{"product_id":"logistics-hardback-9781786303103","title":"Logistics (Hardback) 9781786303103","description":"\u003cfont face=\"Georgia\"\u003e\r\n\u003cp\u003e\u003cfont size=\"6\"\u003eLogistics\u003c\/font\u003e\u003cbr\u003e\r\n\r\n\r\n\r\n\r\n\r\n\u003c\/p\u003e\n\u003cp\u003e\u003cfont size=\"4\"\u003eJoelle Morana (Author)\u003c\/font\u003e\u003c\/p\u003e\r\n\r\n\u003cp\u003e\u003cfont size=\"3\"\u003e9781786303103, Wiley\u003c\/font\u003e\u003c\/p\u003e\r\n\r\n\u003cp\u003e\u003cfont size=\"3\"\u003eHardback, published 1 June 2018\u003c\/font\u003e\u003c\/p\u003e\r\n\r\n\u003cp\u003e\u003cfont size=\"3\"\u003e224 pages\u003cbr\u003e23.9 x 16.3 x 1.8 cm, 0.522 kg\u003c\/font\u003e\u003c\/p\u003e\r\n\r\n\r\n\r\n\r\n\r\n\u003cp align=\"justify\"\u003e\u003cstrong\u003e\u003cfont size=\"3\"\u003e\u003cp\u003eAs a first destination for Bac + 4 and above students, but also for teachers and researchers, this book presents in 42 sheets - from 4 to 5 pages each - the fundamental elements to the setting up of a logistics. Indeed, many books exist in logistics, but they usually focus on the development of a particular theme. In this case, the logistics in 42 sheets offers an overview of the key elements to consider for the implementation of a logistics. And to go further, each sheet offers a bibliography \"development\" themes and subtopics.\u003c\/p\u003e\u003c\/font\u003e\u003c\/strong\u003e\u003c\/p\u003e\r\n\r\n\u003cp\u003e\u003cfont size=\"3\"\u003e\u003cp\u003e\u003cb\u003eIntroduction xiii\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eI.1. Sheet 1: The Logistics Function xiii\u003c\/p\u003e \u003cp\u003eI.1.1. Definitions related to the supply chain xiv\u003c\/p\u003e \u003cp\u003eI.1.2. Definitions related to Supply Chain Management xv\u003c\/p\u003e \u003cp\u003eI.1.3. Definitions related to Sustainable Supply Chain Management xvi\u003c\/p\u003e \u003cp\u003eI.2. Sheet 2: Supply Chain Flows xviii\u003c\/p\u003e \u003cp\u003eI.2.1. Fundamental flows in the supply chain xviii\u003c\/p\u003e \u003cp\u003eI.2.2. “Internal” flow policies in the supply chain xix\u003c\/p\u003e \u003cp\u003eI.3. Sheet 3: The Main Models of the Global Supply Chain xxi\u003c\/p\u003e \u003cp\u003eI.3.1. The Supply Chain Management structure according to Christopher (1992 onward) xxi\u003c\/p\u003e \u003cp\u003eI.3.2. The World Class Logistics model xxii\u003c\/p\u003e \u003cp\u003eI.3.3. The SCOR® Supply Chain Operations Reference Model (1996) xxiii\u003c\/p\u003e \u003cp\u003eI.3.4. The model of the Global Supply Chain Forum Structure of [LAM 98] xxiv\u003c\/p\u003e \u003cp\u003eI.3.5. The model by Mentzer \u003ci\u003eet al\u003c\/i\u003e. xxiv\u003c\/p\u003e \u003cp\u003eI.4. Sheet 4: The Main Logistics Associations xxv\u003c\/p\u003e \u003cp\u003eI.4.1. The main national and international associations of logistics professionals xxv\u003c\/p\u003e \u003cp\u003eI.4.2. The main clusters of French competitiveness in logistics xxviii\u003c\/p\u003e \u003cp\u003eI.4.3. The main French associations of teacher–researchers in logistics xxix\u003c\/p\u003e \u003cp\u003eI.4.4. France’s leading transport and logistics research laboratories xxx\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 1. Operators in Logistics 1\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e1.1. Sheet 5: Transport and Logistics Jobs 1\u003c\/p\u003e \u003cp\u003e1.1.1. Families of jobs in transport and logistics 1\u003c\/p\u003e \u003cp\u003e1.1.2. Key Transport and Logistics Functions