Preface | p. xvii |
Creating Customer-Driven Process Strategies | p. 1 |
Introduction to Process Management | p. 2 |
Introduction | p. 3 |
Processes and Process Management Defined | p. 4 |
Process Management and Supply Chain Management | p. 6 |
Eight Key Supply Chain Processes | p. 7 |
Customer Relationship Management Process | p. 8 |
Customer Service Management Process | p. 9 |
Demand Management Process | p. 9 |
Order Fulfillment Process | p. 10 |
Flow Management Process | p. 10 |
Supplier Relationship Management Process | p. 11 |
Product Development and Commercialization Process | p. 11 |
Returns Management Process | p. 12 |
Inventory and Process Management | p. 13 |
Lean Thinking and Process Management | p. 13 |
Quality and Process Management | p. 15 |
Business Process Management-Formalizing Process Improvement | p. 17 |
Measuring Process Performance | p. 19 |
Trends in Process Management | p. 20 |
New Product Development-Creating Order Winners | p. 25 |
Introduction | p. 27 |
The New Product Development Process | p. 28 |
Generating Product Ideas | p. 29 |
Developing the Concept | p. 30 |
Product Screening | p. 33 |
Design Phase | p. 33 |
Product Introduction | p. 34 |
Reducing New Product Development Cycle Time | p. 34 |
Integrated Product Development | p. 35 |
Design for Manufacture and Assembly | p. 36 |
Advances in Technology | p. 37 |
New Product Development along the Supply Chain | p. 37 |
Process Selection | p. 39 |
Mass Customization | p. 40 |
Break-Even Analysis | p. 43 |
Special Issues in Service Design | p. 45 |
Effective Product and Service Design | p. 48 |
Customer Relationship Management | p. 54 |
Introduction | p. 56 |
Designing an Effective CRM Process | p. 57 |
Identifying Competitive Strategies | p. 61 |
Collecting Customer Information | p. 63 |
Segmenting Customers | p. 64 |
Segmenting Customers by Profitability | p. 65 |
Segmenting Customers by Niche | p. 66 |
Segmenting Customers Individually | p. 68 |
Targeting Customer Segments | p. 69 |
Using the Internet to Target Customer Segments | p. 69 |
Using Telemarketing to Target Customer Segments | p. 72 |
Using Direct Mail to Target Customer Segments | p. 73 |
Selecting a CRM Program Consistent with Firm Strategy | p. 75 |
Customer Loyalty Programs | p. 75 |
Customer Service Initiatives | p. 76 |
Customization Capabilities | p. 78 |
Building Customer Communities | p. 78 |
Selecting a Compatible CRM Technology | p. 80 |
Developing CRM Performance Metrics | p. 82 |
Revising and Improving CRM Efforts as Warranted | p. 83 |
Privacy Issues in CRM | p. 84 |
Some Recent Approaches to CRM | p. 85 |
Voice over Internet Protocol | p. 86 |
Social Network Technology | p. 86 |
Self-Service CRM | p. 86 |
Outsourced CRM | p. 86 |
The "Curse" of Cheap Data Storage | p. 86 |
RFID Tracking | p. 87 |
Personal Knowledge Banks | p. 87 |
Customer Service Management | p. 94 |
Introduction | p. 96 |
Customer Service Defined | p. 98 |
Pretransaction Elements | p. 98 |
Transaction Elements | p. 98 |
Posttransaction Elements | p. 99 |
Customer Service Failures | p. 100 |
Customer Behavior and Expectations | p. 102 |
Customer Expectations | p. 103 |
Customer Perceptions and Satisfaction | p. 104 |
Perceptual Biases | p. 105 |
Customer Satisfaction | p. 105 |
A Framework for Managing Customer Service | p. 106 |
Evaluate and Improve Employee Satisfaction | p. 108 |
Conduct Customer Service Audits | p. 110 |
Creating a Customer Service Strategy | p. 115 |
Implementing the Customer Service Strategy | p. 125 |
Measuring and Improving Customer Service Performance | p. 126 |
Integrating the Customer Service Process along the Supply Chain | p. 129 |
