice.

The new or updated material includes: A brand new chapter 'Supply Chain Risk and Resilience' highlighting new developments in the strategic management of risk, with new cases exploring risk mitigation strategies at Ford Motor Company and supply chain data visualization at Flex A refreshed focus on sustainability and environmental issues throughout the book - from net zero carbon initiatives, carbon costing, and green logistics, to sourcing ethically and transportation Digitalisation and the role of technology in logistics and supply chain management Eighteen new case studies in this edition, illustrating the issues when applied in a wide variety of types of organisation Significant updates on future challenges and opportunities in logistics Activities and discussion questions, designed to help you explore key themes and apply what you are learning This book provides all the necessary information to cultivate your understanding of logistics management and is recommended to anyone studying logistics modules, at undergraduate or MSc level.

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Útgefandi
Pearson International Content
ISBN
9781292733463
Print ISBN
9781292465340
Format
ePub
Útgáfa
7
Höfundar
Heather Skipworth; Remko Van Hoek; James Aitken; Alan Harrison
Tungumál
English
Útgefið
2025-08-14
Prent takmörkun á líftíma
100
Prent takmörkun
2
Afritunar takmörkun
2

Kaflar

  • Cover
  • Prelims
  • Title
  • Mission statement
  • Title page
  • Copyright
  • Dedication
  • Personal foreword
  • Professional foreword
  • Preface
  • Authors’ acknowledgements
  • How to use this book
  • Plan of the book
  • Part One Competing Through Logistics
  • Competing Through Logistics
  • Chapter 1 Logistics and the supply chain
  • Logistics and the supply chain
  • Introduction
  • Introduction
  • Key issues
  • 1.1 Logistics and the supply chain
  • 1.1 Logistics and the supply chain
  • 1.1.1 Definitions and concepts
  • 1.1.2 Supply chain: structure and tiering
  • 1.2 Material flow and information flow
  • 1.2 Material flow and information flow
  • 1.2.1 Material flow
  • 1.2.2 Information flow
  • 1.3 Competing through logistics
  • 1.3 Competing through logistics
  • 1.3.1 Hard objectives
  • 1.3.2 Supportive capabilities
  • 1.3.3 Supply chain sustainability
  • 1.3.4 Green logistics
  • 1.3.5 Order winners and qualifiers
  • 1.4 Logistics strategies
  • 1.4 Logistics strategies
  • 1.4.1 Defining ‘strategy’
  • 1.4.2 Aligning strategies
  • 1.4.3 Differentiating strategies
  • 1.4.4 Trade-offs in logistics
  • Summary
  • Summary
  • What are the performance objectives of the supply chain, and how does logistics support those objectives?
  • Discussion questions
  • Discussion questions
  • Suggested further reading
  • Suggested further reading
  • References
  • References
  • Chapter 2 Putting the end-customer first
  • Putting the end-customer first
  • Introduction
  • Introduction
  • Key issues
  • 2.1 The marketing perspective
  • 2.1 The marketing perspective
  • 2.1.1 Customer value
  • 2.1.2 Rising customer expectations
  • 2.1.3 The information revolution
  • 2.1.4 Marketing segmentation
  • 2.2 Demand profiling
  • 2.2 Demand profiling
  • 2.3 Segmented supply chain strategy
  • 2.3 Segmented supply chain strategy
  • 2.3.1 Supply chain and marketing alignment
  • 2.3.2 The supply chain strategy drivers
  • 2.3.3 Selecting drivers for segmentation
  • 2.3.4 The four-step approach to developing segmented supply chain strategy
  • Summary
  • Summary
  • Discussion questions
  • Discussion questions
  • Suggested further reading
  • Suggested further reading
  • References
  • References
  • Chapter 3 Value and logistics costs
  • Value and logistics costs
  • Introduction
  • Introduction
  • Key issues
  • 3.1 Where does value come from?
  • Key issues: How can shareholder value be defined and what is its relationship with customer value? How can shareholder value be measured?
  • 3.2 How can conventional return on capital employed (ROCE) be measured?
  • Key issue: What is return on capital employed and how can supply chain management affect it?
  • 3.2.1 ROCE and implications for supply chain management
  • 3.2.2 Financial ratios and ROCE drivers
  • 3.3 Why is liquidity important and what are the implications for supply chain management?
  • Key issue: Why is liquidity important and how can supply chain management balance the objectives of profitability, liquidity and asset utilisation?
