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Solution manual for Logistics Management and Strategy 5th edition by Alan Harrison, Remko Van Hoek, Heather Skipwotrh 1292004150 9781292004150

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ISBN 10: 1292004150

ISBN 13: 9781292004150

Author: Alan Harrison, Remko Van Hoek, Heather Skipworth

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 ahead

This 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 Huddersfield

Alan 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.

Logistics Management and Strategy 5th Table of contents:

Part One: Competing Through Logistics

Introduction

1.1 Logistics and the Supply Chain

1.1.1 Definitions and Concepts

1.1.2 Supply Chain: Structure and Tiering

1.2 Material and Information Flow

1.2.1 Material Flow

1.2.2 Information Flow

1.3 Competing Through Logistics

1.3.1 Hard Objectives

1.3.2 Supportive Capabilities

1.3.4 Order Winners and Qualifiers

1.4 Strategy in Logistics

1.4.1 Defining ‘Strategy’

1.4.3 Differentiating Strategies

1.4.4 Trade-Offs in Logistics

2.1 The Marketing Perspective

2.1.2 The Information Revolution

2.2 Segmentation

2.3 Demand Profiling

2.4 Quality of Service

2.4.1 Customer Loyalty

2.4.2 Value Disciplines

2.4.3 Relationship Marketing and CRM

2.5 Segmented Supply Chain Strategy

2.5.1 Supply Chain and Marketing Alignment

2.5.2 The Supply Chain Strategy Drivers

2.5.3 Selecting Drivers for Segmentation

2.5.4 Four-Step Approach to Developing Segmented Supply Chain Strategy

3.1 Sources of Value

3.2 Financial Management and Supply Chain

3.2.1 ROCE and Supply Chain Implications

3.2.2 Financial Ratios and ROCE Drivers

3.3 Liquidity and Implications for Supply Chain

3.4 Logistics Costs

3.4.1 Fixed/Variable Costs

3.4.2 Direct/Indirect Costs

3.4.3 Engineered/Discretionary Costs

3.5 Activity-Based Costing (ABC)

3.5.1 Cost–Time Profile (CTP)

3.5.2 Cost-to-Serve (CTS)

3.6 Capital Investment Decisions

3.6.1 Investment Appraisal Approaches

3.6.2 Discounted Cash Flows

3.7 Balanced Measurement Portfolio

3.7.1 Balanced Measures

3.7.2 Balanced Scorecard in SCM

3.7.3 Supply Chain Operations Reference Model (SCOR)

Summary

Discussion Questions

References

Suggested Further Reading

Part Two: Leveraging Logistics Operations

Introduction

4.1 Drivers and Implications of Internationalisation

4.1.1 Logistical Implications

4.1.3 Global Consolidation

4.2 Strategies for Focused Factories and Centralisation

4.2.1 From Geographical to Product Segmentation

4.2.2 Centralised Inventories

4.3 Managing Complex Transit Times

4.3.2 Extended and Unreliable Transit

4.3.3 Consolidation Points

4.3.5 Price and Currency Fluctuations

4.3.6 Location Analysis

4.4 Layering, Tiering, and Plant Roles

4.4.1 Layering and Tiering

4.4.2 Evolving Roles of Plants

4.4.3 Reconfiguration Processes

4.5 Managing Risk

4.5.1 Immediate Risk Readiness

4.6 Reverse Logistics

4.7 Corporate Social Responsibility in SCM

4.8 Global Governance in SCM

4.8.2 Incorporating New Regions

4.8.3 Ownership in International Flows

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