Mit Great

Mit Great
* Before the redesign project, what factors, processes and behaviors led to the planning problems?
Lack of consensus on forecasts that the departments of sales, marketing, finance and operation all had
their own forecasts and they did not trust each other's numbers.
The lack of formalized process and communication of forecasting was the key reason underlying.
Also, the data most relevant to forecasting was often not accurate or inusable and Leitax had no built–in
system to monitor demand planning. Life cycle of certain products was often extended in order to push
sales to resellers.
Sell–in rather than sell–through was relied upon.
The other aspect is the industry aspect that digital camera is a rapidly changing industry that ... Show more
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Leitax should tie its demand planning system to its product group, because it constantly introduces new
products, so that product group needs to help all these parties involved in demand planning to navigate
through the new products on the agenda. This may help different parties to have a better understanding
from an inner perspective in addition to marketing and sales perspective.
Extending products beyond their lifecycle as Leitax did only serves the purpose of making your numbers
look good in the short–term. Ultimately, Leitax did more damage extending the cycles than honoring the
lifecycles agreed to in the beginning. Forecasts should be performed with long term results in mind versus
purely short term results.
The decision to introduce more sophisticated forecasting techniques to aid the demand planning process
would not have worked well for Leitax. The introduction of the system Fowler and McMillan introduced
was a significant change for the staff of this company, thus trusting the system and improving the system
for better accuracy would pay off more than confusing things by adding more sophisticated models.
Relying on the most robust model, the statistical model has proven successful in Leitax's past, but Fowler
was concerned the DMS group would seem over bearing. I think DMS had the ability to utilize statistical
modeling while also bringing all stakeholders together in a manner that was cooperative versus over
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How Leadership Styles And Approaches Are Essential For The...
Leadership styles and approaches are essential for the high performance working in healthcare
organisations (Yuki, 2006). Various leadership styles provide different impact upon the organisational
performance, staff motivation, and high performance working. The attributes and attitudes that a leader
possesses also have impact upon employee commitment and behaviour. These factors affect high
performance working. Apart from this capacity planning which is one of the major operational activities in
healthcare organisations also depends upon successful leadership. To maintain a high standard of customer
satisfaction, effective management of service operation is very important in health care organizations. This
essay examines the implementing ... Show more content on Helpwriting.net ...
Strategic role of the leader of the Family Planning Outreach Clinic is manifested in the development of the
strategy of the organisation, creating its vision and mission and objectives, revising the strategy according
to the change in the external and internal environment of the organisation. This results in achieving
competitive advantage to the organisation. As a strategy leader the manager of the Family Planning
Outreach Clinic is competent to drive the organisation through hard times, faces challenges, and led it
towards success. Managerial role of the leader of the Family Planning Outreach Clinic involves leading,
guiding, directing teams and individuals, monitoring their performances setting targets and goals for teams
and individuals for achieving the organisational goals, controlling the teams, planning and implementing
projects, performance appraisal, budgeting, conflict management and change management. Operational
role of the leader of the Family Planning Outreach Clinic involves planning the operational activities,
monitoring the performance, improving the quality of the service, quality auditing, reducing the cost of
service delivery, ensuring speed in service delivery, capacity planning and managing demands and project
management.
High performance working can be defined as the peculiar high quality of standards conformed in an
organisation with a view to achieve high level

Customer Collaboration: Case Study
Identify total number of customers under customer collaboration and calculate % out of all customers
2. Request revenue by the collaboration customer and total revenue
3. Calculate percentages to determine how mature is customer collaboration
4. Evaluate if organization has mature technology in place for collaboration, that is – share forecast, POS
data, etc.
Identify groups that generate forecast
2. Check if the teams use any forecasting tools (other than Excel)
3. Check if groups have a central repository for forecast and maintains at least 2 years of history
4. Check if groups use customer collaboration data in forecasting
5. check if products are classify in categories
6. Request for forecast accuracy KPI, if not available calculate. Forecast accuracy should be measure ...
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Check if supply planning team deals with any central demand planning team or directly with markets
3. Check if team uses any system to perform the planning
4. Check data accuracy as supply planning is highly dependent on the data quality
5. Review supply planning process and identify gaps compared to leading practices
6. Check collaboration among teams
Understand current planning process and compare it with KPMG's IBP framework to identify gaps in the
process
2. Determine if executives are involve in the process
3. Determine is the Finance is involved in the process all along
4. Determine if the forecast is too volatile and inventory is high
Identify if there is any centralized function
2. Check if communication among teams is clear. Too many sales people connecting directly to plants or
production planners is a sign of absence of a sound process.
3. Check KPIs: check if plants adhere to schedules and plants' utilization is high
4. Check if plants are not maintaining high inventory that may be due to primary focus on plant utilization.
Check if too many people are interacting directly to plant or production planner to change schedule.
2.Check if production schedule varies a lot cycle over

How to Do Production Planning and Control
Production, Planning and Control
Dr. Sindhuja
The most important business module – Production. Why?...
Objectives
The ultimate objective of production planning and control, is to contribute to the profits of the enterprise.
this is accomplished by keeping the customers satisfied through the meeting of delivery schedules.
Specific objectives of production planning and control are to establish routes and schedules for work that
will ensure the optimum utilization of materials, workers, and machines and to provide the means for
ensuring the operation of the plant in accordance with these plans.
Components of PP
SOP: Sales and operations planning DRP: Distribution Requirements Planning MRP: Materials
Requirement ... Show more content on Helpwriting.net ...
It is tightly integrated with modules such as MM and SD thru the use of MRP which is also part of PP
Flow of Production Planning
Customer order management Demand management
I/P MRP BOM
Purchase requisition
Planned order
A
A
Define work center
Routing
Goods issue
Release order

Order confirmation
Order settlement
Flow of PP
Demand generation thru demand management calculates the quantities to produce and the time for the
final assembly data from demand management is transferred to MRP. The data from demand mgt can
come from Customer Sales Order (firm) or Planned Order (forecast).
MRP checks for the availability of material at various stages of BOM.
– In case material is not available MRP generates planned order and Purchase requisition for production of
components in house and procurement from vendor respectively.
The planned orders are converted into production order by the planner and the purchase requisition are
converted into purchase order by the purchaser.
Production in charge converts the planned order to production order and carries out the production
activities once the order is released for production. Production is carried out as per the operation steps
provided in the routing. Work centers are also mentioned with each operation in the routings where these
operations are to be carried out. Once the

Supply Chain Management
Answer 1:
1.1 Forecasting is the basic and initial step in supply chain planning. Matching supply and demand is at
the heart of operational planning. As most of the production systems fail to give an instantaneous response
to customer demand, forecast of future demand is very necessary to make efficient and effective
operational plans. Plant, process, and labour capacity are all set based on the forecasts of future demand.
The facility decisions and the capacity planning are mainly based on long–term aggregate forecasts.
Proper inventory levels are planned based on the short–term forecasts at a disaggregated level since
specific components and end items are stocked for immediate customer demand. Forecast is an important
step in the supply chain planning because most of the functional areas of the firm are affected by forecasts.
For example, production planning should be done by manufacturing on a day to day basis to meet the
customer needs. Forecasts are supposed to be understood by the finance to make a proper level of
investment in the plant, equipment, and inventory so that the budgets are constructed for a better
management of business. Proper allocation of resources for different product groups and marketing
function campaigns are to be known by the marketing function. Forecasts helps the human resources
function in hiring and training decisions when the demand is expected to grow, by determining the labour
requirements of the firm.
To CREATE

