Fundamentals of Supply Chain Management : Twelve Drivers of Competitive Advantage
by John T. MentzerFormat: Paperback
Pub. Date: 2004-05-05
Publisher(s): SAGE Publications, Inc
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Summary
We've extended our offer! Order your copy online now through December 15th to save 20% and get free shipping! Go to www.sagepub.com/mentzerdiscount to place your order today. 'œThis book is an insightful, well-balanced, stimulating SCM Strategy book that clearly tells managers, consultants, as well as educators that the SCM concept is not a fad but a must strategy to gain competitive advantage in today's dynamic global market place. There are three major strengths. First, it is an unprecedented interdisciplinary SCM strategy book that explains how companies obtain, maintain, and even enhance competitive advantages based upon a well-laid SCM strategy. Second, it provides readers a unique, well-balanced framework for SCM strategy formulation. Third, it is a valuable contribution in the area of SCM in that it does a good job in explaining such a complicated SCM strategy to readers in such a simple manner.' Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â '”Soonhong (Hong) Min, University of Oklahoma Author of the bestselling text Supply Chain Management , John T. Mentzer's companion book Fundamentals of Supply Chain Management: Twelve Drivers of Competitive Advantage has been developed as a supplemental text for any course dealing with strategy and supply chains. Written in an entertaining, accessible style, Mentzer identifies twelve drivers of competitive advantage as clear strategic points managers can use in their companies. Research from more than 400 books, articles, and papers, as well as interviews with over fifty executives in major global companies, inform these twelve drivers. The roles of all of the traditional business functions'”marketing, sales, logistics, information systems, finance, customer services, and management'”in supply chain management are also addressed. Complete with cases and real-world examples from corporations around the world, the book's exemplars will help students and practicing managers to more effectively understand, implement, and manage supply chains successfully.
Author Biography
John T. Mentzer (Tom) is the Harry J. and Vivienne R. Bruce Excellence Chair of Business in the Department of Marketing and Logistics at the University of Tennessee
Table of Contents
| Supply Chain Management | p. 1 |
| Why Supply Chain Management as a Source of Competitive Advantage? | p. 1 |
| Logistics and Supply Chain Management | p. 3 |
| Fundamental Conclusions About SCM | p. 5 |
| Consumer Supply Chain Competitive Advantage | p. 17 |
| Twelve Drivers of SCM Competitive Advantage | p. 22 |
| Summary | p. 27 |
| Coordinate the Traditional Business Functions Across the Company and Across the Supply Chain | p. 29 |
| Functional Coordination | p. 29 |
| Supply Chain Relationships | p. 31 |
| Failing to Coordinate the Sales Function With Supply Chain Capacity | p. 37 |
| Failing to Coordinate an Industrial Service Supply Chain | p. 39 |
| Coordinate Retail Functions for Market Expansion | p. 42 |
| Coordinating the Traditional Retail Functions for Supply Chain Economics | p. 43 |
| Coordinating R&D, Order Processing, and Inventory Management | p. 44 |
| Summary | p. 45 |
| Collaborate With Supply Chain Partners on Noncore Competency Functions | p. 47 |
| Supply Chain Cooperation | p. 50 |
| Outsourcing Too Much | p. 56 |
| Outsourcing the Noncore Logistics Function | p. 58 |
| Outsourcing the Noncore Procurement Function | p. 59 |
| The Virtual Corporation | p. 60 |
| Summary | p. 64 |
| Look for Supply Chain Synergies | p. 65 |
| Supply Chain Collaboration | p. 65 |
| The Synergy of Shippers and Carriers | p. 77 |
