Supply Chain Physics 2
                            The Very Real Decision Space of
                            Supply Chai...
Welcome

              Part I: The Concept of Supply Chain Physics

              Part II: December 9, 2009
              ...
Agenda
              Re-Cap from Part 1

              Four Examples

              Supply Chain Optimization

           ...
Why Supply Chain Physics?

              Supply Chain Physics is a concept

              Based on science, engineering, a...
Information Flow
                                                      Forecasting

                                      ...
The Three Laws of SC Physics

       1.        Law of Interdependency

       2.        Law of Constraints

       3.     ...
The Three Laws of SC Physics

       1.        Law of Interdependency
                         Inventory, Service, Quality...
The Three Laws of SC Physics

       1.        Law of Interdependency

       2.        Law of Constraints
               ...
The Three Laws of SC Physics

       1.        Law of Interdependency

       2.        Law of Constraints

       3.     ...
Supply Chain Whack-a-Mole
                                                                                    • Quality
  ...
Agenda
              Re-Cap from Part 1

              Four Examples

              Supply Chain Optimization

           ...
Three Examples
              Cadent Resources is a company dedicated
              to helping companies
                  ...
Example I: Simple Inventory Model – Single SKU




                                                                       ...
Simple Inventory Model – Single SKU



                                        OQ


   Re-Order
   Point
                 ...
Simple Inventory Model – Single SKU



                                        OQ


   Re-Order
   Point
                 ...
Simple Inventory Model – Single SKU



                                        OQ


   Re-Order
   Point                  ...
Simple Inventory Model – Single SKU

                                                                                     ...
Simple Inventory Model – Single SKU


                                                                                    ...
Simple Inventory Model – Single SKU
                                                                                      ...
We can actually assign an inventory
            objective to Sales?

            If we wanted to…




Copyright © 2009 Cad...
Example II: E&O Inventory
              E&O
              Excess & Obsolete Inventory

              Some call it SLOB
   ...
Example II: E&O Inventory
              You are tasked with reducing the E&O
              which is 20% of all inventory.
...
Example II: E&O Inventory
              No one can has ever been able to explain
              How this is tasked to the S...
Example III: Good E&O Example
              Not all examples are violations of Supply
              Chain Physics
        ...
Example III: Good E&O Example
              Argentina Subsidiary
              GM realized that this was not a Supply
    ...
Example III: Good E&O Example
              Underselling or
              Overproducing promotions
              was the l...
Example III: Good E&O Example
              Better promotion planning & performance
              measures
               ...
Example III: Good E&O Example
                  Marketing folks are paid to
                          Look forward
       ...
Example III: Good E&O Example
              Selling off the E&O
                      Created a space in DC for Saleable E...
Example IV: Law of Constraints/Information

        Aggregate Product Category
        Demand always goes down year end
  ...
Example IV: Law of Constraints/Information


              2008 Drop
                      Even larger because of economic...
Example IV: Law of Constraints/Information




Actual Sales and Demand Plans can be communicated at the speed of
the inter...
Example IV: Law of Constraints/Information




           While Information was almost instantaneous
           Lean is no...
Example IV: Law of Constraints/Information

        Different product category
        Same issue




Copyright © 2009 Cad...
Example IV: Law of Constraints/Information
        In one SKU, 2 big spikes within lead time
        Overseas vendor
     ...
Example IV: Law of Constraints/Information

                                                      120 Day LT           133...
Summary of Examples
              We believe that Inventory and Service are
              the final arbiter of Supply Chai...
Agenda
              Re-Cap from Part 1

              Four Examples

              Supply Chain Optimization

           ...
Isn’t there a lot of Math in Physics???




Copyright © 2009 Cadent Resources Group, LLC All rights reserved. Not for dist...
When we VIOLATE THE LAWS
              We compromise

                      Inventory
                      Service
      ...
When we VIOLATE THE LAWS
              We compromise

              Inventory                                             ...
When we VIOLATE THE LAWS

            Not Accounting for Realities of                                                Compr...
It is a complex Multi-Criteria Problem
    Optimize all i Cost i, Inventory i, Service i, Quality i

    Subject to:
     ...
It is a Multi-Criteria Problem
    Optimize Cost i, Inventory i, Service i, Quality i

    Subject to:
     Manufacturing ...
Multi-Criteria Optimization?
              This is the Whack-a-Moley stuff

              We can optimize in one dimension...
Multi-Criteria Optimization?
         How is this done mathematically?
       1. Prioritize and Optimize – one by one
    ...
Money is a Good Unifying Dimension
                                                                                       ...
Make some of the Criteria Constraints
              This is done in inventory management

