...Chapter 01 Operations and Supply Chain Management Learning Objectives for Chapter 1 1. Understand why it is important to study operations and supply chain management. 2. Define efficient and effective operations. 3. Categorize operations and supply chain processes. 4. Contrast differences between services and goods producing processes. 5. Identify operations and supply chain management career opportunities. 6. Describe how the field has developed over time. True / False Questions 1. Efficiency means doing the right things to create the most value for the company. True False 2. Effectiveness means doing the right things to create the most value for the company. True False 3. A doctor completes a surgical procedure on a patient without error. The patient dies anyway. In operations management terms, we could refer to this doctor as being efficient but not effective. True False 4. A worker can be efficient without being effective. True False 5. A process can be effective without being efficient. True False 6. Operations and supply management is defined as the design, operation, and improvement of the systems that create and deliver the firm's primary products and services. True False 7. The term "value" refers to the relationship between quality and the price paid by the consumer. True False 8. Attempting to balance the desire to efficiently use resources...
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...Every organization creates a product or service that is valued by someone. The operations are the task that create value. Operation’s management is the planning, scheduling, and control of the activities within a company’s walls to manufacture a product or service. For example, an automobile company that makes high quality cars takes sheet steel, engines parts, tools, equipment and workers (inputs/resources), assembles and fabricates its inputs with its resources (transformation process) thus creating high quality cars (desired output). Supply Chain Management includes the activities that must take place to get the right product into the right consumer’s hand from gathering raw materials to consumer purchase, while maximizing customer value and achieving a competitive advantage. When looking at the automobile example, supply chain management would get the manufacturing parts from suppliers to the operation, assemble it, and then make sure the consumer receives the product. SUPPLY CHAIN MANAGEMENT OPERATIONS MANAGEMENT SUPLLY CHAIN MANAGAMENT In the supply chain organizations are linked together through upstream and downstream activities. Upstream activities, or firms, are positioned earlier in the supply chain relative to another activity or firm if interest, therefore anything to the left of the operation is upstream. For example harvesting cotton takes place upstream of weaving fabric, and weaving fabric takes place upstream...
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...I believe that supply chain is the base of an operation strategy. The relationship between both is crucial to define limits in an overall strategy for the company and the link for this relation must be the reconciliation between our resources and the requirements of the market. All decisions made over operation strategy and supply chain would aloud scale economies or may open the scope over markets. For example, Benetton moves inventory to stores around the world faster than its competition by building flexibility into design, production, and distribution or, Sony that purchases components from suppliers in Thailand, Malaysia, and around the world. These examples lead to my next points. Under the concept of strategy’s four perspectives, there is an external and internal overview that permits framework for a deep analysis or SWOT, which will help to develop an effective strategy formulation. It is not easy to explain market movements but we can have in mind the flow of the strategy decision areas (resources, capabilities, processes) and performance objectives (customer needs, market positioning, competitors actions). In the other hand, top-down/bottom-up perspective give us a concept that clarify the link over a corporate strategy, tactical and operational experience. To understand this concept, I prefer to support my analysis on the five generic competitive performance objectives, that allow us to understand the necessity of being right (Quality), being fast (Speed), being on...
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...PROJECT QUESTION THREE: “Develop a supply chain operations plan for a hypothetical new enterprise, based on information about real-world resources, vendors and customers. Justify the design”. COMPANY’S NAME: FLETCHER DELIVERY SERVICES (FDS) TABLE OF CONTENTS 1.0 Introduction 2.0 Problems 3.0 Purpose of Supply Chain Strategy 4.0 Goals of the Company (FDS) 5.0 Strategic Vision 6.0 Strategic Mission 7.0 Corporate or Company’s Vision 8.0 Abstract 9.0 Developing a Strategic Supply Chain Operations Plan 10.0 Components of the Plan 11.0 Implementations of Defined Strategies 12.0 Avoiding Business Failures 13.0 Recognizing Organization Challenges 14.0 Conclusions 15.0 References 1.0 INTRODUCTION FLETCHER DELIVERY SERVICES (FDS) has just gone into business of parcel and package courier delivery service. Before the coming of FDS, deliveries are not on time, parcels and packages are poorly handled without proper care and the security of packages. The company needs a Supply Chain Operations Plan so as to be able to compete and even have a competitive advantage over the existing delivery companies. There is a need for putting in place, a Supply Chain Strategy that will be interactive enough as to be able to constantly evaluate all the operational components including the costs, the benefits and the trade-offs (Happek, 2005). There is going to be in place a Business Strategy (BS) for FDS that among other things, will prompt its core competencies into achieving...
