...Supply Chain Strategy, Riordan Industries All over the world; supply chain is upgrading or adapting to new technology that encompasses companies. This paper explains the Supply Chain Management strategy to the new hires in Hangzhou, China. Supply chain management theory can help Riordan Manufacturing as to how each function in the supply chain connects to meet efficiency. By using a competitive strategy Riordan Manufacturing plans to “go green”. Riordan’s mission relating to customer fulfillment is “strive to be a solution provider for our customers and not be a part of our customer’s challenges” (Apollo Group Inc., (2005, 2006, and 2012)). As a new hire use process thinging to look for how to improve business practices within Riordan Manufacturing, and to enhance, or improve, the way tasks are done. Supply Chain Management Theory Riordan Industries supply chain management theory starts from the top and flows down to each employee working for the company. Supply chain theory has garnered recognition as an important “integration to increased value across the whole of the supply chain” (Janvier & Assey, 2012). As an employee the company values the employees input on every level. Riordan believes that in today’s global market each firm is linked in a networked supply chain. Hangzhou China is Riordan’s first offshore venture. Adapting supply chain technology and strategic planning on a global scale will test each employee’s willingness to learn new processes in supply...
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...Riordan Manufacturing Supply Chain Evaluation ISCOM/476 Riordan Supply Chain Evaluation The management team at Riordan has completed a high-level strategic business initiative to improve its supply chain as a competitive advantage to ensure customer satisfaction. After extensive market and financial analysis a decision to create a new line of plastic perfume bottles has been proposed. The following executive summary outlines the business model implementation plan needed to introduce the new product line. Customer Value Supply Chain Management is about the delivery of a product to a customer in a timely manner regardless of its location of the globe. Providing the right component, the correct quantity ordered, and at the right price is what customers value the most. To enhance customer value and satisfaction a customer relationship integration team should exist and bring together each facility, its services, and its employees into the CRM process. Integrating the available information of an organization allows employees to have immediate access that may be crucial to a customer’s delivery. Customers value the open visibility of their supplier to track any material that has been shipped. Strategic Goals, Core Competencies, and Competitive Advantage Riordan’s strategic goals and objectives are to leverage its successful supply chain to integrate easily the production and distribution of the new bottle line. Riordan has the relevant experience and the...
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...Riordan Manufacturing: Supply Chain Design Paper Riordan Manufacturing, a leading global manufacturer of plastic containers, parts, and fan parts, is wholly owned by Riordan Industries, Inc. Riordan’s fan manufacturing plant was purchased in 1992 when it was located in Michigan. In 2000, the company moved its fan manufacturing operation to China where it now resides. Riordan schedules manufacturing of fan parts based on forecasted production needs using an averaged three year sales history. Riordan’s make-to-stock system benefits customers who need products quickly with orders filled from inventory when received. Riordan employs a robust shipping department including a variety of reliable shipping solutions from the plant in China to worldwide customers. Riordan Manufacturing’s electric fan production plant is continually analyzing its strategies. Process flows, performance metrics, supplier relationships and supply chain efficiencies, lean production principles, and sales forecasting are essential to the success of Riordan. The company uses reports and plans for material acquisition, production, and scheduling in its manufacturing facilities. Riordan’s Manufacturing Strategy Riordan’s manufacturing strategy is a stable workforce for two reasons; first, “it schedules production of fans to meet the forecasted sales” and the forecast is calculated by “taking the average of sales for the last three years and extrapolating it into the next year” (Riordan Mgf. Operations...
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...Commonalities and Differences between Service and Manufacturing Supply Chains: Combining Operations Management Studies with Supply Chain Management Ming Zhou • Taeho Park San Jose State University, San Jose, CA John Yi Saint Joseph's University, Philadelphia, PA The service sector of the US economy has been gaining importance. As the service sector evolves, the study of service supply chain starts to gain attention. In this study, we conduct an exploratory review on the studies of manufacturing and service supply chains. We focus on the studies that explore the differences and commonalities between manufacturing and service supply chains. We combine operations management literature with supply chain studies in order to provide an interdisciplinary framework that brings up both the operational and strategic views on the management commonalities and differences between the two types of supply chains. I. INTRODUCTION The study of services has lagged the study of manufacturing. When Fred Harvey proposed that services can be standardized and managed systematically, standardization and systematic management had been applied in the manufacturing sector by pioneers such as Eli Whitney and Frederick Taylor. The first business school course that focused on service management was not introduced until 1973 (Heineke and Davis, 2006). Despite the lag of academic attention, the service sector has been gaining importance as the US economy becomes more and more service-centric....
