...more than 20 years. Customers can plan their own configuration and place orders directly with company via the phone or a web site. Over the years Dell supply chain efficiencies and direct sales gave it a competitive advantage. Dell has also leveraged JIT principle to make its manufacturing process success. Dell’s approach to JIT is different in that they leverage their suppliers to achieve the JIT goal. They are also unique in that Dell is able to provide exceptionally short lead times to their customers by forcing their suppliers to carry inventory instead of carrying it themselves and then demanding (and receiving) short lead time on components so that products can be simply assembled by Dell quickly and then shipped to the customers. Characteristics of direct model * Eliminate costs and risks of carrying large finished goods inventories * High velocity * Low-cost distribution * Direct customer relationship * Build-to-order * Just-in-time manufacturing * Products and Services aimed at specific market segments * Reduced channel costs: from 13.5%-15.5% to 2% of product revenue * Latest Technology was introduced faster than indirect channels * Dell can use IT to directly control its value chain, set quality measures and monitor in real time how material is flowing throughout the chain * Managing Information to * Increase Velocity, * Track data on margins, selling price, * Utilize information to get the suppliers...
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...committee were critical to the development of this document. Data Synchronization Committee Mark Barnekow Todd Brindley Allan Eklund Jodi Miller Pam Tann Lela Tripp Janet Zlokovich Amphire ConAgra Foods United Foodservice Purchasing Co-op, LLC Land O’ Lakes, Inc. SYSCO, Inc Tyson Foods, Inc Answers Systems, Inc IFDA is a Washington, D.C. based trade organization representing foodservice distributors throughout the U.S., Canada, and internationally. IFDA’s 130+ members include broadline, systems, and specialty foodservice distributors that supply food and related products to restaurants, institutions, and other food away from home foodservice operations. IFDA members operate more than 550 facilities, and sell more than $75 billion in food and related products to the fastest growing sector in the food industry. GS1 US is a not-for-profit organization dedicated to the adoption and implementation of standards-based, global supply chain solutions. GS1 US-based solutions, including business processes, GS1 Business Message Standards using Extensible Markup Language (XML), Electronic Data Interchange (EDI), and the bar code identification standards of the GS1 System, formerly the EAN.UCC System, are currently used by more than one million companies worldwide. EFR/GS1 US Committee Participants Diane Albright Vaishali Angal David Aulen Bill Barker Mark Barnekow Paul Borrusch Todd Brindley Joe DeWitt Jack Downes Allan Eklund Sheel Kishore David Leppert Kirby McBride David McNally...
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...(FMI) conducts programs in research, education, industry relations and public affairs on behalf of its 1,500 member companies — food retailers and wholesalers — in the United States and around the world. FMI’s U.S. members operate approximately 26,000 retail food stores with a combined annual sales volume of $340 billion — three-quarters of all food retail store sales in the United States. FMI’s retail membership is composed of large multi-store chains, regional firms and independent supermarkets. Its international membership includes 200 companies from 50 countries. For more information, visit the FMI Web site at www.fmi.org. WEGMANS FOOD MARKETS, INC. is a 71-store supermarket chain with stores in New York, Pennsylvania, New Jersey, Virginia, and Maryland. The family-owned company, founded in 1916, is recognized as an industry leader and innovator. Wegmans has been named one of the ‘100 Best Companies to Work For’ by FORTUNE magazine for nine consecutive years. In 2006, Wegmans ranked #2 on the list. ACCENTURE LLP is a global management consulting, technology services and outsourcing company. Committed to delivering innovation, Accenture collaborates...
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...become increasingly challenging to maintain large databases of information and maintain records. Powerful computers networked with high performance clusters maintain and store this data. This gives a picture as to how technology plays a vital role in today’s’ businesses. Traditionally, technology has been upgraded in billing systems and for storage purposes. A new area where technology could be applied to, where many expenses could be saved was in inventory management and logistics. Wal-Mart being so huge, needed to keep track of men and material sent across different countries and had to maintain hundreds of warehouses across the world. Bar-codes have been initially identified as a suitable technology to meet the purpose. But due to the limitations of barcodes, a new emerging technology called RFID has been identified to meet the demands. RFID is low cost Radio Frequency Identification system which requires minimum human intervention to carry out tasks ranging from billing to materials tracking and supply chain management. It is a small wireless device which can store good amount of data and can virtually be tagged to anything. RFID is an electronic tagging technology as shown in figure 1 that allows an object, place, or person to be automatically identified at a distance without a direct line-of-sight, using an electromagnetic...
