3PL Global Transformation
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3PL global implementation results in 44% inventory reduction, faster product delivery and increased customer loyalty.
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Abstract :
The report highlights the analysis of the drivers and explains the factors for growth of the industry. Global Trade Boom, Growth in e-Tailing, Growing Business of Private Telecom Sector, Financial Institutions Dependence on Courier and Seasonal Business Upsurge Due to Occasions are the key drivers of this market. Top courier companies operating in India are specializing in secure and in-time delivery of Indian pharma products. The telecom sector is dependent on courier service largely for Sending postpaid connection bills, Bulk sim delivery in business houses and Sending important notices and intimations to customers. A commercial bank spends approximately INR 2.4 bn annually on courier to meet its business needs. Courier companies are normally hired by florists to deliver fresh flowers to clientele on birthdays, anniversaries and wedding occasions.
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Table of Contents :
Slide 1: Executive Summary
Macroeconomic Indicators
Slide 2: GDP at Factor Cost: Quarterly (2010-11, 2011-12, 2012-13, 2013-14), Inflation Rate: Monthly (Jul 2013 – Dec 2013)
Slide 3: Gross Fiscal Deficit: Monthly (Feb 2013 – Jul 2013), Exchange Rate: Half Yearly (Oct 2013 – Mar 2014)
Slide 4: Lending Rate: Annual (2008-09, 2009-10, 2010-11, 2011-12), Trade Balance: Annual (2010-11, 2011-12, 2012-13, 2013-14), FDI: Annual (2009-10, 2010-11, 2011-12, 2012-13)
Introduction
Slide 5-8: Lo
2016 #3PLStudy: The State of Logistics Outsourcing
Over the span of 20 years, the Third Party Logistics (3PL) study has documented the evolution of 3PLs, which are shifting, in many instances, from tactical service providers to collaborative partners delivering a comprehensive suite of integrated logistics services. Additionally, providers have become more proficient at the provision of 3PL services, and customers have become better buyers and users of 3PL services. The study includes four streams of research: surveys, desk research, focus interviews and intensive, one-day facilitated shipper workshops.
The study, which is based on responses from more than 260 shippers and logistics service providers in North America, Europe, Asia-Pacific, Latin America and other regions, also looks at supply chain risk management and new competition within the industry. It is produced by Capgemini Consulting, the global strategy and transformation consulting brand of the Capgemini Group, Penn State University, the executive recruiting firm Korn/Ferry International and Penske Logistics, a global logistics and supply chain management provider.
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Courier And Logistics
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3pl and 4pl
Third-party logistics (3PL) providers are companies that provide logistics services like transportation, warehousing, and distribution for other companies. 3PLs allow companies to focus on their core business while outsourcing logistics functions. Common types of 3PLs include transportation-based, warehouse/distribution-based, and financial-based providers. Using 3PLs can help companies save time and money, expand markets, and focus on their strengths. However, there are also risks like loss of control and visibility with customers. Choosing the right 3PL requires thorough due diligence and establishing clear expectations, performance measures, and a process for managing the relationship.
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Abstract :
The report highlights the analysis of the drivers and explains the factors for growth of the industry. Global Trade Boom, Growth in e-Tailing, Growing Business of Private Telecom Sector, Financial Institutions Dependence on Courier and Seasonal Business Upsurge Due to Occasions are the key drivers of this market. Top courier companies operating in India are specializing in secure and in-time delivery of Indian pharma products. The telecom sector is dependent on courier service largely for Sending postpaid connection bills, Bulk sim delivery in business houses and Sending important notices and intimations to customers. A commercial bank spends approximately INR 2.4 bn annually on courier to meet its business needs. Courier companies are normally hired by florists to deliver fresh flowers to clientele on birthdays, anniversaries and wedding occasions.
There are various challenges too that the courier industry faces, Poor Infrastructure, Poor Warehousing Facility, Delay in Clearances and High operating costs are the major challenges faced by the courier industry. A huge number of roadways in India are un-metalled that poses difficulty for courier service providers – almost 40% of villages do not have any access to all weather roads. Due to heavy cargo movement the customs at various international airports is unable to send detention memo for most of the detained parcels and this adversely affects courier service operators’ business. High level of competition in the industry limits the ability of courier companies to increase pricing and high level of operating costs coupled with the limited pricing power lead to low profitability for the industry overall
Some recent technology adoption in the courier industry is the use of GPS which is used for tracking location of goods carrying vehicles. Barcode technology is used to monitor flow of documents and other courier items at various points in from point of origin to point of delivery. RFID aids in smooth information flow between monitoring unit and on-duty delivery. The Indian Government has been operating postal and telegraph service through India Post since 1837 and has evolved over the years to provide fast and reliable service at par with other key players in the market. The Government of India is also considering setting up of dedicated cargo airports to tap the growing courier market.
