One of the best projects for cutting costs and improving efficiencies and customer service across the supply chain is a Network Strategy Review and Redesign. These projects are fairly straightforward, low-cost and require relatively little time and resources. That said, the most critical and difficult piece is reviewing the flow of inventory throughout the supply chain. Only by determining demand patterns and variability by channel, location and time can leaders accurately determine where to best place facilities, where and when to outsource fulfillment and how to optimize transportation to meet long-term requirements. In this session, find out the steps necessary to get started, learn best practices and hear real examples of companies that have successfully redesigned their supply chain network to significantly improve inventory fulfillment and increase sales.
Omni channel fulfilment and supply chain management analyticAmit Kumar Garg
Omni channel fulfilment and supply chain management analytic scope area.The retail industry is facing major challenges. By applying order orchestration, a revised last mile logistics setup, adoption of advanced supply chain analytics and true converging between physical and ecommerce channels both traditional brick-and-mortar and ecommerce retailers can turn these challenges into opportunities over a new competitive edge.
SBS recently conducted a survey to better understand the motivation behind the purchasing decision. Not surprisingly, respondents indicated that cost, lead time and quality were the 3 driving motivations. VMI capabilities ranked a distant 6th. But, VMI helps manage and reduce costs, lead times and quality issues. So shouldn't it be the driving force behind selecting a supplier?
Omni channel fulfilment and supply chain management analyticAmit Kumar Garg
Omni channel fulfilment and supply chain management analytic scope area.The retail industry is facing major challenges. By applying order orchestration, a revised last mile logistics setup, adoption of advanced supply chain analytics and true converging between physical and ecommerce channels both traditional brick-and-mortar and ecommerce retailers can turn these challenges into opportunities over a new competitive edge.
SBS recently conducted a survey to better understand the motivation behind the purchasing decision. Not surprisingly, respondents indicated that cost, lead time and quality were the 3 driving motivations. VMI capabilities ranked a distant 6th. But, VMI helps manage and reduce costs, lead times and quality issues. So shouldn't it be the driving force behind selecting a supplier?
CPFR - Model for Supply Chain Co-ordinationCHIN Kok Poh
Collaborative Planning Forecast and Replenishment is a supply chain management practice for multi-tier co-ordination. This slides incoporate CPFR, Unified Communications, RFID, RTLS and Portal Collaboration technologies to execute advanced CPFR.
Strategic Sourcing and B2B E Commerce Solutions For ASEAN Purchasing Professi...Bill Kohnen
As ASEAN regional demand grows the skill of Purchasing professionals in the region will need to change from the current focus on export industries and tactical BPO industries. Specifically developing core Strategic Sourcing skills and utilizing B2B E Commerce Solutions in ways optimized ASEAN demand will be important. 2015 PASIA Conference discussion presentation.
Use of software (WMS and TMS) to transform a dysfunctional supply chain and revolutionize it.
Available as narrated presentation also. http://www.infor.com/company/webcasts/scmarchive/supplychainbest-rwct/scm042210
Introduction to Vendor Management Inventory Abu Talha
What is Supply Chain Management ? Integrating Management and information technology to flourish performance.
What Is Vendor Managed Inventory ?
1. Vendor Managed Inventory or VMI is a process where the vendor creates orders for their customers based on demand information that they receive from the customer. 2. VMI involves collaboration between suppliers and their customers which changes the traditional ordering process.
Schematic Diagram of VMI
WHY USE VMI ?
VMI removes the need for the customers to have significant safety stock. Lower inventories for the customer can lead to significant cost savings.
The customer can make profit from reduced purchasing costs. As the vendor receives data so the customer don’t need to produce purchasing costs ever.
Moreover, the need for purchase order corrections and reconciliation is removed which further reduces purchasing costs.
DUAL BENEFITS (both Supplier and Customer) 1. Less data errors and the overall speed of processing is increased. 2. Having aim to provide better service to the end consumer. 3. Purchase orders are generated on predefined basis. 4. Relation between suppliers and customers are getting strong enough.
Customer Benefits
1. A decrease in stockouts and a decrease in inventory levels. 2. Planning and ordering cost will be decreased. 3. Overall service level is elevated. 4. The customer is more focused in providing great service.
Suppliers Benefits
1. A reduction in customer ordering errors. 2. Promotions can be easily promoted to inventory plans. 3. Customers' point of sell data makes forecasting easier. 4. Philosophy to customer’s stock levels helps to identify priorities.
