From a supply chain perspective, often big differences exist between global raw material suppliers’ approaches to supply their respective local markets. The progressing complexity of large centrally managed global supply networks and their often-unknown upstream ramifications increase the likelihood of undetected bottlenecks and inefficiencies. It is therefore necessary, to develop an approach to strategically master the upstream complexity of such networks from a holistic perspective, in order to align regional competitive priorities and supply chain structures. The research is set in the context of polyamide engineering thermoplastics in the automotive industry. Based on an initial industry analysis and a literature review, a conceptual framework is developed. The framework is matched with existing empirical and theoretical literature, as well as multiple case study analyses in the relevant supply market and a centrally managed global supply network. As a result, strategic group theory is transferred into the supply network management context, to allow for the consideration of upstream supply chain structures in the category strategy development process. The proposed approach introduces strategic groups of supply chains as a segmentation criterion for complex global supply networks, which enables the network-wide alignment of competitive priorities, flexibility requirements, and partnerships with suppliers. Supply chain-based category strategies can effectively reduce the complexity firms are facing in this context. The results of this research are applicable for certain types of global supply networks, and can be used for network alignment and strategy development. The approach can furthermore generate valuable insights useable for negotiation support with suppliers.

Thanks to the development of internet- and network-based information and communication systems, virtually every product and service produced today has a supply chain that extends around the globe. For the last twenty-five years, companies such as Wal-Mart, Dell, and Toyota have enjoyed strong competitive advantages in their respective markets as a result of their world-class supply chains. As the supply chain increasingly lengthens, managers at all levels of the organization must understand the unique challenges of working with suppliers and customers located around the world--and the opportunities that can build new competitive advantages. This book will introduce readers at all levels of experience to cutting-edge methods and strategies for global sourcing and global distribution through the discussion of current research and case study vignettes from companies in every corner of the world.

This open access book explores supply chains strategies to help companies face challenges such as societal emergency, digitalization, climate changes and scarcity of resources. The book identifies industrial scenarios for the next decade based on the analysis of trends at social, economic, environmental technological and political level, and examines how they may impact on supply chain processes and how to design next generation supply chains to answer these challenges. By mapping enabling technologies for supply chain innovation, the book proposes a roadmap for the full implementation of the supply chain strategies based on the integration of production and logistics processes. Case studies from process industry, discrete manufacturing, distribution and logistics, as well as ICT providers are provided, and policy recommendations are put forward to support companies in this transformative process.

Business Logistics Management 4e covers concepts and theories relating to the movement of goods, the coordination of supply chain, the most recent advances in logistics technology, the exchange of information, and the impact on business within the logistics management framework.

Introduction and basic building blocks. Adding costs to two echelon supply chains. Advanced modeling and expanding to multiple echelons. How to get industrial streng results. Case study wrap up.

The Fourteenth Edition of Purchasing and Supply Management provides a comprehensive introduction to the purchasing and supply chain management field, supported by over 40 case studies. Cases cover purchasing and supply chain issues in a variety of settings, from process industries to high tech manufacturing and services as well as public institutions. The text focuses on decision making throughout the supply chain. Based on the conviction that supply managers, in concert with suppliers and distributors, have to contribute to organizational goals and strategies, this edition continues to focus on how to make that mission a reality.

Product development and ramp-up is a well-researched challenge for industry. However, how to end the production of a product is a blind spot for industry and science although practitioners are calling for scientific support. This book sheds light on the topic of production phase-out by offering measures that can turn a process that is perceived as uninspiring to a success pillar for companies. The book reveals cross-industry insights on the relatively new topic of phase-out. The interview findings are mirrored with the Phase-Out Process Model, which describes activities and tasks to be performed during a phase-out. As an instrument to support the implementation of the process model, the Phase-Out Production Planning and Control was developed as an add-on to standard production IT support. It enables companies to better forecast spare parts needs and expected remaining stock costs at the proposed end of production. Through a qualitative and a conceptual research phase, the findings of this dissertation show that there is a high potential of improving phase-out in the industry. This manuscript provides theoretical and managerial implications to pave the way towards enhancing phase-outs. This potential can be raised by implementing the proposed formalization structures and mathematical models based on empirical and conceptual research. This book, therefore, helps to promote the effective implementation of a formalized phase-out in company’s management practice to make their business more efficient.

The third edition of this textbook comprehensively discusses global supply chain and operations management (SCOM), combining value creation networks and interacting processes. It focuses on operational roles within networks and presents the quantitative and organizational methods needed to plan and control the material, information, and financial flows in supply chains. Each chapter begins with an introductory case study, while numerous examples from various industries and services help to illustrate the key concepts. The book explains how to design operations and supply networks and how to incorporate suppliers and customers. It examines how to balance supply and demand, a core aspect of tactical planning, before turning to the allocation of resources to meet customer needs. In addition, the book presents state-of-the-art research reflecting the lessons learned from the COVID-19 pandemic, and emerging, fast-paced developments in the digitalization of supply chain and operations management. Providing readers with a working knowledge of global supply chain and operations management, with a focus on bridging the gap between theory and practice, this textbook can be used in core, specialized, and advanced classes alike. It is intended for a broad range of students and professionals in supply chain and operations management.