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Lean Supply Chain Management
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With any new work, the question that always has to be answered is—why? Why a new book on supply
chain management and procurement? Why another book about lean systems? Why should we care? Is
there anything more important that we can learn from the concept of lean supply chain management?
Why a new book on supply chain management? The answer is simply because the works that exist
tend to treat SCM as product movement and delivery, and SCM is really something greater than that. In
fact, many books state that SCM is the same as logistics management,[1] using the Council of Logistics
Management definition. Practitioners in SCM will undoubtedly tell you there are very unique differences
between logistics and supply chain management. Throughout this book we revisit this difference and
demonstrate how integrating SCM into other business elements delivers the greatest improvements of
performance—with, yes, financial benefits as well!
Why a new book on lean? Most books on lean systems center on manufacturing operations and
material management within that environment. These books describe the tools and methods by which
to implement lean initiatives, the measures by which success is observed, and the support needed to
allow for implementation success. What they don't address is the pre-implementation events that need
to occur in the supply chain to enable the lean efforts within the four walls. This is where the value of
practical experience comes to play in how this question is answered. Linking supply chain efforts with
lean efforts—really making them one and the same—is the way in which both efforts are optimized. So
while this book addresses the use of lean tools and the integration with lean implementation internally,
it really creates a new definition and practice in lean.
Jeffrey P. Wincel - Personal Name
156327289x
NONE
Management
English
2004
1-196
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