Fundamentals of Supply Chain Management: A Practitioner's Perspective
Edition: 2
Copyright: 2018
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Fundamentals of Supply Chain Management, A Practitioner’s Perspective is based on both authors many years of experience working in the field of supply chain management. It addresses the most fundamental concepts and best practices of contemporary supply chain management from the tactical and strategic perspectives, and is based on supply chain operations in the real world. The text provides a comprehensive overview of the business processes, value creating activities, and best practices for managing the end-to-end supply chain – from forecasting and demand management, to sourcing and procurement, to sales and operations planning, and through logistics (i.e., warehousing, distribution and transportation), out to the customer. It provides a structured description of all the most important components in the topic area. It is a great resource for both undergraduate and master degree students.
PLAN
CHAPTER 1 - Introduction to Supply Chain Management
CHAPTER 2 - Forecasting and Demand Planning
CHAPTER 3 - Supply Chain Planning
CHAPTER 4 - Inventory Management
SOURCE
CHAPTER 5 - Purchasing Management
CHAPTER 6 - Strategic Sourcing
CHAPTER 7 - Supplier Relationship Management
MAKE
CHAPTER 8 - Operations Management with LEAN and Six Sigma
DELIVER AND RETURN
CHAPTER 9 - Logistics: Warehousing, Transportation, and Reverse Logistics
CHAPTER 10 - Global Logistics and International Trade
CHAPTER 11 - Customer Relationship Management
CHAPTER 12 - Supply Chain Management in the Service Industry
ENABLE
CHAPTER 13 - Project Management
Associate Professor, Department of Supply Chain Management
Director, Supply Chain Management Undergraduate Program
Rutgers Business School
Rutgers, the State University of New Jersey
Bill was the Executive Director, Pharma Supply Chain with Novartis Pharmaceuticals for over thirty years before retiring in July 2014 and joining the Rutgers Business School faculty full time. While with Novartis, Bill held a number of supply chain management leadership positions with operational responsibility, both locally and globally, including ten years as Regional Head for North America, and two years as Global Head of Pharma Supply Chain Strategy. He also served as the Novartis representative on the Industry Advisory Board for the Center for Supply Chain Management at the Rutgers Business School for fourteen years, and as the Chairman of that Advisory Board for the last five.
He is a member of the American Production and Inventory Control Society (APICS), the Institute for Supply Management (ISM), and the Council of Supply Chain Management Professionals (CSCMP) where he serves as the Education Chair for the NJ Roundtable. He continues to be a frequent guest speaker at numerous industry and academic events.
Bill has a Bachelor of Science degree in Supply Chain Management from Bowling Green State University, a Masters Certificate in Project Management from George Washington University, and a Master of Administrative Sciences degree from Fairleigh Dickinson University.
Associate Professor, Department of Supply Chain Management
Director, Pathways to Partnership Program
Rutgers Business School
Rutgers, the State University of New Jersey
Gene was founder and President of the Cambridge Group, Project Management consulting and organizational development firm located in Bedminster, New Jersey. He has an international reputation in project management, communications; and operations management. He has over forty five years’ experience in management, project management, both line and staff positions, which enables him to deliver practical, common sense as well as theory-based perspectives.
Mr. Spiegle has performed consulting, conducted training and delivered workshops for organizations like AT&T, Bechtel, Black & Veatch, Boeing, Chrysler Corporation, City of Los Angeles DPW, and U. S. Corp. of Engineers, Datek Online Inc., General Motors, Hewlett Packard, MIT National Labs, Xerox Corporation and the United Nations.
Active in many organizations relative to the areas of his expertise, Gene has been a member of the Project Management Institute, Society of Manufacturing Engineers, The National Society of Professional Engineers, American Military Engineers, and Association for Quality Performance.
After retirement from the United Nations where he was Director of Projects, Mr. Spiegle served in various positions from President of a firm pioneering and specializing in automated systems to Vice-President of engineering of a Fortune 500 company. Gene holds degrees in psychology and engineering with an advanced degree in psychology. Mr. Spiegle has been an adjunct faculty in project management, engineering management, and communications at University of Pittsburgh and University of Alabama, The Conference Board of New York and Battelle Memorial Institute.
