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Jingdong book

高等院校双语教学适用教材·工商管理：运营与供应链管理（精要版）（附光盘1张）

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Jingdong book

高等院校双语教学适用教材·工商管理：运营与供应链管理（精要版）（附光盘1张）

Name: 高等院校双语教学适用教材·工商管理：运营与供应链管理（精要版）（附光盘1张）
Brand: Jingdong book
SKU: 3101008311
Price: 44.46 USD
Availability: OutOfStock

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Content Description

《运营与供应链管理(精要版)》是一本经典的生命之树常青的教科书，它的价值在于取材于企业的实践，经过理论的研究，并且又回到了实践。《运营与供应链管理(精要版)》案例的选取具有很强的代表性，对实际工作具有较强的指导作用。该书在介绍和阐述运营管理的体系架构、跟踪和研究不断出现与发展的新课题以及结合企业实践的案例研究三个方面，充分体现了作者在运营管理教学与研究上独具的匠心，非常适合企业界的经理、MBA、商学院本科生、研究生及在职管理人员学习和参考。
如果你想成为一个具备执行力素质的人，如果你想使你领导的团队成为一个具备创造执行力措施的团队，如果你想使你领导下的公司成为具备执行力文化的公司，《运营与供应链管理(精要版)》将是不错的选择。

Author Description

F.罗伯特·雅各布斯（F.Robert Jacobs）印第安纳大学教授。
理查德·B.蔡斯（Richard B.Chase）南加州大学马歇尔商学院运营管理金牌教授。

Catalogue

第一篇战略
第1章运营战略
1.1 IKEA如何定价？
1.2 运营管理：每一个管理者的重要职责
1.3 什么是运营管理？
1.4 什么是运营战略？
1.5 战略配合——运营活动配合战略
1.6 运营战略框架
1.7 华尔街如何对运营绩效进行评价？
结论
第2章项目管理
2.1 Apple公司的IPOD有自己的产品开发团队
2.2 什么是项目管理？
2.3 项目组织结构
2.4 工作分解结构
2.5 项目控制图
2.6 网络计划模型
2.7 资源管理
结论

第二篇工艺
第3章战略能力管理
3.1 SHOULDICE医院：疝气手术的发明
3.2 运营中的产能管理
3.3 产能计划的概念
3.4 经验曲线
3.5 产能计划
3.6 服务能力计划
结论
第4章制造流程
4.1 TOSHIBA：第一个笔记本电脑生产商
4.2 工艺流程结构
4.3 盈亏平衡分析
4.4 生产工艺流程设计
4.5 装配线设计
结论
第5章服务流程
5.1 DHL的供应链服务
5.2 服务的运营分类
5.3 服务组织设计
5.4 构建服务平台：服务系统设计矩阵
5.5 排队论的经济含义
5.6 排队系统
5.7 排队模型
5.8 排队的计算机仿真
结论
第6章六西格玛质量
6.1 GE六西格玛供应链流程
6.2 全面质量管理
6.3 质量规范和质量成本
6.4 ISO9000
6.5 六西格玛质量
6.6 统计质量控制
6.7 工序控制程序
6.8 接受抽样
结论

第三篇供应链设计
第7章供应链战略
7.1 世界是平的：外包与离岸
7.2 供应链战略
7.3 外包
7.4 供应链绩效的评价
7.5 全球采购
7.6 大规模定制
结论
第8章物流
8.1 Fed Ex：全球领先的物流公司
8.2 物流
8.3 与物流相关的决策
8.4 设施选址问题
8.5 工厂选址方法
8.6 服务设施选址
结论
第9章精益制造
9.1 Solectron的精益六西格玛
9.2 精益哲理
9.3 丰田生产系统
9.4 精益生产应用要求
9.5 精益服务
结论

第四篇库存
第10章需求管理与预测
10.1 WAL—MART的数据库管理
10.2 需求管理
10.3 预测的种类
10.4 需求的构成
10.5 预测中的定性方法
10.6 时间序列分析
10.7 基于网络的预测：协作计划、预测及补货
结论
第11章综合销售和运营计划
11.1 什么是销售和运营计划
11.2 销售和运营计划行为概览
11.3 综合运营计划
11.4 综合生产计划技术
11.5 收益管理
结论
第12章库存控制
12.1 医院希望通过供应管理节约成本
12.2 库存控制
12.3 库存的定义
12.4 库存的目的
12.5 库存成本
12.6 独立需求与非独立需求
12.7 库存体系
12.8 定量订货模型
12.9 定期订货模型
12.10 库存控制与供应链管理
12.11 ABC库存计划
12.12 库存精度与周期盘点
结论
第13章物料需求计划
13.1 从推到拉
13.2 MRP能够被用于什么场合？
13.3 物料需求计划系统的结构
13.4 MRP应用实例
13.5 MRP系统中批量的确定
结论
附录
图片来源
人名索引
名词索引

Book Abstract

The final step is to tabulate and graph each plan and compare their costs.From Exhibit 1 1.5We can see that using subcontractors resulted in the lowest cost（Plan 3）.Exhibit 11.6 showsthe effects of the four plans.This iS a cumulative graph illustrating the expected results onthe total production requirement. Note that we have made one other assumption in this example：The plan can start withany number of workers with no hiring or layoff cost.This usually is the case because anaggregate plan draws on existing personnel，and we can start the plan that way.However，in an actual application，the availability of existing personnel transfetable from other areasof the firm may change the assumptions. Each of these four plans focused on one particular cost，and the first three were simplepure strategies.Obviously，there are many other feasible plans，some of which would use acombination of workforce changes，overtime，and subcontracting.The problems at the endof this chapter include examples of such mixed strategies.In practice，the final plan chosen would come from searching a variety of alternatives and future projections beyond the SlX。month planning horizon we have used. KeeD in mind that the cut.and-try approach does not guarantee finding the minimum·c0St solution.However，spreadsheet programs，such as Microsoft Excel。，can perform cut-and.trv cost estimates in seconds and have elevated this kind of what-if analysis to a fine art.More sophisticated programs can generate much better solutions without the user hav-ing to intercede，as in the cut-and-try method.

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