AT & T Universal Card Company Case Study
The AT&T universal card service is a credit card company has undergone a significant transformation to
become a leading credit card company. Universal Card Services (UCS) has invested heavily in improving
the quality of service delivered by the Universal card service call center with an overall aim of improving
the customer satisfaction. It is in this light that the company has transformed its management and
operations in order to focus on customer experience and realized significant improvements (Rosegrant).
The achievements of AT&T Universal Card Company has been a result of gradual and strategic planning
and goal setting that has driven the company to success. The process of market strategizing started with
the development of a sound plan through market research and analysis of the customer needs and
demands. The approach was possible through the surveys for both employees and customers and analysis
of the findings. The company then structured measures that could improve employee performance and
customer experience (Rosegrant). At the panicle of AT&T won the Malcolm Baldridge National Quality
Award ... Show more content on Helpwriting.net ...
First, the company executives in their strategic planning self–evaluated the underlying principles that
assisted the company to achieve so much within a short period. As noted the company had the objective of
improving their quality further through pioneering innovative strategies that could assist the company
outsmarts established credit card companies. It is important to note that credit card business if highly
competitive and for a company to be successful it is important for a company to devise a strategic plan
that can be implemented based on the available market research information. The plan provides the
management on the process of goal setting and proper management to achieve the desired goals and

Chase Strategy OPS571 Week 3
Learning Team Reflection – Week 3
OPS/571
October 7, 2013
Stephanie Coleman
Learning Team Reflection – Week 3
This week a portion of our study focused on sales and operations planning. The sales and operations
planning process helps companies provide better customer service, lower inventory, shorten customer lead
times, stabilize production rates, and give top management a better view of the business (Chase & Jacobs,
2011). Sales and operations planning evolved into aggregate planning that stresses the importance of
cross–functional teamwork and tightly integrated efforts between sales, distribution, logistics, operations,
finance, and product development (Chase & Jacobs, 2011). Aggregate planning focuses on ... Show more
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The resulting transition to a demand–driven model exceeded expectations with the company, in February
2010, announcing record cash flows from 2009 operations doubling 2008 cash flows and 35 percent
higher than 2004 record cash flows (Kash, 2011).
Another example of a company using the chase strategy is retailer Neiman Marcus that ramps up
temporary employment to meet an increase in holiday sales. The increased employees are utilized both in–
store and in the warehouse to meet customer demand. Neiman Marcus mails out their "Christmas Book" in
mid–September and sees a large increase in orders immediately afterward. Sales volume begins a steep
ascent that peaks in early December (Auguston, 1992). The September demand represents 52 percent of
peak shipments, and October represents 91 percent of peak shipments. Demand in November and
December are in excess of 100,000 shipments per week reaching a peak demand volume of 28,000 orders
per day translating to more than double normal sales (Auguston, 1992). Neiman Marcus meets this
enormous demand shipping 90 percent of holiday sales within 1 day and 99 percent within 2 days with
99.4 percent accuracy. Achieving these extraordinary results requires advanced planning that includes
hiring 300 additional people to work in their distribution center during the holiday season. Twenty percent
of these temporary workers return each year (Auguston, 1992).

Objectives Of Sap F & R
Objectives of SAP F&R:–
Products supply are mainly based on customer demand which changes for each individual product at
individual location. This makes to forecast and optimization a difficult task where estimating demand and
ordering goods is not desirable even if it is possible. In order to manage inventory, optimize return of
investments solution which can optimize Supply chain demand and planning is needed.
SAP Forecasting and Replenishment uses sophisticated optimization and automation capabilities to help
manufacturing companies strike the ideal balance between minimizing inventory ownership and
maximizing customer service. It helps in improve inventory turnover and prevent out–of–stock conditions
that results in lost sales and customer alienation. Using the expertise in the particular industry domain and
advanced techniques incorporated by leading industries, SAP Forecasting and Replenishment is a solution
created for effective and maximum merchandise optimization. The solution mainly focuses on products
which are replenished on a regular base from both internal/external vendors and built to manage complex
products which are affected by trends, seasons, seasonality, price changes or promotions. It deals with
reducing inventories simultaneously optimizing the actual service levels. Several other benefits includes:–
Lower inventories.
Reduce production and transportation costs.
Increased manufacturing throughput.
Higher level of service.
As a basic factor to

Case Study
Faculty of Technical Science Title "SUPPLY CHAIN MANAGEMENT" Graduation Project Course:
PRODACTION SYSTEM CONTROL Skopje – July, 2011 1 Faculty of Technical Science Title
"SUPPLY CHAIN MANAGEMENT" Graduation Project Course: PRODACTION SYSTEM CONTROL
Mentor: Prof. (Tarik CAKAR) Performed by: Enis SELAM, Student ID No.08/09.20
Enis_slm@hotmail.com Skopje, July, 2011 2 BRIEF CONTENTS Preface xiii Part I –– Building a
Strategic Framework to Analyze Supply Chains Chapter 1 Understanding the Supply Chain Chapter 2
Supply Chain Performance: Achieving Strategic Fit and Scope Chapter 3 Supply Chain Drivers and
Metrics Part II –– Designing the Supply Chain Network Chapter 4 Designing Distribution Networks ...
ole of Network Design in the Supply Chain–––––––––––––––––––––––––––––5.2 Factors Influencing
Network Design Decisions––––––––––––––––––––––––––––––––5.3 Framework for Network Design
Decisions–––––––––––––––––––––––––––––––––––––5.4 Models for Facility Location and Capacity
Allocation––––––––––––––––––––––––Ch 6 Designing Global Supply Chain Networks 6.1 The Impact of
Globalization on Supply Chain Networks–––––––––––––––––––––6.2 The Off shoring Decision: Total
Cost––––––––––––––––––––––––––––––––––––––––––––6.3 Risk Management in Global Supply
Chains––––––––––––––––––––––––––––––––––––6.4 The Basic Aspects of Evaluating Global Supply
Chain Design––––––––––––––6.5 Evaluating Network Design Decisions Using Decision
Trees––––––––––––––––AM Tires: Evaluation of Global Supply Chain Design Decisions Under 6.6
Uncertainty–––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––
4 6.7 Making Global Supply Chain Design Decisions Under Uncertainty in
Practice––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––
55 Part III Planning Demand and Supply in a Supply Chain Ch 7 Demand Forecasting in a Supply Chain
7.1 The Role of Forecasting in a Supply Chain–––––––––––––––––––––––––––––––––––––7.2
Characteristics of Forecasts–––––––––––––––––––––––––––––––––––––––––––––––––––––––7.3
Components of a Forecast and Forecasting Methods––––––––––––––––––––––––––7.4 Basic Approach to
Demand