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...Discuss the key difference between the supply chain for a service and manufacturing organizations. “Service organizations are those that produce intangible products that cannot be produced ahead of time. Manufacturing operations produce physical tangible goods that can be stored in inventory before they are needed.” (Reid & Sanders, 2011, p.5) “Supply chain management is the vital business function that coordinates and manages all the activities of the supply chain linking suppliers, transporters, internal departments, third-party companies, and information systems.” (Reid & Sanders, 2011, p. 100). Manufacturing organizations entails the production of goods that have value in the market. Service organizations provide services. “The significant difference between the various types of industries is observed when we analyze the manufacturing or service environment in which they operate. Elements of the manufacturing environment include external environmental forces, corporate strategy, business unit strategy, product selection, product/process design, product/process technology and management of competencies.” (ErpPandit, 2011) Discuss ways globalization frustrates or interrupts the supply chain process. Ways in which globalization frustrates or interrupts the supply chain process include the impact it has on quality and transportation. “Ocean carriers have predicted that the volume of goods shipped from Asia to the United States will continue to have double-digit annual increases...
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...Logistics is essential in both manufacturing and service sectors. The service sectors includes government, hospitals, banks retailers etc. logistics basically takes care of time and place utilities. Basically, it helps companies gain competitive advantage. Supply chain management is the process to examine everything from needs identification through the actual use and disposal of purchased materials and services while maximizing the value of ‘Rupees’ spent. SCM is the management of all key business processes across members of supply chain. The primary objective of any supply chain is “CYCLE TIME REDUCTION”. The main objective of this assignment is to provide a platform of understanding the supply chain and the business strategies to interact with various agencies those who are involve in distribution and Supply Chain Management. The topic for the assignment : “Comparative study of Distribution & Supply Chain Management in manufacturing as well as service sectors” Expectations from the students (for evaluation) Your assignments are to be in the following format: 1. Give sufficient information in details about this topic . 2. What are the main objectives of your study? 3. What are the current scenario prevailing in connection to your topic? 4. What all information you have collected related to your topic? 5. What is the analysis of your study? 6. Finally what is the outcome after analysis? 7. By this study what is your contribution to improve the...
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...PLA-54100 Tuotannon johtamisen perusteet 2015 Harjoitustyö: Artikkelin analysointi Antti Viro 239957 Tarkastaja: Rainer Breite | | | | SISÄLLYSLUETTELO 1. Artikkelin analyysi 1 1.1 Tutkimusongelma 1 1.2 Käytetyt teoriat ja tutkimusmenetelmät 1 1.3 Saadut keskeiset tulokset 2 1.4 Kuvaus aiheen käsittelystä 2 1.5 Mielipide artikkelista 2 Artikkelin analyysi Valitsin analysoitavaksi Supply Chain Management: An International Journalin artikkelin ”Supplier integration strategy for lean manufacturing adoption in electronic-enabled supply chains”. Artikkelin ovat kirjoittaneet Stuart So ja Hongyi Sun. Artikkeli on esiintynyt lehdessä: Supply Chain Management: An International Journal, Vol. 15 Iss: 6, pp.474 – 487. Tutkimusongelma Tutkimusongelmana artikkelissa esitettiin kaksi peruskysymystä: 1. Koordinoitaessa toimittajia elektronisen valmistustoimitusketjun avulla (EMSC), mikä aiheuttaa Lean-valmistuksen omaksumisen? 2. Miten nämä tekijät vaikuttavat Lean-valmistuksen hyväksyntään? Käytetyt teoriat ja tutkimusmenetelmät Kuvassa 1.2.1 esitettynä tutkimusmalli, jossa esitetty neljä erilaista hypoteesiä. Kuva 1.2.1 Tutkimuksen malli ja hypoteesit Hypoteesit tutkimuksessa ovat: H1 = Informaation jakaminen toimittajaorganisaatiossa luo positiivisen vaikutuksen säännöllisessä Lean-valmistuskäytössä. H2 = E-liiketoiminta tuettuna toimittajien integraatiolla vaikuttaa positiivisesti lean-valmistukseen. H3 = Menettelytapojen mukaisesti valitut...
