More than 500-page heavy and laden with examples, this book takes on a unique approach, and teaches you how the supply chain is an integrated part of any business, not something added to it to make the business work. The supply chain is the business; without it, there would be no business.
The supply chain is a firm’s core asset, and perhaps its most important asset, and a firm is only as good or as bad as its supply chain. In this tightly packed 300-page volume Sehgal shows how important it is to have a top-down-driven approach to supply chain management and how important it is to link strategy and execution, from the board room to the very last delivery guy.
This book is about the principles, frameworks and processes that enable the aligning of a company’s specific customer value proposition with its operations strategy.The book is built around 33 rules that cover all possible aspects of supply chain operations and management, and that are placed throughout the eleven chapters of the book.
Essentially, there is no difference between a business continuity plan for one organization, compared to a business continuity plan for a whole supply chain. What differs is the complexity
Publish or perish? Publish. It has taken its time, but finally it is there, the book that has my chapter in it. This book links Virtual Enterprise Networks with Supply Chain Management and Risk Management in a cross-disciplinary fashion.
Many books on supply chain risk do not deal explicitly with supply chain security; at best it is one of many aspects of discussion. This books takes supply chain security a long step forward, as it provides a cross-section of current research and future issues.
This book will fascinate, because it so brilliantly explains, explores, researches and reviews the spatial impact of transportation systems and how they have shaped the world that surrounds us.
What we have here is a book that fully covers the complete setup of a supply chain from A to Z, with nothing left out, and while strategic considerations are not explicitly mentioned, implicitly they are taken care of.
The overarching theme of this book is the development of supply chain relationships for better supply chain performance, and one of the best insurances against supply chain risk is developing relationships that perform well, in good times, and in bad times.
Supply Chain Risks can be classified as either one of these three, Deviation, Disruption or Disaster, and can be approached using either a Preventive or an Interceptive approach; the former attempts to build in risk tolerance, the latter attempts to contain the damage or impact of an undesired event.
The book is a collection of excellent articles by various researchers in supply chain risk from mostly Germany and Austria. To make up for yesterday’s perhaps overly harsh critique of just one article from this book, this is a full and proper content review.
Should an editor care? I believe he should. The editor of this book doesn’t, I simply cannot avoid saying it, and I will explain why. While many of the articles/chapters maintain an excellent academic standard, one of the chapters does not at all hold up to any standard. In fact, it is so bad it makes me wonder how this could have slipped by editorial control?
Another book by someone from the ISCRIM gang? No, not this time, or perhaps, yes, after all, since several of the ISCRIM members have contributed to it. The book serves a twofold purpose: 1) Understanding and assessing risk in the supply chain, and 2) Decision making and risk mitigation in the supply chain.
This book shows you how everyone is involved in the supply chain itself, often on several levels at the same time, how the chain is exposed to an infinite number of constantly changing threats; how weak links in the chain represent threats and vulnerabilities, to profitability, continuity, safety and health; and how these threats can be mananged, reduces and eliminated.
The key issue is to not make your supply chain one type only, but to keep it open-ended, such that the appropriate supply chain constellation can be matched to the according customer or supplier or product.
This is a handbook indeed, allowing the reader to focus on one area of investigation at the time, while never leaving the whole chain out of sight. My interest in it stems from the fact that it contains a chapter on risk management.
This book is clear and concise, to the point, and constantly switching between risk management in general, supply chain risk, and business continuity, always seeing the whole picture
The Austrian economist Joseph Schumpeter uses the term Creative Destruction to describe the process of transformation that accompanies radical innovation. One of the ways an economy moves forward is by destroying the old in order to create new opportunities.
DeLoach has a refreshing new approach to risk management that is is cross-functional, integrated and adaptable in the face of constant change, simply because traditional risk management approaches are no longer adequate
This book describes six reasons why firms seek to establish cooperative networks: 1) Certainty 2) Flexibility 3) Capacity 4) Speed 5) Skills and Competence 6) Intelligence. Five degrees of networks can be discerned: 1) Equal-partner network 2) Unilateral agreements 3) Dominated network 4) Virtual corporation, and 5) Strategic alliance.
