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Handbook of Global Supply Chain Management
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Handbook of Global Supply Chain Management



July 2012 | 600 pages | SAGE Publications, Inc
This state-of-the-art Handbook provides a comprehensive understanding and assessment of the field of global supply chain management (GSCM). Editors John T. Mentzer, Matthew B. Myers, and Theodore P. Stank bring together a distinguished group of contributors to describe and critically examine the key perspectives guiding GSCM, taking stock of what we know (and do not know) about them.

Key Features:

Identifies emerging developments and delineates their significance to the practice of GSCM

Examines many methods and perspectives on GSCM that have emerged from logistics, operations, marketing, management, economics, sociology, personnel, information systems, and international relations

Employs top flight international contributors from both academia and practice who share their unique perspectives and insights within the broad parameters of this volume

Intended Audience: The Handbook is a valuable resource for graduate students, researchers, and parishioners alike, bringing clarity and comprehensive insight to the phenomenon of global supply chains and to their management.

 
Preface
John T. Mentzer, Theodore P. Stank, Matthew B. Myers
Chapter 1 – Why Global Supply Chain Management?
About Global Supply Chain Management

 
About the Handbook

 
Understanding Global Supply Chains

 
Managing the Functions

 
Resource Management

 
Managing the Relations

 
Making It Happen

 
Conclusions

 
 
Part 1: Understanding Global Supply Chains
John T. Mentzer, Theodore P. Stank, Matthew B. Myers
Chapter 2 – Global Supply Chain Management Strategy
Background

 
Global SCM Strategy

 
Impacts on Strategic Orientation

 
Capabilities and Structural Elements of GSCMS

 
Performance Implications

 
Integration of GSCMS Into Firm Strategy

 
Matthew B. Myers, Antonio Borghesi, Ivan Russo
Chapter 3 – Assessing the Global Environment
Yesterday’s Supply Chains in Today’s Global Environment

 
Cross-Cultural Influences and the Global Supply Chain

 
Foreign Currency Volatility

 
Political Economies

 
Two Sets of Rules

 
The New Environment of Hypersecurity

 
Conclusions

 
Dan Flint, Britta Gammelgaard
Chapter 4 – Value and Customer Service Management
Value Management

 
Customer Service

 
Customer Service and Value Management

 
John T. Mentzer, Mark A. Moon, Dominique Estampe, Glen W. Margolis
Chapter 5 – Demand Mangement
Derived Versus Independent Demand

 
A Model of Supply Chain Demand Management

 
Forecasts Versus Plans Versus Targets

 
Sales and Operations Planning

 
Why Is a Sales Forecast Needed?

 
The Tools of Sales Forecasting Management

 
Sales Forecasting Management Questions

 
Demand Management: An Iterative Process

 
Donna F Davis, Didier Chenneveau
Chapter 6 – Knowledge Management
From Data to Knowledge

 
Building Knowledge Management Competence

 
Challenges to Building Knowledge Management Competence

 
Everth N. S. Larsson, Anders Ljungberg
Chapter 7 – Process Orientation
Introductory Views on SCM and Processes

 
The Heritage of the Function-Oriented Organization

 
Different Processes

 
A Business Viewed as a System

 
Elements in a Process-Oriented Organization

 
Designing the Process-Oriented Organization

 
Is SCM Possible in Function-Oriented Organizations?

 
Should Processes Be Company-Specific or Standard?

 
How to Make SCM Work

 
Measurement, Analysis, and Development

 
Conclusions

 
 
Part II: Managing the Functions
Thomas E. DeCarlo, William L. Cron
Chapter 8 – Marketing and Sales Management
Marketing Strategy

 
Strategic Implementation Decisions

 
Sales Force Program Decisions

 
Summary

 
Margaret Bruce, Lucy Daly, Kenneth B. Kahn
Chapter 9 – Product Management
The Role of Product Management

 
Global Product Launch

 
Launch Strategy Influencers

 
Global Launch Strategy Considerations

 
Company One

 
Company Two

 
Summary

 
E. Powell Robinson, Funda Sahin
Chapter 10 – Operations Management
What Is Operations Management?

 
Operations Management Decision Problems

 
Evolution of Operations Management

 
Different Perspectives of Operations Management

 
Operations Management in the New Economy

 
Synchronizing the Marketplace and Operations through Agility

 
Implications and Conclusions

 
Abré Pienaar
Chapter 11 – Integrated Logistics Management
Logistics in The Context Of Supply Chain Management

 
Business Process Integration

 
The Business Process Framework

 
Methods and Techniques

 
Organization and People

 
Systems and Data

 
Designing Integrated Logistics Business Processes

 
Implementing Integrated Logistics Management

 
Global Pharmaceuticals

 
Summary

 
Funda Sahin and E. Powell Robinson, Jr.
Chapter 12 – Inventory Management
Inventory Basics