Table of Contents :
Slide 1: Executive Summary
Macroeconomic Indicators
Slide 2: GDP at Factor Cost: Quarterly (2010-11, 2011-12, 2012-13, 2013-14), Inflation Rate: Monthly (Jul 2013 – Dec 2013)
Slide 3: Gross Fiscal Deficit: Monthly (Feb 2013 – Jul 2013), Exchange Rate: Half Yearly (Oct 2013 – Mar 2014)
Slide 4: Lending Rate: Annual (2008-09, 2009-10, 2010-11, 2011-12), Trade Balance: Annual (2010-11, 2011-12, 2012-13, 2013-14), FDI: Annual (2009-10, 2010-11, 2011-12, 2012-13)
Introduction
Slide 5-8: Lo
2016 #3PLStudy: The State of Logistics Outsourcing
Over the span of 20 years, the Third Party Logistics (3PL) study has documented the evolution of 3PLs, which are shifting, in many instances, from tactical service providers to collaborative partners delivering a comprehensive suite of integrated logistics services. Additionally, providers have become more proficient at the provision of 3PL services, and customers have become better buyers and users of 3PL services. The study includes four streams of research: surveys, desk research, focus interviews and intensive, one-day facilitated shipper workshops.
The study, which is based on responses from more than 260 shippers and logistics service providers in North America, Europe, Asia-Pacific, Latin America and other regions, also looks at supply chain risk management and new competition within the industry. It is produced by Capgemini Consulting, the global strategy and transformation consulting brand of the Capgemini Group, Penn State University, the executive recruiting firm Korn/Ferry International and Penske Logistics, a global logistics and supply chain management provider.
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Courier And Logistics
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3pl and 4pl
Third-party logistics (3PL) providers are companies that provide logistics services like transportation, warehousing, and distribution for other companies. 3PLs allow companies to focus on their core business while outsourcing logistics functions. Common types of 3PLs include transportation-based, warehouse/distribution-based, and financial-based providers. Using 3PLs can help companies save time and money, expand markets, and focus on their strengths. However, there are also risks like loss of control and visibility with customers. Choosing the right 3PL requires thorough due diligence and establishing clear expectations, performance measures, and a process for managing the relationship.
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Supply_Chain_Management_san.ppt
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Unit 3 Forecasting systems design - Understanding the system
. Understand Supply Chain Dynamics:
Gain a comprehensive understanding of the entire supply chain, including procurement, production, logistics, and distribution. Recognize how different stages of the supply chain may influence demand.
2. Collaborate with Stakeholders:
Involve key stakeholders from different departments such as sales, marketing, production, and logistics. Their insights and expertise will provide valuable information for accurate forecasting.
3. Data Integration:
Integrate data from various sources within the supply chain, including historical sales data, inventory levels, supplier performance, and external factors such as market trends or economic indicators.
4. Demand Segmentation:
Segment your products or services based on characteristics that affect demand, such as seasonality, product life cycle, or customer demographics. Differentiated forecasting methods may be applied to each segment.
5. Technology Selection:
Choose forecasting technologies that integrate seamlessly with other SCM systems. This might include Enterprise Resource Planning (ERP) systems, Warehouse Management Systems (WMS), and Transportation Management Systems (TMS).
6. Consider Lead Times and Variability:
Account for lead times in the supply chain when forecasting. Understand the variability in lead times and demand patterns to optimize inventory levels and reduce the risk of stockouts or overstocking.
7. Dynamic Models for Supply Chain Events:
Design dynamic forecasting models that can adapt to sudden events in the supply chain, such as disruptions in the supply network, changes in supplier capabilities, or unexpected demand fluctuations.
8. Demand Shaping Strategies:
Implement demand shaping strategies to influence customer demand positively. This may involve promotions, discounts, or other marketing initiatives to align with forecasted demand.
