Achieving Supply Chain Integration: Connecting the Supply Chain Inside and Out for Competitive Advantage

Achieving Supply Chain Integration: Connecting the Supply Chain Inside and Out for Competitive Advantage

By: Chad W. Autry (author), Mark A. Moon (author)Hardback

Up to 2 WeeksUsually despatched within 2 weeks

£53.54 RRP £59.49  You save £5.95 (10%) With FREE Saver Delivery

Description

High-Value Supply Chain Integration New research, practical priorities, actionable solutions Master new best practices for integrating demand, supply, and partners worldwide Bridge key "integration gaps" to maximize customer value and profit Improve performance in areas ranging from resource availability to returns From leading supply chain integration experts at the University of Tennessee's Haslam College of Business In volatile, global environments, only well-integrated organizations can deliver superior customer outcomes and sustained profitability. Supply chain practitioners are on the frontlines of integration: they must bring together functions ranging from sales to logistics and a world of third-party suppliers. Integration is not easy, but proven solutions exist. In Achieving Supply Chain Integration, leading experts reveal what works and how to make it work. The authors and contributors clarify what supply chain integration really means, and why it's even more crucial than many companies realize. You'll learn how to manage core conflicts that make integration difficult, so you can maximize value to both customers and your organization. You'll find example-based, research-driven insights for both internal and external integration, addressing issues ranging from culture to financial metrics. The authors share practical guidance on everything from building more innovative partner relationships to avoiding raw material shortages. Whatever your supply chain or operations responsibilities, you need to integrate more effectively, and this guide will help you do it. Supply chain integration can ensure a smoother, more efficient flow of products, and enable access to third-party resources and capabilities that would be costly or impossible to build internally. However, successful integration has proven challenging, especially as supply chains evolve to encompass even more external partners. The Department of Marketing and Supply Chain Management at the University of Tennessee's Haslam College of Business has focused extensively on researching successful integration across demand, supply, and inter-enterprise functions. Now, its pioneering researchers share indispensable new insights on making integration work throughout your supply chain. Achieving Supply Chain Integration shows how to prioritize which processes and functions to integrate and select integration strategies likely to deliver the greatest performance benefits. Drawing on actual successes and failures, UT's researchers illuminate best practices and common mistakes. They present proven approaches to integrating sales, marketing, core supply chain functions such as procurement and logistics, and widely diverse partner relationships. Whether you're a practitioner or student, this guide will help you approach integration projects with "eyes open"-so you can mitigate risks and maximize value. Understanding what integration is and isn't, and why it matters so much Bridging the integration gap to maximize value creation Fully leveraging information in internal and external integration Driving more value by integrating purchasing and logistics Aligning market, environmental, social, and political strategies Achieving deeper demand/supply integration Reducing product returns through better internal integration Building more innovative, collaborative supplier relationships

About Author

Dr. Chad W. Autry is the William J. Taylor Professor of Supply Chain Management in the Haslam College of Business at the University of Tennessee. Dr. Autry's professional background includes several years' experience in retail and restaurant operations management. He has worked with and for numerous professional, civic, and governmental organizations related to supply chain process improvement, and has served in leadership positions for the Council of Supply Chain Management Professionals (CSCMP), on the national Board of Directors of the Warehouse Education and Research Council (WERC), and on the local board of the National Association of Purchasing Managers (NAPM). Dr. Autry's research focuses primarily on socially responsible and collaborative interfirm and interfunctional relationships, their integration within and across firms, and the technological and social issues that support connectivity across multiple organizations simultaneously. He is author of over 70 research studies published in academic and professional outlets including the Journal of Business Logistics, Journal of Operations Management, Journal of Retailing, Journal of Management, International Journal of Logistics Management, and Strategic Management Journal. He is a co-author of the recent book, Global Macrotrends and Their Impact on Supply Chain Management, published by Pearson/Financial Times Press. Dr. Autry is Editor in Chief of the Journal of Supply Chain Management and serves as Associate Editor for the Journal of Business Logistics, Decision Sciences Journal, and Logistique' Management, in addition to editorial board responsibilities for several other academic and managerial publications. Dr. Mark A. Moon is an Associate Professor of Marketing at the University of Tennessee's Haslam College of Business and former Head of the Department of Marketing and Supply Chain Management. Prior to joining the Haslam faculty in 1993, Dr. Moon earned his PhD from the University of North Carolina at Chapel Hill. He also holds MBA and BA degrees from the University of Michigan in Ann Arbor. Dr. Moon's professional experience includes positions in sales and marketing with IBM and Xerox. He teaches at the undergraduate, MBA, and Executive MBA levels, and teaches demand planning, forecasting, and marketing strategy in numerous executive programs offered at the Haslam College of Business. Dr. Moon's primary research interests are in Sales and Operations Planning (S&OP), demand forecasting, and buyer/seller relationships. He has published in many of the field's leading journals and conference proceedings. He authored Demand and Supply Integration: The Key to World Class Demand Forecasting, and Sales Forecasting Management: A Demand Management Approach with Dr. John T. (Tom) Mentzer. His consulting clients have included Honeywell, Goodyear, Corning, Walgreens, Whirlpool, Lockheed-Martin, and many other firms.

