Supply Chain Management — Redefining the Transformation Process By Steven A. Melnyk, Ph.D., CPIM Pages: 90 PDF Price: $19.00 Print Price: $25.00 (Plus Shipping & Handling) In the last five years, the nature of the operations management system has dramatically changed. It has expanded beyond the walls of the internal factory to include the capabilities, skills and capacities of its suppliers and the insights of its customers. This new expanded system is now referred to as the supply chain. This transformation has occurred because of the need of firms to enhance their competitiveness and to deliver superior value to their customers. This new system, while succeeding in delivering better value, has created a more complex and dynamic environment. It is an environment in which the activities of more parties have to be considered and coordinated. In this book, "Supply Chain Management — Redefining the Transformation Process, Steve Melnyk discusses how supply chain management demands that we include such groups as purchasing (representing the firm as buyer), our suppliers, our customers and logistics. All elements must be considered when managing the supply chain. Author bio: Steven A. Melnyk, Ph.D., CPIM, is professor of operations management at Michigan State University. He is the lead author of more than eight books. He is also the editor of the first work devoted to the study of tooling in production and inventory control (Grand Rapids APICS/Michigan State University, 1988). His research interests include supply chain management, metrics/system measurement, time-based competition (TBC) and environmentally responsible manufacturing (ERM). Dr. Melnyk is an active researcher whose articles have appeared in such international and national journals as the International Journal of Production Research, the International Journal of Operations and Production Research, the Journal of Operations Management and Production and Inventory Management. In addition, Dr. Melnyk sits on the editorial review board for Production and Inventory Management and the International Journal of Production Research. He is also the software editor for APICS—The Performance Advantage and is the lead author of the monthly "Back to Basics" column found in that magazine. Dr. Melnyk's contributions to the theory and practice of production and inventory management were recognized in 1992 by the Grand Rapids Chapter of APICS when they awarded him the Paul Berkobile Award. In addition, in 1999, Dr. Melnyk was recognized as a Faculty Pioneer by ASPEN Institute for his leading-edge work on integrating environmental concerns into business practice. Dr. Melnyk is listed in the 1995 to 1999 issues of Business Week: Guide to the Best Business Schools as one of the 10 outstanding faculty members of Michigan State University's MBA Program. Table of Contents Objectives Chapter 1. Transforming the Operations Management System • Souping Up the Supply Chain • Understanding the Changes • Overview of Supply Chains and Supply Chain Management Chapter 2. Upstream Supply Chain • Understanding the Role of the Suppliers • Benefits Offered by Suppliers Chapter 3. Why the Focus on Supply Chain Management Now? Chapter 4. Spectrum of Relationships • Transaction versus Collaborative Relationships in Supply Chain Management • Confrontation • Full Partnership • Virtual Corporations • The Learning Organization Chapter 5. Purchasing — The Link Between the OM System and Its Suppliers • Major Responsibilities of Purchasing Chapter 6. Process Tools for Supply Chain Management • Conventional Supply Chain Management Tools • Make/Buy Analysis • Cost of Quality in Make-Buy Analysis — An Example • Supplier Scheduling • Value Analysis/Value Engineering • Supplier Certification and Evaluation Chapter 7. Emerging Supply Chain Management Tools • Efficient Consumer Response • Collaborative Planning, Forecasting and Production Replenishment (CPFR) Chapter 8. New Developments in Supply Chain Management • Vendor Managed Inventories • Total Cost of Ownership (TCO) • Implementing Total Cost Analysis • Green Purchasing • Green Purchasing in Action • Global Supply Chain Management • Co-Location Chapter 9. Supply Chain Metrics Chapter 10. Interrelationship Management — Recognizing the Importance of People Chapter 11. Insourcing: The Next Stage in Supply Chain Management? Chaper 12. Summary Appendix A. Key Terms Appendix B. Solved Problems • Total Cost Of Ownership Appendix C. Selected Readings Appendix D. 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