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GERENCIAMENTO DA CADEIA DE SUPRIMENTOS BALLOU PDF

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almacenes - vidalicn - logística empresarial ronald h. ballou ediciones díaz de santos s.a. empresarial se relaciona com o gerenciamento da cadeia de suprimentos está plano de ensino e aprendizagem 0e%%c2%ba% .pdf. Logística, gerenciamento da cadeia de suprimentos, história da logística. The evolution and future of logistics Ronald H. Ballou. Produção, v. 16, n. 3, p. ronald ballou pdf. the evolution and future of logistics and supply chain. logÍstica empresarial/cadeia de suprimentos – uma disciplina vital mayara condé r. do sistema logístico. o gerenciamento da cadeia de abastecimento. logística de.

Ballou Given 40 years of background with a broad concept explicitly included in the scope of managing material flows. There has been an attempt to distinguish and relationship building among channel members that logistics from supply chain management, declaring logistics are missing from logistics management. Put another way, to be a subset of supply chain management.

Recently, supply chain management can be viewed as having three the Council of Supply Chain Management Professionals dimensions. These are activity and process administration, CSCMP , which is the premier organization of supply interfunctional coordination, and interorganizational chain practitioners, researchers, and academics, has defined coordination.

Activity and process administration is much supply chain management as: of what logistics has been doing. That is, managing activities such as transportation, inventories, warehousing, Supply Chain Management encompasses the planning and order processing that are within the responsibility of and management of all activities involved in sourcing the logistics function.

Interfunctional coordination refers and procurement, conversion, and all Logistics to collaborating and building relationships with other Management activities. Importantly, it also includes functional areas in the same firm, such as with marketing coordination and collaboration with channel partners, and finance. Interorganizational coordination has to do which can be suppliers, intermediaries, third-party with collaborating and coordinating product flows among service providers, and customers.

In essence, Supply channel members, i. Therefore, SCM is viewed management within and across companies.

This is a deviation from the view that the early visionaries had for logistics. Logistics Management is that part of SCM that plans, A contemporary view of supply chain management is to implements, and controls the efficient forward and think of it as managing a set of processes, where a process is a reverse flow and storage of goods, services, and related group of activities relevant to achieving a defined objective, information between the point of origin and point of such as filling orders.

The Amercan Marketing Association consumption in order to meet customer requirements. About one-half of the relationships in ways that benefit the organization and firms surveyed are working toward integration within the its stakeholders. Whether this interfunctional integration is attributed to the implementation of large Based on collaboration with industry leaders, Lambert software systems such as SAP rather than to actual et al.

Lambert et al. Approximately processes for supply chain management.

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These are one third of the firms focus their integration efforts 1 customer relationship management, 2 customer on their first-tier suppliers. Beyond that, there is little service management, 3 demand management, 4 attempt at integration. This is probably due to the inherent order fulfillment, 5 manufacturing flow management, difficulties of achieving effective collaboration and to 6 supplier relationship management, 7 product the limitations brought about by competition, such as the development and commercialization, and 8 returns reluctance to share proprietary information.

Taken together, they represent supply chain management in its entirety. These processes are to Conclusions from the PRESENT be coordinated through collaboration and relationship A number of conclusions can be drawn from observing management throughout the various echelons of the supply product flow management at the present time. Clearly, channel, from initial suppliers to end consumers.

First, we can say the supply chain management collaboration among channel members and expanding is concerned with realizing the opportunities from integrated the scope of product flow management to include management of product flow processes across functions the entire supply chain channel, to what extent is the and between channel members. Although the idea is potent theoretical scope of supply chain management actually and the benefits obvious, the notion of lowering costs by practiced?

Fawcett and Magnan Fawcett and Magnan, including more of a system in decision making is not new. Their results are It was at least embodied in the systems approach promoted captured in Figure 5. In reality, few firms reach the by operations researchers in the s and s.

