Market Driven Enterprise: Product Development, Supply Chains, and Manufacturing

Market Driven Enterprise: Product Development, Supply Chains, and Manufacturing

Market Driven Enterprise: Product Development, Supply Chains, and Manufacturing

Market Driven Enterprise: Product Development, Supply Chains, and Manufacturing

Synopsis

A complete handbook on a critical issue for today's business leaders-how to improve customer satisfaction, control costs, and maximize profits

Producing a product or service to heighten customer satisfaction-and doing so cost effectively-do not have to be mutually exclusive objectives. With Market Driven Enterprise, Amiya Chakravarty presents a state-of-the-art, clearly designed framework for responding to market forces while keeping total costs in check.

The book's twelve chapters are divided into three sections: interfaces and decision-making in an enterprise, product design and time-to-market, and responsive supply chains and manufacturing. A generous supply of real-world examples and more than 200 illustrations enhance the book's readability-as does its detailed table of contents breaking down each chapter into subsections for quick reference. Some of the book's most valuable features include:

• An analysis of the entire product development and manufacturing processes in light of customer needs

• An innovative treatment of digitally connected supply networks and new business models

• A focus on the optimization of manufacturing and marketing processes for greater managerial insights leading to the highest potential profit

• Coverage of the most vital management techniques and philosophies-concurrent engineering and quality function deployment, manufacturing flexibility, information transparency, collaboration, and the virtual enterprise-and their relationship to the market-driven manufacturing process

• Mathematical models for product-platform, product launch, supply-chain coordination, and market-driven manufacturing

For students and professionals in business and engineering, production and operations management, marketing, or production and design engineering, Market Driven Enterprise is an essential handbook. Anyone whose business is striving to attain an optimal position in a demanding marketplace will find it an excellent place to start.

Excerpt

Professor Amiya K. Chakravarty of the A.B. Freeman School of Business at Tulane University has written a remarkable book. I describe this book as remarkable for at least two reasons. The first is currency. The book's focus is on today's news. It is not, as is so often the case with scholarly work, related to yesterday's problems. The second reason is that in addition to being timely, or perhaps because of it, the approach is courageous. To explain both of these points, let me note that the overall goal of the book is to provide insights into reorganizing the way business is conducted in response to the new e-forces that are driving change. Insights are not prescriptions. Fortunately, the author is willing to share with us his ideas about how to model the dynamic forces that are evolving.

Dr. Chakravarty sandwiches marketing (which is the driver) between organizational knowledge and information systems on the one hand, and supply chain management on the other. Market Driven Enterprise is not a name chosen carelessly. New markets demand goods and services in new ways using electronic means to communicate these demands. This is an eshift that forces firms to change their character. Organizations that cannot learn to cope with the need for speed (order processing and delivery, new product development, etc.), and multitudinous demands for products and services (from anywhere at anytime) probably will not survive. They surely will not thrive.

Part I of this book starts with traditional structures of organizations and then modifies their design for survival in the new economy. Three chapters attend to major shifts that are required in how information is coded, sent, received, sorted, combined and evaluated, and then acted upon. Part I develops the fundamental concepts of “domain and process architectures” of enterprises. Important attention is paid to ideas about global and local knowledge; about social (or explicit) and tacit knowledge; and about how information must flow to linked domains. Emphasis on knowledge management capabilities for e-business is correct and appropriate. There is no doubt that it will play an increasingly important role in . . .

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