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Essay / Research Paper Abstract
A 5 page paper that begins by presenting Porter's generic value chain. The paper discusses inbound logistics, the relationship between purchasing and operations and inbound logistics and why these are important to the company. The writer also discusses outsourcing of inbound logistics and provides examples of logistics companies that have expended their services. The paper ends with comments about the importance of outbound logistics. Bibliography lists 6 sources.
Page Count:
5 pages (~225 words per page)
File: MM12_PGinbl9.rtf
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Unformatted sample text from the term paper:
chain as beginning with inbound logistics, moving to operations to outbound logistics to marketing & sales to service (NetMBA, 2007). The goal of the value chain is to provide the
customer with value that exceeds the cost of these activities put together (NetMBA, 2007). The excess is the companys margin or profit (NetMBA, 2007). OReilly (2005) reports that globalization has
basically leveled the playing field so that smaller companies may be competing in the same markets and even using the same suppliers as large companies. Establishing a global network is
important because it allows a company to respond more quickly to market demands (OReilly, 2005). However, this can well lead to supply chains that are so large and so complex
that they become inefficient. Controlling the flow of supplies can become extremely difficult. As important as this is, Chatur (2006) states that inbound logistics remain a neglected area in
both manufacturing and retail. Companies have developed very sophisticated methods for managing outbound logistics but it needs to develop and established efficient inbound logistics to reduce costs and increase effectiveness
(Chatur, 2006). Krause, Pagell1 and Curkovic (2001) commented that managers are perceiving the operations and purchasing functions in the organization as being intimately linked. They play essential roles in supply
chain management. Ultimately, the performance of operations is dependent upon having the right materials there at the right time (Krause, Pagell1 and Curkovic, 2001). This is a very different way
to think about procurement, or purchasing. Typically, purchasing has not been directly related to operational efficiency and effectiveness. In fact, these authors state: "The purchasing literature has largely overlooked the
methodological issues such as measurement" (Krause, Pagell1 and Curkovic, 2001). Purchasing is directly linked to operations and when efficient and effective contributes to the companys competitive advantage. Chatur (2006) asserts
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