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Managing Closed-Loop Supply Chains

E-BookPDF1 - PDF WatermarkE-Book
213 Seiten
Englisch
Springer Berlin Heidelbergerschienen am06.03.20062005
Closed-Loop Supply Chains (CLSC) offer companies a unique opportunity to improve their profits whilst serving societal responsibility. The management of CLSC differs in a number of ways from managing supply chains in general. The book examines these differences and how these differences may be dealt with in practice, by offering a concrete framework, introducing the different aspects related to CLSC and their mutual relations, in a systematic logical way as well as cases clustered according to the inputs for a CLSC. The framework and especially the cases from successful companies offer the reader an invaluable help to build and improve CLSC.mehr
Verfügbare Formate
BuchKartoniert, Paperback
EUR53,49
BuchKartoniert, Paperback
EUR53,49
E-BookPDF1 - PDF WatermarkE-Book
EUR53,49

Produkt

KlappentextClosed-Loop Supply Chains (CLSC) offer companies a unique opportunity to improve their profits whilst serving societal responsibility. The management of CLSC differs in a number of ways from managing supply chains in general. The book examines these differences and how these differences may be dealt with in practice, by offering a concrete framework, introducing the different aspects related to CLSC and their mutual relations, in a systematic logical way as well as cases clustered according to the inputs for a CLSC. The framework and especially the cases from successful companies offer the reader an invaluable help to build and improve CLSC.
Details
Weitere ISBN/GTIN9783540272519
ProduktartE-Book
EinbandartE-Book
FormatPDF
Format Hinweis1 - PDF Watermark
FormatE107
Erscheinungsjahr2006
Erscheinungsdatum06.03.2006
Auflage2005
Seiten213 Seiten
SpracheEnglisch
IllustrationenXII, 213 p.
Artikel-Nr.1427877
Rubriken
Genre9200