according to ASLOG and Recruitment Firm, Michael Page 2\u003c\/p\u003e \u003cp\u003e1.2. Sheet 6: The Supply Chain Manager 5\u003c\/p\u003e \u003cp\u003e1.2.1. Tasks, activities and skills of the Supply Chain Manager 5\u003c\/p\u003e \u003cp\u003e1.2.2. The Supply Chain Manager and his\/her relationship with other company activities 5\u003c\/p\u003e \u003cp\u003e1.3. Sheet 7: Logisticians and Interactions with Other Internal Departments of the Company 8\u003c\/p\u003e \u003cp\u003e1.3.1. Daily relationships with other services 9\u003c\/p\u003e \u003cp\u003e1.3.2. The “new” relationships: the ecology\/environment service 11\u003c\/p\u003e \u003cp\u003e1.4. Sheet 8: The Supplier–Customer Relationship 14\u003c\/p\u003e \u003cp\u003e1.4.1. The supplier, the focal company and the customer according to Lambert \u003ci\u003eet al\u003c\/i\u003e. 14\u003c\/p\u003e \u003cp\u003e1.4.2. The supplier – the industry – the distributor – the end customer: the supply chain quartet 15\u003c\/p\u003e \u003cp\u003e1.4.3. Other operators in the supply chain 16\u003c\/p\u003e \u003cp\u003e1.5. Sheet 9: Operators of Distribution 17\u003c\/p\u003e \u003cp\u003e1.5.1. Principles of distribution in a supply chain 17\u003c\/p\u003e \u003cp\u003e1.5.2. Distribution jobs 18\u003c\/p\u003e \u003cp\u003e1.5.3. The case for wholesalers 18\u003c\/p\u003e \u003cp\u003e1.6. Sheet 10: Logistics Service Providers 20\u003c\/p\u003e \u003cp\u003e1.6.1. Logistics services: between subcontracting and outsourcing 21\u003c\/p\u003e \u003cp\u003e1.6.2. Levels of expertise in logistics services 22\u003c\/p\u003e \u003cp\u003e1.7. Sheet 11: Operators in the Transport of Goods for Third Parties 25\u003c\/p\u003e \u003cp\u003e1.7.1. Modes of freight transport 25\u003c\/p\u003e \u003cp\u003e1.7.2. Operators in freight transport for third parties 25\u003c\/p\u003e \u003cp\u003e1.8. Sheet 12: Operators in Urban Logistics 28\u003c\/p\u003e \u003cp\u003e1.8.1. The classification of Chanut \u003ci\u003eet al\u003c\/i\u003e. 28\u003c\/p\u003e \u003cp\u003e1.8.2. Cerema classification 28\u003c\/p\u003e \u003cp\u003e1.8.3. Urban courier operators 29\u003c\/p\u003e \u003cp\u003e1.9. Sheet 13: Reverse Logistics Operators 29\u003c\/p\u003e \u003cp\u003e1.9.1. Different categories of stakeholders in reverse logistics 31\u003c\/p\u003e \u003cp\u003e1.9.2. The example of waste treatment operators 32\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 2. Innovation in Logistics 35\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e2.1. Sheet 14: Different Types of Innovation 35\u003c\/p\u003e \u003cp\u003e2.1.1. Social innovation versus technological innovation 35\u003c\/p\u003e \u003cp\u003e2.1.2. Technological innovation versus non-technological innovation 36\u003c\/p\u003e \u003cp\u003e2.2. Sheet 15: The Concept of Eco-innovation and Its Application in Logistics 39\u003c\/p\u003e \u003cp\u003e2.2.1. The use of the prefix “eco” in industry 39\u003c\/p\u003e \u003cp\u003e2.2.2. The “eco” and innovation relationship 40\u003c\/p\u003e \u003cp\u003e2.2.3. The “eco” and logistics relationship 40\u003c\/p\u003e \u003cp\u003e2.3. Sheet 16: Sustainable Logistics Innovation 42\u003c\/p\u003e \u003cp\u003e2.3.1. The concept of sustainable innovation 42\u003c\/p\u003e \u003cp\u003e2.3.2. Sustainable logistics innovation: examples of award-winning companies 44\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 3. Warehouse Management 47\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e3.1. Sheet 17: Design of a Warehouse 47\u003c\/p\u003e \u003cp\u003e3.1.1. The role of a warehouse 47\u003c\/p\u003e \u003cp\u003e3.1.2. Design of a warehouse 48\u003c\/p\u003e \u003cp\u003e3.2. Sheet 18: Layout of a Warehouse 49\u003c\/p\u003e \u003cp\u003e3.2.1. Areas in a warehouse 50\u003c\/p\u003e \u003cp\u003e3.2.2. Types of process or methods of preparation in the warehouse 53\u003c\/p\u003e \u003cp\u003e3.2.3. Equipment in a warehouse 53\u003c\/p\u003e \u003cp\u003e3.3. Sheet 19: Types of Stock 56\u003c\/p\u003e \u003cp\u003e3.3.1. What is stock? 