{"product_id":"the-palgrave-handbook-of-supply-chain-management-9783031198830","title":"The Palgrave Handbook of Supply Chain Management","description":"\u003cb\u003eBook Synopsis\u003c\/b\u003e\u003cbr\u003e\u003cp\u003e\u003ci\u003eThis handbook offers a comprehensive presentation of the field of supply chain management. Divided into six sections, it addresses broad strategic issues, then focuses in on specific locations and technology issues along the supply chain.\u003c\/i\u003e\u003c\/p\u003e  \u003cp\u003e\u003ci\u003eThe chapters explore topics related to upstream supply chain management, organizational operations and management of supply chains, downstream supply chain management, transportation and logistics management, with strategic, technology, economic, and operational dimensions also covered. Further, the book includes cross-cutting concerns relating to issues such as sustainability, performance management, financial concerns, resilience, and inventory management.\u003c\/i\u003e\u003c\/p\u003e  \u003cp\u003e\u003ci\u003eEach chapter presents background on the topics, examines the current concerns of interest to practitioners and researchers, identifies future directions of research, and addresses the managerial implications related to the topic\u003c\/i\u003e\u003c\/p\u003e  \u003ci\u003eWith chapters written in an accessible, easy-to-grasp style, this work will serve as a go-to reference for academics, students, and practitioners alike.\u003c\/i\u003e\u003cbr\u003e\u003cbr\u003e\u003cbr\u003e\u003cb\u003eTable of Contents\u003c\/b\u003e\u003cbr\u003e\u003cb\u003e1. Strategic Issues\u003c\/b\u003e\u003cp\u003eStrategic Planning\u003c\/p\u003e\u003cp\u003eHorizontal Integration\u003c\/p\u003e\u003cp\u003eCoopetition\u003c\/p\u003e\u003cp\u003eVertical Integration\u003c\/p\u003e\u003cp\u003eFinance\u003c\/p\u003eNetwork Design\u003cp\u003e\u003c\/p\u003e\u003cp\u003eNew Product Development\u003c\/p\u003e\u003cp\u003eProduct Life Cycles\u003c\/p\u003e\u003cp\u003eSocial Concerns\u003c\/p\u003e\u003cp\u003eGender Diversity\u003c\/p\u003e\u003cp\u003eSupplier Diversity\u003c\/p\u003e\u003cp\u003eSupplier Social Justice\u003c\/p\u003e\u003cp\u003eSustainability\u003c\/p\u003e\u003cp\u003eCircular Economy\u003c\/p\u003eHumanitarian Supply Chains\u003cp\u003e\u003c\/p\u003e\u003cp\u003eModern slavery\u003c\/p\u003e\u003cp\u003eProfessional services and consulting\u003c\/p\u003e\u003cp\u003eGlobal sourcing\u003cb\u003e\u003c\/b\u003e\u003c\/p\u003e\u003cp\u003e\u003cb\u003e2. Operational Issues\u003c\/b\u003e\u003c\/p\u003e\u003cp\u003eAgility\u003c\/p\u003e\u003cp\u003eLean\u003c\/p\u003e\u003cp\u003eJust-in-Time\u003c\/p\u003e\u003cp\u003e\u003c\/p\u003e\u003cp\u003eQuality Management\u003c\/p\u003e\u003cp\u003eProject Management\u003c\/p\u003e\u003cp\u003eResilience\u003c\/p\u003e\u003cp\u003ePerformance Measurement\u003c\/p\u003e\u003cp\u003eRisk\u003c\/p\u003e\u003cp\u003eBullwhip Effect\u003c\/p\u003e\u003cp\u003eInventory Management\u003c\/p\u003e\u003cp\u003eTarget Costing\u003c\/p\u003e\u003cp\u003eOptimization\u003c\/p\u003e\u003cp\u003eSafety and Food Safety\u003c\/p\u003e\u003cp\u003eNegotiation\u003c\/p\u003e\u003cp\u003eCross-functional teams\u003c\/p\u003e\u003cp\u003eHuman Resource Management\u003c\/p\u003e\u003cp\u003eContracting\u003cbr\u003e\u003c\/p\u003e\u003cp\u003e\u003cb\u003e3. Logistics and Transportation\u003c\/b\u003e\u003c\/p\u003e\u003cp\u003eTransportation\u003c\/p\u003e\u003cp\u003eLogistics\u003c\/p\u003e\u003cp\u003eLocational Analysis\u003c\/p\u003e\u003cp\u003eMulti-Modal Transportation\u003c\/p\u003e\u003cp\u003eWarehousing\u003c\/p\u003e\u003cp\u003eReverse Logistics\u003c\/p\u003e\u003cp\u003e\u003c\/p\u003e\u003cp\u003eOff-shoring