Vollmann is a Professor of Manufacturing Management at IMD in Lausanne, Switzerland, ranked by the Wall Street Journal as having Europe’s top MBA program and one of the world’s best executive education programs. Berry holds the Richard Ross Chair in Management and is a Professor of Manufacturing Management at Ohio State University. Whybark is the Macon G. Patton Distinguished Professor of Operations, Technology, and Innovation Management at the Kenan-Flagler Business School at the University of North Carolina–Chapel Hill. Jacobs is E-II Faculty Fellow and a Professor of Operations Management at the Kelley School of Business, Indiana University.
This is the fifth edition of what is generally regarded as the “definitive guide” for professionals. The material is carefully organized with 19 chapters which range from an introduction to core concepts of manufacturing planning and control (MPC) in the first chapter to a rigorous examination of MPC: The Next Frontier in the final chapter. Those about to read this book should first check the last of “Concluding Principles” (provided on page 578) that will guide and inform their progress throughout the narrative. It is worth noting that, although there have been significant changes in the business world since the first edition was published in 1984 and since the fourth revised edition was published in 1997, these principles have remained essentially sound. However, the authors have changed the basic organization of the book in response to the environment in which manufacturing planning and control systems operate, notably the implementation of enterprise resource planning (ERP) systems as well as the continuing decentralization of decision making to the factory floor. Of course, globalization has also become a major force, one which has also had significant impact on MPC worldwide. To their credit, the authors have revised their material accordingly.
Here are some key questions that the author’s address:
In the final chapter, the authors observe that “we are only in the beginning stages of interorganizational supply chain management. [Various] enhancements include jointly developed technology roadmaps, enhanced quality information, new ways to manage hub inventories, shipment mode optimization (fast versus cheap), chain capital optimization (the firm with the lowest cost of capital should finance inventories), and open books options.” Given the fact that so much business is now conducted at warp speed and the velocity is certain to increase, a sixth edition of this brilliant book will soon be needed…and indeed, may already be in preparation now.
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