In the last half of the twentieth century industry encountered a revolutionary change brought about by the harnessed power of seemingly ever-increasing capacity, speed and functionality of computers and microprocessors. This strength provided management and workers within industries with new capabilities for management, planning and control, design, quality assurance and customer support. Organized information flow became the mainstay of industrial companies. New tools and information technology systems emerged and evolved to enable companies to integrate the various departments (Design, Procurement, Manufacturing, Sales and Finance) within companies, particularly the lager ones, including international corporations. This was to give them a chance to meet new demands for product time to market, just in time supply of orders, and customer support. To the smaller company these changes were not so apparent. Neither the tools nor systems nor indeed their economic value seemed appropriate to them except for special cases. While all this was happening the structure of the larger companies began to disintegrate. Strong competitive pressures and globalization of the market place brought this about. Shedding unwanted competence and subcontracting it to others became common practice. Regional market pressures triggered companies to reorganize to create, produce, and distribute goods and services. Greater dependency on chains of supply from external companies became the norm. Medium and smaller sized companies began to gain some advantage and at the same time some were sucked into management and control systems governed by the larger companies.

Mobility is fundamental to economic and social activities such as commuting, manufacturing, or supplying energy. Each movement has an origin, a potential set of intermediate locations, a destination, and a nature which is linked with geographical attributes. Transport systems composed of infrastructures, modes and terminals are so embedded in the socio-economic life of individuals, institutions and corporations that they are often invisible to the consumer. This is paradoxical as the perceived invisibility of transportation is derived from its efficiency. Understanding how mobility is linked with geography is main the purpose of this book. The third edition of The Geography of Transport Systems has been revised and updated to provide an overview of the spatial aspects of transportation. This text provides greater discussion of security, energy, green logistics, as well as new and updated case studies, a revised content structure, and new figures. Each chapter covers a specific conceptual dimension including networks, modes, terminals, freight transportation, urban transportation and environmental impacts. A final chapter contains core methodologies linked with transport geography such as accessibility, spatial interactions, graph theory and Geographic Information Systems for transportation (GIS-T). This book provides a comprehensive and accessible introduction to the field, with a broad overview of its concepts, methods, and areas of application. The accompanying website for this text contains a useful additional material, including digital maps, PowerPoint slides, databases, and links to further reading and websites. The website can be accessed at: http://people.hofstra.edu/geotrans This text is an essential resource for undergraduates studying transport geography, as well as those interest in economic and urban geography, transport planning and engineering.

Essay from the year 2012 in the subject Business economics - Supply, Production, Logistics, grade: 1, Heriot-Watt University Edinburgh, language: English, abstract: ‘The real challenge is to improve the capabilities across supply chains significantly in order to drive out cost and realize revenue benefits – fast’ (Gattorna 2003, p.4). This statement both demon-strates the importance for enterprises and emphasizes the complexity of the supply chain require-ments these days. In times of strong competition almost everywhere it is especially important to meet customer needs and thus ‘achieving high levels of service’ (Taylor 1997, p.3). But where does Supply Chain Management (SCM) have its roots and what stands behind it? The purpose of this essay is to critically evaluate the development of SCM. It will both include an explanation of the differences between logistics and SCM and its reasons as well as an explana-tion why supply chain managers are now part of the senior management group. Therefore, the history of physical distribution, logistics and SCM will be mentioned, these three central terms will be defined precisely and four academic strategic approaches will be introduced briefly.

Although most supply chains have changed dramatically over the years, the dynamic aspects of supply chains, such as changes in the suppliers, factory and storage locations, production processes, and distribution structures, are rarely studied and considered. Further study on the evolution of supply chains is crucial in order to ensure they are working as efficiently as possible. Frameworks and Cases on Evolutional Supply Chain considers the dynamic aspects of the supply chain and provides frameworks of the evolutional supply chain through symbolic case studies. Covering a range of topics such as industrial clusters, food loss, and the global supply chain, this reference work is ideal for industry professionals, researchers, practitioners, scholars, academicians, policymakers, business owners, government officials, instructors, and students.

Creates a managerial compass for entering into the LIVING (Live, Intelligent, Velocity, Interactive, Networked, and Good) era of supply chain management and defines the imperative for creating Velocity and Visibility as the focal point for exploiting new digital, mobile, and cloud-based technologies Written by well-known researchers in the field, this book addresses the changes that have occurred and are still unfolding at various organizations that are involved in building real-time supply chains. The authors draw on their experiences with multiple companies, along with references to the natural evolution of ecosystems throughout to help identify the “new rules of supply chain management." The LIVING principles associated with the rapid digitization and technology changes occurring in the global economy are discussed, along with the push to become more sustainable and responsive to customer needs. “ Handfield and Linton reveal the “secret ingredient” to leveraging the power of a well managed supply chain....will revolutionize the way companies approach supply chain management.” Frank Crespo, Vice President, Global Supply Network Division (CPO/Logistics/IoT Analytics), Caterpillar Inc. “ The LIVING supply chain is a wake up call to any enterprise that depends on suppliers and contractors. Be fast, be nimble and make supply chain transparency the nucleus of your operations or become endangered.” Paul Massih, Vice President, BP PSCM “ ...a fascinating journey through the future of supply chain management ... a must read for every supplychain professional.” Yossi Sheffi, Professor, MIT Center for Transportation and Logistics “ ... a great “living” reading on how to bring supply chains to a powerful living state. The idea of Live-Interactive-Velocity–Intelligent–Networked-Good is the foundation of how supply chains can be agile, adaptive and aligned. ...of value to every supply chain executive and practitioner.” Hau Lee, Professor, Stanford University “ Successful businesses are those that support the success of their customers. This book captures the essence of our volatile, uncertain world and the opportunities that exist for the commercially astute, organizationally integrated business. More important, it offers insight to the recipe for 21st century operations and the management of complex supply ecosystems.” Tim Cummins, CEO, International Association of Commercial and Contract Management “ A LIVING supply chain requires a living company. The authors make a great case for how Flex is creating a living company to thrive in the living supply chain.” Tom Choi, Harold E. Fear on Eminent Scholar Chair of Purchasing Management, Arizona State University, Executive Director, CAPS Research “ To survive we need to have an adaptive supply chain and capability to both optimize and adapt simultaneously. This book begins to describe the ability to shift from functional silos to E2E Frictionless flow with the maturity to make E2E tradeoff decisions as a key enabler for success.” Wayne Rothman, Vice President, Enterprise Supply Chain Planning, Johnson & Johnson “A fantastic read and excellent stories from Dr. Handfield and Tom.” Joanne E. Wright, Vice President, IBM Supply Chain ROBERT HANDFIELD, PhD, is Bank of America University Distinguished Professor of Supply Chain Management and Director of the Supply Chain Resource Cooperative at North Carolina State University. The author of four books and over 150 journal articles, Dr. Handfield received his PhD in Operations Management from The University of North Carolina in 1990. TOM LINTON is Chief Procurement and Supply Chain Officer at Flex. A recognized industry and functional expert, he has 30 years of international industrial experience in procurement and supply chain management. Tom Linton is also the recipient of the Procurement Leaders Lifetime Achievement Award in May, 2017.

