...Collaboration In one automobile, it is typically features with 20,000-30,000 parts, which all of even the largest manufacturers cannot produce themselves. Therefore, the manufacturers have to either outsource the production or purchase finished products from suppliers (including 1st to 3rd tiers). In order to achieve effective supply chain integration, the use of collaboration and coordination among channel partners that share business information, to simplify core processes, streamline cross company operations and reduce consequent channel-wide costs are suggested (Lee & Whang, 2001), (Callioni & Billington, 2001) and (Hammer, 2001) Vertical SCC includes collaboration with customers, internally (across functions) and suppliers. Horizontal SCC includes collaboration with competitors, and non-competitors. In addition, SCC also can be divided into three levels; Strategic, Tactical, and Operational levels. the formation of SCC into 3 categories; Internal-organization factors, Inter-organization and External factors There are many supply chain processes that can be joined between the collaborative partners, for example; planning, scheduling, forecasting, sourcing, production process, delivery process, problem solving, selling, etc. Besides, collaboration can be made by sharing of resources, skill, or knowledge. The success of collaborative efforts cannot be assured unless performance is properly monitored and measured. The collaborative indexes and measurement should...
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...tactic is to minimize distance-true One goal of JIT partnerships is the removal of in plant inventory by delivery in small lots directly to the using as needed-true JIT supplies have concerns that the JIT firms demands for a small lot size are simply a way of transforming holding costs from HIT firm to Supplies-true Which of the following is true regarding the steps to reducing setup times? All the above Which if the following statements is true about the Kanban system?-The customer workstation signals to supplier workstations when production is needed. Employee empowerment is not needed at the Toyota plant-true Kaizen- continuous improvement. Jidoka-stop production when defect Which of the following is not one of the principles at Toyota? Improvements with scientific method JIT has internal focus while lean production begins with external focus on-Customers Not an attributes to lean operations- Increase space required. Services through out the world use-JIT,TPS and lean Which is the following Ohnos’s 7 wastes defects, over production, waiting, transporting, movement, inappropriate process, inventory 12 The objective of inventory management is to –strike a balance between inventory investment and customer service Which if the following is not a type of inventory-mrp Policies based on ABC analysis...
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................................. Durhan Wood 3268672 .......................................................... N.B. If you do not agree to the above declaration, please do not sign the declaration form instead submit a written statement expressing your disagreement to the academic coordinator who in turn will make arrangements to investigate your claim. Should the reviewers of your work find out that your declaration is fraudulent and that you plagiarised your work or part of your submission, please note that the University policy (ies) applicable to acts of plagiarism and dishonest will apply. A study analysing the effect that collaboration, information sharing, joint relationship effort, dedicated investments, commitment and trust, satisfaction and performance have on Supply Chain Relationships in the retail food sector in the Western Cape Introduction The purpose of this study is to reflect the impact that various...
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...Research Publication Date: 12 November 2010 ID Number: G00208603 Case Study for Supply Chain Leaders: Dell's Transformative Journey Through Supply Chain Segmentation Matthew Davis Faced with ever-changing customer needs, product commoditization, unique global requirements and new, low-cost competitors, Dell embarked on a three-year journey to segment its supply chain response capabilities. The company designed its supply chains based on a mix of cost optimization, delivery speed and product choices that customers value, while aligning internally across all functions to execute against this vision. Key Findings Dell's market and business strategies changed, requiring the company to move from a single supply chain to a customer segmentation supply chain approach. A unified, cross-functional business strategy with collaborative, decision-making processes across sales, marketing, product design, finance and supply chain is essential for segmentation. Segmentation is enabled by a cost-to-serve (CTS) methodology to dynamically allocate costs to business decisions, highlight net profitability and drive the right actions for each supply chain. Supply chain segmentation is a multiyear journey enabled by the development and alignment of organizational skills to the needs of the journey's different phases. Recommendations Start with segmentation of your company's customers and channels to understand the different demand rhythms and cycles. Focus on decreasing the time required...