  • 3.3.1 Supply Chain Finance (SCF)
  • 3.4 How can logistics costs be represented?
  • Key issue: What are the various ways of cutting up the total cost ‘cake’, and what are the relative merits of each?
  • 3.4.1 Fixed/variable
  • 3.4.2 Direct/indirect
  • 3.4.3 Engineered/discretionary
  • 3.5 Carbon costing for more sustainable supply chains
  • Key issues: How can carbon emissions be costed to incentivise polluting companies to become more environmentally sustainable? What are the approaches companies can use for setting their own Internal Carbon Prices?
  • 3.5.1 Internal Carbon Pricing (ICP)
  • 3.6 Activity-based costing (ABC)
  • Key issues: What are the shortcomings of traditional cost accounting from a logistics point of view? How can costs be allocated to processes so that better decisions can be made?
  • 3.6.1 Cost–time profile (CTP)
  • 3.6.2 Cost-to-serve (CTS)
  • 3.7 How can capital investment decisions be made?
  • Key issue: How can capital investment decisions be made by taking into account the subsequent cash flows, which dictate future liquidity of the company?
  • 3.7.1 Four investment appraisal approaches
  • 3.7.2 What are discounted cash flows?
  • 3.8 A balanced measurement portfolio
  • Key issues: How can a balanced set of measures of performance be developed in order to address stakeholder satisfaction and stakeholder contribution? How can process thinking be applied to measures across the supply chain using the supply chain operations reference model?
  • 3.8.1 Balanced scorecard
  • 3.8.2 Supply chain management and the balanced scorecard
  • 3.8.3 Supply chain operations reference model (SCOR)
  • Summary
  • What is ‘value’ in the context of the supply chain?
  • How can logistics costs be better represented and capital investment decisions be made?
  • Discussion questions
  • Discussion questions
  • Suggested further reading
  • Suggested further reading
  • References
  • References
  • Part Two Leveraging Logistics Operations
  • Leveraging Logistics Operations
  • Chapter 4 Supply chain risk and resilience
  • Supply chain risk and resilience
  • Introduction
  • Introduction
  • Key issues
  • 4.1 Supply chain risk, sources and factors
  • Key issues: What is supply chain risk, where is it located and what are the risk categories and types?
  • 4.1.1 Geopolitical risks
  • 4.1.2 Operational risks
  • 4.1.3 Financial risks
  • 4.1.4 Logistics and transportation risks
  • 4.1.5 Technological risks
  • 4.1.6 Sustainability risks
  • 4.1.7 Supply-specific risks
  • 4.1.8 Demand-specific risks
  • 4.1.9 High risk exposure in automotive supply chains
  • 4.2 Redesigning international supply chains to mitigate risk
  • Key issues: How can international supply chains be redesigned in response to risk events and the disruptions they cause? What aspects can be changed and how will they mitigate risk?
  • 4.2.1 Geographical location of operations
  • 4.2.2 Focused factories or focused markets
  • 4.2.3 Centralised or decentralised inventories
  • 4.3 Supply risk management process
  • Key issues: What are the key steps to be followed to identify, evaluate and mitigate risk in the supply chain? How can supply chains be mapped and risk be measured and evaluated against a company’s risk appetite?
  • 4.3.1 Supply chain mapping
  • 4.3.2 Risk identification
  • 4.3.3 Risk evaluation
  • 4.3.4 Risk mitigation strategies
  • 4.4 Supply chain resilience
  • Key issues: What is a resilient supply chain? What are the chronological phases in response to a risk event and the resilient supply chain capabilities required?
  • 4.4.1 Chronological phases and capabilities
  • Summary
  • What is supply chain risk and what are its sources, risk categories and factors?
  • How can company’s supply chains mitigate the effects of these risks and prevent the disruption and reputational damage that may follow? There are three schools of thought in this chapter:
  • Discussion questions
  • Discussion questions
  • References
  • References
  • Chapter 5 Managing the lead-time frontier
  • Managing the lead-time frontier
  • Introduction
  • Introduction
  • Key issues
  • 5.1 The role of time in competitive advantage
  • Key issues: What is time-based competition, how does it link to other initiatives, and what is the purpose of it?