A Brief Note On The Industrial Engineering Of A Motorcycle...
II. Career Episodes
2.1 Career Episode 1
2.1.1 Introduction. In this career episode, I describe an industrial engineering task which I undertook as
part of my educational program in the bachelor degree program in Industrial Engineering department,
Faculty of Engineering, Andalas University, Indonesia, during 1998–2003. In this task, I worked with my
team to solve industrial engineering problems within a motorcycle carburettor manufacturer by predicting
customer demand through forecasting activities, for later, was used to develop the aggregate production
plan, master production schedule, rough capacity planning materials and capacity planning.
2.1.2 Background. As part of management decision, production planning can be defined as the ... Show
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Moreover, production planning and control is useful to meet demand in order to obtain the maximum
profit. In this task, I lead my team to conduct forecasting of customers demand for one year period and to
develop an aggregate planning, master production schedule (MPS), rough cut capacity planning (RCCP),
material requirement planning (MRP) and capacity requirement planning (CRP). These activities are part
of the effective and integrated manufacturing planning and control processes which is known as MRP II
(Manufacturing Resource Planning), the predecessor of enterprise resource planning (ERP). The
relationship of these processes can be seen in Figure 1. Our project was related to processes of top
management planning and operation management execution in this figure.
2.1.3 Personal Engineering Activity
2.1.3.1 Forecasting. Forecasting is the first important activity to determine production schedule in the
future. It was done by predicting the future customer demand for a certain product or several products
which later will become the target for production based on analysis of historical data. There are several
phases for conducting quantitative forecasting, including: 1) Plotting the historical data [there are some
possibility of data plotting: constant, linear, seasonal, cyclical and random] 2) Choosing several
forecasting methods which is

Internal And External Organisations Of Adidas
Introduction:
Adidas is one of the most famous manufacturers of top–quality sporting goods. It is the market leader in
sporting good alongside with its competitive rival Nike. It also consists of Reebok Sportswear
Company.They produce different types and variety of products to all age categories such as bags, shoes,
shirts and more. The Adidas group, headquartered in Herzogenaurach (Germany) started in 18th August
1920 by Adolf Dassler. Adidas witnessed its first international success in 1954 and that is when the
German have won the soccer world championship. Adidas has 169 branches worldwide and total revenue
of 11.9 M Euros. Adidas is well known of sponsoring many sports events such as world cup or Olympics
in addition to the use of its products ... Show more content on Helpwriting.net ...
Adidas has made many product developments like in the category producing football shoes such as
predator that has developed for the past 3 years in order to meet customer demands. That was the main
reason for potential new buyers for Adidas.
Planning: is the keystone for Adidas that would help them achieve their objectives. The functions of
organising, leading, and controlling carry out the decisions of planning. Although some environments are
less predictable than others, all organisations operate in uncertain environments. For an Adidas to succeed,
management somehow must cope with and adapt to, change and uncertainty. Therefore, for Adidas it is the
only tool management for them to adapt to change in their organisation and succeed in the future. Planning
helps Adidas to define its purposes and activities.
It enables them to set performance standards so that results can be compared with the standard to help
managers to see how the organisation is progressing towards its goals.
The need for planning also is demonstrated by the relationship between planning and the other
management functions. Adidas knows that planning is one of their essential tools which are the beginning
of the management

SCM 303
Exam 3 Outline SCM 303
Chapter 12
Demand Planning: Forecasting and demand management
Demand Planning– the combined process of forecasting and managing customer demands to create a
planned pattern of demand that meets the firm's operational and financial goals. Fluctuating customer
demand cause operational inefficiencies, such as: Need for extra capacity resources, backlog, customer
dissatisfaction, system buffering (safety stock, safety lead time, capacity cushions, etc.)
3 basics tactics to influence demand– influence the timing or quantity of demand through pricing changes
or promotions. Managing the timing of order fulfillment. Encourage customers to shift their orders from
one product to another, or from one service ... Show more content on Helpwriting.net ...
Moving average– a forecasting model that computes a forecast as the average of demands over a number
of immediate past periods.
Figure 12–1 pg. 344 – Know the role that demand planning plays in operations management
Components of demand – patterns of demand over time.
Types of forecasting techniques– qualitative (judgment based) Quantitative (model–Based)
Factors affecting forecast error and accuracy– Time horizon, Level of detail – product, geography, time.
Exponential smoothing– a moving average approach that applies exponentially decreasing weights to each
demand that occurred farther back in time.
Smoothing coefficient – a parameter indicating the weight given to the most recent demand.
Regressing analysis – a mathematical approach for fitting an equation to a set of data
Mean absolute deviation (MAD) – the average size of forecast errors, irrespective of their directions. Also
called mean absolute error. Calculates forecast accuracy
Mean forecast error (MFE) – Calculates forecast bias
Postponable product– a product designed so that it can be configured to its final form quickly and
inexpensively once actual customer demand is known.
Collaborative Planning, Forecasting and replenishment – a method by which supply chain partners

periodically share forecasts, demand plans, and resource plans in order to reduce uncertainty and risk in
meeting customer demand. Involves– Market planning–

Importance Of Demand Forecasting On Sales And Operations...
Abstract
This research paper was developed with the main purpose of presenting an overview that define and
explain the importance of demand forecasting aligned with the Sales & Operations Planning. In addition,
through the analysis of the content presented in this paper, readers will be able to understand each aspect
involved with the topic in discussion as well as its application against the competitive business market
faced by companies worldwide. More importantly, by analyzing the content presented in this research
paper, readers will also be able to learn and comprehend that when well applied, forecasting methods
within the sales & operations planning can be key business tools for companies in their path for success.
1. ... Show more content on Helpwriting.net ...
How to do that then? The answer is simple: By planning and forecasting sales and demand. When doing
that, the company is able to anticipate events; through the use of a learning cycle it becomes able to
project its production based on a projected demand. 2. Sales & Operations Planning (S&OP) – Concept
and Purpose
Before applying the forecasting method within the sales and operations planning, it is important to know
what is an S&OP and its purpose. Sales & Operations Planning is an integrated business process that
generates competitive advantage by attempting to understand future scenarios and involving a
multifunctional team responsible for defining and executing a set of operational plans, with its main focus
on maximizing business results and improve customer service. Depending on the business, S&OP is
referred with a different name such as aggregate planning, staffing planning (service business) or
production planning.
The main objective of S&OP is the coordination and planning of resources, taking in consideration
quantity, type, and timing. The time frame or horizon is dictated by "how long in the future the firm needs
to have an estimate of resource needs in order to act appropriately to secure those resources" (Chapman,
46). Taking the example of finance departments, in order to plan for a financing process and/or investment
activities, they

The Dairy Product Lewis Creamery Chocolate Milk
1.0 Introduction
The report is going to analyze the dairy product–Lewis Creamery Chocolate Milk using manufacturing
planning and control (MPC) system. Firstly, it will illustrate some background information of the shortage
of Lewis Creamery Chocolate Milk and presumably the reason of the shortage was because the company
did not implement the MPC system and then carried on by introducing the manufacturing planning and
control (MPC) framework, which may help the company to overcome the shortage of the products and
then the report is going to make some suggestions and recommendations to solve the shortage of the
products. When applying the MPC system, the report will discuss each of the category listed in the front
end, engine and back end separately and provide recommendations after the introduction of the MPC
system. Lastly, it will conclude the vital importance for companies in the manufacturing industry to apply
the MPC framework to ensure the best production quantity.
2.0 Background information of Lewis Creamery Milk
New Zealand has long history of making dairy products. The mission of the company is to create the best
dairy products in New Zealand. On 3rd October 2014, the company launched its Lewis Creamy chocolate
milk and it instantly hit the market and caused the shortage of the product. As the world is worrying about
hungers and wars, New Zealanders are worrying about the shortage of the chocolate milk (Elitedaily,
2014). The company tried to supply the new

