About the Book
"This book is an insightful, well-balanced, stimulating SCM Strategy book that clearly tells managers, consultants, as well as educators that the SCM concept is not a fad but a must strategy to gain competitive advantage in today′s dynamic global market place. There are three major strengths. First, it is an unprecedented interdisciplinary SCM strategy book that explains how companies obtain, maintain, and even enhance competitive advantages based upon a well-laid SCM strategy. Second, it provides readers a unique, well-balanced framework for SCM strategy formulation. Third, it is a valuable contribution in the area of SCM in that it does a good job in explaining such a complicated SCM strategy to readers in such a simple manner."
—Soonhong (Hong) Min, University of Oklahoma
Author of the bestselling text Supply Chain Management, John T. Mentzer′s companion book Fundamentals of Supply Chain Management: Twelve Drivers of Competitive Advantage has been developed as a supplemental text for any course dealing with strategy and supply chains. Written in an entertaining, accessible style, Mentzer identifies twelve drivers of competitive advantage as clear strategic points managers can use in their companies. Research from more than 400 books, articles, and papers, as well as interviews with over fifty executives in major global companies, inform these twelve drivers. The roles of all of the traditional business functions—marketing, sales, logistics, information systems, finance, customer services, and management—in supply chain management are also addressed. Complete with cases and real-world examples from corporations around the world, the book′s exemplars will help students and practicing managers to more effectively understand, implement, and manage supply chains successfully.
Table of Contents:
Chapter One Supply Chain Management as a Source of Competitive Advantage
Chapter Two Coordinate the Traditional Business Functions Across the Company and Across the Supply Chain
Chapter Three Collaborate with Supply Chain Partners On Non-Core Competency Functions
Chapter Four Look for Supply Chain Synergies
Chapter Five Not All Customers are Created Equal
Chapter Six Identify and Manage the Supply Chain Flow Cycles
Chapter Seven Manage Demand (Not Just the Forecast)
Chapter Eight Substitute Information for Assets
Chapter Nine Systems are Templates to be Laid Over Processes
Chapter Ten Not All Products are Created Equal
Chapter Eleven Make Yourself Easy to Do Business With
Chapter Twelve Do Not Let Tactics Overshadow Strategies
Chapter Thirteen Align Your Supply Chain Strategies and Your Reward Strategies
Chapter Fourteen Putting It All Together
About the Author :
Dr. John T. (Tom) Mentzer is the Harry J. and Vivienne R. Bruce Chair of Excellence in Business in the Department of Marketing, Logistics and Transportation at the University of Tennessee. He has written more than 170 papers and articles, which have appeared in the Journal of Marketing, Journal of the Academy of Marketing Science, the Journal of MacroMarketing, Industrial Marketing Management, the Journal of Marketing Education, the Columbia Journal of World Business, Research in Marketing, Social Indicators Research, the International Journal of Physical Distribution and Materials Management, the Journal of Business Logistics, the Logistics and Transportation Review, Transportation Journal, the Journal of Business Research, Advances in Business Research, the Journal of Forecasting, the Journal of Business Forecasting, and numerous conference proceedings. He has co-authored five books: SUPPLY CHAIN MANAGEMENT, SALES FORECASTING MANAGEMENT, SIMULATED PRODUCT SALES FORECASTING, MARKETING TODAY, and READINGS IN MARKETING TODAY and edited the monograph MARKETING EDUCATION SOFTWARE. Dr. Mentzer was recognized in 1996 as one of the five most prolific authors in the Journal of the Academy of Marketing Science, and in 1999 as the most prolific author in the Journal of Business Logistics. He was awarded the Academy of Marketing Science Outstanding Marketing Teacher Award in 2001.
Review :
“This book is an insightful, well-balanced, stimulating
SCM Strategy book that clearly tells managers, consultants, as well as
educators that the SCM concept is not a fad but a must strategy to gain
competitive advantage in today’s dynamic global market place. There are three
major strengths. First, it is an unprecedented interdisciplinary SCM strategy
book that explains how companies obtain, maintain, and even enhance competitive
advantages based upon a well-laid SCM strategy. Second, it provides readers a
unique, well-balanced framework for SCM strategy formulation. Third, it is a
valuable contribution in the area of SCM in that it does a good job in
explaining such a complicated SCM strategy to readers in such a simple manner.”
"The book will be of use to practicing supply chain managers and academics alike. It is full of examples of companies, where certain supply chain practices work and other did not. It can serve as an excellent supplement to a standard text on supply chains, to introduce students to the problems and issued faced in managing supply chains."
