物流管理（英文版·原書第5版）

《物流管理(英文版·原書第5版）》是2019年9月機械工業出版社出版的圖書，作者是[英]艾倫·哈里森（Alan Harrison）、[荷]雷姆科·范赫克。

基本介紹

• 書名：物流管理(英文版·原書第5版）
• 作者：[英]艾倫·哈里森（Alan Harrison）
  [荷]雷姆科·范赫克
• ISBN：9787111636267
• 定價：79.0元
• 出版社：機械工業出版社
• 出版時間：2019年9月
• 裝幀：平裝
• 開本：16開

內容簡介

本書以當前的全球化為背景，系統地介紹了國際政治/法律環境、經濟環境及社會文化環境對國際行銷管理的影響，詳盡地論述了企業笑屑微應該如何根據企業類型和外部環境來選擇店凳騙國外市場及其進入模式，完整地介紹了公司應如何就國際行銷管理實踐中的產品、渠道、定價和促銷等問題進行有效決策。 本書適合於行銷學和管理學的學生，以及專門從事或準備從事國際市場行銷管理的從業人員。

圖書目錄

出版說明

推薦序

前言

致謝

如何使用本書

第一篇　通過物流競爭

第1章　物流和供應鏈 /3

學習目標 /3

引言 /3

1.1　物流與供應鏈 /4

1.2　物料流與信息流 /14

1.3　通過物流參與競爭 /17

1.4　物流戰略 /30

小結 /35

討論題 /36

第2章　將最終客戶放在第一位 /39

學習目標 /39

引言 /39

2.1　市場行銷的觀點 /40

2.2　市場區隔 /43

2.3　需求分析 /51

2.4　服務質量 /55

2.5　細分的供應鏈戰略 /62

小結 /76

討論題 /77

第3章　價值與物流成本 /81

學習目標 /81

引言 /81

3.1　價值從何而來 /83

3.2　如何評估常規的已動用資本回報率 /84

3.3　為什麼流動性很重要，它對供應鏈管理有何意義 /88

3.4　如何表示物流成本 /93

3.5　作業成本法 /104

3.6　如何做出資本投資糠紙槓決策 /111

3.7　平衡的測量組合 /118

小結 /125

討論舉精棗提題 /126

第二篇　物流運作的槓桿作用

第4章　國際化物流管理 /131

學習目標 /131

引言 /131

4.1　國際化的驅動因素以及對物流的影響 /133

4.2　國際化的趨勢 /142

4.3　國際化物流和選址面臨的挑戰 /147

4.4　國際化物流的組織 /152

4.5　風險準備管理 /159

4.6　逆向物流 /159

4.7　供應鏈中的企業社會責任 /165

4.8　建立供應鏈組織的全球治理 /170

小結 /174

討請員灶充論題 /175

第笑說5章　提前期界限的管理 /177

學習目標 /177

引言 /177

5.1　時間在競再葛舟爭優勢中的角色 /178

5.2　P∶D的比率與差異 /186

5.3　基於時間的流程圖 /192

5.4　物流通路中的及時性管理 /200

5.5　在何時、何地採取何種方式 /203

小結 /203

討論題 /204

第6章　供應鏈計畫與控制 /205

學習目標 /205

引言 /205

6.1　供應鏈的“行動計畫” /207

6.2　準時化生產（JIT）計畫 /224

6.3　克服零售供應鏈中的協作不力 /233

小結 /249

討論題 /250

第7章　精益思想與敏捷供應鏈 /253

學習目標 /253

引言 /253

7.1　精益思想 /255

7.2　敏捷的概念 /262

7.3　精益與敏捷相結合 /290

小結 /293

討論題 /294

第三篇　協同工作

第8章　供應鏈一體化 /301

學習目標 /301

引言 /301

8.1　供應鏈中的協作 /303

8.2　選擇正確的供應關係 /317

8.3　供應鏈中的戰略夥伴關係 /324

8.4　實施戰略夥伴關係 /326

8.5　管理供應鏈關係 /333

8.6　供應商網路 /336

小結 /347

討論題 /349

第9章　採購 /353

學習目標 /353

引言 /353

9.1　採購究竟是做什麼 /355

9.2　採購有效性的關鍵驅動因素 /358

9.3　管理供應源 /369

9.4　採購技術 /383

9.5　董事會層面重視的價值 /383

9.6　頂級的採購人才是什麼樣的 /384

小結 /385

討論題 /386

第四篇　改變未來

第10章　物流業未來的挑戰與機遇 /391

學習目標 /391

引言 /391

10.1　改變經濟 /392

10.2　三位一體的內部協同 /394

10.3　企業社會責任：同樣的權衡 /396

10.4　人道主義物流 /398

10.5　選擇合作機會以使產品迅速進入市場 /404

10.6　未來的供應鏈管理者 /407

10.7　供應鏈變革 /409

10.8　一個非常棒的職能 /412

小結 /413

討論題 /413

Contents

Part One COMPETING THROUGH LOGISTICS

1 Logistics and the supply chain 3

Introduction 3

1.1 Logistics and the supply chain 4

1.1.1 Definitions and concepts 8

1.1.2 Supply chain: structure and tiering 9

1.2 Material flow and information flow 14

1.2.1 Material flow 14

1.2.2 Information flow 16

1.3 Competing through logistics 17

1.3.1 Hard objectives 18

1.3.2 Supportive capabilities 21

1.3.3 Soft objectives 28

1.3.4 Order winners and qualifiers 28

1.4 Logistics strategies 30

1.4.1 Defining ‘strategy’ 30

1.4.2 Aligning strategies 32

1.4.3 Differentiating strategies 32

1.4.4 Trade-offs in logistics 34

Summary 35

Discussion questions 36

References 36

Suggested further reading 38

2 Putting the end-customer first 39

Introduction 39

2.1 The marketing perspective 40

2.1.1 Rising customer expectations 42

2.1.2 The information revolution 42

2.2 Segmentation 43

2.3 Demand profiling 51

2.4 Quality of service 55

2.4.1 Customer loyalty 57

2.4.2 Value disciplines 59

2.4.3 Relationship marketing and customer relationship management (CRM) 60

2.5 Segmented supply chain strategy 62

2.5.1 Supply chain and marketing alignment 63

2.5.2 The supply chain strategy drivers 65

2.5.3 Selecting drivers for segmentation 68

2.5.4 The four-step approach to developing segmented supply chain strategy 71

Summary 76

Discussion questions 77

References 78

Suggested further reading 80