Logistics Evolution Ballou

Source: Stanley E. Fawcett and Gregory M. Ballou Second, logistics is now being viewed as a subset of and operating the supply chain to enhance the revenues of supply chain management.

The scope of logistics is being the firm in such a way as to maximize contribution to profit. Interfunctional and interorganizational customer service requirements, and it will elevate SCM in management seem to be within the purview of supply the eyes of top management. A new objective will emerge chain management rather than logistics.

Logistics, as an to capture revenue enhancement effects, which is called identifying name, supersedes physical distribution. The objective of ROSCA is to maximize return Third, purchasing and production are now included on supply chain assets. It is defined as: within the scope of supply chain management. Some limitations the sales of the firm, Costs refers to the expenses incurred in and organizational subdividing may occur.

Managers have long calculated the ratio of costs collaboration throughout the entire supply channel, SCM to assets, or return on investment, as a measure for judging currently takes place to a very limited degree.

The most the value of strategic alternatives. When investments are likely place for SCM to occur is between the firm and its first- made to improve customer service, the traditional return- tier suppliers. Currently, SCM is practiced as logistics and on-investment understates the benefits of the strategy by not the broad, theoretical scope envisioned for it.

Perhaps omitting its revenue enhancement possibilities. While managers will begin to practice SCM when its benefits are ROSCA is an improved measure, estimating revenue effects better documented and measured, and the techniques and remains difficult and is a topic for much needed research.

A summary of some of the currently available revenue- estimating methods is offered by Ballou Ballou, The trend toward increased globalization, are likely to be realized and the relationship remains intact. According to a McKinsey that must be resolved. Suppose that a supply chain is composed of will be manufactured in a country different from where two members — a buyer and a seller.

Based on the EOQ formula for management of the associated supply chain processes. Obviously, the more frequently the buyer benefits so that both members benefit and have the incentive places purchase orders, the more setup costs are incurred to continue their cooperation? A number of both formal and informal mechanisms have If the channel is managed as a single entity, the order been identified whereby the benefits of channel cooperation quantity to minimize channel cost is: might equitably be shared among the members see Ballou et al.

Among the formal mechanisms are price adjustments and order quantity minimums. The seller might chain are shown in Figure 6. Note the optimal order quantities also set order-size minimums to encourage more desirable for the buyer and for the supply chain. The supply chain cost order quantities. Seller wishes Informal mechanisms do not distribute funds directly the largest order size possible. Because there is a difference among channel members, but they offer incentives indirectly between the order quantities that each member and the to encourage cooperation.

These have to do with power and channel prefer, there is said to be a cost conflict.

As shown trust. Figure 6: Costs in the Supply Channel. Ballou channel members to comply with their wishes. Reward and identify but will be hard to realize.

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Trust has to do with than a narrower, individual firm perspective. Given cost and sharing information among members so that they can be in revenue information of the channel members, the potential a better position to make decisions benefiting all channel benefits can be calculated and the best course of action members in the coalition. That is, the individual channel members future success. The essence of channel collaboration has will revert to actions that maximize their self interest when, several identifiable features.

First, it is about managing a in their view, the benefits of cooperation and compromise are supply channel of vertically-related but legally separate not fairly shared.

Lack of boundary-spanning information, firms. Second, it represents an untapped opportunity trust, and communication are at the core of realizing supply because channel members often work at cross purposes. Fourth, the benefits may direct sphere of responsibility. Fifth, redistributing most important elements to realizing boundary-spanning the benefits requires 1 metrics to identify and measure opportunities.

When the supply channel is composed potential benefits, 2 information sharing among the of multiple and legally separate members, realizing the members to build trust, and 3 sharing methods for a fair opportunities afforded by acting in concert requires a benefits distribution. To summarize, channel collaboration collaborative effort.

Relationships are forged that are built will require 1 information sharing and a spirit of on trust. Proprietary information often must be shared, and cooperation, 2 a boundary-spanning information system trust must precede the sharing.