              We want to maximiz...
Make some of the Criteria Constraints
              Ideally: Want 100% Service but cannot
              afford that level ...
Service: From Objective Criteria to
                  Constraint
           SKU/Item                                      ...
Segmentation
              3 dimensional product segmentation
              Set demand plan policy based on:
             ...
Multi-Criteria Optimization
              Hard to do as pure mathematics
              Close to impossible to get all the ...
The Supply Chain Physical World
              Is a world of constant change
              New Supply Sources
             ...
Multi-Criteria
              Hard to do as pure mathematics
              Close to impossible to get all the equations
   ...
Agenda
              Re-Cap from Part 1

              Four Examples

              Supply Chain Optimization

           ...
Two categories of VIOLATIONS


       1. That which maybe can be done


       2. Impossible to get there from here




Co...
Two categories of VIOLATIONS


       1. That which maybe can be done


       2. Impossible to get there from here


    ...
Two kinds of VIOLATIONS
       1.        That which maybe can be done
                         Not necessarily impossible
...
Two kinds of VIOLATIONS


       1. That which maybe can be done


       2. Impossible to get there from here
           ...
Two kinds of VIOLATIONS


       1. That which maybe can be done


       2. Impossible to get there from here
           ...
Two kinds of VIOLATIONS


       1. That which maybe can be done


       2. Impossible to get there from here
           ...
Two kinds of VIOLATIONS
       1.        That which maybe can be done
       2.        Impossible to get there from here

...
Two kinds of VIOLATIONS
              In the Supply Chain
                      We are good corporate citizens
           ...
Agenda
              Re-Cap from Part 1

              Four Examples

              Supply Chain Optimization

           ...
Conclusion
              Reviewed the concepts
              Presented a mathematical optimization model
                 ...
Copyright © 2009 Cadent Resources Group, LLC All rights reserved. Not for distribution
Thank You!
              Please join us for the final part of Supply
              Chain Physics

              Part III: ...
Software + Expertise
              The Cadent Resources Group, LLC Difference

              Your path to a smarter and he...
Contact Us

           Schedule a complimentary
           30 minute phone assessment

                   Toll Free: 866-8...
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Sc Physics 2 12 9 09 Webinar Final Web

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Supply Chain Physics Part 2: The Very Real Decision Space of Supply Chain Physics

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Sc Physics 2 12 9 09 Webinar Final Web

