Fundamentals of Supply Chain Management : Twelve Drivers of Competitive Advantage

by John T. Mentzer

• ISBN13: 9780761929086
• ISBN10: 0761929088
• Format: Paperback
• Copyright: 2004-05-05
• Publisher: SAGE Publications, Inc

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.'                                                                 '”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
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