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This book is the standard preparatory text for APICS certification exams! It discusses how to use the latest MPC techniques to improve your supply chain effectiveness. In today's manufacturing environment, decisions must be made immediately and with little time for on-the-spot research or second-guessing. More than at any time in the past, professionals must rethink virtually every aspect of this streamlined manufacturing approach - or risk being left behind in the newly urgent race to both cut costs and reduce time. "Manufacturing Planning and Control Systems for Supply Chain Management, Fifth Edition" provides the information and analysis you need to remain both current and competitive. Completely revised and updated, this authoritative and essential book covers the new and existing state-of-the-manufacturing-art in areas including: Supply chain management; Demand management; Sales and operations planning; Material requirements planning (MRP); Enterprise resource planning (ERP); Production activity control; Inventory management; and, Capacity planning and utilization. The customer is king in today's manufacturing environment, and meeting customer demands has become the chief imperative for manufacturing success. Let "Manufacturing Planning and Control Systems for Supply Chain Management" provide you with the up-to-the-minute knowledge you need to meet those demands, and the details to meet them with dramatically greater speed and precision than your competitors. The world of manufacturing is experiencing a top-to-bottom transformation of a magnitude not seen since Henry Ford introduced the assembly line. Enterprise resource planning (ERP) systems increasingly integrate all internal company activities and functions, including manufacturing planning and control (MPC) systems. Decision making is transferred to floor level teams. Efficiency-driven processes are now being combined with global, web-driven interconnectedness between suppliers and customers, where the focus is on efficiencies gained by managing elaborate supply chains and networks. In all of this, today's customers set the manufacturing agenda, demanding increased speed, greater variety - and even a hand in the manufacturing process itself. Manufacturing Planning and Control Systems for Supply Chain Management, Fifth Edition, has been completely revamped to help you excel in this new manufacturing environment. Manufacturing professionals at every level, along with anyone studying for the APICS certification exams, can turn to this authoritative manufacturing professionals' handbook for the latest facts, techniques, and guidelines, in areas including: Enterprise Resource Planning (ERP) - What ERP is and how it works, including implementation examples and lessons from Eli Lilly, Scotts, and other multinational firms; Supply Chain Management - Methods for coordinating flows of materials and information across companies, for dramatic improvement in overall effectiveness, with examples from Nokia, Hewlett-Packard, and Flextronics; Just-in-Time - JIT's key principles and features and how they impact MPC systems, with examples from JIT pioneer Toyota as well as the latest advances in JIT-based practices; and, Strategy and MPC System Design - Options for linking MPC system design with corporate strategy, plus integrating MRP and JIT in existing or new MPS systems. It also includes Advanced Concepts - New approaches and frameworks in sales and operations planning, material requirements planning, scheduling, and supply chain partnering. "Manufacturing Planning and Control Systems" is both the classic field handbook for manufacturing professionals and the comprehensive preparatory text for APICS certification courses. Now, in this thoroughly revised and updated fifth edition, this vital book once again provides you with hands-on details of the latest MPC research and practice, and gives you the competitive advantage you need in today's high-stakes, no-holds-barred global manufacturing arena.
From the Back Cover
The Standard Preparatory Text for APICS Certification Exams!
How to use the latest MPC techniques to improve your supply chain effectiveness
In today's manufacturing environment, decisions must be made immediately and with little time for on-the-spot research or second-guessing. More than at any time in the past, professionals must rethink virtually every aspect of this streamlined manufacturing approach--or risk being left behind in the newly urgent race to both cut costs and reduce time.
Manufacturing Planning & Control Systems for Supply Chain Management, Fifth Edition provides the information and analysis you need to remain both current and competitive. Completely revised and updated, this authoritative and essential book covers the new and existing state-of-the-manufacturing-art in areas including:
- Supply chain management
- Demand management
- Sales and operations planning
- Material requirements planning (MRP)
- Enterprise resource planning (ERP)
- Production activity control
- Inventory management
- Capacity planning and utilization
The customer is king in today's manufacturing environment, and meeting customer demands has become the chief imperative for manufacturing success. Let Manufacturing Planning and Control Systems for Supply Chain Management provide you with the up-to-the-minute knowledge you need to meet those demands, and the details to meet them with dramatically greater speed and precision than your competitors.
The world of manufacturing is experiencing a top-to-bottom transformation of a magnitude not seen since Henry Ford introduced the assembly line. Enterprise resource planning (ERP) systems increasingly integrate all internal company activities and functions, including manufacturing planning and control (MPC) systems. Decision making is transferred to floor level teams. Efficiency-driven processes are now being combined with global, web-driven interconnectedness between suppliers and customers, where the focus is on efficiencies gained by managing elaborate supply chains and networks.
