Download Total Materials Management: Achieving Maximum Profits by Eugene L. Magad PDF

By Eugene L. Magad

Reflecting the improve position of materials/logistics administration in trendy aggressive company surroundings, this new version offers a primary knowing of the topic and its fuction in all sectors of the economic system. It examines the very important sector of purchaser carrier and exhibits find out how to enforce a global type, built-in materials/logistics procedure that keep watch over actions beginning with the provider, in the course of the corporation operation, and concluding with the chuffed consumer. completely revised and up to date, the second one version gains new chapters on Just-In-Time and automation. extra discussions contain attaining global classification competitiveness, ISO 9000 and organizational traits. Theoretical and sensible examples of materials/logistics administration are built-in with quite a few real-life examples. This moment variation of overall fabrics administration offers available methods for reinforcing fabrics management/logistics, permitting team of workers in buying, warehousing, actual distribution, fabrics dealing with, stock keep watch over and construction regulate to capitalize on mammoth possibilities for rate reductions. This booklet can also be a tremendous source for college kids in classes on materials/logistics management.

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Extra resources for Total Materials Management: Achieving Maximum Profits Through Materials/Logistics Operations

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When this occurs, a company can compare diverse results. , some divisions have major product groups with similar products, customers, common problems, and identical management systems. Some have an integrated materials management organi- 26 MATERIALS/LOGISTICS MANAGEMENT CONCEPT AND ORGANIZATION MATERIALS MACHINES MANPOWER MONEY Figure 1-9. Control of the four M's. zation, whereas others do not. With all other business evaluation factors being equal or better, inventory turnover is consistently at least 25 percent higher for the integrated materials management structure than for the other groups.

Some divisions have major product groups with similar products, customers, common problems, and identical management systems. Some have an integrated materials management organi- 26 MATERIALS/LOGISTICS MANAGEMENT CONCEPT AND ORGANIZATION MATERIALS MACHINES MANPOWER MONEY Figure 1-9. Control of the four M's. zation, whereas others do not. With all other business evaluation factors being equal or better, inventory turnover is consistently at least 25 percent higher for the integrated materials management structure than for the other groups.

Productivity is substantially reduced by the difficulties inherent in diluted authority. A necessary part of delegation of responsibility and authority is that individuals must be accountable. Accepting delegated responsibility and authority creates an obligation (responsibility) on the part of a subordinate to perform his or her duties satisfactorily. Materials/logistics managers are held accountable for their own performance as well as the performance of their subordinates. Supervisors at all levels must learn the importance of delegating responsibilities and authority to their subordinates.

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