Manufacturing and Service Flow Issues | p. 135 |
Demand Management and Forecasting | p. 136 |
Introduction | p. 138 |
Demand Management Defined | p. 139 |
Types of Demand | p. 141 |
The Forecasting Process | p. 143 |
Forecasting Methods | p. 146 |
Qualitative Forecasting Methods | p. 146 |
Time Series Methods | p. 147 |
Associative Forecasting Method | p. 151 |
Simulation Forecasting Method | p. 155 |
Forecast Accuracy | p. 159 |
Collaborative Planning, Forecasting and Replenishment | p. 164 |
Inventory Management | p. 175 |
Introduction | p. 177 |
The Types of Inventory | p. 178 |
The Functions of Inventory | p. 179 |
Inventory Costs, Risks, and Value | p. 181 |
Order Costs | p. 182 |
Inventory Carrying Costs | p. 182 |
Stockout Costs | p. 182 |
Purchase Costs | p. 184 |
Inventory Risk and Value | p. 184 |
Independent Demand Inventory Management | p. 187 |
Deciding How Much and When to Order or Produce | p. 187 |
Extensions of the EOQ Model | p. 192 |
ABC Inventory Classification | p. 197 |
Order Quantities and Safety Stock among Supply Chain Partners | p. 197 |
Dependent Demand Inventory Management | p. 200 |
The Material Requirements Planning (MRP) System | p. 201 |
The Distribution Requirements Planning (DRP) System | p. 207 |
The Manufacturing Resource Planning (MRP II) System | p. 208 |
Collaborative Inventory Management along the Supply Chain | p. 212 |
Continuous Replenishment Programs | p. 212 |
Vendor Managed Inventories and JIT II | p. 213 |
Measuring Inventory Management Performance | p. 214 |
Managing Material Flows | p. 223 |
Introduction | p. 225 |
Material Flow Mapping | p. 227 |
Material Flow Analysis | p. 229 |
The Theory of Constraints | p. 233 |
Manufacturing Flexibility | p. 236 |
Mass Customization | p. 239 |
Layout Design | p. 239 |
Product-Focused Layouts | p. 239 |
Process-Focused Layouts | p. 244 |
Material Scheduling | p. 244 |
Job Scheduling in Product-Focused Systems | p. 246 |
Job Scheduling in Process-Focused Systems | p. 248 |
Vehicle Scheduling and Routing | p. 254 |
The Clark and Wright Savings Heuristic | p. 259 |
The Cluster-First-Route-Second Heuristic | p. 259 |
The Concurrent Scheduler Approach | p. 260 |
Warehouse Material Flow | p. 261 |
Warehouse Layout Considerations | p. 262 |
Managing Customer and Work Flows | p. 275 |
Introduction | p. 276 |
Customer Flow Mapping | p. 277 |
Service Delivery System Design | p. 280 |
Service Blueprinting | p. 281 |
Demand Variability and Service Capacity Utilization | p. 283 |
Capacity Management Techniques for Services | p. 283 |
Demand Management Techniques | p. 290 |
Managing Customer Queues | p. 294 |
The Psychology of Waiting | p. 294 |
Using Virtual Queues | p. 295 |
The Analysis of Queuing Systems | p. 295 |
Managing Work Flows | p. 301 |
Work Flow Analysis | p. 302 |
Managing Work Flows in the Office | p. 304 |
Managing Work Flows along the Supply Chain | p. 306 |
Managing Information Flows | p. 312 |
Introduction | p. 314 |
The Concept of Information Flow | p. 315 |
Information Flow Mapping | p. 317 |
Information Flow among Supply Chain Trading Partners | p. 319 |
The Emergence and Use of Enterprise Resource Planning Systems | p. 319 |
Notable Historical Developments Leading up to ERP | p. 320 |
Selecting an ERP System | p. 323 |
The Advantages and Disadvantages of ERP Systems | p. 324 |
Adding Applications to the ERP System | p. 327 |
Integrating ERP within the Supply Chain | p. 342 |
Automating Process Management-BPM and BPR | p. 344 |
Business Process Reengineering | p. 346 |
Lean Production Systems | p. 355 |
Operating with Lean | p. 356 |
Introduction | p. 358 |