3 Value and logistics costs 81

Introduction 81

3.1 Where does value come from? 83

3.2 How can conventional return on capital employed (ROCE) be measured? 84

3.2.1 ROCE and implications for supply chain management 84

3.2.2 Financial ratios and ROCE drivers 87

3.3 Why is liquidity important and what are the implications for supply chain management? 88

3.4 How can logistics costs be represented? 93

3.4.1 Fixed/variable 95

3.4.2 Direct/indirect 99

3.4.3 Engineered/discretionary 102

3.5 Activity-based costing (ABC) 104

3.5.1 Cost–time profile (CTP) 106

3.5.2 Cost-to-serve (CTS) 108

3.6 How can capital investment decisions be made? 111

3.6.1 Four investment appraisal approaches 112

3.6.2 What are discounted cash flows? 113

3.7 A balanced measurement portfolio 118

3.7.1 Balanced measures 119

3.7.2 Supply chain management and the balanced scorecard 120

3.7.3 Supply chain operations reference model (SCOR) 121

Summary 125

Discussion questions 126

References 127

Suggested further reading 128

Part Two LEVERAGING LOGISTICS OPERATIONS

4 Managing logistics internationally 131

Introduction 131

4.1 Drivers and logistics implications of internationalisation 133

4.1.1 Logistical implications of internationalisation 137

4.1.2 Time-to-market 138

4.1.3 Global consolidation 138

4.2 The tendency towards internationalisation 142

4.2.1 Focused factories: from geographical to product segmentation 142

4.2.2 Centralised inventories 143

4.3 The challenges of international logistics and location 147

4.3.1 Extended lead time of supply 147

4.3.2 Extended and unreliable transit times 147

4.3.3 Multiple consolidation and break points 148

4.3.4 Multiple freight modes and cost options 149

4.3.5 Price and currency fluctuations 149

4.3.6 Location analysis 149

4.4 Organising for international logistics 152

4.4.1 Layering and tiering 152

4.4.2 The evolving role of individual plants 153

4.4.3 Reconfiguration processes 154

4.5 Managing for risk readiness 159

4.5.1 Immediate risk readiness 161

4.5.2 Structural risk readiness 162

4.6 Reverse logistics 162

4.7 Corporate social responsibility in the supply chain 165

4.8 Establishing global governance of the supply chain 170

4.8.1 Decentralised centralisation 171

4.8.2 Incorporating new regions into global governance 171

4.8.3 Ownership of goods in the international flow of goods 173

Summary 174

Discussion questions 175

References 175

Suggested further reading 175

5 Managing the lead-time frontier 177

Introduction 177

5.1 The role of time in competitive advantage 178

5.1.1 Time-based competition: definition and concepts 178

5.1.2 Variety and complexity 179

5.1.3 Time-based initiatives 180

5.1.4 Time-based opportunities to add value 181

5.1.5 Time-based opportunities to reduce cost 183

5.1.6 Limitations to time-based approaches 185

5.2 P:D ratios and differences 186

5.2.1 Using time as a performance measure 186

5.2.2 Using time to measure supply pipeline performance 187

5.2.3 Consequences when P-time is greater than D-time 189

5.3 Time-based process mapping 192

5.3.1 Stage 1: Create a task force 193

5.3.2 Stage 2: Select the process to map 193

5.3.3 Stage 3: Collect data 194

5.3.4 Stage 4: Flow chart the process 194

5.3.5 Stage 5: Distinguish between value-adding and non-value-adding time 194

5.3.6 Stage 6: Construct the time-based process map 195

5.3.7 Stage 7: Solution generation 195

5.4 Managing timeliness in the logistics pipeline 200

5.4.1 Strategies to cope when P-time is greater than D-time 200

5.4.2 Practices to cope when P-time is greater than D-time 201

