Wal-Mart pioneered the retail "hub-and-spoke" distribution system in the 1970s, centrally ordering goods at warehouses then dispatching to individual stores. This enabled significant cost savings through bulk purchasing and logistics control. Wal-Mart also emphasized efficient procurement practices like eliminating intermediaries and transparency with vendors. The company made large investments in IT like EDI, RFID, and inventory tracking systems to closely monitor sales and replenish stock, further reducing costs and improving supply chain management.
This Presentation Explains about the Various Segments of the Retail Giant Walmart's Supply Chain. The CRM, SCM, SRM sections are discussed. We have also done a bit of additional research on the meat Supply at Walmart.
This Presentation Explains about the Various Segments of the Retail Giant Walmart's Supply Chain. The CRM, SCM, SRM sections are discussed. We have also done a bit of additional research on the meat Supply at Walmart.
Walmart* have done tremendous work on supply chain management. One of the
keys to Walmart’s effective logistical system is the flexibility that it has when
choosing suppliers.
When Walmart negotiates with suppliers and the suppliers know that Wal-Mart
will only pay the most competitive prices. This is because it is very easy for them
to find another supplier of that particular material with a lower price and very few
logistical problems
Another reason that Walmart's prices are so competitive is because they buy in
such large quantities that transportation from one end of the supply chain to
another is not as costly for additional units. Here they focus on bulk and get profit
out of it
This aspect of the logistical system does not come from skill or expertise it simply
comes from the sheer size of the company, but this is still a factor.
Walmart buys so many supplies from different places throughout the world, that
they have the luxury of using bigger trucks and using less fuel to go back and forth.
Also if by chance they have to use shipping services to transport material from one
location to another, Walmart will give them so much business that they will get
huge discounts.
Prepared By Dharmik
ARTIFICIAL INTELLIGENCE IN HEALTHCARE.pdfAnujkumaranit
Artificial intelligence (AI) refers to the simulation of human intelligence processes by machines, especially computer systems. It encompasses tasks such as learning, reasoning, problem-solving, perception, and language understanding. AI technologies are revolutionizing various fields, from healthcare to finance, by enabling machines to perform tasks that typically require human intelligence.
Pulmonary Thromboembolism - etilogy, types, medical- Surgical and nursing man...VarunMahajani
Disruption of blood supply to lung alveoli due to blockage of one or more pulmonary blood vessels is called as Pulmonary thromboembolism. In this presentation we will discuss its causes, types and its management in depth.
TEST BANK for Operations Management, 14th Edition by William J. Stevenson, Ve...kevinkariuki227
TEST BANK for Operations Management, 14th Edition by William J. Stevenson, Verified Chapters 1 - 19, Complete Newest Version.pdf
TEST BANK for Operations Management, 14th Edition by William J. Stevenson, Verified Chapters 1 - 19, Complete Newest Version.pdf
Title: Sense of Smell
Presenter: Dr. Faiza, Assistant Professor of Physiology
Qualifications:
MBBS (Best Graduate, AIMC Lahore)
FCPS Physiology
ICMT, CHPE, DHPE (STMU)
MPH (GC University, Faisalabad)
MBA (Virtual University of Pakistan)
Learning Objectives:
Describe the primary categories of smells and the concept of odor blindness.
Explain the structure and location of the olfactory membrane and mucosa, including the types and roles of cells involved in olfaction.
Describe the pathway and mechanisms of olfactory signal transmission from the olfactory receptors to the brain.
Illustrate the biochemical cascade triggered by odorant binding to olfactory receptors, including the role of G-proteins and second messengers in generating an action potential.
Identify different types of olfactory disorders such as anosmia, hyposmia, hyperosmia, and dysosmia, including their potential causes.
Key Topics:
Olfactory Genes:
3% of the human genome accounts for olfactory genes.
400 genes for odorant receptors.
Olfactory Membrane:
Located in the superior part of the nasal cavity.
Medially: Folds downward along the superior septum.
Laterally: Folds over the superior turbinate and upper surface of the middle turbinate.
Total surface area: 5-10 square centimeters.
Olfactory Mucosa:
Olfactory Cells: Bipolar nerve cells derived from the CNS (100 million), with 4-25 olfactory cilia per cell.
Sustentacular Cells: Produce mucus and maintain ionic and molecular environment.
Basal Cells: Replace worn-out olfactory cells with an average lifespan of 1-2 months.
Bowman’s Gland: Secretes mucus.
Stimulation of Olfactory Cells:
Odorant dissolves in mucus and attaches to receptors on olfactory cilia.
Involves a cascade effect through G-proteins and second messengers, leading to depolarization and action potential generation in the olfactory nerve.
Quality of a Good Odorant:
Small (3-20 Carbon atoms), volatile, water-soluble, and lipid-soluble.
