Unlike other strategic procurement guides, Lean Supply Chain Management considers an organization's "business condition" as a contributing factor in the development of a strategic procurement strategy. That is, rather than taking a "one-size fits all" approach, the author's more individualized approach illustrates techniques specific to organizations operating in a standard or crisis environment. Highlights include: * Methods for developing and tracking strategic procurement initiatives. * Planning in the "standard" and "crisis" environments. * Coordinating supply chain management and lean…mehr
Unlike other strategic procurement guides, Lean Supply Chain Management considers an organization's "business condition" as a contributing factor in the development of a strategic procurement strategy. That is, rather than taking a "one-size fits all" approach, the author's more individualized approach illustrates techniques specific to organizations operating in a standard or crisis environment. Highlights include: * Methods for developing and tracking strategic procurement initiatives. * Planning in the "standard" and "crisis" environments. * Coordinating supply chain management and lean manufacturing. * Performance measurement tools. Lean Supply Chain Management provides purchasers and supplier development professionals with the tools needed to transform procurement from a mere cost center to a profit generator.
Section I The FoundationsChapter 1 The Purchasing/SCM Executive as CEOChapter 2 The Disciplines of PlanningChapter 3 Force versus SkillSection II The Crisis EnvironmentChapter 4 Defining the Crisis EnvironmentChapter 5 Crisis Plan Background and Phase I: Acquisition Team FormationChapter 6 Phase II: Price BenchmarkingChapter 7 Phase III: Short Term Process ImprovementChapter 8 Phase IV: Value Analysis/Value EngineeringChapter 9 Phase V: Lean ManufacturingSection III The Standard EnvironmentChapter 10 Defining the Standard EnvironmentChapter 11 Supply Base ManagementChapter 12 Supplier Quality and DevelopmentChapter 13 Cost Management and ControlChapter 14 Materials ManagementChapter 15 The Supply Chain OrganizationSection IV Coordinating SCM and Lean ManagementChapter 16 Developing and Implementing Lean FundamentalsChapter 17 Manufacturing ImplementationChapter 18 Ongoing ImprovementsIndex
Section I The FoundationsChapter 1 The Purchasing/SCM Executive as CEOChapter 2 The Disciplines of PlanningChapter 3 Force versus SkillSection II The Crisis EnvironmentChapter 4 Defining the Crisis EnvironmentChapter 5 Crisis Plan Background and Phase I: Acquisition Team FormationChapter 6 Phase II: Price BenchmarkingChapter 7 Phase III: Short Term Process ImprovementChapter 8 Phase IV: Value Analysis/Value EngineeringChapter 9 Phase V: Lean ManufacturingSection III The Standard EnvironmentChapter 10 Defining the Standard EnvironmentChapter 11 Supply Base ManagementChapter 12 Supplier Quality and DevelopmentChapter 13 Cost Management and ControlChapter 14 Materials ManagementChapter 15 The Supply Chain OrganizationSection IV Coordinating SCM and Lean ManagementChapter 16 Developing and Implementing Lean FundamentalsChapter 17 Manufacturing ImplementationChapter 18 Ongoing ImprovementsIndex
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