物流管理(英文版.原书第5版)
| 作者 |
| （英）艾伦·哈里森（Alan Harrison） （荷）雷姆科·范赫克（Remko van Hoek） （荷）希瑟·斯基普沃思（Heather Skipworth） |
| 丛书名 |
| 高等学校经济管理英文版教材 |
| 出版社 |
| 机械工业出版社 |
| ISBN |
| 9787111636267 |
| 简要 |
| 简介 |
| 内容简介书籍经济管理学书籍 本书以当前的全球化为背景，系统地介绍了国际政治／法律环境、经济环境及社会文化环境对国际营销管理的影响，详尽地论述了企业应该如何根据企业类型和外部环境来选择国外市场及其进入模式，完整地介绍了公司应如何就国际营销管理实践中的产品、渠道、定价和促销等问题进行有效决策。 本书适合于营销学和管理学的学生，以及专门从事或准备从事国际市场营销管理的从业人员。 |
| 目录 |
| 出版说明 推荐序 前言 致谢 如何使用本书 第一篇 通过物流竞争 第1章 物流和供应链 /3 学习目标 /3 引言 /3 1.1 物流与供应链 /4 1.2 物料流与信息流 /14 1.3 通过物流参与竞争 /17 1.4 物流战略 /30 小结 /35 讨论题 /36 第2章 将最终客户放在第一位 /39 学习目标 /39 引言 /39 2.1 市场营销的观点 /40 2.2 市场细分 /43 2.3 需求分析 /51 2.4 服务质量 /55 2.5 细分的供应链战略 /62 小结 /76 讨论题 /77 第3章 价值与物流成本 /81 学习目标 /81 引言 /81 3.1 价值从何而来 /83 3.2 如何评估常规的已动用资本回报率 /84 3.3 为什么流动性很重要，它对供应链管理有何意义 /88 3.4 如何表示物流成本 /93 3.5 作业成本法 /104 3.6 如何做出资本投资决策 /111 3.7 平衡的测量组合 /118 小结 /125 讨论题 /126 第二篇 物流运作的杠杆作用 第4章 国际化物流管理 /131 学习目标 /131 引言 /131 4.1 国际化的驱动因素以及对物流的影响 /133 4.2 国际化的趋势 /142 4.3 国际化物流和选址面临的挑战 /147 4.4 国际化物流的组织 /152 4.5 风险准备管理 /159 4.6 逆向物流 /159 4.7 供应链中的企业社会责任 /165 4.8 建立供应链组织的全球治理 /170 小结 /174 讨论题 /175 第5章 提前期界限的管理 /177 学习目标 /177 引言 /177 5.1 时间在竞争优势中的角色 /178 5.2 P∶D的比率与差异 /186 5.3 基于时间的流程图 /192 5.4 物流通路中的及时性管理 /200 5.5 在何时、何地采取何种方式 /203 小结 /203 讨论题 /204 第6章 供应链计划与控制 /205 学习目标 /205 引言 /205 6.1 供应链的“行动计划” /207 6.2 准时化生产（JIT）计划 /224 6.3 克服零售供应链中的协作不力 /233 小结 /249 讨论题 /250 第7章 精益思想与敏捷供应链 /253 学习目标 /253 引言 /253 7.1 精益思想 /255 7.2 敏捷的概念 /262 7.3 精益与敏捷相结合 /290 小结 /293 讨论题 /294 第三篇 协同工作 第8章 供应链一体化 /301 学习目标 /301 引言 /301 8.1 供应链中的协作 /303 8.2 选择正确的供应关系 /317 8.3 供应链中的战略伙伴关系 /324 8.4 实施战略伙伴关系 /326 8.5 管理供应链关系 /333 8.6 供应商网络 /336 小结 /347 讨论题 /349 第9章 采购 /353 学习目标 /353 引言 /353 9.1 采购究竟是做什么 /355 9.2 采购有效性的关键驱动因素 /358 9.3 管理供应源 /369 9.4 采购技术 /383 9.5 董事会层面重视的价值 /383 9.6 顶级的采购人才是什么样的 /384 小结 /385 讨论题 /386 第四篇 改变未来 第10章 物流业未来的挑战与机遇 /391 学习目标 /391 引言 /391 10.1 改变经济 /392 10.2 三位一体的内部协同 /394 10.3 企业社会责任：同样的权衡 /396 10.4 人道主义物流 /398 10.5 选择合作机会以使产品迅速进入市场 /404 10.6 未来的供应链管理者 /407 10.7 供应链变革 /409 10.8 一个非常棒的职能 /412 小结 /413 讨论题 /413 Contents Part One COMPETING THROUGH LOGISTICS 1 Logistics and the supply chain 3 Introduction 3 1.1 Logistics and the supply chain 4 1.1.1 Definitions and concepts 8 1.1.2 Supply chain: structure and tiering 9 1.2 Material flow and information flow 14 1.2.1 Material flow 14 1.2.2 Information flow 16 1.3 Competing through logistics 17 1.3.1 Hard objectives 18 1.3.2 Supportive capabilities 21 1.3.3 Soft objectives 28 1.3.4 Order winners and qualifiers 28 1.4 Logistics strategies 30 1.4.1 Defining ‘strategy’ 30 1.4.2 Aligning strategies 32 1.4.3 Differentiating strategies 32 1.4.4 Trade-offs in logistics 34 Summary 35 Discussion questions 36 References 36 Suggested further reading 38 2 Putting the end-customer first 39 Introduction 39 2.1 The marketing perspective 40 2.1.1 Rising customer expectations 42 2.1.2 The information revolution 42 2.2 Segmentation 43 2.3 Demand profiling 51 2.4 Quality of service 55 2.4.1 Customer loyalty 57 2.4.2 Value disciplines 59 2.4.3 Relationship marketing and customer relationship management (CRM) 60 2.5 Segmented supply chain strategy 62 2.5.1 Supply chain and marketing alignment 63 2.5.2 The supply chain strategy drivers 65 2.5.3 Selecting drivers for segmentation 68 2.5.4 The four-step approach to developing segmented supply chain strategy 71 Summary 76 Discussion questions 77 References 78 Suggested further reading 80 3 Value and logistics costs 81 Introduction 81 3.1 Where does value come from 83 3.2 How can conventional return on capital employed (ROCE) be measured 84 3.2.1 ROCE and implications for supply chain management 84 3.2.2 Financial ratios and ROCE drivers 87 3.3 Why is liquidity important and what are