| Document Type
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BL
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| Record Number
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1022326
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| Doc. No
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b776696
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| Main Entry
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Ayers, James B.
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| Title & Author
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Retail supply chain management /\ James B. Ayers, Mary Ann Odegaard.
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| Publication Statement
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Boca Raton, FL :: Auerbach Publications,, ©2008.
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| Series Statement
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Series on resource management
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| Page. NO
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xx, 426 pages :: illustrations ;; 25 cm.
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| ISBN
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0849390524
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: 9780849390524
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| Bibliographies/Indexes
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Includes bibliographical references (pages 403-413) and index.
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| Contents
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Section 1. The Retail Supply Chain -- Defining the retail supply chain -- More than stores -- Defining the terms: supply chain and supply chain management -- The importance of customer segments -- Adding value along the chain -- Success in a retail business -- Financial statements and analysis -- Retail income statements -- Retail balance sheets -- Financial analysis -- Merchandise replenishment and budgeting -- The importance of replenishment models in retail supply chains -- Merchandise types -- Staple versus fashion -- Staple or functional products -- Fashion or innovative products -- Merchandise budget: an example -- Merchandise replenishment model -- Merchandise budget follow-up -- Preparing a merchandise budget -- Summary -- Types of retail supply chain businesses -- Supply chain component data -- Retail supply chains in the United States -- Selected supply chain company returns -- Summary -- A changing world: moving toward comparative advantage -- Primer on comparative advantage -- Concept of distance -- Applying the framework -- Revenue -- Workforce costs -- Fixed costs -- Purchased item costs -- Summary -- Corporate social responsibility, sustainability and the retail industry -- CSR at retailers -- CSR Link to strategy -- Link between CSR and competitive advantage -- Private companies and social issues -- Framework for classifying CSR activities -- Boots Ltd. -- CSR/Financial report convergence -- Summary.
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Section 2. Forces Shaping the Retail Supply Chain Environment -- Drivers of retail supply chain change -- Drivers are important -- Innovation driver -- Extended product design -- Globalization -- Flexibility imperative -- The ultimate capability -- Management mindset -- Defining needed flexibility -- Process-centered management -- Collaboration -- Definitions of collaboration -- Stage 3 (Multicompany) SCM -- Know your drivers -- Paths to the customer -- Meeting market needs -- Dimensions -- Proctor & Gamble case study -- Role of specifications -- Nature of demand -- Quality function deployment (QFD) tool -- QFD Overview -- Supply chain QFD example -- Summary -- Supply chain risk -- Location/trading partner selection risks -- External supply chain production/logistics risks -- Internal supply chain production/logistics risks -- Supply chain risk -- Summary -- Retail supply chain metrics -- Metrics problems -- Alignment with strategy -- Definitions of supply chain success -- Mid-tier and ground-level metrics -- Service metrics -- Operating metrics -- Financial metrics -- Supply chain metrics -- Summary -- Meeting the needs of supply chain decision makers -- New decisions at Herman Miller -- Proactive decision making -- Applications for information technology -- Assessing the need for information -- Meeting decision-maker needs -- Summary.
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Section 3. Retail Strategy and Supply Chains -- Product types -- Value to the customer -- The product life cycle -- Innovative and functional products -- Market mediation costs -- Customer value and product types -- Summary -- Businesses inside the business -- The conventional chain -- Market segments -- Spheres -- Modules for supply chain design -- Summary -- Businesses Inside the Business -- Activity systems and process definition -- Activity system -- the IKEA example -- Make choices, develop themes -- Define activities -- Draw links -- Enabling spheres and supply chain processes -- Defining processes -- Activity systems and process Definition -- Summary -- Retail supply chain management -- Skills Required -- Five tasks for SCM excellence -- Assessing retail SCM skills -- Summary -- SCM Skills.
