The document discusses various aspects of supply chain and logistics execution including delivery creation, replenishment deliveries, co-packing deliveries, inbound deliveries, transport planning, warehouse operations, and scrapping processes. It provides details on activities involved in each process such as allocating stocks, route determination, picking and packing, and financial bookings. Master data management, communication with transport partners, and compliance with standards and regulations are also covered.

1. VANYA VLADEVA, FAIO, E-MANAGEMENT, 341316011
KNOWLEDGE LOGISTICS

2. SUPPLY CHAIN WORLD
Supply
Chain
Logistics
Consumer
Supplier
Manufacturer
Distributor
Retail market

3. SUPPLY CHAIN PROCESS
Master data
Demand
planning
Order
management
Logistics
execution
IoT solutions
SC
Innovations

4. SUPPLY CHAIN / LOGISTICS EXECUTION
Master
data
Order
management
system
Production
Management
System
Warehouse
Management
system

5. SUPPLY CHAIN / LOGISTICS EXECUTION
Financial
targets
Supply
Chain
constraints
Market
complexity
Demand
planning

6. SUPPLY CHAIN / LOGISTICS EXECUTION
Corporate
policy
Supply Chain
partnership
Customer
collaboration
Order
managem
ent

7. SUPPLY CHAIN / LOGISTICS EXECUTION
Embedded
processes
Value Chain
Electronic Data
Interchange
Boundless
Interoperability
IoT
solutions

8. SUPPLY CHAIN / LOGISTICS EXECUTION
Disruptive
innovations
Intelligent
network
Industry 4.0
SC
Innovation
s

9. SUPPLY CHAIN / LOGISTICS EXECUTION
Transport
Planning
Transport
Equipment
Management
Controlling
Transport
Execution
Master Data
Management
Continuous
Improvement
Warehouse
Operations
Delivery
Creation
Logistics
execution

10. SUPPLY CHAIN / LOGISTICS EXECUTION
Process
Activity
Transport
Planning
Transport
Equipment
Management
SupervisionTransport
Execution
Master Data
Management
Continuous
Improvement
Physical
Transport
Track & Trace
Capacity
Reservation
Delivery
Transmission
Load Planning &
Optimization
TSP & WH
Communication
Pallet
Management
Transportation
MD Enrichment
Warehousing MD
Enrichment
Improvement
Roadmap /
Implementation
Complaint /
Root Cause
Analysis
Warehousing
Supervision
Transport
Supervision
Slot-Booking at
Departure WH
Slot-Booking at
Receiving WH
Return Transport
Planning
Warehouse
Operations
Inbound/ Return
Handling
Re-Packing /
-Labeling
Storage &
Handling Policies
Co-Packing
Outbound
Handling
Scrapping
Special Transport
Equipment
Request Master
Data & Change
Transport Equipment
Supervision
Benchmarking
Network Re-
Balancing
Idea
Management
Warehouse
Efficiency
Sustainability
Supervision
Logistics
Supervision
Co-Packing
Deliveries
Delivery
Creation
Inbound
Deliveries
Replenishment
Deliveries
Export / Import
Documentation
Logistics Cost
Settlement

11. SUPPLY CHAIN / LOGISTICS EXECUTION
1. THE DELIVERY DOCUMENT IS THE OBJECT WHERE THE SHIPPING AND DISTRIBUTION OPERATIONS AND ACTIONS ARE
PERFORMED/STARTED. IT IS NEEDED FOR THE PHYSICAL SHIPMENT TO CUSTOMERS AND IT’S PREPARATION IN THE WAREHOUSE AND
OTHER ACTIVITIES:
• BASIS DOCUMENT FOR SHIPMENT PREPARATION AND TRANSPORT PLANNING WITH CONTROLLED NUMBER RANGES AND
DIFFERENT TYPE PF DOCUMENTS, DEPENDS OF THE PURPOSE
• ALLOCATE EXISTING STOCKS TO THIS DELIVERY, REPLENISHMENT DELIVERIES HAVE AN STOCK CHECKING RULE
CONSIDERING STOCK AVAILABILITY REFERRING TO SALES ORDER DETAILS
• FIND & ALLOCATE CONCRETE BATCHES:
1. TRACK WHICH RAW MATERIALS / SEMI-FINISHED MATERIALS HAVE
BEEN USED FOR PRODUCTION,
2. SUPPORT QUALITY MANAGEMENT PROCESSES ON BATCH LEVEL
3. MONITOR FINISHED GOODS ON BATCH LEVEL AND IT’S SHELF LIFE
4. FULFILL CUSTOMER REQUIREMENTS REGARDING EXPIRY DATES OF
FINISHED GOODS
5. APPLY FIFO-PRINCIPLE IN PRODUCTION & SHIPPING TO AVOID OVERAGED MATERIALS
• BASIS DOCUMENT FOR PRO-FORMA INVOICE, CUSTOMS DECLARATION, BASIS DOCUMENT FOR PICK & PACK ACTIVITIES,
TRANSPORT DOCUMENTS
Delivery
Creation
Replenishment
Deliveries