Analysis Of Lean Production Delivery System
Executive summary The aim of this report is to carry out the in depth analysis of Lean production delivery
system. Firstly the history of LPDS is discussed followed by its principles, theory, processes and tools.
The differences and similarities between current project management systems and LPDS are observed.
Observations are also made on the strengths and weaknesses of both the systems. How both the systems
provide an end value to the customers is also explained. Introduction to Lean Production Delivery System
Initially the manufacturing companies around the world focused on the output and carried out the
production process where everyone worked on a single product and then moved to the other product which
was time consuming. The manufacturing companies could not meet the demands as time taken to produce
is high. Henry Ford of the Ford car manufacturing company introduced assembly line system and mass
produced cars as the demand for cars at that point of time was high. This drastically reduced time to
produce them. He hired people and trained them to specialize in a single field. Thus different people
worked on different fields according to their specializations which improved the efficiency and speed of
production. In the early 1900's Toyota Production System (TPS) of Japan tried to use the same method but
was not successful as the market demands were different. It then introduced Lean production system
which focuses solely in providing greater value to the customers and

Case Study : Nissan 's Business Objectives, Customer...
Anthony Rivard
MBA 676 Nissan Canada
Problem / Key Issues. o What is the main problem to be solved?
 How should Dave Richardson evaluate if the proposed ICON project meets Nissan 's business
objectives, customer demand and that the project is worth proceeding towards implementation? o What are
the key issues (sub–problems) that need to be analyzed in order to solve the main problem?
 What are the potential financial costs and benefits of the ICON project?
 What affect could the ICON project have on the supply chain and strategic partners?
 How can Dave gain buy–in from suppliers, manufacturing plants, and auto dealerships?
What case data / facts helped you resolve the Key Issues? o Sub–problem 1
 Nissan 180 Plan: Increasing ... Show more content on Helpwriting.net ...
P.4 PAR.1
Sales would use Manugistics planning tools, use demand planning and demand fulfilment to predict
customer demand at the model–mix level. Exhibit 6 P.4 PAR.5, Exhibit 7
 Estimated reduce inventory in days of supply from 24 to 20 days. P.6 PAR.1 o Sub–problem 3
 Estimated half of Americans made compromises when buying cars. P.1 PAR.4
 Dealers depended on the sales office for current trends in the market. P.3 PAR.2
 ICON will allow exact dealer orders, and align to supply chain. Dealers will be able to close sales faster
and more efficiently. P.4 PAR.4
 Demand production was big concern, given the long supplier lead times and associated costs in
procuring those parts. P.4 PAR.4
 Concern – ICON gives national level a lot of control, could make dealers feel uncomfortable. Selection
time is less, could cause supply chain volumes up 20%. P.5 PAR.6
 Implementation plan: If partners benefit from increased market share, becomes key to create
understanding of the changes and supply chain. P.6 PAR.4
Careful planning and buy–in is essential if this new initiative is to be successful.P.6 PAR.4
What business acumen (analytical tools or logic) did you apply to the resolution of the Key Issues? o I
used Lean thinking to analyze process waste and touch time to resolve the effects on supply chain (How
To Compare:624) o I used the theory of constraints to analyze process bottlenecks to resolve the effects

Supply Chain Responsiveness Essay
Supply Chain Responsiveness and Efficiency – Complementing or Contradicting Each Other?
Dennis Minnich1 Frank H. Maier2 International University in Germany Campus 1 76646 Bruchsal,
Germany Phone +49 7251 700–341 Fax +49 7251 700–350 e–mail dennis.minnich@i–u.de
Abstract Balancing responsiveness to market requirements with overall efficiency is an important issue in
supply chain design and management. The objective of the system dynamics model introduced in this
paper is to capture generic structures and the intrinsic dynamic behaviour modes of supply chains
considering aspects of responsiveness and efficiency. The research strives for a better understanding of
these aspects: what are the structural consequences of implementing ... Show more content on
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Boeing, for example, at the end of the 1990s failed to achieve sufficient buffer capacity or inventory levels
by pursuing a lean manufacturing strategy without considering the variability of demand in the aerospace
industry (Naylor, Naim and Berry, 1999, p. 108 and p. 112). Airplanes fulfil most of the criteria for
functional products as identified by Fisher, except long–term demand predictability (1997, p. 106). If, as
in this example, end–user demand is subject to sudden, unpredictable variations, it is not sensible to
implement lean manufacturing at the interface with the end–user (Naylor, Naim and Berry, 1999, p. 112).
In general, the cost resulting from investments in responsiveness needs to be compared to the opportunity
cost of lost sales resulting from stockouts (Thonemann, Behrenbeck, Küpper and Magnus, 2005, p. 18).
These stockouts are most likely to occur with products that are subject to demand fluctuations. Responsive
supply chains aim to avoid such stockouts and therefore prioritise the ability to react to changing customer
requirements (Alicke, 2003, p. 145). Providing the right degree of responsiveness and having an efficient
supply chain at the same time is a goal that is hard to achieve and that typically involves trade–off
decisions by management, since increased responsiveness can be perceived to come at the expense of
reduced

Supply Chain Management as an Inventory Control Method
Supply Chain Management as an Inventory Control Method:
Supply chain management can be described as a means with which companies across the globe are
identifying powerful new sources of competitive advantage. This process incorporates all integrated
activities that bring products to the market and generate customer satisfaction. Some of the major aspects
in supply chain management include purchasing, manufacturing operations, transportation, and
distribution in a unified process. Therefore, successful supply chain management processes involves
coordinating and integrating all these operations and functions in a flawless process. As part of ensuring
effective supply chain management, companies usually incorporate and link various partners in the chain
or process. The major partners in the chain include third–party firms, vendors, information system
providers, and carriers. Supply chain management is defined as all activities and processes associated with
the movement of goods from raw–materials to the end–user product (Zigiaris, 2000).
Description of Supply Chain Management:
As previously stated, supply chain includes every activity linked to the movement of goods from the raw–
materials phase to the end–user stage. The proponents of this business process recognized that vital
productivity improves from management of material flow, relationships, and information. Actually, the
success and productivity of a business is dependent on the delivery of improved customer and

Marketing Analysis : The Sap Software
With the implementation of its first SAP® solution in 1994, Colgate has greatly enhanced and automated
global visibility for its supply chain management processes, improved supply chain decision making,
increased the speed to market for its products, and minimized costs. As a result, the organization is more
demand driven and globally integrated. The SAP ERP application helped increase standardization,
lowered costly gratuitous of effort as well as enormous inventory levels and order cycle times. The SAP
software, above all, was able to integrate a wide array of processes across different sections and regions of
the company. Colgate therefore, gained a consolidated platform to respond to global customer
requirements, analyze sourcing options and determine competitive strategies. Additionally, SAP was
committed to partnering with Colgate's customers to research and develop strong industry–specific
solutions. Colgate started an aggressive plan to align all of its processes for supply chain planning.
Although customer order fulfillment had been raised significantly to around 90% and completed on–time,
the company needed better visibility to increase customer demand. To accomplish this, the organization
required full, real–time visibility for supply and demand information worldwide and a highly responsive
process for supply chain planning. Colgate responded to these obstacles by leveraging the demand
visibility, supply optimization, and collaboration functionality of the SAP

