Inventory and production management in supply chains

Cover -- Half Title -- Title Page -- Copyright Page -- Contents -- Preface -- Acknowledgments -- Authors -- SECTION I: THE CONTEXT AND IMPORTANCE OF INVENTORY MANAGEMENT AND PRODUCTION PLANNING -- 1 The Importance of Inventory Management and Production Planning and Scheduling -- 1.1 Why Aggregate Inventory Investment Fluctuates: The Business Cycle -- 1.2 Corporate Strategy and the Role of Top Management -- 1.3 The Relationship of Finance and Marketing to Inventory Management and Production Planning and Scheduling -- 1.3.1 Finance -- 1.3.2 Marketing -- 1.4 Operations Strategy -- 1.4.1 Mission -- 1.4.2 Objectives -- 1.4.3 Management Levers -- 1.4.4 General Comments -- 1.5 Measures of Effectiveness for Inventory Management and Production Planning and Scheduling Decisions -- 1.6 Summary -- Problems -- References -- 2 Frameworks for Inventory Management and Production Planning and Scheduling -- 2.1 The Diversity of Stock-Keeping Units -- 2.2 The Bounded Rationality of a Human Being -- 2.3 Decision Aids for Managing Diverse Individual Items -- 2.3.1 Conceptual Aids -- 2.3.2 Physical Aids -- 2.4 Frameworks for Inventory Management -- 2.4.1 Functional Classifications of Inventories -- 2.4.2 The A-B-C Classification as a Basis for Designing Individual Item Decision Models -- 2.5 A Framework for Production Planning and Scheduling -- 2.5.1 A Key Marketing Concept: The Product Life Cycle -- 2.5.2 Different Types of Production Processes -- 2.5.3 The Product-Process Matrix -- 2.6 Costs and Other Important Factors -- 2.6.1 Cost Factors -- 2.6.2 Other Key Variables -- 2.7 Three Types of Modeling Strategies -- 2.7.1 Detailed Modeling and Analytic Selection of the Values of a Limited Number of Decision Variables -- 2.7.2 Broader-Scope Modeling with Less Optimization -- 2.7.3 Minimization of Inventories with Little Modeling -- 2.8 The Art of Modeling