12. SUPPLY CHAIN / LOGISTICS EXECUTION
2. AN OUTBOUND DELIVERY CAN BE CREATED WITH REFERENCE TO A SALES ORDER OR SCHEDULING
AGREEMENT AND DETAILS:
• REQUESTED DELIVERY DATE
• ROUTE DETERMINATION AND TRANSPORT ZONE - KEY COMBINATION FROM TIME NEEDED FOR OUTBOUND
HANDLING,, TRANSPORT ORGANIZATION, DESTINATION
• PICK AND PACK ACTIVITY - DEPENDING ON LOGISTICS ORGANIZATION AND THE AGREEMENTS REACHED WITH
EXTERNAL PROVIDERS (PACKAGING INSTRUCTIONS FOR HANDLING UNITS, PRINT SPECIFIC LABEL)
• SHIPPING CONDITIONS- SPECIFIES THE MODE OF TRANSPORT AND TRANSPORT EQUIPMENT (TRUCK, THERMO
TRUCK, AIR, SEA, CONTAINER, PARCEL SERVICE, CUSTOMER PICK-UP)
• PLANT - IS AN OPERATING AREA OR BRANCH WITHIN A COMPANY, SEVERAL STORAGE LOCATIONS IN WHICH
MATERIAL STOCKS ARE MANAGED CAN BELONG TO A PLANT, A PLANT CAN BE ASSIGNED TO SEVERAL
COMBINATIONS OF SALES ORGANIZATION AND DISTRIBUTION CHANNEL. A PLANT CAN HAVE SEVERAL
SHIPPING POINTS. A SHIPPING POINT CAN BE ASSIGNED TO SEVERAL PLANTS
• SHIPPING POINT - IS THE PHYSICAL PLACE FROM WHERE GOODS ARE DELIVERED/RECEIVED, THE SHIPPING
POINT IS THE HIGHEST-LEVEL ORGANIZATIONAL UNIT OF SHIPPING THAT CONTROLS YOUR SHIPPING
ACTIVITIES
Replenishment
Deliveries
Delivery
Creation

13. SUPPLY CHAIN / LOGISTICS EXECUTION
•
• 3. PURPOSE OF THE CO-PACKING DELIVERIES PROCESS IS TO CREATE, MODIFY AND CANCEL CO-PACKING DELIVERIES (PACKS,
BOXES, BAGS)
• INPUT FOR THE CO-PACKING DELIVERIES PROCESS IS DEPENDING ON PLANT CONCEPT EITHER A SUBCONTRACTING
PURCHASE ORDER OR A STOCK TRANSFER ORDER.
• BASED ON AN EXISTING STOCK TRANSFER ORDER OR SUBCONTRACTING PURCHASE ORDER THE DECISION HAS TO BE
TAKEN IF A DELIVERY IS NEEDED FOR PICKING AND/OR TRANSPORT.
• IN CASE A DELIVERY IS NEEDED, DELIVERY IS CREATED AND TRANSFERRED TO DELIVERY TRANSMISSION AND CO-PACKING.
• IF NO DELIVERY IS NEEDED CO-PACKING PROCESS STARTS IMMEDIATELY:
• THE CO-PACKING PROCESS COVERS ALL ACTIVITIES REQUIRED FOR THE EXECUTION OF CO-PACKING OF GOODS (E.G.
DISPLAY PACKING, SHRINKING, APPLYING COUPON/PROMO-STICKERS ON STANDARD PRODUCTS, GIFT PACKS, ETC
• OUTPUT OF THE CO-PACKING PROCESS ARE CO-PACKED FINISHED GOODS:
CO-PACKING COMPONENTS CO-PACKED FINISHED GOODS
Co-Packing
Deliveries
Delivery
Creation