5.5 When, where and how? 203

Summary 203

Discussion questions 204

References 204

Suggested further reading 204

6 Supply chain planning and control 205

Introduction 205

6.1 The supply chain ‘game plan’ 207

6.1.1 Planning and control within manufacturing 208

6.1.2 Managing inventory in the supply chain 214

6.1.3 Planning and control in retailing 219

6.1.4 Inter-firm planning and control 221

6.2 Just-in-time (JIT) scheduling 224

6.2.1 The just-in-time system 225

6.2.2 JIT and material requirements planning 230

6.3 Overcoming poor coordination in retail supply chains 233

6.3.1 Efficient consumer response (ECR) 233

6.3.2 Collaborative planning, forecasting and replenishment (CPFR) 240

6.3.3 Vendor-managed inventory (VMI) 245

6.3.4 Quick response (QR) 247

Summary 249

Discussion questions 250

References 251

Suggested further reading 252

7 Lean thinking and agile supply chains 253

Introduction 253

7.1 Lean thinking 255

7.1.1 Types of waste 255

7.1.2 The principles of lean thinking 256

7.1.3 Application of lean thinking to business processes 260

7.1.4 Lean manufacturing practices 261

7.2 The concept of agility 262

7.2.1 Sales and operations planning for agility 270

7.2.2 Product design for agility 274

7.2.3 Manufacturing for agility 277

7.2.4 Supply chain partnerships for agility 282

7.2.5 Preconditions for successful agile practice 287

7.3 Combining lean and agile 290

Summary 293

Discussion questions 294

References 295

Suggested further reading 298

Part Three WORKING TOGETHER

8 Integrating the supply chain 301

Introduction 301

8.1 Integration in the supply chain 303

8.1.1 Internal integration: function to function 304

8.1.2 Inter-company integration 311

8.1.3 Electronic integration 314

8.2 Choosing the right supply relationships 317

8.3 Strategic partnerships in the supply chain 324

8.3.1 Economic justification for partnerships 324

8.3.2 Advantages of partnerships 325

8.3.3 Disadvantages of partnerships 325

8.4 Implementing strategic partnerships 326

8.4.1 Lambert’s partnership model 329

8.4.2 Barriers to developing strategic partnerships 331

8.5 Managing supply chain relationships 333

8.5.1 Creating closer relationships 333

8.5.2 Factors in forming supply chain relationships 334

8.6 Supplier networks 336

8.6.1 Supplier associations 336

8.6.2 Japanese keiretsu 339

8.6.3 Italian districts 341

8.6.4 Chinese industrial areas 343

Summary 347

Discussion questions 349

References 350

Suggested further reading 351

9 Sourcing and procurement 353

Introduction 353

9.1 What does procurement do? 355

9.2 Key drivers of procurement effectiveness 358

9.2.1 Operating Principle I: Business alignment 360

9.2.2 Operating Principle II: Developing strategies for procurement categories 363

9.2.3 Operating Principle III: Total cost of ownership, not just price 365

9.2.4 Operating Principle IV: Supplier relationship management (SRM) 368

9.3 Managing the supply base 369

9.3.1 Segmenting the supply base 371

9.3.2 Establishing policies per supplier segment 376

9.3.3 Vendor rating 377

9.3.4 Executive ownership of supply relationships 380

9.3.5 Migrating towards customer of choice status 381

9.4 Procurement technology 383

9.5 Markers of boardroom value 383

9.6 What does top procurement talent look like? 384

Summary 385

Discussion questions 386

References 386

Suggested further reading 387

Part Four CHANGING THE FUTURE

10 Logistics future challenges and opportunities 391

Introduction 391

10.1 Changing economics? 392