9. Risk Assessment:
Incorporate risk assessments into the forecasting process. Identify potential risks and uncertainties in the supply chain, such as geopolitical issues, natural disasters, or supplier reliability, and develop contingency plans.
10. Real-time Visibility:
Aim for real-time visibility into supply chain activities. Use technologies like IoT devices, RFID, and advanced analytics to monitor the movement of goods, track inventory levels, and gather real-time data for more accurate forecasting.
11. Performance Metrics:
Establish key performance indicators (KPIs) to measure the accuracy and effectiveness of the forecasting system. Regularly assess forecast accuracy, bias, and other relevant metrics to identify areas for improvement.
12. Continuous Improvement:
Emphasize a culture of continuous improvement. Regularly review and update forecasting models based on changing market conditions, technology advancements, and feedback from actual performance.
13. Sustainability Considerations:
Consider sustainability factors in forecasting, such as the environmental impact of production and transportation.
Part 1Question 1You are the Chief Purchasing Officer of a .docx
Part 1
Question 1
You are the Chief Purchasing Officer of a company with World Wide Production and buying locations. Design an organizational structure that allows you to compete effectively. Describe the reporting structure, the physical placement of personnel, the placement of purchasing authority and the coordination of activities with other functional groups.
Question 2
Discuss the sources of Information available to a buyer when seeking information about potential sources of supply. When do you think it is appropriate to use different sources?
Question 3
Please Answer the following questions :
1) Provide reasons why most firms do not have an adequate supplier measurements system.
2) What is a full service supplier ? What are the benefits of using full –service suppliers?
3) Of the barriers to supplier development mentioned in this chapter, which ones are the most difficult to overcome in you opinion?
4) Why should a buyer be concerned with supplier quality performance?
5) How can early supplier design involvement contribute to higher levels of product quality?
6) What are the differences between TQM and Six sigma quality approaches?
Question 4
Please read the following case on Air Products and answer the questions at the end of the case. Please see attachment.
Question 5
Discuss whether the growth in worldwide sourcing will have a positive or negative effect over the long run in the United States. Why? What alternatives exist to world wide sourcing?
Question 6
Discuss why it is important for buyers to have knowledge of a supplier's learning rate when preparing to negotiate a purchase contract.
Question 7
Please Read both cases and respond to the case questions. Please see attached.
Case 1: Supply Chain Management at Bose Corporation (see attachment)
Case 2: Strategic Sourcing and Supply at Federal Express (see attachment}
Question 8
Discuss concept of ethics and discuss the reasons why some issues that confront a buyer are not often clear from an ethical perspective.
Question 9
Please turn in any portion of your assignment. It does not have to be complete and it can be a draft. I am only looking to see your progress.
Part 2
Project – Term Paper
· Due the last day of class:
You have been hired as a purchasing/procurement Manager for a large US based automotive manufacturer. You have been assigned the responsibility of evaluating current supplier relationships and developing relationships with new supplier for automotive parts.
Go through the process, policy and procedures to evaluate current suppliers and select new suppliers. This should include:
1) Negotiations
2) Purchasing relationships
3) Purchasing strategies
4) Insourcing and outsourcing
5) Supplier quality management
6) Supplier evaluation, selection and measurements.
Give examples of some current best practices that are being used in the economy today to evaluate and manage suppliers.
Please use standard form.
Business Marketing focused supplier engagement
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Project on logistics
This document discusses 3PL logistics and the benefits of using third-party logistics providers. It notes that 3PL providers offer services like warehousing, transportation, and distribution to reduce costs and improve efficiencies for businesses. Some key benefits highlighted include cost savings through leveraging an existing infrastructure, flexibility to scale operations up or down as needed, improved customer experience, and assistance expanding into new international markets. The document also briefly discusses potential disadvantages like loss of control and need for interoperable IT systems, before concluding with questions to consider when evaluating if a company needs 3PL services.
