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  • Logistics - SCM | Supply Chain Resource Cooperative (SCRC) | North Carolina State University
    products and materials for returns repair remanufacture and or recycling Source http www apics org 10th ed Categories Logistics Logistics Definition SCM Supply Chain Management Definitions Terms Physical Flows Outbound Logistics By Posted 01 19 2011 The process related to the storage and movement of the final product and related information flows from the end of the production line to the end user Sources Christopher M 1998 Logistics and Supply Chain Management Strategies for reducing cost and improving service 2nd Ed New York Prentice Hall http www esri com industries logistics glossary html f l Categories Logistics Logistics Definition SCM Supply Chain Management Definitions Terms Physical Flows Logistics Management By Posted 01 19 2011 Logistics management is the process of strategically managing the procurement movement and storage of materials parts and finished inventory and the related information flows through the organization and its marketing Categories Logistics Logistics Definition SCM Supply Chain Management Definitions Terms Information Flows Logistics Information Systems By Posted 01 19 2011 Converting data to information portraying it in a manner useful for decision making and interfacing the information with decision assisting methods are considered to be at the heart of an information Categories Logistics Logistics Definition SCM Supply Chain Management Definitions Terms Information Flows Inbound Logistics By Posted 01 19 2011 Following the receipt of materials parts or resale products from external suppliers the subsequent storage handling and transportation requirements to facilitate either manufacturing or market distribution constitute inbound logistics Source Bowersox D J Closs D J Cooper B M 2002 Supply Chain Logistics Management Burr Ridge Boston McGraw Hill See Interplant Transfer Outbound Logistics Categories Logistics Logistics Definition SCM Supply Chain Management Definitions Terms Physical Flows Conclusions An Assessment of Manufacturing Customer Pain Points Challenges for Researchers By Robert Handfield PhD Wolfgang Steininger MIM Supply Chain Redesign LLC Posted 07 01 2006 Conclusions What should manufacturers be doing to improve the level of relational social capital in their supply networks through trust and collaboration We decided to start off this special issue Categories Logistics Global Logistics SCM Research SCM Pain Points Logistics in China DELIVER China Series Part 5 By Rob Handfield Posted 07 20 2005 The majority of the growth that has occurred in China is in the Pearl River Delta Transformed from a rural backwater into the world s workshop through Deng Xiaoping s economic reforms Categories Logistics SCM Features Hot Topics Driving Logistics Change in the Pharmaceutical Industry By Rob Handfield Posted 03 16 2005 A number of challenges continue to exist in the pharmaceutical industry These challenges were discussed by a senior pharmaceutical executive recently Little Incentive for Reducing Inventory First pharma must continue Categories Logistics SCM Features Hot Topics The Logistics of the Relief Supply Chain Help for Tsunami Victims By Shana Martin SCRC Posted 01 26 2005 The recent tragedy suffered by the coastal nations along the Indian Ocean has realigned priorities and helped many of us to understand how lucky we are even facing our worst Categories Logistics SCM

    Original URL path: https://scm.ncsu.edu/scm-articles/logistics (2016-04-30)
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  • Global Logistics - SCM | Supply Chain Resource Cooperative (SCRC) | North Carolina State University
    with John Camp Lenovo Big Issues in Global Logistics Rob Handfield Co Director of SCRC Hi I m here with John Camp director of logistic solutions Categories Logistics Global Logistics SCM Features Lessons Learned SCM Insights Videos SCM Resources SCM Supply Chain Management Definitions Terms Information Flows SCM Topics Global Logistics Trends Strategies Survey By Robert Handfield Ph D Posted 11 06 2012 We are writing to request your participation in a research project being undertaken by Professor Rob Handfield Professor of Supply Chain Management and Director of the Supply Chain Resource Cooperative Categories Logistics Global Logistics SCM Research References Developing Collaborative Supplier Partnerships By Brian Fillard MBA 03 Scott Frahm MBA 03 Amy Mercer MBA 03 Kendyle Scott MBA 03 Posted 01 24 2011 References 1 Burnes B New S 1997 Collaboration in customer supplier relationships Strategy operations and function of rhetoric International Journal of Purchasing and Materials Management Fall 1997 V33 2 Monczka R Categories Logistics Global Logistics SCM Topics Supplier Partnerships Conclusions An Assessment of