Comparison between VMI & RMI
Vendor Managed Inventory(VMI)
1. Vendor stocks the resources in suppliers premises. 2. Vendor is solely responsible for the stock availability. 3. VMI focuses on collaboration and share information between trading partners. 4. It is termed as a model of family business.
Retail Managed Inventory (RMI)
1. Supplier stocks the resources in buyer’s premises.2. Retailer is solely responsible for the stock availability. 3. RMI always focused on improving forecasting. 4. It is termed as business model of business.
Solutions which focus on easy collaboration, visibility and efficiency, across your entire supply chain.
Maximize your profit, reduce costs and increase competitiveness, definitely, with these solutions.
This booklet explores a few use cases of analytics for the supply chain and how it can be leveraged.
For more info visit: https://www.teamcomputers.com/businessanalytics/Supply%20Chain/Booklet-Supply-chain-Digital.pdf
enVista’s unique ability to consult, implement and operate plus unrivaled consulting experience, deep vertical expertise and comprehensive solutions portfolio means one strategic partner to achieve cost savings and greater efficiencies in your supply chain, transportation and ERP.
CPFR - Model for Supply Chain Co-ordinationCHIN Kok Poh
Collaborative Planning Forecast and Replenishment is a supply chain management practice for multi-tier co-ordination. This slides incoporate CPFR, Unified Communications, RFID, RTLS and Portal Collaboration technologies to execute advanced CPFR.
Strategic Sourcing and B2B E Commerce Solutions For ASEAN Purchasing Professi...Bill Kohnen
As ASEAN regional demand grows the skill of Purchasing professionals in the region will need to change from the current focus on export industries and tactical BPO industries. Specifically developing core Strategic Sourcing skills and utilizing B2B E Commerce Solutions in ways optimized ASEAN demand will be important. 2015 PASIA Conference discussion presentation.
Use of software (WMS and TMS) to transform a dysfunctional supply chain and revolutionize it.
Available as narrated presentation also. http://www.infor.com/company/webcasts/scmarchive/supplychainbest-rwct/scm042210
Introduction to Vendor Management Inventory Abu Talha
What is Supply Chain Management ? Integrating Management and information technology to flourish performance.
What Is Vendor Managed Inventory ?
1. Vendor Managed Inventory or VMI is a process where the vendor creates orders for their customers based on demand information that they receive from the customer. 2. VMI involves collaboration between suppliers and their customers which changes the traditional ordering process.
Schematic Diagram of VMI
WHY USE VMI ?
VMI removes the need for the customers to have significant safety stock. Lower inventories for the customer can lead to significant cost savings.
The customer can make profit from reduced purchasing costs. As the vendor receives data so the customer don’t need to produce purchasing costs ever.
Moreover, the need for purchase order corrections and reconciliation is removed which further reduces purchasing costs.
DUAL BENEFITS (both Supplier and Customer) 1. Less data errors and the overall speed of processing is increased. 2. Having aim to provide better service to the end consumer. 3. Purchase orders are generated on predefined basis. 4. Relation between suppliers and customers are getting strong enough.
Customer Benefits
1. A decrease in stockouts and a decrease in inventory levels. 2. Planning and ordering cost will be decreased. 3. Overall service level is elevated. 4. The customer is more focused in providing great service.
Suppliers Benefits
1. A reduction in customer ordering errors. 2. Promotions can be easily promoted to inventory plans. 3. Customers' point of sell data makes forecasting easier. 4. Philosophy to customer’s stock levels helps to identify priorities.
Comparison between VMI & RMI
Vendor Managed Inventory(VMI)
1. Vendor stocks the resources in suppliers premises. 2. Vendor is solely responsible for the stock availability. 3. VMI focuses on collaboration and share information between trading partners. 4. It is termed as a model of family business.
Retail Managed Inventory (RMI)
1. Supplier stocks the resources in buyer’s premises.2. Retailer is solely responsible for the stock availability. 3. RMI always focused on improving forecasting. 4. It is termed as business model of business.
Solutions which focus on easy collaboration, visibility and efficiency, across your entire supply chain.
Maximize your profit, reduce costs and increase competitiveness, definitely, with these solutions.
This booklet explores a few use cases of analytics for the supply chain and how it can be leveraged.