 
Independent Versus Dependent Demand Inventory

 
Reasons for Inventory

 
Reasons against Inventory

 
Types of Inventory

 
Inventory Control Systems

 
Single-Period Inventory Systems

 
Multiperiod Inventory Systems

 
Implications and New Strategies in Inventory Management

 
Postponement

 
Reducing Seasonal and Short-Life-Cycle Inventory Costs with Quick Response (QR)

 
Supply Chain Partnerships and Vendor-Managed Inventory

 
Conclusions

 
Thomas J. Goldsby, Michael R. Crum, and Joel Sutherland
Chapter 13 – Transportation Management
Transportation Decision Making

 
Transportation Cost Behavior

 
Collaborative Transportation Management

 
Global Transportation Issues

 
Conclusions

 
Thomas W. Speh
Chapter 14 – Warehouse Management
The Role of Warehousing in Global Supply Chains

 
Product Type and Warehousing Operations

 
Why Have a Warehouse?

 
The Location of Warehouses

 
Warehouse Design and Operations

 
The Role of Information in Warehouse Management

 
Technology and Warehouse Operations

 
Future Trends for Warehousing

 
Suggested Readings

 
Lisa M. Ellram and Paul Cousins
Chapter 15 – Supply Management
The Strategic Supply Management Process

 
Trends in Supply Management

 
Concluding Thoughts

 
Scott B. Keller
Chapter 16: Critical Support of Supply Chain Logistics Personnel
The Changing Nature of the Workplace

 
Creating a Customer-Focused Logistics Workforce

 
Fundamental Information Exchange

 
Knowledge Development

 
Assistance To Employees

 
Performance Feedback

 
Workplace Affirmation

 
Implementing a Customer-Focused Employee Plan

 
 
Part III: Resource Management
James M. Reeve, Mandyam M. Srinivasan
Chapter 17 – The Lean Supply Chain: The Path to Excellence
Conventional Supply Chain Management

 
Is It More Than “Just-in-Time”

 
Lean Supply Chain Basics: Flow and Pull Replenishment

 
Work Flow Characterization: V, A, and T Configurations

 
Fulfillment Characterization: Build-to-Stock, Assemble-to-Order, Build-to-Order, and Engineer-to-Order

 
Applying Lean Principles To a BTS V-Type Process

 
Conclusions

 
Stephen G. Timme
Chapter 18 – Financial Management
Key Drivers of Financial Performance

 
Measuring Financial Performance

 
Making the Financial-SCM Connection: A Top-Down Approach

 
Conclusions

 
Ila Manuj, Barbara Gaudenzi, J. Paul Dittmann
Chapter 19 – Risk Management
What Is Risk?

 
Types of Risks in Global Supply Chains

 
A Risk Management Process Model

 
Step 1: Identifying and Profiling Risks

 
Step 2: Risk Assessment and Evaluation

 
Step 3: Managing Risks and Risk Management Strategies

 
Step 4: Supply Chain Risk Management Strategy Implementation

 
Step 5: Mitigating Supply Chain Risks

 
Conclusions

 
G.Tomas M. Hult
Chapter 20: Supply Chains as Interpretation Systems: Knowledge, Strategy, and Performance
Recent Research on Information Management Within Supply Chains

 
The Next Step: Fitting Supply Chain Knowledge and Strategy

 
Identification of Ideal Profiles

 
Implications

 
Conclusions

 
 
Part IV: Managing the Relations
Jagdish N. Sheth, Arun Sharma
Chapter 21 – Relationship Management
Shift in Organizational Strategy

 
Relationship With Suppliers

 
Examples of Benefiting from Supplier Relationships

 
Establishing and Maintaining Supplier Relationships

 
Organizational Changes to Establish Supplier Relationships

 
Emerging Issues in Relationship Management

 
Summary

 
Clifford F. Lynch, Theodore P. Stank, Shay Scott
Chapter 22 – Logistics Outsourcing
Logistics Outsourcing History

 
Why Outsource Logistics Activities?

 
The Challenges of Global Logistics Outsourcing

 
Some Concluding Examples

 
Masaaki Kotabe, Michael J. Mol
Chapter 23 – International Sourcing: Redressing the Balance
The International Sourcing Phenomenon

 
Wave After Wave

 
The Performance Rationale

 
On Balance

 
Redressing the Balance

 
Riding the Waves

 
Lloyd M. Rinehart
Chapter 24 – Negotiation Through the Supply Chain
Relationship Types Resulting from Supplier-Customer Negotiations

 
Following the Negotiation Process in a Global Supply Chain Context

 
Conclusions

 
Susan L. Golicic, Kate Vitasek
Chapter 25 – Interfunctional Coordination
What Is Interfunctional Coordination?