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...Commonalities and differences between service and manufacturing supply chains: Combining operations management studies with supply chain management Ming Zhou San Jose State University, ming.zhou@sjsu.edu J. Yi. Saint Joseph's University, Philadelphia, PA T. Park San Jose State University Follow this and additional works at: http://scholarworks.sjsu.edu/org_mgmt_pub Part of the Business Administration, Management, and Operations Commons, and the Organizational Behavior and Theory Commons Recommended Citation Ming Zhou, J. Yi., and T. Park. "Commonalities and differences between service and manufacturing supply chains: Combining operations management studies with supply chain management" California Journal of Operations Management (2009): 136-143. This Article is brought to you for free and open access by the Management School at SJSU ScholarWorks. It has been accepted for inclusion in Faculty Publications by an authorized administrator of SJSU ScholarWorks. For more information, please contact scholarworks@sjsu.edu. Commonalities and Differences between Service and Manufacturing Supply Chains: Combining Operations Management Studies with Supply Chain Management Ming Zhou • Taeho Park San Jose State University, San Jose, CA John Yi Saint Joseph's University, Philadelphia, PA The service sector of the US economy has been gaining importance. As the service sector evolves, the study of service supply chain starts to gain attention. In this study...
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...number 2, copyright 2003. Distributed by Emerald. Reprinted with permission. The manufacturing flow management process Manufacturing flow management is the supply chain management process that includes all activities necessary to move products through the plants and to obtain, implement, and manage manufacturing flexibility in the supply chain. Manufacturing flexibility reflects the ability to make a variety of products in a timely manner at the lowest possible cost. To achieve the desired level of manufacturing flexibility, planning and execution must extend beyond the four walls of the manufacturer. By Thomas J. Goldsby, assistant professor of Marketing and Logistics, The Ohio State University and Sebastian J. Garci’a-Dastugue, director of Research, Institute de Estudios para la Excelenda Competitiva goods sold, in 2002. The proportion of cost of goods sold outsourced in this industry is expected to increase to 42% by 2005.5 In large part, outsourced manufacturing is growing as a result of the need for manufacturing flexibility.6 Manufacturing flexibility enables greater responsiveness to changes in customers’ product preferences and quantities demanded.7 Determining the right degree of flexibility is important to virtually any company involved in the supply, production, distribution or sales of goods, and is at the center of the manufacturing flow management process. While manufacturing activities might be outsourced to suppliers, the commitment to quality and the...
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...ANALYSIS OF SUPPLY CHAIN RISK MANAGEMENT IN THE GHANAIAN MANUFACTURING INDUSTRY: A CASE STUDY OF KAMA PHARMACEUTICAL MANUFACTURING COMPANY INTRODUCTION 1.0 Background of the Study According to Hendricks and Singhal (2005), there is increased awareness and recognition among managers, consultants and academicians that supply chain performance is increasingly important to business success. In other words, supply chain plays an important strategic role in the world economy and that firms are more dependent upon their supply chains networks in order to deliver value. Regrettably, there is also a point of vulnerability in the world economy which are subject to disruptions with significant consequences especially when the disruption comes suddenly, without warning, and with devastation. Handfield (2007) posit that the total set of risks to an organization is much broader. It includes hazard risk and operational risk. Hazard risks refer to weather disasters, equipment shutdown, or product liability, while operational risks include major disruptions such as theft, late supplier deliveries, and IT systems shutdowns and so on. For the purpose of this study, focus shall be placed on operational risk with specific focus on supply chain risk. Generally, supply chain operation is fundamental to the success of any organization. It is critical to a company’s ability to manage global operations, supply and demand volatility, the accelerated pace of new product and services introductions...
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...Supply Chain Design Paper OPS/571 Operations Management Supply Chain Design Paper Supply Chain Strategy, Riordan Industries Supply chains are adapting and upgrading to new technologies around the world. Supply chain management and strategies will be discussed to new hires in Hangzhou, China. Riordan Manufacturing can use the supply chain management theory to help each function in the supply chain connect and become more efficient. Riordan Manufacturing plans to use a competitive strategy and “go green.” Riordan’s customer fulfillment mission is to “strive to be a solution provider for our customers and not be a part of our customer’s challenges” (University of Phoenix, 2013, p. 1). Riordan Manufacturing wants new hires to use process thinking to achieve improvement in business practices and enhance the way tasks are done. Process Flow Diagram Electric fan manufacturing is one of the key sectors of Riordan Manufacturing with its plant located in China. In essence, the company conducts the fan assembly process from within and outsources non-core operations. The motors and plastic polymers are completely assembled and purchased from local Chinese company, whereas the logistics are outsourced to a local shipping company or FedEx. The operations done inside the company only include the creation of individual plastic parts of the fan, the assembly of the parts, packing of the fans, and temporary storage until the fans are shipped to the consumers. The summary of the supply...