Inhalt/Kritik

Inhaltsverzeichnis
1;Table of Contents;9
2;Part 1: Introduction to closed-loop supply chains;12
2.1;1 Introduction --- Simme Douwe P. Flapper, Jo A.E.E. van Nunen and Luk N. Van Wassenhove;13
2.1.1;1.1 A framework for closed-loop supply chain analysis;13
2.1.2;1.2 A classification of closed-loop supply chains;14
2.1.3;1.3 Managerial aspects of closed-loop supply chains;17
2.1.4;1.4 Business drivers;19
2.1.5;1.5 Technical aspects;21
2.1.6;1.6 Organizational aspects;22
2.1.7;1.7 Planning and control aspects;24
2.1.8;1.8 Information aspects;24
2.1.9;1.9 Environmental aspects;26
2.1.10;1.10 Business-economic aspects;27
2.1.11;1.11 Conclusions;28
3;Part 2: Production closed-loop supply chains;29
3.1;2 Reverse logistics in a pharmaceutical company: the Schering case --- Ruud H. Teunter, Karl Inderfurth, Stefan Minner and Rainer Kleber;30
3.1.1;2.1 Introduction;30
3.1.2;2.2 Reuse and recycling of by-products;31
3.1.3;2.3 Reuse and recycling of solvents;34
3.1.4;2.4 Conclusions;40
3.2;3 Reverse logistics in an electronics company: the NEC-CI case --- Roland Geyer, Kumar Neeraj and Luk N. Van Wassenhove;41
3.2.1;3.1 Introduction;41
3.2.2;3.2 Business drivers;42
3.2.3;3.3 Organizational aspects;43
3.2.4;3.4 Information aspects;46
3.2.5;3.5 Conclusions;47
4;Part 3: Distribution closed-loop supply chains;48
4.1;4 The chip in crate: the Heineken case --- Jan van Dalen, Jo A.E.E. van Nunen and Cyril M. Wilens;49
4.1.1;4.1 Introduction;49
4.1.2;4.2 Business drivers;53
4.1.3;4.3 Technical aspects;53
4.1.4;4.4 Organizational aspects;55
4.1.5;4.5 Planning and control aspects;56
4.1.6;4.6 Information aspects;57
4.1.7;4.7 Environmental aspects;59
4.1.8;4.8 Business-economic aspects;59
4.1.9;4.9 Conclusions;60
4.2;5 Recovery and reuse of maritime containers: the Blue Container Line case --- Costas P. Pappis, Nikos P. Rachaniotis and Giannis T. Tsoulfas;62
4.2.1;5.1 Introduction;62
4.2.2;5.2 Business drivers;64
4.2.3;5.3 Technical aspects;64
4.2.4;5.4 Organizational aspects;65
4.2.5;5.5 Planning and control aspects;65
4.2.6;5.6 Information aspects;66
4.2.7;5.7 Environmental aspects;66
4.2.8;5.8 Business-economic aspects;67
4.2.9;5.9 Conclusions;67
4.3;6 Empty container reposition: the port of Rotterdam case --- Albert W. Veenstra;69
4.3.1;6.1 Introduction;69
4.3.2;6.2 Business drivers;69
4.3.3;6.3 Organizational aspects;70
4.3.4;6.4 Planning and control aspects;77
4.3.5;6.5 Information aspects;78
4.3.6;6.6 Environmental aspects;78
4.3.7;6.7 Business-economic aspects;78
4.3.8;6.8 Conclusions;79
5;Part 4: Commercial returns closed-loop supply chains;81
5.1;7 Commercial returns of sun-protection products: the L Oréal France case --- Roelof Kuik, Jo A.E.E. van Nunen and Job Coenen;82
5.1.1;7.1 Introduction;82
5.1.2;7.2 Business drivers;83
5.1.3;7.3 Organizational aspects;84
5.1.4;7.4 Planning, control and information aspects;86
5.1.5;7.5 Business-economic aspects;87
5.1.6;7.6 Conclusions;88
5.2;8 Commercial returns of printers: the HP case --- Sylvia Davey, V. Daniel R. Guide Jr., Kumar Neeraj and Luk N. Van Wassenhove;90
5.2.1;8.1 Introduction;90
5.2.2;8.2 Business drivers;90
5.2.3;8.3 Technical aspects;93
5.2.4;8.4 Organizational aspects;93
5.2.5;8.5 Business-economic aspects;96
5.2.6;8.6 Conclusions;99
5.3;9 Commercial returns in a mail order company: the Wehkamp case --- René M.B. de Koster and Joost P. Zuidema;100
5.3.1;9.1 Introduction;100
5.3.2;9.2 Business drivers;102
5.3.3;9.3 Technical aspects;103
5.3.4;9.4 Organizational aspects;103
5.3.5;9.5 Planning and control aspects;107
5.3.6;9.6 Information aspects;108
5.3.7;9.7 Environmental aspects;109
5.3.8;9.8 Business-economic aspects;109
5.3.9;9.9 Conclusions;109
6;Part 5: Repair and replacement closed-loop supply chains;110
6.1;10 The repair of electronic equipment: the OMRON case --- Roelof Kuik, Jo A.E.E.van Nunen, Jacky Gerrits and Marco H.P. Hogenboom;111
