Integral Logistics Management — Operations Management and Supply Chain Management Within and Across Companies

2.8 References

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Alar02Alard, R., “Internetbasiertes Beschaffungs­management direkter Güter — Konzept zur Gestaltung der Beschaffung durch Nutzung internetbasierter Technologien,” Dissertation ETH Zurich, No. 14772, 2002
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AlHi01Alard, R., Hieber, R., “Electronic Procurement Solutions for Direct Materials,” International Conference on Indu­strial Logistics, July 9–12, 2001, Okinawa, Japan
ASCM22Pittman, P. et al., ASCM Dictionary, 17th Ed., APICS/ASCM, Chicago, 2022
BeHa00Berrymann, K., Harrington, L.F., Layton-Rodin, D., Rerolle, V., “Electronic Commerce: Three Emerging Strategies,” The McKinsey Quarterly, 2000, No. 3 Strategy, pp. 129–136
Bens99Bensaou, M., “Portfolios of Buyer-Supplier Relationships,” MIT Sloan Management Review, No. 40, pp. 36–44, Cambridge, 1999
Brem10Bremen, P., “Total Cost of Ownership — Kostenanalyse bei der globalen Beschaffung direkter Güter in produzierenden Unternehmen,” Dissertation ETH Zurich, Nr. 19378, 2010
Brue98Bruetsch, D. et al., “Building Up a Virtual Organization,” in Schönsleben, P., Büchel, A., Eds., “Organizing the Extended Enterprise,” Chapman & Hall, London, 1998
Cana15Canadian Border Service Agency, “Trilateral Customs Guide through NAFTA,” http://www.cbsa-asfc.gc.ca/publications/pub/c-124-eng.html, accessed: July 1, 2015
Coas93Coase, R.H., “The Nature of the Firm,” in Williamson, O., Winter, S., “The Nature of the Firm — Origins, Evolution, and Development,” Oxford University Press, London, 1993, p. 18
Cran03Cranfield University School of Management, “Understanding Supply Chain Risk: A Self-Assessment Workbook,” Department for Transport, Cranfield, UK, 2003
DaMa93Davidow, W.H., Malone, M.S., “The Virtual Corporation,” HarperCollins, New York, 1993
DoBu03Dobler, D.W., Burt, D.N., Starling, S., “World Class Supply Management,” 7th Edition, McGraw-Hill, New York, 2003
Ellr93Ellram, L. M., “A Framework for Total Cost of Ownership,” The International Journal of Logistics Management, No. 4, S. 49–60, 1993
EsSu05Estevadeordal A., Suominen K., “Multilateralism and Regionalism. The New Interface — Chapter V — Rules of Origin,” United Nations Conference on Trade and Development, 2005, pp. 50–78
Fish97Fisher, M.L., “What Is the Right Supply Chain for Your Pro­duct?” Harvard Business Review, March–April 1997, pp. 105–116
Forr58Forrester, J.W., “Industrial Dynamics: A Major Breakthrough for Decision Makers,” Harvard Business Review, 36(4) 1958, pp. 37–66
GoNa94Goldman, S.L., Nagel, R.N., Preiss, K., “Agile Competi­tors and Virtual Organizations, Strategies for Enriching the Customer,” John Wiley & Sons, New York, 1994
Gull02Gulledge, T.R., “B2B eMarketplaces and Small- and Medium-Sized Enterprises,” Computers in Industry, 49 (2002), pp. 47–58
Hand95Handy, Ch., “Trust and the Virtual Organization — How Do You Manage People You Don’t See?” Harvard Business Review, 5/6 1995, pp. 40–50
Hart04Hartel, I., “Virtuelle Servicekooperationen — Management von Dienst­leistungen in der Investitionsgüterindustrie,” BWI-Reihe Forschungsberichte für die Unternehmens­praxis, vdf Hochschulverlag, Zurich, 2004
JuPe03Jüttner, U., Peck, H., Christopher, M., “Supply Chain Risk Management — Outlining an Agenda for Future Research,” International Journal of Logistics: Research and Applications, 6(4) 2003, pp. 197–210
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LePa97Lee, H.L., Padmanabhan, V., Whang, S., “Information Distortion in a Supply Chain: The Bullwhip Effect,” Management Science, 43(4) 1997, pp. 546–558
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PlFi10Plehn, J. F., Finke, G. R., Sproedt, A., “Tariff Oriented Supply Chain Management: Implications of Trade Agreements on Strategic Deci­sions,” Proceedings of the 21. POMS Conference, May 7–10, 2010
Port04aPorter, M., “Competitive Strategy: Techniques for Analyzing Industries and Competitors,” Simon & Schuster Verlag, 2004
Port04bPorter, M., “Competitive Advantage,” Simon & Schuster Verlag, 2004
SöLö03Schönsleben, P., Lödding, H., Nienhaus, J., “Verstärkung des Bullwhip-Effekts durch konstante Plan-Durchlauf­zeiten — Wie Lieferketten mit einer Bestandsregelung Nachfrage­schwankungen in den Griff bekommen,” PPS Management (2003) 1, pp. 41–45; English translation forthcoming
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Course 2: Sections and their intended learning outcomes

  • Course 2 – Supply Chain Design: Business Relations and Risks
    Course 2 – Supply Chain Design: Business Relations and Risks

    Intended learning outcomes: Explain concepts such as the make-or-buy decision, tariff-orientation and total cost of ownership in a global supply chain. Differentiate strategic design options for the relationships with and the selection of suppliers. Disclose strategies for intensive cooperation in the supply chain. Describe identification, assessment and handling of supply chain risks.

  • 2.1 Ownership and Trade in a Global Supply Chain
    2.1 Ownership and Trade in a Global Supply Chain

    Intended learning outcomes: Present the concept of the make-or-buy decision in detail. Explain the value content requirements and tariff-orientation in a global supply chain. Describe the total cost of ownership in a global supply chain.

  • 2.2 Strategic Procurement
    2.2 Strategic Procurement

    Intended learning outcomes: Produce an overview on strategic procurement. Differentiate between traditional market-oriented relationship and Customer-Supplier Partnership. Describe strategic procurement portfolios. Explain strategic selection of suppliers. Present basics of supplier relationship management and e-procurement solutions.

  • 2.3 Designing a Strategic Partnership Relationship
    2.3 Designing a Strategic Partnership Relationship

    Intended learning outcomes: Present target area strategies for intensive cooperation. Explain the Advanced Logistics Partnership (ALP) model with concepts such as building trust, working out collaborative processes in the supply chain, avoiding the bullwhip effect. Describe the virtual enterprise and other forms of coordination among companies.

  • 2.4 Supply Chain Risk Management
    2.4 Supply Chain Risk Management

    Intended learning outcomes: Produce an overview on supply chain risk management. Explain the identification of supply chain risks. Describe the assessment of supply chain risks. Disclose how supply chain risks can be handled.

  • 2.5 Summary
    2.5 Summary

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