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The Resource Global Sourcing and Supply Management Excellence in China : Procurement Guide for Supply Experts

Global Sourcing and Supply Management Excellence in China : Procurement Guide for Supply Experts

Label
Global Sourcing and Supply Management Excellence in China : Procurement Guide for Supply Experts
Title
Global Sourcing and Supply Management Excellence in China
Title remainder
Procurement Guide for Supply Experts
Creator
Contributor
Subject
Language
eng
Member of
Cataloging source
MiAaPQ
Literary form
non fiction
Nature of contents
dictionaries
Series statement
Management for Professionals
Global Sourcing and Supply Management Excellence in China : Procurement Guide for Supply Experts
Label
Global Sourcing and Supply Management Excellence in China : Procurement Guide for Supply Experts
Link
http://libproxy.rpi.edu/login?url=https://ebookcentral.proquest.com/lib/rpi/detail.action?docID=4659367
Publication
Copyright
Related Contributor
Related Location
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Carrier category
online resource
Carrier category code
cr
Carrier MARC source
rdacarrier
Color
multicolored
Content category
text
Content type code
txt
Content type MARC source
rdacontent
Contents
  • Foreword -- Contents -- About the Authors -- List of Acronyms and Abbreviations -- List of Figures -- List of Tables -- Introduction -- About the Book -- 1: Supply Management in China -- 1.1 Supply Management: A New and Proactive Concept -- 1.2 SM in China, Guanxi ( 係/关系): The Cultural Barrier -- 1.2.1 Guanxi in Business Relationships -- 1.2.2 Complexity of Guanxi -- 1.3 Economic and Demographical Data in China -- 1.3.1 Economic Overview -- 1.3.2 Economic History -- 1.3.3 China's Balance of Payments -- 1.3.4 China's Trade Structure -- 1.3.5 Exports from China -- 1.3.6 Imports to China -- 1.3.7 China's Economic Policy -- 1.3.8 China's Fiscal Policy -- 1.3.9 China's Monetary Policy -- 1.3.10 China's Exchange Rate Policy -- 1.4 China: Mature Supply Base and Strategic Partnerships -- 1.5 Supply Management and SCM in Global Market Places -- 1.5.1 Disadvantages and Negative Effects of Global Supply Management -- 1.5.2 Advantages and Positive Effects of Global Supply Management -- References -- 2: Supply Management Strategy -- 2.1 Supply Networks, Segmentation and Categorisation -- 2.1.1 Supply Networks -- 2.1.2 Raw Material Supplier -- 2.1.3 Component/Parts Supplier -- 2.1.4 Systems Supplier -- 2.1.5 Integrated Supplier/Keiretsu Supplier -- 2.1.6 Supplier and Commodity Segmentation -- 2.1.7 Strategic Supplier and Material Segmentation (Portfolio Analysis) -- 2.1.8 Strategic Materials/Components -- 2.1.9 Leverage Materials/Components -- 2.1.10 Shortage Materials/Components -- 2.1.11 Standard or Catalogue Materials/Components -- 2.1.12 Value and Competitive Advantage of Supplier Networks -- 2.2 Supply Management Manual and Process -- 2.2.1 Supply Management Manual or Handbook -- 2.2.2 Operational Supply Management Process -- 2.2.3 Organisation (Establish) -- 2.2.4 Demand Analysis (Needs)
  • 2.2.5 Market Analysis (Specify) -- 2.2.6 Qualification (Evaluate) -- 2.2.7 Request for Quotation (Enquire) -- 2.2.8 Initial Analysis (Select) -- 2.2.9 Final Analysis (Decide) -- 2.2.10 Invoice (Pay) -- 2.2.11 Purchase Order (Decide) -- 2.2.12 Delivery (Receipt) -- 2.2.13 Processing of Products (Use) -- 2.2.14 Supply Management (Review) -- 2.3 Supply Management Objectives -- 2.4 Supply Management Tools -- 2.4.1 Roles and Responsibilities: RACI Chart -- 2.4.2 War Room or Visualisation Centre (Obeya) -- 2.4.2.1 Information in a War Room for Supplier Management -- 2.4.2.2 Use and Frequency of Usage -- 2.4.2.3 Daily Stand-Up Meetings and Sit-Down Meetings -- 2.4.3 Supplier Evaluation -- 2.4.4 Supplier Dashboard and Cockpit -- 2.4.5 Supplier Balanced Score Card (BSC) -- 2.5 Supply Risks: Macro and Micro Risk Management -- 2.6 Proactive Versus Reactive Supply Management -- 2.6.1 Goals and Strategy of Evaluation -- 2.6.2 Areas of Evaluation and Focus -- 2.6.3 Method of Evaluation -- 2.7 Suppliers' Days and Supplier Portals -- 2.7.1 Supplier Portal -- References -- 3: Supply Performance Management -- 3.1 Key Performance Indicators (KPIs) in Supply Management -- 3.2 Key Performance Evaluation of the Entire Value Chain -- 3.3 Establishing the Right KPI in Supply Management -- 3.4 KPI and Effects on Suppliers -- 3.5 KPI and Effects on Customers -- 3.6 How to Utilise and Apply KPI: Case Study -- References -- 4: Supply Change Management -- 4.1 Paradigm Shift to the New School of Supply Management -- 4.2 New Supply Management Competencies -- References -- 5: Supply Lean Management -- 5.1 Traditional Approach Versus Lean Supply Management -- 5.1.1 Best Practice: Porsche -- 5.2 Principles of a Lean Supply Management System -- 5.3 Lean Workshop in Supply Management: Case Study -- 5.4 Poka-Yoke -- 5.5 Gemba
  • 5.6 Lean Workshop at a Supplier in Changzhou: A Case Study -- References -- 6: Sustainable and Resilient Supply Chains -- 6.1 Strategic Resilience -- 6.2 Operational Resilience -- References -- 7: Supply Management Organisation -- 7.1 Centralised and Decentralised Supply Management -- 7.1.1 Advantages of Centralised Supply Management -- 7.1.2 Advantages of Decentralised Purchasing -- 7.2 Commodity and Project Matrix Organisation -- 7.2.1 Direct and Indirect Supply Management -- 7.2.2 Formal and Hierarchical -- 7.2.3 Networked Supply Management Structure -- References -- 8: Total Cost and Dispute Mitigations -- 8.1 Total Cost of Ownership (TCO) in Supply Management: Case Study -- 8.2 General Concept of Claim Management -- 8.3 Practical Meaning of Claim Management -- 8.4 Dispute Resolution in China: Recommendations and Guidance -- 8.4.1 The Legal and Court System in China -- 8.4.2 Choose a Proper Forum -- 8.4.3 Labour Dispute -- 8.4.4 International Proprietary Rights (IP) Dispute -- 8.4.5 Shareholder Dispute -- 8.5 Negotiations in China -- 8.5.1 Getting Personal Information About the Negotiation Partner -- 8.5.2 Collaboration and Good Preparation: Refrain from Being Hostile -- 8.5.3 Negotiate with a Target Range: Always Keep a Little Gap to the Maximum Result and Objective -- 8.5.4 Patience and Long-Term Relationships -- References -- 9: Reverse Logistics and Supply Management Logistics -- 9.1 Reverse Logistics in Supply Chains -- 9.2 Logistics and Supply Chains from China to Europe -- References -- 10: 15 Best Practices for SM in China -- 10.1 Best Practice 1: Supply Management and China Activities Must Be Part of a Corporate and Centralised Strategy -- 10.2 Best Practice 2: Organisational Set-Up of All China Activities in Line with Supply Management Needs
  • 10.3 Best Practice 3: Involvement of Supply Management into Supplier Selection Phase -- 10.4 Best Practice 4: Supplier Partnerships, Co-operation, Strategic Alliances and Joint Ventures -- 10.5 Best Practice 5: Visibility of Chinese Supply Chains -- 10.6 Best Practice 6: B2B Collaboration -- 10.7 Best Practice 7: Cost Transparency as Part of Collaborative Supply Management -- 10.8 Best Practice 8: Preventive Risk Management Measures Integrating the Chinese Supply Base -- 10.9 Best Practice 9: Demand Scheduling and Production System Synchronisation with Chinese Suppliers -- 10.10 Best Practice 10: Proactive Supplier Quality Performance as Part of SRM -- 10.11 Best Practice 11: Supplier Academy for Continuous Improvement of Chinese Relationships -- 10.12 Best Practice 12: Global Sourcing Requires Global Relationships, Understanding the Cultural Aspects and Barriers of Guanxi -- 10.13 Best Practice 13: Claims Management as Part of a Fair Supply Management -- 10.14 Best Practice 14: Dual Source Paradox -- 10.15 Best Practice 15: Qualitative Investigation of Supply Chain Discrepancies -- 10.16 Empirical Results: Advantages from Chinese Supply Management -- References -- Appendices -- Appendix 1: Engineering Change Cost Table Sheet Porsche -- Appendix 2: Supplier Evaluation Panasonic -- Appendix 3: Ishikawa Diagram: Root Cause Analysis -- Appendix 4: Supplier Cockpit -- Appendix 5: Evaluation Model including SM Tools -- Bibliography -- Index
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{'f': 'http://opac.lib.rpi.edu/record=b4385960'}
Extent
1 online resource (199 pages)
Form of item
online
Isbn
9789811016660
Media category
computer
Media MARC source
rdamedia
Media type code
c
Sound
unknown sound
Specific material designation
remote

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