Contents

Preface viii Chapter 1: Integration: What It Is, What It Isn't, and Why You Should Care 1 Integration and Supply Chain Management 4 What Factors Lead to Integration? 6 What Are Integration's Performance Implications? 7 Solidifying Our Understanding of Integration 8 Toward Consensus on Cross-Functional Integration 10 Extending Previous Definitional Work on Integration 15 Planting the Seeds for Integration 18 Tools Available to Managers 21 Conclusion 24 Endnotes 25 Chapter 2: Bridging the Integration Gap 27 The Difficulty in Integrating 30 Interfunctional Bias 31 General Methods for Overcoming Conflict Within Integration 32 Interest-Based Problem Solving and Collaborative Communication 35 Conclusion 45 Endnotes 46 Chapter 3: Maximizing Organizational Value Creation Across the Great Divide 47 The Demand and Supply Integration Journey 50 Four Examples of the DSI Journey 53 Managerial Implications 68 Conclusions 75 About the Research 75 Endnotes 77 Chapter 4: The Role of Information in Internal and External Integration 79 The Importance of IT Infrastructure Integration to Supply Chain Effectiveness 80 The Role of Operating Models in Relation to Integration 82 Conclusions 85 Endnotes 88 Chapter 5: Bending the Chain: Deriving Value from Purchasing-Logistics Integration 89 The Surprising Challenge: Purchasing and Logistics Integration 93 Supply and Demand Disconnects 96 The Research: Linking Purchasing and Logistics Integration (PLi) to Improved Functional and Financial Performance 98 Best Practices 107 Seven Actions a Supply Chain Leader Can Take Today 118 How High Is Your PLi? 120 Endnotes 122 Chapter 6: Getting Aligned: The Benefits of Integrating Market, Environmental, Social, and Political Strategies Within the Organization 123 How Do Executives Engage in Strategic Management? 125 The Alignment Framework 127 Applying the Alignment Framework 129 Integrating Market and Nonmarket Strategies 136 Conclusion 144 Endnotes 144 Chapter 7: Achieving Demand and Supply Integration 147 The Idea Behind DSI 148 How DSI Is Different from S&OP 149 Signals That Demand and Supply Are Not Effectively Integrated 151 The Ideal Picture of Demand and Supply Integration 152 DSI Across the Supply Chain 157 Typical DSI Aberrations 160 DSI Core Principles 164 Critical Components of DSI 166 Characteristics of Successful DSI Implementations 172 DSI Summary 175 Endnotes 175 Chapter 8: Sell Right, Not More: Leveraging Internal Integration to Mitigate Product Returns 177 A Returns Management Overview: Inspiring Internal Integration 178 The Challenge of Managing Returns 190 Thoughts and Observations 200 Endnotes 201 Chapter 9: Supplier Integration via Vested Relationships 203 The Sourcing Continuum 204 Seven Sourcing Business Models 210 Supplier Integration via Vested Relationships 226 Conclusion 234 Endnotes 235 Chapter 10: Raw Material Feast or Famine: Integrating Supply Networks to Overcome Resource Scarcity 239 Supply Risk-It Is There, Whether You Manage It or Not 241 Understanding the Network of Risks 242 Managing the Network of Risks: Detection, Mitigation, and Recovery 243 Integration as an Enabler of Continuity and Resiliency 248 A Network Approach to Managing Supply Disruptions Through Integration 253 Natural Resource Scarcity and the Dynamic Global Supply Network 260 Conclusion 264 Endnotes 265 Chapter 11: Integrating Ideas and Environments: Blending Marketing Strategy with Context for Organizational Success 267 The Study: Integrating Marketing Strategy with a Firm's Internal and External Conditions 273 Conclusion 293 Endnotes 294 Chapter 12: External Barriers to Integration: Tearing Down the Walls 297 Conceptualizing Integration 300 Defining the Types of Barriers 302 Concluding Thoughts 311 Endnotes 312 Index 313

Product Details

  • ISBN13: 9780134210520
  • Format: Hardback
  • Number Of Pages: 336
  • ID: 9780134210520
  • weight: 586
  • ISBN10: 0134210522

Delivery Information

  • Saver Delivery: Yes
  • 1st Class Delivery: Yes
  • Courier Delivery: Yes
  • Store Delivery: Yes

Prices are for internet purchases only. Prices and availability in WHSmith Stores may vary significantly

Close