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...Operations and Supply Chain Case Studies In today’s environment of global shopping where the demand for products is as wide as the number of firms offering them, orders can be placed in advance or at a moment’s notice from across the globe. The question of the manufacturer or reseller is how to best manage production across the supply chain. This paper will have two parts to it; part one will review the case study of the Realco Breadmaster. It will provide analysis on the current supply chain management and will make recommendations for a more strategic approach. Part two will focus on a case study for Toyota. This case will focus on quality and the Lean philosophy. First, it is important to provide some foundation support of what operations and supply chain management entail. Every firm or organization must make a product or provide a service to someone that is needed or valued. Operations are the collection of people, technology, and systems that are in a firm whose primary responsibility is to provide the company’s products or services (Bozarth & Handfield, 2008). “Supply chain is the network of manufacturers and service providers that convert and move good from the raw materials state through to the end user” (Bozarth & Handfield, 2008, p.4). Planning and controlling operations and supply chains are critical to the strategic plan of an organization, and so is the coordination and communication with other functional areas of the firm’s supply chain partners....
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...Since then, Zara has expanded into 500 stores in 68 countries as of January 2007 and has become a leader in customized fashion retailing. Learning from his early bad experience, Ortega developed a highly vertically integrated operation where a majority of the company’s production processes are kept in-house. Zara’s operational brilliance does not rest upon one specific operational component, but rather on a very unique and almost counterintuitive “jigsaw puzzle” of supply chain structure that has allowed it to grow market share and sales, even in times of economic decline. Zara has developed a business model with some basic operational goals: provide consumers with affordable and stylish clothes in very short lead times, supply small quantities of each style to reduce inventory risk and cost and increase the number of available styles and choice. It has created a unique value for its customers – offer very affordable and cutting-edge designer knock-off fashion much faster than its competitors. Its main competitors –H&M, Gap and Benetton – have all developed traditional supply chains that include heavy outsourcing to low-cost labor countries, long product cycles and a focus on a bottom line per-unit cost, rather than focusing on the value of the whole chain. Zara’s success is largely due to the unique combination of operational elements of...
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...III Report On Supply Chain & Operation Management In this report I had mentioned the brief about the Supply Chain & Operation Management production line of Different Caps & bottle, raw materials, machinery used and more. 2013 Mahaveer Prasad Mawaliya 09/12/2013 A Report A Study on the Supply Chain & Operation Management At Super Packaging Pvt. Ltd. A REPORT ON A STUDY ON THE SUPPLY CHAIN & OPERATION MANAGEMENT By Mahaveer Prasad Mawaliya ID: 101CC00047 AT Super Packaging Pvt. Ltd. An Internship Program III station of FACULTY OF SCIENCE & TECHNOLOGY The ICFAI University, Dehradun (December, 2013) A REPORT ON A STUDY ON THE SUPPLY CHAIN & OPERATION MANAGEMENT By Mahaveer Prasad Mawaliya ID: 101CC00047 Computer Science Prepared in partial fulfillment of the IP401 Internship Program – III Course AT Super Packaging Pvt. Ltd. An Internship Program III station of FACULTY OF SCIENCE & TECHNOLOGY The ICFAI University, Dehradun (December, 2013) ICFAI INSTITUTE OF SCIENCE AND TECHNOLOGY Internship Program Division Station: Super Packaging Pvt. Ltd. Center: Selvas (Dadar) Duration: From July 02, 2013 to December 14, 2013 Date of Start: July 02, 2013 Date of Submission: December 14, 2013 Title of the Project: A Study on the Supply Chain & Operation Management ...