and On-shoring\u003c\/p\u003e\u003cp\u003eOutsourcing and Insourcing\u003c\/p\u003e\u003cp\u003e\u003cb\u003e4. Upstream Management\u003c\/b\u003e\u003c\/p\u003e\u003cp\u003eSupplier Selection\u003c\/p\u003e\u003cp\u003eSupplier Development\u003c\/p\u003eSupplier Auditing\u003cp\u003e\u003c\/p\u003e\u003cp\u003eRelationship Management\u003c\/p\u003e\u003cp\u003eSourcing\u003c\/p\u003e\u003cp\u003eProcurement\u003c\/p\u003e\u003cp\u003eMulti-Tier Management\u003c\/p\u003e\u003cp\u003eSub-supplier management\u003c\/p\u003e\u003cp\u003eCollaboration\u003c\/p\u003e\u003cp\u003eCoordination\u003c\/p\u003e\u003cp\u003ePublic Procurement\u003c\/p\u003e\u003cp\u003e\u003cb\u003e5. Downstream Management\u003c\/b\u003e\u003c\/p\u003e\u003cp\u003eIndustrial Marketing Management\u003c\/p\u003e\u003cp\u003eMarketing and Supply Chain Management\u003c\/p\u003e\u003cp\u003eCustomer Relationship Management\u003c\/p\u003e\u003cp\u003eOmni-Channel Supply Chains\u003c\/p\u003e\u003cp\u003eDistribution planning\u003c\/p\u003e\u003cp\u003eForecasting and Demand Management\u003c\/p\u003ePackaging\u003cp\u003e\u003c\/p\u003e\u003cp\u003eProduct Management\u003c\/p\u003e\u003cp\u003eTake-back and Product Service Systems\u003c\/p\u003e\u003cp\u003eReturns and Warranties\u003cb\u003e\u003c\/b\u003e\u003c\/p\u003e\u003cp\u003e\u003c\/p\u003e\u003cp\u003e\u003c\/p\u003e\u003cp\u003e\u003cb\u003e6. Technology\u003c\/b\u003e\u003c\/p\u003eTechnology Management\u003cp\u003e\u003c\/p\u003e\u003cp\u003eTechnology sourcing\u003c\/p\u003e\u003cp\u003eInnovation Management and R\u0026amp;D\u003c\/p\u003e\u003cp\u003eProcess Design\u003c\/p\u003e\u003cp\u003eVirtual teams\u003c\/p\u003e\u003cp\u003eIndustry 4.0\u003c\/p\u003e\u003cp\u003eBig Data\u003c\/p\u003e\u003cp\u003eBlockchain Technology\u003c\/p\u003e\u003cp\u003eElectronic Commerce\u003c\/p\u003eArtificial Intelligence\u003cp\u003e\u003c\/p\u003e\u003cp\u003eInternet of Things\u003c\/p\u003e\u003cp\u003eSocial Media\u003c\/p\u003e\u003cp\u003eBusiness and Data Analytics\u003c\/p\u003e\u003cp\u003e3-D Printing and Additive Manufacturing\u003c\/p\u003e\u003cp\u003eE-Supply Chain Management\u003c\/p\u003e\u003cp\u003e\u003cb\u003e7. Sociological, Behavioral and Psychological\u003c\/b\u003e\u003c\/p\u003e\u003cp\u003eStakeholder relationships\u003c\/p\u003e\u003cp\u003eCommunity relationships\u003c\/p\u003e\u003cp\u003eLeadership\u003c\/p\u003e\u003cp\u003eMotivation\u003c\/p\u003e\u003cp\u003eDecision Making and Ethics\u003c\/p\u003e\u003cp\u003ePolicy and Regulatory Concerns\u003c\/p\u003e\u003cp\u003e \u003c\/p\u003e\u003cp\u003e \u003c\/p\u003e\u003cp\u003e\u003ci\u003eA brief description is provided for each major section:\u003c\/i\u003e\u003c\/p\u003e\u003cp\u003e\u003ci\u003e \u003c\/i\u003e\u003c\/p\u003e\u003cp\u003e\u003ci\u003e1. Strategic Issues – These chapter topics cover concerns that have broader and longer-term implications.  The issues will likely cut across functional disciplines. They range from financial and human resource concerns, to broader environmental and social sustainability issues.  The topics would be of interest to all in the organization from the boardroom (C-suite) to the individual on the shop floor or consumer.  Although these chapters take the perspective of a focal company, they are also likely to imply strategic relationships to outside stakeholders.  Under strategic issues the goal is to consider broader economic and business concerns and then evolve to social and environmental issues in the supply chain.