Facilitated by odorant-binding proteins in mucus.
Membrane Potential and Action Potential:
Resting membrane potential: -55mV.
Action potential frequency in the olfactory nerve increases with odorant strength.
Adaptation Towards the Sense of Smell:
Rapid adaptation within the first second, with further slow adaptation.
Psychological adaptation greater than receptor adaptation, involving feedback inhibition from the central nervous system.
Primary Sensations of Smell:
Camphoraceous, Musky, Floral, Pepperminty, Ethereal, Pungent, Putrid.
Odor Detection Threshold:
Examples: Hydrogen sulfide (0.0005 ppm), Methyl-mercaptan (0.002 ppm).
Some toxic substances are odorless at lethal concentrations.
Characteristics of Smell:
Odor blindness for single substances due to lack of appropriate receptor protein.
Behavioral and emotional influences of smell.
Transmission of Olfactory Signals:
From olfactory cells to glomeruli in the olfactory bulb, involving lateral inhibition.
Primitive, less old, and new olfactory systems with different path
Couples presenting to the infertility clinic- Do they really have infertility...Sujoy Dasgupta
Dr Sujoy Dasgupta presented the study on "Couples presenting to the infertility clinic- Do they really have infertility? – The unexplored stories of non-consummation" in the 13th Congress of the Asia Pacific Initiative on Reproduction (ASPIRE 2024) at Manila on 24 May, 2024.
Explore natural remedies for syphilis treatment in Singapore. Discover alternative therapies, herbal remedies, and lifestyle changes that may complement conventional treatments. Learn about holistic approaches to managing syphilis symptoms and supporting overall health.
Recomendações da OMS sobre cuidados maternos e neonatais para uma experiência pós-natal positiva.
Em consonância com os ODS – Objetivos do Desenvolvimento Sustentável e a Estratégia Global para a Saúde das Mulheres, Crianças e Adolescentes, e aplicando uma abordagem baseada nos direitos humanos, os esforços de cuidados pós-natais devem expandir-se para além da cobertura e da simples sobrevivência, de modo a incluir cuidados de qualidade.
Estas diretrizes visam melhorar a qualidade dos cuidados pós-natais essenciais e de rotina prestados às mulheres e aos recém-nascidos, com o objetivo final de melhorar a saúde e o bem-estar materno e neonatal.
Uma “experiência pós-natal positiva” é um resultado importante para todas as mulheres que dão à luz e para os seus recém-nascidos, estabelecendo as bases para a melhoria da saúde e do bem-estar a curto e longo prazo. Uma experiência pós-natal positiva é definida como aquela em que as mulheres, pessoas que gestam, os recém-nascidos, os casais, os pais, os cuidadores e as famílias recebem informação consistente, garantia e apoio de profissionais de saúde motivados; e onde um sistema de saúde flexível e com recursos reconheça as necessidades das mulheres e dos bebês e respeite o seu contexto cultural.
Estas diretrizes consolidadas apresentam algumas recomendações novas e já bem fundamentadas sobre cuidados pós-natais de rotina para mulheres e neonatos que recebem cuidados no pós-parto em unidades de saúde ou na comunidade, independentemente dos recursos disponíveis.
É fornecido um conjunto abrangente de recomendações para cuidados durante o período puerperal, com ênfase nos cuidados essenciais que todas as mulheres e recém-nascidos devem receber, e com a devida atenção à qualidade dos cuidados; isto é, a entrega e a experiência do cuidado recebido. Estas diretrizes atualizam e ampliam as recomendações da OMS de 2014 sobre cuidados pós-natais da mãe e do recém-nascido e complementam as atuais diretrizes da OMS sobre a gestão de complicações pós-natais.
O estabelecimento da amamentação e o manejo das principais intercorrências é contemplada.
Recomendamos muito.
Vamos discutir essas recomendações no nosso curso de pós-graduação em Aleitamento no Instituto Ciclos.
Esta publicação só está disponível em inglês até o momento.
Prof. Marcus Renato de Carvalho
www.agostodourado.com
Knee anatomy and clinical tests 2024.pdfvimalpl1234
This includes all relevant anatomy and clinical tests compiled from standard textbooks, Campbell,netter etc..It is comprehensive and best suited for orthopaedicians and orthopaedic residents.
These lecture slides, by Dr Sidra Arshad, offer a quick overview of physiological basis of a normal electrocardiogram.