 
Axes of Effective Interfunctional Coordination

 
Mechanisms to Drive Coordination

 
Common Goals and Measures

 
Achieving Interfunctional Coordination

 
Interfunctional Coordination: A Collaborative Climate for Success

 
Terry L. Esper
Chapter 26 – Intercorporate Coordination
The Managerial Behaviors of Interorganizational Coordination

 
Environmental Characteristics for Effective Interorganizational Coordination

 
Conclusions

 
Daniel C. Bello, Meng Zhu
Chapter 27 – Global Supply Chain Control
Characteristics of the Controller’s Strategy

 
Magnitude and Scope of Control Requirements

 
Implementation Effectiveness from Institutional Arrangements

 
The Moderator Role of Institutional Environmental Differences

 
Conclusion

 
 
Part V: Making It Happen
Daniel J. Flint, Everth N. S. Larsson
Chapter 28 – Supply Chain Innovation
Innovation as Strategy

 
Supply Chain Innovation

 
Innovation Processes

 
The Importance of Organizational Culture and Processes

 
Ramifications of Global Supply Chains

 
Summary

 
Omar Keith Helferich, Robert Lorin Cook
Chapter 29 – Global Supply Chain Security
Disaster Classification and Vulnerability Assessment

 
Disaster Management Process

 
Disaster Preparedness: Current Status

 
Recent and Emerging Developments

 
Conclusions

 
James H. Foggin, Paola Signori, Carol L. Monroe
Chapter 30 – Diagnosing the Supply Chain
Diagnosis

 
Benchmarking Approaches

 
Mapping Approaches

 
Means-Ends Approaches and Cause-and-Effect Diagrams

 
Curing Problems and Eliminating the Pain Points

 
Summary

 
John E. Mello, J. Paul Dittmann
Chapter 31 – Change Management
What Is Change Management?

 
Developing the Change Management Strategy

 
The Change Management Plan

 
People and Organizational Issues

 
Organizational Readiness for Change: The Change Management Survey

 
Change Management Organizational Roles

 
The Initial Response to an Announced Change

 
Complacency

 
Resistance to Change

 
Resistance to Different Types of Change

 
Change Management Myths and Realities

 
Launching the Change

 
Summary of Key Success Factors: The Change Equation

 
Change Management in a Global Environment

 
 
Name Index
 
Subject Index
 
About the Editors
 
About the Contributors

The Handbook of Global Supply Chain Management is no light reference, but a solid pick for college-level libraries strong in holdings pertaining to global supply chains. . . .Attention to well-rounded detail and depth from different approaches makes The Handbook of Global Supply Chain Management a critical acquisition for any serious college-level collection offering grad students and researchers detailed perspectives on the subject.

Midwest Book Review

Providing such a book is important for at least three reasons:

First, doctoral/postgraduate students must, in the course of their dissertation projects, provide a literature review of what they have researched within a given topic/area. The manner in which papers are referenced here makes it possible to conduct a detailed investigation of their approaches, such as research frameworks, methodologies, applied theories and empirical observations. Thus, this book aims to provide postgraduate and research students, faculty, practitioners an overview of what has been researched in the recent past in some important areas of SCM.

Second, providing such an overview also makes it possible for the professional managers to understand the trends and new development in methodologies and approaches having practical relevance.

Third, such a contribution makes it possible to identify gaps between current, state-of-the-art thinking within
SCM and the themes actually researched in.

Dr. Md. Mamun Habib
Bishwajit Banik Pathik
International Journal of Supply Chain Management

Sample Materials & Chapters

Chapter 1

Chapter 3

Chapter 5


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John Thomas Mentzer, Jr.

Dr. John T. (Tom) Mentzer is the Harry J. and Vivienne R. Bruce Chair of Excellence in Business in the Department of Marketing, Logistics and Transportation at the University of Tennessee. He has written more than 170 papers and articles, which have appeared in the Journal of Marketing, Journal of the Academy of Marketing Science, the Journal of MacroMarketing, Industrial Marketing Management, the Journal of Marketing Education, the Columbia Journal of World Business, Research in Marketing, Social Indicators Research, the International Journal of Physical Distribution and Materials Management, the Journal of Business Logistics, the... More About Author

Matthew B. Myers

Matthew B. Myers is Director of Global Business Initiatives and Associate Professor of Marketing at The University of Tennessee. Dr. Myers' primary areas of research are in international pricing, international supply chain operations, and comparative marketing systems. Prior to joining The University of Tennessee, Matt worked as a financial advisor with Merrill, Lynch, Pierce, Fenner and Smith, and was a financial analyst with IBM-Argentina. Professor Myers’ research has been published in a number of academic outlets including the Journal of Retailing, Journal of International Business Studies, the Journal of International Marketing, the... More About Author

Theodore P. Stank

Theodore P. Stank is the John H. Dove Distinguished Professor of Logistics and Transportation at The University of Tennessee. Dr. Stank's business background includes sales and marketing experience as an employee of Abbott Laboratories Diagnostic Division. He served as a Surface Warfare Officer in the United States Navy prior to his industry and academic experience. He has also performed consulting and executive education services for numerous manufacturing and logistics firms. He is an active member of the Council of Logistics Management.   His research interests focus on the strategic implications and performance benefits... More About Author

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