14. SUPPLY CHAIN / LOGISTICS EXECUTION
• 4. PURPOSE OF THE INBOUND DELIVERIES PROCESS IS TO CREATE INBOUND DELIVERIES FOR CASES WHERE A COMPANY
MANAGES INBOUND TRANSPORTS FROM SUPPLIERS.
• INBOUND DELIVERY WITH REFERENCE TO A PURCHASE ORDER, TO GIVE MORE UP-TO-DATE AND MORE DETAILED DATA
ABOUT INCOMING GOODS FROM THIRD PARTY SUPPLIERS
• USED EITHER FOR WAREHOUSE MANAGEMENT SYSTEMS
• PRE-REQUISITE IS TO HAVE THE CONFIRMATION CONTROL KEY MAINTAINED IN THE PURCHASE ORDER ITEM LINE
Delivery
Creation
Inbound
Deliveries

15. SUPPLY CHAIN / LOGISTICS EXECUTION
• 1. AFTER THE GOODS ARE AVAILABLE ON THE LOADING RAMP THE GOODS ARE TRANSFERRED TO A WAREHOUSE. FOR
THE TRANSFER, NO PUBLIC ROAD IS CROSSED
• PHYSICAL PROCESS WHERE WAREHOUSE STAFF IS TRANSFERRING ALL THE PICKED AND PACKED DELIVERIES TO THE
SHIPMENT ORGANIZATION
• A SHUTTLE PROCESS THAT CARRIES GOODS ON A PREDEFINED ROUTE IN REGULAR INTERVALS, ONLY TRANSPORT
CAPACITY RESERVATION.
• RESERVATION OF TRUCKS NEEDED FOR THE ROUTE DETERMINATION AND TRANSPORT ZONE, SHIPPING
CONDITIONS, PLANT, SHIPPING POINT
• THE TARGET IS TRANSPORT COST OPTIMIZATION AND ON-TIME DELIVERY
Transport
Planning
Capacity
Reservation
Delivery
Transmission

16. SUPPLY CHAIN / LOGISTICS EXECUTION
• 2. PROCESS FOR OPTIMAL SHIPPING AND LOADING ACTIVITY, LESS COST AND TIME:
• THE PURPOSE OF STACKABILITY PALLET CONVERSION SOLUTION IS TO:
• CALCULATE THE NUMBER OF PALLET SPACES AS AN INPUT FOR TRANSPORT PLANNING AND PRE-
CALCULATION
• CALCULATE IF A SALES ORDER AND/OR A DELIVERY IS OPTIMIZED IN TERMS OF A TRUCK CAPACITY,
MEASURE THE AMOUNT OF PALLET SPACES USED BY ALL THE MATERIALS.
• PALLET SPACES ARE CALCULATED FOR FULL PALLETS CONSIDERING THE LEVEL OF ROUNDING PARAMETER
• EACH PALLET SPACE IN THE TRUCK ONLY CONTAINS ONE REFERENCE.
• GROUND PALLET SPACES CAN BE OCCUPIED WITH PALLETS OF DIFFERENT MATERIALS
Transport
Planning
Load Planning &
Optimization
Example:
Mat A. Full Pal = 3  Stackability : 2  1, 5 PS
Mat B Full Pal = 3  Stackability : 2  1, 5 PS
Mat C Full Pal = 2  Stackability : 1  2 PS
Total Load: round up (1,5+1,5+2) = 5 PS

17. SUPPLY CHAIN / LOGISTICS EXECUTION
• 3. ACTIVE COMMUNICATION BETWEEN WAREHOUSE AND TRANSPORT COMPANY FOR TRUCK
AVAILABILITY, WAREHOUSE READINESS FOR LOADING.
• EDI COMMUNICATION
Transport
Planning
TSP & WH
Communication

18. SUPPLY CHAIN / LOGISTICS EXECUTION
• 4. PROCESS FOR HOUR RESERVATION FOR LOADING THE TRUCK, FOR BETTER MOVEMENT ORGANIZATION AND
PRIORITIZATION OF GOODS ACCEPTANCE:
• USUALLY BY ESPECIALLY DEVELOPED SAS SOFTWARE (HTTP://WWW.MERCAREON.COM)
• CONTROLS THE DELIVERY TO THE LOADING RAMP
• IMPROVES INCOMING GOODS ACCEPTANCE, PRODUCTIVITY, PLANNING
• PREDICTABLE, BETTER FLOW OF INFORMATION AND GREATER TRANSPARENCY.
• SOLUTION FOR CUSTOMERS, SUPPLIERS, CARRIERS
Transport
Planning
Slot-Booking at
Departure WH
Slot-Booking at
Receiving WH