56\u003c\/p\u003e \u003cp\u003e3.3.2. The nature of stock 57\u003c\/p\u003e \u003cp\u003e3.3.3. The destination of stock 57\u003c\/p\u003e \u003cp\u003e3.3.4. The stock and “its quantity” 57\u003c\/p\u003e \u003cp\u003e3.3.5. Stock rotation 58\u003c\/p\u003e \u003cp\u003e3.3.6. The support of goods: the pallet 59\u003c\/p\u003e \u003cp\u003e3.4. Sheet 20: Inventory Procedures 60\u003c\/p\u003e \u003cp\u003e3.4.1. Physical, permanent, intermittent and rotating inventory 60\u003c\/p\u003e \u003cp\u003e3.4.2. The Pareto Principle and the A-B-C classification 61\u003c\/p\u003e \u003cp\u003e3.4.3. Example of calculation of the A-B-C method 62\u003c\/p\u003e \u003cp\u003e3.5. Sheet 21: The Supply Quantity 64\u003c\/p\u003e \u003cp\u003e3.5.1. Types of supply 64\u003c\/p\u003e \u003cp\u003e3.5.2. Calculation methods 65\u003c\/p\u003e \u003cp\u003e3.6. Sheet 22: The Valuation of Stock 66\u003c\/p\u003e \u003cp\u003e3.6.1. When to apply stock valuation methods? 66\u003c\/p\u003e \u003cp\u003e3.6.2. Example of calculation using the Weighted Average Unit Cost method at the end of the period 67\u003c\/p\u003e \u003cp\u003e3.6.3. Example of calculation using the Weighted Average Unit Cost method after each input 68\u003c\/p\u003e \u003cp\u003e3.6.4. Example of calculation according to the First-In-First-Out method 69\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 4. Upstream and Supply Logistics 71\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e4.1. Sheet 23: The Relationship Between the Purchasing and Logistics Department 71\u003c\/p\u003e \u003cp\u003e4.1.1. The buyer’s tasks 71\u003c\/p\u003e \u003cp\u003e4.1.2. The Bullwhip, “whiplash” or Forrester effect 73\u003c\/p\u003e \u003cp\u003e4.2. Sheet 24: Tendering Process, Specifications and Logistics Service Contract 76\u003c\/p\u003e \u003cp\u003e4.2.1. Tendering process and specifications 76\u003c\/p\u003e \u003cp\u003e4.2.2. The logistics service contract 79\u003c\/p\u003e \u003cp\u003e4.3. Sheet 25: The InCoTerms 80\u003c\/p\u003e \u003cp\u003e4.3.1. Functions of the InCoTerms 80\u003c\/p\u003e \u003cp\u003e4.3.2. The different InCoTerms 81\u003c\/p\u003e \u003cp\u003e4.3.3. The Baltic Dry Index 83\u003c\/p\u003e \u003cp\u003e4.3.4. Packing list 83\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 5. Production Logistics 85\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e5.1. Sheet 26: Key Concepts of Production Logistics 85\u003c\/p\u003e \u003cp\u003e5.1.1. Criteria in production 85\u003c\/p\u003e \u003cp\u003e5.1.2. Workflows in production: push, pull and tight flows 86\u003c\/p\u003e \u003cp\u003e5.1.3. Just-in-time (JIT) 87\u003c\/p\u003e \u003cp\u003e5.2. Sheet 27: Lean Manufacturing Fundamentals 88\u003c\/p\u003e \u003cp\u003e5.2.1. Industrial excellence 89\u003c\/p\u003e \u003cp\u003e5.2.2. The notion of waste 90\u003c\/p\u003e \u003cp\u003e5.2.3. Kaizen through continuous improvement 90\u003c\/p\u003e \u003cp\u003e5.2.4. The Heijunka or the smoothing of production (see Sheet 32) 92\u003c\/p\u003e \u003cp\u003e5.2.5. The just-in-time 92\u003c\/p\u003e \u003cp\u003e5.2.6. The Jidoka 93\u003c\/p\u003e \u003cp\u003e5.3. Sheet 28: Lean Manufacturing Tools 93\u003c\/p\u003e \u003cp\u003e5.3.1. Value stream mapping 93\u003c\/p\u003e \u003cp\u003e5.3.2. The operations diagram 94\u003c\/p\u003e \u003cp\u003e5.3.3. The 5S approach 95\u003c\/p\u003e \u003cp\u003e5.3.4. Delayed differentiation 95\u003c\/p\u003e \u003cp\u003e5.3.5. The SMED method 95\u003c\/p\u003e \u003cp\u003e5.3.6. The assembly line 95\u003c\/p\u003e \u003cp\u003e5.3.7. Ergonomics of the workstation 96\u003c\/p\u003e \u003cp\u003e5.3.8. The unitary production flow 96\u003c\/p\u003e \u003cp\u003e5.3.9. The Poka-Yoke 97\u003c\/p\u003e \u003cp\u003e5.3.10. The Kanban 97\u003c\/p\u003e \u003cp\u003e5.3.11. The “small train” or Mizusumashi 97\u003c\/p\u003e \u003cp\u003e5.3.12. Short interval animation 98\u003c\/p\u003e \u003cp\u003e5.4. Sheet 29: Implementation of Workshops 98\u003c\/p\u003e \u003cp\u003e5.4.1. Implementation methods 98\u003c\/p\u003e \u003cp\u003e5.4.2. Main types of implementation 99\u003c\/p\u003e \u003cp\u003e5.5. Sheet 30: Production Planning: the Business Plan 101\u003c\/p\u003e \u003cp\u003e5.5.1. Levels of production planning 101\u003c\/p\u003e \u003cp\u003e5.5.2. The business plan 101\u003c\/p\u003e \u003cp\u003e5.6. Sheet 31: Production Planning: Sales and Operations Planning 104\u003c\/p\u003e \u003cp\u003e5.6.1. The relationship between sales forecasts and production potential 104\u003c\/p\u003e \u003cp\u003e5.6.2. Example of a sales and operations plan 106\u003c\/p\u003e \u003cp\u003e5.7. Sheet 32: The Production Plan: the Master Production Schedule – Material Requirement Plan – Production Smoothing 108\u003c\/p\u003e \u003cp\u003e5.7.1. The relationship between the sales and operations plan and the master production schedule 109\u003c\/p\u003e \u003cp\u003e5.7.2. The architecture of a master production schedule 109\u003c\/p\u003e \u003cp\u003e5.7.3. Determination of net requirements 110\u003c\/p\u003e \u003cp\u003e5.7.4. Production smoothing 113\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 6. Downstream or Distribution Logistics 115\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e6.1. Sheet 33: The Problem of Downstream or Distribution Logistics 115\u003c\/p\u003e \u003cp\u003e6.1.1. The problem of downstream or distribution logistics 115\u003c\/p\u003e \u003cp\u003e6.1.2. The efficient consumer response (ECR) approach 116\u003c\/p\u003e \u003cp\u003e6.1.3. SSM, CPFR and MMS 117\u003c\/p\u003e \u003cp\u003e6.1.4. The case of e-commerce 119\u003c\/p\u003e \u003cp\u003e6.2. Sheet 34: The Warehouse\/Platform Alternative in Distribution Circuit 121\u003c\/p\u003e \u003cp\u003e6.2.1. The difference between channel, circuit and distribution network 121\u003c\/p\u003e \u003cp\u003e6.2.2. Selection criteria for the location of a repository 122\u003c\/p\u003e \u003cp\u003e6.2.3. The alternative between warehouses and\/or platforms 123\u003c\/p\u003e \u003cp\u003e6.2.4. The case of the urban distribution center (UDC) 124\u003c\/p\u003e \u003cp\u003e6.3. Sheet 35: Urban Logistics or Last Mile Logistics 125\u003c\/p\u003e \u003cp\u003e6.3.1. The problems of urban logistics 125\u003c\/p\u003e \u003cp\u003e6.3.2. Operators in urban logistics 126\u003c\/p\u003e \u003cp\u003e6.3.3. The division of urban logistics spaces 126\u003c\/p\u003e \u003cp\u003e6.3.4. Means to limit the consequent and polluting transport of goods 127\u003c\/p\u003e \u003cp\u003e6.3.5. Reverse logistics 128\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 7. The “Companions” of Logistics 131\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e7.1. Sheet 36: Traceability 131\u003c\/p\u003e \u003cp\u003e7.1.1. The challenges of traceability 131\u003c\/p\u003e \u003cp\u003e7.1.2. Traceability functions: tracking and tracing 132\u003c\/p\u003e \u003cp\u003e7.1.3. Types of traceability 132\u003c\/p\u003e \u003cp\u003e7.1.4. The four levels of traceability tools 133\u003c\/p\u003e \u003cp\u003e7.2. Sheet 37: Freight Transport 135\u003c\/p\u003e \u003cp\u003e7.2.1. The problem with freight transport 136\u003c\/p\u003e \u003cp\u003e7.2.2. Regulations in terms of international road haulage and cabotage 136\u003c\/p\u003e \u003cp\u003e7.2.3. Types of road transport and loading 137\u003c\/p\u003e \u003cp\u003e7.2.4. Types of road vehicles 138\u003c\/p\u003e \u003cp\u003e7.2.5. Other types of freight transport 139\u003c\/p\u003e \u003cp\u003e7.3. Sheet 38: Information and Communication Technologies, and Information Systems 141\u003c\/p\u003e \u003cp\u003e7.3.1. The difference between a software package and a software 142\u003c\/p\u003e \u003cp\u003e7.3.2. ICT families in logistics 142\u003c\/p\u003e \u003cp\u003e7.3.3. Software packages and software in logistics 143\u003c\/p\u003e \u003cp\u003e7.4. Sheet 39: Quality Implements and Logistics 146\u003c\/p\u003e \u003cp\u003e7.4.1. Shewhart’s control chart 147\u003c\/p\u003e \u003cp\u003e7.4.2. The Ishikawa diagram and the Causes and Effect Diagram with the Addition of Cards (CEDAC) of Fukuda 147\u003c\/p\u003e \u003cp\u003e7.4.3. The Ademiecki–GANTT diagram and the PERT network 149\u003c\/p\u003e \u003cp\u003e7.4.4. The Pareto diagram by Joseph Juran 149\u003c\/p\u003e \u003cp\u003e7.4.5. Flow sheets 149\u003c\/p\u003e \u003cp\u003e7.4.6. Histogram 150\u003c\/p\u003e \u003cp\u003e7.4.7. The WWWWHHW and the five Why’s 150\u003c\/p\u003e \u003cp\u003e7.4.8. The PDCA method or the Deming–Shewhart wheel 151\u003c\/p\u003e \u003cp\u003e7.5. Sheet 40: Environmental Decrees and Directives 151\u003c\/p\u003e \u003cp\u003e7.5.1. Ecotaxes 151\u003c\/p\u003e \u003cp\u003e7.5.2. Environmental directives and decrees 152\u003c\/p\u003e \u003cp\u003e7.6. Sheet 41: Measuring Performance in Logistics 154\u003c\/p\u003e \u003cp\u003e7.6.1. The notion of quality and quantity indicators 154\u003c\/p\u003e \u003cp\u003e7.6.2. Indicator themes 155\u003c\/p\u003e \u003cp\u003e7.6.3. The dashboard 156\u003c\/p\u003e \u003cp\u003eConclusion 159\u003c\/p\u003e \u003cp\u003eBibliography 163\u003c\/p\u003e \u003cp\u003eIndex 183\u003c\/p\u003e\u003c\/font\u003e\u003c\/p\u003e\r\n\r\n\u003cp\u003e\u003cfont size=\"3\"\u003eSubject Areas: Electronics \u0026amp; communications engineering [\u003ca title=\"See our other books on Electronics \u0026amp; communications engineering\" href=\"https:\/\/freshlyprintedbooks.co.uk\/search?q=%22Electronics%20\u0026amp;%20communications%20engineering%20%5BTJ%5D%22\"\u003eTJ\u003c\/a\u003e]\u003c\/font\u003e\u003c\/p\u003e\r\n\r\n\r\n\u003c\/font\u003e","brand":"Wiley-ISTE","offers":[{"title":"Brand New","offer_id":52446487085336,"sku":"9781786303103","price":100.57,"currency_code":"GBP","in_stock":true}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/0730\/2037\/5320\/files\/9781786303103.jpg?v=1785111909","url":"https:\/\/freshlyprintedbooks.co.uk\/products\/logistics-hardback-9781786303103","provider":"Freshly Printed Books","version":"1.0","type":"link"}