When the first edition of this book was published in 1992, supply chain management as an idea was still in its infancy and relatively few companies had made it a priority. The same was true for logistics management, although its precursor, distribution management, was increasingly being recognised as important both in terms of cost and for its potential impact on sales. In the intervening years from the first to the fourth edition, many things have happened.
Firstly, there is now a much greater understanding of the role that supply chain management plays in creating competitive advantage. Whereas previously the focus was primarily tactical with a concern for optimising costs, now there is much more of a strategic focus with the emphasis on value creation and delivery. The second major change is the recognition that supply chain management is not just an extension of logistics management, but rather that it is about managing relationships across the complex networks that today's supply chains have become. A third significant change over that period is that the business environment has become a lot more volatile and hence less predictable. This transition from a relatively stable world to one that is much more turbulent requires supply chains to be capable of changing rapidly to meet changed circumstances. These changes are reflected in the additional material included in this new edition. Thus complexity management and the challenge of making the transition from a forecast-driven to a demand-driven business model are given greater emphasis. As ever, I have been greatly influenced in my thinking by the ideas and contributions of colleagues. I have had the privilege over the years to work with many academics and practitioners around the world who have provided me with inspiration as well as feedback on my ideas on how modern supply chains should be designed and managed. Long-standing collaborators include Alan Braithwaite, Chairman of LCP Consulting, Professor John Gattorna of Macquarie University, Australia, Professor Douglas Lambert of Ohio State University, USA and Professor Denis Towill of Cardiff University, UK.
them all.
Contents:
1. Logistics, the supply chain and competitive strategy
2. Logistics and customer value
3. Measuring logistics costs and performance
4. Matching supply and demand
5. creating the responsive supply chain
6. strategic lead-time management
7. the synchronous supply chain
8. complexity and the supply chain
9. Managing the global pipeline
10. Managing risk in the supply chain
11. the era of network competition
12. overcoming the barriers to supply chain integration
13. creating a sustainable supply chain
14. the supply chain of the future
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