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• Title Page
• Copyright Page
• About the Authors
• Brief Contents
• Contents
• Preface
• Acknowledgments
• Part I: Creating Value through Operations and Supply Chains
• 1. Introduction to Operations and Supply Chain Management
• Introduction
• 1.1. Why Study Operations and Supply Chain Management?
• Operations Management
• Supply Chain Management
• 1.2. Important Trends
• Agility
• Information Technologies
• People
• 1.3. Operations and Supply Chain Management and You
• Professional Organizations
• Cross-Functional and Interorganizational Linkages
• 1.4. Employability Skills
• Critical Thinking
• Collaboration
• Knowledge Application and Analysis
• Information Technology Application and Computing Skills
• 1.5. Purpose and Organization of This Book
• Chapter Summary
• Key Terms
• Discussion Questions
• Problems
• Case Study
• References
• 2. Operations and Supply Chain Strategies
• Introduction
• 2.1. Elements of the Business
• 2.2. Strategy
• 2.3. Operations and Supply Chain Strategies
• Customer Value
• Four Performance Dimensions
• Trade-Offs among Performance Dimensions
• Order Winners and Order Qualifiers
• Stages of Alignment with the Business Strategy
• Core Competencies in Operations and Supply Chains
• Chapter Summary
• Key Formula
• Key Terms
• Solved Problem
• Discussion Questions
• Problems
• Case Study
• References
• Part II: Establishing the Operations Environment
• 3. Process Choice and Layout Decisions in Manufacturing and Services
• Introduction
• 3.1. Manufacturing Processes
• Production Lines and Continuous Flow Manufacturing
• Job Shops
• Batch Manufacturing
• Fixed-Position Layout
• Hybrid Manufacturing Processes
• 3D Printing
• Linking Manufacturing Processes across the Supply Chain
• Selecting a Manufacturing Process
• The Product-Process Matrix
• 3.2. Product Customization within the Supply Chain
• Four Levels of Customization
• The Customization Point
• 3.3. Service Processes
• Service Packages
• Service Customization
• Customer Contact
• Service Positioning
• Services within the Supply Chain
• 3.4. Layout Decision Models
• Line Balancing
• Assigning Department Locations in Functional Layouts
• Chapter Summary
• Key Formulas
• Key Terms
• Solved Problem
• Discussion Questions
• Problems
• Case Study
• References
• 4. Business Processes
• Introduction
• 4.1. Business Processes
• Improving Business Processes
• 4.2. Mapping Business Processes
• Process Maps
• Swim Lane Process Maps
• 4.3. Managing and Improving Business Processes
• Measuring Business Process Performance
• Productivity
• Efficiency
• Cycle Time
• Benchmarking
• The Six Sigma Methodology
• Continuous Improvement Tools
• 4.4. Business Process Challenges and the SCOR Model
• How Standardized Should Processes Be?
• Business Process Reengineering (BPR)
• Coordinating Process Management Efforts across the Supply Chain
• The SCOR Model
• Chapter Summary
• Key Formulas
• Key Terms
• Solved Problem
• Discussion Questions
• Problems
• Case Study
• References
• 5. Managing Quality
• Introduction
• 5.1. Quality Defined
• 5.2. Total Cost of Quality
• 5.3. Total Quality Management
• TQM and the Six Sigma Methodology
• 5.4. Statistical Quality Control
• Process Capability
• Six Sigma Quality
• Control Charts
• Acceptance Sampling
• Taguchi’s Quality Loss Function
• 5.5. Managing Quality across the Supply Chain
• ISO 9000 Family
• External Failures in the Supply Chain
• Chapter Summary
• Key Formulas
• Key Terms
• Using Excel in Quality Management
• Solved Problem
• Discussion Questions
• Problems
• Case Study
• References
• 6. Managing Capacity
• Introduction
• 6.1. Capacity
• Measures of Capacity
• Factors That Affect Capacity
• Supply Chain Considerations
• 6.2. Three Common Capacity Strategies
• 6.3. Methods of Evaluating Capacity Alternatives
• Cost
• Demand Considerations
• Expected Value
• Decision Trees
