Quality Management in Reverse Logistics intends to develop, collect, examine and evaluate a number of quality management (QM) tools and techniques, which can be applied in practice in order to understand, review and improve any closed-loop supply chain process. In other words, the book aims to examine the existing relationship between various well-developed and thoroughly studied quality issues, such as QM, quality assurance, standardization of processes and statistical quality control and the emerging research area of reverse logistics. Quality Management in Reverse Logistics contains modeling and quantitative methods that could be used by practitioners and academics in the reverse logistics industry, as well as a thorough description of QM tools and techniques. The book leads the potential reader to broaden their scope of thinking and acting in the new, promising area of reverse logistics, where QM can be applied.
Existing supply chain management books focus on logistics, operations management, and purchasing. Sanders provides supply chain managers with a completely unique approach, presenting SCM from a balanced, integrative, and business-oriented viewpoint. Rather than examining SCM as an offshoot of other business functions, this book discusses it as a boundary-spanning function that is intertwined with other organizational functions. It contains extensive pedagogy and solved problems to make difficult concepts easy to understand. A rich set of current examples are also included to make the material more relevant. Supply chain managers will finally have a resource that takes the business perspective.
Organisations are now recognising the importance of demand-supply integration to their growth and success. While marketing and supply chain management are an essential part of any business qualification, it is becoming increasingly essential to understand the need for integration between these two disciplines.
This new textbook is among the first to synergise marketing and SCM. Its holistic approach provides students with a macro-level understanding of these functions and their symbiotic relationship to one another, and demonstrates how both can be managed synergistically to the benefit of the organisation.
This bridge-building textbook is ideal for students of marketing, logistics, supply chain management, or procurement that wants to understand the machinations of business at a macro level.
The third-party logistics industry is a growing field. Relationships between third-party logistics providers and customer firms demand the creation of logistics contract where the necessary business and legal agreements are stipulated. Until now, the creation and negotiation of these agreements have been based on custom. This is the first practical handbook to support managers in the creation and negotiation of logistics contracts from the legal and economic perspective. The book provides the general framework and an extensive analysis of the content, structure and best practices of logistics contracts.
What s in a name? What, in particular, is metals management all about? I suspect that my colleagues assumed that I would have a good answer, given that the endowed Sandoz Chair I occupied from 1992 until my retirement in 2000 was entitled Environment and Management, and at INSEAD I created a Center for Management of Environmental Resources (CMER). Metals are a subset of resources, et voila! However, in all honesty, management, as such, was never my core competence (to use another phrase popularized by business schools). Here comes the shocking secret. We used the word management in those titles because INSEAD is a business school where everything has to have an application to business. For my colleagues at INSEAD management is what we supposedly teach. Good management, they (we) think, distinguishes successful enterprises from unsuccessful ones. For some of our graduates, management is what they give professional advice to corporate clients about. For the rest of our graduates it is the umbrella word that describes their choice of career. The implication conveyed by our choice of words is that metals can be regarded as one category of environmental resources, and that resources including environmental resources can be managed, in somewhat the same way that a corporation can be managed. It is not even too far-fetched to suggest that long run sustainability might be a management problem."
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