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...Supply Chain Management Supply chain management (SCM) is of great importance to the private sector as it is to the military. Both industries have similar approach to the management of the supply chain, requiring desirable result but for different reason. Successful supply chain management takes coordination and integration within and between companies. The ultimate goal of an effective supply chain management system is to make products available when needed and at the same time reduce on hand inventory. Supply chain management is described as the management of materials, information, and finances as they move from supplier to manufacturer to wholesaler to retailer and on to the consumer. The management of materials consists of the movement of goods from a supplier to a customer and any customer returns or service needs. The information piece is the transmission of requisitions and status updates on deliveries. The financial piece includes the credit terms, payment schedules, and consignment and title ownership arrangements Supply chain management is also improving the way a company finds the raw materials it needs to make a product or service and deliver it to the customer. Company’s five basic components of supply chain management are plan, source, make, deliver, and return. Planning is the tactical part of supply chain management. Companies need a line of attack for managing all the assets that go toward meeting customer request for their product or service. A big part of...
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...| Issue 6 Omni-Channel Supply Chain: From Backend to Forefront Foreword Pratik Pal President & Global Head Retail, CPG, Travel, Transportation & Hospitality Welcome to the sixth edition of Forum, the TCS Retail Thought Leadership journal. In this issue, we present our perspective on the changes shaping the supply chain of tomorrow. Retailers all over the world are making the transition from multichannel to omni-channel. The key to delivering the ‘order anywhere, fulfill anywhere’ promise is the supply chain. Supply chain is poised to become the key influencer of the interconnected customer experience. Based on my interactions with leading retailers across the world, it is my view that the battle for omni-channel supremacy will be fought and won on the grounds of supply chain. Retailers across the world are focused on re-architecting and recalibrating their supply chains while maintaining the delicate balance between customer experience and profitability. While earlier, significant investments were directed toward digital customer engagement, in the times ahead, investments will predominantly focus on supply chain re-imagination. In this edition, we discuss the prominent challenges and the response needed across key areas spanning the entire value chain as well as the building blocks for enabling omni-channel supply chain. The ‘plan-buy-make–move–sell’ value chain is no more linear. While the ’sell’ component of the value chain can now be executed by any...
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...Washington University Olin Business School OMM 5704 Operations Management Chayet Auditing an Operation: Some questions to ask It is likely that at some point you will be interested in evaluating a firm’s operational “intelligence” or effectiveness. This is often one of the first things consultants do when hired to solve a firm’s business problems. Analysts can benefit from understanding which firms in an industry have superior competitive operational capabilities. Marketing personnel need to understand these capabilities if they are to stimulate customer demand. And of course, management needs to know where to look to bring about improvement. Depending on your role, you may or may not be given direct access to detailed operational data. And even if you are, you may not know what questions you should be asking or what things you should be trying to observe (aside from the obvious like big piles of inventory). In this document we formulate the lessons learned in class as questions for you to pose during an operational audit. By no means is this list complete, but hopefully it is enough to get you started. The final page of this document summarizes many of the questions in the form of a “short-list.” 1. Competitive Priorities (a) What are the firm’s Competitive Priorities (Time, Price, Quality, Variety)? (b) What areas need improvement? 2. Process Flow Diagram As you tour a facility, you should gather enough information to at least sketch a process flow diagram. (a) What flows? Parts,...
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...ARCHITECTURE The first step in executing a supply chain strategy involves designing a process architecture that maps out the activities of the entire supply chain. Companies with high-performing supply chains design an integrated architecture, in which Plan, Source, Make, Deliver, Return, and Enable processes work together in a highly coordinated fashion to provide an important source of competitive advantage. Although a daunting undertaking, it’s critical to getting the most out of your supply chain. Once the supply chain strategy is in place, the next step is to assemble the supply chain processes that will allow the company to realize that strategy. Fundamentally, at the heart of every supply chain are six main processes planning, procurement, production, order fulfillment, returns, and enablers. Each of these processes comprises a set of subprocesses and activities the thousands of steps required to produce a product or service and deliver it to customers. And the steps must be integrated and coordinated into a coherent workflow. Getting the different pieces to fit together seamlessly is no easy task. For this reason, it is critical to develop a supply chain process architecture that is, a blueprint of the six main supply chain processes. This blueprint also provides the basis for selecting and operating supporting information systems, which are fundamental for supply chains to function. The architecture must map out how the entire supply chain will operate, not only during normal...