  • 5.1.1 Time-based competition: the virtuous circle of speed
  • 5.1.2 Variety and speed
  • 5.1.3 Time-based opportunities to add value
  • 5.1.4 Time-based opportunities to reduce cost
  • 5.1.5 Limitations to time-based approaches
  • 5.2 Time-based process mapping
  • Key issue: How do you go about measuring time in a supply network?
  • 5.2.1 Stage 1: Create a task force
  • 5.2.2 Stage 2: Select the process to map
  • 5.2.3 Stage 3: Collect data
  • 5.2.4 Stage 4: Flow chart the process
  • 5.2.5 Stage 5: Distinguish between value-adding and non-value-adding time
  • 5.2.6 Stage 6: Construct the time-based process map
  • 5.2.7 Stage 7: Solution generation
  • 5.3 P:D ratios and differences
  • Key issues: What are P- and D-times, and why are they important to logistics strategy?
  • 5.3.1 Using time as a performance measure
  • 5.3.2 High variety poses a challenge to conventional clock-time
  • 5.3.3 Using time to measure supply pipeline performance
  • 5.3.4 Mapping P-time and D-time
  • 5.4 Managing timeliness in the logistics pipeline
  • Key issue: When P-time is greater than D-time, what time-based strategies and practices can help to improve competitiveness?
  • 5.4.1 Strategies to cope when P-time is greater than D-time
  • 5.4.2 Practices to cope when P-time is greater than D-time
  • 5.4.3 Technologies to cope when P-time is greater than D-time
  • Summary
  • What is time-based competition?
  • How do we measure and implement time-based strategies?
  • What is the lead-time frontier and how can it be managed?
  • Discussion questions
  • Discussion questions
  • Suggested further reading
  • Suggested further reading
  • References
  • References
  • Chapter 6 Supply chain planning and control
  • Supply chain planning and control
  • Introduction
  • Introduction
  • Key issues
  • 6.1 The supply chain ‘game plan’
  • 6.1 The supply chain ‘game plan’
  • 6.1.1 Planning and control within manufacturing
  • 6.1.2 Sales and operations planning (S&OP)
  • 6.1.3 Managing inventory in the supply chain
  • 6.1.4 Planning and control in retailing
  • 6.1.5 Inter-firm planning and control
  • 6.2 Overcoming poor coordination in retail supply chains
  • Key issue: How can collaboration be extended across the supply chain to focus on meeting consumer demand?
  • 6.2.1 Efficient consumer response (ECR)
  • 6.2.2 Quick response (QR)
  • Summary
  • How is material flow planned and controlled in the supply chain?
  • How is it possible to improve coordination between retail and manufacturing processes?
  • Discussion questions
  • Discussion questions
  • Suggested further reading
  • Suggested further reading
  • References
  • References
  • Chapter 7 Lean thinking and agile supply chains
  • Lean thinking and agile supply chains
  • Introduction
  • Introduction
  • Key issues
  • 7.1 Lean thinking
  • Key issues: What are the implications of lean thinking principles for logistics? How can lean thinking be applied to other business processes and what are the practices associated with it?
  • 7.1.1 Types of waste
  • 7.1.2 The principles of lean thinking
  • 7.1.3 Application of lean thinking to business processes
  • 7.1.4 Lean manufacturing practices
  • 7.1.5 Lean and resilience
  • 7.2 The concept of agility
  • 7.2 The concept of agility
  • 7.2.1 Product design for agility
  • 7.2.2 Manufacturing for agility
  • 7.2.3 Logistics for agility
  • 7.2.4 Supply chain partnerships for agility
  • 7.2.5 Preconditions for successful agile practice
  • 7.3 Combining lean and agile
  • 7.3 Combining lean and agile
  • Summary
  • What is lean thinking, and how does it apply to logistics?
  • What is agility, and how does it compare to lean?
  • What are the agile practices that help to underpin the agile supply chain?
  • Discussion questions
  • Discussion questions
  • Suggested further reading
  • Suggested further reading
  • References
  • References
  • Part Three Working Together
  • Working Together
  • Chapter 8 Integrating the supply chain
  • Integrating the supply chain
  • Introduction
  • Introduction
  • Key issues
  • 8.1 Integration in the supply chain
  • Key issue: How can we integrate internally, externally and electronically?
  • 8.1.1 Internal integration: function to function
  • 8.1.2 External integration: company to company
  • 8.2 Electronic integration
  • 8.2 Electronic integration
  • 8.2.1 Electronic data interchange (EDI)
  • 8.2.2 Radio frequency identification devices (RFIDs)
  • 8.2.3 Blockchain
  • 8.3 Choosing the right supply relationships
  • Key issues: What types of supply relationships can be adopted? How can each type of relationship be tailored to different types of product?
