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This text helps readers to build a solid understanding of the key
concepts in the management and operation of supply chains involving
chilling, refrigeration or freezing. Emphasis is placed on
environmental-particularly temperature-control as important in
avoiding irreversible damage to product quality and safety and the
resulting loss of profit and consumer confidence. The authors
explain the important issues arising within the supply chain of
perishable goods from production to consumption: topics that
include planning and design, instrumentation and methods of
implementation, and process monitoring and control. Reminding the
student that cold supply chains are essential for the supply of
products more various than foods, product-specific studies and
examples are included for handling bananas and vaccines. The
importance of product traceability and automation are highlighted.
Cold Chain Management is a self-contained guide for graduate and
final-year undergraduate students specializing in the study of
supply chains, and their instructors. Researchers interested in
logistics will find this book instructive when they wish to
consider the particular problems associated with cold chains and
anyone looking to begin a business in which refrigeration or
freezing will be necessary will be well-served by reading this
text.
In the last half of the twentieth century industry encountered a
revolutionary change brought about by the harnessed power of
seemingly ever-increasing capacity, speed and functionality of
computers and microprocessors. This strength provided management
and workers within industries with new capabilities for management,
planning and control, design, quality assurance and customer
support. Organized information flow became the mainstay of
industrial companies. New tools and information technology systems
emerged and evolved to enable companies to integrate the various
departments (Design, Procurement, Manufacturing, Sales and Finance)
within companies, particularly the lager ones, including
international corporations. This was to give them a chance to meet
new demands for product time to market, just in time supply of
orders, and customer support. To the smaller company these changes
were not so apparent. Neither the tools nor systems nor indeed
their economic value seemed appropriate to them except for special
cases. While all this was happening the structure of the larger
companies began to disintegrate. Strong competitive pressures and
globalization of the market place brought this about. Shedding
unwanted competence and subcontracting it to others became common
practice. Regional market pressures triggered companies to
reorganize to create, produce, and distribute goods and services.
Greater dependency on chains of supply from external companies
became the norm. Medium and smaller sized companies began to gain
some advantage and at the same time some were sucked into
management and control systems governed by the larger companies.
In the last half of the twentieth century industry encountered a
revolutionary change brought about by the harnessed power of
seemingly ever-increasing capacity, speed and functionality of
computers and microprocessors. This strength provided management
and workers within industries with new capabilities for management,
planning and control, design, quality assurance and customer
support. Organized information flow became the mainstay of
industrial companies. New tools and information technology systems
emerged and evolved to enable companies to integrate the various
departments (Design, Procurement, Manufacturing, Sales and Finance)
within companies, particularly the lager ones, including
international corporations. This was to give them a chance to meet
new demands for product time to market, just in time supply of
orders, and customer support. To the smaller company these changes
were not so apparent. Neither the tools nor systems nor indeed
their economic value seemed appropriate to them except for special
cases. While all this was happening the structure of the larger
companies began to disintegrate. Strong competitive pressures and
globalization of the market place brought this about. Shedding
unwanted competence and subcontracting it to others became common
practice. Regional market pressures triggered companies to
reorganize to create, produce, and distribute goods and services.
Greater dependency on chains of supply from external companies
became the norm. Medium and smaller sized companies began to gain
some advantage and at the same time some were sucked into
management and control systems governed by the larger companies.
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