the implications for supply chain management 88 3.4 How can logistics costs be represented 93 3.4.1 Fixed/variable 95 3.4.2 Direct/indirect 99 3.4.3 Engineered/discretionary 102 3.5 Activity-based costing (ABC) 104 3.5.1 Cost–time profile (CTP) 106 3.5.2 Cost-to-serve (CTS) 108 3.6 How can capital investment decisions be made 111 3.6.1 Four investment appraisal approaches 112 3.6.2 What are discounted cash flows 113 3.7 A balanced measurement portfolio 118 3.7.1 Balanced measures 119 3.7.2 Supply chain management and the balanced scorecard 120 3.7.3 Supply chain operations reference model (SCOR) 121 Summary 125 Discussion questions 126 References 127 Suggested further reading 128 Part Two LEVERAGING LOGISTICS OPERATIONS 4 Managing logistics internationally 131 Introduction 131 4.1 Drivers and logistics implications of internationalisation 133 4.1.1 Logistical implications of internationalisation 137 4.1.2 Time-to-market 138 4.1.3 Global consolidation 138 4.2 The tendency towards internationalisation 142 4.2.1 Focused factories: from geographical to product segmentation 142 4.2.2 Centralised inventories 143 4.3 The challenges of international logistics and location 147 4.3.1 Extended lead time of supply 147 4.3.2 Extended and unreliable transit times 147 4.3.3 Multiple consolidation and break points 148 4.3.4 Multiple freight modes and cost options 149 4.3.5 Price and currency fluctuations 149 4.3.6 Location analysis 149 4.4 Organising for international logistics 152 4.4.1 Layering and tiering 152 4.4.2 The evolving role of individual plants 153 4.4.3 Reconfiguration processes 154 4.5 Managing for risk readiness 159 4.5.1 Immediate risk readiness 161 4.5.2 Structural risk readiness 162 4.6 Reverse logistics 162 4.7 Corporate social responsibility in the supply chain 165 4.8 Establishing global governance of the supply chain 170 4.8.1 Decentralised centralisation 171 4.8.2 Incorporating new regions into global governance 171 4.8.3 Ownership of goods in the international flow of goods 173 Summary 174 Discussion questions 175 References 175 Suggested further reading 175 5 Managing the lead-time frontier 177 Introduction 177 5.1 The role of time in competitive advantage 178 5.1.1 Time-based competition: definition and concepts 178 5.1.2 Variety and complexity 179 5.1.3 Time-based initiatives 180 5.1.4 Time-based opportunities to add value 181 5.1.5 Time-based opportunities to reduce cost 183 5.1.6 Limitations to time-based approaches 185 5.2 P:D ratios and differences 186 5.2.1 Using time as a performance measure 186 5.2.2 Using time to measure supply pipeline performance 187 5.2.3 Consequences when P-time is greater than D-time 189 5.3 Time-based process mapping 192 5.3.1 Stage 1: Create a task force 193 5.3.2 Stage 2: Select the process to map 193 5.3.3 Stage 3: Collect data 194 5.3.4 Stage 4: Flow chart the process 194 5.3.5 Stage 5: Distinguish between value-adding and non-value-adding time 194 5.3.6 Stage 6: Construct the time-based process map 195 5.3.7 Stage 7: Solution generation 195 5.4 Managing timeliness in the logistics pipeline 200 5.4.1 Strategies to cope when P-time is greater than D-time 200 5.4.2 Practices to cope when P-time is greater than D-time 201 5.5 When, where and how 203 Summary 203 Discussion questions 204 References 204 Suggested further reading 204 6 Supply chain planning and control 205 Introduction 205 6.1 The supply chain ‘game plan’ 207 6.1.1 Planning and control within manufacturing 208 6.1.2 Managing inventory in the supply chain 214 6.1.3 Planning and control in retailing 219 6.1.4 Inter-firm planning and control 221 6.2 Just-in-time (JIT) scheduling 224 6.2.1 The