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...client's behavior and choices since the first contact is quite important. Administration of the different receipts interdependence will be very complex, such as invoices regarding materials purchases, general expenditures or salaries. All of these things change when an ERP system is implemented. Information flows constantly and allows you to follow a client's processes at any moment, no matter which part of the process they are going through. Purchases and expenditures are registered in a centralized database which allows you to have close control over these activities. In this regard ERP helps you to prevent possible abuse. A powerfully integrated ERP system enables interactions of marketing, sales, quality control, products processes, supply lines, stocks and many other areas and it can be in a single database. This will eliminate the occasional loss of and retyping errors. It integrates all departments and functions across a company in a single computer system that is able to serve all those different department's particular needs. An ERP system also automates business processes by placing them into a useful format that is...
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...[pic] [pic] Wal-Mart Case Study – RFID and Supply Chain Management FINAL PAPER By Group 2 Group Members: Angrish, Sangita Chivukula, Venkata S. DeWitt, Brendon Patel, Raxesh Shamsi, Shazeb Yellapragada, Ramachandra Date: November 30, 2005 Table of Contents Introduction 4 Why RFID over Bar-Code? 4 RFID Infrastructure 5 Introduction to Supply Chain Management 7 Wal-Mart Introduction and its Business Processes 9 Operations 9 Business Model 10 Market Strategy of Wal-Mart 10 Organizational Development 10 Competitive Advantage 11 Market Opportunity 11 Supply Chain Management at Wal-Mart 11 Procurement and Distribution 11 Logistics Management 12 Inventory Management 12 RFID in Wal-Mart 13 Efficiency in Supply Chain with RFID 14 Wal-Mart Suppliers 15 Kimberly-Clark 15 Kraft Foods 15 Gillette 15 Current Usage of RFID 16 RFID in Military 16 Successful RFID Implementation in different Industries 17 Volkswagen 17 Supermarket tries out smart tagging 17 Sun Microsystems sets up RFID test centre in Scotland 17 I.B.M. Expands Efforts to Promote Radio Tags to Track Goods 17 Texas Instruments 17 EPC global Network 18 Limitations and Challenges of RFID 18 Future of RFID 20 Future Applications 20 REFERENCES: 22 Introduction Technology is inevitable in every sphere of life today; it has always made things easier. Wal-Mart works on the same strategy, from the...
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...Introduction to Supply Chain Management Technologies Second Edition Introduction to Supply Chain Management Technologies Second Edition David Frederick Ross CRC Press Taylor & Francis Group 6000 Broken Sound Parkway NW, Suite 300 Boca Raton, FL 33487-2742 © 2011 by Taylor and Francis Group, LLC CRC Press is an imprint of Taylor & Francis Group, an Informa business No claim to original U.S. Government works Printed in the United States of America on acid-free paper 10 9 8 7 6 5 4 3 2 1 International Standard Book Number-13: 978-1-4398-3753-5 (Ebook-PDF) This book contains information obtained from authentic and highly regarded sources. Reasonable efforts have been made to publish reliable data and information, but the author and publisher cannot assume responsibility for the validity of all materials or the consequences of their use. The authors and publishers have attempted to trace the copyright holders of all material reproduced in this publication and apologize to copyright holders if permission to publish in this form has not been obtained. If any copyright material has not been acknowledged please write and let us know so we may rectify in any future reprint. Except as permitted under U.S. Copyright Law, no part of this book may be reprinted, reproduced, transmitted, or utilized in any form by any electronic, mechanical, or other means, now known or hereafter invented, including photocopying, microfilming, and recording, or in any information storage or retrieval...
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...JIT Military Supply Chain Management and Just-In-Time Lionel O. Wright Integrated Logistics Management – LGMT682 February 15, 2011 Professor Joseph Garmon [pic] TABLE OF CONTENTS Abstract ……………………………………………………………………………………. 3 Introduction …………………………………………………………………………………4 Traditional Military Supply Chains …………………………………………………………4 Military Supply Chains and the New Environment …………………………………………6 Why Move Towards Lean (JIT) Initiatives? ……………………………………………….16 What is JIT Management? ………………………………………………………………….20 Military Supply Chains since JIT ….………………………………………………………..23 Adopting an Integrated Approach …………………………………………………………..26 Conclusion…………………………………………………………………………………...31 References…………………………………………………………………………………...34 ABSTRACT According to Van Creveld, “Strategy, like politics, is said to be the art of the possible; but surely what is possible is determined not merely by numerical strengths, doctrine, intelligence, arms and tactics, but, in the first place, by the hardest facts of all: those concerning requirements, supplies available and expected, organization and administration, transportation and arteries of communication…before a commander can even start thinking of maneuvering or giving battle, of marching this way and that, of penetrating, enveloping, encircling, of annihilating or wearing down, in short of putting into practice the whole rigmarole of strategy...
