This book compares the basic skillset of domestic purchasing to that of global purchasing. It provides a very detailed blueprint and best practices guide for avoiding costly mistakes and improving purchasing effectiveness. It also details supply chain globalization impacts on freight, logistics, customs issues, managing foreign suppliers, risk mitigation, and profit potential improvement. It differentiates itself from other books as being more comprehensive, detailed, and broad reaching into every aspect of purchasing on an international scale.
This book focuses on the new challenges created for managers by the recent recession. Executives need to learn new skills and run companies delivering results under an entirely new set of conditions and working environments. This book analyzes these issues and provides step-by-step guidance on how to improve decision making. It provides readers with management tools that enhance the opportunity for positive growth and better results. The book maintains a focus on the changes in the new economy and how to manage successfully in this new environment.
When work began on the first volume ofthis text in 1992, the science of dis tribution management was still very much a backwater of general manage ment and academic thought. While most of the body of knowledge associated with calculating EOQs, fair-shares inventory deployment, productivity curves, and other operations management techniques had long been solidly established, new thinking about distribution management had taken a definite back-seat to the then dominant interest in Lean thinking, quality management, and business process reengineering and their impact on manufacturing and service organizations. For the most part, discussion relating to the distri bution function centered on a fairly recent concept called Logistics Manage ment. But, despite talk of how logistics could be used to integrate internal and external business functions and even be considered a source of com petitive advantage on its own, most of the focus remained on how companies could utilize operations management techniques to optimize the traditional day-to-day shipping and receiving functions in order to achieve cost contain ment and customer fulfillment objectives. In the end, distribution manage ment was, for the most part, still considered a dreary science, concerned with oftransportation rates and cost trade-offs. expediting and the tedious calculus Today, the science of distribution has become perhaps one of the most im portant and exciting disciplines in the management of business.
Lecturers and researchers at Saarland University's Europa-Institut present the latest findings and trends of their most important research topics. They discuss the present state of the art in European management, focussing on the areas of marketing & commerce, finance, human resource management & entrepreneurship, as well as European policy.
Importing finished products, components, and raw materials has become the status quo in today‘s increasingly competitive business landscape. The lessons of inbound supply, however, can be very costly if learned through a trial-and-error approach especially foreign purchasing. By not understanding the parameters of landed costs alone, purchasing man
On the basis of a pan-European survey conducted among senior purchasing managers of 200 large-sized multinationals, Martin Lockström identifies internal key success factors of companies sourcing in low-cost countries.
International Cases in Tourism Management includes: * Profiles of individual companies * Case studies on destination management and marketing * Material on different management functions in tourism, such as marketing and human resource management * Case studies of particular types of tourism, such as ecotourism and cultural tourism The case studies are supplemented by exercises and questions, which ensure that for students and tutors alike the book is the ideal accompaniment to all tourism courses.
Designing a more reliable basis on which to evaluate management behaviour, this excellent book, engages fully with management rhetoric and the frequent confusion surrounding it.
This is not a traditional textbook or collection of case studies, but is intended to demonstrate the complex and manifold questions of retail management in the form of 18 lessons that provide a thematic overview of key issues and illustrate them with the help of comprehensive case studies. In the second edition, all chapters were revised and updated. Three new chapters were added to treat topics like online-retailing and multi-channel-strategies as well as the so called verticals in specific chapters. All case studies were replaced by new ones to reflect the most recent developments. Eighteen well-known retail companies from different countries, like Best Buy, IKEA,TK Maxx, Tesco and Decathlon, are now used to illustrate particular aspects of retail management.
