...process, offers enhanced visibility and supply chain control “NTE is helping us better manage our logistics function, streamline interactions with our vendors, and better meet our service requirements”.. Steve Carter, Director Of Domestic Transportation Operations - Target Corporation THE COMPANY Target Corporation is one of the nation’s largest retailers with three independent, highly visible chains – Target Stores, SuperTarget, and formerly Target Greatland and is Rank #28 in Fortune 500 for 2009. Operating in its highly competitive retail space, logistics is big business for this retail giant as it sells everything from fashion to furniture to electronics to food at more than 1,740 retail outlets in 49 states. Its supply chain includes several thousand vendors, 22 distribution centers, and its core carriers and consolidators. NTE OMS HAS HELPED TARGET CORPORATION: • Gain visibility With expanded visibility into shipments and orders, Target has better optimized its network. • Reduce expenses LTL shipments are being consolidated into TL moves. Cost overruns and scheduling issues get resolved before they occur. THE OPPORTUNITY Target had a partially manual ready-to-ship process for inbound shipments. Vendors were faxing thousands of orders each week, which Target needed to sort, optimize and assign to carriers. Target’s staff would manually input shipments into its proprietary vendor management system which feeds its transportation management system (TMS) for consolidation...
Words: 1055 - Pages: 5
...re-engineering efforts dealing with the service part of the supply chain as risky. Although this is understandable given the impact of failure in customer service, the vast productivity potential and increased pressure from Wall Street is forcing companies to look at this previously under-studied area. Service parts logistics poses a unique set of problems for a company's supply chain. Managing service parts involves some distinctive processes, including testing for design flaws, refurbishment and repair. It also requires coordination among trading partners and third-party technicians. Forecasting demand for service parts is also significantly more difficult than for traditional lines in the business. These issues are compounded by a patchwork of systems—some that are designed specifically for the services supply chain, and some that are borrowed from the main business, with little customization available for service-specific needs. These challenges result in a services supply chain that protects service levels by storing a large amount of expensive inventory in a central location. Virtual inventory pooling offers a way to dramatically cut inventory holdings across the service chain. Inventory...
Words: 630 - Pages: 3
...Pati Submitted BY Sudha T (EEPOM-05-029) Suman KR (EEPOM-05-032) Mithun Mukundan (EEPOM-05-010) Manickavasagam Ramasamy(EEPOM-05-008) Yeshaswini Rajendra (EPGP-03-193) About Teradyne Corporation • Teradyne was founded by Alex d’Arbeloff and Nick DeWolf, who were classmates at the Massachusetts Institute of Technology (MIT) in the late 1940s. • Teradyne was the world's largest supplier of equipment for testing semiconductors • Teradyne is a 45 year old corporation • Sales of $1.8 billion in 2004 with over 6000 employees • Teradyne corporation has following major units: – – – – Semi-Conductor Test (64% revenue) Assembly Test Broadband Test Connection Systems and Diagnostic Solutions About Jaguar Project •In 2001, the company started planning of Jaguar, a completely new tester platform intended to create a new system architecture that would form the basis of one of Teradyne’s major product lines for the next decade. • The project was envisioned as a culmination of sorts in Teradyne’s 8 year effort to improve product development process •In 2001 O’ Brien, a 25 year veteran of Teradyne’s engineering organization is appointed as project leader •Company decided to abolish the markets-segment-focused platform into a single platform engineering group •Teradyne senior management made a pivotal strategic decision to embrace a flexible platform strategy • Main emphasis was to use project management tools to streamline the product development activities Project Management Tools...
Words: 1130 - Pages: 5
...customer relationships represent a firm’s most valuable asset” (2011). In order for Southwest to sustain their stronghold over other airlines, they looked for additional ways to improve their already impeccable customer service. This meant revamping its parts inventory management to manage and control its supply chain and inventory at an optimal level. In order to achieve this goal, they had to sharpen some of their business processes such as their supply chain planning systems, and the factors there of, which included demand planning and supply chain execution. The problem was that as the airline grew, they found that their legacy information systems were not able to keep pace with the growing amount of data and information the firm generated. By using outdated repair procedures, airlines undermine their efficiency processes, which is a problem caused by ineffective information (Lampe et al., 2004). One of the biggest issues in regards to Southwest’s legacy systems was that it lacked information visibility. Factors Involved in Southwest’s Inventory Management Problems Southwest Airlines found that they had $325 million in service parts inventory,...