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...Supply Chain Management and Advanced Planning Hartmut Stadtler ´ Christoph Kilger (Eds.) Supply Chain Management and Advanced Planning Concepts, Models, Software and Case Studies Third Edition With 173 Figures and 56 Tables 12 Professor Dr. Hartmut Stadtler FG Produktion und Supply Chain Management FB Rechts- und Wirtschaftswissenschaften TU Darmstadt Hochschulstraûe 1 64289 Darmstadt Germany stadtler@bwl.tu-darmstadt.de Dr. Christoph Kilger j&m Management Consulting AG Kaiserringforum Willy-Brandt-Platz 5 68161 Mannheim Germany christoph.kilger@jnm.de Cataloging-in-Publication Data Library of Congress Control Number: 2004110194 ISBN 3-540-22065-8 Springer Berlin Heidelberg New York ISBN 3-540-43450-X 2nd edition Springer Berlin Heidelberg New York This work is subject to copyright. All rights are reserved, whether the whole or part of the material is concerned, specifically the rights of translation, reprinting, reuse of illustrations, recitation, broadcasting, reproduction on microfilm or in any other way, and storage in data banks. Duplication of this publication or parts thereof is permitted only under the provisions of the German Copyright Law of September 9, 1965, in its current version, and permission for use must always be obtained from Springer-Verlag. Violations are liable for prosecution under the German Copyright Law. Springer is a part of Springer Science+Business Media springeronline.com ° Springer Berlin ´ Heidelberg 2000, 2002, 2005 Printed...
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...European Journal of Business and Management ISSN 2222-1905 (Paper) ISSN 2222-2839 (Online) Vol.5, No.14, 2013 www.iiste.org Drivers of Supply Chain Performance Enhancing Organizational Output: An Exploratory Study for Manufacturing Sector Irum Shahzadi, Saba Amin, Kashif Mahmood Chaudhary* President GCUF Toba Tek Singh Group Department of Business Administration, Government College University Faisalabad, Pakistan * Tel: +923016517083, E-mail: kashifmahmood5970@yahoo.com, www.km5970.webs.com Abstract Purpose - The Purpose of this study is to explore the drivers of supply chain performance and give a framework that how organizations can manage these drivers for their survival. This paper is written especially for the students of business management to enhance their knowledge about supply chain practices. Methodology - The paper contains qualitative approach. In first phase the authors reviewed literature about the drivers of supply chain performance. In second phase the data from internationally published articles were collected and suggest a framework to manage the drivers of supply chain performance. Findings - The whole study concluded that there are six drivers of supply chain performance in literature that need to be managed to enhance organizational performance. These drivers are; Facilities, Inventory, Transportation, Information, Sourcing and pricing. These drivers are closely related with each other and have a greater impact on organizational performance. Organizations...
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...ABSTRACT E-commerce made Supply Chain Management (SCM) technically viable and unleashed the practice of SCM. The Kenya Sugar Industry and particularly Sony Sugar Industry, due to its own characteristics, have not utilised E-commerce for Supply Chain Management as widely as it could have. The purpose of this exploratory study is to increase the understanding of the determinants for adoption of E-commerce in SCM within Kenya and its apparent industry of this study. The study will also aim at testing the value of supply chain structure and company strategies in explaining E-commerce adoption. Questionnaires, mail and email surveys will be conducted to collect the data. Simple interviews and regressions will be used to achieve the objectives and answer the questions generated. The results of this study will be used to confirm whether the literature that perceives E-commerce characteristics and Sony Sugar’s characteristics influence the E-commerce adoption level although not every factors of these two groups will be expected to do so. The study will also show that one of the factors in supply chain structure, E-procurement, is significantly related to the e-commerce adoption level. Key words: E-commerce, Supply Chain, Supply Chain Management, Kenya Sugar Industry, Sony Sugar Industry. LIST OF FIGURES 1. FIGURE 1 Supply chain model in E-Commerce environment 2. FIGURE 2 the E-Procurement Process 3. FIGURE 3 The Independent and the Dependent...
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