Journal of Operations Management - ElsevierManufacturing businesses have long referred to the process of getting goods to customers as the supply chain. However, since so many businesses rely on manufacturers, the term has made its way into the corporate world, as well. There are four major elements of supply chain management: integration, operations, purchasing and distribution. Each relies on the others to provide a seamless path from plan to completion as affordably as possible. As with any project, planning is essential to long-term success. Part of good planning is setting up integration, which means that everyone involved in the manufacturing process communicates and collaborates. Instead of functioning in separate divisions, or silos, integrated teams work together to make sure the product gets to the distribution phase.
Introduction to Operations Management Part 1
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Handbook of Performability Engineering pp Cite as. Sustainability is an increasingly relevant issue for a wide range of organizations, and therefore sustainability management strategies and practices are of growing significance. Because many sustainability impacts are strongly influenced by operations management decisions it is critical that the operations management function embraces the requirements of sustainability management. This has implications for decisions and processes associated with all aspects of operations management including strategy, design, planning and control, and improvement. For example, appropriate environmental and social performance objectives, targets and indicators need to be integrated with quality, cost and other more conventional performance measures. The closed loop supply chain perspective must be adopted and the requirements of other stakeholders in addition to the customer must drive operations decisions.
Subscription price Advances in distributed computing and networks make it possible to link people, heterogeneous service providers and physically isolated services efficiently and cost-effectively. As the economic dynamics and complexity of service operations continue to increase, it becomes a critical challenge to leverage information technology in achieving world-class quality and productivity in the production and delivery of physical goods and services. The international dimension is emphasised in order to overcome cultural and national barriers and to meet the needs of accelerating service globalisation and technological change and changes in the global economy. IJSOI will publish high quality papers in all areas of service design, operations, and management; service process engineering; event management; production; integrated logistics and supply chain networks; productivity and quality management; and communications and information systems. Ultimately, the presented empirical results, discovered science and technology in the areas of service operations and informatics can be effectively disseminated in academia and explained to policy makers, practising professionals and managers. IJSOI is a forum to help researchers, professionals, business analysts, managers, and policy makers, working in the field of service operations and information technology, to exchange their learning and disseminate their findings of the science and technology in the areas of service operations and information technology. IJSOI publishes innovative and original papers, survey papers, technical correspondence, case studies, conference reports, management reports, and book reviews.
Along with the service sector plays a more critical role in the development of world economy, conventional manufacturer puts more focus on bundling service with physical products to gain competitive advantage. Based on the traditional theory of supply chain management, this paper proposes Service Supply Chain to cover the supply chains for both service industry and manufacturing industry. Then a Product-Service Matrix is established to reveal the nature of the service supply chain. A Servitization-Globalization Matrix is developed to describe the evolution footprint from conventional manufacturing factory to Global Service Network and Global Manufacturing Network. Finally, this paper establishes a conceptual framework for service supply chain management, and the management processes are proposed and compared with other model. Unable to display preview.