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Strategic supply chain management
Understand the relationship between supply chain management (SCM) and organisational business objectives
Explain the importance of effective supply chain management in achieving organisational objectives
Explain the link between supply chain management and business functions in an organisation
Discuss the key drivers for achieving an integrated supply chain strategy in an organisation
Be able to use information technology to optimize supplier relationships in an organisation
Evaluate the effectiveness of strategies used by an organisation to maintain supplier relationships
Task 2.2: Use information technology to create strategies to develop an organisation’s relationship with its suppliers
Develop systems to maintain an organisation’s relationship with its suppliers
Case Study of a maintaining organization’s relationship with suppliers:
Understand the role of information technology in supply chain management
Assess how information technology could assist integration of different parts of the supply chain of an organisation
Task 3.2: Evaluate how information technology has contributed to the management of the supply chain of an organisation
Assess the effectiveness of information technology in managing the supply chain of an organisation
Understand the role of logistics and procurement in supply chain management
Explain the role of logistics in supply chain management in an organisation
Page 9Page 10PRINTED BY [email protected] Printing is.docx
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Page 10
PRINTED BY: [email protected] Printing is for personal, private use only. No part of this book may
be reproduced or transmitted without publisher's prior permission. Violators will be prosecuted.
KEY ELEMENTS OF SUPPLY CHAIN STRATEGY
A supply chain strategy involves many interlocking activities and decisions, large and small. According
to Michael Porter, strategy guru and author of Competitive Advantage, successful business strategy relies
on the concept of “fit”—that is, a group of activities that support a chosen competitive strategy.
Although any single activity can be copied, the activities taken together form a system that is virtually
impossible to duplicate.9
Porter’s concept of fitness holds equally true for supply chain strategy. Five elements of your
business—and the choices you make regarding these elements—are fundamental:
Customer service. What are your objectives in terms of delivery speed, accuracy, and
flexibility?
Sales channels. How will your customers order and receive your goods and services?
Value system. Which supply chain activities will be performed by your organization and which
by your partners?
Operating model. How will you organize the planning, ordering, production, and delivery
processes to provide customer service while still meeting your working capital and cost
objectives?
Asset footprint. Where will you locate your supply chain resources, and what is their scope of
action?
Companies often make decisions about each of these elements in isolation, without considering the
others. It’s possible, for example, to develop a manufacturing footprint that reduces costs, only to fall
short of required customer-service levels. To get the full strategic benefit a supply chain can offer,
however, it’s critical to treat each element as part of an integrated whole (Figure 1.2).
Figure 1.2 Elements of Supply Chain Strategy
https://jigsaw.vitalsource.com/api/v0/books/0071846646/print?from=9&...
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Page 11
CUSTOMER SERVICE
The first step in developing a supply chain strategy is to define customer service objectives. Offering
various levels of delivery speed, accuracy, and flexibility for different types of customers can help
distinguish the overall customer experience. Should, for example, deliveries reach all customers in the
same amount of time, or should customers who are more valuable receive deliveries faster? Should the
ordering process be the same for all customers? Answers to questions like these will be dictated by your
company’s business strategy and target audience—that is, whether you are addressing B2C or B2B
segments.
Business to Consumer
In the B2C world, off-the-shelf product availability is often the key service criterion. Customers are
willing to wait for hot products from a leading brand—but only up to a point. Retailer Nordstrom
introd.
The Three Stages of Global Payroll Implementation
Download Full Report: https://www.cloudpay.net/cloudpaper/global-payroll-implementation
A Comprehensive Guide to Building a Business Case, Evaluating Vendors and Deploying a Solution. In the quest for better business performance, large organizations must continually evaluate the efficiency and effectiveness of their global operations. When the focus is on payroll, the review process can get stuck in an endless evaluation cycle. This is typically because, despite an overwhelming feeling that things can be improved, the evidence needed to convince decision-makers tends to fall short.
In this report, we explore three stages of payroll transformation: evaluation, selection and deployment. For those tasked with managing any of these critical steps, we provide real-world advice assimilated from many years of building business cases and running global payroll projects.
How to Align Demand Gen and Inside Sales (to Close More Deals)
What You'll Learn:
- RingCentral success path to revenue
- High impact buying signals, lead routing and outreach cadences
- Importance of data accuracy and optimization
- Benchmark metrics for entire sales funnel
Npdm
This document discusses the effects of distributed product development (DPD) on the new product development (NPD) process. It defines key terms like outsourcing, offshoring, and lead organization. It then examines how DPD impacts coordination, transformation, and search/selection during NPD. Specifically, it notes that DPD complicates coordination by increasing interruptions across organizations. It also finds communication challenges during transformation, but that proper supplier selection, task partitioning, and information systems can improve coordination. DPD provides benefits like access to new technologies during search/selection, but also risks like hold-up costs and information leakage. The document concludes by summarizing a survey of US electronics manufacturers on their offshore NPD practices.
