Summary
Contents
Subject index
NEW TO THIS EDITION: New coverage includes: effect of COVID-19 on the health care supply chain selecting, managing, and monitoring complex global outsourcing services professional service sector procurement professionalism, ethics, and the law Expanded coverage includes: Health care purchasing and supply chain management e-procurement technology price/analysis, negotiations, and the competitive bidding trap supply chain relationship management New real-world case studies based on practical organizational situations reinforce the lessons learned from chapters. Revised chapter summaries allow students to review the material in direct relation to chapter-opening learning objectives. KEY FEATURES: A focus on the interrelationships of purchasing with the rest of the functional and system areas of the organization takes into account finance, marketing, accounting, logistics, supply chain management, and operations management. Specialized topical areas cover the latest trends in the industry not often covered in other texts, such as transportation services, equipment acquisition and disposal, health care services, and professional sourcing services. An emphasis on globalization reflects the increasing importance of supply chain partnerships, global sourcing, and total quality management.
Just-in-Time (Lean) Purchasing
Just-in-Time (Lean) Purchasing
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Learning Objectives
Upon completion of this chapter, the reader should be able to:
- Describe lean production systems.
- Explain the differences between JIT and MRP.
- Explain the relationship of the kanban production control system to the JIT system.
- Discuss the relationship between JIT and purchasing.
- Name critical JIT purchasing advantages.
- Identify the activities needed to implement JIT purchasing.
- Determine the role of culture in the implementation of JIT purchasing.
- Analyze the impact of JIT purchasing on a buying firm.
At the beginning of purchasing class, Professor Allen asked Morgan, “How are suppliers affected by JIT systems?”
Morgan responded, “In a JIT system, the suppliers could be conceptualized as an extension of the buying firm’s operation even though they are outside the boundaries ...
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