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Using a strategic framework, students are guided through all of the key drivers of supply chain performance, including facilities, inventory, transportation, information, sourcing, and pricing. By the end of the course, students will walk away with a deep understanding of supply chains and a firm grasp on the practical managerial levers to pull in order to improve supply chain performance. He has served as the interim dean and senior associate dean for curriculum and teaching, and the codirector of the MMM program, a joint dual-degree program between the Kellogg School of Management and the McCormick School of Engineering at Northwestern University.
He has authored more than 40 papers and two books. His recent research has focused on understanding supply chain risk and devising effective risk mitigation strategies. He has also consulted for several firms in the area of supply chain and operations management. Previously, he was a research officer with Barclays Global Investors, a consultant with the Boston Consulting Group and Mercer Management Consulting, and the director of strategy with i2 Technologies.
The first edition of this book won the prestigious Book of the Year award in from the Institute of Industrial Engineers. Great buy By Joseph A Came very fast. Book was brand new. Fantastic with clear, real examples. By David Schweitzer This is a very well written textbook that focuses predominantly on the business side than the engineering side of supply chain management.
It does go into some mathematical details in the development of various models and equations and does a fantastic job of explaining how to solve problems with them AND how to use Excel. However, what it really does well is emphasize to the manager who may or may not be strong in math or even care for it what the equations and models MEAN and WHY are they set up the way they are. The book assumes a great deal that those people who need to actually solve the problems, typically industrial engineers and operations researchers, will pick up the techniques and more realistic problems elsewhere.
This is more for the manager to be able to understand whatever an engineer might be talking about. Off the mathematical side, the book is heavy with real-world examples which it gives in exhaustive detail, and it takes great care in comparing and contrasting examples when trying to illustrate a point or go further into detail with some concept.
You'll revisit the same examples over and over again but with new clarity as the text dives deeper and deeper into the successes and failures and practices of businesses as it needs to clarify something new when a new topic is introduced. In fact, you may read through an example and think to yourself, "Yeah, but why doesn't affect it? As such, this book keeps a very tight grip on any point it tries to make, and I've not read ONE instance of it breaking off into an unnecessary tangent or becoming convoluted with unnecessary details.
It is to the point. Finally, it is analytical in nature. I was particularly inquisitive about the ultimate half as a result of one amongst the best challenges once establishing then sustaining a good offer chain is to require into full account the requirement to induce all participants in correct alignment, particularly once cross-functional resources to attain to attain mutually-beneficial results. Many readers I among them will appreciate the availability of a "Summary of Learning Objectives" and "Discussion Questions" at the conclusion of every of the seventeen chapters.
Credit Chopra and Meindl with absolutely achieving their objectives once they started to put in writing this book: to assist their readers to grasp the strategic role of a offer chain, the key strategic drivers of offer chain performance, and therefore the analytic methodologies for offer chain analysis.
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