Manufacturing Customer Pain Points Challenges for Researchers By Robert Handfield PhD Wolfgang Steininger MIM Supply Chain Redesign LLC Posted 07 01 2006 Conclusions What should manufacturers be doing to improve the level of relational social capital in their supply networks through trust and collaboration We decided to start off this special issue Categories Logistics Global Logistics SCM Research SCM Pain Points Growing Emphasis on Product Lifecycle Management By Scott Hudson SCRC Posted 08 18 2004 To improve the communication between suppliers customers vendors and distributors companies are beginning to invest in product lifecycle management PLM software Product lifecycle management is an integrated information driven approach to Categories Logistics Global Logistics SCM Features Facts Figures Aligning Demand and Supply Management By Rob Handfield Director Posted 06 02 2004 Supply chain managers are increasingly

    Original URL path: https://scm.ncsu.edu/scm-articles/global-logistics (2016-04-30)
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  • Logistics Definition - SCM | Supply Chain Resource Cooperative (SCRC) | North Carolina State University
    Articles Library Logistics Definition Logistics Definition Articles Reverse Logistics By Posted 01 19 2011 A supply chain that is dedicated to the reverse flow of products and materials for returns repair remanufacture and or recycling Source http www apics org 10th ed Categories Logistics Logistics Definition SCM Supply Chain Management Definitions Terms Physical Flows Outbound Logistics By Posted 01 19 2011 The process related to the storage and movement of the final product and related information flows from the end of the production line to the end user Sources Christopher M 1998 Logistics and Supply Chain Management Strategies for reducing cost and improving service 2nd Ed New York Prentice Hall http www esri com industries logistics glossary html f l Categories Logistics Logistics Definition SCM Supply Chain Management Definitions Terms Physical Flows Logistics Management By Posted 01 19 2011 Logistics management is the process of strategically managing the procurement movement and storage of materials parts and finished inventory and the related information flows through the organization and its marketing Categories Logistics Logistics Definition SCM Supply Chain Management Definitions Terms Information Flows Logistics Information Systems By Posted 01 19 2011 Converting data to information portraying it in a manner useful for decision making and interfacing the information with decision assisting methods are considered to be at the heart of an information Categories Logistics Logistics Definition SCM Supply Chain Management Definitions Terms Information Flows Inbound Logistics By Posted 01 19 2011 Following the receipt of materials parts or resale products from external suppliers the subsequent storage handling and transportation requirements to facilitate either manufacturing or market distribution constitute inbound logistics Source Bowersox D J Closs D J Cooper B M 2002 Supply Chain Logistics Management Burr Ridge Boston McGraw Hill See Interplant Transfer Outbound Logistics Categories Logistics Logistics Definition SCM Supply Chain

    Original URL path: https://scm.ncsu.edu/scm-articles/logistics-definition (2016-04-30)
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  • Terms of Service - SCM | Supply Chain Resource Cooperative (SCRC) | North Carolina State University
    Tutorials SCM Video Insights Library SCM Insights Polls SCM Topics SCM Research SCRC Terms of Service Welcome to the SCRC Information Website The SCRC provides its services subject to the following conditions By your continued visits of the SCRC site and making use of benefits we provide you accept the following conditions listed below If you are unwilling to abide by the conditions we state below we ask that you exit our website Description of Services The SCRC website provides information about supply chain management for the use of member companies and their employees NC State University administration faculty and students and the general public So long as there is SCRC attribution including the SCRC logo and name content that appears on this website may be read printed downloaded uploaded and disseminated Copyright All content included on this site such as text graphics logos digital downloads data compilations and software is the property of the SCRC or its content suppliers and is protected by United States and international copyright laws The arrangement of all content on this site is the exclusive property of the SCRC and protected by U S and international copyright laws License and Site Access The SCRC grants partner companies and their employees and NC State University administration faculty and students access to all resources on the web site Public access is limited to the public section of the site This site or any portion of this site may not be reproduced duplicated copied sold resold visited or otherwise exploited for any commercial purpose without the express written consent of the SCRC Authorized use of these resources must include must include the SCRC logo and name Any unauthorized use terminates the permission or license granted by the SCRC Partner Companies Partner companies are responsible for maintaining the