• Break-Even Analysis
• Learning Curves
• Other Considerations
• 6.4. Understanding and Analyzing Process Capacity
• The Theory of Constraints
• Waiting Line Theory
• Little’s Law
• Chapter Summary
• Key Formulas
• Key Terms
• Using Excel in Capacity Management
• Solved Problem
• Discussion Questions
• Problems
• Case Study
• References
• 6S. Advanced Waiting Line Theory and Simulation Modeling
• Introduction
• 6S.1. Alternative Waiting Lines
• Assumptions behind Waiting Line Theory
• Waiting Line Formulas for Three Different Environments
• 6S.2. Simulation Modeling
• Monte Carlo Simulation
• Building and Evaluating Simulation Models with SimQuick
• Supplement Summary
• Discussion Questions
• Problems
• References
• Part III: Establishing Supply Chain Linkages
• 7. Supply Management
• Introduction
• 7.1. Why Supply Management Is Critical
• Global Sourcing
• Financial Impact
• Performance Impact
• 7.2. The Strategic Sourcing Process
• Step 1: Assess Opportunities
• Step 2: Profile Internally and Externally
• Step 3: Develop the Sourcing Strategy
• Step 4: Screen Suppliers and Create Selection Criteria
• Step 5: Conduct Supplier Selection
• Step 6: Negotiate and Implement Agreements
• 7.3. The Procure-to-Pay Cycle
• Ordering
• Follow-Up and Expediting
• Receipt and Inspection
• Settlement and Payment
• Records Maintenance
• 7.4. Trends in Supply Management
• Sustainable Supply
• Supply Chain Disruptions
• Chapter Summary
• Key Formulas
• Key Terms
• Solved Problem
• Discussion Questions
• Problems
• Case Study
• References
• 8. Logistics
• Introduction
• 8.1. Why Logistics Is Critical
• 8.2. Logistics Decision Areas
• Transportation
• Selecting a Transportation Mode
• Multimodal Solutions
• Warehousing
• Logistics Information Systems
• Material Handling and Packaging
• Inventory Management
• 8.3. Logistics Strategy
• Owning versus Outsourcing
• Measuring Logistics Performance
• Landed Costs
• Reverse Logistics Systems
• 8.4. Logistics Decision Models
• Weighted Center of Gravity Method
• Optimization Models
• The Assignment Problem
• Chapter Summary
• Key Formulas
• Key Terms
• Solved Problem
• Discussion Questions
• Problems
• Case Study
• References
• Part IV: Planning and Controlling Operations and Supply Chains
• 9. Forecasting
• Introduction
• 9.1. Forecast Types
• Demand Forecasts
• Supply Forecasts
• Price Forecasts
• 9.2. Laws of Forecasting
• Law 1: Forecasts Are Almost Always Wrong (But They Are Still Useful)
• Law 2: Forecasts for the Near Term Tend to Be More Accurate
• Law 3: Forecasts for Groups of Products or Services Tend to Be More Accurate
• Law 4: Forecasts Are No Substitute for Calculated Values
• 9.3. Selecting a Forecasting Method
• 9.4. Qualitative Forecasting Methods
• 9.5. Time Series Forecasting Models
• Last Period
• Moving Average
• Weighted Moving Average
• Exponential Smoothing
• Adjusted Exponential Smoothing
• Linear Regression
• Seasonal Adjustments
• 9.6. Causal Forecasting Models
• Linear Regression
• Multiple Regression
• 9.7. Measures of Forecast Accuracy
• 9.8. Computer-Based Forecasting Packages
• 9.9. Collaborative Planning, Forecasting, and Replenishment (CPFR)
• Chapter Summary
• Key Formulas
• Key Terms
• Solved Problem
• Discussion Questions
• Problems
• Case Study
• References
• 10. Sales and Operations Planning (Aggregate Planning)
• Introduction
• 10.1. S&OP in the Planning Cycle
• 10.2. Major Approaches to S&OP
• Top-Down Planning
• Level, Chase, and Mixed Production Plans
• Bottom-Up Planning
• Cash Flow Analysis
• 10.3. Organizing for and Implementing S&OP
• Choosing between Alternative Plans
• Rolling Planning Horizons
• Implementing S&OP in an Organization
• 10.4. Services Considerations
• Making Sales Match Capacity
• Making Capacity Match Sales
• 10.5. Linking S&OP throughout the Supply Chain
• 10.6. Applying Optimization Modeling to S&OP
• Chapter Summary
• Key Formulas
• Key Terms
• Solved Problem