  1. 1. Supply Chain Physics 2 The Very Real Decision Space of Supply Chain Physics December 9, 2009 Mark Gavoor Direct: 630.242.0502 Toll Free: 866.865.2714 ext. 4 E-Mail: mgavoor@cadentresources.com ® Web-Site: www.demandcaster.com Copyright © 2009 Cadent Resources, Inc. All rights reserved. Not for distribution
  2. 2. Welcome Part I: The Concept of Supply Chain Physics Part II: December 9, 2009 The Very Real Decision Space of Supply Physics Part III: January 20, 2010 – 12 p.m. CST Strategies for Communication & Improvement Copyright © 2009 Cadent Resources Group, LLC All rights reserved. Not for distribution
  3. 3. Agenda Re-Cap from Part 1 Four Examples Supply Chain Optimization Two Categories of Violations Conclusion Copyright © 2009 Cadent Resources Group, LLC All rights reserved. Not for distribution
  4. 4. Why Supply Chain Physics? Supply Chain Physics is a concept Based on science, engineering, and business It is language and set of principles to foster Accountabilities across functions Improvement across the enterprise Copyright © 2009 Cadent Resources Group, LLC All rights reserved. Not for distribution
  5. 5. Information Flow Forecasting Mfg Order Purchasing Places Planning Processing Order Order Taking Manufacturing & Fulfillment Inventory Warehouse Suppliers Allocation Trade Manufacturing Distribution Material/Product flow Copyright © 2009 Cadent Resources Group, LLC All rights reserved. Not for distribution
  6. 6. The Three Laws of SC Physics 1. Law of Interdependency 2. Law of Constraints 3. Law of Information Copyright © 2009 Cadent Resources Group, LLC All rights reserved. Not for distribution
  7. 7. The Three Laws of SC Physics 1. Law of Interdependency Inventory, Service, Quality, Costs are interdependent In business improvement, silo-ed functional improvement can only take you so far. All further improvements require cross-functional efforts. 2. Law of Constraints 3. Law of Information Copyright © 2009 Cadent Resources Group, LLC All rights reserved. Not for distribution
  8. 8. The Three Laws of SC Physics 1. Law of Interdependency 2. Law of Constraints How much of any item can be produced in a finite amount of time? How far, fast, & in what quantities can goods be shipped from Point A to Point B? Yes … very related to the Theory of Constraints 3. Law of Information Copyright © 2009 Cadent Resources Group, LLC All rights reserved. Not for distribution
  9. 9. The Three Laws of SC Physics 1. Law of Interdependency 2. Law of Constraints 3. Law of Information Information moves at the speed of light, er… the internet Independent of accuracy of the information Speed of information >> Lead times Speed of information >> Production rates Copyright © 2009 Cadent Resources Group, LLC All rights reserved. Not for distribution
  10. 10. Supply Chain Whack-a-Mole • Quality • Cost • Service • Inventory Optimize all to a point Then trade-off optimization Need structural http://www.mmt-inst.com/End_of_management_whack_a_mole.html change to optimize all further Copyright © 2009 Cadent Resources Group, LLC All rights reserved. Not for distribution
  11. 11. Agenda Re-Cap from Part 1 Four Examples Supply Chain Optimization Two Categories of Violations Conclusion Copyright © 2009 Cadent Resources Group, LLC All rights reserved. Not for distribution
  12. 12. Three Examples Cadent Resources is a company dedicated to helping companies Reduce Inventory Improve Service Generate Cash So, let’s look at three Supply Chain Physics examples in terms of inventory Copyright © 2009 Cadent Resources Group, LLC All rights reserved. Not for distribution
  13. 13. Example I: Simple Inventory Model – Single SKU Order Quantity Re-Order Point Safety Stock Copyright © 2009 Cadent Resources Group, LLC All rights reserved. Not for distribution
  14. 14. Simple Inventory Model – Single SKU OQ Re-Order Point Safety Stock Due to Manufacturing and Transit time Variation… Copyright © 2009 Cadent Resources Group, LLC All rights reserved. Not for distribution
  15. 15. Simple Inventory Model – Single SKU OQ Re-Order Point Safety Stock Due to Manufacturing LT and Transit time Variations… and Demand Volatility Copyright © 2009 Cadent Resources Group, LLC All rights reserved. Not for distribution
  16. 16. Simple Inventory Model – Single SKU OQ Re-Order Point Supply Chain Safety LT & Variations Stock Demand Chain Variations Copyright © 2009 Cadent Resources Group, LLC All rights reserved. Not for distribution
  17. 17. Simple Inventory Model – Single SKU We in the Supply Chain are responsible for these OQ parts? Re-Order Point Supply Chain Safety LT & Variations Stock Demand Chain Variations Copyright © 2009 Cadent Resources Group, LLC All rights reserved. Not for distribution
  18. 18. Simple Inventory Model – Single SKU Is the Supply Chain responsible for this part? OQ Re-Order Point Supply Chain Safety LT & Variations Stock Demand Chain Variations Copyright © 2009 Cadent Resources Group, LLC All rights reserved. Not for distribution