    Original URL path: https://scm.ncsu.edu/about-scrc/terms-of-service (2016-04-30)
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  • SCRC Partners | Poole College | NC State University
    Partners Login To continue you must be a partner of the SCRC Username Password Forgot or Lost Your Password Click Here Home SCM Articles Contact Us Poole College of Management Executive Education Terms of Service Privacy Policy Supply Chain Resource

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  • Supply Chain View from the Field
    began by pointing out that the definition of successful contracts has nothing to do with never having to work it again It is not a weapon to battle the other side and not just something that legal should haggle with every time But contract management is about getting the ROI that you negotiated and ensuring that it is driven by a common sense approach An important caveat is to differentiate contracting in terms of commodity vs complexity deals A commodity is something you can completely describe in a contract The specifications are right and supplier agnostic Price and value is generally a linear relationship Complexity occurs when parties are very interdependent and neither party can be truly successful without the input support and cooperation of the other The price value relationship may not be inverse It is much more difficult to write a contract for a complex deal Economic rents are often involved and there can be different facets of the deal For example software license usually is not considered complex sourcing but the systems integration work most certainly is The people skills can be critical in systems integration as driving change is a non linear activity that may not be easily quantified into a price Think about using a fixed price deal on an ERP implementation system where there are so many unknowns and requirements Talk about complexity Ed went through his list of pet peeves when it comes to ineffective contract management terms and phrases He emphasized how important it was to avoid the use of nominalization the passive voice and a pompous voice For example one might have a simple statement of working stating that The supplier will drink a glass of water or even better state a specific outcomes I will do what is required to remain hydrated including drinking water Gatorade or another beverage Examples of poor contract language include the following After they agree on the timing the supplier will drink a glass of water He shall partake in the drinking of water from a glass I will fill a glass with water and raise it to my lips For the avoidance of doubt I will not pour the water on my head or use it to wash my hands I will grab a glass fill the glass raise it to my face open my mouth and pour the contents of the glass into my mouth A supplier will prefer this last statement but it could mean they are drinking bleach In fact the supplier may not know they are expected to stay hydrated The important part here is that clear contract language provides transparency When you do contracts with clear language you reduce the level of stress and the more likely you are to get good results Simple language also helps to make the contract easier to read and understand If the lawyer is the only one who can understand a contract then it s poorly drafted A lawyer doesn t have better reading comprehension than a business professional If reasonable people can differ they will Anything that requires mutual agreement means that the other party has a veto so you have to try not to agree to agree If substitutions are allowed what are they The operational element you are hiding will come back to hide you later It is important to have a good limitation of liability clause that is determined by market conditions You need to have an emphasis on execution not just terms You need to look at the overall investment including up front costs soft costs etc to maximize return on investment Limitation of liability clauses are invoked in less than ½ of all contractual deals but this doesn t mean you shouldn t have one If you don t pay attention to your fee schedule then you are making a big mistake A good contracting process should avoid the RFP prisoner s dilemma The idea is that the other party shouldn t be able to rip you off on cost but if you make price important upfront you will not see the solution ing capabilities of the