\u003c\/i\u003e\u003c\/p\u003e\u003cp\u003e\u003ci\u003e \u003c\/i\u003e\u003c\/p\u003e\u003cp\u003e\u003ci\u003e2. Operational Issues – These chapter topics are more focused on internal activities that are shorter term and more focused on specific projects and issues. Most of these topics are under the concern of few or singular functions within the organization.  Many are related to traditional operations concerns and focused on operational efficiency and effectiveness of programs and projects. Typically, they would be considered under the purview and primary control of the focal company.  They would include a variety of continuous improvement projects and programs. Within the operational concerns the evolution is from programmatic and philosophical operations concerns such as Lean and Agility, to more specific optimization and planning of resource concerns such as costing, risk, and inventory and human resources management.\u003c\/i\u003e\u003c\/p\u003e\u003cp\u003e\u003ci\u003e \u003c\/i\u003e\u003c\/p\u003e\u003cp\u003e\u003ci\u003e3. Logistics and Transportation – In supply chain management one of the most important ways of managing flows, especially materials flows, within and across boundaries is through logistics and transportation.  This is a separate section since the topic has received significant emphasis and sometimes represent separate fields within supply chain management. They relate to materials management and materials movement, although they each include strategic and operational contexts, they will be focused on management of these specific functions.  These activities and functions occur upstream, downstream, and within organizations. These activities are often outsourced supply chain support activities and have technological linkages. In this section we start out with general transportation and logistics as chapters, and then get into more specific related topics such as multi-modal transportation concerns, reverse logistics, and warehousing.  We also incorporate some locational analysis and ownership concerns within this context such as outsourcing and insourcing or international location such as off-shoring and on-shoring.\u003c\/i\u003e\u003c\/p\u003e\u003cp\u003e\u003ci\u003e \u003c\/i\u003e\u003c\/p\u003e\u003cp\u003e\u003ci\u003e4. Upstream Management – In some circles the supply chain is meant to focus on the upstream aspects of managing supply.  This would include purchasing, procurement, and vendor management activities.  These are external linkages between a focal organization and its upstream suppliers. Most of these chapter topics will cover immediate (dyadic) upstream suppliers and multi-tier relationships. Upstream interorganizational collaboration and coordination are also important chapter topics in this context.  The structure of this section will consider generic upstream supplier\/vendor management topics including selection, development and auditing. The first topics are specific to dyadic relationships.  Then multi-tier upstream and specifically generic sub-supplier topics are included.  We also throw in topics that can fit across multiple stages and categories, such as coordination and collaboration as generic practices which are placed here primarily because much of the research is focused on upstream aspects. These latter topics may fit into other categories depending on the perspective taken.\u003c\/i\u003e\u003c\/p\u003e\u003cp\u003e\u003ci\u003e \u003c\/i\u003e\u003c\/p\u003e\u003cp\u003e\u003ci\u003e5. Downstream Management – This set of topics will focus on after the product or service is provided and is customer facing—relative to the focal organization.  