By Ed Rhodes, James P. Warren, Ruth Carter
This wide-ranging reader locates provide chain administration, lean creation and comparable perform in the holistic inspiration of overall product systems.Demonstrates the strategic relevance of handling offer chains and provide networks to organizational functionality and to various enterprise services, together with finance, layout, construction, environmental administration, details structures, and advertising. Considers sustainable provide chain administration around the carrier, production and approach sectors. displays the unconventional alterations in organizational ideals, practices and approaches which are priceless for a shift to provide chain administration in modern, worldwide, aggressive stipulations. Considers specific concerns and demanding situations for micro, small, and medium-sized businesses. includes readings which are interdisciplinary and foreign in concentration.
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Extra resources for Supply Chains and Total Product Systems: A Reader
But technical possibilities need to be set beside failures in supply chain applications as part of the more widely observed ‘discrepancy between IT investment and IT performance’ (Macdonald, 2004). Allowing for achievements in some lead companies, it seems doubtful that SCM in general has been significantly more immune from the ‘IT productivity paradox’ than other areas of management – as is indicated by UK examples of costly, IT-centred supply chain failures such as Mothercare (Politi, 2002) and Sainsbury (Macalister, 2005).
In the latter case, poor profits from car manufacture associated with excess production capacity in the industry contrast with aftermarket activity ‘which generates significant profits for vehicle manufacturers and their retail network’ (Seitz and Peattie, 2004). g. desktop printing and copying), transport equipment, buildings infrastructure (lifts, escalators, climate control and so on), and various types of household equipment and services. Partly as a consequence of regulatory pressures, aftermarket support has high priority in the financial services sector where it is associated with the development of extensive SCM roles by lead companies, such as where customer support services are outsourced.
Yet aftermarket support may be needed for long afterwards – for instance, 15 years or more in the case of cars and some financial products, and over 30 years for aircraft, aircraft engines, generating and transport equipment. Lead companies have responded by pursuing new aftermarket opportunities. For example, by 2003, 44 per cent of Rolls-Royce’s turnover derived from its aftermarket activities (Done, 2003). To sustain and develop this revenue, the company has extended its range of aftermarket services to provide customers with data from realtime monitoring of the performance of individual engines, contributing to reduced aircraft maintenance costs.