By David Frederick Ross (auth.)
SCM is among the most well-liked issues in production and distribution, and prefer JIT and TQC it calls for a company dedication. This publication presents either basic rules of SCM in addition to a suite of guidance to aid in useful software of SCM. will probably be one of many first books out there that bargains solely with SCM and its software. Readers within the educational, administration sciences, revenues, advertising and executive environments will locate this booklet of specific interest.
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Extra resources for Competing Through Supply Chain Management: Creating Market-Winning Strategies Through Supply Chain Partnerships
Today, competitive advantage belongs to those supply channels that can activate concurrent business processes and core competencies that merge infrastructures, share risk and costs, leverage the shortness of today's product life cycles, and reduce time to market, and that gain and anticipate new vistas for competitive leadership. Implementing SCM Converting the principles of SCM into a detailed program for competitive advantage is perhaps one of the most difficult challenges for even the best of organiza- 16 / Competing Through Supply Chain Management tions.
Often physical distribution is so closely tied to customer service, forecasting, and channel management that, in some companies, is actually part of the marketing/sales department. Physical distribution activities can be described in detail as including warehousing, transportation, finished goods handling and control, value-added processing, customer order administration, warehouse sitellocation analysis, product packaging, shipping, and returns goods management. Although it can be rightfully argued that separating logistics into the above two categories is somewhat artificial, the objective of the exercise is not to describe an organizational structure but to communicate concrete valueadded activities that detail the flow of products and information as they move up and down the channel supply system.
In addition, there is no easy formula to follow to guarantee the successful implementation of SCM. Each company may have a different experience depending on their goals and points of emphasis. , the North American representative of the BASF Group with $5 billion in sales and 16,000 employees, has discovered 5 success factors in developing their SCM initiative. The first is the selection of "world-class" supply channel partners, ranging from logistics to computer software support, that assist the company to leverage state-of-the-art services and technologies.