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[null,"1.","Record Nr.",null,"UNINA9910627264003321"]
[null,null,"Autore",null,"Schönsleben Paul"]
[null,null,"Titolo",null,"Handbook integral logistics management : operations and supply chain management within and across companies / / Paul Schönsleben"]
[null,null,"Pubbl/distr/stampa",null,"Berlin, Germany : , : Springer, , [2023]"]
[{"$nulls":4},"©2023"]
[null,null,"ISBN",null,"3-662-65625-6"]
[null,null,"Edizione",null,"[6th ed.]"]
[null,null,"Descrizione fisica",null,"1 online resource (901 pages)"]
[null,null,"Disciplina",null,"260"]
[null,null,"Soggetti",null,"Business logistics"]
[null,null,"Lingua di pubblicazione",null,"Inglese"]
[null,null,"Formato",null,"Materiale a stampa"]
[null,null,null,"Livello bibliografico","Monografia"]
[null,null,null,"Nota di bibliografia","Includes bibliographical references and index."]
[null,null,"Nota di contenuto",null,"Intro -- Foreword to the Sixth Edition -- Foreword to the First Edition -- Acknowledgments (Third to Sixth Editions) -- Acknowledgments (First and Second Editions) -- Overview of Contents -- Contents -- Detailed Contents -- Introduction -- Structure of the Book -- Notes to the Reader and Additional Teaching Material -- 1 Logistics, Operations, and Supply Chain Management -- 1.1 Basic Concepts, Issues, and Challenges -- 1.1.1 Important Terms of the Working Environment and of Business Life -- 1.1.2 Service, and Service Orientation in the Classical Industry -- 1.1.3 Service Industry, and Product Orientation in the Service Industry -- 1.1.4 The Industrial Product-Service System -- 1.1.5 The Product Life Cycle, and Logistics and Operations Management -- 1.1.6 The Synchronization of Supply and Demand Using Inventories -- 1.1.7 The Supply Chain and the Extended Enterprise, Supply Chain Management and Integral Logistics Management -- 1.1.8 The Role of Planning and Control and the SCOR Model -- 1.2 Business Objects -- 1.2.1 Business-Partner, and Order-Related Business Objects -- 1.2.2 Product-Related Business Objects -- 1.2.3 Process-Related Business Objects -- 1.2.4 Resource-Related Business Objects -- 1.2.5 Rough-Cut Business Objects -- 1.3 Strategies in the Entrepreneurial Context -- 1.3.1 Entrepreneurial Objectives in a Company and in a Supply Chain -- 1.3.2 Resolving Conflicting Entrepreneurial Objectives -- 1.3.3 Customer Order Penetration Point (OPP) and Coordination with Product and Process Design -- 1.3.4 Target Area Flexibility: Investments in Enabling Organizations, Processes, and Basic Technologies -- 1.3.5 Enabling Technologies Toward Personalized Production -- 1.4 Performance Measurement -- 1.4.1 The Basics of the Measurement, "]
[{"$nulls":4},"Meaning, and Practical Applicability of Logistics Performance Indicators."]
[{"$nulls":4},"1.4.2 Performance Indicators in the Target Area of Quality -- 1.4.3 Performance Indicators in the Target Area of Costs -- 1.4.4 Performance Indicators in the Target Area of Delivery -- 1.4.5 Performance Indicators in the Target Area of Flexibility -- 1.4.6 Performance Indicators of the Primary Entrepreneurial Objective -- 1.5 Summary -- 1.6 Keywords -- 1.7 Scenarios and Exercises -- 1.7.1 Rough-Cut Business Objects -- 1.7.2 Improvements in Meeting Entrepreneurial Objectives -- 1.7.3 Entrepreneurial Objectives and ROI -- 1.7.4 Assessing the Economic Value Added (EVA) of Supply Chain Initiatives -- 1.8 References -- 2 Supply Chain Design: Business Relations and Risks -- 2.1 Ownership and Trade in a Supply Chain -- 2.1.1 The Make-or-Buy Decision - Transaction Costs as the Basis of Forming Companies -- 2.1.2 Global Trading - Value-Content Requirements and Tariff-Orientation in a Supply Chain -- 2.1.3 Total Cost of Ownership in a Global Supply Chain -- 2.2 Strategic Procurement -- 2.2.1 Overview on Strategic Procurement -- 2.2.2 Traditional Market-Oriented Relationship Compared with CustomerSupplier Partnership -- 2.2.3 Strategic Procurement Portfolios -- 2.2.4 Strategic Selection of Suppliers -- 2.2.5 Basics of Supplier Relationship Management and E-Procurement Solutions -- 2.3 Designing a Partnership Relationship -- 2.3.1 Target Area Strategies for Intensive Cooperation -- 2.3.2 The Advanced Logistics Partnership (ALP) Model, a Framework for Implementation of Intensive Cooperation in the Supply Chain -- 2.3.3 Top Management Level: Building Trust and Establishing Principal Relationships -- 2.3.4 Middle Management Level: Working Out Collaborative Processes in the Supply Chain -- 2.3.5 Operational Management Level: Collaborative Order Processing - Avoiding the Bullwhip Effect -- 2.3.6 Example Practical Application."]