Sales And Operations Planning : Pointing Towards The Best...
Sales & Operations Planning – Pointing Towards the Best Outcome
Caio Silva Aguiar
University of Texas of the Permian Basin
MNGT 3340.7964
Dr. Robert Morrison
April 15, 2016 Abstract
The purpose of this research paper is to provide a better explanation of the benefits, challenges and uses of
the Sales and Operational Planning process. This paper includes detailed information addressing all topics
mentioned before, as well as visual representations for a better comprehension of the themes. It is
important to recall that all the information provided in this paper are very important assets for companies
that are competing in a worldwide market and seeking to balance the demand and supply as well as
maximizing the profitability of the company. Being the S&OP process the most used one in the whole
industry world.
INTRODUCTION – DEFINITION AND PURPOSE OF S&OP
Sales and Operations Planning is a method that have been being studied for the past decades, winning the
acceptance each time more and more in the business market thanks to its effectiveness. Around 80% of the
companies in the world, have been adopting this method in order to achieve more effective planning and
coordinating resources. Sales and Operations Planning is a process that develops tactical plans to provide
the ability to direct a business on a strategic way. This process integrates sales, marketing, development
manufacturing and other business plans, it is also a major source of planning

Marketing Management For Tourism And Hospitality
Student Submission Form
School of Sport, Tourism and the Outdoors
Student Name(s): Sasha Stimpson
Student ID Number(s): 20609477
Student UCLan Email: SStimpson@uclan.ac.uk
Assignment Due Date: 08th February 2015
Course / Subject: Marketing Management for Tourism and Hospitality
Year: 2
Module Code: TL2008
Semester: 2
Module Title: Marketing Management for Tourism & Hospitality
Assessment No: 1 (resubmission)
Module Tutor: Dr. Philip Stone
Student Declaration in Respect of Plagiarism:–
'In submitting this form, I confirm that this assignment which I have submitted is all my own work and the
source of any information or material I have used (including the internet) has been fully identified and
properly ... Show more content on Helpwriting.net ...
In the terms of producers marketing is about what services and products to produce, when and why to
introduce new offers. It is also about determining the volume of supply, the correct price, and when and
where to make products available to buyers.
"The marketing concept holds that the key to achieving organisational goals consists in determining the
desired satisfactions more effectively and efficiently than competitors, in a way that preserves or enhances
the customers' and the society's well–being." Kotler (1991:16 & 26) this identifies that it is important for
businesses to determine customer satisfactions more efficiently and effectively to gain a competitive
advantage and help reach organisational goals.

Demand are supply relationships are used between consumers and suppliers and are vital for the marketing
economy as stated by Heakal (2015) states: "supply and demand is perhaps one of the most fundamental
concepts of economics and it is the backbone of the market economy".
The main aim of this marketing method is to accomplish something called equilibrium, this is when
demand and supply meet in the middle. For businesses to be able to accomplish this, it is vital to fully
understand the behaviours of customers, also their wants and needs. Businesses should use the information
of customer behaviour to

Production Plan for Riordan Manufacturing
A Production Plan For Riordan Manufacturing OPS/571 Operations Management A Production Plan For
Riordan Riordan Manufacturing has a reputation for precision and innovation. As a Fortune 1000
enterprise, Riordan cannot afford to have the issues of bottlenecking affecting their production. As a result,
a detailed analysis of the bottlenecks, the effects, and appropriate strategic planning were examined. Lean
production planning was examined as was new processes. The details of the new processes also outlined
the benefits to the company. Bottleneck Issues: The Effects A bottleneck in a process is a specific part
which falls short of meeting the demand. The capacity, which is necessary for that portion of the process
does ... Show more content on Helpwriting.net ...
For Riordan to implement this type of plan, an entire new strategy will need to be developed for handling
inventory. Currently, each Riordan plant handles inventory independently. Now Riordan must centralize
inventory and ordering systems. The two systems need to be centralized because lean production is based
on the theory that goods are produced when needed, thus eliminating waste (Chase, Jacobs, & Aquiliano,
2006). Current Situation Another change to implement is in the receiving of raw materials and the
shipping of their finished goods. In China, the suppliers' on–time delivery rate is only 93%. This rate will
not work in a lean production planning environment. To increase this percentage, the plant will need to
have deliveries more frequent so materials are always on hand. This would eliminate a potential bottleneck
due to a lack of inventory having a negative effect on production times. Either way, it creates waste and
will not maximize the efficiency of lean production. Process Improvement Part of the just in time theory
of lean production is it reaches the customer "in time". This can be accomplished by proceeding with the
Shanghai move. This would reduce the steps needed to distribute products to customers. In addition to a
decreased throughput time for finished goods to reach the customer, Riordan could save money, thus
eliminating wasteful spending.

Demand Forecasting
Demand forecasting
Demand Forecasting is the activity of estimating the quantity of a product or service that consumers will
purchase. Demand forecasting involves techniques including both informal methods, such as educated
guesses, and quantitative methods, such as the use of historical sales data or current data from test
markets. Demand forecasting may be used in making pricing decisions, in assessing future capacity
requirements, or in making decisions on whether to enter a new market.
Necessity for forecasting demand
Often forecasting demand is confused with forecasting sales. But, failing to forecast demand ignores two
important phenomena. There is a lot of debate in the demand planning literature as how to measure and ...
Time series forecasting is a collection of methods for projecting forward from historic observations. A
very simple example is a moving average. Of course, different methods are appropriate for different
business conditions. The Holt's Method is most suitable for basic or staple merchandise, while the Winter's
Method works best for seasonal merchandise, and Croston's Method is appropriate for merchandise with
little turnover. In all, there are more than a dozen methods to use, depending on your current situation.
What is common across all methods is that the only data consumed in producing the forecast is derived of
the learnings from previous similar situations. They permit modeling seasonal demand fluctuations, trend
growth or decay, and lifecycle phenomena. Using time series methods, you need to utilize prior
observations of demand. A good source of these observations is a point–of–sale system. These systems
capture sales/transaction information, so it is necessary to make two adjustments in order to create your
time series forecast. The first is to adjust the sales quantity to reflect the sales that you could have
achieved if there had been no inventory defects. This may be as simple as extrapolating across weeks in
which the item was out of stock, or as complex as dynamically adjusting sales when daily stock values fell

Ikea Management Analysis
IKEA Supply Chain Analysis Catalogue 1. Abstract ...........................................................................3 2.
Introduction......................................................................3–4 3. IKEA Supply Chain
Strategy..................................................4–6 4. Supply Chain Management of
IKEA.........................................6–9 3.1. Supplier Management.....................................................6–7 3.2.
Store Design................................................................7–8 3.3. Warehouse
Management..................................................8–9 4. IKEA Supply
Chain............................................................9–13 4.1. IKEA Supply Chain
System..............................................9–11 4.2. IKEA Supply Chain
Planning.............................................11–13 4.2.1. Planning concept overview.........................................11–
12 4.2.2. Sales planning........................................................12–13 4.2.3. Demand
planning....................................................13 5. ... Show more content on Helpwriting.net ...
The supply chain needs tight control and high levels of visibility to keep costs down and avoid obsolete
inventory and/or stock outs. The IKEA supply chain is mainly make–to–stock (MTS) and only a few
products are made to customer orders. Consequently, the entire supply chain is heavily dependent on
forecasts. The regions and the stores have traditionally had a strong power and a high degree of local
freedom in terms of planning and placing replenishment requests. This has led to a fragmented supply
chain planning with local optimization and a lot of manual intervention with plans throughout the supply
chain. Furthermore, due to frequent shortage situations some regions have purposely overestimated
demand to ensure delivery, which in turn has led to imbalance in terms of demand coverage. Hence, some
markets have suffered from stock outs during long periods, whereas other markets have ended up with
obsolete inventories. Forecasting has been done on a regional level with approximately 120 users striving
for different goals and using different methods. Part of the explanation to this is that IKEA has lacked a
common and structured tactical planning of demand and replenishment. In terms of capacity planning, all
different parts of the supply chain (stores, warehouses, regions, etc.) tried to optimize its own part of the
supply chain, leading to a set of imbalanced supply plans with a low and unstable total throughput with

