EMI Based Collaboration Accelerates Supply Chain Performance


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World class supply chain management (SCM) reduces barriers between suppliers, manufacturers and customers to create a seamless supply chain involving all operational units. Enterprise Manufacturing Intelligence (EMI) is fundamental to meeting that goal.

The primary SCM mission is to move the highest quality goods through the supply chain as quickly and accurately as possible. Each unit needs to collaborate on improving supply chain performance and effectively deal with:

• Cycle time reduction
• Logistics performance
• Quality/performance issues
o Transaction error rates
o Product quality and compliance issues

Operational silos within the company and its supply chain cripple sharing strategies and data across supply chain functions. EMI based collaboration blasts through these barriers and brings together experts from all supply chain units to forge solutions.

On September 25 join Mark Gavoor, Managing Director of CR-Supply Chain Consulting, to discuss the impact of collaboration on supply chain management and improvement. Mr. Gavoor is an experienced supply chain and quality practitioner, and has been VP Supply Chain at Sanford NA (Rubbermaid) and Director of Customer Service and Logistics for Colgate-Palmolive.

Sign up for the conversation. http://www.nwasoft.com/resources/webinars/emi-based-collaboration-accelerates-supply-chain-performance

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EMI Based Collaboration Accelerates Supply Chain Performance

  1. 1. Manufacturing Intelligence for Intelligent Manufacturing™ September 25, 2013 A Conversation: EMI Based Collaboration Accelerates Supply Chain Performance
  2. 2. Lloyd Colegrove, Dir. Fundamental Problem Solving The Dow Chemical Company lfcolegrove@dow.com 979.238.9948 Our Guest
  3. 3. The right products In the right places In the right quantities At the right time With perfect quality At the best cost First Principles of Supply Chain Management
  4. 4. Most Pressing Supplier Risks IHS Inc & Supply & Demand Chain Executive Magazine, 2012 Survey Results Supply Delay / Disruption Quality Cost Reliability 0% 70%60%50%40%30%20%10% 80%
  5. 5. Supply Chain Decision Space Clarity • In God we trust, all others must bring good data. • Good Data Turned into Good Information Breaks Impasses • EMI Provides the Actionable Information
  6. 6. Supplier Manufacturer Customer Strategic Analysis Planning and Decision Support Operations and Transaction Management Supply Chain Technology Strategy
  7. 7.  Information Flow Purchasing Inventory Allocation Manufacturing Suppliers Mfg Planning Order Processing Trade Distribution Warehouse Places Order Forecasting Order Taking & Fulfillment Manufacturing Material/Product flow 
  8. 8. 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
  9. 9. Target Problems • Must Be – quality & performance – Cycle time reduction – Logistics performance – Quality/performance issues • Transaction error rates • Product quality and compliance issues • Costs
  10. 10. Collaboration Center MOM LIMS ERP QIS C Problem Resolution SCM Media Analytics
  11. 11. Manufacturing Intelligence for Intelligent Manufacturing.™ Questions?
  12. 12. Mark Gavoor CR-Supply Chain Consulting (630) 242-0502 mgavoor@cr-supplychain.com