Integrated Inventory Management (The Oliver Wight Companies)


Integrated inventory management is a compelling approach that is driving many of the organizational changes in manufacturing today. This comprehensive manual covers the practical issues that must be dealt with when managing inventory. Author Paul Bernard, a systems manager for over 20 years and an active member of APICS, establishes the need for an inventory strategy that is integral to the business. Writing for practitioners, he provides a method for streamlining and connecting all aspects of inventory management, explaining how to implement projects, programs, and initiatives more effectively. Where other books on the subject address every aspect of inventory management as a stand–alone topic, Bernard describes each component in relation to all other aspects of the process, making inventory management more understandable from a practical perspective. Using his integral strategy concept, Bernard covers the translation of theory to practice throughout the book, with a heavy emphasis on tables, figures, and the unique inclusion of computer screens for illustration. Integrated Inventory Management is a thorough reference that offers even the most experienced professional a wealth of new information on the topic.
Applicable to APICS′ CIRM and CPIM certification questions.
Provides actual company examples to illustrate the integral strategy.

Integrated Inventory Management (The Oliver Wight Companies) | Paul Bernard (Author) | John Wiley & Sons

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This book is a continuation of other production and inventory management references. As such, it is not so much about the subject of inventory management as it is about the practice of managing inventory in a variety of business environments. Its uniqueness is in the application of an integration methodology as a unifying theme and in its scope from strategy development through implementation of projects and programs.

Key Integration Concepts Developed and Used Throughout This Book        Strategies are the means by which a company focuses and aligns their and their suppliers' resources and capabilities to create a competitive advantage and provide value to their customers. Following a defined strategy demonstrates commitment within the organization and establishes clear roles, responsibilities, and performance measures.
There are two basic types of strategies referred to in this book. Traditional strategies focus inwardly on one or more functional areas within the business.

Integrated Inventory Management (The Oliver Wight Companies)

Table of Contents

Chapter 1: Having the Integral Strategy Choice
Chapter 2: Establish a Business Case for Changing the Status Quo
Chapter 3: Integral Strategy Development Methodology
Chapter 4: Project Management Is the Management of Interrelationships
Chapter 5: Inventory System
Chapter 6: Zero-Tolerance Inventory Count Accuracy
Chapter 7: Reorder Triggers
Chapter 8: Forecasting
Chapter 9: Order Quantities
Chapter 10: Safety Stock
Chapter 11: AS/RS Project
Chapter 12: Market-Based Production System

Written by IISCM

Integrated Institute of Supply Chain Management, a unit of Fhyzics Business Consultants Private Limited specialising in supply chain management consulting and education. IISCM trains and certifies SCM professionals in procurement, supply chain management, inventory, and warehousing.

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