10.2 Internal alignment triad 394

10.3 Corporate social responsibility: same trade-offs 396

10.4 Humanitarian logistics 398

10.4.1 Preparedness phase 399

10.4.2 Immediate response phase 399

10.4.3 Reconstruction phase 400

10.5 Selecting collaborative opportunities to accelerate time to market 404

10.5.1 Selecting upstream collaboration opportunities 404

10.5.2 Selecting downstream opportunities: which customers to give the keys to our car 406

10.6 The supply chain manager of the future 407

10.7 Changing chains 409

10.8 A great function to be in 412

Summary 413

Discussion questions 413

References 413

Index 415

5.2　P∶D的比率與差異 /186

5.3　基於時間的流程圖 /192

5.4　物流通路中的及時性管理 /200

5.5　在何時、何地採取何種方式 /203

小結 /203

討論題 /204

第6章　供應鏈計畫與控制 /205

學習目標 /205

引言 /205

6.1　供應鏈的“行動計畫” /207

6.2　準時化生產（JIT）計畫 /224

6.3　克服零售供應鏈中的協作不力 /233

小結 /249

討論題 /250

第7章　精益思想與敏捷供應鏈 /253

學習目標 /253

引言 /253

7.1　精益思想 /255

7.2　敏捷的概念 /262

7.3　精益與敏捷相結合 /290

小結 /293

討論題 /294

第三篇　協同工作

第8章　供應鏈一體化 /301

學習目標 /301

引言 /301

8.1　供應鏈中的協作 /303

8.2　選擇正確的供應關係 /317

8.3　供應鏈中的戰略夥伴關係 /324

8.4　實施戰略夥伴關係 /326

8.5　管理供應鏈關係 /333

8.6　供應商網路 /336

小結 /347

討論題 /349

第9章　採購 /353

學習目標 /353

引言 /353

9.1　採購究竟是做什麼 /355

9.2　採購有效性的關鍵驅動因素 /358

9.3　管理供應源 /369

9.4　採購技術 /383

9.5　董事會層面重視的價值 /383

9.6　頂級的採購人才是什麼樣的 /384

小結 /385

討論題 /386

第四篇　改變未來

第10章　物流業未來的挑戰與機遇 /391

學習目標 /391

引言 /391

10.1　改變經濟 /392

10.2　三位一體的內部協同 /394

10.3　企業社會責任：同樣的權衡 /396

10.4　人道主義物流 /398

10.5　選擇合作機會以使產品迅速進入市場 /404

10.6　未來的供應鏈管理者 /407

10.7　供應鏈變革 /409

10.8　一個非常棒的職能 /412

小結 /413

討論題 /413

Contents

Part One COMPETING THROUGH LOGISTICS

1 Logistics and the supply chain 3

Introduction 3

1.1 Logistics and the supply chain 4

1.1.1 Definitions and concepts 8

1.1.2 Supply chain: structure and tiering 9

1.2 Material flow and information flow 14

1.2.1 Material flow 14

1.2.2 Information flow 16

1.3 Competing through logistics 17

1.3.1 Hard objectives 18

1.3.2 Supportive capabilities 21

1.3.3 Soft objectives 28

1.3.4 Order winners and qualifiers 28

1.4 Logistics strategies 30

1.4.1 Defining ‘strategy’ 30

1.4.2 Aligning strategies 32

1.4.3 Differentiating strategies 32

1.4.4 Trade-offs in logistics 34

Summary 35

Discussion questions 36

References 36

Suggested further reading 38

2 Putting the end-customer first 39

Introduction 39

2.1 The marketing perspective 40

2.1.1 Rising customer expectations 42

2.1.2 The information revolution 42

2.2 Segmentation 43

2.3 Demand profiling 51

2.4 Quality of service 55

2.4.1 Customer loyalty 57

2.4.2 Value disciplines 59

2.4.3 Relationship marketing and customer relationship management (CRM) 60

2.5 Segmented supply chain strategy 62

2.5.1 Supply chain and marketing alignment 63

2.5.2 The supply chain strategy drivers 65

2.5.3 Selecting drivers for segmentation 68

2.5.4 The four-step approach to developing segmented supply chain strategy 71

Summary 76

Discussion questions 77

References 78

Suggested further reading 80

3 Value and logistics costs 81

Introduction 81

3.1 Where does value come from? 83

3.2 How can conventional return on capital employed (ROCE) be measured? 84

3.2.1 ROCE and implications for supply chain management 84

3.2.2 Financial ratios and ROCE drivers 87

3.3 Why is liquidity important and what are the implications for supply chain management? 88

3.4 How can logistics costs be represented? 93

3.4.1 Fixed/variable 95

3.4.2 Direct/indirect 99

3.4.3 Engineered/discretionary 102

3.5 Activity-based costing (ABC) 104

3.5.1 Cost–time profile (CTP) 106

3.5.2 Cost-to-serve (CTS) 108