Words: 1291 - Pages: 6
...multiple stages starting from suppliers and ending to end users or customers. The entities which are involved in a normal supply chain are suppliers, manufacturers, warehouses, distributors, transporters, retailers and customers. NEED OF RFID One of the key challenges many organisations face is managing the interconnectivity and collaboration between different entities of the supply chain. Seamless flow of information, tighter integration and communication between channel partners plays an important role in increasing the efficiency of any supply chain and in turn the profitability and rate of return for any business. Due to the lack of communication and flow of information between the stages of supply chain results in poor product visibility and lack of transparency in the supply chain. This occurs mainly because of the fact that each link in the chain operates as individual entity. Information technologies like Radio Frequency Identification Information (RFID) along with ERP and centralized...
Words: 1825 - Pages: 8
...Challenge #1 - Lack of Visibility of all Projects A common reason why projects fail is related to visibility. All three tiers of the project team, executive management, project managers, and team members, need access to the right level of information at the right time. Executive Management Executives often complain that they do not have visibility into all current enterprise projects. They often do not have access to the project schedules in real-time. Sometimes project managers present the plan at the outset of the project, then become gatekeepers of the schedule, claiming to executives that the schedule has not been updated recently and is not ready to be shared. The sponsors of a project and the executives do not have access to a schedule or reports until it is too late to either re-direct the effort or to cancel the project. The net result that management cares about is the cost of the schedule overruns to the company. Project Managers Project managers often put together a schedule and plan at the outset of a project. The schedule does not always get updated for a variety of reasons. The project managers are so preoccupied with managing issues and re-organizing resources that they do not have time to update the tasks on the schedule and review their impacts. In fast paced environments, project managers are asked to work on several projects at one time. Many project managers attempt to keep pace with the task updates on their project schedules. Those that...
Words: 2319 - Pages: 10
...GENERAL INSTRUCTIONS 1.7 CONTACT INFORMATION 2. SCOPE & RESPONSE 2.1 SCOPE 2.2 RESPONSE 3. DRAFT AGREEMENT 4. COMPANY INFORMATION 4.1 QUESTION: COMPANY NAME 4.2 QUESTION: YEAR FOUNDED 4.3 QUESTION: PUBLIC / PRIVATE 4.4 QUESTION: NUMBER OF EMPLOYEES 4.5 QUESTION: ORIGIN, EVOLUTION AND GROWTH (BRIEF DESCRIPTION) 4.6 QUESTION: FINANCIAL PERFORMANCE RESULTS LAST 2 FISCAL YEARS (PROFIT & TURNOVER) 4.7 QUESTION: WEBSITE URL 4.8 QUESTION: CONTACT INFORMATION (NAME, POSITION, E-MAIL, PHONE NUMBER) 4.9 QUESTION: OFFICE LOCATIONS AND STAFFING LEVELS 4.10 QUESTION: DESCRIBE YOUR SUPPORT HOURS 4.11 QUESTION: DESCRIBE THE COMPANY VISION AND STRATEGY 5. FUNCTIONAL AND BUSINESS REQUIREMENTS 5.1 OVERVIEW 5.2 VISIBILITY AND REPORTING 5.3 WORKFLOW AND COLLABORATIVE BUSINESS PROCESS AUTOMATION 5.4 WORKFLOW AND COLLABORATIVE BUSINESS PROCESS AUTOMATION 6. BUSINESS REQUIREMENTS 6.1 BUSINESS PROCESS OPTIMIZATION 6.2 SOFTWARE FLEXIBILITY AND NEUTRALITY 6.3 SOLUTION/SERVICES DECOUPLED 6.4 PROFESSIONAL SERVICES SUPPORT 6.5 REFERENCE IMPLEMENTATIONS 6.6 3RD PARTY/CONSULTING SUPPORT 1. INTRODUCTION 1.1 Introduction O&G is one of the world's largest petroleum and petrochemicals groups. Main activities include exploration for and production of crude oil and natural gas; gas, power and renewables; refining, marketing, supply and...
