04898nam 22006375 450 991036724540332120210423233226.0981-13-8479-710.1007/978-981-13-8479-0(CKB)4100000008876908(MiAaPQ)EBC5841068(DE-He213)978-981-13-8479-0(PPN)238486923(EXLCZ)99410000000887690820190726d2020 u| 0engurcnu||||||||txtrdacontentcrdamediacrrdacarrierSupply Chain Management Strategy and Organization /by Mikihisa Nakano1st ed. 2020.Singapore :Springer Singapore :Imprint: Springer,2020.1 online resource (244 pages)981-13-8478-9 Includes bibliographical references and index.Part I Introduction and Basic Framework -- 1 What is a Supply Chain? -- 2 The Strategy-Structure-Process-Performance Framework -- Part II Static Theory of Supply Chain Management -- 3 Performance Trade-Offs -- 4 Supply Chain Strategies -- 5 Efficiency-Oriented Strategy -- 6 Responsiveness-Oriented Strategy -- 7 Hybrid Strategy -- Part III Dynamic Theory of Supply Chain Management -- 8 Overcoming Performance Trade-offs -- 9 Supply Chain Process Change -- 10 Roles of the SCM Steering Department -- Index.This book explains supply chain management (SCM) using the strategy–structure–process–performance (SSPP) framework. Utilizing this well-known framework of contingency theory in the areas of strategic management and organizational design, SCM is firmly positioned among management theories. The author specifically proposes a theoretical foundation of SCM that will be relevant to such areas as operations management, logistics management, purchasing management, and marketing. Both the static and dynamic sides of SCM are reported. On the static side, supply chain strategies are divided into three patterns: efficiency-oriented, responsiveness-oriented, and the hybrid efficiency- and responsiveness-oriented pattern. For each strategy, suitable internal and external supply chain structures and processes are proposed.　On the dynamic side, the big issue is to overcome performance trade-offs. Based on theories of organizational change, process change, and dynamic capabilities, the book presents a model of supply chain process change. On structure, the focus is on the role of an SCM steering department. Illustrative cases are included from such diverse industries as automobiles (Toyota and Nissan ), personal computers (Fujitsu), office equipment (Ricoh), air-conditioning (Daikin), tobacco (Japan Tobacco), chemicals and cosmetics (Kao), and casual fashion (Fast Retailing and Inditex).The strategy and organization of SCM is systematically presented on the basis of the SSPP framework. In particular, the relationships among three management elements—strategy, structure, and process—can be identified in an SCM context. From many of the cases contained in this volume, there emerges an understanding of how to analyze the success and failure factors of SCM using the SSPP framework. In addition, the reader sees not only the static side SCM such as process operation but also its dynamic side such as process innovation and process improvement.Production managementBusiness logisticsIndustrial procurementManagement information systemsIndustrial managementProductionhttps://scigraph.springernature.com/ontologies/product-market-codes/519010Logisticshttps://scigraph.springernature.com/ontologies/product-market-codes/519020Supply Chain Managementhttps://scigraph.springernature.com/ontologies/product-market-codes/519030Procurementhttps://scigraph.springernature.com/ontologies/product-market-codes/519040Business Process Managementhttps://scigraph.springernature.com/ontologies/product-market-codes/522020Business Information Systemshttps://scigraph.springernature.com/ontologies/product-market-codes/522030Production management.Business logistics.Industrial procurement.Management information systems.Industrial management.Production.Logistics.Supply Chain Management.Procurement.Business Process Management.Business Information Systems.658.7Nakano Mikihisaauthttp://id.loc.gov/vocabulary/relators/aut871655BOOK9910367245403321Supply Chain Management1945704UNINA