4 Pillars of Demand Planning
L O G I L I T Y V O YA G E R S O L U T I O N S
An Executive White Paper
Four Pillars of Demand Planning Excellence
Achieving higher supply chain performance with more powerful, accurate demand planning
L O G I L I T Y V O YA G E R S O L U T I O N S
An Executive Whitepaper
Table of Contents Pillar #1: Go Beyond Simple Forecasting .....3 Pillar #2: Beat the "Devil in the Details"
Using a Demand Aggregation Hierarchy........5 Pillar #3: Take Planner Productivity to the Next Level
............................................7 Pillar #4: Make Collaboration a Core Demand Planning Competency
......................8
Four Pillars of Demand Planning Excellence
Achieving higher supply chain performance with more powerful, ... Show more content on
Helpwriting.net ...
Advanced demand planning technology surpasses spreadsheet–based efforts by calculating the best
possible demand prediction based on several inputs, including past performance of related products or
unrelated products that share key attributes in addition to any data generated by pre–launch market testing.
According to Gartner, "New product launch forecasting is overly reliant on sales and marketing for
demand inputs. Opportunities exist to remove forecast bias by utilizing attribute modeling techniques and
solutions that use similar product introductions to understand consumer/ customer trial and repeat, as well
as volume build assumptions, to improve the forecast." Sell In, Sell Through, and Maturation The demand
profile ramps up as introductory promotions, advertising support, and word–ofmouth combine to create an
initial strong demand, then dips as the sell–through period gives way to the maturation phase, with its own
promotions and marketing programs attempting to shape demand over time. As the product life cycle
unfolds, the demand planning solution compares actual demand versus the forecast. Statistical matching
algorithms can be used to determine just how significantly actual demand has deviated from the
prediction. The predictive accuracy of other demand profiles can be compared, and when a different
profile provides a better match to the actual demand signal, it is swapped into play.
"The primary way organizations manage

The Definition of Enterprise Systems
Chapter 8 1. 1) Companies can use configuration tables provided by the enterprise software to tailor a
particular aspect of the system to the way it does business. 2) Enterprise systems are typically built around
one or two major business workflows. 3) Enterprise systems are strictly internally oriented; other types of
enterprise applications must be used for communicating with customers and suppliers. 4) The upstream
portion of the supply chain consists of the organizations and processes for distributing and delivering
products to the final customers. 5) Supply chain inefficiencies can waste as much as 25 percent of a
company 's operating costs. 6) Safety stock acts as an inexpensive buffer for the lack of flexibility in the
supply ... Show more content on Helpwriting.net ...
6. 7. 22. Answer: C 8. Answer: FALSE 23. Answer: B 9. Answer: TRUE 10. Answer: TRUE 24. Answer:
C 11. Answer: FALSE 25. 12. Answer: FALSE Answer: FALSE Answer: TRUE Answer: C 13. 14. 15.
Answer: FALSE 26. 26) You have been asked to implement enterprise software for a manufacturer of
kitchen appliances. What is the first step you should take? A) Select the functions of the system you wish
to use. B) Select the business processes you wish to automate. C) Map the company 's business processes
to the software 's business processes. D) Map the software 's business processes to the company 's business
processes. 27) When tailoring a particular aspect of a system to the way a company does business,
enterprise software can provide the company with: A) configuration tables. B) Web services. C) data
dictionaries. D) middleware. 28) In order to achieve maximum benefit from an enterprise software
package, a business: A) customizes the software to match all of its business processes. B) uses only the
processes in the software that match its own processes. C) changes the way it works to match the software
's business processes. D) selects only the software that best matches its existing business processes. 29)
Supply chain complexity and scale increases when firms: A) move to globalization. B) manage the
procurement, manufacturing, and distribution functions themselves. C) produce products and

Housekeeping Essay
Housekeeping manual
Designing and managing the operation
[pic]
Sammie van Oort
573529
Table of contents
Chapter 1, Operations management 3
Chapter 2, The strategic role and objectives of operations 6
Chapter 3, Operations strategy 8
Chapter 4, Process design 10
Chapter 5, The design of products and services 13
Chapter 6, Supply network design 15
Chapter 7, Layout and flow 17
Chapter 8, process technology 18
Chapter 9, job design and work organization 19
Chapter 10, The nature and planning of control 20
Chapter 11, Capacity planning and control 22
Chapter 12, Inventory planning and control 23
Chapter 13, Supply chain planning and control 24
Chapter 14, enterprise resource planning (ERP) ... Show more content on Helpwriting.net ...

All operations produce products and services by changing inputs into outputs. The most important
difference between the two operations is the nature of their inputs.
One set of inputs to any operations processes are transformed resources >> usually mixture of: Materials;
transform physical properties, change location/possession or store materials Information; transform
information properties, change possession/location of information Customers; change physical properties,
store customers, transform location or physical state.
Transforming resources: the resources that act upon the transformed resources, usually classified as
facilities(buildings, equipment, plant of an operation) and staff (people who operate, maintain and manage
the operation).
Outputs from the process
The major difference between products and services is in their respective tangibility. Products are usually
tangible, services intangible.
Services produced in a 'pure' products producer are called facilitating services.
Products produced in a 'pure' services producer are called facilitating products.
Prêt a manger both manufactures and sells its sandwiches; it therefore produces both products and
services.
All operations are service providers who may produce products as a means of serving their customers.
Operations management is important for all organizations.
Any operation is made up of a collection of processes, interconnecting with

Effective Capacity And Utilisation Capacity Essay
1. Effective capacity And Utilisation Capacity: It is that much amount of the company can perform during
the given time interval due to some constraint like quality issue etc. A. Feb–2014 Factory Operating
Efficiency = 80% Efficiency= Actual Output/Effective Capacity 80%= 241920/ Effective Capacity
Effective Capacity= 302400 Utilisation= Actual Output/Design Capacity Design Capacity= Days* hours*
design per hour = 12* 6 * 1400 = 100800 In Per Week = 100800*4 = 403200 Utilisation=
(241920/403200) *100= 60% B. For Feb–2015 Efficiency= (338688/302400) *100 = 112% Effective
Capacity in the Feb–2014 is calculated at 80% of the efficiency, if it had efficiency more than 80% then
also its effective capacity will decrease that will leads to enormous wastage and sales. Utilisation comes
out to be 60% for Feb–2014 Efficiency for the Feb 2015 is 112% 2. Production/ Sales Data SMA MAD
WMA MAD Feb–2014 241920 Mar–2014 250084 Apr–2014 258298 May–2014 266562 250101 16461
252558 14004 Jun–2014 274876 258315 16561 260787 14089 Jul–2014 283240 266579 16661 269066
14174 Aug–2014 291004 274893 16111 277395 13609 Sep–2014 298818 283040 15778 285449 13369
Oct–2014 306682 291021 15661 293358 13324 Nov–2014 314596 298835 15761 301187 13409 Dec–
2014 322610 306699 15911 309066 13544 Jan–2015 330624 314629 15995 317020 13604 Feb–2015
338688 322610 16078 325014 13674 SMA – Simple Moving

