000			02227cam a2200361 a 4500
001			16351439
003			BD-DhUL
005			20161222102844.0
008			100727s2011 njua b 001 0 eng
010			_a 2010031878
015			_aGBB0A7403 _2bnb
016	7		_a015644017 _2Uk
020			_a9780470874776 (hardback)
020			_a0470874775 (hardback)
035			_a(OCoLC)ocn650214722
040			_aDLC _cDLC _dYDX _dBTCTA _dUKM _dYDXCP _dSINLB _dBWX _dCDX _dNLGGC _dUKMGB _dDLC _dBD-DhUL
050	0	0	_aHD38.5 _b.S444 2011
082	0	0	_a658.7 _bSES
084			_a85.34 _2bcl
100	1		_aSehgal, Vivek.
245	1	0	_aSupply chain as strategic asset : _bthe key to reaching business goals / _cVivek Sehgal.
260			_aHoboken, N.J. : _bWiley, _cc2011.
300			_axxvii, 305 p. : _bill. ; _c24 cm.
365			_aUSD _b53.96
504			_aIncludes bibliographical references and index.
520			_a"The book starts by summarizing the current literature on business, functional (supply chain), and technology strategies. Then, it establishes a case for why none of these strategies in isolation can create the competitive advantage needed to achieve the goals of the business and why they must be aligned and must work together to be effective. Every argument in the book is supported with cases from the industry. Some of the cases I have relied heavily are Wal-mart (business strategy of being a "price leader" drives supply chain strategy to reduce costs), Cemex (business strategy of "differentiation" drives supply chain that is customer centric), and several other industry examples (Avon, Tyco, Rubbermaid, etc.) as they fit the argument being made at the time. The book concludes by consolidating the lessons learned and implementation guidance on how the 3 strategies and be pulled together resulting in a strategic roadmap."-- _cProvided by publisher.
650		0	_aBusiness logistics.
650		0	_aStrategic planning.
830		0	_aWiley corporate F & A.
856	4	2	_3Cover image _uhttp://catalogimages.wiley.com/images/db/jimages/9780470874776.jpg
942			_2ddc _cBK
955			_bxj12 2010-07-27 _cxj12 2010-07-27 ONIX (telework) to Soc Sci Section _axe09 2011-11-18 2 copies rec'd., to CIP ver.
999			_c140578 _d140578