Raschid Ijioui – författare

This book aims at assisting global industry in its challenge of expansion within a world of ever increasing globalisation. The book wants to make the reader aware of the importance of transparent business processes and provides knowledge c- bining latest scientific findings and best practice in the high-tech industry. Major Companies provide comments and solutions drawing on their experience with - gard to their special requirements with regard to Supply Chain Event Management (SCEM). Some model cases and examples give practical solutions in a tangible manner. Leading scientists in companies, managers, universities and research - stitutes explain and provide information about probable future requirements - garding SCEM development. This book will assist not only the larger companies but also any smaller ent- prises, such as Interturbine Logistik GmbH, in their efforts towards international speed delivery, service technology and competitiveness. It serves the common goal of networks transparency hereby offering significant cost reduction and p- viding ground for service performance enhancement, creating a base for total or partial business re-engineering. For this achievement I like to express my admiration to the University of Aachen (RWTH) that has been able to combine science and the highly performing industry in order to gather all knowledge available at present in this compacted format (for more on this topic, see article by Raschid Ijioui on page 267 et seq.).

This book aims at assisting global industry in its challenge of expansion within a world of ever increasing globalisation. The book wants to make the reader aware of the importance of transparent business processes and provides knowledge c- bining latest scientific findings and best practice in the high-tech industry. Major Companies provide comments and solutions drawing on their experience with - gard to their special requirements with regard to Supply Chain Event Management (SCEM). Some model cases and examples give practical solutions in a tangible manner. Leading scientists in companies, managers, universities and research - stitutes explain and provide information about probable future requirements - garding SCEM development. This book will assist not only the larger companies but also any smaller ent- prises, such as Interturbine Logistik GmbH, in their efforts towards international speed delivery, service technology and competitiveness. It serves the common goal of networks transparency hereby offering significant cost reduction and p- viding ground for service performance enhancement, creating a base for total or partial business re-engineering. For this achievement I like to express my admiration to the University of Aachen (RWTH) that has been able to combine science and the highly performing industry in order to gather all knowledge available at present in this compacted format (for more on this topic, see article by Raschid Ijioui on page 267 et seq.).

. . . Eat not up your property among yourselves unjustly except it be a trade amongst you, by mutual consent . . . and help you one another in righteousness and piety. . . (Al-Hadid 4:29; Al-Ma’idah 5:2) There cannot be any doubt that the current ?nancial crisis, which began in the US, has gone global. This realization has fuelled the ?re of debate over globalization. Today’s globalization is no longer the globalization that Theodore Levitt, a former professor at the Harvard Business School, described in 1983 in his world famous article ‘‘The Globalization of Markets. ’’ Although, in old days, Levitt and his successors had not seen globalization as an utopian state free of problems, no- days globalization has been reshaped completely. Therefore, in the perception of the editors it is justi?ed to use the phrase ‘‘Globalisation 2. 0’’ for the range of effects interpenetrating global economic arrangements. Globalisation 1. 0 will never be restored again. Since the subprime crisis made its way to the global arena in the year 2008, companies and managers are confronted with the breathtaking speed of global, regional, and local changes. It is more than a provocation to divide dev- opments into cause and effects. Forecasts in strategic management are no longer valid even for the moment they are published. Uncertainty occupies the driving seats in global, regional, and local oriented companies.

. . . Eat not up your property among yourselves unjustly except it be a trade amongst you, by mutual consent . . . and help you one another in righteousness and piety. . . (Al-Hadid 4:29; Al-Ma’idah 5:2) There cannot be any doubt that the current ?nancial crisis, which began in the US, has gone global. This realization has fuelled the ?re of debate over globalization. Today’s globalization is no longer the globalization that Theodore Levitt, a former professor at the Harvard Business School, described in 1983 in his world famous article ‘‘The Globalization of Markets. ’’ Although, in old days, Levitt and his successors had not seen globalization as an utopian state free of problems, no- days globalization has been reshaped completely. Therefore, in the perception of the editors it is justi?ed to use the phrase ‘‘Globalisation 2. 0’’ for the range of effects interpenetrating global economic arrangements. Globalisation 1. 0 will never be restored again. Since the subprime crisis made its way to the global arena in the year 2008, companies and managers are confronted with the breathtaking speed of global, regional, and local changes. It is more than a provocation to divide dev- opments into cause and effects. Forecasts in strategic management are no longer valid even for the moment they are published. Uncertainty occupies the driving seats in global, regional, and local oriented companies.

This book aims at assisting global industry in its challenge of expansion within a world of ever increasing globalisation. The book wants to make the reader aware of the importance of transparent business processes and provides knowledge c- bining latest scientific findings and best practice in the high-tech industry. Major Companies provide comments and solutions drawing on their experience with - gard to their special requirements with regard to Supply Chain Event Management (SCEM). Some model cases and examples give practical solutions in a tangible manner. Leading scientists in companies, managers, universities and research - stitutes explain and provide information about probable future requirements - garding SCEM development. This book will assist not only the larger companies but also any smaller ent- prises, such as Interturbine Logistik GmbH, in their efforts towards international speed delivery, service technology and competitiveness. It serves the common goal of networks transparency hereby offering significant cost reduction and p- viding ground for service performance enhancement, creating a base for total or partial business re-engineering. For this achievement I like to express my admiration to the University of Aachen (RWTH) that has been able to combine science and the highly performing industry in order to gather all knowledge available at present in this compacted format (for more on this topic, see article by Raschid Ijioui on page 267 et seq.).

. . . Eat not up your property among yourselves unjustly except it be a trade amongst you, by mutual consent . . . and help you one another in righteousness and piety. . . (Al-Hadid 4:29; Al-Ma’idah 5:2) There cannot be any doubt that the current ?nancial crisis, which began in the US, has gone global. This realization has fuelled the ?re of debate over globalization. Today’s globalization is no longer the globalization that Theodore Levitt, a former professor at the Harvard Business School, described in 1983 in his world famous article ‘‘The Globalization of Markets. ’’ Although, in old days, Levitt and his successors had not seen globalization as an utopian state free of problems, no- days globalization has been reshaped completely. Therefore, in the perception of the editors it is justi?ed to use the phrase ‘‘Globalisation 2. 0’’ for the range of effects interpenetrating global economic arrangements. Globalisation 1. 0 will never be restored again. Since the subprime crisis made its way to the global arena in the year 2008, companies and managers are confronted with the breathtaking speed of global, regional, and local changes. It is more than a provocation to divide dev- opments into cause and effects. Forecasts in strategic management are no longer valid even for the moment they are published. Uncertainty occupies the driving seats in global, regional, and local oriented companies.

Supply Chain Management (SCM) wird inzwischen in den meisten Unternehmen eingesetzt. Doch wie lassen sich die oft nicht unerheblichen Auswirkungen von unvorhersehbaren Zwischenfällen im SCM beherrschen? Hier genau setzt das neuartige Konzept vom "Supply Chain Event Management" (SCEM) ein. Ziel des SCEM ist es, über die Effizienz und Effektivität einer Liefer- und Absatzkette hinaus deren Stabilität nachhaltig zu sichern und zu optimieren. Idealerweise wird die Qualität jedes Einzelschrittes einer Liefer- und Absatzkette computergestützt gesteuert und überwacht. Das neue Standardwerk schließt eine wichtige Lücke: Sämtliche Fragestellungen zum SCEM werden systematisch aufbereitet, konzeptionell dargelegt und in der Implementierung beschrieben. Fallbeispiele aus unterschiedlichen Branchenkontexten runden das Werk ab.