In all of this, today's customers set the manufacturing agenda, demanding increased speed, greater variety--and even a hand in the manufacturing process itself.
Manufacturing Planning and Control Systems for Supply Chain Management, Fifth Edition, has been completely revamped to help you excel in this new manufacturing environment. Manufacturing professionals at every level, along with anyone studying for the APICS certification exams, can turn to this authoritative manufacturing professionals' handbook for the latest facts, techniques, and guidelines, in areas including:
- Enterprise Resource Planning (ERP)--What ERP is and how it works, including implementation examples and lessons from Eli Lilly, Scotts, and other multinational firms
- Supply Chain Management--Methods for coordinating flows of materials and information across companies, for dramatic improvement in overall effectiveness, with examples from Nokia, Hewlett-Packard, and Flextronics.
- Just-in-Time--JIT's key principles and features and how they impact MPC systems, with examples from JIT pioneer Toyota as well as the latest advances in JIT-based practices.
- Strategy and MPC System Design--Options for linking MPC system design with corporate strategy, plus integrating MRP and JIT in existing or new MPS systems
- Advanced Concepts--New approaches and frameworks in sales and operations planning, material requirements planning, scheduling, and supply chain partnering.
Manufacturing Planning and Control Systems is both the classic field handbook for manufacturing professionals and the comprehensive preparatory text for APICS certification courses. Now, in this thoroughly revised and updated fifth edition, this vital book once again provides you with hands-on details of the latest MPC research and practice, and gives you the competitive advantage you need in today's high-stakes, no-holds-barred global manufacturing arena.
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Front Cover | Copyright | Table of Contents | Excerpt | Index | Back Cover
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Most Helpful Customer Reviews
4 of 4 people found the following review helpful
Format:Hardcover
It remains for others better qualified than I am to determine whether or not this book is "the definitive guide for professionals" but I do consider it to be one of the most informative and one of the most valuable I have read thus far. The comments which follow focus on the Fifth Edition (2005) in which the co-authors (Thomas E. Vollman, William L. Berry, D. Clay Whybark, and F. Robert Jacobs) update, supplement, or delete material from previous editions as well as add new concepts "in response to changing needs." They also explain that they revised the basic organization of their book "in response to changes in the environment in which manufacturing planning and control (MPC) systems operate."
For example, the implementation of enterprise resource planning (ERP) systems and the continuing decentralization of decision-making to the factory floor. The environment has also become more complicated by the proliferation of globalization initiatives. As a result, the authors note, "the interconnectedness of manufacturing firms has increased substantially. The implication of this is that companies are now often integrated as customers of their suppliers and integrated with customers whom they supply in complicated ways. This has created the need to manage some very complex supply chains or networks." Vollman, Berry, Whybark, and Jacobs produced this Fifth Edition in response to changes such as these.
Of special interest to me is the material provided in Chapter 4, "Enterprise Resource Planning (ERP) - Integrated Systems." For various reasons that the authors cite, it is highly desirable, in fact imperative that decision-making be centralized if the given system is to take full advantage of economies of scale. Redundant transactions must be minimized, if not eliminated. With regard to knowledge management, information must be captured at the source, with any process of transactions fully documented. (Many senior-level executives express the same exasperation: "If only we knew what we know!") In fact, all processes must efficiently support the data needs of the ERP system. Hence the importance of communication, cooperation, and especially, collaboration at all levels and within all areas of the given supply chain. Moreover, a set of performance measures must be formulated in coordination with appropriate policies, procedures, and objectives. Economies of scale can also be achieved if fewer software and hardware platforms are needed during ERP implementation.
Credit the authors with their effective use of various reader-friendly devices as they present their material. For example, check out the Brief Contents and Contents pages that offer an uncommonly specific explanation of what is covered in each chapter. (The latter is the most detailed I have as yet encountered in a business book.) Also, the recurring sections (e.g. Company Examples, Concluding Principles, and References) at the conclusion of most chapters. Many readers will probably refer to the Contents more often than to the Index.
Although this volume will probably be most valuable to those enrolled in business courses and especially if preparing for certification by the Association for Operations Management, I think it will also be of interest and value to those about to embark upon or are now involved in process improvement initiatives. Some of the best opportunities to eliminate waste while increasing efficiency and productivity can be found within a supply chain.
