Download Logistics Management and Strategy 5th edition: Competing by Alan Harrison PDF

By Alan Harrison

Listed as one of many most sensible ten provide chain books of all time on!


A concise, utilized and strategic creation to the topic of logistics and provide chain administration, ideal for contemporary managers and scholars of logistics and provide chain management.


Logistics and provide chain administration proceed to rework the aggressive panorama and became certainly one of today’s key enterprise matters. This 5th variation of Logistics administration and Strategy keeps to take a realistic, built-in and foreign method of logistics, and comprises the very most modern study to mirror the leading edge and intriguing advancements during this topic area.


A transparent framework publications the reader in the course of the 4 components of the publication, covering;

  • an advent to logistics and its contribution to competitiveness and price construction,
  • leveraging logistics operations in the context of the buyer
  • supplier partnerships, interfaces and the demanding situations of integration
  • leading-edge pondering in logistics and the long run demanding situations ahead

This new version contains;


·    15+ new situations (including Heineken, Unilever and Johnson and Johnson)
- coverage of catastrophe logistics and company Social accountability from the provision chain perspective
- dialogue of world governance of the provision chain
- much more insurance on worth and logistics expenditures and segmented provide chain process, equipping the reader with the newest thinking



'Well written and features a wealth of invaluable principles and concepts.' – Dr Jan de Vries, college of Groningen

'Very updated, either when it comes to its conceptual framework and the themes covered.  Remarkably transparent and straightforward to read.' – Dr Tony Whiteing, college of Huddersfield


Alan Harrison used to be Professor of Operations and Logistics at Cranfield tuition of administration, and Director of study on the Cranfield Centre for Logistics and provide Chain Management.

Remko van Hoek is vacationing Professor of offer Chain administration on the Cranfield Centre for Logistics and provide Chain administration. he's additionally leader Procurement Officer at GDF SUEZ/Cofely the Netherlands.

Heather Skipworth is Senior learn Fellow at Cranfield university of administration, The Cranfield Centre for Logistics and provide Chain Management.

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Additional resources for Logistics Management and Strategy 5th edition: Competing through the Supply Chain (5th Edition)

Sample text

We have taken the view that logistics and supply chain management (SCM) are sufficiently different for sepa­ rate definitions to be needed. We have included these definitions in Chapter 1: logistics is a subset of SCM. 'Supply chain' and 'supply network' are used inter­ changeably, although we favour 'chain' for a few organisations linked in series and 'network' to describe the more complex inter-linkages found in most situa­ tions. Again, our position is explained in Chapter 1. A summary is provided at the end of each chapter to help you to check that you have understood and absorbed the m ain points in that chapter.

Logistics is concerned with m an­ aging two key flows: • material flow of the physical goods from suppliers through the distribution cen­ tres to stores and for the online business through to the end-customer; • information flow of demand data from the end-customer back to purchasing and to suppliers, and supply data from suppliers to the retailer, so that material flow can be planned and controlled accurately. The logistics task of managing material flow and information flow is a key part of the overall task of supply chain management.

We expect you to address at least the first tiers of demand and supply. You w ill derive further benefit from researching additional tiers, and by developing the linkage of relationships th a t is involved. Explain how these w ork in practice, and how materials flo w between the different tiers. , 1998) An im portant point here is th at the supply network should be viewed as a system. All processes w ithin the network need to be understood in terms of how they interact with other processes. No organisation is an island: its inputs and outputs are affected by the behaviour of other players in the network.

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