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...Supply Chain Management: Challenges, Remedies and the Impact of change - Overview By Adawari Josiah Jumbo Student No.: 15522057 Submitted To Laureate Online Education & University of Liverpool – Online Masters Degree In Partial fulfillment for the award of Master of Science (M.Sc.) Degree in Operations and Supply Chain Management Instructor: Professor Anshuman Khare 2010. ACKNOWLEDGEMENT I am delighted to say thanks my Instructor Professor Anshuman Khare for your professional support and supervision all through this module including this project work for your encouragement is commendable. The learning acquired through interaction with my course mate has been tremendous, I therefore say thanks to my entire class mate. I also appreciate all authors whose works aided me in this project. I am sincerely indebted to all of you. To God, I say thanks for your kindness and support for this programme. Adawari Josiah Jumbo ABSTRACT This research was carried out to find out the challenges and the economic and operational impact of change on supply chain, including the options available to improve the challenges and create increased performance on the chain. To drive home the study we focused on PHRC Limited in Nigeria. We also undertake a comprehensive review of...
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...Name: Keisha Teixeira Student ID: 2424543 Course Number: MGT 215-SP Course Name: Operations, Logistics, and Supply Chain Management Title of the Assignment: Assignment 1 Date: February 10, 2013 References Heizer, Jay & Render, Barry (2005). Operations Management, Flexible Version (7th Edition). Upper Saddle River, New Jersey: Pearson. What is the WTO? http://www.wto.org/english/thewto_e/whatis_e/whatis_e.htm . Accessed on 10 February 2013) Hartman, Stephen Dr. Production and Operations Management. New York Institute of Technology. http://iris.nyit.edu/~shartman/mba0299/pom0299.htm. (Accessed on 10 February 2013) (1) Select a technology from 1850 to the present. Describe how it has affected productivity. Let us examine the evolution of the portable music devices; from boom boxes, cassette players, CDs, MP3 Players to present time of iPods. The transition from a bulky and heavy portable device to a much smaller and lighter machine could have been based on understanding the customer needs, economic change, sociological and demographic change, political/legal change or even changes in the market standard. Or the changes could have derived from any of the following other reasons; the original design of the boom box wasn’t robust enough that even the smallest of change such as adding a port for private listening; headphones, may have driven the price from an economical item to one of luxury. Furthermore, the inventor or mass producer of these portable devices...
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...Medhatelshiwi @yahoo.com | | | | MEDHAT AHMED MAHMOUD EL-SHIWI |[pic] | Objective: I am interested in working as an Operation Manager for your organization. I am an expert supervisor with over 23 years of experience to offer you. I enclose my resume as a first step in exploring the possibilities of employment with you. Biography: Birth Date: 17/4/1966 Nationality: Egyptian. Marital Status: Married. Military Service: Completed. Education: 5/1989 B.sc of mechanical Power Engineering, Mansoura University, Faculty Of Engineering. 7/1999 Master degree in Power Stations, Mansoura University, Faculty of Engineering. Technical training: - Refrigeration and Air Conditioning from Engineering Syndicate . - Maintenance and Repairing Cars from Engineering Syndicate . - Operation and Maintenance of Sulzer Gas Turbine Power Plant. - Operation and Maintenance of General Electric Gas Turbine Power Plant. - Introduction of Combined Cycle Gas Turbine Power Plant . - Training Program for Ayoun...
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...in OM classes for a while. They are a successful, innovative firm whose competitive advantage really lies with their operations. The distinctive components of their operations (e.g., responsive production, excellent logistics) have been well documented. That has not kept The Economist from offering up a new article on the company which may not offer any great insight but has some interesting numbers (Global stretch, Mar 10). The secret of Zara’s success is its speed—four weeks for a new fashion idea to hit the shops—and the feedback that store managers send to head office, to help it fine-tune its ideas. There is also firm control from Spain, the sole logistics hub. Although 34% of Inditex’s manufacturing is outsourced to Asia, and 14% to parts of Europe including Turkey, those tend to be the more basic items. The high-fashion stuff, 49% of what it sells, is cut and finished in Spain though some sewing is done elsewhere. So this structure clearly makes sense. Long lead times and the concomitant inventories are more tolerable for basic T-shirts and such that will essentially always be carried. Labor savings from sourcing in Asia are likely more than enough to offset the added holding cost. That wouldn’t be true for products with more “fashion content” that may sell today but not tomorrow. Keeping that work in or near Spain shortens the lead time and avoid supply-demand mismatches. But how long will Zara be able to keep with this model? Particularly if the real growth opportunity...
