ABSTRACT

With coverage that touches on all aspects of supply chain management (SCM) the Encyclopedia of Supply Chain Management offers a comprehensive overview of fundamental topics, recent advances, and future directions. Comprised of more than 300 entries written by over 30 experts in the field, it provides authoritative insight on the tools available for implementing sustainable improvements to your supply chain.

Illustrating essential concepts with case studies and roadmaps, it presents industry best practices and time-saving tools to help you maximize supply chain efforts—including collaborative relationship, project process, and strategy templates. This authoritative SCM reference examines project management approaches to supply chain change, globalization of supply chains, the drivers of supply chain change, retail supply chains, the use of modeling to improve SCM, as well as the impact of the Lean and Six Sigma movements on contemporary SCM.

The encyclopedia’s comprehensive coverage facilitates the well-rounded understanding required to deliver value and quality to stakeholders in the most cost-efficient manner. It will arm you with the methods to identify needed change, the tools to implement them, as well as the confidence needed to become an effective change agent.

Also Available Online
This Taylor & Francis encyclopedia is also available through online subscription, offering a variety of extra benefits for researchers, students, and librarians, including:

  • Citation tracking and alerts
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  • Saved searches and marked lists
  • HTML and PDF format options

Contact Taylor and Francis for more information or to inquire about subscription options and print/online combination packages.
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chapter |5 pages

Activity System Methodology

chapter |5 pages

Benchmarking: Role

chapter |1 pages

Business Travelers

chapter |4 pages

Capability Assessment

chapter |1 pages

Cause and Vision

chapter |3 pages

Change Management: Locking In

chapter |3 pages

Change Management: Model

chapter |4 pages

Collaboration

chapter |4 pages

Collaboration Models: CPFR

chapter |2 pages

Collaboration: Examples

chapter |9 pages

Collaborative Commerce

chapter |2 pages

Communications Management

chapter |5 pages

Compliance Program

chapter |10 pages

Container Security Update: 2007

chapter |2 pages

Corrupt Practices Act

chapter |2 pages

Cost Management

chapter |3 pages

Customer Linkages

chapter |1 pages

Customer Value: Creation

chapter |5 pages

Definitions

chapter |4 pages

Demand Management

chapter |8 pages

Demand‐Driven Supply Chain

chapter |2 pages

Demand: Nature of

chapter |12 pages

Design: Case Study

chapter |4 pages

Design: Effective

chapter |2 pages

Discovery‐Driven Planning

chapter |8 pages

Drivers of Change

chapter |11 pages

e-Business Technologies

chapter |4 pages

Emerging Partnership Model

chapter |7 pages

Export Compliance

chapter |2 pages

Extended Products

chapter |4 pages

Flexibility

chapter |3 pages

Flow versus Batch

chapter |6 pages

Forecasting: Weaknesses

chapter |2 pages

Globalization

chapter |8 pages

Globalization: Impact

chapter |5 pages

Hazardous Materials

chapter |2 pages

Human Resources Management

chapter |9 pages

Importation and Sourcing

chapter |3 pages

Incoterms

chapter |2 pages

Integration Management

chapter |6 pages

Keiretsu: Formation

chapter |1 pages

Leadership Champion

chapter |3 pages

Logistics

chapter |3 pages

Maintenance

chapter |2 pages

Management Tasks

chapter |5 pages

Market Environments

chapter |2 pages

Market Mediation Costs

chapter |3 pages

Maturity Levels: Moving Up

chapter |9 pages

Maturity Models

chapter |4 pages

Multicompany Collaboration

chapter |6 pages

New Technologies

chapter |3 pages

Partnership Types

chapter |4 pages

Partnerships: Planning for

chapter |2 pages

Performance: Sustaining

chapter |3 pages

Port Security Program

chapter |3 pages

Pricing: Problems

chapter |1 pages

Pricing: Transfer

chapter |6 pages

Process Documentation

chapter |8 pages

Process Evaluation

chapter |3 pages

Process Links: Case Study

chapter |3 pages

Process Management Scope

chapter |4 pages

Process Standard Application

chapter |2 pages

Process‐Centered Management

chapter |2 pages

Procurement Management

chapter |3 pages

Project and Process Innovation

chapter |5 pages

Project Management: Scoping

chapter |7 pages

Project Management: Standards

chapter |6 pages

Project Process Template

chapter |1 pages

Project Responsibilities

chapter |4 pages

Project Structure

chapter |2 pages

Project Teams

chapter |1 pages

Quality Management

chapter |4 pages

Remanufacturing: Design Principles

chapter |4 pages

Remanufacturing: Product Design

chapter |4 pages

Retail Industry

chapter |6 pages

Risk Management

chapter |6 pages

Root Cause for Cost

chapter |2 pages

Root Cause for Cost: Design

chapter |3 pages

Sarbanes–Oxley

chapter |3 pages

Scope Management

chapter |2 pages

Spheres: Enable

chapter |2 pages

Spheres: Role

chapter |2 pages

Stage and Gate Process

chapter |3 pages

Strategic Sourcing: Purchasing

chapter |5 pages

Strategy

chapter |2 pages

Supply Chain Manager: Role

chapter |2 pages

Synchronization

chapter |4 pages

Technology: Applications

chapter |5 pages

Technology: Risk Management

chapter |5 pages

Technology: Security and

chapter |3 pages

Terrorism: Impact

chapter |4 pages

Terrorism: Response

chapter |2 pages

Time Management

chapter |3 pages

Top Management Involvement

chapter |2 pages

Total Quality Management: Role

chapter |2 pages

True Cost Model

chapter |2 pages

Ultimate Consignee

chapter |3 pages

Viewpoints