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...Research Publication Date: 12 November 2010 ID Number: G00208603 Case Study for Supply Chain Leaders: Dell's Transformative Journey Through Supply Chain Segmentation Matthew Davis Faced with ever-changing customer needs, product commoditization, unique global requirements and new, low-cost competitors, Dell embarked on a three-year journey to segment its supply chain response capabilities. The company designed its supply chains based on a mix of cost optimization, delivery speed and product choices that customers value, while aligning internally across all functions to execute against this vision. Key Findings Dell's market and business strategies changed, requiring the company to move from a single supply chain to a customer segmentation supply chain approach. A unified, cross-functional business strategy with collaborative, decision-making processes across sales, marketing, product design, finance and supply chain is essential for segmentation. Segmentation is enabled by a cost-to-serve (CTS) methodology to dynamically allocate costs to business decisions, highlight net profitability and drive the right actions for each supply chain. Supply chain segmentation is a multiyear journey enabled by the development and alignment of organizational skills to the needs of the journey's different phases. Recommendations Start with segmentation of your company's customers and channels to understand the different demand rhythms and cycles. Focus on decreasing...
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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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...have been exposed to numerous supply interruptions and have grown accustomed to rapidly fluctuating supply and demand patterns. Kraljic (1983) asserts that purchasing calls for a total change of perspective: from a mere operating function to a strategic management of supply. In an intricate supply environment, simple monitoring of current developments is inadequate for a growing organisation like, OMITTED. Rather, the risks and complexities associated with purchasing should undergo comprehensive pre-evaluation and be curbed under extensive management strategy. In 1983, Peter Kraljic delved deeper into this issue by devising a simple but effective technique in assessing supply conditions with the intention of formulating effective supply strategies. To this day, the method is widely regarded as one of the most powerful supply management tools and has acted as the backbone of many organisations, bringing long established success to large companies - most notably, Shell, Alcatel and Philips (Van Weele 2000). The two phase Kraljic approach The approach devised by Kraljic follows a simple two step procedure in formulating different supply strategies. First, all purchased items and services are classified in a matrix form with respect to their profit impact and supply risk as displayed in Figure 1 below. Second, purchasing strategies and action plans are developed according to the classifications. High Leverage Strategic Profit impact Non-critical Bottleneck Low Kraljic...
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...industry in a climate where corporate accounting practices are being heavily scrutinized and anything perceived to be discretionary spending is queried. In addition, the industry is seeing dramatic consolidation via merger and acquisition activity with leaders increasing their market share and dominance in the supply chain. Traditional product lifecycle management is being challenged with the frequent introduction of new products and services with shorter lifecycles and a focus on brand extension. All of the above is placing intense pressure on conventional manufacturing and supply chain practices. IT Trends Recent research conducted by SSA Global Technologies shows that there is an increased emphasis on cost saving and efficiency, with demands on IT to do more with less, and for new IT investments to deliver significant returns on investment than were expected in the past.1 1 SSA GT Global Manufacturing Survey 2002 Not surprisingly, in the context of the above environmental factors, research conducted by AMR Research2 found that for 2003, projected software spend for manufacturing organizations with US$500m+ turnover would be mostly in the area of supply chain management (33%), customer relationship management (18%), business intelligence (17%), portals (12%) and only 3% on core ERP. For organizations under US$500m turnover, however, the picture is very different. AMR Research found that an overwhelming 31% of projected...
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...A CONCEPTUAL VALUE CHAIN MODEL FOR ORIGIN ENERGY 13 Table of Contents EXECUTIVE SUMMARY _____________________________________________________________ c 1 Introduction __________________________________________________________________ 1 2 Background __________________________________________________________________ 2 2.1 Background of Origin Energy ___________________________________________________ 2 3 Literature Review________________________________________________________________ 3 3.1 Supply Chain Management _____________________________________________________ 3 3.2 Quality Improvement Models and Gap Analysis ____________________________________ 4 3.3 Lean and Six Sigma Technology ________________________________________________ 5 4 Discussion & Analysis ____________________________________________________________ 6 4.1 Supply Chain of Origin Energy _________________________________________________ 6 4.2 SWOT Analysis for Origin Energy _______________________________________________ 7 4.3 Supply Chain Operations Reference (SCOR) Model _________________________________ 9 4.4 Conceptual Improvement Model for Supply Chain Management ______________________ 12 4.4.1 Introduction ____________________________________________________________ 12 4.2.2 Assumptions: ___________________________________________________________ 13 4.3.3 Supply Chain Conceptual Improvement Model (SCCIM) _________________________ 13 4.2.4 Key Benefits of the model _________________________________________________...
