LEADER 04095nam 2200553Ia 450 001 9910816227003321 005 20200520144314.0 010 $a1-62198-666-7 010 $a87-630-9971-3 035 $a(CKB)2670000000066313 035 $a(SSID)ssj0000647789 035 $a(PQKBManifestationID)11417821 035 $a(PQKBTitleCode)TC0000647789 035 $a(PQKBWorkID)10593812 035 $a(PQKB)10155099 035 $a(MiAaPQ)EBC3400786 035 $a(Au-PeEL)EBL3400786 035 $a(CaPaEBR)ebr10465547 035 $a(OCoLC)879010586 035 $a(EXLCZ)992670000000066313 100 $a20050519d2005 uy 0 101 0 $aeng 135 $aurcn||||||||| 181 $ctxt 182 $cc 183 $acr 200 10$aSupply chain management $ein theory and practice /$fBirgit Dam Jespersen & Tage Skjtt-Larsen 205 $a1st ed. 210 $aHerndon, VA $cCopenhagen Business School Press$d2005 215 $a170 p. $cill 300 $aBibliographic Level Mode of Issuance: Monograph 311 $a87-630-0152-7 320 $aIncludes bibliographical references and index. 327 $aIntro -- Supply Chain Management- in Theory and Practice -- Table of Contents -- Preface -- 1. Supply Chain Management - in Theory and Practice -- Background -- Purpose and Scope -- What is SCM? -- What is the Difference between Logistics and SCM? -- 2. SCM Frame of Reference -- Three Components in the SCM Concept -- Management components -- Main Types of Supply Chains -- What is Supply Chain Integration? -- Different Levels of SCM Cooperation -- What Characterises Successful SCM Cooperation? -- B& -- O - an Example of Supplier Segmentation -- 3. Strategic Implications of the SCM Concept -- The Competitive Situation -- SCM as a Value Generating Concept -- Competitive Advantage through SCM -- Benefits of the SCM Concept -- Principles for Managing Supply Chains -- Tax Optimisation in the Supply Chain -- 4. Process Orientation and Relationship Management -- Function or Process Orientation -- Team Organising -- Relationship Management -- Supplier Relationship Management (SRM) -- One-stop-logistics solution -- Customer Relationship Management (CRM) -- Vendor Managed Inventory (VMI) -- Efficient Consumer Response (ECR) -- ECR in Arla Foods -- Collaborative Planning, Forecasting and Replenishment (CPFR) -- Efficient Governance Structures -- CPFR and SCM -- 5. Information Systems as a Lever for Company Processes -- ERP and APS - Integrated Planning Systems -- Important Considerations in Connection with IT Implementation -- Case: Carlsberg Denmark A/S - Implementation of SAP APO -- The Internet and SCM -- From EDI to the Internet -- Electronic Purchasing -- Electronic Marketplaces -- 6. Performance Measurement in Supply Chains -- Measurement Methods -- Measurement Management in Coloplast Logistics -- Purpose and Goals Related to SCM Cooperation and Processes -- Adaptation of Goals and Expectations between Partners in the Supply Chain. 327 $a7. Implementation of the SCM Concept -- General Suggestions -- Organisational Challenges -- SCM Competence -- Strategic Considerations -- Risks inherent in the SCM Concept -- Risk of Opportunistic Behaviour -- Risk of Lock-in with the Wrong Partners -- Difficulties in Measuring Supply Chain Effectiveness -- Obtaining a "Fair" Sharing of Gains and Risks -- 8. Sanistaal's SCM Partnerships -- How Sanistaal works with SCM -- The readiness of the organisation -- Organisational challenges related to partnerships -- Example of a partnership -- SCM Cooperative Process -- Effects of cooperation -- A continual process -- References -- Index. 606 $aBusiness logistics 606 $aPurchasing$xManagement 615 0$aBusiness logistics. 615 0$aPurchasing$xManagement. 676 $a658.7 700 $aJespersen$b Birgit Dam$01602309 701 $aSkjott-Larsen$b Tage$0117164 801 0$bMiAaPQ 801 1$bMiAaPQ 801 2$bMiAaPQ 906 $aBOOK 912 $a9910816227003321 996 $aSupply chain management$93926242 997 $aUNINA