Advertisement

Supply Chain Inventory Management

Chapter
  • 312 Downloads

Abstract

The effective management of supply channel inventories is perhaps the most fundamental objective of supply chain management (SCM). Up to this point, the focus of SCM has concentrated on how channel strategies, partnerships, network designs, and operations management plans can provide today’s enterprise with the ability to leverage channel network resources to activate business processes and core competencies that merge infrastructure, share risk and cost, reduce design time to market, and exploit technology tools to anticipate and create new vistas for competitive leadership. Although these strategic topics have dominated the discussion, it must be remembered that SCM has an equally important operations side at the core of which resides the management of supply channel inventories.

Preview

Unable to display preview. Download preview PDF.

Unable to display preview. Download preview PDF.

Notes

  1. 1.
    Robert V. Delaney, Seventh Annual State of Logistics Report. St. Louis, MO: Cass Information Systems, 1996, Figure 15, Supporting Data I.Google Scholar
  2. 2.
    Helen L. Richardson, “Speed Replaces Inventory,” Transportation 0000 Distribution, 37, (4) (November 1996), 71.Google Scholar
  3. 3.
    This section has been adapted from David F. Ross, Distribution: Planning and Control. New York: Chapman 0000 Hall, 1996, pp. 216–219.Google Scholar
  4. 4.
    This example is drawn from Richard J. Schonberger, World Class Manufacturing: The Next Decade. New York: The Free Press, 1996, pp. 167–168.Google Scholar
  5. 5.
    Justin Martin, “Are You as Good as You Think You Are?” Fortune, 134 (6), (1996), 142–152.Google Scholar
  6. 6.
    See the discussion in Andre Martin, Infopartnering. Essex Junction, VT: omeno, 1994, pp. xv-xxiv.Google Scholar
  7. 7.
    Sarah H. Bergin, “Recognizing Excellence in Logistics Strategies,” Transportation 0000 Distribution, 37 (10) (October 1996), pp. 52–53.Google Scholar
  8. 8.
    Jay W. Forrester, “Industrial Dynamics: A Major Breakthrough for Decision Makers,” Harvard Business Review,(July—August 1958), 23–52.Google Scholar
  9. 9.
    Andre Martin, DRP: Distribution Requirements Planning, 2nd ed. Essex Junction, VT: Oliver Wight Limited Publications, Ltd., 1990, pp. 103–104.Google Scholar
  10. 10.
    See the discussion in Christopher Gopal and Harold Cypress, Integrated Distribution Management. Homewood, IL: Business One Irwin, 1993, pp. 109–113.Google Scholar
  11. 11.
    Martin, Infopartnering,p. 31.Google Scholar
  12. 12.
    Sarah H. Bergin, “Recognizing Excellence in Logistics Strategies,” Transportation & Distribution, 37 (10) (October 1996), 56.Google Scholar
  13. 13.
    See the discussion in Gopal and Cypress, pp. 124–125.Google Scholar
  14. 14.
    Leslie Hansen Harps, “Case Corp. Constructs Logistics Model of the Future,” Inbound Logistics, 16 (10) (October 1996), 25–32.Google Scholar
  15. 15.
    Joseph Orlicky, Materials Requirements Planning. New York: McGraw-Hill, 1975, pp. 22–25.Google Scholar
  16. 16.
    See the story in Martin, Infopartnering,pp. 56–65.Google Scholar
  17. 17.
    For a detailed analysis of the literature see Lisa M. Ellram and Thomas E. Hendrick, “Partnering Characteristics: A Dyadic Perspective,” Journal of Business Logistics, 16 (1) (1995), 41–43.Google Scholar
  18. 18.
    Ibid,pp. 41–64.Google Scholar
  19. 19.
    This first-hand overview of Quaker’s supplier management practices can be found in Rhonda R. Lummus, Supply Chain Management: Balancing the Supply Chain with Customer Demand. Falls Church, VA: APICS Educational 0000 Research Foundation, Inc., 1997, p. 21.Google Scholar

Copyright information

© Springer Science+Business Media New York 1998

Authors and Affiliations

  1. 1.ChicagoUSA

Personalised recommendations