supplier You may get a good cost but if the project is 200 over budget then where is the savings The worst you can do in a complex deal is eliminate the right supplier for the deal To try to force a bad supplier into a good deal or vice versa is not a good idea as you may not be able to enforce it Contracts are based on relationships but relationships based on contracts tend to fail If you have a good relationship and you contract for what you want and try to build the relationship after you have signed it is a recipe for failure Looking forward to more insights tomorrow No comments The Drive To 100 Bio based Plastic Bottles April 15 2016 by handfield categories Biobased Products Food Supply Chains Local Food Systems Procurement Sustainability Supply Chain Economics Supply Chain Management Sustainability When Coca Cola set about thinking about how to drive sustainability into their supply chain they recognized from the outset that the entire end to end life cycle of a bottle of Coke needed to be considered Most people don t think about this relationships but the fact is that recycling and renewable feedstock go hand in hand when thinking about a simple item like a plastic bottle Renewables are the feedstock that go into the Plant Bottle and on the back end when the consumer is through with it it can be recycled and ground up to crate a carpet and keep the CO2 sequestered As such the plant is used to not only create the product but the plant is also used to create the following product that comes in the secondary form of the carpet Coke s website 1 notes that PlantBottle is made with a combination of traditional materials and up to 30 made from plants Because the end product is still PET plastic the PlantBottle package delivers the same performance e g shelf life recyclability weight chemical composition appearance but it reduces potential carbon dioxide emissions when compared to PET plastic bottles made from fossil fuels PET plastic is made up of two components MEG mono ethylene glycol which makes up 30 of the PET by weight and which is made from plants as well as and PTA purified terephthalic acid which makes up the other 70 What is now exciting is the on going innovation projects by Coke and other companies to take the 70 of the bottle that is non renewably sourced and move it towards a 100 biobased resin technology This will involve using second generation feedstocks such as cellulosic sugars and technologies to utilise new available technology on the journey to a 100 plant bottle This is moving slowly but definitely in the right direction The avenue that is being explored is the development of Furanics building blocks from plant based sugars under the name YXY These Furanics building blocks are the basis of a next generation plant based plastics and chemicals and the company producing it Avantium is focused its efforts on using the YXY technology as a catalytic process to convert sugars to FDCA a biobased alternative to terephthalic acid TA FDCA can be used to produce the polyester Polyethylene furanoate PEF a 100 bobased material that could replace PET in large markets such as bottles fiber and film Coca Cola is working Avantium Danone Gevo and Virent to support the scale up of Avantium s plant based PEF Virent s chemical allows the remaining 70 of the bottle to be plant based Coke is in more than 40 countries with the plant bottle and has launched over 40 billion bottles This is a large and critical mass of PET that is used in a number of other leading brands such as Simply and Minute Maid Gold Peak team Dasani and Smart Water The program is continuing to grow despite the drop in crude oil prices Bio based PET was predominantly used for the packaging of CSD Carbonated Soft Drinks accounting for more than 75 of market share in 2013 Growing beverage consumption in emerging markets of BRICS is expected to drive bio based PET market growth CSD marketing companies such as Coca Cola are committed on promoting the use of bio based PET in packaging which is expected to have a major impact on market growth in the near future 2 This is occurring despite the price of crude coming down The feedstock for the Plant bottle is sugar cane out of Brazil which is moving towards cost parity relative to crude oil derived PET The small premium for biobased is absorbed by the system but Coke sees a pathway to having the renewable plant bottom emerge as the dominant package in thelong run especially as oil is expected to go up in price in the long run There were three driving forces around the championing that occurred in making the decision to move towards a 100 plant bottle 1 Sustainability platform and carbon capture The response from consumers was overwhelmingly positive around the plant bottle and any misunderstandings occurred around the technology and has been a strong positive reaction 2 Cost and line of sight around