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210123 ||| eng |
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|a 9781292083827
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| 050 |
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4 |
|a HD38.5
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| 100 |
1 |
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|a Christopher, Martin
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| 245 |
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|a Logistics & supply chain management
|c Martin Christopher
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|a Logistics and supply chain management
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| 250 |
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|a Fifth edition
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| 260 |
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|a Harlow, United Kingdom
|b Pearson Education
|c 2016
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| 300 |
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|a 1 volume
|b illustrations
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0 |
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|a Understanding the cost-to-serve -- Customer profitability analysis -- Direct product profitability -- Cost drivers and activity-based costing -- Chapter 5 Matching supply and demand -- The lead-time gap -- Improving visibility of demand -- The supply chain fulcrum -- Forecast for capacity, execute against demand -- Demand management and planning -- Collaborative planning, forecasting and replenishment -- Chapter 6 Creating the responsive supply chain -- Using the volume/variability matrix -- Product 'push' versus demand 'pull' -- The Japanese philosophy -- The agile supply chain
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|a The impact of out-of-stock -- Customer service and customer retention -- Market-driven supply chains -- Defining customer service objectives -- Setting customer service priorities -- Setting service standards -- Chapter 3 Going to market -- Distribution channels are value delivery systems -- Innovation in the distribution channel -- The omni-channel revolution -- Omni-channel retailing -- Chapter 4 Measuring logistics costs and performance -- Logistics and the bottom line -- Logistics and shareholder value -- Logistics cost analysis -- The concept of total cost analysis
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|a Includes bibliographical references and index
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|a Cover -- Title Page -- Copyright Page -- About the author -- Contents -- Preface -- Publisher's acknowledgements -- Chapter 1 Logistics, the supply chain and competitive strategy -- Supply chain management is a wider concept than logistics -- Competitive advantage -- The supply chain becomes the value chain -- The mission of logistics management -- The supply chain and competitive performance -- The changing competitive environment -- Chapter 2 Delivering customer value -- The marketing and logistics interface -- Delivering customer value -- What is customer service?
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|a The foundations of agility -- A routemap to responsiveness -- Chapter 7 Strategic lead-time management -- Time-based competition -- The concept of lead-time -- Logistics pipeline management -- Reducing logistics lead-time -- Chapter 8 The synchronous supply chain -- The extended enterprise and the virtual supply chain -- The role of information in the virtual supply chain -- Laying the foundations for synchronisation -- 'Quick response' logistics -- Production strategies for QR -- Logistics systems dynamics -- Chapter 9 Complexity and the supply chain -- The sources of supply chain complexity
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|a The cost of complexity -- Product design and supply chain complexity -- Mastering complexity -- Chapter 10 Managing the global pipeline -- The trend towards globalisation in the supply chain -- Gaining visibility in the global pipeline -- Financing global supply chains -- Organising for global logistics -- Thinking global, acting local -- The future of global sourcing -- Chapter 11 Service logistics -- What is a service? -- Buying performance -- The service dominant logic -- The trend to 'servitisation' -- Implications of servitisation for logistics -- The critical role of capacity
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|a Delivery of goods / Management / fast
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| 653 |
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|a Business logistics / Cost effectiveness / fast
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| 653 |
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|a Logistique (Organisation) / Coût-efficacité
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| 653 |
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|a Livraison de marchandises / Gestion
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| 653 |
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|a Delivery of goods / Management
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| 653 |
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|a Business logistics / Cost effectiveness
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| 041 |
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|a eng
|2 ISO 639-2
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| 989 |
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|b OREILLY
|a O'Reilly
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| 776 |
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|z 9781292083797
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| 856 |
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|u https://learning.oreilly.com/library/view/~/9781292083827/?ar
|x Verlag
|3 Volltext
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|a 658
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|a 658.5
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|a 330
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|a Effective development and management of supply chain networks helps businesses cut costs and enhance customer value. This 5th edition provides the most up-to-date practical tools to manage the people and processes that allow businesses to gain and maintain competitive advantage through their supply chains
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