  19. 19. Simple Inventory Model – Single SKU You need to know this breakdown for your company We have seen LTs dominate making it 80-20 & Demand Volatility making it 20-80 OQ Re-Order Point Supply Chain Safety LT & Variations Stock Demand Chain Variations Copyright © 2009 Cadent Resources Group, LLC All rights reserved. Not for distribution
  20. 20. We can actually assign an inventory objective to Sales? If we wanted to… Copyright © 2009 Cadent Resources Group, LLC All rights reserved. Not for distribution
  21. 21. Example II: E&O Inventory E&O Excess & Obsolete Inventory Some call it SLOB Slow & Obsolete These inventories are the result of both Forecasting errors Historical violations of the Laws of Supply Chain Physics Copyright © 2009 Cadent Resources Group, LLC All rights reserved. Not for distribution
  22. 22. Example II: E&O Inventory You are tasked with reducing the E&O which is 20% of all inventory. (We have seen it as high as 60%!!) Yet… You are not allowed to write any of it off And the goal is to sell it at full margin i.e. no fire sales This is a very real scenario Copyright © 2009 Cadent Resources Group, LLC All rights reserved. Not for distribution
  23. 23. Example II: E&O Inventory No one can has ever been able to explain How this is tasked to the Supply Chain Cannot sell it Cannot dispose of it Yet we have to reduce it???? We can Stack it neatly Dust it off now and again Report on the value of it monthly Copyright © 2009 Cadent Resources Group, LLC All rights reserved. Not for distribution
  24. 24. Example III: Good E&O Example Not all examples are violations of Supply Chain Physics Strategy in all Subsidiaries of a global CPG company New GM comes in Is shocked by the level of E&O Disparages the old GM for letting this happen Clears the decks: Fire Sale & Write-offs Then rebuilds E&O to the same level until his next promotion Copyright © 2009 Cadent Resources Group, LLC All rights reserved. Not for distribution
  25. 25. Example III: Good E&O Example Argentina Subsidiary GM realized that this was not a Supply Chain problem alone Sales Finance Assigned: An Inventory Czar A Sales person focused only on E&O Copyright © 2009 Cadent Resources Group, LLC All rights reserved. Not for distribution
  26. 26. Example III: Good E&O Example Underselling or Overproducing promotions was the largest cause of E&O 10+% in Obsolete alone Two pronged attack Better promotion planning & performance measures Selling off the E&O Copyright © 2009 Cadent Resources Group, LLC All rights reserved. Not for distribution
  27. 27. Example III: Good E&O Example Better promotion planning & performance measures Tracked Demand Plan vs Actual by Account Manufacturing to begin promotion month with forecast volume in inventory ready to go At mid-month checked Account Forecast vs. Sales This practice led to co-development of Promotions Management Module with ERP provider Copyright © 2009 Cadent Resources Group, LLC All rights reserved. Not for distribution
  28. 28. Example III: Good E&O Example Marketing folks are paid to Look forward Come up with new news Old promotions, failed products, is so… yesterday No rearview mirrors in Marketing Cars Copyright © 2009 Cadent Resources Group, LLC All rights reserved. Not for distribution
  29. 29. Example III: Good E&O Example Selling off the E&O Created a space in DC for Saleable E&O Showroom Old promotions considered in new promotions planning Sales person hosted sales managers monthly Review offerings Use E&O in trade promotions Offer cases of E&O as the free goods in BOGOs Finance needed to sign-off on promotions for margin purposes Copyright © 2009 Cadent Resources Group, LLC All rights reserved. Not for distribution
  30. 30. Example IV: Law of Constraints/Information Aggregate Product Category Demand always goes down year end This year going up with big spikes Copyright © 2009 Cadent Resources Group, LLC All rights reserved. Not for distribution
  31. 31. Example IV: Law of Constraints/Information 2008 Drop Even larger because of economic downturn Had to downsize inventory 2009 Increase Due to coming out of recession? Returning to pre-recession level of demand? Within LT, cannot react fast enough Seeing and hearing Copyright © 2009 Cadent Resources Group, LLC All rights reserved. Not for distribution
  32. 32. Example IV: Law of Constraints/Information Actual Sales and Demand Plans can be communicated at the speed of the internet Given our global Supply Chains, that is good But we still have to move the camera from Point A to the store near you and me Copyright © 2009 Cadent Resources Group, LLC All rights reserved. Not for distribution
  33. 33. Example IV: Law of Constraints/Information While Information was almost instantaneous Lean is not JIT Cannot react to demand spikes or changes within LT Copyright © 2009 Cadent Resources Group, LLC All rights reserved. Not for distribution
  34. 34. Example IV: Law of Constraints/Information Different product category Same issue Copyright © 2009 Cadent Resources Group, LLC All rights reserved. Not for distribution