The functional characteristics of marketing activities and functions plays a large role at this stage. Most of the activities and topics here focus on satisfying external customer needs and requirements. It also includes end-of-life management or products and after-sales services. The order of these chapters within this section will begin with the most generic topics such as industrial marketing and general marketing and supply chain relationships. Then focusing on design and slightly more strategic issues such as customer relationship management and distribution planning.  Then more specific tools and approaches with consideration of after-sales services are brought in as topics.\u003c\/i\u003e\u003c\/p\u003e\u003cp\u003e\u003ci\u003e \u003c\/i\u003e\u003c\/p\u003e\u003cp\u003e\u003ci\u003e6. Technology – The role of technology in the supply chain has its own section because it is a critical resource with significant interest by researchers and practitioners. Information, logistics, product, process, and inter-organizational technologies such as Industry 4.0 will be many of the topics. The management of technology, justification, diffusion, and specific technology roles of emergent and existing technologies will be included.  Similar to the previous sections in the book this section will begin with overarching umbrella topics such as generic technology and innovation management within the supply chain.  Then more specific aspects such as process and product design with a technological focus would be introduced including topics such as managing virtual teams in a technological setting.  Then the major portion of contributed chapters will likely focus on industry 4.0 and other emerging technology roles within the supply chain.\u003c\/i\u003e\u003c\/p\u003e\u003cp\u003e\u003ci\u003e7. There are broader behavioral sociological and psychological topics that cover individual to social institutions and networks that will be covered in this section.  Some topics will include motivation and leadership concerns and others will be broader stakeholder and community engagement. These are only example topics, that can be expanded upon.\u003c\/i\u003e\u003c\/p\u003e\u003cp\u003e\u003ci\u003e\u003cbr\u003e\u003c\/i\u003e\u003c\/p\u003e\u003cp\u003e\u003c\/p\u003e\u003cp\u003e\u003cb\u003ePOTENTIAL CONTRIBUTORS\u003c\/b\u003e\u003c\/p\u003e\u003cp\u003e\u003ci\u003eA selected portion of my network of co-authors from previous publications includes the following individuals (some within this group may not be able to contribute, others outside this group will be recruited—Some of them are recommended as potential reviewers). We will also recruit others outside this list to address topics not covered.  Some general categories covered by these potential authors are also identified (parenthetically) after their names:\u003c\/i\u003e\u003c\/p\u003e\u003cp\u003eQinghua Zhu, Shanghai Jiao Tong University (Strategic)\u003c\/p\u003e\u003cp\u003eChunguang Bai School of Management and Economics, University of Electronic Science and Technology of China (Upstream, Technology)\u003c\/p\u003eKee-hung Lai (黎基雄) Mike Lai, Dept. of Logistics and Maritime Studies, , The Hong Kong PolyU Business School (Transportation and Logistics)\u003cp\u003e\u003c\/p\u003e\u003cp\u003eBehnam (Ben) Fahimnia, Professor and Chair, University of Sydney (Strategic, Transportation and Logistics)\u003c\/p\u003e\u003cp\u003eSrinivas (Sri) Talluri, Professor of Operations and Supply Chain, Michigan State University (Upstream, Operations)\u003c\/p\u003e\u003cp\u003eJames Cordeiro, Professor, State University of New York (Strategic)\u003c\/p\u003e\u003cp\u003eKannan Govindan - Chair of Technical Science, Professor \u0026amp; Head, University of Southern Denmark (Strategic, Technology)\u003c\/p\u003e\u003cp\u003eRangaraja Sundarraj, IIT Madras (Technology)\u003c\/p\u003e\u003cp\u003eQingyun Zhu, Assistant Professor of Management