[{"$nulls":4},"2.3.7 The Virtual Enterprise and Other Forms of Coordination among Companies -- 2.4 Supply Chain Risk Management -- 2.4.1 Identification of Supply Chain Risks -- 2.4.2 Assessment of Supply Chain Risks -- 2.4.3 Handling Supply Chain Risks -- 2.5 Summary -- 2.6 Keywords -- 2.7 Scenarios and Exercises -- 2.7.1 Advanced Logistics Partnership (ALP) -- 2.7.2 Evaluate Company Relationships in the Supply Chain -- 2.8 References -- 3 Supply Chain Design: Location Planning and Sustainability -- 3.1 Design Options for Integrated Production, Distribution, and Service Networks -- 3.1.1 Design Options for Production Networks -- 3.1.2 Design Options for Distribution Networks -- 3.1.3 Network Structure for Decentralized Distribution, and Design Options for Retail Networks -- 3.1.4 Design Options for Service Networks -- 3.1.5 Design Options for Transportation Networks -- 3.1.6 Integration of the Portfolios of the Partial Networks -- 3.2 Location Selection and Location Configuration -- 3.2.1 Location Selection Using Qualitative Methods and Factor Rating -- 3.2.2 Location Selection and Location Configuration with Linear Programming -- 3.3 Sustainable Supply Chains -- 3.3.1 The Changing Concept of Sustainability with Reference to the Triple Bottom Line -- 3.3.2 Economic Opportunities for Social Commitment -- 3.3.3 Economic Opportunities for Environmental Commitment -- 3.3.4 Energy Management Concepts and Measures for Improved Environmental Performance -- 3.3.5 The Measurement of the Environmental Performance -- 3.3.6 Social and Environmental Dimensions in Industrial Practice -- 3.4 Summary -- 3.5 Keywords -- 3.6 Scenarios and Exercises -- 3.6.1 Location Configuration with Linear Programming -- 3.7 References -- 4 Process Analysis and Concepts for Planning &amp -- Control -- 4.1 Elements of Business Process Management -- 4.1.1 Terms in Business Process Engineering."]
[{"$nulls":4},"4.1.2 Order Management and Graphic Presentation of Logistics Processes -- 4.2 Push and Pull in the Design of Business Processes -- 4.2.1 Pull Logistics -- 4.2.2 Push Logistics -- 4.2.3 The Temporal Synchronization between Use and Manufacturing with Inventory Control Processes -- 4.3 Important Techniques of Analysis in Business Process Engineering -- 4.3.1 Organization-Oriented Process Chart -- 4.3.2 Manufacturing and Service Processes in the Company-Internal and Transcorporate Layout -- 4.3.3 Detailed Analysis and Time Study of Processes -- 4.4 Characteristic Features Relevant to Planning &amp -- Control in Supply Chains -- 4.4.1 Principle and Validity of Characteristics in Planning &amp -- Control -- 4.4.2 Six Features in Reference to Customer, and Item or Product or Product Family -- 4.4.3 Five Features in Reference to Logistics and Production Resources -- 4.4.4 Seven Features in Reference to the Production or Procurement Order -- 4.4.5 Important Relationships between Characteristic Features -- 4.4.6 Features of Transcorporate Logistics in Supply Chains -- 4.5 Branches, Production Types, and Concepts for Planning &amp -- Control -- 4.5.1 Branches of Industry in Dependency upon Characteristic Features -- 4.5.2 Production Types -- 4.5.3 Concepts for Planning &amp -- Control -- 4.5.4 Selecting an Appropriate Branch Model, Production Type, and Concept for Planning &amp -- Control -- 4.6 Summary -- 4.7 Keywords -- 4.8 Scenarios and Exercises -- 4.8.1 Concepts for Planning &amp -- Control within the Company -- 4.8.2 Synchronization between Use and Manufacturing with Inventory Control Processes -- 4.8.3 Basic Process Analysis and Manufacturing Processes in the Company-Internal Layout -- 4.9 References -- 5 The MRP II / ERP Concept: Business Processes and Methods -- 5.1 Business Processes and Tasks in Planning &amp -- Control."]
[{"$nulls":4},"5.1.1 The MRP II Concept and Its Planning Hierarchy -- 5.1.2 Part Processes and Tasks in Long-Term and Medium-Term Planning -- 5.1.3 Part Processes and Tasks in Short-Term Planning &amp -- Control -- 5.1.4 Reference Model of Processes and Tasks in Planning &amp -- Control -- 5.1.5 Beyond MRP II: DRP II, Integrated Resource Management, and the \"Theory of Constraints\" -- 5.2 Master Planning - Long-Term Planning -- 5.2.1 Demand Management: Bid and Customer Blanket Order Processing and Demand Forecasting -- 5.2.2 Sales and Operations Planning and Resource Requirements Planning -- 5.2.3 Master Scheduling and Rough-Cut Capacity Planning -- 5.2.4 Supplier Scheduling: Blanket Order Processing, Release, and Coordination -- 5.3 Introduction to Detailed Planning and Execution -- 5.3.1 Basic Principles of Materials Management Concepts -- 5.3.2 Overview of Materials Management Techniques -- 5.3.3 Basic Principles of Scheduling and Capacity Management Concepts -- 5.3.4 Overview of Scheduling and Capacity Management Techniques -- 5.3.5 Available-to-Promise and Capable-to-Promise -- 5.4 Logistics Business Methods in R&amp -- D (*) -- 5.4.1 Integrated Order Processing and Simultaneous Engineering -- 5.4.2 Release Control and Engineering Change Control -- 5.4.3 Different Views of the Business Object According to Task -- 5.5 Summary -- 5.6 Keywords -- 5.7 Scenarios and Exercises -- 5.7.1 Master Scheduling and Product Variants -- 5.7.2 Available-to-Promise (ATP) -- 5.7.3 Theory of Constraints -- 5.7.4 Master Planning Case -- 5.8 References -- 6 The Lean / Just-in-Time Concept and Repetitive Manufacturing -- 6.1 Characterizing Lean / Just-in-Time and Repetitive Manufacturing -- 6.1.1 Just-in-Time and Jidoka - Increasing Productivity through Reduction of Overburdening, Unevenness, and Useless Effort, or Waste."]
[{"$nulls":4},"6.1.2 Characteristic Features for Simple and Effective Planning &amp."]