  35. 35. Example IV: Law of Constraints/Information In one SKU, 2 big spikes within lead time Overseas vendor Vendor Stated lead time 75 days Planned lead time 120 days Actual lead time 133 days Copyright © 2009 Cadent Resources Group, LLC All rights reserved. Not for distribution
  36. 36. Example IV: Law of Constraints/Information 120 Day LT 133 Day LT 75 Day LT No Spikes Unit Cost $2.50 $2.50 $2.50 $2.50 Service Level 98% 98% 98% 98% Projected Demand 100,754 104,291 83,512 90,606 Safety Stock 49,900 51,267 39,008 25,741 Target Inv. Level 150,654 155,558 122,520 116,347 Change 0 4904 -28134 -34307 % Change 0 3% -19% -23% $ Impact $0.00 $12,260.00 -$70,335.00 -$85,767.50 Copyright © 2009 Cadent Resources Group, LLC All rights reserved. Not for distribution
  37. 37. Summary of Examples We believe that Inventory and Service are the final arbiter of Supply Chain Performance It is the indicator of a company’s Operating Practices & Processes Good & bad Silo improvements only go so far Cross-Functional effort is required when the Interdependent Level is reached Copyright © 2009 Cadent Resources Group, LLC All rights reserved. Not for distribution
  38. 38. Agenda Re-Cap from Part 1 Four Examples Supply Chain Optimization Two Categories of Violations Conclusion Copyright © 2009 Cadent Resources Group, LLC All rights reserved. Not for distribution
  39. 39. Isn’t there a lot of Math in Physics??? Copyright © 2009 Cadent Resources Group, LLC All rights reserved. Not for distribution
  40. 40. When we VIOLATE THE LAWS We compromise Inventory Service Quality Cost Copyright © 2009 Cadent Resources Group, LLC All rights reserved. Not for distribution
  41. 41. When we VIOLATE THE LAWS We compromise Inventory Cash, Profit Service Customer Loyalty, Revenue Quality Customer Loyalty, Profit Cost Profit We Compromise Performance! Copyright © 2009 Cadent Resources Group, LLC All rights reserved. Not for distribution
  42. 42. When we VIOLATE THE LAWS Not Accounting for Realities of Compromise & Cause Supply Chain Physics Trade-offs in Performance • Manufacturing Lead Times • Transit Times • Inventory • Production rates • Service • Production capacities • Quality • Warehouse utilization • Cost • Transportation equipment availability • Demand Volatility Copyright © 2009 Cadent Resources Group, LLC All rights reserved. Not for distribution
  43. 43. It is a complex Multi-Criteria Problem Optimize all i Cost i, Inventory i, Service i, Quality i Subject to: Manufacturing Lead Times > MLTij Transit Times > TTijk Production rates < PRij Production capacities < PCij Warehouse utilization < Wik Transportation equipment availability < Eijk Demand Volatility = σi i = SKU number j = Plant or Supplier (how many plants/suppliers?) k = DC number Copyright © 2009 Cadent Resources Group, LLC All rights reserved. Not for distribution
  44. 44. It is a Multi-Criteria Problem Optimize Cost i, Inventory i, Service i, Quality i Subject to: Manufacturing Lead Times > MLTij Transit Times > TTijk Production rates < PRij Production capacities < PCij Warehouse utilization < Wik Transportation equipment availability < Eijk Demand Volatility = σi i = SKU number j = Plant or Supplier (how many plants/suppliers) k = DC number Copyright © 2009 Cadent Resources Group, LLC All rights reserved. Not for distribution
  45. 45. Multi-Criteria Optimization? This is the Whack-a-Moley stuff We can optimize in one dimension When you have two or more dimensions, it is more complicated Are the criteria independent or dependent? Copyright © 2009 Cadent Resources Group, LLC All rights reserved. Not for distribution
  46. 46. Multi-Criteria Optimization? How is this done mathematically? 1. Prioritize and Optimize – one by one 2. Find the efficient set 3. Map the Criteria into one dimension 4. Change some of the criteria into constraints Copyright © 2009 Cadent Resources Group, LLC All rights reserved. Not for distribution
  47. 47. Money is a Good Unifying Dimension Money is additive My money, your money becomes our money We add up revenues and cost We minimize costs in the Supply Chain We subtract costs from revenues & try to maximize profits Copyright © 2009 Cadent Resources Group, LLC All rights reserved. Not for distribution
  48. 48. Make some of the Criteria Constraints This is done in inventory management We want to maximize Service & minimize Inventory They are different units of measure Service is % Case or Unit Fill Inventory is in units or dollars Copyright © 2009 Cadent Resources Group, LLC All rights reserved. Not for distribution
  49. 49. Make some of the Criteria Constraints Ideally: Want 100% Service but cannot afford that level of inventory So we prioritize using by ABC classification of SKUs or items We set minimum service target levels Copyright © 2009 Cadent Resources Group, LLC All rights reserved. Not for distribution
  50. 50. Service: From Objective Criteria to Constraint SKU/Item Top Down of Minimum Classification Sales or Margin Service Level A 80% 99% B 15% 97% C 5% 95% Copyright © 2009 Cadent Resources Group, LLC All rights reserved. Not for distribution
