Logistics and supply chain management : Martin Christopher

목차 (Table of Contents)

• CONTENTS
• Chapter One LOGISTICS AND COMPETITIVE STRATEGY = 1
• Competitive Advantage = 2
• Productivity Advantage = 4
• Value Advantage = 5
• Gaining Competitive Advantage through Logistics = 8
• The Mission of Logistics Management = 9
• The Supply Chain and Competitive Performance = 11
• The Changing Logistics Environment = 14
• The Customer Service Explosion = 14
• Time Compression = 15
• Globalization of Industry = 17
• Organizational Integration = 18
• The Challenge of Logistics Management = 19
• Chapter Two THE CUSTOMER SERVICE DIMENSION = 23
• The Marketing and Logistics Interface = 23
• What Is Customer Service? = 25
• Customer Service and Customer Retention = 28
• Service-Driven Logistics Systems = 31
• Identifying Customers' Service Needs = 32
• Defining Customer Service Objectives = 35
• The Cost Benefit of Customer Service = 36
• Setting Customer Service Priorities = 38
• Quadrant 1 : Seek Cost Reductions = 40
• Quadrant 2 : Provide High Availability = 40
• Quadrant 3 : Review = 40
• Quadrant 4 : JIT Delivery = 41
• Setting Service Standards = 42
• Chapter Three MEASURING LOGISTICS COSTS AND PERFORMANCE = 47
• The Concept of Total Cost Analysis = 48
• Principles of Logistics Costing = 51
• Logistics and the Bottom Line = 53
• Sales Revenue = 55
• Costs = 55
• Asset Deployment and Utilization = 56
• Customer Profitability Analysis = 58
• Direct Product Profitability = 64
• Cost Drivers and Activity-Based Costing = 67
• Chapter Four BENCHMARKING THE SUPPLY CHAIN = 71
• Logistics Service Benchmarking = 74
• Step 1 : Define the Competitive Arena = 74
• Step 2 : Determine the Service Issues = 75
• Step 3 : Establish the Key Dimensions = 77
• Step 4 : Identify Company Position on Key Components of Service Relative to Competition = 81
• Step 5 : Compare Service Performance with Customers' Service Priorities = 83
• Benchmarking the Logistics Process = 84
• Supplier and Distributor Benchmarking = 86
• Setting Benchmarking Priorities = 88
• Appendix : Example of a Vendor Evaluation System = 90
• Chapter Five MANAGING THE GLOBAL PIPELINE = 95
• The Drive Toward Globalization in the Supply Chain = 97
• Focused Factories = 98
• Centralization of Inventories and Information = 100
• The Challenge of Global Logistics = 101
• Extended Supply Lead Times = 102
• Extended and Unreliable Transit Times = 102
• Multiple Consolidation and Break Bulk Options = 103
• Multiple Freight Mode and Cost Options = 103
• Intermediate Component Shipping with Local Added Value = 104
• Organizing for Global Logistics = 105
• Structure and Control = 106
• Customer Service Management = 107
• Outsourcing and Partnerships = 107
• Logistics Information = 108
• Summary = 108
• Chapter Six STRATEGIC LEAD-TIME MANAGEMENT = 110
• Time-Based Consumption = 110
• Shortening Life Cycles = 111
• Customers' Drive for Reduced Inventories = 113
• Volatile Markets Make Reliance on Forecasts Dangerous = 113
• The Concept of Lead Time = 114
• The Order-to-Delivery Cycle = 114
• The Procurement-to-Payment Cycle = 115
• Logistics Pipeline Management = 116
• Logistics Value Engineering = 118
• Throughput Efficiency = 123
• Process Efficiency = 124
• The Lead-Time Gap = 125
• Extending the Customer's Order Cycle = 126
• Reducing Logistics Lead Time = 128
• Chapter Seven JUST-IN-TIME AND QUICK RESPONSE LOGISTICS = 131
• The Japanese Philosophy = 135
• Implications for Logistics = 137
• Quick Response Logistics = 140
• Logistics Information Systems = 142
• Logistics Systems Dynamics = 146
• Production Strategies for Quick Response = 148
• Conclusion = 150
• Chapter Eight MANAGING THE SUPPLY CHAIN = 152
• The Market-Facing Organization = 152
• Problems with Conventional Organizations = 154
• Inventory Build Up at Functional Boundaries = 155
• Pipeline Costs Are Not Transparent = 155
• Functional Boundaries Impede Process Management = 156
• Conventional Organizations Present Many Faces to the Customer = 157
• Developing the Logistics Organization = 158
• Eliminate the Non-Value-Added Activities = 160
• Develop Order Fulfillment Groups = 160
• Logistics as the Vehicle for Change = 162
• The Need for Integration = 163
• Comakership and Logistics Partnerships = 166
• Supplier Development = 170
• Chapter Nine LEADING EDGE LOGISTICS = 174
• The New Organizational Paradigm = 175
• From Functions to Processes = 175
• From Profit to Profitability = 175
• From Products to Customers = 177
• From Transactions to Relationships = 177
• From Inventory to Information = 177
• Customer Service-Driven Logistics Strategies = 178
• Implementing an Integrated Supply Chain : The Xerox Example = 179
• Route Map = 182
• Unit Process Optimization = 184
• Process Vision = 185
• Process Improvements in Process = 187
• Management of Change = 187
• Results to Date = 188
• Some Keys to Success = 189