Managing Supply Chain and Operations: An Integrative Approach, 1st edition

Published by Pearson (December 24, 2014) © 2016

  • S Thomas Foster Boise State University
  • S Thomas Foster Brigham Young University
  • Scott E. Sampson Brigham Young University
  • Cynthia Wallin Brigham Young University
  • Scott W. Webb Brigham Young University

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Integrate pedagogy with concepts and practical applications

  • The text is organized into four parts. The authors employ a four-part integrative model throughout the text that ties together the key functions of supply chain, operations, and customer relationship management that focuses on improving, innovating, and integrating in these areas.
  • Each chapter has a defined set of learning objectives. AACSB requires faculty to identify learning objectives and they are provided in each chapter as an aid for faculty and students.
  • End of chapter resources.

Provide Real, Hands-on Examples and Connections

  • Opening vignettes introduce a problem or scenario that an actual company has encountered. At the end of the chapter, we discuss how that company used concepts from the chapter to address its needs. End-of-chapter vignettes also require assessment and application. These exercises provide students the skills they will need when they become managers.
  • Each chapter spotlights current events and ties them directly to the chapter’s concepts. Students see how managers apply the information they are learning in the field. Every chapter has multiple SC&O Current Event boxes that make the material relevant to the students.
  • Managing Across Majors boxes directly address how students in different majors and disciplines will use SC&O concepts upon graduation. Making a clear connection between the concepts and how students will use them reinforces their importance.
  • Global Connections boxes focus on how SC&O management ties together supply chains across international boundaries. Learning how managers can use global supply chains and how international linkages benefit firms provides students an advantage once they enter the workforce.
  • Tech Boxes walk students through the ways managers use technology to solve SC&O problems in the workplace. Step-by-step tutorials break down problems and solutions and provide computer-based fundamentals for SC&O problem solving.
  • The text includes a video in MyOMLab for every solved problem in each chapter, allowing students to practice quantitative material prior to coming to class.

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Part 1: Integrating Supply Chain and Operations Management

 

Chapter 1: Introduction to Supply Chain and Operations Management

1)   Why Are You Studying Supply Chain and Operations Management?

2)   Supply Chain and Operations Management

3)   An Integrative Model for SC&O Management

4)   The Four I’s

 

Chapter 2: Supply Chain and Operations Strategy

1)   Generic SC&O Strategies and Alignment

2)   SC&O Strategy Process and Content

3)   Competitive Landscape and Porter’s five forces

4)   Supply Chain Strategy

5)   Strategy Execution

6)   Strategic Metrics and Measurements

7)   The Changing Strategic Environment: Globalization, Sustainability, and Innovation

 

Part 2: Innovating Supply Chain and Operations

 

Chapter 3: Product and Process Design and Mapping

1)   Process Design

2)   Process Mapping

3)   Product Design

4)   Quality Function Deployment

5)   Green Design

 

Chapter 4: Service Design

1)   Services and Tangibles

2)   The Key Elements of Service Design

3)   Process Chain Network Tool for Service Design

4)   Planning Service Capacity for Uncertain Demand

5)   Queuing Theory

 

Chapter 5: Customer Relationship Management

1)   Customer Relationships and Systems

2)   Improving Customer Service

3)   Change Relationships through Servitization

4)   Manage Service Supply Chains

 

Part 3: Impacting Supply Chain and Operations Performance

 

Chapter 6: Strategic Sourcing

1)   Origins Of The Purchasing Profession

2)   Effect Of Strategic Sourcing On The Firm

3)   Portfolio Approach To Strategic Sourcing

4)   Strategic Cost Management

 

Chapter 7: Supply Management

1)   The Supplier Management Processes

2)   Identifying Needs

3)   Supplier Selection

4)   Supplier Development

5)   Providing Feedback: The Supplier Scorecard

 

Chapter 8: Demand Management and Forecasting

1)   The Art of Demand Management

2)   Time Series Forecasting

3)   Naive Forecasting Methods

4)   Time Series Forecasting Using Regression

 