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...1 Introduction A supply chain may be defined as an integrated process wherein a number of various business entities (i.e., suppliers, manufacturers, distributors, and retailers) work together in an effort to: (1) acquire raw materials, (2) convert these raw materials into specified final products, and (3) deliver these final products to retailers. This chain is traditionally characterized by a forward flow of materials and a backward flow of information. For years, researchers and practitioners have primarily investigated the various processes of the supply chain individually. Recently, however, there has been increasing attention placed on the performance, design, and analysis of the supply chain as a whole. From a practical standpoint, the supply chain concept arose from a number of changes in the manufacturing environment, including the rising costs of manufacturing, the shrinking resources of manufacturing bases, shortened product life cycles, the leveling of the playing field within manufacturing, and the globalization of market economies. The current interest has sought to extend the traditional supply chain to include ìreverse logisticsî, to include product recovery for the purposes of recycling, re-manufacturing, and re-use. Within manufacturing research, the supply chain concept grew largely out of two-stage multi-echelon inventory models, and it is important to note that considerable progress has been made in the design and analysis of two-echelon systems...
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...Supply Chain Management Dr. Jayashree Dubey IPE Topics For Discussion: Defining the SCM Objective of supply Chain Functions of supply Chain Supply Chain partners Drivers Types What is SCM? SCM is a set of approaches utilized to efficiently integrate suppliers, manufacturers, warehouses and stores, so that merchandise is produced and distributed at the right quantities, to the right locations, at the right time, in order to minimize system wide costs while satisfying service level requirements. Chain management deals with the control of materials, information, and financial flows in a network consisting of suppliers, manufacturers, distributors, and customers” distribution centers, and retailers through which raw materials are acquired, transformed, and delivered to customers. “Supply The supply chain is a worldwide network of suppliers, factories, warehouses, What is Supply Chain Management? Cooperation between producers, processors, wholesalers, &/or retailers, to guarantee high quality &/or minimize costs Vertical Coordination includes: Strategic Alliances an agreement mutually entered into by two independent firms to serve a common strategic objective eg. Strategic alliance between pork processor and pork producer to produce pigs via certain method at certain quality (Niman Ranch) formal written contracts vertical integration Requirements for Effective SP Advanced information systems Top management...
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...Compare and contrast the pre-1995 Lucent supply chain to the 1996-2000 supply chain with respect to the focus and structure of each. Identify what you believe to be the key factors that necessitated the changes that Lucent made. Did the changes make sense from a strategic perspective? In the pre 1995 Lucent’s supply chain, most of the Asian production was manufactured in Oklahoma City. The focus was on USA customers and business from Asia was not significant, therefore there were no manufacturing facilities set up in Asia. Lucent formed joint ventures with telecommunications-related companies across Asia to facilitate market entry into Asian markets. The focus was on the market entry strategy and not manufacturing. These joint ventures performed only final assembly and testing for customers in the countries in which the joint venture is located. The joint ventures had little or no production capabilities. However, for the 96-2000 supply chain, as there was huge growth of communications infrastructures in Asia, the Lucent also had to focus on Asia customers due to the amount of business opportunities. The manufacturing structure was changed such that custom engineering and manufacturing of Asian orders would be done in Taiwan. In addition, the joint ventures also manufacture their own circuit pack and outsourced the production of low volume level circuit packs. The ordering process was also different. In pre-95 supply chain, countries with local joint ventures companies...
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...The Supply Chain Management Processes Keely L. Croxton, Sebastián J. García-Dastugue and Douglas M. Lambert The Ohio State University Dale S. Rogers University of Nevada, Reno Increasingly, supply chain management is being recognized as the management of key business processes across the network of organizations that comprise the supply chain. While many have recognized the benefits of a process approach to managing the business and the supply chain, most are vague about what processes are to be considered, what sub-processes and activities are contained in each process, and how the processes interact with each other and with the traditional functional silos. In this paper, we provide strategic and operational descriptions of each of the eight supply chain processes identified by members of The Global Supply Chain Forum, as well as illustrations of the interfaces among the processes and an example of how a process approach can be implemented within an organization. Our aim is to provide managers with a framework to be used in implementing supply chain management, instructors with material useful in structuring a supply chain management course, and researchers with a set of opportunities for further development of the field. “Streamlining crosscompany processes is the next great frontier for reducing costs, enhancing quality, and speeding operations”. Supply chain management is increasingly being recognized as the integration of key business processes across the supply chain. For...
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