Supply Chain Information : Procter & Gamble
Supply Chain Information
Introduction
A few years ago, some logistics executives at Procter & Gamble (P&G) reviewed the order patterns on one
of their most popular products, Pampers. Its sales at retail stores were fluctuating, but the variances were
not excessive. Now, as the executives reviewed the distributors' orders, the executives were astonished at
the amount of variances. As they proceeded to review the Procter & Gamble orders of materials to Procter
& Gamble's suppliers, such as 3M, the Procter & Gamble executives revealed that the shifts were even
larger. When the Proctor & Gamble executives first looked, the variances were not logical. As the
consumers, in this particular instance was the babies have been consuming diapers at a pretty regular rate.
Somehow, the Proctor & Gamble executives found that the demand order variances in the supply chain
had been magnified as they continued to move up the supply chain. Procter & Gamble named this
extraordinary finding the "bullwhip" effect. (In some industries, it is also known as the "whiplash" or the
"whipsaw" effect.) (Lee, Padmanabhan, &Whang, 1997)
Bull Whip Effect
The purpose of supply chain management is to supply an extreme rapid flow of superior quality relevant
information that will allow suppliers to offer a continuous and accurately timed flow of materials to
customers. However, unexpected demand variances, including those caused by stockouts, in the supply
chain operations process create abnormalities which

Operation Control
CHAPTER 13
AGGREGATE PLANNING
The planning Process [pic]
Aggregate Planning Combines appropriate resources into general terms Part of a larger production
planning system Disaggregation breaks the plan down into greater detail Disaggregation results in a
master production schedule
Aggregate planning Strategies 1. Use inventories to absorb changes in demand 2. Accommodate changes
by varying workforce size 3. Use part–timers, overtime, or idle time to absorb changes 4. Use
subcontractors and maintain a stable workforce 5. Change prices or other factors to influence demand
Capacity Options Changing inventory levels o Increase inventory in low demand periods to meet high ...
Shortages may result |not service, operations. |
| |production changes. |in lost sales. | |
|Varying workforce size by |Avoids the costs of other |Hiring, layoff, and training |Used where size of
labor pool |
|hiring or layoffs |alternatives. |costs may be significant. |is large. |
|Varying production rates |Matches seasonal fluctuations |Overtime premiums; tired |Allows flexibility
within the |
|through overtime or idle time |without hiring/ training costs.|workers; may not meet demand. |aggregate
plan. |
|Sub–contracting |Permits flexibility and |Loss of quality control; |Applies mainly in production |
| |smoothing of the firm's output.|reduced profits; loss of future|settings. |
| | |business. | |
|Using part–time workers |Is less costly and more |High turnover/ training costs; |Good for unskilled jobs
in |

Supply Of A Food And Beverages Producing Company From...
Introduction
The supply chain being considered is that of a Food and Beverages producing company from India. The
firm procures raw materials like fresh fruits and milk from various vendors and process them at their
plants to produce fruits juices and ice creams of various flavours. The products have short shelf life of
maximum one month. They have four manufacturing plants in India which caters to North, south, west &
east regions of the country. They sell their products to the big retailers and distributors catering to the
different regions. The distribution network is illustrated in figure 1.
During peak periods, the company 's customers ran out of stocks of popular brands for consecutive years.
Due to the seasonal nature of the products they are also facing demand fluctuations. While two plants
produces only specialised products, the two other manufacturing plants produce all the products from the
company's product portfolio and supply the other two plants to cater their respective market regions.
Hence scheduling was also identified as a major issue.
Even though loyal customers tended to stay with the products, this company's share of its markets was
neither growing nor shrinking as it was staying steady. Hence the company wants to maximise its
profitability. In its pursuit for increased profitability, the organisation had made significant reduction in
manpower and other areas of the company, including supply chain management. Management was looking
for additional cost

Measurement of Business Quality Characteristics
MEASUREMENT OF BUSINESS QUALITY CHARACTERISTICS1 MEASUREMENT OF
BUSINESS QUALITY CHARACTERISTICS Abstract Statistic preferred descriptive statistics. It
involves the description of the major features of the data collected from a business. It tends to carry out a
collective summary of the set of data extracted from the business characteristics. This summary is either
visual or quantitative and simple in nature and looks at the sample observation and conclusions. The
summaries conducted can either construct the baseline or foundation of the original data description as an
active section of a complex and extensive analysis of statistics or form the essential framework of a given
investigation. It is important to conduct a business statistical analysis so as to determine whether financial
projections are geared towards profit making. The analysis is important for purposes carrying out the
business plan update, which may be undertaken in different levels. These are lower level that entails
factual and detail, which may need to be changed in the initially drafted business plan. The conceptual
update comes at the higher level of update. This analysis may be due to the introduction of new products
into the business as a result of the prevailing demand, tastes and preferences. Every business has its
frequency of conducting a statistical analysis because there is not any universally identified frequency. but
based on the basic thumb rule, it is important to carry out periodical

Corporate Strategy And Look At The Progress Of Achieving...
I would first review our corporate strategy and look at the progress of achieving our objectives. I would
employ inventory management in order to meet our company's competitive priorities. In order to reduce
our inventory, VMI must be employed. Using VMI, our retailers would provide the company with data
such as, how many of our products they actually sold. Then we can use this data to form our demand
forecasts on how much was actually consumed by customers. Our manufacturing plants can then improve
production, develop more accurate inventory plans, and ultimately reduce inventories.
With our large inventories, our inventory holding costs, insurance, and shrinkage from pilferage,
obsolescence, and deterioration can be expensive. We need to plan so that we can minimize inventory and
its associated costs while also meeting the needs of our customers and maintaining high customer
satisfaction. We can do this by cycling inventory and reducing the lot size by only ordering less and
reducing our carrying costs. We need to improve demand forecasts and cut lead times in order to reduce
our safety stock inventory. With more accurate forecasts we can place orders closer to the time when they
must be received and further cut our inventory holding costs. Another way to reduce safety stock is to
reduce supply uncertainties. We must look at our suppliers and remove those that are not timely or those
that have quality issues. Our company should look for alternative suppliers who