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...collaborative supply chain with the analytic hierarchy process (AHP) Andra Badeaa , Gabriela Prosteana*, Gilles Goncalvesb,c, Hamid Allaouib,c a Politehnica University of Timisoara, Remus 14, Timisoara 300191 Romania b Universite Lille Nord de France, Lille F-59000, France a Universite Artois, LGI2A, Bethune F-62400, France Abstract This paper analyzes supply chain crisis, the main blockage to effective supply chain collaboration. The research question of this article refers to how the two collaboration concepts (vertical and horizontal) in supply chain can be influenced in practice by potential risk factors. This research proposes five alternatives for a good collaboration: Information sharing collaboration, Decision synchronization collaboration, Incentive alignment collaboration, Resource and skill sharing collaboration, Knowledge Management collaboration. After a thorough research and detailed discussions, the authors identified 16 risk factors most present in literature. The research methodology was combined with the application of the analytic hierarchy process (AHP). © 2014 The Authors. Published by Elsevier Ltd. Open access under CC BY-NC-ND license. © 2014 The Authors. Published by Elsevier Ltd. Selection and peer-review under responsibility ofof SIM 2013/12thInternational Symposium inin Management. Selection and peer-review under responsibility SIM 2013 / 12th International Symposium Management. Keywords: collaborative supply chain; risk factors;...
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...1. Question Supply Chain Resources definition are Materials, People, Information, Money or any other such resources that must be managed for profitable business operations. Define and describe brief information of the resources defined. Supply chain management (SCM) is the management of the flow of goods. It includes the movement and storage of raw materials, work-in-process inventory, and finished goods from point of origin to point of consumption. Interconnected or interlinked networks, channels and node businesses are involved in the provision of products and services required by end customers in a supply chain. Supply chain management has been defined as the "design, planning, execution, control, and monitoring of supply chain activities with the objective of creating net value, building a competitive infrastructure, leveraging worldwide logistics, synchronizing supply with demand and measuring performance globally. SCM draws heavily from the areas of operations management, logistics, procurement, and information technology, and strives for an integrated approach. Commonly accepted definitions of supply chain management include: • The management of upstream and downstream value-added flows of materials, final goods, and related information among suppliers, company, resellers, and final consumers. • The systematic, strategic coordination of traditional business functions and tactics across all business functions within a particular...
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...Introduction 1 2. The Bullwhip Effect as a Supply Chain Phenomenon 1 2.1. Managing the Supply Chain 1 2.2. The Bullwhip Effect as Supply Chain Dynamics 2 2.3. The Bullwhip Effect as an Inevitable Consequence of Supply Relations—The Beer Game 3 2.4. The Reasons for the Bullwhip Effect 3 2.5. Studying the Bullwhip Effect in Data 5 3. Formal Analysis of the Bullwhip Effect 7 3.1. Models Based on Serially Correlated Demand 7 3.2. Measuring the Effect of Transparency 8 4. Mitigating the Bullwhip Effect 8 4.1. Information Policy 8 4.2. Reducing Lead Time 8 4.3. Collaboration of Retailers 9 5. Summary 9 References 10 Appendix 12 List of Figures Figure 1: Order fluctuations in the beer supply chain 12 1. Introduction The US-American telecommunications company CISCO depreciated 2.25 million US dollars in the third quarter of 2001 due to excess stock (Beer, 2014, p. 1). According to Beer (2014, p. 3.) the bullwhip effect is the probably most important reason for this depreciation. The bullwhip effect affects production and leads to a shortage of stocks or excess stocks, drops in sales, increases inventory costs and instability of planning (Beer, 2014, p. 3). Productivity losses due to the bullwhip effect are between 10 and 30%, according to Beer (2014, p. 3). Thus, eliminating the bullwhip effect is one of the most important goals of supply chain management. Since the length of production chains has increased over the last decades, due to the...