19. SUPPLY CHAIN / LOGISTICS EXECUTION
• 5. IN CASE OF RETURNS:
• FROM CLIENT (DAMAGED GOODS, COMPLAINTS) THE TRANSPORT PROCESS IS DONE VICE VERSA
• INFORMATION FROM CLIENT TO TRANSPORT COMPANY FOR RETURNS
• TRANSPORT COULD BE ORGANIZED BY CLIENT (NO TRANSPORT PLANNING NEEDED)
• RETURN CONTROL (REASON AND PENALTIES)
• PLANNING RETURNS AND SHIPMENT
• BOOK THE STOCK IN PLACE FOR FURTHER INSPECTION
• FROM COMPANY TO PRODUCTION (DAMAGED GOODS, GOODS WITH BAD QUALITY)
• IMPORTANT IS BATCH MANAGEMENT
Transport
Planning
Return Transport
Planning

20. SUPPLY CHAIN / LOGISTICS EXECUTION
Transport
Planning
Export / Import
Documentation
• 6. THE TRANSPORT PLANNING PROCESS HAVE TO BE DOCUMENTED ACCORDING LOGISTICS AND AUDIT REQUIREMENTS:
• DELIVERY NOTE DOCUMENT (PACKING LIST) - CREATED ONCE GOODS ISSUE IS PERFORMED
• CONSECUTIVE NUMBERING
• CARRIER, SHIPMENT NUMBER
• SHIPPING CONDITION
• SHIPPING POINT
• SHIPPING TYPE
• DELIVERY DATE
• PARTNERS (BUYER ADDRESS, SHIP-TO ADDRESS, PURCHASE ORDER NUMBER)
• GOODS (DESCRIPTION, QTY, EAN, BATCH, SHIPPING UNIT, COMMODITY CODE, GROSS, NET WEIGHT)
• TEMPERATURE TEXT/STABILITY
• SHIPMENT DOCUMENT (ORDER FOR FORWARD. AGENT- CREATED ONCE GOODS ARE READY FOR DISPATCH
• SAME AS DELIVERY NOTE DOCUMENT (PACKING LIST)
• TYPE OF PACKAGING (CARTONS, PALLETS, CANS, BULKS, ETC.)
• STACKABILITY FACTOR
• DRIVER’S SIGNATURE

21. SUPPLY CHAIN / LOGISTICS EXECUTION
1. PROCESS THE DELIVERY NOTES FROM PRODUCTION:
• RECEIVE AN INBOUND SHIPPING NOTIFICATION
• PLAN AND CONTROL INCOMING VEHICLES
• UNLOADING GOODS
• CHECK QUANTITY
• CHECK QUALITY AND REASON
• CREATED DELIVERY NOTE FOR INBOUND OR RETURN
• IN CASE OF RETURN - ADJUST THE DELIVERY FOR QUANTITY DISCREPANCY
• BOOK GOODS RECEIPT INTO FREE STOCK
• BOOK GOODS RECEIPT INTO QUALITY STOCK (IN CASE OF BAD QUALITY STOCK)
• BOOK GOODS RECEIPT INTO SPECIAL AREA STOCK (ADR - AGREEMENT CONCERNING THE INTERNATIONAL
CARRIAGE OF DANGEROUS GOODS BY ROAD, GENEVA - 30 SEPTEMBER 1957 )
• RECEIVE INFO ABOUT INCORRECT MASTER DATA, REQUEST MASTER DATA AND CHANGE
• CREATE BATCH AND COPY MAIN CHARACTERISTICS
• SAMPLE TESTING EXECUTED (IF REQUIRED)
Warehouse
Operations
Inbound/ Return
Handling