3.6 How can capital investment decisions be made? 111

3.6.1 Four investment appraisal approaches 112

3.6.2 What are discounted cash flows? 113

3.7 A balanced measurement portfolio 118

3.7.1 Balanced measures 119

3.7.2 Supply chain management and the balanced scorecard 120

3.7.3 Supply chain operations reference model (SCOR) 121

Summary 125

Discussion questions 126

References 127

Suggested further reading 128

Part Two LEVERAGING LOGISTICS OPERATIONS

4 Managing logistics internationally 131

Introduction 131

4.1 Drivers and logistics implications of internationalisation 133

4.1.1 Logistical implications of internationalisation 137

4.1.2 Time-to-market 138

4.1.3 Global consolidation 138

4.2 The tendency towards internationalisation 142

4.2.1 Focused factories: from geographical to product segmentation 142

4.2.2 Centralised inventories 143

4.3 The challenges of international logistics and location 147

4.3.1 Extended lead time of supply 147

4.3.2 Extended and unreliable transit times 147

4.3.3 Multiple consolidation and break points 148

4.3.4 Multiple freight modes and cost options 149

4.3.5 Price and currency fluctuations 149

4.3.6 Location analysis 149

4.4 Organising for international logistics 152

4.4.1 Layering and tiering 152

4.4.2 The evolving role of individual plants 153

4.4.3 Reconfiguration processes 154

4.5 Managing for risk readiness 159

4.5.1 Immediate risk readiness 161

4.5.2 Structural risk readiness 162

4.6 Reverse logistics 162

4.7 Corporate social responsibility in the supply chain 165

4.8 Establishing global governance of the supply chain 170

4.8.1 Decentralised centralisation 171

4.8.2 Incorporating new regions into global governance 171

4.8.3 Ownership of goods in the international flow of goods 173

Summary 174

Discussion questions 175

References 175

Suggested further reading 175

5 Managing the lead-time frontier 177

Introduction 177

5.1 The role of time in competitive advantage 178

5.1.1 Time-based competition: definition and concepts 178

5.1.2 Variety and complexity 179

5.1.3 Time-based initiatives 180

5.1.4 Time-based opportunities to add value 181

5.1.5 Time-based opportunities to reduce cost 183

5.1.6 Limitations to time-based approaches 185

5.2 P:D ratios and differences 186

5.2.1 Using time as a performance measure 186

5.2.2 Using time to measure supply pipeline performance 187

5.2.3 Consequences when P-time is greater than D-time 189

5.3 Time-based process mapping 192

5.3.1 Stage 1: Create a task force 193

5.3.2 Stage 2: Select the process to map 193

5.3.3 Stage 3: Collect data 194

5.3.4 Stage 4: Flow chart the process 194

5.3.5 Stage 5: Distinguish between value-adding and non-value-adding time 194

5.3.6 Stage 6: Construct the time-based process map 195

5.3.7 Stage 7: Solution generation 195

5.4 Managing timeliness in the logistics pipeline 200

5.4.1 Strategies to cope when P-time is greater than D-time 200

5.4.2 Practices to cope when P-time is greater than D-time 201

5.5 When, where and how? 203

Summary 203

Discussion questions 204

References 204

Suggested further reading 204

6 Supply chain planning and control 205

Introduction 205

6.1 The supply chain ‘game plan’ 207

6.1.1 Planning and control within manufacturing 208

6.1.2 Managing inventory in the supply chain 214

6.1.3 Planning and control in retailing 219

6.1.4 Inter-firm planning and control 221

6.2 Just-in-time (JIT) scheduling 224

6.2.1 The just-in-time system 225

6.2.2 JIT and material requirements planning 230

6.3 Overcoming poor coordination in retail supply chains 233

