University of Cebu-Banilad Library

Part I Strategic operations management -- Chapter 1 Operations and supply chain strategy -- Chapter 2 Quality management -- Chapter 3 New product development -- Part II Tools and tactical issues -- Chapter 4 Process design and analysis -- Chapter 5 Forecasting -- Chapter 6 Independent demand inventory -- Chapter 7 Dependent demand inventory -- Chapter 8 Project management -- Chapter 9 Optimization and simulation modeling -- Chapter 10 Capacity planning -- Chapter 11 Quality improvement methods --Part III The extended enterprise -- Chapter 12 Lean enterprise -- Chapter 13 Technology and integrated supply management -- Chapter 14 Global supply chain and service integration.

"The importance of operations/supply chain management.

What is operations management, and why do we care? Consider a product or service that you have bought recently - a cell phone, perhaps. Why did you choose this particular product or service rather than a competitor's? Was it better quality? Less expensive? More convenient? More attractive? Whatever the reason, the company or organization that provided the product or service had numerous decisions to make before that product or service got to you-decisions regarding where and how to produce it, what it should include, how it should be delivered, and so on. Let's examine a few examples from a "typical" day for the reader of this book:

Breakfast: Whether you had a Kellogg's Eggo Waffle, a quick bagel from the corner bakery, or simply a piece of fruit, someone had to (1) grow the ingredients, (2) purchase and acquire the ingredients and packaging, (3) produce the product (bake the bagel or waffle), and (4) deliver the product to you, the store, or the restaurant...

Transportation: How did you get to school or work today? Someone had to design and produce the cat, bike, or train you probably traveled on...

Clothing: Where did the clothing you are wearing come from? Did you sew it yourself? Did you buy it online or in a store? How was it made? Who chose the sizes it would be produced in? Who chose what styles and colors would be made?

These are the types of decisions and issues on which this text will focus. Logistics Management consists of the processes that effectively produce, transform, and deliver a product or service. As Figure A.1 illustrates, every organization must transform inputs such as labor, materials, machinery, and equipment into outputs such as a car, a computer, a sandwich from a fast-food restaurant, or a medical diagnosis from a doctor.
In general, operations management refers to processes within a single firm or organization, whereas supply chain management (SCM) refers to processes and exchange across multiple organizations. Over the past 10 to 20 years, companies have increasingly integrated their operations and information flows with those of their suppliers, distributors, and customers. Leading proponents of a supply chain approach to managing value-added activities across multiple organizations include companies such as Wal-Mart, Procter & Gamble, Cisco Systems, and Apple. Supply chain management is the organization of supply chain activities, including purchasing of raw materials and components from suppliers, distribution of parts and finished goods, and administration of the relationship with customers, in order to maximize customer value and maximize competitive advantage. SCM involves a coordinated effort by a group of organinzations to manage." -- Provided by the publisher

Adult

Donation Biore, Christopher College of Business and Accountancy Business / Management

Text in English