For more info visit: https://www.teamcomputers.com/businessanalytics/Supply%20Chain/Booklet-Supply-chain-Digital.pdf
enVista’s unique ability to consult, implement and operate plus unrivaled consulting experience, deep vertical expertise and comprehensive solutions portfolio means one strategic partner to achieve cost savings and greater efficiencies in your supply chain, transportation and ERP.
Warehouse Management Systems enable companies to allocate inventory based upon demand, whereas Warehouse Control Systems (WCS) manage the flow of materials traveling on material handling equipment within the warehouse. Yet, many companies struggle with where each technology option fits into their distribution strategy. In this presentation, you will learn: how to compare the functionality available in each system; what each system does best and why; how to determine if one or both systems are right for your operation; how to integrate both systems to maximize performance.
Optiflow-Le Manufacturing Execution System is a suite of scalable integrated tools, that synchronize your plant-floor operations with supply chain, materials, inventory & business processes, resulting in greater overall performance.
Includes Factory Intelligence, PDM / PLM, Detailed scheduling & Sequencing, BPM Modeler, Capacity Management, Workforce Management, Integration & Collaboration, Data Acquisition and advanced measurement tools such as OEE & OLE.
Manufacturing Execution System for Industry-I am pleased to share details about our successfully working model, as how we can provide you with innovative & industry proven Plant Intelligence Solutions for Automotive Manufacturing Plant like yours to give you following benefits in Real Time Environment:
• Informed decisions based on Data Analytics
• Streamlined and Optimized Operations
• Improved Productivity
• Reduce Total Defects
• Reduced Inventory
• Lean, “Smart” MES approach and application coverage for low TCO
• Improved return on assets and investments (ROA/ ROI)
• Improved Equipment Up-Time
• Improved responsiveness, improved plant throughput time
• Enhanced Real Time visibility into production data
We have successfully served as per expectations of many End-Users in Manufacturing, Food & Beverage, Pharma, Oil & Gas, Petrochemical , Cement, Power, & metals Industry. We have more than 5000+ software installations throughout India with proven track record in almost every industry vertical and have delivered projects to 40+ countries in every continent including Americas, Europe, Asia, Africa, and Australia.
Forget Big Data. It's All About Smart DataAlan McSweeney
This proposes an initial smart data framework and structure to allow the nuggets of value contained in the deluge of largely irrelevant and useless data to be isolated and extracted. It enables your organisation to ask the questions to understand where it should be in terms of its data state and profile and what it should do to achieve the desired skills level across the competency areas of the framework.
Every organisation operates within a data landscape with multiple sources of data relating to its activities that is acquired, transported, stored, processed, retained, analysed and managed. Interactions across the data landscape generate primary data. When you extend the range of possible interactions business processes outside the organisation you generate a lot more data.
Smart data means being:
• Smart in what data to collect, validate and transform
• Smart in how data is stored, managed, operated and used
• Smart in taking actions based on results of data analysis including organisation structures, roles, devolution and delegation of decision-making, processes and automation
• Smart in being realistic, pragmatic and even skeptical about what can be achieved and knowing what value can be derived and how to maximise value obtained
• Smart in defining an achievable, benefits-lead strategy integrated with the needs business and in its implementation
• Smart in selecting the channels and interactions to include – smart data use cases
Smart data competency areas comprise a complete set of required skills and abilities to design, implement and operate an appropriate smart data programme.
Supply Chain Management and OM in business model cc tan (2015)C.C. Dr. Tan
These slides demonstrate the alignment, adaptability and agility concepts of SCM and OM in business model framework - aligning the various functions of business organization, i.e. financial, operations, outsourcing, SCM, etc.
Supply Chain & Logistics Basics: The Automotive Supply ChainAngela Carver
Despite the economic downturn, the U.S. automotive supply chain has seen significant growth. Sales volume increased from 10 million to 15.6 million units between 2009 and 2013. These unit increases can be associated not only to improvements in economy, but solid efforts to implement industry best practices to solve supply chain challenges. Some of the top challenges faced by the automotive supply chain include inability to adapt to fluctuations in demand due to capacity constraints, financial constraints due to lack of liquidity, supply chain complexity increases with the globalization of the supply chain, qualified labor shortages and lack of information visibility with legacy technologies. Outdated supplier technology is present most often in tier 2 suppliers such as metal stampers and die casters. Lack of production management systems causes significant delays for OEMs and downstream supply chain partners.
