Titlebook: Managing the Supply Chain; A Strategic Perspect J. L. Gattorna,D. W. Walters Textbook 1996Latest edition J. L. Gattorna and D. W. Walters 1

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J. L. Gattorna and D. W. Walters 1996

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https://doi.org/10.1007/978-1-349-24841-4communication; design; distribution; Integrated Supply Chain; inventory; logistics; logistics management; m

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Achieving Customer Satisfaction Objectives,strated the role of customer service in developing competitive advantage, but were replete with examples of service installations that proved to be less than satisfactory. In retrospect it would seem that there were three primary problems.

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Corporate Profitability and the Supply Chain,ttracts costs. Logistics activities should add value to resources: typically the added-value of the logistics function is to make product/services accessible to customers at convenient times and locations. This we established in the opening chapters.

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Value Chain and Value Delivery Systems for Supply Chain Management,ies and cultural intermediaries within developing partnerships and alliances. A useful analytical model with which to explore the tasks and roles within the overall process of delivering customer satisfaction is the value chain (see Figure 6.1).

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Textbook 1996Latest editionand modified.Within this framework, the text addresses topics such as: .* value chain analysis .* activity based costing .* strategic partnerships and alliances .* international operations .* optimisation .* best practice and benchmarking.The book is ideal for students and practitioners in the field of logistics and supply chain management.

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Intra-Company Cross-Functional Roles in Logistics,s. Within the business, logistics management is also becoming involved in financial issues and in strategic planning. Furthermore, the role of logistics alongside marketing management to effect delivery of the customer is a major task.

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Facilities Decisions,irements. Product characteristics determine storage and handling methods; rate of sale and sales volumes influence the methods used to process and progress orders; and customer service requirements influence lead time responses which in turn can influence the selection of materials handling equipment.