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...Integrated Supply Chain Management for Competitive Advantage CREDITS This statement was approved for issuance as a Statement on Management Accounting by the Management Accounting Committee (MAC) of the Institute of Management Accountants (IMA® IMA ). appreciates the collaborative efforts of the Finance Business Solutions Group at Arthur Andersen LLP and the work of Dr. C.J. McNair, CMA, of Babson College, who drafted the manuscript. Published by Institute of Management Accountants 10 Paragon Drive Montvale, NJ 07645 www.imanet.org All rights reserved IMA Publication Number 00352 ISBN 0-86641-282-4 Special thanks go to Randolf Holst, CMA (Canadian), Manager of Knowledge Creation at Arthur Andersen, for his continuing oversight during the development of the Statement. IMA thanks the Consortium for Advanced Manufacturing-International (CAM-I) for their support in the development of this SMA. IMA is also grateful to the members of the Management Accounting Committee for their contributions to this effort. Copyright © 1999 in the United States of America by Institute of Management Accountants and Arthur Andersen LLP Statements on Management Accounting BUSINESS PERFORMANCE MANAGEMENT Implementing Integrated Supply Chain Management for Competitive Advantage TABLE OF CONTENTS I. Rationale . . . . . . . . . . . . . . . . . . . . . . . 1 II. Scope . . . . . . . . . . . . . . . . . . . . . . . . . 1 III. Defining Integrated Supply Chain ...
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...Supply Chain Management Certificate This “practical” interactive certificate series is designed to provide participants with a detailed look at global supply chain management with a focus on Purchasing, Inventory, and Warehousing. This certificate addresses issues in terms of today’s global supply chain and its supply chain streams and flow process, so practitioners can know how to make the most of this powerful tool. You will have the opportunity to explore a variety of global supply chain management areas in depth, extrapolate their logistics meanings, and apply the techniques needed to make it all work for your organization. Mastering the supply chain’s dynamics is no longer extraneous to survival in today's global environment—it's essential. Because logistics affects 30% or more of the value added to your product, it offers abundant areas of opportunity and exciting possibilities for lowering the bottom line. Where you may not be able to control the outside influences, ambiguities, and contradictions of the global economy at large, you can have a profound influence on controlling those internal logistics factors that substantially affect your profitability or cost containment efforts. Course Schedule Global Supply Chain Basics and Technology (Day 1) Global Logistics Basics and Functionality (Day 2) Essential Aspects of Purchasing (Day 3) Inventory ManagementPractices (Day 4) Mastering Warehouse Mechanics (Day 5) WHO SHOULD ATTEND • Logistics, supply chain, procurement...
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...Implementing Integrated Supply Chain Management for Competitive Advantage CREDITS This statement was approved for issuance as a Statement on Management Accounting by the Management Accounting Committee (MAC) of the Institute of Management Accountants (IMA® IMA ). appreciates the collaborative efforts of the Finance Business Solutions Group at Arthur Andersen LLP and the work of Dr. C.J. McNair, CMA, of Babson College, who drafted the manuscript. Special thanks go to Randolf Holst, CMA (Canadian), Manager of Knowledge Creation at Arthur Andersen, for his continuing oversight during the development of the Statement. IMA thanks the Consortium for Advanced Manufacturing-International (CAM-I) for their support in the development of this SMA. IMA is also grateful to the members of the Management Accounting Committee for their contributions to this effort. Published by Institute of Management Accountants 10 Paragon Drive Montvale, NJ 07645 www.imanet.org IMA Publication Number 00352 Copyright © 1999 in the United States of America by Institute of Management Accountants and Arthur Andersen LLP All rights reserved ISBN 0-86641-282-4 Statements on Management Accounting BUSINESS PERFORMANCE MANAGEMENT Implementing Integrated Supply Chain Management for Competitive Advantage TABLE OF CONTENTS I. Rationale . . . . . . . . . . . . . . . . . . . . . . . 1 II. Scope . . . . . . . . . . . . . . . . . . . . . . . . . 1 III. Defining Integrated Supply Chain Management (ISCM) . ...
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