Describes how the increasing emphasis on customer service‐based performance measures changes the way in which we need to manage operations along the total supply chain from raw materials to end user. Senior managers at Caterpillar, General Motors, ICL, Philips and Rank Xerox were interviewed about the steps that they have taken to achieve greater supply chain integration and the problems to be overcome before further progress can be achieved. Describes the changes that have been necessary to achieve greater supply chain integration and discusses the likely impact of these changes on the future role of the operations manager.
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