The Competitive Advantages Of SME In Malaysia
SME in Malaysia can be determined based on employee head count and their sales turn over. By
definition, SMEs are easier to manage than large companies in many aspect of the management. By this,
logistic can be a great tool for SMEs to increase their efficiency and effectiveness in business activity.
Logistic in SME can be divided into customer service, demand forecasting and planning, inventory
management, procurement, material handling, packaging, warehousing, transportation or even more. All
of these aspects in logistic can increase the competitive advantage for SME to create more business
opportunities:
Customer Service Customer service is crucial part for every small and medium enterprise as customer is
their sources of revenue. Components ... Show more content on Helpwriting.net ...
Their logistic services included packaging, warehousing, distributing, transportation, material handling or
reverse logistic. A 3PL can be a single service provider which only transportation or warehouse storage.
SME can outsourcing their logistic service based on their need requirement and request. Some of SME
may require for packaging while other SME may require for warehouse storage. There are several
advantages for SME to use third party logistic. Frist is cost and time saving, this is the greatest advantage
for manufacturing or selling product SME. Third party logistic has greater knowledge and equipment to
support their logistic service compared with non–logistic based SME. Thus, SME do not need to purchase
more equipment, storage place or increase human resource to process their products. Second advantage is
focus, 3PL will prepare and solve all the logistic problem for SME so that SME can focus on their core
business. Thirdly is flexibility, 3PL can be more flexible in distributing the products to different region
since they have a strategic location for their warehouse and distributing centre. SME business can expand
and grow in different region when their products are able to distribute to other region or market without

The Key to a Successful Business Is Planning
Most new businesses show that they fail to work out in less than five years. There is a four out of five
chance that the business will survive. Causes for this include poor planning, not being able to compete in a
challenging market, or a lot of debt. Opening a business takes a lot of planning and patience. If you rush to
open up a business without any financial planning, you could possibly fail. Studying microeconomics can
help you in this situation.
Before your studying and planning, you need to be aware that starting a business is not easy and there are
going to be many things that come along with it. This can include writing out a business plan, strategy, and
advertising. You should also figure out if you are going to have employees in your business, how many
you will need, and the insurance that will be included. If you are opening a business that falls in the retail
category, you may want to consider looking for vendors and suppliers which will really help in starting
your retail business.
Looking at where you are going to open your business is very important. Always inspect where your
location to assure that is where you will want to open your business. Taking out a loan is the best route to
take, but you also need to make sure you will be able to pay it back. This is a main reason why financial
and business planning is really important. An important question to ask yourself is, "Will there be enough
demand for what you are trying to sell and will you be able to

Aggregate Planning
PRODUCTION MANAGEMENT ASSIGNMENT
Topic:– Aggregate Planning
Submitted by:– ANJANA KRISHNAN FM–673
AGGREGATE PLANNING:
Aggregate planning is the process of developing, analyzing, and maintaining a preliminary, approximate
schedule of the overall operations of an organization. The aggregate plan generally contains targeted sales
forecasts, production levels, inventory levels, and customer backlogs. This schedule is intended to satisfy
the demand forecast at a minimum cost. Properly done, ... Show more content on Helpwriting.net ...
This could result in a considerable amount of hiring, firing or laying off of employees; insecure and
unhappy employees; increased inventory carrying costs; problems with labour unions; and erratic
utilization of plant and equipment. It also implies a great deal of flexibility on the firm 's part. The major
advantage of a chase strategy is that it allows inventory to be held to the lowest level possible, and for
some firms this is a considerable savings. Most firms embracing the just–in–time production concept
utilize a chase strategy approach to aggregate planning.
Most firms find it advantageous to utilize a combination of the level and chase strategy. A combination
strategy (sometimes called a hybrid or mixed strategy) can be found to better meet organizational goals
and policies and achieve lower costs than either of the pure strategies used independently.
TECHNIQUES FOR AGGREGATE PLANNING
Techniques for aggregate planning range from informal trial–and–error approaches, which usually utilize
simple tables or graphs, to more formalized and advanced mathematical techniques. William Stevenson 's
textbook Production/Operations Management contains an informal but useful trial–and–error process for
aggregate planning presented in outline form. This general procedure consists of the following steps: 1.
Determine demand for each period. 2. Determine capacity for each period. This capacity should match
demand, which

Kudler Fine Foods/ Supply Chain Management
Running head: KUDLER FINE FOODS / SUPPLY CHAIN MANAGEMENT
Kudler Fine Foods / Supply Chain Management
Larry Don Franklin
University of Phoenix
Kudler Fine Foods / Supply Chain Management
Kudler fine food's supply chain forms the center of its business processes beginning with its purchasing
department followed by advertising, accounting, inventory management, forecasting, and merchandising
selection and pricing. Its business processes could be enhanced by taking advantage of IT systems like
Enterprise Resource Planning (ERP) and, Expanded (ERP), Digital Supply chain, Real–Time Demand–
Driven Operation, Inter–organizational information systems (IOS), Electronic data interchange (EDI),
Vendor Managed inventory, On–Demand Customer ... Show more content on Helpwriting.net ...
In checking on all the new items, especially on what competitors are offering, Kathy is also in a position to
determine what current selling prices for the items are.
Enterprise Resource Planning (ERP) is extended to suppliers, customers, and other business partners to
enables both smooth integration of a different company business systems as well as effective and secure
communication. ERP would facilitate collaboration in its business processes. Supply chain management
(SCM) manages the supply chain end–to–end processes that start with the design of the product and end
when it is sold, consumed, or used by the end consumer. SCM is to reduce uncertainty, variability, and
risk, and increase control in the supply chain, thereby positively effecting inventory levels, cycle time,
business processes and customer service. Collaborative planning, forecasting, and replenishment (CPFR)
is a business practice in which suppliers and retailers collaborate in planning and demand forecasting in
order to ensure that members of the supply chain will have the right amount of raw materials and finished
goods when they need them. Collaborative planning is designed to synchronize production and
distribution plans and product flow, optimize resource utilization over an expanded capacity base, increase
customer responsiveness, and reduce inventory.
A demand supply network (DDSN) is driven by customer demand. Its capabilities provide for agility,
adaptability, and

Forecasting Effects on Supply Chain
Analysis of Forecasting on Supply Chain
Background:
A supply chain is a network that performs functions from supplier's supplier to customer's customer. It
encompasses all the process involved in delivering the final product to the final consumer. Supply chain is
filled with various uncertainties such as demand, process, and supply. Inventories are often used to protect
the chain from these uncertainties. The higher the variations the more the losses and every company needs
to minimize the variations and uncertainties in its supply chain.
There are various causes of uncertainties. Among them few that can be listed are demand variations based
on the type of product, the suppliers' receipt variations which depend on the ... Show more content on
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It also tells us the effect of forecasting on the planning.
We know about the bullwhip effect and the model shows clear signs of it. How the change in forecast is
affecting the demand given by the manufacturer to its supplier. It shows clear signs within the firm itself
where changes in demand by the customer is encouraging sales people to buffer up their supply to meet
the demand.
The model:
We are considering a mean demand of D, the variations sigma, lead time of 2–8 weeks depending on the
parts.
As we can see the demand has been varying a lot in 2009. This has induced a forecasting error by the sales
people in the manufacturing organization.
It has been assumed that sales people fill the MDS data 3 months in advance for the confirmed orders.
Hence it can be easily seen how the variation in the original forecast, the amount filled in the MDS and
actual shipment delivered to the customer changes.
Findings:
The bullwhip effect increases as the lead time increases. This is because the order level needed and desired
level needed are proportional to the lead time. This causes amplifying of inventory. There can also be
other delays like delaying order placing.
Here as we can see the decentralization has caused different forecast. This issue becomes more
complicated downstream as can be seen from the chart. There is a high increase in the variation of the
demand. The equilibrium depends not only on the quantities ordered

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