  • 8.3.1 The transaction cost economics (TCE) view of relationships
  • 8.4 Strategic partnerships in the supply chain
  • Key issues: What are partnerships and their advantages? How can they be implemented and what are the barriers to their implementation?
  • 8.4.1 Economic justification for partnerships
  • 8.4.2 Advantages of partnerships
  • 8.4.3 Implementing strategic partnerships
  • 8.4.4 Lambert’s partnership model
  • 8.4.5 Barriers to developing strategic partnerships
  • 8.5 Supplier networks
  • Key issues: What are supplier networks and how can they be manifested?
  • 8.5.1 Italian districts
  • 8.5.2 Chinese industrial areas
  • Summary
  • What are the benefits of integration in the supply chain?
  • What are the different types of relationships in the supply chain?
  • How can closer supply chain relationships be implemented?
  • Discussion questions
  • Discussion questions
  • Suggested further reading
  • Suggested further reading
  • References
  • References
  • Chapter 9 Sourcing and procurement
  • Sourcing and procurement
  • Introduction
  • Introduction
  • Key issues
  • 9.1 What does procurement do?
  • Key issue: The core roles of procurement and how they drive value
  • 9.2 Key drivers of procurement effectiveness – how to engage with the procurement team
  • Key issues: What are the key drivers of procurement effectiveness? How can business alignment, early involvement of procurement in product design and a total cost approach drive effectiveness of procurement?
  • 9.2.1 Operating Principle I: Business alignment
  • 9.2.2 Operating Principle II: Involve procurement early to develop strategies for procurement categories
  • 9.2.3 Operating Principle III: Total cost of ownership, not just price
  • 9.2.4 Operating Principle IV: Post contracting comes supplier relationship management (SRM)
  • 9.3 Managing the supply base
  • Key issues: How can you segment your suppliers and what are the implications for preferred supplier selection? How do you rate your vendors? What is the impact of sustainable supply chain management (SSCM)?
  • 9.3.1 Reducing the supply base
  • 9.3.2 Segmenting the supply base
  • 9.3.3 Establishing policies per supplier segment
  • 9.3.4 Vendor rating
  • 9.3.5 Executive ownership of supply relationships
  • 9.3.6 Migrating towards customer of choice status
  • 9.4 Procurement’s key role in sustainable supply chain management
  • Key issue: Understanding the role of procurement in sustainable supply chain management
  • 9.4.1 Why procurement has a key role to play
  • 9.4.2 The role of procurement in sustainability
  • 9.5 What does top procurement talent look like?
  • 9.5 What does top procurement talent look like?
  • Summary
  • What is the role of procurement in the supply chain?
  • Discussion questions
  • Discussion questions
  • References
  • References
  • Part Four Changing the Future
  • Changing the Future
  • Chapter 10 Logistics future challenges and opportunities
  • Logistics future challenges and opportunities
  • Introduction
  • Introduction
  • Key issues
  • 10.1 Digitalisation of the supply chain and tech enablement
  • Key issue: Technological advancements enable new supply chain capability and performance levels
  • 10.2 Pulling the chain in the right direction, in the right manner
  • Key issue: Environmentally and socially responsible organisations gain advantage and enable sustainability by innovating supply chain practices.
  • 10.2.1 A growing agenda
  • 10.2.2 Environmental sustainability
  • 10.2.3 Social sustainability
  • 10.3 Chained to a bigger cause
  • 10.3 Chained to a bigger cause
  • Key issue: Logistics and supply chain capabilities enable response to humanitarian disasters and challenges
  • 10.3.1 Preparedness phase
  • 10.3.2 Immediate response phase
  • 10.3.3 Reconstruction phase
  • 10.3.4 Future challenges
  • 10.4 The critical link in the chain
  • Key issue: What are the changing needs and requirements that apply to the most effective supply chain managers?
  • 10.5 Changing chains
  • Key issue: How do we actually make the transition to supply chain effectiveness happen?
  • 10.6 A great function to be in
  • Key issue: The future of supply chain has a lot to offer to the students of this book.
  • Summary
  • What does the supply chain of the future look like?
  • Discussion questions
  • Discussion questions
  • References
  • References
  • Footnotes
  • Glossary