Collaboration, coordination, 3 inter-organizational metrics, 4 a means for benefits and trust are key elements in SCM, but they often involve identification, and 5 ways for sharing the spoils of skills that logisticians have not had to exercise to the same cooperation. A particular need is for an information system degree as when managing product flows strictly within the that is inter-organizational in scope and is directed toward boundaries of their own firms.

New skills are required. Improvements in quantity, quality, and dissemination Conclusions for the FUTURE of information throughout the supply chain are primary Without a doubt, logistics and supply chain management reasons for considering boundary-spanning management. SCM is and do business in a global economic environment. In which at the moment is supply chain management, the trend many cases, the channel partners are required to compromise is set.

Here are the major challenges likely to confront SCM their positions regarding supply chain decisions, which is in the near future.

Future research should be A revenue generation strategy for the supply chain will directed to help managers deal specifically with SCM issues be as important as a cost reduction one. There will be to achieve compromise. There is a weakness in the accounting systems its marketing strategy. Designing the supply chain processes needed to operate in a supply chain environment.

It is difficult for one channel partner to related to revenue. The cost of the processes will be managed see the costs of another that are associated with a coordinating to maximize ROSCA associated with the strategy.

Trust, an essential ingredient of collaboration, may Boundary-spanning benefits of SCM may be easy to suffer. Logistics educators typically received their training in Methods of benefits sharing need better definition and marketing, operations, and quantitative methods.

In refinement. These concepts are similar to what is currently described as supply chain Time and place utilities are usually referred to as physical management and, at that time, physical distribution and distribution or logistics activities.

Although marketing and logistics were somewhat synonymous terms. This limited application of In these early years, not only did scholars and practitioners a much broader scope probably had to do with technological struggle with a definition for the field, they could not agree limitations of information systems at the time and the on a title. Some of the familiar ones were: On the other of material flows.

Figure 2: Heskett, J. Ivie, and Nicholas A. Glaskowsky, Jr. Ronald Press , p. First, physical distribution and logistics were envisioned A new name emerges: This name is taking the logistics area by storm since associated with product flow from the points of raw material so many in various business fields seem to embrace it and acquisition to the end consumer.

Although the scope of see activities of their areas imbedded in it. The origin of the field was extensive, actual management practice was the name seems a mystery and exactly what supply chain generally limited to coordination of activities within the management is, compared with physical distribution and logistics function or among those activities associated logistics, is being debated.

Some are saying that it is a with product flow. Boundary-spanning management was fulfillment of the activity integration promise implied in embraced but little practiced. Those believing that supply chain management is managing certain activities collectively.

Activities such evolutionary construct a diagram of the type shown in Figure as transportation and inventory control were collectively 3. The claim is that supply chain management is not new managed because they were in cost conflict. All those and they recognize that the logistics pioneers had many of activities associated with product flow and displaying this the ideas promoted by current supply chain enthusiasts.

For cost tradeoff characteristic were considered a part of the new example, note what Heskett et al.

As a result, physical next requires the coordination of demand and supply distribution and logistics began to develop as an independent between many different institutions in the channel, function within business. This action was spurred by the from the original grower of wheat seed to the ultimate recognition that logistics costs were high and that there was consumer of flour.

Fourth, among the areas of purchasing, production, and Specifically, note that they refer to the entire supply physical distribution, there was little coordination, even though channel and suggest that coordination is needed throughout they had a direct effect on product flow management.

This the channel. These are ideas that form the basis for supply coordination was to become a major theme in later years. Figure 3: Evolution of Supply Chain Management. Ballou Given 40 years of background with a broad concept explicitly included in the scope of managing material flows.

