Three Classic Articles in Supply Chain Management each with over 5,000 Google Scholar citations

Since the 4th edition, we have collaborated with executives and academics to improve the book. Highlights of changes in the 5th edition include:

• The original product-intensive SCM framework was developed in cooperation with executives from major manufacturing companies. Since services represent 87% of the US economy, we worked with executives from 13 service companies to develop a SCM framework for services. The industries represented included: airline, banking, car rental, credit card, grocery retail, healthcare provider, parcel delivery, personal finance, private jet charter, professional service, restaurant, retail, and food service. All but one of the 13 companies had sales of over $1 billion. Nine had revenues of more than $10 billion and three of those companies had revenues more than $50 billion. We found that there were no differences in the supply chain maps of product-intensive companies and service-intensive companies. Because there are no pure product or service supply chains, both frameworks are necessary to manage a supply chain. For example, every customer category of a global car rental company with sales of more than $10 billion involves a service but three of the seven major categories of suppliers, automobiles, fuel and automobile parts are for products and the other four are for services. The 5^th edition addresses this complexity.
• There is a new chapter, Service Delivery Management, which in service-intensive companies is the process that takes the place of the manufacturing flow management, order fulfillment, and returns management processes in the product-intensive SCM framework. Service delivery management includes all activities necessary to design a supply chain network that enables the company to meet customers’ demand for services while maximizing profitability. The service delivery management process team is responsible for ensuring that the product/service agreements with customers are designed, coordinated, and executed seamlessly, so that they provide value and meet profitability goals. It includes ensuring that resources and capabilities have the flexibility to accommodate demand.
• There is a new assessment tool for the service delivery management process.
• The chapters have been organized into five parts: I) Introduction to Supply Chain Management; II) Building the Network of Relationships in the Supply Chain; III) Supply Chain Operations; IV) Managing the Supply Chain; and V) Assessment Tools.
• Learning objectives and end-of-chapter questions have been added to each chapter.
• A more detailed summary of a Partnership Meeting conducted in the United Kingdom was added as an Appendix to the chapter Developing and Implementing Partnerships in the Supply Chain.
• A more comprehensive example of a demand management assessment at a major sporting goods company has been added.
• The chapter on mapping for supply chain management now includes service companies.
• Updates and enhancements have been made to all the chapters. New industry examples from implementations of the framework, and integration of material specifically focused on the issues of sustainability and risk management have been added. For instance, the Manufacturing Flow Management and Lean Thinking and Supply Chain Management chapters have been combined and thoroughly rewritten.
• In Chapter 18, Supply Chain Management: The Next Steps, we introduce the combined SCMi framework that prepares management to respond to whatever challenges and opportunities might arise, and we reinforce that the SCMi framework is a new business model for all companies.