22. SUPPLY CHAIN / LOGISTICS EXECUTION
2. PURPOSE IS TO ESTABLISH A MINIMUM SET OF STANDARD RULES:
• TO HARMONIZE THE BASIC REQUIREMENTS OF ALL WAREHOUSE OPERATIONS
• APPLY TO THE STORAGE OF RAW MATERIALS, PACKAGING MATERIALS, TRADED GOODS, SEMI-FINISHED AND
FINISHED GOODS
• INPUT FROM CORPORATE STANDARDS:
• WAREHOUSING: INBOUND STOCK MOVEMENTS, STORAGE, OUTBOUND STOCK MOVEMENTS, STOCK
CONTROL, RETURNED GOODS AND WAREHOUSE AT THE PRODUCTION SITE
• HANDLING OF DAMAGED AND/OR RETURNED GOODS
• FIRE PROTECTION
• LOCAL WAREHOUSE INSTRUCTIONS
• SAFETY HEALTH ENVIRONMENT REGULATIONS
• REQUIREMENTS FOR 3RD PARTY WAREHOUSES
• VENDOR CODE OF CONDUCT
• REQUIREMENTS PROFILE WAREHOUSING
• LOCAL STORAGE AND HANDLING WAREHOUSE ACTIVITIES
SHOULD BE IN COMPLIANCE (INTERNAL AND EXTERNAL AUDITS,
LEGISLATION AND INSURANCE BODIES)
Warehouse
Operations
Storage &
Handling Policies

23. SUPPLY CHAIN / LOGISTICS EXECUTION
3. PURPOSE OF THE RE-PACKING / -LABELING PROCESS IS:
• TO ENABLE RE-PACKING OF GOODS (E.G. CUSTOMER SPECIFIC PACKAGING) AND
• RE-LABELING OF GOODS (E.G. CUSTOMER SPECIFIC LABELING, SHELF LIFE EXTENSION).
• RE-PACKING AND RE-LABELING ACTIVITIES ARE PERFORMED IN SPECIAL STORAGE LOCATION (STOCK IS BLOCKED
FOR SALES)
• CHECK OF LABELS AVAILABILITY
4. CO-PACKING COVERS ALL ACTIVITIES REQUIRED FOR THE EXECUTION OF CO-PACKING OF GOODS (E.G. DISPLAY
PACKING, BANDING, GIFT PACKS, ETC.)
• INHOUSE - AT SAME LOCATION WHERE PRODUCTS ARE STORED OR
• EXTERNAL - AT AN EXTERNAL LOCATION (OUTBOUND HANDLING REQUIRED).
• SUBCONTRACTING STOCK IS MANAGED IN A SPECIAL STOCK (PHYSICALLY MOVED TO ANOTHER PLACE)
• CHECK OF CO-PACKING MATERIALS AVAILABILITY
Warehouse
Operations
Re-Packing /
-Labeling
Co-Packing
Dangerous Goods Handling is
considered if required
In case of highly automated
warehouses, a Purchase order
and/or inbound delivery is
required to trigger the put-
away activities

24. SUPPLY CHAIN / LOGISTICS EXECUTION
4. PURPOSE OF THE OUTBOUND HANDLING PROCESS IS AN EFFICIENT HANDLING OF OUTBOUND DELIVERIES.
• THE OUTBOUND HANDLING PROCESS COVERS ALL ACTIVITIES NECESSARY TO DELIVER GOODS OUT OF THE WAREHOUSE
STARTING FROM PICKING AND PACKING TILL GOODS ISSUE POSTING. DANGEROUS GOODS HANDLING IS
CONSIDERED IF REQUIRED
• PHYSICAL OUTBOUND HANDLING STARTS AFTER DELIVERY IS CREATED AND SHIPMENT IS PLANNED , HERE ARE FOUR
BUSINESS SCENARIOS FOR OUTBOUND HANDLING :
• OUTBOUND HANDLING FOR PALLETS AND OTHER SPECIAL TRANSPORT EQUIPMENT
• OUTBOUND HANDLING FOR PARCELS
• OUTBOUND HANDLING FOR SHUTTLE PROCESS
• OUTBOUND HANDLING TANK TRUCK
• OUTPUT OF THE OUTBOUND HANDLING PROCESS IS A LOADED TRUCK INCLUDING ALL REQUIRED DOCUMENTATION.
• THE OUTBOUND HANDLING IS CLOSED WITH POSTING GOODS ISSUE - MEANS THAT THE INVENTORY WILL BE ADJUSTED
Warehouse
Operations
Outbound
Handling