competitive elements This came about as the cane sugar feedstocks in Brazil proved to be cost competitive Coke also needed to prove that the cane was being farmed on arable land and was not creating competition for land or water with other crops and used by products derived from extracting sugar from products GMO grown products was also not a factor in this case 3 Top line growth and brand differentiation The Plant Bottle has become a core differentiating element to the Coke brand especially in light of the growing awareness of sustainability in the population Coke works with the WWF and other consortiums including competing brands such as Nestle Danone Unilever Ford P G and others to set the guidelines and industry standards that prevents others from jumping in with green washing claims and drive confusion over the issue A Coca Cola representative notes that We are the largest biobased PET buyer and we see ourselves as a catalyst for the industry to move towards renewable material and we are working with our partners to make it happen We are working hard to enable other companies to come into the space and benefit from the PET supply chain that we are creating and allowing access to technology It should be noted that one of the benefits that the Renewable Fuel Standard provides significant benefits to biofuel but the polymer market does not enjoy such benefits It is easier to get ethanol into biofuels then to take ethanol and make plastic out of it Ethanol goes into fuels but the benefit does not translate into plastic Fuel companies also tend to have limited partnerships that provide tax benefits that the buyer of renewable plastics do not have Hopefully this will change 1 http www coca colacompany com stories plantbottle frequently asked questions 2 https globenewswire com news release 2014 12 01 687467 10110349 en Bio Based Polyethylene Terephthalate PET Market By Application Packaging Bottles Technical Consumer Goods And Segment Forecasts To 2020 Is Expected To Reach 5 800 kilo tons By 2020 html No comments Bo Andersson s Supply Strategy Collides With Vladimir Putin s Russia The Performance Triangle Collapses April 11 2016 by handfield categories China Supply Chain Contract Management Design for Supply Chain German supply chain Global Supply Chain Strategic Cost Management Strategic Sourcing Supplier Relationship Management Supply Chain Management Supply chain Relationships Supply Chain Strategy Automotive news seems to be coming up a lot lately A story in the Wall Street Journal revealed that Bo Andersson the current CEO of Russia s largest car maker AvtoVAZ plans to step down The Renault Nissan Alliance is the majority owner of the firm According to the story Mr Andersson joined Renault in 2013 after he helped turn around Russian truck maker GAZ Group He started at AvtoVAZ in early 2014 and slashed tens of thousands of jobs at its main Togliatti plant He also renegotiated contracts with local suppliers in a bid to cut costs Further details were provided in a story in today s edition of the WSJ When he arrived the company was in his words the biggest mess I ve ever seen in my career Upon arriving he found low morale rampant corruption theft of parts from the plant a reputation for poor quality and a Soviet style employee culture that rewarded seniority over job performance Today s story notes that The cost saving moves angered many in Togliatti a one industry city some 500 miles east of Moscow Discontent trickled up to the highest echelons of Russia s political elite and prompted a warning shot last spring from an ally of President Vladimir Putin You re playing with fire Sergei Chemezov a friend of Putin recalls telling Mr Andersson Mr Chemezov runs a state owned defense and industrial company that holds a minority stake in the auto maker OAO AvtoVAZ Industry experts note that the Russian government wants it both ways AvtoVAZ as a social project and a competitive business in the modern era It s impossible Let s see what exactly did he do that was so horrific that he deserved the wrath of Putin to descend on him Well he made the horrible mistake of laying off workers even though the layoffs were formally approved by the AvtoVAZ board He then went about renegotiating contracts with suppliers to set a target of 5 cost reductions a target that by the way is considered a year over year requirement for suppliers in the automotive industry Such targets are typically discovered through value analysis productivity improvements application of cost models and material substitutions He also sought to improve quality AvtoVAZ vehicles are known for spending more time in the shop being repaired then on the road He worked with Renault to invest another 448M in new technology in the company He even required the filthy facility toilets to be cleaned on a daily basis In Bo s words The only way we ll become world class is if