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Als Napoleon destijds een goede productieleider had gehad, dan werd er nu absoluut Frans gesproken in Moskou. Helaas klopte de planning niet, werd het belang van de jaargetijden over het hoofd gezien, was het vervoer ver onder de maat en de catering slecht. De productieleider van een speelfilm, televisie-programma of welke audiovisuele productie dan ook, moet alle mogelijke problemen voor zijn. Hij moet zorgen voor een goede organisatie en logistiek, voor gedetailleerde planningen en een optimale communicatie tussen de crewleden. Het Handboek voor productieleiders is het eerste boek waarin alle facetten van de vier fases van het productieproces gedetailleerd aan bod komen: de ontwikkeling van het scenario, de preproductie, de opnamen en de post-productie. Aan de hand van internationaal gehanteerde werksystemen en -planningen, modelcontracten, praktijkvoorbeelden, foto's en vele anekdotes, schetst de auteur een totaalbeeld van het werk van een productieleider.Bron : http://www.boekenbank.be

Audiovisuele media --- Audiovisuele producties. --- Producties. --- 798.73 --- postproductie --- preproductie --- productie --- scenario --- film, filmbedrijf - filmstudio's --- Media --- Planning --- Journalistiek --- Film --- Praktijk --- Productieorganisatie --- Film (cinematografie) --- Reizen --- Ziekte --- Vliegen (werkwoord)

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1.1 Freight Transshipment We observe an ongoing trend towards globalized industrial produc­ tion. Multinational companies aim at strategic competitive advantages by distributing their activities around the globe. As a result, the in­ dividual supply chains become longer and more complex. Next to the supply chain reliability, companies try to keep supply chains cost effi­ cient and responsive, i.e. warrant short order fulfillment lead times (Siirie and Wagner, 2005). The above goals dictate low inventory levels at the stages of a supply chain as well as a high frequency of transports between the partners involved. Supply Chain Requirements. Detailed performance measures for a supply chain are provided by the Supply Chain Operations Refer­ ence (SCOR) model (Supply-Chain Council, 2002). The SCOR model provides four levels with increasing detail of process modeling. In accor­ dance to the process detail depicted SCOR metrics are defined for each level. Level 1 distinguishes metrics addressing the reliability of supply chains, their responsiveness, flexibility, cost and optionally their assets. On levels 2-4 these metrics are operationalized with respect to the pro­ cess types source, make and deliver. Thus, as substantial activities of the deliver process, transport and transshipment are evaluated as an integral part of the supply chain.

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