A History of Lean Production | p. 358 |
Lean Thinking Principles | p. 359 |
Seven Forms of Waste | p. 360 |
Principles of Lean Thinking | p. 363 |
Traditional Versus Lean Production | p. 365 |
Cellular Layouts | p. 368 |
Setup Time Reduction | p. 371 |
Small Lot Sizes | p. 373 |
Kanban | p. 373 |
Level Capacity Loading and Mixed Model Scheduling | p. 376 |
Standardized Work | p. 378 |
The 5S System | p. 379 |
Total Productive Maintenance | p. 380 |
Close Relationships with Suppliers | p. 381 |
Information Technology and Lean | p. 382 |
Disadvantages of Lean Production | p. 382 |
Lean Versus Agile | p. 385 |
Lean Thinking along the Supply Chain | p. 386 |
Value Stream Mapping Tools | p. 388 |
Process Activity Mapping | p. 388 |
Supply Chain Response Matrix | p. 389 |
Production Variety Funnels | p. 390 |
Quality Filter Mapping | p. 391 |
Demand Amplification Mapping | p. 392 |
Logistics and Order Fulfillment | p. 398 |
Introduction | p. 399 |
Setting Logistics Customer Service Goals | p. 401 |
Availability | p. 402 |
Order Lead Time | p. 403 |
Reliability | p. 403 |
Transportation Planning and Selection | p. 404 |
Modes of Transportation | p. 404 |
Freight Rates | p. 405 |
Carrier Selection | p. 405 |
Transportation Routing and Scheduling | p. 408 |
Day-to-Day Management | p. 409 |
The Order Fulfillment Process | p. 409 |
Order Cycle Time | p. 410 |
Warehouse Management | p. 413 |
Warehouse Planning | p. 415 |
Warehousing Activities | p. 416 |
Planning the Logistics Network | p. 417 |
Location Planning | p. 420 |
Product Flow Planning | p. 429 |
Transportation Service Planning | p. 432 |
Developing a Logistics Strategy | p. 432 |
Order Fulfillment and Logistics Concerns | p. 434 |
Purchasing and Supply Management | p. 441 |
Introduction | p. 443 |
The Role of Purchasing and Supply Management | p. 443 |
The Strategic Sourcing Process | p. 445 |
Conduct an Internal Assessment | p. 445 |
Assess the Market | p. 445 |
Collect Supplier Information | p. 448 |
Develop the Sourcing Strategy | p. 449 |
Solicit and Evaluate Bids | p. 450 |
Select the Supplier and Implement the Contract | p. 451 |
Cost Management | p. 451 |
Target Costing | p. 452 |
Total Cost of Ownership Analysis | p. 452 |
Factors in Supplier Selection | p. 454 |
Use of Evaluation Forms | p. 454 |
General Performance Criteria | p. 456 |
Quality Criteria | p. 456 |
Delivery Criteria | p. 457 |
Relationship Criteria | p. 457 |
Negotiating the Contract | p. 457 |
Managing Supplier Relationships | p. 459 |
Arm's Length Relationships | p. 460 |
Ongoing Relationships | p. 460 |
Partnerships/Strategic Alliances | p. 461 |
Monitoring Supplier Performance | p. 464 |
Supplier Performance Surveys | p. 464 |
Annual Supplier Meetings | p. 465 |
Supplier Recognition and Awards | p. 465 |
Electronic Purchasing | p. 465 |
Reverse Auctions | p. 467 |
Electronic Data Interchange | p. 468 |
Web-Based Marketplaces | p. 469 |
Online Purchasing Systems | p. 469 |
Advantages of Electronic Purchasing | p. 470 |
Beyond First-Tier Supplier Relationships | p. 470 |
Delegation | p. 472 |
Direct Management of All Tiers | p. 473 |
Cross-Organizational Teams | p. 474 |
Supply Management Challenges | p. 474 |
Quality Issues and Process Performance | p. 481 |
Managing Quality for Continuous Improvement | p. 482 |
Introduction | p. 484 |
Continuous Improvement | p. 485 |
Why Continuous Improvement Efforts Fail | p. 487 |
Processes and Quality | p. 488 |
The Costs of Quality | p. 488 |
Tracking the Costs of Poorly Performing Processes | p. 490 |
Process Capability | p. 490 |
The Quality Improvement Process | p. 494 |
Strategic Quality Planning | p. 495 |