There has been an attempt to distinguish and relationship building among channel members that logistics from supply chain management, declaring logistics are missing from logistics management. Put another way, to be a subset of supply chain management. Recently, supply chain management can be viewed as having three the Council of Supply Chain Management Professionals dimensions. These are activity and process administration, CSCMP , which is the premier organization of supply interfunctional coordination, and interorganizational chain practitioners, researchers, and academics, has defined coordination.

Activity and process administration is much supply chain management as: That is, managing activities such as transportation, inventories, warehousing, Supply Chain Management encompasses the planning and order processing that are within the responsibility of and management of all activities involved in sourcing the logistics function.

Interfunctional coordination refers and procurement, conversion, and all Logistics to collaborating and building relationships with other Management activities. Importantly, it also includes functional areas in the same firm, such as with marketing coordination and collaboration with channel partners, and finance.

Interorganizational coordination has to do which can be suppliers, intermediaries, third-party with collaborating and coordinating product flows among service providers, and customers. In essence, Supply channel members, i. Therefore, SCM is viewed management within and across companies. This is a deviation from the view that the early visionaries had for logistics. Logistics Management is that part of SCM that plans, A contemporary view of supply chain management is to implements, and controls the efficient forward and think of it as managing a set of processes, where a process is a reverse flow and storage of goods, services, and related group of activities relevant to achieving a defined objective, information between the point of origin and point of such as filling orders.

The Amercan Marketing Association consumption in order to meet customer requirements. About one-half of the relationships in ways that benefit the organization and firms surveyed are working toward integration within the its stakeholders. Whether this interfunctional integration is attributed to the implementation of large Based on collaboration with industry leaders, Lambert software systems such as SAP rather than to actual et al.

Lambert et al. Approximately processes for supply chain management. These are one third of the firms focus their integration efforts 1 customer relationship management, 2 customer on their first-tier suppliers. Beyond that, there is little service management, 3 demand management, 4 attempt at integration. This is probably due to the inherent order fulfillment, 5 manufacturing flow management, difficulties of achieving effective collaboration and to 6 supplier relationship management, 7 product the limitations brought about by competition, such as the development and commercialization, and 8 returns reluctance to share proprietary information.

Taken together, they represent supply chain management in its entirety. These processes are to Conclusions from the PRESENT be coordinated through collaboration and relationship A number of conclusions can be drawn from observing management throughout the various echelons of the supply product flow management at the present time.

Clearly, channel, from initial suppliers to end consumers. First, we can say the supply chain management collaboration among channel members and expanding is concerned with realizing the opportunities from integrated the scope of product flow management to include management of product flow processes across functions the entire supply chain channel, to what extent is the and between channel members.

Although the idea is potent theoretical scope of supply chain management actually and the benefits obvious, the notion of lowering costs by practiced? Fawcett and Magnan Fawcett and Magnan, including more of a system in decision making is not new. Their results are It was at least embodied in the systems approach promoted captured in Figure 5. In reality, few firms reach the by operations researchers in the s and s.

Figure 5: Stanley E. Fawcett and Gregory M. Ballou Second, logistics is now being viewed as a subset of and operating the supply chain to enhance the revenues of supply chain management.

The scope of logistics is being the firm in such a way as to maximize contribution to profit. Interfunctional and interorganizational customer service requirements, and it will elevate SCM in management seem to be within the purview of supply the eyes of top management.

A new objective will emerge chain management rather than logistics. Logistics, as an to capture revenue enhancement effects, which is called identifying name, supersedes physical distribution.

Gerenciamento-da-Cadeia-de-Suprimentos-Ronald-Ballou-pdf.pdf

The objective of ROSCA is to maximize return Third, purchasing and production are now included on supply chain assets. It is defined as: Some limitations the sales of the firm, Costs refers to the expenses incurred in and organizational subdividing may occur. Managers have long calculated the ratio of costs collaboration throughout the entire supply channel, SCM to assets, or return on investment, as a measure for judging currently takes place to a very limited degree.