  51. 51. Segmentation 3 dimensional product segmentation Set demand plan policy based on: Importance Order Frequency Forecastability H Frequency M L L M H A B C Importance Copyright © 2009 Cadent Resources Group, LLC All rights reserved. Not for distribution
  52. 52. Multi-Criteria Optimization Hard to do as pure mathematics Close to impossible to get all the equations Things are constantly changing Copyright © 2009 Cadent Resources Group, LLC All rights reserved. Not for distribution
  53. 53. The Supply Chain Physical World Is a world of constant change New Supply Sources Material and Commodity Pricing Competition Economic factors Technology Make for a world of constant flux Copyright © 2009 Cadent Resources Group, LLC All rights reserved. Not for distribution
  54. 54. Multi-Criteria Hard to do as pure mathematics Close to impossible to get all the equations Things are constantly changing So we use a combination of Math, Physics, and Heuristics as we do with our DemandCaster software tool Copyright © 2009 Cadent Resources Group, LLC All rights reserved. Not for distribution
  55. 55. Agenda Re-Cap from Part 1 Four Examples Supply Chain Optimization Two Categories of Violations Conclusion Copyright © 2009 Cadent Resources Group, LLC All rights reserved. Not for distribution
  56. 56. Two categories of VIOLATIONS 1. That which maybe can be done 2. Impossible to get there from here Copyright © 2009 Cadent Resources Group, LLC All rights reserved. Not for distribution
  57. 57. Two categories of VIOLATIONS 1. That which maybe can be done 2. Impossible to get there from here • These are violations of the: • Law of Constraints • Law of Information Copyright © 2009 Cadent Resources Group, LLC All rights reserved. Not for distribution
  58. 58. Two kinds of VIOLATIONS 1. That which maybe can be done Not necessarily impossible But will require efforts of epic proportions And will most likely have a Whack-a-Moley effect on performance 2. Impossible to get there from here Copyright © 2009 Cadent Resources Group, LLC All rights reserved. Not for distribution
  59. 59. Two kinds of VIOLATIONS 1. That which maybe can be done 2. Impossible to get there from here Are you freaking kidding me? How did you ever get into your position? And remarkably you have kept the job Copyright © 2009 Cadent Resources Group, LLC All rights reserved. Not for distribution
  60. 60. Two kinds of VIOLATIONS 1. That which maybe can be done 2. Impossible to get there from here Are you freaking kidding me? How did you ever get into your position? And remarkably you have kept the job On the inside Copyright © 2009 Cadent Resources Group, LLC All rights reserved. Not for distribution
  61. 61. Two kinds of VIOLATIONS 1. That which maybe can be done 2. Impossible to get there from here We calmly, clearly, and politely explain Why no how, no way We can get there from here Copyright © 2009 Cadent Resources Group, LLC All rights reserved. Not for distribution
  62. 62. Two kinds of VIOLATIONS 1. That which maybe can be done 2. Impossible to get there from here Why can we communicate #2 when we have to? But never communicate #1 with any force? Copyright © 2009 Cadent Resources Group, LLC All rights reserved. Not for distribution
  63. 63. Two kinds of VIOLATIONS In the Supply Chain We are good corporate citizens We are businessmen We are paid to get things done & have a can do attitude That is why when thing are just “iffy” we say we can do it. We will explore these categories a bit more in Supply Chain Physics 3. Copyright © 2009 Cadent Resources Group, LLC All rights reserved. Not for distribution
  64. 64. Agenda Re-Cap from Part 1 Four Examples Supply Chain Optimization Two Categories of Violations Conclusion Copyright © 2009 Cadent Resources Group, LLC All rights reserved. Not for distribution
  65. 65. Conclusion Reviewed the concepts Presented a mathematical optimization model Concept Strategies for Multi-Criteria Optimization Looked at Five Examples Set the stage for Supply Chain Physics 3 Copyright © 2009 Cadent Resources Group, LLC All rights reserved. Not for distribution
  66. 66. Copyright © 2009 Cadent Resources Group, LLC All rights reserved. Not for distribution
  67. 67. Thank You! Please join us for the final part of Supply Chain Physics Part III: January 20, 2010 – 12 p.m. CST Strategies for Communication & Improvement Copyright © 2009 Cadent Resources Group, LLC All rights reserved. Not for distribution
  68. 68. Software + Expertise The Cadent Resources Group, LLC Difference Your path to a smarter and healthier company with lower costs and satisfied customers is only a phone call away! Copyright © 2009 Cadent Resources Group, LLC All rights reserved. Not for distribution
  69. 69. Contact Us Schedule a complimentary 30 minute phone assessment Toll Free: 866-865-2714 asurenian@cadentresources.com mgavoor@cadentresources.com www.demandcaster.com Twitter: @DemandCaster Copyright © 2009 Cadent Resources Group, LLC All rights reserved. Not for distribution
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