Logistics and Supply Chain Management - download pdf or read online

Logistics and Supply Chain Management - download pdf or read online

By Martin Christopher

Potent improvement and administration of a offer chain community is a useful resource of sustainable virtue in cutting-edge turbulent international market, the place call for is tough to foretell and provide chains must be extra versatile therefore. This up-to-date 4th version of the bestselling Logistics and provide Chain administration is a clear-headed advisor to all of the key themes in an built-in method of provide chains. Read more...

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Extra resources for Logistics and Supply Chain Management

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In 1880, shipping accounted for 45 per cent of all exports. Its links with Sweden and Denmark tended to be political rather than economic. Up to 1814, it was part of the Kingdom of Denmark, and in that year the King of Sweden also became the King of Norway. However, Denmark sided with France during the Napoleonic Wars and as a consequence of Napoleon’s defeat lost the sovereignty of Norway to Sweden. Norway was given its own parliament and constitution, though its political and economic ties with Sweden were considerable until it achieved full independence in 1905.

These developments had a significant impact in terms of increasing Norway’s foreign earnings. The result was that some 14 per cent of the industrial labour force was directly employed by foreign firms by 1909, with considerable numbers being indirectly employed. These workers tended to be concentrated in the more capital-intensive industries and larger workplaces. This led to a law being passed which limited foreign ownership of Norwegian industry. In many respects, with the stagnation of timber and shipping, the advent of modern chemical and metal industries was highly desirable.

Such was the impact of his work that it created a blueprint for, and legitimated, the activities of managers and their support staff. In so doing, he helped to create the plethora of functions and departments which characterise many modern organisations. Before Taylor, the average manager tended to operate in an idiosyncratic and arbitrary manner with little or no specialist support. Taylor saw this as being at the root of much industrial unrest and workers’ mistrust of management. Though criticised for his anti-labour postures, Taylor was also highly critical of management behaviour, which may account for this group’s initial lack of enthusiasm for his ideas (Scott, 1987).

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