Learning objectives:
1. Define an electrocardiogram (ECG) and electrocardiography
2. Describe how dipoles generated by the heart produce the waveforms of the ECG
3. Describe the components of a normal electrocardiogram of a typical bipolar leads (limb II)
4. Differentiate between intervals and segments
5. Enlist some common indications for obtaining an ECG
Study Resources:
1. Chapter 11, Guyton and Hall Textbook of Medical Physiology, 14th edition
2. Chapter 9, Human Physiology - From Cells to Systems, Lauralee Sherwood, 9th edition
3. Chapter 29, Ganong’s Review of Medical Physiology, 26th edition
4. Electrocardiogram, StatPearls - https://www.ncbi.nlm.nih.gov/books/NBK549803/
5. ECG in Medical Practice by ABM Abdullah, 4th edition
6. ECG Basics, http://www.nataliescasebook.com/tag/e-c-g-basics
Flu Vaccine Alert in Bangalore Karnatakaaddon Scans
As flu season approaches, health officials in Bangalore, Karnataka, are urging residents to get their flu vaccinations. The seasonal flu, while common, can lead to severe health complications, particularly for vulnerable populations such as young children, the elderly, and those with underlying health conditions.
Dr. Vidisha Kumari, a leading epidemiologist in Bangalore, emphasizes the importance of getting vaccinated. "The flu vaccine is our best defense against the influenza virus. It not only protects individuals but also helps prevent the spread of the virus in our communities," he says.
This year, the flu season is expected to coincide with a potential increase in other respiratory illnesses. The Karnataka Health Department has launched an awareness campaign highlighting the significance of flu vaccinations. They have set up multiple vaccination centers across Bangalore, making it convenient for residents to receive their shots.
To encourage widespread vaccination, the government is also collaborating with local schools, workplaces, and community centers to facilitate vaccination drives. Special attention is being given to ensuring that the vaccine is accessible to all, including marginalized communities who may have limited access to healthcare.
Residents are reminded that the flu vaccine is safe and effective. Common side effects are mild and may include soreness at the injection site, mild fever, or muscle aches. These side effects are generally short-lived and far less severe than the flu itself.
Healthcare providers are also stressing the importance of continuing COVID-19 precautions. Wearing masks, practicing good hand hygiene, and maintaining social distancing are still crucial, especially in crowded places.
Protect yourself and your loved ones by getting vaccinated. Together, we can help keep Bangalore healthy and safe this flu season. For more information on vaccination centers and schedules, residents can visit the Karnataka Health Department’s official website or follow their social media pages.
Stay informed, stay safe, and get your flu shot today!
3. 3
Ranked first in the Global Fortune
500 list in 2001-2002 financial year
4. 4
History of Wal-Mart
The company’s founder is Sam
Walton.
He was born in 1918 at Oklahoma.
In 1940, he worked for the famous
retailer, J C Penney.
5. 5
History of Wal-Mart…
This phenomenal growth of Wal-
Mart is attributed to its continued
focus on customer needs and
reducing cost through efficient
supply chain management
practices.
6. 6
Hub and Spoke System
In the early 1970s, Wal-Mart became one
of the first retailing companies in the
world to centralize its distribution system,
pioneering the retail hub-and-spoke
system.
Under the system, goods were centrally
ordered, assembled at a massive
warehouse, known as ‘distribution center’
(hub), from where they were dispatched
to the individual stores (spoke).
7. 7
Hub and Spoke System…
The hub and spoke system enabled
Wal-Mart to achieve significant cost
advantages by the centralized
purchasing of goods in huge
quantities..
– and distributing them through its own
logistics infrastructure to the retail
stores spread across the U.S.
8. 8
Wal-Mart’s Procurement
Wal-Mart emphasized the need to
reduce purchasing costs and offer
the best price to the customer.
The company directly procured from
manufacturers, by passing all
intermediaries.
9. 9
Wal-Mart’s Procurement…
Wal-Mart finalizes a purchase deal
only when it is fully confident that
the products being bought is not
available else where at a lower
price.
10. 10
Wal-Mart’s Procurement…
Wal-Mart spends a significant
amount of time meeting vendors and
understanding their cost structure.
By making the process transparent,
the retailer can be certain that the
manufacturers are doing their best to
cut down costs.
11. 11
Using EDI for Procurement
The computer systems of Wal-Mart were
connected to those of its suppliers.
EDI enabled the suppliers to download
purchase orders along with store-to-store
sales information relating to their products
sold.
On receiving information about the sales
of various products, the suppliers shipped
the required goods to Wal-Mart’s
distribution centers.
12. 12
Logistics Management
An important feature of Wal-Mart’s
logistics infrastructure was its fast
and responsive transportation
system.
The distribution centers were
serviced by more than 3500
company owned trucks.
13. 13
Logistics Management…
Wal-Mart believed that it needed
drivers who were committed and
dedicated to customer service.
The company hired only experienced
drivers who had driven more than
300,000 accident-free miles, with no
major traffic violation.
14. 14
Cross-docking
To make its distribution process more
efficient, Wal-Mart also made use of a
logistics technique called “cross-docking.”
