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Listed as one of the top ten supply chain books of all time on www.supplychainopz.com!A concise, applied and strategic introduction to the subject of logistics and supply chain management, perfect for modern managers and students of logistics and supply chain management.Logistics and supply chain management continue to transform the competitive landscape and have become one of today's key business issues. This fifth edition of Logistics Management and Strategy continues to take a practical, integrated and international approach to logistics, and includes the very latest research to reflect the innovative and exciting developments in this subject area.A clear framework guides the reader through the four parts of the book, covering;an introduction to logistics and its contribution to competitiveness and value creation, leveraging logistics operations within the context of the customer supplier partnerships, interfaces and the challenges of integration leading-edge thinking in logistics and the future challenges aheadThis new edition contains;* 15+ new cases (including Heineken, Unilever and Johnson and Johnson)- coverage of disaster logistics and Corporate Social Responsibility from the supply chain perspective- discussion of global governance of the supply chain- even more coverage on value and logistics costs and segmented supply chain strategy, equipping the reader with the latest thinking'Well written and contains a wealth of valuable ideas and concepts.' - Dr Jan de Vries, University of Groningen'Very up-to-date, both in terms of its conceptual framework and the topics covered. Remarkably clear and easy to read.' - Dr Tony Whiteing, University of HuddersfieldAlan Harrison was Professor of Operations and Logistics at Cranfield School of Management, and Director of Research at The Cranfield Centre for Logistics and Supply Chain Management.Remko van Hoek is visiting Professor of Supply Chain Management at The Cranfield Centre for Logistics and Supply Chain Management. He is also Chief Procurement Officer at GDF SUEZ/Cofely the Netherlands.Heather Skipworth is Senior Research Fellow at Cranfield School of Management, The Cranfield Centre for Logistics and Supply Chain Management.
Contents
ContentsForeword xiiiPreface xvAuthors' acknowledgements xviiPublisher's acknowledgements xixHow to use this book xxiPlan of the book xxiiiPart One COMPETING THROUGH LOGISTICS1 Logistics and the supply chain 3Introduction 31.1 Logistics and the supply chain 41.1.1 Definitions and concepts 61.1.2 Supply chain: structure and tiering 81.2 Material flow and information flow 121.2.1 Material flow 121.2.2 Information flow 151.3 Competing through logistics 161.3.1 Hard objectives 171.3.2 Supportive capabilities 191.3.3 Soft objectives 251.3.4 Order winners and qualifiers 261.4 Logistics strategy 271.4.1 Defining 'strategy' 281.4.2 Aligning strategies 291.4.3 Differentiating strategies 301.4.4 Trade-offs in logistics 31Summary 32Discussion questions 33References 33Suggested further reading 342 Putting the end-customer first 35Introduction 352.1 The marketing perspective 362.1.1 Rising customer expectations 372.1.2 The information revolution 372.2 Segmentation 382.3 Demand profiling 462.4 Quality of service 502.4.1 Customer loyalty 512.4.2 Value disciplines 532.4.3 Relationship marketing and customer relationship management (CRM) 532.4.4 Measuring service quality 562.5 Setting priorities for logistics strategy 562.5.1 Step 1: Diagnose current approach to market segmentation 582.5.2 Step 2a: Understand buying behaviour 592.5.3 Step 2b: Customer value analysis 602.5.4 Step 3: Measure logistics strategy drivers 602.5.5 Step 4: Specify future approach to market segmentation 63Summary 68Discussion questions 69References 70Suggested further reading 713 Value and logistics costs 73Introduction 733.1 Where does value come from? 743.1.1 Return on investment (ROI) 753.1.2 Financial ratios and ROI drivers 773.2 How can logistics costs be represented? 793.2.1 Fixed/variable 813.2.2 Direct/indirect 853.2.3 Engineered/discretionary 873.3 Activity-based costing (ABC) 893.3.1 ABC example 913.3.2 Cost-time profile (CTP) 923.3.3 Cost-to-serve (CTS) 943.4 A balanced measurement portfolio 953.4.1 Balanced measures 963.4.2 Supply chain management and the balanced scorecard 973.4.3 Supply chain financial model 993.5 Supply