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...Operation is a function that converts inputs into greater value of outputs to maximize the profit of organization. Operation management is defined as the process of constantly improving the system to make and deliver firm’s primary goods and services (Investopedia, 2010). Supply chain is the movement of materials, information and finances from supplier to end users. Hence, operations and supply chain management (OSCM) can be described as the design, operation and improvement of the system that manufacture and transfer the firm’s primary products and services to final users. Operations and supply chain management is a functional area of business with clear line management obligations (Scribd, 2015). The 1970s Manufacturing strategy In the...
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...A Study on Reliance Retail Supply chain Operations Operations Management-Assignment MBA- 1st Semester, Sec-‘B’ Submitted by George Vincent Table of Contents 2 BACKGROUND OF RETAIL 2 3 COMPANY PROFILE 5 3.1 RELIANCE RETAIL LIMITED 5 3.2 THE RELIANCE EMPIRE 5 3.3 BACKGROUND 10 4 A GLANCE AT EXISTING RELIANCE 12 5 “FARM TO FORK” 13 6 SUPPLY CHAIN MODELS 14 6.1 RELIANCE FRESH: (MODEL 1) 14 6.2 UPDATED POLICY 16 6.3 WHOLESALE TRADING (WST): (MODEL 2) 17 BACKGROUND OF RETAIL India is a land of retail democracy- hundreds of thousands of weekly haats and bazaars are located across the length and breadth of our country by people’s own self-organizational capacities. Our streets are bazaars – lively, vibrant, safe and the source of livelihood for millions. India has the highest shop density in the world, with 11 outlets per 1000 people. This does not include the village haats. Our retail democracy is characterized by 1. High levels of livelihoods in retail with nearly 40 million employed which accounts for 8% of the employment and 4% of the entire population. 2. High levels of self - organization. 3. Low capital input 4. High levels of decentralization Retail in India has started with the concept of weekly markets, where all the traders gather at one big place to sell their products every week. The people come to these weekly markets to buy the household items for the next one week. Village fairs and melas were also common...
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...Operations and Supply Chain Management concepts/tools Student’s Name University Affiliation Executive summary The paper has discussed the steps the B.F. Goodrich can use to ensure that they improve the decision making process that has been seen to be one of the disadvantages leading to the deterioration in the returns of the company. The paper has discussed he concept that can be followed by the company in solving the problem that they face and the paper puts across that the company can use the concept of aligning the demand planning across the supply chain. This has been seen to encourage focus of the company on the market demand and hence leading to the improvement of the market position. Background Information This report is based on B.F. Goodrich Corporation whose origin is based back to the time of Benjamin Franklin Goodrich who had followed an indirect route in the rubber industry. This is because he had pursued a course in medicine and education but later ventured into the business industry. B.F Goodrich had a tough experience during the periods when it was starting and the first product that it dealt with was products produced from cotton. From the early times of the company history there was a dedication to research and development in the rubber technology and always applied the earliest technology in the production of rubber tires. The products was diversified after the first world war due to the demands created at the time. B.F. Goodrich...
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...Class 08 – Planning & Control BUFW M570-01W: Operations and Supply Chain Management Planning & Control: Chapter 19 – Sales & Operations Planning Chapter 20 – Inventory M anagement Learning Objectives Understand what sales and operations planning is and how it coordinates manufacturing, logistics, service, and marketing plans. Construct and evaluate aggregate plans that employ different strategies for meeting demand. Explain yield management and why it is an important strategy. Joseph Khamalah, Ph.D. 2 What Is Sales and Operations Planning? Sales and operations planning is a process that helps firms provide better customer service, lower inventory, shorten customer lead times, stabilize production rates, and give top management a handle on the business. The process consists of a series of meetings, finishing with a high-level meeting where key intermediate-term decisions are made. This must occur at an aggregate level and also at the detailed individual product level. – Major Sales & Operations Planning Activities Aggregate means at the level of major groups of products. 3 4 Sales & Operations Planning Activities – Overview Sales and operations planning was coined by companies to refer to aggregate planning. Types of Planning Long-range planning • Planning focusing on a horizon greater than 1 year, usually performed annually Intermediate-range planning • Planning focusing on a period from 3 to 18 months, time increments are weekly, monthly,...
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