we re clean toilets and floors too This story reminds me of my visit to General Motors in late 1999 when I was working with their senior automotive team prior to an education session I was helping them organize in China At the time I had the opportunity to interview most of the major executives leading their supply chain My arrival occurred just after the departure of the infamous Jose Lopez The Purchasing revolution occurred at GM in the early 90 s with the appointment of Jack Smith CEO and Jose Ignacio Lopez as Vice President of Purchasing Despite his bad reputation one the things that Lopez should get credit for was raising awareness around quality service and price or QSP a mantra at GM By creating an internal culture focused on driving improved internal integration between purchasing engineering logistics and operations Lopez turned around GM around at a time when it was literally on the verge of bankruptcy During his brief two year tenure at the head of GM s purchasing organization he established a different mindset and raised the importance of purchasing and supply chain management as a core contributor to GM s competitive success On that visit I was able to also conduct interviews with top level purchasing executives at GM during this period including Harold Kutner Tom Fabus Bo Andersson Woody Williams Bob Burkhart and John Calabrese After leaving GM Lopez was replaced by Harold Kutner Kutner took Lopez s concepts and extended them beyond the simple mantra of QSP to include T Technology Kutner and Jack Smith realized that to truly be successful global integration across all of GM s product lines and platforms would be required To do so they created a new purchasing organization called World Wide Purchasing WWP WWP was a matrix based structure developed across product lines and commodity groups that enabled vehicle platform teams to scan the entire globe for leading edge technologies at the best quality service and price A new measurement system for certifying and selecting suppliers in QSTP was instigated with commodity managers and product platform managers working hand in hand Every Friday morning leading executives from all four corners of the world gather around a satellite camera for a global teleconference Information shared includes updates to product development efforts changes in market conditions pricing updates and new developments This helped to ensure that on a weekly basis all parties throughout the world are up to date and on the same page When I interviewed Bo Andersson during this period I recall that he drew a triangle for me and stated that there were three elements of supplier relationships represented by the three sides of the triangle Price Performance and Place Performance related to the QSTP dimension and Price was obvious but Place referred to the local relationships that existed between suppliers and purchasing Bo emphasized that all three dimensions needed to be in balance but that what had happened at GM was that the Place dimension e g the relationship that existed between suppliers and purchasing had gotten too important resulting in a squashed triangle He emphasized that purchasing often got too comfortable with their current suppliers and developed a personal relationship with them that sometimes got in the way of price and performance Competition is a good thing Bo emphasized to me It doesn t hurt to shake up these relationships from time to time so we don t get too comfortable with our suppliers They need to know that performance and price is important and that we must be globally competitive to succeed and grow Evidently that is also what Bo Andersson was seeking to do

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  • Robert Handfield - SCM | Supply Chain Resource Cooperative (SCRC) | North Carolina State University
    most prolific authors in the Journal of Operations Management within the last 20 years Handfield was identified as one of a handful of individuals in the 2007 Pros to Know list compiled by Supply and Demand Chain Executive journal Research Specialties Research Highlights Handfield Robert Planning for the Inevitable The Role of the Federal Supply Chain in Preparing for National Emergencies IBM Center for Government Published Report July 2010 Nicole Darnell Robert Handfield and Jason Jolley Environmental Management Systems and Green Supply Chain Management Complements for Sustainability Business Strategy and the Environment vol 18 30 45 2008 Handfield Robert Preparing for the Worst Sustaining Suppliers Through the Economic Crisis Book chapter in Managing Global Supply Chain Relationships Operations Strategies and Practices Editors Drs Barbara Flynn Michiya Morita and Jose Machuca New York Busienss Reference IGI Global 2011 pp 1 15 Sriram Narayanan Ann Marucheck and Robert Handfield Electronic Data Interchange Meta Analysis Research Review and