For example, the implementation of enterprise resource planning (ERP) systems and the continuing decentralization of decision-making to the factory floor. The environment has also become more complicated by the proliferation of globalization initiatives. As a result, the authors note, "the interconnectedness of manufacturing firms has increased substantially. The implication of this is that companies are now often integrated as customers of their suppliers and integrated with customers whom they supply in complicated ways. This has created the need to manage some very complex supply chains or networks." Vollman, Berry, Whybark, and Jacobs produced this Fifth Edition in response to changes such as these.
Of special interest to me is the material provided in Chapter 4, "Enterprise Resource Planning (ERP) - Integrated Systems." For various reasons that the authors cite, it is highly desirable, in fact imperative that decision-making be centralized if the given system is to take full advantage of economies of scale. Redundant transactions must be minimized, if not eliminated. With regard to knowledge management, information must be captured at the source, with any process of transactions fully documented. (Many senior-level executives express the same exasperation: "If only we knew what we know!") In fact, all processes must efficiently support the data needs of the ERP system. Hence the importance of communication, cooperation, and especially, collaboration at all levels and within all areas of the given supply chain. Moreover, a set of performance measures must be formulated in coordination with appropriate policies, procedures, and objectives. Economies of scale can also be achieved if fewer software and hardware platforms are needed during ERP implementation.
Credit the authors with their effective use of various reader-friendly devices as they present their material. For example, check out the Brief Contents and Contents pages that offer an uncommonly specific explanation of what is covered in each chapter. (The latter is the most detailed I have as yet encountered in a business book.) Also, the recurring sections (e.g. Company Examples, Concluding Principles, and References) at the conclusion of most chapters. Many readers will probably refer to the Contents more often than to the Index.
Although this volume will probably be most valuable to those enrolled in business courses and especially if preparing for certification by the Association for Operations Management, I think it will also be of interest and value to those about to embark upon or are now involved in process improvement initiatives. Some of the best opportunities to eliminate waste while increasing efficiency and productivity can be found within a supply chain.
Most Helpful Customer Reviews on Amazon.com (beta)
Amazon.com:
9 reviews
16 of 16 people found the following review helpful
Great reference for the professional.
20 July 2004
Format:Hardcover
This is just what I was looking for. I am a programmer and need to know exactly how the latest procedures for inventory control actually work. The techniques are explained in great detail, giving me exactly what I need. Lots of current information about Supply Chain Management with actual company examples included in every chapter.
7 of 7 people found the following review helpful
Comprehensive coverage of MPC in theory and practice
9 Jun 2007
Format:Hardcover
It remains for others better qualified than I am to determine whether or not this book is "the definitive guide for professionals" but I do consider it to be one of the most informative and one of the most valuable I have read thus far. The comments which follow focus on the Fifth Edition (2005) in which the co-authors (Thomas E. Vollman, William L. Berry, D. Clay Whybark, and F. Robert Jacobs) update, supplement, or delete material from previous editions as well as add new concepts "in response to changing needs." They also explain that they revised the basic organization of their book "in response to changes in the environment in which manufacturing planning and control (MPC) systems operate."
For example, the implementation of enterprise resource planning (ERP) systems and the continuing decentralization of decision-making to the factory floor. The environment has also become more complicated by the proliferation of globalization initiatives. As a result, the authors note, "the interconnectedness of manufacturing firms has increased substantially. The implication of this is that companies are now often integrated as customers of their suppliers and integrated with customers whom they supply in complicated ways. This has created the need to manage some very complex supply chains or networks." Vollman, Berry, Whybark, and Jacobs produced this Fifth Edition in response to changes such as these.
Of special interest to me is the material provided in Chapter 4, "Enterprise Resource Planning (ERP) - Integrated Systems." For various reasons that the authors cite, it is highly desirable, in fact imperative that decision-making be centralized if the given system is to take full advantage of economies of scale. Redundant transactions must be minimized, if not eliminated. With regard to knowledge management, information must be captured at the source, with any process of transactions fully documented. (Many senior-level executives express the same exasperation: "If only we knew what we know!") In fact, all processes must efficiently support the data needs of the ERP system. Hence the importance of communication, cooperation, and especially, collaboration at all levels and within all areas of the given supply chain. Moreover, a set of performance measures must be formulated in coordination with appropriate policies, procedures, and objectives. Economies of scale can also be achieved if fewer software and hardware platforms are needed during ERP implementation.
