By David Simchi-Levi, Philip Kaminsky, Edith Simchi-Levi
Designing and handling the availability Chain, 3/e presents state of the art types, recommendations, and answer equipment which are very important for the layout, keep watch over, operation, and administration of offer chain platforms. particularly, the authors try to show the instinct in the back of many key offer chain innovations and to supply basic options that may be used to research a variety of features of the availability chain. Topical assurance displays the authors’ wish to introduce scholars to these elements of provide chain administration which are serious to the good fortune of a enterprise. even supposing many crucial offer chain administration concerns are interrelated, the authors attempt to make each one bankruptcy as self-contained as attainable, in order that the reader can refer on to chapters overlaying issues of curiosity. every one bankruptcy makes use of quite a few case reviews and examples, and mathematical and technical sections could be skipped with out lack of continuity. The third variation represents a considerable revision. whereas the constitution and philosophy have been stored intact, the authors positioned an expanding value on discovering or constructing potent frameworks that illustrate many very important offer chain concerns. even as, influenced by way of new advancements in undefined, they extra fabric on a number of issues new to the booklet whereas expanding the assurance of others.
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Additional info for Designing and Managing the Supply Chain (3rd Edition)
Meditech had recently introduced several new products that were central to the entire Meditech product line. New product introductions, which were critical to M editech’s strategy of rapid product development, needed to be introduced flawlessly to protect Meditech’s reputation and sales of other products. But Meditech consistently failed to keep up with demand during the flood of initial orders. Production capacity became strained as customers waited over six weeks to have their orders delivered.
The surgeons, on the other hand, focused on product features. As the pressures increased on health care costs, the importance of the material manager’s purchasing position also increased. Meditech was well positioned to take advantage of this important shift. The success of M editech’s strategy quickly became evident. Within six years, Meditech had captured the leading share in the endoscopic surgical instrument market. This was no small feat by any market’s standards, but with surgical instruments this was especially impressive.
Since the semiconductor industry is highly competitive, short lead time specification and the ability to deliver within the committed due date are critical capabilities. In 1994, 95 percent of National Semiconductor’s customers received their orders within 45 days from the time the order was placed, while the remaining 5 percent received their orders within 90 days. These tight lead times required the company to involve 12 different airline carriers using about 20,000 different routes. The difficulty, of course, was that no customer knew in advance if they were going to be part of the 5 percent of customers who received their order in 90 days or the 95 percent who received their order within 45 days [93, 232].