Science, University of Alabama in Huntsville (Downstream)\u003c\/p\u003e\u003cp\u003eMarilyn Helms, Dean, Wright School of Business, Dalton State College, Dalton, GA (Downstream)\u003c\/p\u003e\u003cp\u003eMahtab Kouhizadeh, Worcester Polytechnic Institute (Technology)\u003c\/p\u003eJoerg S Hofstetter, KEDGE Business School \u0026amp; International Forum on Sustainable Value Chains (Strategic)\u003cp\u003e\u003c\/p\u003e\u003cp\u003eCHIAPPETTA JABBOUR, Charbel Josem Global Chair Professor, Lincoln International Business School, University of Lincoln (UK) (Strategic, Operational)\u003c\/p\u003e\u003cp\u003eSimonov Kusi-Sarpong, Southampton Business School, University of Southampton (Strategic, Technology)\u003c\/p\u003eDiego Vazquez-Brust, Royal Holloway (Strategic, Downstream)\u003cp\u003e\u003c\/p\u003e\u003cp\u003eBelarmino Adenso-Diaz, Universidad de Oviedo (Downstream)\u003c\/p\u003e\u003cp\u003eAna Beatriz Lopes de Sousa Jabbour, Full Professor of Supply Chain Management for Sustainable Development, University of Lincoln.  (Strategic, Operational)\u003c\/p\u003eJörg H. Grimm, Bern University of Applied Sciences \/ University of St.Gallen (Strategic, Operational)\u003cp\u003e\u003c\/p\u003e\u003cp\u003eStefan Seuring, Professor of Supply Chain Management, University of Kassel, Germany (Strategic, Operational)\u003c\/p\u003e\u003cp\u003eAngappa Gunasekaran, Professor of Operations Management, California State University, Bakersfield (Operational, Technology)\u003c\/p\u003eProf. Ravi Shankar, Amar S Gupta Chair Professor of Decision Science, Department of Management Studies (Operational)\u003cp\u003e\u003c\/p\u003e\u003cp\u003eSara Saberi, Assistant Professor, Worcester Polytechnic Institute (Technology)\u003c\/p\u003e\u003cp\u003eFrank Lefley, Hon Research Professor, University of Hradec Kralove, CZ  (Operational)\u003c\/p\u003eDr. Mohd Asif Hasan, University Polytechnic, Faculty of Engineering and Technology, Aligarh Muslim University (Operational)\u003cp\u003e\u003c\/p\u003e\u003cp\u003eLenny SC Koh, Professor, (Technology)\u003c\/p\u003e\u003cp\u003eMarcus Brandenburg, Hochschule Flensburg (Operational)\u003c\/p\u003e\u003cp\u003eMichael Bell, Professor of University of Sydney Business School (Logistics and Transportation)\u003c\/p\u003e\u003cp\u003eJafar Rezaei, Associate Professor of Operations and Supply Chain Management, TU Delft (Upstream, Logistics and Transportation)\u003c\/p\u003e\u003cp\u003ePatrick Schröder, Chatham House (Strategic, Downstream)\u003c\/p\u003e\u003cp\u003ePaul Dewick, Professor of Sustainability and Innovation, Keele Business School (Strategic, Downstream)\u003c\/p\u003e\u003cp\u003eChristopher S Tang, UCLA Distinguished Professor and Edward W. Carter Professor of Business Administration (Strategic, Operational)\u003c\/p\u003e\u003cp\u003eAndrew C. Trapp, Associate Professor of Operations and Industrial Engineering, Worcester Polytechnic (Operations, Transportation and Logistics)\u003c\/p\u003e\u003cp\u003eClaudine Soosay, Associate Professor, University of South Australia\u003c\/p\u003e\u003cp\u003eXu Tian, Shanghai Jiao Tong University (Downstream)\u003c\/p\u003e\u003cp\u003eJohn P.T. Mo, RMIT University (Transportation and Logistics)\u003c\/p\u003e\u003cp\u003eLA Tavasszy, Full Professor, Freight \u0026amp; Logistics, Delft University of Technology (Transportation and Logistics)\u003c\/p\u003eMohsen Varsei, Senior Lecturer, Australian Institute of Business (Strategic, Upstream)\u003cp\u003e\u003c\/p\u003e\u003cp\u003eRobert Klassen, Professor of Operations Management, Western University (Upstream, Strategic)\u003c\/p\u003e\u003cp\u003eHelen Walker, Professor of Operations and Supply (Strategic)\u003c\/p\u003e\u003cp\u003eDavid