If you’re a manager of a supply chain operation, or a student learning about supply chain management, this book will provide not only an overview of supply chain management but also a framework for subsequent, more detailed study in various aspects of supply management. This book reviews the evolution of supply chain management concepts and discusses trends in global markets and strategic competitiveness. It then focuses on the major issues involved in managing a competitive supply chain including: forecasting, inventory management, distribution, dealing with uncertainty, reverse logistics, and customer service. Coverage of the dynamic, evolving issues pertaining to supply chains that affect the global business community concludes the book. With this book in hand, you’ll be better equipped to conceptualize the management of supply chains as a collection of business processes; identify primary and secondary value chain processes; distinguish between the umbrella term, “supply chain management,” and its component functions; and understand the basic tools of forecasting and the need for accurate data and forecasts on which to base supply chain management decisions.

In the last half of the twentieth century industry encountered a revolutionary change brought about by the harnessed power of seemingly ever-increasing capacity, speed and functionality of computers and microprocessors. This strength provided management and workers within industries with new capabilities for management, planning and control, design, quality assurance and customer support. Organized information flow became the mainstay of industrial companies. New tools and information technology systems emerged and evolved to enable companies to integrate the various departments (Design, Procurement, Manufacturing, Sales and Finance) within companies, particularly the lager ones, including international corporations. This was to give them a chance to meet new demands for product time to market, just in time supply of orders, and customer support. To the smaller company these changes were not so apparent. Neither the tools nor systems nor indeed their economic value seemed appropriate to them except for special cases. While all this was happening the structure of the larger companies began to disintegrate. Strong competitive pressures and globalization of the market place brought this about. Shedding unwanted competence and subcontracting it to others became common practice. Regional market pressures triggered companies to reorganize to create, produce, and distribute goods and services. Greater dependency on chains of supply from external companies became the norm. Medium and smaller sized companies began to gain some advantage and at the same time some were sucked into management and control systems governed by the larger companies.

Supply Chain Management (SCM) has been widely researched in numerous application domains during the last decade. Despite the popularity of SCM research and applications, considerable confusion remains as to its meaning. There are several attempts made by researchers and practitioners to appropriately define SCM. Amidst fierce competition in all industries, SCM has gradually been embraced as a proven managerial approach to achieving sustainable profits and growth. This book "Supply Chain Management - Applications and Simulations" is comprised of twelve chapters and has been divided into four sections. Section I contains the introductory chapter that represents theory and evolution of Supply Chain Management. This chapter highlights chronological prospective of SCM in terms of time frame in different areas of manufacturing and service industries. Section II comprised five chapters those are related to strategic and tactical issues in SCM. Section III encompasses four chapters that are relevant to project and technology issues in Supply Chain. Section IV consists of two chapters which are pertinent to risk managements in supply chain.

Managing supply networks for innovation and competitive advantage: Concepts, models, roadmaps, and more Capture, organize, and fully utilize your #1 supply chain resource: knowledge Systematically improve strategic, tactical, and operational decision-making Improve your capabilities for managing and competing on supply networks Best-practice supply chain management transcends yesterday's functional silos. Today, it requires a comprehensive approach that recognizes supply networksas the core driver of business value. To maximize and sustain value creation in fast-changing supply networks, practitioners must properly address an even deeper issue: knowledge. In A Guide to Supply Chain Management, two pioneers in global supply chain operations explain why knowledge management is so critical to supply chain success. This comprehensive introductory guide offers powerful blueprints and models for managing both knowledge and risk in your own rapidly evolving environment. Using the new approaches described here, supply chain decision-makers can systematically achieve far higher levels of effective innovation. This innovation will help you create a ground-breaking cost-benefit environment: one that encompasses partners and alliances to establish sustainable competitive leadership. The book discusses models such as the Forrester ́s Effect, the Efficient Supply Chain, Vendor managed inventory (VMI), Lean supply chain, Sales and operations planning (S&OP), Continuous replenishment program (CRP), the Agile supply chain, Efficient consumer response (ECR), Collaborative planning, forecasting and replenishment (CPFR), Responsive supply chain, Bullwhip effect, Leagile supply chain, Supply chain risk management, Integrated Business Planning (IBP), Resilient supply chain, Customer driven supply chain, Demand driven supply chain, Business Case, Adaptive supply chain, and the wise supply chain.