6.3.1 Efficient consumer response (ECR) 233

6.3.2 Collaborative planning, forecasting and replenishment (CPFR) 240

6.3.3 Vendor-managed inventory (VMI) 245

6.3.4 Quick response (QR) 247

Summary 249

Discussion questions 250

References 251

Suggested further reading 252

7 Lean thinking and agile supply chains 253

Introduction 253

7.1 Lean thinking 255

7.1.1 Types of waste 255

7.1.2 The principles of lean thinking 256

7.1.3 Application of lean thinking to business processes 260

7.1.4 Lean manufacturing practices 261

7.2 The concept of agility 262

7.2.1 Sales and operations planning for agility 270

7.2.2 Product design for agility 274

7.2.3 Manufacturing for agility 277

7.2.4 Supply chain partnerships for agility 282

7.2.5 Preconditions for successful agile practice 287

7.3 Combining lean and agile 290

Summary 293

Discussion questions 294

References 295

Suggested further reading 298

Part Three WORKING TOGETHER

8 Integrating the supply chain 301

Introduction 301

8.1 Integration in the supply chain 303

8.1.1 Internal integration: function to function 304

8.1.2 Inter-company integration 311

8.1.3 Electronic integration 314

8.2 Choosing the right supply relationships 317

8.3 Strategic partnerships in the supply chain 324

8.3.1 Economic justification for partnerships 324

8.3.2 Advantages of partnerships 325

8.3.3 Disadvantages of partnerships 325

8.4 Implementing strategic partnerships 326

8.4.1 Lambert’s partnership model 329

8.4.2 Barriers to developing strategic partnerships 331

8.5 Managing supply chain relationships 333

8.5.1 Creating closer relationships 333

8.5.2 Factors in forming supply chain relationships 334

8.6 Supplier networks 336

8.6.1 Supplier associations 336

8.6.2 Japanese keiretsu 339

8.6.3 Italian districts 341

8.6.4 Chinese industrial areas 343

Summary 347

Discussion questions 349

References 350

Suggested further reading 351

9 Sourcing and procurement 353

Introduction 353

9.1 What does procurement do? 355

9.2 Key drivers of procurement effectiveness 358

9.2.1 Operating Principle I: Business alignment 360

9.2.2 Operating Principle II: Developing strategies for procurement categories 363

9.2.3 Operating Principle III: Total cost of ownership, not just price 365

9.2.4 Operating Principle IV: Supplier relationship management (SRM) 368

9.3 Managing the supply base 369

9.3.1 Segmenting the supply base 371

9.3.2 Establishing policies per supplier segment 376

9.3.3 Vendor rating 377

9.3.4 Executive ownership of supply relationships 380

9.3.5 Migrating towards customer of choice status 381

9.4 Procurement technology 383

9.5 Markers of boardroom value 383

9.6 What does top procurement talent look like? 384

Summary 385

Discussion questions 386

References 386

Suggested further reading 387

Part Four CHANGING THE FUTURE

10 Logistics future challenges and opportunities 391

Introduction 391

10.1 Changing economics? 392

10.2 Internal alignment triad 394

10.3 Corporate social responsibility: same trade-offs 396

10.4 Humanitarian logistics 398

10.4.1 Preparedness phase 399

10.4.2 Immediate response phase 399

10.4.3 Reconstruction phase 400

10.5 Selecting collaborative opportunities to accelerate time to market 404

10.5.1 Selecting upstream collaboration opportunities 404

10.5.2 Selecting downstream opportunities: which customers to give the keys to our car 406

10.6 The supply chain manager of the future 407

10.7 Changing chains 409

10.8 A great function to be in 412

Summary 413

Discussion questions 413

References 413

Index 415