According to the Global Supply Chain Survey 2013 automotive industry leaders plan to focus on both continuous improvement efforts relating to production efficiency and inventory management. Focusing on improving these areas can help to reduce costs and increase supplier collaboration. The top four areas of focus identified in this study were cost minimization, delivery performance, volume flexibility and complexity management. This is where industry best practices come into play. To address these issues automotive supply chain operators are implementing EDI/ASN to more effectively manage inbound shipment schedules and facility staffing. The information gleaned from this change allows these businesses to be proactive rather than reactive. Supply chain managers are also implementing documentation management protocols in order to comply with regulations and improve recall execution. In response to omni-channel retailing the automotive supply chain is also now aggregating orders into once centralized location such as a warehouse management system (WMS). This provides fulfillment centers with a more holistic view of inventory data. With this more accurate view of data, supply chain operations can also reduce on-hand inventory and focus on a just-in-time (JIT) replenishment strategy. This helps to reduce costs creating savings that can be passed on to customers. Transportation routing and other analytics are also being used to make data more accessible to all key supply chain players, including customers. To access more valuable automotive supply chain resources contact Datex experts today at www.datexcorp.com or marketing@datexcorp.com or call 800.933.2839 ext 243.
Learn the Supply Chain Definition and find out why it is critical to an organization's success. A supply chain is a system of organizations, people, activities, information, and resources involved in moving a product or service from supplier to customer.
Find out more about Supply Chain and how it can help your business to perform better through our Supply Chain Optimization training in Malaysia, China, Dubai, Singapore, Indonesia, etc.
Visit us at http://SynerflexConsulting.com for more details.
The world is changing – how about your Operations Strategy?
The world is changing rapidly – same goes for your customers and suppliers. You are required to constantly improve your operations. Is optimising your current operating model sufficient or do you need to rethink?
A great Operations Strategy is what makes the sum of all operational capabilities of your business a competitive advantage.
Does your Operations Strategy fit in relation to environmental changes or changes in future customer demand?
Beating the Burden of Brick & Mortar for Omnichannel Fulfillment SuccessMichael Hu
Fulfillment is both more complex and mission critical in a multichannel retail setting. Brick & mortar retailers must overcome their “burden” of traditional store channel focus to achieve multi-channel fulfillment excellence
Where Are We on the Demand-Driven Journey? A Look Back and a Look Forward.Lora Cecere
When the P&G team shared insights on out-of-stocks with A. G. Lafley, he said “I have discovered a new billion dollar brand opportunity.” The goal was to orchestrate the supply chain to better deliver on the first moment of truth—having the item in stock on the shelf when the customer wanted to purchase the product. Jake Barr shares insights on the evolution of this strategy and then brings Lora Cecere and Carol Ptak to the stage to discuss two complimentary, but different views of demand-driven strategies.
Jake Barr, CEO of BlueWorld Supply Chain Consulting; Carol Ptak, Partner at the Demand-driven Institute; and Lora Cecere, Founder of Supply Chain Insights.
A presentation from the 2015 Supply Chain Insights Global Summit
Tomas Wennerstein, Syncron presenation at Spare Parts 2013Copperberg
"Differentiated Inventory Management", Tomas Wennerstein – MD, Syncron Inc. presentation at Spare Parts Business Platform 2013.
Find out more http://www.sparepartseurope.com/
E commerce - sincronizzare la domanda e l'offertaConcordia Srl
E-COMMERCE – SINCRONIZZARE LA DOMANDA E L’OFFERTA PER GARANTIRE LA DISPONIBILITÀ DEL PRODOTTO E IL GIUSTO ASSORTIMENTO | Relatore Francesco Stolfo | Workshop del Global Summit E-commerce & Digital 2015
GARANTIRE LA DISPONIBILITÀ DEL PRODOTTO E IL GIUSTO ASSORTIMENTO IN TEMPO DI ...Concordia Srl
L’uso di internet nella vita di tutti i giorni, oltre ad aver modificato radicalmente i nostri modelli di vita, ha influenzato notevolmente il nostro potere d’acquisto, ampliando la conoscenza dell’offerta dei prodotti e dei servizi. Oggi siamo molto più esigenti e selettivi di un tempo.
Che effetto produce questo cambiamento nei processi logistici? Si vendono più prodotti ma in quantità minori di qualche anno fa.
Come deve essere affrontato il fenomeno conosciuto come “effetto long-tail”?