Adani Group's Active Interest In Increasing Its Presence in the Cement Manufa...
Time and again, the business group has taken up new business ventures, each of which has allowed it to expand its horizons further and reach new heights. Even amidst the Adani CBI Investigation, the firm has always focused on improving its cement business.
8328958814KALYAN MATKA | MATKA RESULT | KALYAN
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Koch Logistics Retail And Logistics Overview May 6 2008
The document provides an overview of Koch Logistics' retail and logistics capabilities presented by Jennifer Johnson and Darren Nelson. It discusses Koch Logistics' 30 years of experience in transportation and distribution, its asset and non-asset service offerings, capabilities in transportation, supply chain management and technology, approaches and partnerships in retail, examples of projects for retailers, and strategic growth areas.
Collaborative Outsourcing
The document discusses collaborative outsourcing models for freight management. It describes collaborative outsourcing as partnering with an outside provider to take on labor-intensive transportation tasks while maintaining strategic control. This allows companies to focus on strategic planning while leveraging an expert provider's scale and technology. Key aspects include immediately lowering costs through benchmarking and optimization, achieving sustained savings through continuous improvements, deploying advanced technology at no direct cost, and gaining industry expertise to inform supply chain strategies.
Unit 3 Forecasting systems design - Understanding the system
. Understand Supply Chain Dynamics:
Gain a comprehensive understanding of the entire supply chain, including procurement, production, logistics, and distribution. Recognize how different stages of the supply chain may influence demand.
2. Collaborate with Stakeholders:
Involve key stakeholders from different departments such as sales, marketing, production, and logistics. Their insights and expertise will provide valuable information for accurate forecasting.
3. Data Integration:
Integrate data from various sources within the supply chain, including historical sales data, inventory levels, supplier performance, and external factors such as market trends or economic indicators.
4. Demand Segmentation:
Segment your products or services based on characteristics that affect demand, such as seasonality, product life cycle, or customer demographics. Differentiated forecasting methods may be applied to each segment.
5. Technology Selection:
Choose forecasting technologies that integrate seamlessly with other SCM systems. This might include Enterprise Resource Planning (ERP) systems, Warehouse Management Systems (WMS), and Transportation Management Systems (TMS).
6. Consider Lead Times and Variability:
Account for lead times in the supply chain when forecasting. Understand the variability in lead times and demand patterns to optimize inventory levels and reduce the risk of stockouts or overstocking.
7. Dynamic Models for Supply Chain Events:
Design dynamic forecasting models that can adapt to sudden events in the supply chain, such as disruptions in the supply network, changes in supplier capabilities, or unexpected demand fluctuations.
8. Demand Shaping Strategies:
Implement demand shaping strategies to influence customer demand positively. This may involve promotions, discounts, or other marketing initiatives to align with forecasted demand.
9. Risk Assessment:
Incorporate risk assessments into the forecasting process. Identify potential risks and uncertainties in the supply chain, such as geopolitical issues, natural disasters, or supplier reliability, and develop contingency plans.
10. Real-time Visibility:
Aim for real-time visibility into supply chain activities. Use technologies like IoT devices, RFID, and advanced analytics to monitor the movement of goods, track inventory levels, and gather real-time data for more accurate forecasting.
11. Performance Metrics:
Establish key performance indicators (KPIs) to measure the accuracy and effectiveness of the forecasting system. Regularly assess forecast accuracy, bias, and other relevant metrics to identify areas for improvement.
12. Continuous Improvement:
Emphasize a culture of continuous improvement. Regularly review and update forecasting models based on changing market conditions, technology advancements, and feedback from actual performance.
13. Sustainability Considerations:
Consider sustainability factors in forecasting, such as the environmental impact of production and transportation.
Part 1Question 1You are the Chief Purchasing Officer of a .docx
Part 1
Question 1
You are the Chief Purchasing Officer of a company with World Wide Production and buying locations. Design an organizational structure that allows you to compete effectively. Describe the reporting structure, the physical placement of personnel, the placement of purchasing authority and the coordination of activities with other functional groups.
Question 2
Discuss the sources of Information available to a buyer when seeking information about potential sources of supply. When do you think it is appropriate to use different sources?
Question 3
Please Answer the following questions :
1) Provide reasons why most firms do not have an adequate supplier measurements system.