Implementing the Quality Plan | p. 498 |
Controlling Quality | p. 501 |
Statistical Process Control | p. 507 |
Quality Management along the Supply Chain | p. 518 |
The Malcolm Baldrige Award | p. 521 |
ISO 9000 Standards | p. 521 |
Collaborative Planning Activities | p. 522 |
Quality Assurance | p. 523 |
Measuring Quality along the Supply Chain | p. 523 |
Six Sigma-Taking Quality Improvement to the Next Level | p. 530 |
Introduction | p. 532 |
Defining Six Sigma | p. 533 |
Organizational Roles in Six Sigma Initiatives | p. 536 |
Leadership Group | p. 536 |
Team Sponsor | p. 536 |
Team Leader | p. 536 |
Team Members | p. 536 |
Six Sigma Coach | p. 537 |
Six Sigma Specialists | p. 537 |
Administrative Support Team | p. 537 |
The DMAIC Cycle | p. 539 |
The DMAIC Cycle Stages | p. 539 |
Selecting Six Sigma Projects | p. 542 |
Critical to Quality Trees | p. 543 |
Key Selection Criteria | p. 543 |
Projects Outside the Scope of Six Sigma | p. 543 |
Six Sigma Project Documents | p. 546 |
Project Problem Statement | p. 547 |
Project Mission Statement | p. 547 |
Team Charter | p. 547 |
The Scheduling System | p. 548 |
Sharing Project Information | p. 550 |
Risk Management Plan | p. 550 |
Communication Plan | p. 550 |
Control Plan | p. 551 |
Six Sigma Project Tools and Measures | p. 552 |
Project Characteristics | p. 552 |
Statistical Tools | p. 559 |
Balanced Scorecard | p. 561 |
The Keys to Breakthrough Process Improvement | p. 562 |
Knowledge of Customer Requirements | p. 562 |
Stretch Goals | p. 562 |
A Process View | p. 563 |
Six Sigma along the Supply Chain | p. 564 |
Supply Chain Management and Six Sigma in Action | p. 565 |
Six Sigma Challenges | p. 565 |
Returns Management | p. 571 |
Introduction | p. 573 |
Defining Returns Management | p. 575 |
Returns Management and the Product Life Cycle | p. 576 |
Product Development | p. 577 |
Product Introduction | p. 577 |
Growth Stage | p. 577 |
Maturity Stage | p. 579 |
Decline Stage | p. 579 |
Cancellation Stage | p. 580 |
Developing a Returns Management Strategy | p. 580 |
Establishing Returns Policies | p. 581 |
Gatekeeping | p. 581 |
Avoidance | p. 582 |
Disposition | p. 583 |
Key Factors in Returns Policy and Guideline Development | p. 585 |
Design of the Returns Network | p. 586 |
Returns Management Information Systems | p. 588 |
The Returns Management Process in Practice | p. 589 |
Customer Initiates Return Request | p. 589 |
Initial Routing | p. 593 |
Determine Disposition | p. 594 |
Collect and Analyze Performance Metrics | p. 596 |
Environmental Issues in the Returns Process | p. 598 |
Disposal of Hazardous Materials in the United States | p. 600 |
Definition and Classification of Hazardous Materials | p. 601 |
Communication Issues | p. 601 |
Packaging Requirements | p. 601 |
Operating Rules | p. 601 |
Training | p. 601 |
Guidelines | p. 602 |
Disposal of Hazardous Materials in Europe | p. 602 |
Returns Management along the Supply Chain | p. 603 |
Areas Under the Normal Curve | p. 609 |
Answers to Even-Numbered End-of-Chapter Problems | p. 610 |
URL List | p. 612 |
Glossary | p. 613 |
Author Index | p. 629 |
Subject Index | p. 635 |
Table of Contents provided by Ingram. All Rights Reserved. |
The New copy of this book will include any supplemental materials advertised. Please check the title of the book to determine if it should include any access cards, study guides, lab manuals, CDs, etc.
The Used, Rental and eBook copies of this book are not guaranteed to include any supplemental materials. Typically, only the book itself is included. This is true even if the title states it includes any access cards, study guides, lab manuals, CDs, etc.