Chapter 9: Inventory Management Fundamentals and Independent Demand

1)   Inventory

2)   Inventory Management

3)   Demand Analysis

4)   Inventory Models

 

Chapter 10: Sales and Operations Planning and Enterprise Resource Planning

1)   Sales And Operations Planning

2)   Capacity

3)   Capacity Planning

4)   Enterprise Resource Planning

5)   Material Requirements Management

 

Chapter 11: Logistics

1)   The Strategic Importance of Logistics

2)   Fundamental Logistics Trade-Offs

3)   The Five Logistics Processes

 

Part 4: Improving Supply Chain and Operations Management Performance

 

Chapter 12: Project Management

1)   Project Management

2)   Project Planning Tools

3)   PERT/CPM

4)   Gantt Charts with Precedence

 

Chapter 13: Supply Chain Quality Management

1)   Dimensions of Product and Service Quality

2)   Well-Known Quality Experts

3)   What is Supply Chain Quality Management?

4)   Quality in Services

5)   Quality Tools And Approaches

 

Chapter 14: Statistical Process Control

1)   Statistical Thinking And Variation

2)   Process Stability  

3)   Variables And Attributes Process Control Charts  

4)   Applying Control Charts

5)   Process Capability

 

Chapter 15: Lean and Six Sigma Management and Leading Change

1)   What is Six Sigma?

2)   Principles of Lean

3)   Lean Practices

4)   Change Management

 

S. Thomas Foster is the Donald Staheli Professor and department chair of global supply chain management at Brigham Young University’s Marriott School of Management. He is an internationally recognized expert in quality and global supply chain management and has experience in manufacturing, financial services, and international oil exploration. He has consulted for more than 30 organizations, including Hewlett-Packard, Heinz Frozen Foods, Hyundai Corporation, and the U.S. Department of Energy.

Foster is on the editorial boards of the Journal of Operation Management, Decision Sciences, and Quality Management Journal. He has published more than 80 articles in journals such as Decision Sciences, Journal of Operations Management, International Journal of Production Research, and Quality Management Journal. His book Quality Management: Integrating the Supply Chain is an international best seller.

Scott Sampson is the Hazel S. Thorsell Professor of global supply chain management with the Marriott School of Management at Brigham Young University. He teaches MBA, executive MBA, and undergraduate courses in services management and supply chain management.

Sampson is the author of the textbook Understanding Service Businesses, which is used at universities around the world. His award-winning research involves service design paradigms, service quality measurement, and service supply chains. He has published research in leading academic journals, including Management Science, Production and Operations Management, Operations Research, Decision Sciences, and Journal of Operations Management. He received his MBA and PhD degrees from the University of Virginia and taught at Florida State University prior to joining the Brigham Young University faculty.

Cindy Wallin is a professor of global supply chain management at Brigham Young University’s Marriott School of Management. She earned her PhD in supply chain management from the W. P. Carey School of Business at Arizona State University. Wallin’s research focuses on buyer-supplier interfaces in the form of trust-based relationships, information sharing, collaboration, and collaborative inventory management approaches. Her research has been published in various journals, including Decision Sciences Journal, Journal of Supply Chain Management, Quality Management Journal, and Journal of Business Logistics.

Before pursuing her doctoral studies, Wallin was a commodity team manager for Intel Corporation. During her eight years at Intel, she also held the positions of senior buyer, purchasing manager, stores manager, and commodity manager. Before her graduate studies, Wallin also worked as an auditor for the Defense Contract Audit Agency.

Scott Webb is a professor of global supply chain management at Brigham Young University and specializes in logistics management. He received his PhD in logistics and operations management from the Eli Broad College of Business at Michigan State University. In addition to his PhD, he earned an MS degree in logistics management from the Air Force Institute of Technology and a BA in experimental psychology from the College of Idaho.

During his Air Force Career, Webb worked on both base- and Pentagon-level assignments. He separated from active duty military service in 2008 at the rank of major and after earning both AF Commendation Medals and the AF Meritorious Service Medal.

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