Matching supply with demand: an introduction to operations management

Chapter 1 Introduction
Chapter 2 The Process View of the Organization
Chapter 3 Understanding the Supply Process: Evaluating Process Capacity
Chapter 4 Estimating and Reducing Labor Costs
Chapter 5 Project Management
Chapter 6 The Link between Operations and Finance
Chapter 7 Batching and Other Flow Interruptions: Set-up Times and the Economic Order Quantity Model
Chapter 8 Variability and Its Impact on Process Performance: Waiting Time Problems
Chapter 9 The Impact of Variability on Process Performance: Throughput Losses
Chapter 10 Quality Management, Statistical Process Control, and Six Sigma Capacity
Chapter 11 Lean Operations and the Toyota Production System
Chapter 12 Betting On Uncertain Demand: The Newsvendor Model
Chapter 13 Assemble-to-order, Make-To-Order and Quick Response with Reactive Capacity
Chapter 14 Service Levels and Lead Times in Supply Chains: The Order Up-to Inventory Model
Chapter 15 Risk-Pooling Strategies to Reduce and Hedge Uncertainty
Chapter 16 Revenue Management with Capacity Controls
Chapter 17 Supply Chain Coordination
Chapter 18 Sustainable Operations
Chapter 19 Business Model Innovation
Appendix
A: Statistics Tutorial
B: Tables
C: Evaluation of the Loss Function
D: Equations and Approximations
E: Solutions to Selected Practice Problems
Glossary
References
Index of “How to” exhibits
Summary of key equations
Index

Gerard Cachon and Christian Terwiesch, Matching Supply with Demand: An Introduction to Operations Management, 3e is the most authoritative, cutting-edge book for operations management MBAs. The book demands rigorous analysis on the part of students without requiring consistent use of sophisticated mathematical modeling to perform it. When the use of quantitative tools or formal modeling is indicated, it is only to perform the necessary analysis needed to inform and support a practical business solution.
The guiding principle in the development of Matching Supply with Demand has been “real operations, real solutions.” “Real operations” means that most of the chapters in this book are written from the perspective of a specific company so that the material in this text will come to life by discussing it in a real-world context. “Real solutions” means that equations and models do not merely provide students with mathematical gymnastics for the sake of an intellectual exercise.