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Section 4. Retail Supply Chain Process Improvement -- Organizing to improve retail supply chain performance -- West Marine case -- West Marine as-is -- Evaluation of the as-is -- Destination (To-Be) -- Barriers to success -- Pathway to change -- Continuous improvement cycles -- PDCA in a retail supply chain -- DMAIC -- CPFR model -- S & OP process and functional roles -- Organizing to improve performance -- Summary -- Collaboration with supply chain partners -- Supply chain roles -- Fewer but broader -- Collaboration landscape -- Core competency -- Partnerships vocabulary -- Partnership purpose -- Partnership direction -- Partnership choice -- Organizing a partnership -- Partner collaboration -- Summary -- The demand-driven supply chain -- Vision for the demand-driven supply chain -- Documenting the current situation -- Product Types -- Barriers to the demand-driven supply chain -- The to-be and potential to be demand-driven -- The path from forecast-driven to demand-driven -- Continuous improvement model for the demand-driven supply chain -- The 3C alternative to MRPII -- Demand-driven tools and techniques -- Operating improvements -- Lean supply chain approaches -- Constraint management -- Quality improvements -- Design for commonality -- Management improvements -- Synchronization and fixed-interval planning -- Simplification -- Sponsoring the demand-driven supply chain -- Demand-driven supply chain -- Summary -- Product Tracking Along Retail Supply Chains -- Low tech retailing -- Beyond basic bar codes -- Radio frequency identification -- The retail application -- Active RFID -- RFID applications -- Tracking in transit -- The future of product tracking -- Case study for RFID application -- A future RTLS system -- Summary.
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Section 5. Achieving Financial Success in the Retail Supply Chain -- Understanding Supply Chain Costs -- Barriers to cost visibility -- Understanding costs is complicated -- Partners must share information -- ABC needs a "makeover" -- Goal: activity-based costing by product -- The starting point (I-A) -- Department costs with capital recovery (II-B) -- Multicompany process cost (III-C)-- Set process boundaries -- Document process flow -- Decide what cost categories to include --Assign costs to process steps -- Analyze findings -- Activity-based costs by product (IV-D) -- Gather product line information -- Adjust unit costs and volumes through engineering studies -- Calculate product line profitability -- Understanding costs -- Summary -- Barriers to addressing root causes for cost -- Root causes for supply chain cost -- No Focus -- Project management basics -- Team building -- Confusion -- Promoting SCM -- Graduated approach -- Motivators -- Measures -- Flexibility defined -- Boundaries -- Divide and conquer -- Multicompany participation -- Rigidity -- Mindset changes -- Changing the project -- Barriers to cost reduction -- Summary -- Multicompany collaboration to reduce costs -- Who, what, and how -- Case study -- Frozen and refrigerated foods "cold chain" -- Recognize root causes -- Types of collaboration -- Who -- Rationalizing the customer/supplier base -- What and how -- Pursuing partnership opportunities -- Type A: one-way data exchange collaboration -- Type B: two-way data exchange collaboration --Cooperative collaboration -- Cognitive collaboration -- Multicompany collaboration to reduce cost -- Summary -- Retail return loops -- GENCO case study -- The rise of the return loop -- Types of returns -- Opportunities in returns -- Reduced returns -- Improved customer service -- Collaboration with partners -- Customer feedback -- Material source -- Environmental mitigation -- Additional business -- Cash-to-cash cycle reduction -- Process standardization -- Return loops -- Summary.
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| Abstract
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Most retail industry managers focus on products instead of operations. Retail Supply Chain Management demonstrates the connection between products, market, and strategies. This book provides an understanding of each facet of the supply chain to show how each component is related and can be manipulated for maximum return. Describ.
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| Subject
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Business logistics.
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Industrial procurement-- Management.
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Retail trade-- Management.
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Approvisionnement dans l'entreprise.
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Business logistics.
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Business logistics.
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Detaljhandel.
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Industrial procurement-- Management.
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Industrial procurement-- Management.
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Logistik.
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Logistique (organisation)
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Marketing-- Gestion.
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Retail trade-- Management.
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Retail trade-- Management.
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Aanbesteding.
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Detailhandel.
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Distributiekanalen.
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Logistiek (economie)
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| Dewey Classification
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658.8/700687
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| LC Classification
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HD38.5.H86 2008
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| NLM classification
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83.71bcl
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| Added Entry
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Odegaard, Mary Ann.
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