• Discussion Questions
• Problems
• Case Study
• References
• 11. Managing Inventory throughout the Supply Chain
• Introduction
• 11.1. The Role of Inventory
• Inventory Types
• Inventory Drivers
• Independent versus Dependent Demand Inventory
• 11.2. Periodic Review Systems
• Restocking Levels
• 11.3. Continuous Review Systems
• The Economic Order Quantity (EOQ)
• Reorder Points and Safety Stock
• Quantity Discounts
• 11.4. Single-Period Inventory Systems
• Target Service Level
• Target Stocking Point
• 11.5. Inventory in the Supply Chain
• The Bullwhip Effect
• Inventory Positioning
• Transportation, Packaging, and Material Handling Considerations
• Chapter Summary
• Key Formulas
• Key Terms
• Using Excel in Inventory Management
• Solved Problem
• Discussion Questions
• Problems
• Case Study
• References
• 12. Managing Production across the Supply Chain
• Introduction
• 12.1. Master Scheduling
• The Master Schedule Record
• Using the Master Schedule
• 12.2. Material Requirements Planning
• The MRP Record
• The Advantages of MRP
• Special Considerations in MRP
• 12.3. Production Activity Control and Vendor Order Management Systems
• Job Sequencing
• Monitoring and Tracking Technologies
• 12.4. Synchronizing Planning and Control across the Supply Chain
• Distribution Requirements Planning
• Chapter Summary
• Key Formulas
• Key Terms
• Solved Problem
• Discussion Questions
• Problems
• Case Study
• References
• 12S. Supply Chain Information Systems
• Introduction
• 12S.1. Understanding Supply Chain Information Needs
• Differences across Organizational Levels
• Direction of Linkages
• 12S.2. Supply Chain Information Systems
• 12S.3. Trends to Watch
• BPM Tools
• Cloud Computing
• Internet of Things (IoT)
• Supplement Summary
• Key Terms
• Discussion Questions
• References
• 13. JIT/Lean Production
• Introduction
• 13.1. The Lean Perspective on Waste
• 13.2. The Lean Perspective on Inventory
• 13.3. Recent Developments in Lean Thinking
• 13.4. Kanban Systems
• Controlling Inventory Levels Using Kanbans
• Synchronizing the Supply Chain Using Kanbans
• Using MRP and Kanban Together
• Chapter Summary
• Key Formula
• Key Terms
• Solved Problem
• Discussion Questions
• Problems
• Case Study
• References
• Part V: Project Management and Product/Service Development
• 14. Managing Projects
• Introduction
• 14.1. The Growing Importance of Project Management
• 14.2. Project Phases
• Concept Phase
• Project Definition Phase
• Planning Phase
• Performance Phase
• Postcompletion Phase
• 14.3. Project Management Tools
• Gantt Charts
• Network Diagrams
• Constructing a Network Diagram
• Crashing a Project
• 14.4. Project Management Software
• 14.5. PMI and the Project Management Body of Knowledge (PMBOK®)
• Chapter Summary
• Key Formulas
• Key Terms
• Solved Problem
• Discussion Questions
• Problems
• Case Study
• References
• 15. Developing Products and Services
• Introduction
• Product Design and the Development Process
• Four Reasons for Developing New Products and Services
• 15.1. Operations and Supply Chain Perspectives on Design
• Repeatability, Testability, and Serviceability
• Production Volumes
• Product Costs
• Match with Existing Capabilities
• 15.2. The Development Process
• A Model of the Development Process
• Sequential Development versus Concurrent Engineering
• 15.3. Organizational Roles in Product and Service Development
• Engineering
• Marketing
• Accounting
• Finance
• Designers
• Purchasing
• Suppliers
• Who Leads?
• 15.4. Approaches to Improving Product and Service Designs
• DMADV (Define–Measure–Analyze–Design– Verify)
• Quality Function Deployment (QFD)
• Computer-Aided Design (CAD) and Computer-Aided Design/Computer-Aided Manufacturing (CAD/CAM)
• The “Design for . . . ” Approaches
• Target Costing and Value Analysis
• Chapter Summary
• Key Terms
• Discussion Questions
• Case Study
• References
• Appendices
• Glossary
• Index