He is also the author and designer of “Project Management Guidelines”, a process currently utilized by many organizations to manage their projects. Gene’s book “Taming a Silent Killer - - Your Stress” was released in May of 2002 followed by “Project Management – The Basics for Success”
Fundamentals of Supply Chain Management, A Practitioner’s Perspective is based on both authors many years of experience working in the field of supply chain management. It addresses the most fundamental concepts and best practices of contemporary supply chain management from the tactical and strategic perspectives, and is based on supply chain operations in the real world. The text provides a comprehensive overview of the business processes, value creating activities, and best practices for managing the end-to-end supply chain – from forecasting and demand management, to sourcing and procurement, to sales and operations planning, and through logistics (i.e., warehousing, distribution and transportation), out to the customer. It provides a structured description of all the most important components in the topic area. It is a great resource for both undergraduate and master degree students.
PLAN
CHAPTER 1 - Introduction to Supply Chain Management
CHAPTER 2 - Forecasting and Demand Planning
CHAPTER 3 - Supply Chain Planning
CHAPTER 4 - Inventory Management
SOURCE
CHAPTER 5 - Purchasing Management
CHAPTER 6 - Strategic Sourcing
CHAPTER 7 - Supplier Relationship Management
MAKE
CHAPTER 8 - Operations Management with LEAN and Six Sigma
DELIVER AND RETURN
CHAPTER 9 - Logistics: Warehousing, Transportation, and Reverse Logistics
CHAPTER 10 - Global Logistics and International Trade
CHAPTER 11 - Customer Relationship Management
CHAPTER 12 - Supply Chain Management in the Service Industry
ENABLE
CHAPTER 13 - Project Management
Associate Professor, Department of Supply Chain Management
Director, Supply Chain Management Undergraduate Program
Rutgers Business School
Rutgers, the State University of New Jersey
Bill was the Executive Director, Pharma Supply Chain with Novartis Pharmaceuticals for over thirty years before retiring in July 2014 and joining the Rutgers Business School faculty full time. While with Novartis, Bill held a number of supply chain management leadership positions with operational responsibility, both locally and globally, including ten years as Regional Head for North America, and two years as Global Head of Pharma Supply Chain Strategy. He also served as the Novartis representative on the Industry Advisory Board for the Center for Supply Chain Management at the Rutgers Business School for fourteen years, and as the Chairman of that Advisory Board for the last five.
He is a member of the American Production and Inventory Control Society (APICS), the Institute for Supply Management (ISM), and the Council of Supply Chain Management Professionals (CSCMP) where he serves as the Education Chair for the NJ Roundtable. He continues to be a frequent guest speaker at numerous industry and academic events.
Bill has a Bachelor of Science degree in Supply Chain Management from Bowling Green State University, a Masters Certificate in Project Management from George Washington University, and a Master of Administrative Sciences degree from Fairleigh Dickinson University.
Associate Professor, Department of Supply Chain Management
Director, Pathways to Partnership Program
Rutgers Business School
Rutgers, the State University of New Jersey
Gene was founder and President of the Cambridge Group, Project Management consulting and organizational development firm located in Bedminster, New Jersey. He has an international reputation in project management, communications; and operations management. He has over forty five years’ experience in management, project management, both line and staff positions, which enables him to deliver practical, common sense as well as theory-based perspectives.
Mr. Spiegle has performed consulting, conducted training and delivered workshops for organizations like AT&T, Bechtel, Black & Veatch, Boeing, Chrysler Corporation, City of Los Angeles DPW, and U. S. Corp. of Engineers, Datek Online Inc., General Motors, Hewlett Packard, MIT National Labs, Xerox Corporation and the United Nations.
Active in many organizations relative to the areas of his expertise, Gene has been a member of the Project Management Institute, Society of Manufacturing Engineers, The National Society of Professional Engineers, American Military Engineers, and Association for Quality Performance.
After retirement from the United Nations where he was Director of Projects, Mr. Spiegle served in various positions from President of a firm pioneering and specializing in automated systems to Vice-President of engineering of a Fortune 500 company. Gene holds degrees in psychology and engineering with an advanced degree in psychology. Mr. Spiegle has been an adjunct faculty in project management, engineering management, and communications at University of Pittsburgh and University of Alabama, The Conference Board of New York and Battelle Memorial Institute.
He is also the author and designer of “Project Management Guidelines”, a process currently utilized by many organizations to manage their projects. Gene’s book “Taming a Silent Killer - - Your Stress” was released in May of 2002 followed by “Project Management – The Basics for Success”