25. SUPPLY CHAIN / LOGISTICS EXECUTION
5. PURPOSE OF THE SCRAPPING PROCESS IS:
• TO REMOVE DAMAGED OR FOR SOME OTHER REASON UNUSABLE GOODS FROM STOCK SINCE THEY CANNOT BE
NORMALLY SOLD. THIS IS OFTEN NOTICED DURING PICKING, PHYSICAL INVENTORY OR RECEPTION OF RETURNS
• SCRAPPING PROCESS COVERS ALL ACTIVITIES REQUIRED FOR PHYSICAL SCRAPPING AS WELL AS FINANCIAL BOOKING OF
SCRAPPED GOODS INCLUDING A REASON CODE FOR SCRAPPING.
• SOME WAREHOUSES BUFFER THE GOODS AND SORT THEM BY WASTE CLASSES AND STORED IN SPECIAL STORAGE
LOCATION (BLOCKED FOR SALES)
• CONTROL OF SCRAPING FROM WAREHOUSE CLERK - APPROVAL FOR:
• GOODS TO BE SCRAPPED,
• QUANTITY
• TIMING
• FINANCIAL IMPACT
• LEGAL APPROVAL (IF NEEDED)
Warehouse
Operations
Scrapping

26. SUPPLY CHAIN / LOGISTICS EXECUTION
1. PURPOSE OF THE TRANSPORT EXECUTION IS:
• THE GOODS ARE IN THE CARRIER RESPONSIBILITIES AND ACCOUNTABILITY
• ORGANIZATION OF PHYSICAL DELIVERY (TRUCK, SHIP, PLANE, ETC.) ACCORDING TRANSPORT LEGAL REGULATIONS
AND STANDARDS
• RECEIVING CONFIRMATION FROM THE CLIENT THAT THE GOODS ARE DELIVERED AND ACCEPTED
• IN CASE OF COMPLAINTS THE CARRIER IS ACCEPTING THEM FROM THE CUSTOMER AND TRANSFER (RETURN)
GOODS BACK TO THE SUPPLIER
• THE PHYSICAL MOVEMENT OR STOCK TRANSPORT IS MONITORED VIA GPS TRACKERS
• THE CARRIER IS ASSURING THE QUALITY AND QUANTITY OF THE SHIPMENTS
Transport
Execution
Physical
Transport
Track & Trace

27. SUPPLY CHAIN / LOGISTICS EXECUTION
1. PURPOSE OF THE PALLET MANAGEMENT PROCESS IS:
• CONTROL PALLETS INBOUND AND OUTBOUND MOVEMENTS (STORED AND TRACKED IN WAREHOUSE MANAGEMENT
SYSTEM AS A COMPANY ASSETS)
• TWO APPROACHES FOR PALLET MANAGEMENT:
• PALLETS RETURNED FROM CUSTOMERS AND REALIZED WITH PALLET TRADERS
• PALLETS POOLING (HTTP://WWW.CHEP.COM)
• REDUCED CAPITAL EXPENDITURE - CHEP BEARS THE COST OF RUNNING THE POOLING EQUIPMENT
NETWORK
• QUALITY EQUIPMENT AVAILABLE ON-DEMAND IN A CONDITION THAT IS FIT FOR USE
• OUTSOURCE THE EXPENSE, LABOR AND SKILLS REQUIRED TO RUN AN EQUIPMENT POOL
• CHEP SIMPLIFIES YOUR LOGISTICS PROCESS SO YOU CAN FOCUS ON YOUR BUSINESS
Transport
Equipment
Management
Pallet
Management

28. SUPPLY CHAIN / LOGISTICS EXECUTION
2. PURPOSE OF THE SPECIAL TRANSPORT EQUIPMENT IS:
• TO ENSURE TRANSPORT EQUIPMENT ADEQUATE FOR THE HANDLING AND DELIVERY PURPOSES
• DANGEROUS GOODS HANDLING IS CONSIDERED IF REQUIRED
Transport
Equipment
Management
Special Transport
Equipment