6.1.1;10.1 Introduction;111
6.1.2;10.2 Business drivers;113
6.1.3;10.3 Technical aspects;113
6.1.4;10.4 Organiszational Aspects;114
6.1.5;10.5 Conclusions;119
6.2;11 Tire recovery: the RetreadCo case --- Laurens G. Debo and Luk N. Van Wassenhove;121
6.2.1;11.1 Introduction;121
6.2.2;11.2 Business drivers;121
6.2.3;11.3 Technical aspects;122
6.2.4;11.4 Organizational aspects;124
6.2.5;11.5 Information aspects;126
6.2.6;11.6 Environmental aspects;127
6.2.7;11.7 Business-economic aspects;128
6.2.8;11.8 Conclusions;130
6.3;12 The closed-loop supply chain of service parts: the Whirlpool case --- Marc Deneijer and Simme Douwe P. Flapper;131
6.3.1;12.1 Introduction;131
6.3.2;12.2 Business drivers;132
6.3.3;12.3 Technical aspects;132
6.3.4;12.4 Organizational aspects;132
6.3.5;12.5 Planning and control aspects;136
6.3.6;12.6 Information aspects;136
6.3.7;12.7 Environmental aspects;137
6.3.8;12.8 Business-economic aspects;138
6.3.9;12.9 Conclusions;138
7;Part 6: End-of-use closed-loop supply chains;140
7.1;13 End-of-lease asset recovery: the Océ case --- Rob A. Zuidwijk, Erwin A. van der Laan and Leon Hoek;141
7.1.1;13.1 Introduction;141
7.1.2;13.2 Business drivers;141
7.1.3;13.3 Technical aspects;142
7.1.4;13.4 Organizational aspects;143
7.1.5;13.5 Planning and control aspects;146
7.1.6;13.6 Information aspects;147
7.1.7;13.7 Business-economic aspects;148
7.1.8;13.8 Conclusions;149
7.2;14 Cellular telephone reuse: the ReCellular Inc. case --- V. Daniel R. Guide Jr., Kumar Neeraj, Charles Newman and Luk N. Van Wassenhove;151
7.2.1;14.1 Introduction;151
7.2.2;14.2 Technical aspects;151
7.2.3;14.3 Organizational aspects;152
7.2.4;14.4 Planning and control aspects;154
7.2.5;14.5 Environmental aspects;155
7.2.6;14.6 Business-economic aspects;155
7.2.7;14.7 Conclusions;156
7.3;15 Recovery of car engines: the Mercedes-Benz case --- Hans-Martin Driesch, Hans E. van Oyen and Simme Douwe P. Flapper;157
7.3.1;15.1 Introduction;157
7.3.2;15.2 Business drivers;157
7.3.3;15.3 Technical aspects;158
7.3.4;15.4 Organizational aspects;159
7.3.5;15.5 Planning and control aspects;161
7.3.6;15.6 Information aspects;164
7.3.7;15.7 Environmental aspects;165
7.3.8;15.8 Business-economic aspects;165
7.3.9;15.9 Conclusions;165
8;Part 7: End-of-life closed-loop supply chains;167
8.1;16 Recovering end-of-life large white goods: the Dutch initiative --- René B.M. de Koster, Simme Douwe P. Flapper, Harold R. Krikke and W. Sander Vermeulen;168
8.1.1;16.1 Introduction;168
8.1.2;16.2 Business drivers;169
8.1.3;16.3 Technical aspects;170
8.1.4;16.4 Organizational aspects;170
8.1.5;16.5 Planning and control aspects;176
8.1.6;16.6 Information aspects;176
8.1.7;16.7 Environmental aspects;176
8.1.8;16.8 Business-economic aspects;177
8.1.9;16.9 Functioning of the network;177
8.1.10;16.10 Conclusions;179
8.2;17 End-of-life tire recovery: the Thessaloniki initiative --- Sophia Panagiotidou and George Tagaras;181
8.2.1;17.1 Introduction;181
8.2.2;17.2 Business drivers;184
8.2.3;17.3 Technical aspects;184
8.2.4;17.4 Organizational aspects;186
8.2.5;17.5 Planning and control aspects;188
8.2.6;17.6 Information aspects;189
8.2.7;17.7 Environemntal aspects;189
8.2.8;17.8 Business-economic aspects;190
8.2.9;17.9 Conclusions;191
9;Part 8: Conclusions on closed-loop supply chains;192
9.1;18 Future developments in managing closed-loop supply chains --- Simme Douwe P. Flapper, Jo A.E.E. van Nunen and Luk N. Van Wassenhove;193
9.1.1;18.1 Introduction;193
9.1.2;18.2 Business drivers;193
9.1.3;18.3 Enablers;196
9.1.4;18.4 Problems to be solved;198
9.1.5;18.5 Trends with respect to the different types of return flows;199
9.1.6;18.6 Conclusions;201
10;References;203
11;Authors;207mehr

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