Future Directions Decision Science Journal 2009 40 1 121 163 Highlighted Authored Books 3 5 entries Handfield Robert Krause Daniel Scannell Tom and Monczka R Avoid the Pitfalls in Supplier Development Sloan Management Review vol 41 no 2 Winter 2000 pp 37 49 Handfield Robert Ragatz Gary Monczka Robert and Peterson Kenneth Involving Suppliers in New Product Development California Management Review vol 42 no 1 Fall 1999 pp 59 82 Republished in Managing Strategic Innovation and Change A Collection of Readings Tushman L and Anderson P eds Oxford University Press 2004 506 522 Christopher W Craighead Jennifer Blackhurst M Johnny Rungtusanatham Robert B Handfield 2007 The Severity of Supply Chain Disruptions Design Characteristics and Mitigation Capabilities Decision Sciences 38 1 131 156 MBA Undergrad Courses Instructed MBA541 Supply Chain Relations a required capstone course for OM SCM majors The course is comprised of a semester long team based project working with a Supply Chain Resource Cooperative SCRC partner on a market intelligence project The course focuses on developing strategic category management supply strategies negotiating and contracting successful supply chain relationships and building a world class supply base Books Authored Highlights Monczka Robert Handfield Robert Giunipero Larry and Patterson James Purchasing and Supply Chain Management Cincinnati OH Southwestern Publishing College Division 5th edition 2011 Handfield Robert and McCormack Kevin Supply Chain Risk Management Minimizing Disruption in Global Supply Chains Auerbach Publications 2008 R Handfield Supply Market Intelligence Auerbach Publications 2006 Bozarth C and Handfield R Operations and Supply Chain Management 2nd edition undergraduate textbook Upper Saddle River NJ Prentice Hall 2005 Initial sales estimated in year 1 at 8000 units Handfield Robert B and Ernest L Nichols Jr Supply Chain Redesign Transforming Supply Chains Into Integrated Value Systems Prentice Hall Inc Upper Saddle River New Jersey 2002 ISBN 0 13 060312 0 Handfield Robert B and Ernest L Nichols Jr Introduction to Supply Chain Management Prentice Hall Inc Upper Saddle River New Jersey 1999 ISBN 0 13 621616 1 Japanese Chinese and Korean language editions are also available from Prentice Hall Japan ISBN 4 89471 608

    Original URL path: https://scm.ncsu.edu/about-scrc/staff-member/robert-handfield (2016-04-30)
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  • Clyde M. Crider - SCM | Supply Chain Resource Cooperative (SCRC) | North Carolina State University
    at Caterpillar Inc At Caterpillar s North Carolina facilities Crider mentored many of the college s Jenkins MBA project teams working with the company through its partnership with the SCRC Since joining North Carolina State University in August 2010 he now coordinates and oversees student projects from the academic side During his career with Caterpillar Crider held roles of increasing responsibility in nearly every aspect of Caterpillar s global supply chain including purchasing warehousing transportation materials planning logistics supplier scheduling demand and orders forecasting sales and operations planning Class A Operational Excellence Lean 6 Sigma Caterpillar Production System supply chain value stream analysis and strategic workforce planning Most recently he served as the Lead Learning and Talent Development Manager for Building Construction Products Division in Cary NC and as a Senior Learning Consultant for Caterpillar University which was recognized as the Best Overall Corporate University in 2004 His credentials include Senior Professional in Human Resources certification SPHR and Caterpillar Certified Six Sigma Black Belt Crider has an MBA from the University of North Carolina Wilmington Education Certifications MBA University of North Carolina at Wilmington 2001 SPHR Certification 2006 Certified Caterpillar 6 Sigma Black Belt 2002 BS Management University of Illinois at Springfield 1992 AAS Manufacturing Technology Illinois Central College East Peoria Illinois 1979 Four year Electrician Apprenticeship Caterpillar Inc 1973 Professional Affiliations Career Highlights Research Specialties Research Highlights MBA Undergrad Courses Instructed MBA549 Supply Chain Practicum Capstone a required capstone course for OM SCM majors The course is comprised of a semester long team based project working with a Supply Chain Resource Cooperative SCRC partner on global SCM issues Books Authored Highlights SCRC Articles Authored Highlights SCRC Whitepapers Authored Highlights Online Publications Authored Executive Training Instructed Making Great Leaders Caterpillar Leadership Development Program Program Administrator Currently Working With Consulting Highlights

    Original URL path: https://scm.ncsu.edu/about-scrc/staff-member/clyde-crider (2016-04-30)
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