29. SUPPLY CHAIN / LOGISTICS EXECUTION
1. PURPOSE OF MASTER DATA MANAGEMENT IS:
• TO FACILITATE CORPORATE PROCESSES, GOVERNANCE, POLICIES, STANDARDS AND TOOLS
• IT CAN COVER RELATIVELY STATIC REFERENCE DATA, TRANSACTIONAL, UNSTRUCTURED, ANALYTICAL,
HIERARCHICAL AND META DATA
• MASTER DATA IS ORGANIZED ON CERTAIN LEVELS:
• BASIC DATA – DESCRIPTION, UNIT OF MEASURES, EAN,
• CLASSIFICATION DATA – ROWS, PACKS, REGULAR PRODUCTS
• SALES ORGANIZATION DATA – RELATED TO SALES PROCESS EMBEDDED WITH LOGISTICS PROCESS
• SALES PLANT DATA – RELATED TO PLANT AND STORAGE
• FOREIGN TRADE DATA – RELATED TO EXPORT OUTBOUND DELIVERIES
• PURCHASING DATA – RELATED TO VENDOR AND INBOUND DELIVERIES
• PLANNING AND FORECASTING DATA – RELATED TO PRODUCTION, VENDOR AND INBOUND DELIVERIES
• WAREHOUSING MANAGEMENT DATA – PLANT, STORAGE LOCATION, BATCH MANAGEMENT
• ACCOUNTING DATA – COSTING, PROFIT CENTERS, TAX
• MASTER DATA MONITORING, CHANGE AND ADJUSTMENT IS KEY TO ENSURING MASTER DATA QUALITY AND
PROCESS QUALITY
Master Data
Management
Transportation
MD Enrichment
Warehousing MD
Enrichment
Request Master
Data & Change

30. SUPPLY CHAIN / LOGISTICS EXECUTION
1. CONTINUOUS IMPROVEMENT IS A PREREQUISITE FOR :
• LOGISTICS COST OPTIMIZATION (WAREHOUSING, TRANSPORT)
• REDUCING LOST (CUSTOMER COMPLAINTS, SCRAP, DAMAGED GOODS)
• INCREASE CUSTOMER SERVICE LEVEL
• INCREASE WAREHOUSE PROCESS EFFICIENCY
• IMPLEMENT BEST PRACTICES
• IMPLEMENT NEW DIGITAL AND IOT SOLUTIONS FOR EFFECTIVE PROCESSES
• INCREASE AGILITY IN LOGISTICS SERVICE
MAIN OUTPUTS FOR ANALYSIS AND DEFINE STEPS FOR IMPROVEMENT ARE KPI (KEY PERFORMANCE INDICATORS):
• CUSTOMER SERVICE LEVEL – DELIVERY ON-TIME-IN-FULL
(DELIVERY OF ORDERED QTY , WITHOUT SHORTAGES IN THE REQUESTED
DELIVERY DAY WITHOUT DELAY)
• INVENTORY LEVEL- KEEP STOCK ONLY UPON CUSTOMER REQUEST
• TRACKING OF REASONS FOR SCRAPING – MONITORING OF STORAGE POLICY
• TRACKING OF REASONS FOR RETURNS – MONITORING OF TRANSPORT CONDITIONS
Continuous
Improvement
Improvement
Roadmap /
Implementation
Complaint /
Root Cause
Analysis
Benchmarking
Network Re-
Balancing
Idea
Management
Warehouse
Efficiency

31. SUPPLY CHAIN / LOGISTICS EXECUTION
1. PROCESS CONTROLLING IS LEADING TO:
• REDUCTION OF PROCESSING AND SOURCING COSTS
• IMPROVEMENT OF NETWORK CAPITAL
• INCREASE OF PROFITABILITY
• DECREASE OF DAMAGED GOODS AND DESTRUCTION COSTS (SUSTAINABILITY )
• IMPROVEMENT OF EFFICIENCY:
• TRANSPORT
• WAREHOUSING
• LOGISTICS COST
• INVOICING PROCESS
• COST ALLOCATIONS AND BUDGETS
• FASTER INVENTORY TURNOVER
• AVOID DISHONEST ACTIONS
• AVOID PENALTIES AND NON-AUDIT COMPLIANCE
• KEEP CORPORATE STANDARDS
• KEEP CORPORATE IMAGE ON HIGH LEVEL
Supervision
Warehousing
Supervision
Transport
Supervision
Transport Equipment
Supervision
Sustainability
Supervision
Logistics
Supervision
Logistics Cost
Settlement

32. SUPPLY CHAIN / LOGISTICS EXECUTION

33. SUPPLY CHAIN / LOGISTICS EXECUTION
Author: Vanya Vladeva
Fac No 341316011
ELFE, Mag. E-management, TU Sofia
vvladeva@tu-sofia.bg
vanya.vladeva@abv.bg