Words: 3632 - Pages: 15
...streamline operations and create and maintain a more centralized logistics network. Together, they uncovered several areas for real cost savings as a result of reducing inbound carrier discrepancies, eliminating unnecessary premium costs and reducing shipment overages. Plus, Penske implemented accountability procedures and advanced logistics management technologies to gain more visibility of its overall supply network. Six Sigma initiatives streamline operations Penske Logistics began its relationship with Ford as lead logistics provider (LLP) for Ford’s assembly plant in Norfolk, Va. At the time, each of Ford’s 20 North American assembly plants managed its own logistics operations. A decentralized approach provided total control of logistics at the plant level, but presented costly redundancies in materials handling and transportation. Ford conducted studies to determine the benefits of transitioning the company’s decentralized logistic operations to a centralized approach. The decision was quickly apparent – centralization of the company’s logistics operations would increase both velocity and visibility throughout the network, as well as reduce supply chain costs. Shortly thereafter, Ford selected Penske as its North American LLP. Under the contract, Penske would centralize and manage all inbound materials handling for 19 assembly plants and seven stamping plants. Challenges • To develop, implement and operate a centralized logistics network for Ford • To streamline supplier...
Words: 1468 - Pages: 6
...streamline operations and create and maintain a more centralized logistics network. Together, they uncovered several areas for real cost savings as a result of reducing inbound carrier discrepancies, eliminating unnecessary premium costs and reducing shipment overages. Plus, Penske implemented accountability procedures and advanced logistics management technologies to gain more visibility of its overall supply network. Six Sigma initiatives streamline operations Penske Logistics began its relationship with Ford as lead logistics provider (LLP) for Ford’s assembly plant in Norfolk, Va. At the time, each of Ford’s 20 North American assembly plants managed its own logistics operations. A decentralized approach provided total control of logistics at the plant level, but presented costly redundancies in materials handling and transportation. Ford conducted studies to determine the benefits of transitioning the company’s decentralized logistic operations to a centralized approach. The decision was quickly apparent – centralization of the company’s logistics operations would increase both velocity and visibility throughout the network, as well as reduce supply chain costs. Shortly thereafter, Ford selected Penske as its North American LLP. Under the contract, Penske would centralize and manage all inbound materials handling for 19 assembly plants and seven stamping plants. Challenges • To develop, implement and operate a centralized logistics network for Ford • To streamline supplier...
Words: 1468 - Pages: 6
... Draw a system diagram showing the product and information flows between WGD and FastFit, starting with FastFit placement of an order through when it makes payment for goods received. This diagram will represent each company as a circle for a total of two circles. Line 1 Line 1 Line 3 Line 3 Line 2 Line 2 WGD WGD FastFit FastFit Line 5 Line 5 Line 4 Line 4 Line 1 | FastFit to WGD which is an information flow that is order placement | Line 2 | Reconfirmation of information and order by Sales team of WGD | Line 3 | Filling in the order- product flow | Line 4 | Sending information of invoice payment | Line 5 | Payment for product | 2. Next, complete a more detailed diagram that has five distinct processes (hence five circles), two for FastFit (Headquarters and the Warehouse)) and three for WGD’s three departments. This diagram should also include the database associated with each WGD department using the cylinder symbol, there are three of these. Now fill in the flows from Q1 above. Then diagram all the flows of information that occur within FastFit and within WGD to support the processing of the order. Do not diagram any computer network details; just illustrate the three databases using the cylinder symbol. FastFit HQ FastFit Warehouse Sales Operations Accounting PC IBM ASA systems 4 PC’S, printers, file servers FastFit HQ FastFit Warehouse Sales Operations Accounting PC IBM ASA systems 4 PC’S...
Words: 871 - Pages: 4
...IT302-Unit4- Kaplan University Part 1: Dashboard Design. For the dashboard that I anticipated is required to meet the needs of the task that I discussed in Unit 3, I believe that the best approaches are either a Semantic Network or the use of Scenarios, Flowcharts and Cognitive walkthroughs, and more specifically Scenarios. Although this may be the most productive approach, it is likely that in the process of creating the dashboard that parts of a number of the conceptual designs could contribute to the finished product. While the Semantic Network is comprised of elements that would be useful and productive, particularly by providing ease in exploring the problem space and graphical views, it does not offer us all the information that would be constructive. To accomplish that, I believe the use of Scenarios, Flowcharts and Cognitive walkthroughs would provide us with the most useful means to develop a dashboard adequate to provide the functionality we are seeking. Of these, the use of Scenarios would provide the easiest means to develop a dashboard with the desired functionality initially along with the ability to modify easily as required to accomplish what is needed. By creating scenarios and including them in the early development of the dashboard we will provide ourselves with a means to develop a versatile form that can be easily amended as needed to provide a finished console that provides the full functionality that...