In this system, the finished goods were
directly picked up from the manufacturing
plant, sorted out and then directly
supplied to the customers.
15. 15
Inventory Management
Wal-Mart invested heavily in IT and
communication systems to effectively
track sales and merchandise inventories in
stores across the country.
With the rapid expansion, it was essential
to have a good communication system.
Hence, Wal-Mart set up its own satellite
communication system in 1983.
16. 16
Inventory Management…
Wal-Mart was able to reduce unproductive
inventory by allowing stores to manage
their own stocks, reducing pack sizes
across many product categories, and
timely price markdowns.
Instead of cutting the inventory across the
board, Wal-Mart made full use of its IT
capabilities to make more inventories
available in the case of items that
customers wanted most, while reducing
the overall inventory levels.
17. 17
Inventory Management…
Employees at the stores had the “Magic
Wand,” a hand-held computer which
was linked to in-store terminals through a
radio frequency network.
These helped them to keep track of the
inventory in stores, deliveries, and backup
merchandise in stock at the distribution
centers.
18. 18
Inventory Management…
The order management and store
replenishment of goods were entirely
executed with the help of computers
through the Point-of-Sales (POS) system.
Through this system, it was possible to
monitor and track the sales and
merchandise stock levels on the store
shelves.
19. 19
Voice-based Order Filling (VOF)
In 1998, Wal-Mart installed a voice-based
order filling (VOF) system in all its grocery
distribution centers.
Each person responsible for order picking
was provided with a microphone/speaker
headset, connected to the portable (VOF)
system that could be worn on waist belt.
They were guided by the voice to item
locations in the distribution centers.
20. 20
Inventory Management…
(quick replenishment)
Since the floor area of any Wal-Mart store
varied between 40,000 to 200,000 square
feet, movement of goods within the store
was an important part of logistics
operations.
Wal-Mart made significant investments in
IT to quickly locate and replenish goods
at the stores.
21. 21
Inventory Management…
(retail link system)
In 1991, Wal-Mart had invested
approximately $4 billion to build a retail
link system.
More than 10,000 Wal-Mart retail
suppliers used the retail link system to
monitor the sales of their goods at stores
and replenish inventories.
Details of daily transactions (~10 million
per day) were processed through this
system.
22. 22
Inventory Management…
(retail link system)
Retail Link connected Wal-Mart’s EDI
network with an extranet, accessible
to Wal-Mart’s thousands of suppliers.
The suppliers could find out how
their product was performing vis-a-
vis competitors’ products in a
particular product category.
23. 23
Inventory Management…
(retail link system)
Wal-Mart owned the largest and most
sophisticated computer system in the
private sector.
The company used Massively Parallel
Processor (MPP) computer system to track
the movement of goods and stock levels.
All information related to sales and
inventories was passed on through an
advanced satellite communication system.
24. 24
CPFR
By the mid 1990s, Retail Link had
emerged into an Internet-enabled
SCM system whose functions were
not confined to inventory
management alone, but also covered
collaborative planning, forecasting
and replenishment (CPFR).
25. 25
CPFR
In CPFR, Wal-Mart worked together with
its key suppliers on a real-time basis by
using the Internet to jointly determine
product-wise demand forecast.
CPFR is defined as a business practice for
business partners to share forecasts and
results data through the Internet, in
order to reduce inventory costs while at
the same time, enhancing product
availability across the supply chain.
26. 26
CPFR: Hard to implement
Though CPFR was a promising supply
chain initiative aimed at a mutually
beneficial collaboration between Wal-Mart
and its suppliers, its actual
implementation required huge
investments in time and money.
A few suppliers with whom Wal-Mart tried
to implement CPFR complained that a
significant amount of time had to be spent
on developing forecasts and analyzing
sales data.
27. 27
RFID Technology
(Radio Frequency Identification)
In efforts to implement new technologies
to reduce costs and increase the
efficiency, in July 2003, Wal-Mart asked its
top 100 suppliers to be RFID compliant by
January, 2005.
Wal-Mart planned to replace bar-code
technology with RFID technology.
The company believed that this
replacement would reduce its supply chain
management costs and enhance
efficiency.
28. 28
RFID Technology
(Radio Frequency Identification)
Because of the implementation of RFID,
employees were no longer required to
physically scan the bar codes of goods
entering the stores and distribution
centers, saving labor cost and time.
Wal-Mart expected that RFID would
reduce the instances of stock-outs at the
stores.
29. 29
RFID Technology
(Radio Frequency Identification)
Although Wal-Mart was optimistic about
the benefits of RFID, analysts felt that it
would impose a heavy burden on its
suppliers.
To make themselves RFID compliant, the
suppliers needed to incur an estimated
$20 Million.
Of this, an estimated %50 would be spent
on integrating the system and making
modifications in the supply chain software.