The most the value of strategic alternatives. When investments are likely place for SCM to occur is between the firm and its first- made to improve customer service, the traditional return- tier suppliers. Currently, SCM is practiced as logistics and on-investment understates the benefits of the strategy by not the broad, theoretical scope envisioned for it.

Perhaps omitting its revenue enhancement possibilities. While managers will begin to practice SCM when its benefits are ROSCA is an improved measure, estimating revenue effects better documented and measured, and the techniques and remains difficult and is a topic for much needed research. A summary of some of the currently available revenue- estimating methods is offered by Ballou Ballou, The trend toward increased globalization, are likely to be realized and the relationship remains intact.

According to a McKinsey that must be resolved. Suppose that a supply chain is composed of will be manufactured in a country different from where two members — a buyer and a seller. Based on the EOQ formula for management of the associated supply chain processes.

In the past, the focus of the size: As Peter Drucker Drucker, put it, physical distribution is: Obviously, the more frequently the buyer benefits so that both members benefit and have the incentive places purchase orders, the more setup costs are incurred to continue their cooperation?

A number of both formal and informal mechanisms have If the channel is managed as a single entity, the order been identified whereby the benefits of channel cooperation quantity to minimize channel cost is: Among the formal mechanisms are price adjustments and order quantity minimums. The seller might chain are shown in Figure 6. Note the optimal order quantities also set order-size minimums to encourage more desirable for the buyer and for the supply chain.

The supply chain cost order quantities. Seller wishes Informal mechanisms do not distribute funds directly the largest order size possible. Because there is a difference among channel members, but they offer incentives indirectly between the order quantities that each member and the to encourage cooperation. These have to do with power and channel prefer, there is said to be a cost conflict. As shown trust. On the other hand, if the order quantity is set at that which will minimize the combined Table 1: A key question then is: Figure 6: Costs in the Supply Channel.

Ballou channel members to comply with their wishes. Reward and identify but will be hard to realize. Trust has to do with than a narrower, individual firm perspective. Given cost and sharing information among members so that they can be in revenue information of the channel members, the potential a better position to make decisions benefiting all channel benefits can be calculated and the best course of action members in the coalition.

That is, the individual channel members future success. The essence of channel collaboration has will revert to actions that maximize their self interest when, several identifiable features. First, it is about managing a in their view, the benefits of cooperation and compromise are supply channel of vertically-related but legally separate not fairly shared. Lack of boundary-spanning information, firms.

Second, it represents an untapped opportunity trust, and communication are at the core of realizing supply because channel members often work at cross purposes. Fourth, the benefits may direct sphere of responsibility. Fifth, redistributing most important elements to realizing boundary-spanning the benefits requires 1 metrics to identify and measure opportunities.

When the supply channel is composed potential benefits, 2 information sharing among the of multiple and legally separate members, realizing the members to build trust, and 3 sharing methods for a fair opportunities afforded by acting in concert requires a benefits distribution.

To summarize, channel collaboration collaborative effort. Relationships are forged that are built will require 1 information sharing and a spirit of on trust. Proprietary information often must be shared, and cooperation, 2 a boundary-spanning information system trust must precede the sharing. Collaboration, coordination, 3 inter-organizational metrics, 4 a means for benefits and trust are key elements in SCM, but they often involve identification, and 5 ways for sharing the spoils of skills that logisticians have not had to exercise to the same cooperation.It is an area of much needed echelons of a product supply chain.

A framework of sustainable supply chain management: moving toward new theory, International Journal of Physical Distribution Logistics Management, 38 5 , Skip to main content. Chapter Some methods, both formal and with the new managerial dimensions required of a supply informal, were previously noted; however, it is not clear chain environment.

Survey of green vehicle routing problem: Past and future trends. For those firms seeking real supply chain cooperation spanning many echelons in the a formalized arrangement, the organizational structure is channel. The Amercan Marketing Association consumption in order to meet customer requirements.

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