Credit the authors with their effective use of various reader-friendly devices as they present their material. For example, check out the Brief Contents and Contents pages that offer an uncommonly specific explanation of what is covered in each chapter. (The latter is the most detailed I have as yet encountered in a business book.) Also, the recurring sections (e.g. Company Examples, Concluding Principles, and References) at the conclusion of most chapters. Many readers will probably refer to the Contents more often than to the Index.
Although this volume will probably be most valuable to those enrolled in business courses and especially if preparing for certification by the Association for Operations Management, I think it will also be of interest and value to those about to embark upon or are now involved in process improvement initiatives. Some of the best opportunities to eliminate waste while increasing efficiency and productivity can be found within a supply chain.
For example, the implementation of enterprise resource planning (ERP) systems and the continuing decentralization of decision-making to the factory floor. The environment has also become more complicated by the proliferation of globalization initiatives. As a result, the authors note, "the interconnectedness of manufacturing firms has increased substantially. The implication of this is that companies are now often integrated as customers of their suppliers and integrated with customers whom they supply in complicated ways. This has created the need to manage some very complex supply chains or networks." Vollman, Berry, Whybark, and Jacobs produced this Fifth Edition in response to changes such as these.
Of special interest to me is the material provided in Chapter 4, "Enterprise Resource Planning (ERP) - Integrated Systems." For various reasons that the authors cite, it is highly desirable, in fact imperative that decision-making be centralized if the given system is to take full advantage of economies of scale. Redundant transactions must be minimized, if not eliminated. With regard to knowledge management, information must be captured at the source, with any process of transactions fully documented. (Many senior-level executives express the same exasperation: "If only we knew what we know!") In fact, all processes must efficiently support the data needs of the ERP system. Hence the importance of communication, cooperation, and especially, collaboration at all levels and within all areas of the given supply chain. Moreover, a set of performance measures must be formulated in coordination with appropriate policies, procedures, and objectives. Economies of scale can also be achieved if fewer software and hardware platforms are needed during ERP implementation.
Credit the authors with their effective use of various reader-friendly devices as they present their material. For example, check out the Brief Contents and Contents pages that offer an uncommonly specific explanation of what is covered in each chapter. (The latter is the most detailed I have as yet encountered in a business book.) Also, the recurring sections (e.g. Company Examples, Concluding Principles, and References) at the conclusion of most chapters. Many readers will probably refer to the Contents more often than to the Index.
Although this volume will probably be most valuable to those enrolled in business courses and especially if preparing for certification by the Association for Operations Management, I think it will also be of interest and value to those about to embark upon or are now involved in process improvement initiatives. Some of the best opportunities to eliminate waste while increasing efficiency and productivity can be found within a supply chain.
6 of 6 people found the following review helpful
Might be the best source for a manufacturing systems designer available.
6 Sep 2006
Format:Hardcover
Dense. Rich. Thorough. Comprehensive. Authoritative. This well-written book presents manufacturing planning & control systems in abstract enough terms to separate them from any particular implementation, yet concretely enough to base your more detailed designs on. In software development terms, it's at the level of Architecture, High-level design and requirements. But it's not limited to software systems -- it's about work functions and processes too.
You leave the book feeling that you get it in some way, at a conceptual level, how a manufacturing endeavor has to be structured and what the various processes are that have to be intertwined and coordinated for it all to work.
The authors take an in depth look at the evolution of "classical", "functional" manufacturing (as reflected incrementally in informal shop floor systems, to MRP & MRPII, to ERP) as well as newer intrafirm management systems like JIT and "lean manufacturing". The thrust of the text, though, is on the nascent developments leading to "lean organization", "lean enterprise" and "lean supply chain". The leading edge of this evolution is the appearance of interfirm supply chain systems that focus on improving the entire supply chain and sharing these improvements with all of the links in the chain.
Overall an excellent, if somewhat slow, read.
You leave the book feeling that you get it in some way, at a conceptual level, how a manufacturing endeavor has to be structured and what the various processes are that have to be intertwined and coordinated for it all to work.
The authors take an in depth look at the evolution of "classical", "functional" manufacturing (as reflected incrementally in informal shop floor systems, to MRP & MRPII, to ERP) as well as newer intrafirm management systems like JIT and "lean manufacturing". The thrust of the text, though, is on the nascent developments leading to "lean organization", "lean enterprise" and "lean supply chain". The leading edge of this evolution is the appearance of interfirm supply chain systems that focus on improving the entire supply chain and sharing these improvements with all of the links in the chain.
Overall an excellent, if somewhat slow, read.
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