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" Supply chain construction : "
William T. Walker.
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BL
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715401
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b537554
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| Main Entry
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William T. Walker.
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| Title & Author
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Supply chain construction : : the basics for networking the flow of material, information, and cash\ William T. Walker.
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| Publication Statement
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Boca Raton ; London ; New York: CRC Press, cop., 2016
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| Series Statement
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Series in resource management
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XXIX, 454 str. : tabele, graf. prikazi ; 24 cm.
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| ISBN
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1482240467
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: 9781482240467
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| Contents
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Eight StepsPrologueName Your Supply Chain ScenarioLet's Get StartedComplete This Eight-Step ApproachSet a Focused Objective to Connect the Market and ProductWrite a Supply Chain Construction Requirements SpecificationStudy the Blueprint Before Beginning ConstructionIn SummaryThe Blueprint--"Make It Work"You Don't Know What You Don't KnowFollow the BlueprintBuild a Forward Supply Chain-A Comprehensive ExampleIn SummaryBuilding RelationshipsStaffing the Dream TeamSign Up for the JourneyKnow When to Start and End a Supply Chain Construction ProjectOrganize the Supply Chain Construction ProjectEducate and TrainBuild Trust within Parent Organization RelationshipsDevelop Network RelationshipsBuild Trust with External RelationshipsIn SummaryCash FlowA Dollar Wise and 10 Million FoolishGet a Handle on the BalanceCash in on the Cash-to-Cash CycleLet the Velocity and Variability Principles Guide ConstructionBuild an Information BackboneProfit from the MarginPrice Based on CostForecast Cash ReplenishmentBudget Cash for the Supply Chain Construction ProjectFund the Construction ProjectIn SummaryMakeConnecting the DotsKnow What Your Customer ValuesUnderstand What Makes a Good FactorySelect the Best FactoryCompare Factory Price/Landed Costs for DistributionPrepare the RFQEvaluate First SamplesOptimize Midbound Logistics CostsBeware the Hidden Costs of Offshore ManufacturingIn SummarySourceWhen You Care Enough to Source the Very BestStart with Part NumberingTranslate the BOM into Requirements for a Supply BasePractice Commodity ManagementDetermine a Material Budget before Shopping for SuppliersSelect the Best SupplierOptimize Inbound Logistics CostsOutsourcing the Supply Base: A Case StudyIn SummaryDeliverWhere in the World Has My Product Gone?Know the Nature of Market DemandUse Customer Preferences to Define Delivery ChannelsUnderstand What Makes a Good DistributorEmbrace Specialized ItSelect the Best Distribution NetworkOptimize Outbound Logistics CostsIn SummaryReturnNo Deposit, No ReturnAccommodate Returns in the Forward NetworkBuild a Reverse Supply Chain--A Comprehensive ExampleIn SummaryDemand PlanningAll Forecasts Are WrongFocus on Consistent, Reliable DeliveryLet the Vocalize and Visualize Principles Guide ConstructionWork from the Big PictureForecast the OrderCapture the OrderBroadcast the OrderIn SummaryInventory ManagementIn Stock, No ProblemAsk These Eight Inventory QuestionsGet the Lay of the LandPush Inventory into the Push/Pull BoundarySet Lot Size, Reorder Point, Lead Time, and Safety StockPull Inventory Out of the Push/Pull BoundaryIn SummaryPerformance Measures--Make It Work WellYou Get What You MeasureMeasure KPIsWork with This Basic Performance Measurement SystemUse a Value Circle to Make ComparisonsValidate Performance to Gain Customer AcceptancePerformance DiagnosticsImprove the MarginDecrease the Network Inventory InvestmentTrack Project Team Progress Against the PlanIn SummaryUsing Excel to Plot a Value CircleRisk Management--"Make It Work in a Flexible, Risk- Tolerant Manner"Risky BusinessComplete the Current Supply Chain Construction ProjectSeparate What You Can Control from What You Cannot ControlChange the Product-If You CanChange the Network-If You CanChange the Business Model-If You CanRisk ManagementIn SummaryEpilogueBibliography
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William T Walker
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