Nel corso dell’incontro saranno presentati casi reali di aziende alle prese con questa nuova importante sfida.
Similar to 2015 promat supply chain network project (20)
2. Key Takeaways:
• Is Network Strategy Design something your company should
consider – who benefits and when
• The critical components and steps necessary for a successful
Network Strategy Design project
• How to determine Inventory Flow – what are the key
considerations and best practices
• Best practices and lessons learned from companies that have
successfully redesigned their supply chain network
• Typical ROI, time to value and benefits attained
3.
4.
5. DC Locations
and Site Count
DC Space and
Cube Capacity
Transportation
Delivery
Method
Transportation
Delivery
Frequency
DC Processing
Throughput
Inventory
Positioning
Demand Driven
Planograms
Store Analysis
Inventory Analysis
Demand
Variability
Store
Operations
Transportation
Analysis
1
2
3
0
1
2
3
4
1 10 100 1000 10000 100000 1000000 10000000
SKUVelocityCV
Velocity
Bakeware
Bakeware
1a 1b 1c
2a 2b 2c
3a 3b 3c
15. CV is a measure of “predictability”
• Average Daily Demand/STD DEV of the Demand in
terms of units sold
• A lower CV value is easier to forecast and therefore can
be pushed/continuous flow of inventory. Due to higher
predictability and in theory less inventory is required in
the supply chain. Inventory can be positioned farther
down-stream (stores)
• A higher CV values is harder to forecast and therefore
should be pulled. Due lower predictability inventory
should be positioned further up-stream (TDC or Spoke).
In theory you pull the inventory, however inventory
positioning (TDC or Spoke) is based upon customer
tolerance time as well
16. What is driving the demand (dependent or
independent variables)?
– Price/Value
– Promotions
– Tire Size (Fit)
– MFG Lead Time
– MFG Fill Rate
– Co-Branded
– Brand Loyalty
– Brand Strategy
– Original Equipment Replacement
– Commission Structure
– MFG Subsidies
17.
18. Variability by Store
BRID-095-62015: Low Volume – High Variability
126 / 834 (15%) of stores demand this product
65 / 126 (52%) of stores only have 1 Sale all Year
19. Push or Pull Inventory based upon
Demand Variability
20. Result Summary Table: The test shows positive impact in sales and margin
Net Sales Lift vs. Control stores: The overall test results are within the normal
range of variation
Test Store Start Quarter:
Outperform
control stores
Result by Markets: Chicago and New York both show positive lifts
Test period
21.
22. • One time inventory reduction of
$22.9M
• $35.9M year over year reduction
of inventory (5 years)
• Carrying Cost Reduction =
$2.75M
• Improved Tire Inventory Turns =
5.92 from 3.58
• Improved Inventory Turn Over =
6.45 from 3.91 (improved cash
flow)
• Proposed Increased Sales Uplift =
$43.8m over a two year period
(based upon current H&S test
model)
January 2013 – January 2017
Scenario NPV IRR
enVista H&S (no-lift) $4.6M 112%
enVista H&S (5%/2% AB Stores) $5.38M 134%
enVista H&S (12%/5% AB Stores) $7.2M 177.%
Client H&S (no-lift) $1.0M 44.3%
23. S&OP
Historical
Data
Market
Data
Merchant
Strategy
Meeting
One on One
Ad Meeting
& Ad
Candidates
Ad Space
Finalized
(DVP
Marketing)
Complete
Marketing Plan
(TV, Radio,
Circulars)
1
2
Consensus
Forecast
Meeting
Weekly
Promotional
Readiness
Weekly OTB
Financial
Forecast
Monthly
Postmortem
Executive
Meeting
DRP
Forecast
Finalized
Vendor
Conference
Calls
Inventory
Level Input
EDI PO’s
to
Vendors
STEP 1
DATA
GATHERING
STEP 2
DEMAND
PLANNING
STEP 3
SUPPLY
PLANNING
STEP 4
PRE-MEETING
STEP 5
EXEC
MEETING
Business Units
Prepare Actual
vs. Plan and
Build Action
Plans
• Tires
• Service
• OTC
4
5
3
7
Sales/Merchants
Inventory
6
FinanceDepartmentInvolvement
PromotionalDepartmentInvolvement
Decisions &
Updated Game
Plan
Supplier Fill Rate % Lead
Time
STD
Michelin 65% 10 Days
Cooper 95% 2 Days
Goodyear 83% 4 Days