just-in-time system 225 6.2.2 JIT and material requirements planning 230 6.3 Overcoming poor coordination in retail supply chains 233 6.3.1 Efficient consumer response (ECR) 233 6.3.2 Collaborative planning, forecasting and replenishment (CPFR) 240 6.3.3 Vendor-managed inventory (VMI) 245 6.3.4 Quick response (QR) 247 Summary 249 Discussion questions 250 References 251 Suggested further reading 252 7 Lean thinking and agile supply chains 253 Introduction 253 7.1 Lean thinking 255 7.1.1 Types of waste 255 7.1.2 The principles of lean thinking 256 7.1.3 Application of lean thinking to business processes 260 7.1.4 Lean manufacturing practices 261 7.2 The concept of agility 262 7.2.1 Sales and operations planning for agility 270 7.2.2 Product design for agility 274 7.2.3 Manufacturing for agility 277 7.2.4 Supply chain partnerships for agility 282 7.2.5 Preconditions for successful agile practice 287 7.3 Combining lean and agile 290 Summary 293 Discussion questions 294 References 295 Suggested further reading 298 Part Three WORKING TOGETHER 8 Integrating the supply chain 301 Introduction 301 8.1 Integration in the supply chain 303 8.1.1 Internal integration: function to function 304 8.1.2 Inter-company integration 311 8.1.3 Electronic integration 314 8.2 Choosing the right supply relationships 317 8.3 Strategic partnerships in the supply chain 324 8.3.1 Economic justification for partnerships 324 8.3.2 Advantages of partnerships 325 8.3.3 Disadvantages of partnerships 325 8.4 Implementing strategic partnerships 326 8.4.1 Lambert’s partnership model 329 8.4.2 Barriers to developing strategic partnerships 331 8.5 Managing supply chain relationships 333 8.5.1 Creating closer relationships 333 8.5.2 Factors in forming supply chain relationships 334 8.6 Supplier networks 336 8.6.1 Supplier associations 336 8.6.2 Japanese keiretsu 339 8.6.3 Italian districts 341 8.6.4 Chinese industrial areas 343 Summary 347 Discussion questions 349 References 350 Suggested further reading 351 9 Sourcing and procurement 353 Introduction 353 9.1 What does procurement do 355 9.2 Key drivers of procurement effectiveness 358 9.2.1 Operating Principle I: Business alignment 360 9.2.2 Operating Principle II: Developing strategies for procurement categories 363 9.2.3 Operating Principle III: Total cost of ownership, not just price 365 9.2.4 Operating Principle IV: Supplier relationship management (SRM) 368 9.3 Managing the supply base 369 9.3.1 Segmenting the supply base 371 9.3.2 Establishing policies per supplier segment 376 9.3.3 Vendor rating 377 9.3.4 Executive ownership of supply relationships 380 9.3.5 Migrating towards customer of choice status 381 9.4 Procurement technology 383 9.5 Markers of boardroom value 383 9.6 What does top procurement talent look like 384 Summary 385 Discussion questions 386 References 386 Suggested further reading 387 Part Four CHANGING THE FUTURE 10 Logistics future challenges and opportunities 391 Introduction 391 10.1 Changing economics 392 10.2 Internal alignment triad 394 10.3 Corporate social responsibility: same trade-offs 396 10.4 Humanitarian logistics 398 10.4.1 Preparedness phase 399 10.4.2 Immediate response phase 399 10.4.3 Reconstruction phase 400 10.5 Selecting collaborative opportunities to accelerate time to market 404 10.5.1 Selecting upstream collaboration opportunities 404 10.5.2 Selecting downstream opportunities: which customers to give the keys to our car 406 10.6 The supply chain manager of the future 407 10.7 Changing chains 409 10.8 A great function to be in 412 Summary 413 Discussion questions 413 References 413 Index 415 |
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