| The Synergy of Shippers, Carriers, and Vendors | p. 83 |
| The Synergy of a Retailer and Their Vendors | p. 85 |
| Summary and an Exercise | p. 87 |
| Not All Customers Are Created Equal | p. 89 |
| Implementing a Supply Chain Value Strategy | p. 91 |
| Customer Value Requirements Map | p. 95 |
| Do Not Serve Customers You Cannot Satisfy | p. 100 |
| Final Customers Versus Trade Partners | p. 102 |
| Managing Trade Partner Assets | p. 105 |
| Shifting Resources to Satisfy Customers | p. 106 |
| Understanding the Customer Gaps | p. 110 |
| Dell Computer | p. 112 |
| Summary and an Exercise | p. 113 |
| Identify and Manage the Supply Chain Flow Cycles | p. 115 |
| Managing the Supply Chain Flows | p. 118 |
| Summary and an Exercise | p. 122 |
| Manage Demand (Not Just the Forecast) | p. 123 |
| Derived Versus Independent Demand | p. 124 |
| A Model of Supply Chain Demand Management | p. 127 |
| The Sales Force Role in Demand Management and Planning | p. 128 |
| The Sales Force Role in Sales Forecasting | p. 138 |
| Improving Salespeople's Forecasts | p. 139 |
| Salespeople in the Forecasting Process | p. 144 |
| The Sales Forecasting Audit | p. 146 |
| What We Should Learn From Company V | p. 150 |
| The Impact of Sales Forecasting and Demand Planning on Shareholder Value | p. 157 |
| Separating Sales Forecasting From Demand Planning | p. 162 |
| Summary and an Exercise | p. 164 |
| Substitute Information for Assets | p. 167 |
| Information for Assets to Satisfy Customers | p. 168 |
| Intracompany Information Systems | p. 169 |
| Intercompany Information Systems | p. 171 |
| EDI | p. 171 |
| Supply Chain Information Systems | p. 173 |
| Information for Assets to Create Availability | p. 175 |
| Shipping Information for Customer Assets | p. 177 |
| Retailer Information for Inventory Assets | p. 178 |
| Information Creates "Asset Managers" | p. 179 |
| Radio Frequency Identification | p. 180 |
| Summary | p. 181 |
| Systems Are Templates to Be Laid Over Processes | p. 183 |
| Remember the Process | p. 184 |
| Systems Providers Are Not Entirely to Blame | p. 185 |
| Selecting the Right Software System | p. 186 |
| Remember the People | p. 190 |
| Systems Should Augment Processes | p. 192 |
| The Nature of E-Commerce Supply Chain Information Systems | p. 192 |
| E-Commerce Impact on Supply Chain Information Systems | p. 195 |
| Summary | p. 197 |
| Not All Products Are Created Equal | p. 199 |
| Too Many Products | p. 200 |
| Too Many Supply Chain Products | p. 200 |
| Getting Rid of Inactive Products | p. 201 |
| R&D and New-Product Development and Management | p. 202 |
| The Dark Side of Too Many Products | p. 209 |
| Summary | p. 211 |
| Make Yourself Easy to Do Business With | p. 213 |
| Procedures to Drive Away Customers | p. 215 |
| Relationship Marketing | p. 216 |
| Understanding Changing Customer Values | p. 218 |
| Losing Valuable Customers | p. 222 |
| Summary | p. 222 |
| Do Not Let Tactics Overshadow Strategies | p. 223 |
| Losing Sight of Strategic Goals | p. 225 |
| Will Wall Street Lead the Way? | p. 226 |
| Strategic Versus Tactical Supply Chain Partnerships | p. 227 |
| Summary | p. 234 |
| Align Your Supply Chain Strategies and Your Reward Structures | p. 235 |
| Rewarding the Sales Force for Disrupting the Supply Chain | p. 236 |
| Rewarding Operations for Making Low-Quality Products | p. 237 |
| Reward Structures and Supply Chain Strategies Aligned | p. 239 |
| What We Know About Supply Chain Performance Measurement | p. 240 |
| Summary | p. 246 |
| Putting It All Together | p. 247 |
| Revisiting a Previous Example--Company A | p. 247 |
| Twelve Drivers of SCM Competitive Advantage | p. 250 |
| Summary | p. 254 |
| References | p. 257 |
| Index | p. 275 |
| About the Author | p. 293 |
| Table of Contents provided by Rittenhouse. All Rights Reserved. |
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