Words: 590 - Pages: 3
...organized. For the purpose of this assignment the database environment will be a series of tables which store customer, sales order, purchase order and various status point information. This data will then be used for a series of reports to demonstrate status of the purchase order as it flows through the system. The ultimate goal is by customer provide an accurate status of their purchase order that is submitted electronically. Over the last 10 years our company has struggled with lost electronic orders and no visibility into status. The request has been made to create a database for customer service to access to be able to have one click access to status of a purchase order easily. Also required is a list of any potential lost orders for research to ensure customers are not calling on orders we have not yet processed. This will also help to define metrics around order processing times to set benchmarks for what is happening today and establish improvements in those processing times. There will be seven tables in this database source system order data, customer data, corrections table data, drop ship corrections, workflow status, end system data, and comparison results table. The source system table will be comprised of columns for customer purchase order number, customer name, transmitted date, and status. The customer table will consist of columns for customer name and customer number. Corrections table will provide columns for customer...
Words: 310 - Pages: 2
...Designing a Lead Lifecycle in Salesforce.com A Best Practices White Paper for Response Management from Full Circle CRM Full Circle CRM FullCircleCRM.com 650.641.2766 877.834.4001 Copyright© 2013, Full Circle CRM, Inc., All Rights Reserved. Table of Contents Introduction The Words We Use What is a Lead? Evolving the Lead Lifecycle The New Name The Existing Name Elements of Lifecycle Design Reports—Always at the Beginning When Does the New Name Get into Salesforce.com? Data Quality Scoring Response History—What Did the Person Do? Facilitating Engagement Nurturing—Some Considerations How Do We Know Whom to Nurture? Disquali cation Feedback Nurture Time-Outs Returning from Nurture Rep Visibility and Aging Creating Opportunities and Campaign Attribution The Big Picture About Full Circle CRM Addendum A—Lead Conversion in Salesforce.com 4 4 4 5 5 6 7 7 7 8 8 9 10 10 11 12 12 12 13 13 14 14 15 Copyright © 2012, Full Circle CRM, Inc., All Rights Reserved. Full Circle CRM | FullCircleCRM.com | 650.641.2766 | 877.834.4001 3 Introduction Because a lead, either an Inquiry or a Target, can be represented in salesforce.com as either a Lead or Contact record, organizations should give careful thought to how to engage in a consistent and measurable manner with both types of salesforce.com objects. Using salesforce.com’s CRM solution for marketing is a natural choice, particularly if your Sales organization is running operations with this popular cloud-based CRM application...
Words: 4325 - Pages: 18
...IT302-Unit4- Kaplan University Part 1: Dashboard Design. For the dashboard that I anticipated is required to meet the needs of the task that I discussed in Unit 3, I believe that the best approaches are either a Semantic Network or the use of Scenarios, Flowcharts and Cognitive walkthroughs, and more specifically Scenarios. Although this may be the most productive approach, it is likely that in the process of creating the dashboard that parts of a number of the conceptual designs could contribute to the finished product. While the Semantic Network is comprised of elements that would be useful and productive, particularly by providing ease in exploring the problem space and graphical views, it does not offer us all the information that would be constructive. To accomplish that, I believe the use of Scenarios, Flowcharts and Cognitive walkthroughs would provide us with the most useful means to develop a dashboard adequate to provide the functionality we are seeking. Of these, the use of Scenarios would provide the easiest means to develop a dashboard with the desired functionality initially along with the ability to modify easily as required to accomplish what is needed. By creating scenarios and including them in the early development of the dashboard we will provide ourselves with a means to develop a versatile form that can be easily amended as needed to provide a finished console that provides the full functionality that...
Words: 590 - Pages: 3
...Case Study Arc Solutions Provides a centrally controlled operator center solution to Heffernan Group s o l u t i o n s The Challenges With an overall emphasis on customer service excellence, communication both internally and with customers has always been a key element to the success of the company. Whilst effective, this solution was not ideal as the company’s main aim was to ensure that all customers were dealt with personally by the operators. Having separate telephone systems serving each site also provided challenges, with the infrastructure being inflexible and a high systems management overhead. It also meant that operators had to be deployed to cope with the incoming traffic of that particular branch office, with no capability to share the load with other offices in busier times. Heffernan therefore decided to move to a single centralized communications platform, serving all sites. They chose Cisco Unified Communications technology as it delivered the power, flexibility and reliability to serve the whole business and its customers, both now and in the future. Whilst this provided an excellent platform for unifying communications across the enterprise, Profile Heffernan Insurance Brokers, formed in 1988, is one of the largest independent insurance brokerage firms in the United States. Heffernan provides comprehensive insurance and financial services products to a wide range of businesses and individuals. Headquartered in Walnut Creek, California, Heffernan has...
Words: 978 - Pages: 4