Hensher, Professor of Management, Founding Director of ITLS, University of Sydney (Transportation and Logistics)\u003c\/p\u003e\u003cp\u003eDr Alok Choudhary, School of Business and Economics, Loughborough University, UK  (Operational, Technology)\u003c\/p\u003e\u003cp\u003eHimanshu Gupta, Indian Institute of Technology (Indian School of Mines) Dhanbad India (Operational, Technology)\u003c\/p\u003e\u003cp\u003eYihui Tian, Dalian University of Technology (Downstream)\u003c\/p\u003e\u003cp\u003ePatrick Dallasega, Free University of Bozen-Bolzano (Technology, Logistics and Transportation)\u003c\/p\u003e\u003cp\u003eGuido Orzes, Assistant Professor, Free University of Bozen-Bolzano (Logistics and Transportation)\u003c\/p\u003e\u003cp\u003eHadi Badri Ahmadi, Postdoctoral Researcher at National Taipei University of Technology (Upstream)\u003c\/p\u003e\u003cp\u003ePaulo J Gomes, FIU Business (Upstream, Operational)\u003c\/p\u003e\u003cp\u003eGraça Silva, Assistant Professor of Operations Management at ISEG (UTL) (Operational)\u003c\/p\u003e\u003cp\u003ePourya Pourhejazy, National Taipei University of Technology (Operational)\u003c\/p\u003eAnicia JAEGLER, Kedge Business School (Strategic)\u003cp\u003e\u003c\/p\u003e\u003cp\u003eGyöngyi Kovács, Erkko Professor in Humanitarian Logistics, HUMLOG Institute, Hanken School of Economics …(Strategic)\u003c\/p\u003e\u003cp\u003eNallan C. Suresh, UB DIstinguished Professor, State University of New York, Buffalo, NY (Operational, Strategic)\u003c\/p\u003e\u003cp\u003eAndrew Kach, Associate Professor of Operations \u0026amp; Supply Chain Management, Willamette University (Upstream)\u003c\/p\u003e\u003cp\u003eEnrico Cagno, Professor, Dept. Management, Economics \u0026amp; Industrial Engineering, Politecnico di Milano …(Upstream)\u003c\/p\u003e\u003cp\u003eGuido J.L. Micheli, Prof. Dr., Politecnico di Milano - Department of Management, Economics \u0026amp; Industrial Engineering (Logistics and Transportation, Downstream)\u003c\/p\u003e\u003cp\u003eSantosh Nandi, Ph.D., University of South Carolina (Operations, Downstream)\u003c\/p\u003e\u003cp\u003eRenata Konrad, Worcester Polytechnic Institute (Transportation and Logistics, Operations)\u003c\/p\u003e\u003cp\u003eShadi Goodarzi, Operations Research and Industrial Engineering at UT Austin\u003c\/p\u003e\u003cp\u003eManoj Kumar Tiwari, Director, National Institute of Industrial Engg.(NITIE),Mumbai,India \u0026amp;Prof. of ISE,IIT KGP (Operations, Downstream)\u003c\/p\u003e\u003cp\u003eIgor Linkov, US Army Corps of Engineers (Operations, Strategic)\u003c\/p\u003e\u003cp\u003eSherwat E. Ibrahim, Associate Prof. of Operations Management, American University in Cairo (Technology)\u003c\/p\u003e\u003cp\u003eVasco Sanchez Rodrigues, Cardiff University (Transportation and Logistics)\u003c\/p\u003eAles Jug, Adjunct Professor of Entrepreneurship, Becker College (\u003cp\u003e\u003c\/p\u003e\u003cp\u003eG. Lawrence Sanders Professor of Management Information Systems, SUNY-Buffalo (Technology)\u003c\/p\u003e\u003cp\u003eEmrah Demir, Reader in Management Science, Cardiff University (Operations)\u003c\/p\u003e\u003cp\u003ePaolo Trucco, Politecnico di Milano - School of Management (Technology)\u003c\/p\u003e\u003cp\u003eAkhilesh Kumar, Department of Industrial \u0026amp; Systems Engineering, IIT Kharagpur India (Downstream)\u003c\/p\u003e","brand":"Springer International Publishing AG","offers":[{"title":"Default Title","offer_id":53516338528599,"sku":"9783031198830","price":999.99,"currency_code":"GBP","in_stock":false}],"url":"https:\/\/bookcurl.com\/products\/the-palgrave-handbook-of-supply-chain-management-9783031198830","provider":"Book Curl","version":"1.0","type":"link"}