Supply Chain Management

Description

Guide Students Through the Fundamental Framework for Supply Chain

• Strategic framework identifies the key drivers of supply chain performance, including facilities, inventory, transportation, information, sourcing, and pricing.
• Strong coverage of analytic skills helps students gauge the effectiveness of the techniques described in the text.

Focus on Students Learning More as They Study

• NEW! Mini-cases and exercises added throughout the book. New cases appear in Chapters 2, 8, 9, 11, 13, 14, and 16, with a particular focus on bringing in global examples. Information in other cases has been updated to reflect current conditions.
• NEW! Additional exercises added to Chapters 11 and 12.
• NEW! Spreadsheets that students can use to understand concepts. These spreadsheets are referred to in the book and allow the student to try different “what-if” analyses. They are available at www.pearsonhighered.com/chopra along with basic guidance on how they may be used.
• NEW! Ability to teach Chapters 8 and 9 without using Solver.  For faculty that wants to continue using Solver, all material in the chapters has been even more tightly linked to the associated spreadsheets.
• REVISED! Easier-to-follow topic flow. Given the more advanced concepts covered in Chapter 13, we have redesigned the workflow to make the material easier to understand.

 

Provide Up-to-Date Information

• NEW! Discussion of the Mumbai dabbawalas, a responsive distribution network, has been added to Chapter 14.
• REVISED! An enhanced discussion of successful third parties is included in Chapter 15 as well as the impact of incentives and the sharing of risk and reward in the supply chain.
• REVISED! Chapter A: Information Technology in a Supply Chain (Chapter 17 from the Fifth Edition) has been updated and placed online at www.pearsonhighered.com/chopra.
• REVISED! A new section related to the pricing of sustainability has been added to Chapter 17 .

 

•  Mini-cases and exercises added throughout the book. New cases appear in Chapters 2, 8, 9, 11, 13, 14, and 16, with a particular focus on bringing in global examples. Information in other cases has been updated to reflect current conditions.
• Additional exercises added to Chapters 11 and 12.
• Spreadsheets that students can use to understand concepts. These spreadsheets are referred to in the book and allow the student to try different “what-if” analyses. They are available at www.pearsonhighered.com/chopra along with basic guidance on how they may be used.
• Ability to teach Chapters 8 and 9 without using Solver.  For faculty that wants to continue using Solver, all material in the chapters has been even more tightly linked to the associated spreadsheets.
• Discussion of the Mumbai dabbawalas, a responsive distribution network, has been added to Chapter 14.

 

PART I: BUILDING A STRATEGIC FRAMEWORK TO ANALYZE SUPPLY CHAINS

1.     Understanding the Supply Chain

2.      Supply Chain Performance: Achieving Strategic Fit and Scope

3.      Supply Chain Drivers and Metrics

 

PART II: DESIGNING THE SUPPLY CHAIN NETWORK

4.      Designing Distribution Networks and Applications to Online Sales

5.      Network Design in the Supply Chain

6.      Designing Global Supply Chain Networks

 

PART III: PLANNING AND COORDINATING DEMAND AND SUPPLY IN A SUPPLY CHAIN

7.      Demand Forecasting in a Supply Chain

8.      Aggregate Planning in a Supply Chain

9.      Sales and Operations Planning: Planning Supply and Demand in a Supply Chain

10.   Coordination in a Supply Chain

 

PART IV: PLANNING AND MANAGING INVENTORIES IN A SUPPLY CHAIN

11.   Managing Economies of Scale in a Supply Chain: Cycle Inventory

12.   Managing Uncertainty in a Supply Chain: Safety Inventory

13.   Determining the Optimal Level of Product Availability

 

PART V: DESIGNING AND PLANNING TRANSPORTATION NETWORKS

14.   Transportation in a Supply Chain

 

PART VI: MANAGING CROSS-FUNCTIONAL DRIVERS IN A SUPPLY CHAIN

15.   Sourcing Decisions in a Supply Chain

16.   Pricing and Revenue Management in a Supply Chain

17.   Sustainability and the Supply Chain

 

PART VII: ONLINE CHAPTER

A.    Information Technology in a Supply Chain

For MBA or senior level undergraduate supply chain management courses.

 

 A Strategic Framework for Understanding Supply Chain Management

 

Borne from a course on supply chain management taught at Northwestern University’s Kellogg School of Management, Supply Chain Management introduces high-level strategy and concepts while giving students the practical tools necessary to solve supply chain problems.

 

The Sixth Edition weaves in compelling case study examples, providing students with clear insight into how good supply chain management offers a competitive advantage. On the flip side, students also learn the dangers of poor supply chain management, and how it can damage an organization’s overall health and performance.

 

Using a strategic framework, students are guided through all of the key drivers of supply chain performance, including facilities, inventory, transportation, information, sourcing, and pricing.  By the end of the course, students will walk away with a deep understanding of supply chains and a firm grasp on the practical managerial levers to pull in order to improve supply chain performance.

 

SUNIL CHOPRA

Sunil Chopra is the IBM Distinguished Professor of Operations Management and Information Systems at the Kellogg School of Management. He has served as the interim dean and senior associate dean for curriculum and teaching, and the codirector of the MMM program, a joint dual-degree program between the Kellogg School of Management and the McCormick School of Engineering at Northwestern University. He has a PhD in operations research from SUNY at Stony Brook. Prior to joining Kellogg, he taught at New York University and spent a year at IBM Research.

 

Professor Chopra’s research and teaching interests are in supply chain and logistics management, operations management, and the design of telecommunication networks. He has won several teaching awards at the MBA and Executive programs of Kellogg. He has authored more than 40 papers and two books.

 

He has been a department editor for Management Science and an associate editor for Manufacturing & Service Operations Management, Operations Research, and Decision Sciences Journal. His recent research has focused on understanding supply chain risk and devising effective risk mitigation strategies. He has also consulted for several firms in the area of supply chain and operations management.

 

PETER MEINDL

Peter Meindl is a portfolio manager with Kepos Capital in New York. Previously, he was a research officer with Barclays Global Investors, a consultant with the Boston Consulting Group and Mercer Management Consulting, and the director of strategy with i2 Technologies. He holds PhD, MS, BS, and BA degrees from Stanford, and an MBA from the Kellogg School of Management at Northwestern.

 

The first edition of this book won the prestigious Book of the Year award in 2002 from the Institute of Industrial Engineers.