2) What is a full service supplier ? What are the benefits of using full –service suppliers?
3) Of the barriers to supplier development mentioned in this chapter, which ones are the most difficult to overcome in you opinion?
4) Why should a buyer be concerned with supplier quality performance?
5) How can early supplier design involvement contribute to higher levels of product quality?
6) What are the differences between TQM and Six sigma quality approaches?
Question 4
Please read the following case on Air Products and answer the questions at the end of the case. Please see attachment.
Question 5
Discuss whether the growth in worldwide sourcing will have a positive or negative effect over the long run in the United States. Why? What alternatives exist to world wide sourcing?
Question 6
Discuss why it is important for buyers to have knowledge of a supplier's learning rate when preparing to negotiate a purchase contract.
Question 7
Please Read both cases and respond to the case questions. Please see attached.
Case 1: Supply Chain Management at Bose Corporation (see attachment)
Case 2: Strategic Sourcing and Supply at Federal Express (see attachment}
Question 8
Discuss concept of ethics and discuss the reasons why some issues that confront a buyer are not often clear from an ethical perspective.
Question 9
Please turn in any portion of your assignment. It does not have to be complete and it can be a draft. I am only looking to see your progress.
Part 2
Project – Term Paper
· Due the last day of class:
You have been hired as a purchasing/procurement Manager for a large US based automotive manufacturer. You have been assigned the responsibility of evaluating current supplier relationships and developing relationships with new supplier for automotive parts.
Go through the process, policy and procedures to evaluate current suppliers and select new suppliers. This should include:
1) Negotiations
2) Purchasing relationships
3) Purchasing strategies
4) Insourcing and outsourcing
5) Supplier quality management
6) Supplier evaluation, selection and measurements.
Give examples of some current best practices that are being used in the economy today to evaluate and manage suppliers.
Please use standard form.
Business Marketing focused supplier engagement
This document provides an outline for a course on relationships in public procurement programs. The course objectives are to help participants understand key relationships in procurement and apply best practices to build effective relationships. The document outlines topics to be covered including vendor/supplier management tools, leveraging technology, diversity case studies, and customer relationship management models. Case studies will explore relationship challenges and opportunities in construction project management and balancing supplier relationships. The role of communication, trust, and contract provisions in developing strong vendor relationships is also discussed.
Project on logistics
This document discusses 3PL logistics and the benefits of using third-party logistics providers. It notes that 3PL providers offer services like warehousing, transportation, and distribution to reduce costs and improve efficiencies for businesses. Some key benefits highlighted include cost savings through leveraging an existing infrastructure, flexibility to scale operations up or down as needed, improved customer experience, and assistance expanding into new international markets. The document also briefly discusses potential disadvantages like loss of control and need for interoperable IT systems, before concluding with questions to consider when evaluating if a company needs 3PL services.
Gravity White Paper - How to Close the 3rd Party Logistics Technology Gap
Tactical, transactional-based services are becoming less profitable. In order to compete, 3PLs and freight forwarders must shift to providing technologies that help shippers overcome supply chain visibility obstacles. The question is: should you develop your own solutions in-house, or partner with a third-party vendor?
This brief white paper will help you answer that question.
Strategic supply chain management
Understand the relationship between supply chain management (SCM) and organisational business objectives
Explain the importance of effective supply chain management in achieving organisational objectives
Explain the link between supply chain management and business functions in an organisation
Discuss the key drivers for achieving an integrated supply chain strategy in an organisation
Be able to use information technology to optimize supplier relationships in an organisation
Evaluate the effectiveness of strategies used by an organisation to maintain supplier relationships
Task 2.2: Use information technology to create strategies to develop an organisation’s relationship with its suppliers
Develop systems to maintain an organisation’s relationship with its suppliers
Case Study of a maintaining organization’s relationship with suppliers:
Understand the role of information technology in supply chain management
Assess how information technology could assist integration of different parts of the supply chain of an organisation
Task 3.2: Evaluate how information technology has contributed to the management of the supply chain of an organisation
Assess the effectiveness of information technology in managing the supply chain of an organisation
Understand the role of logistics and procurement in supply chain management
Explain the role of logistics in supply chain management in an organisation
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KEY ELEMENTS OF SUPPLY CHAIN STRATEGY
A supply chain strategy involves many interlocking activities and decisions, large and small. According
to Michael Porter, strategy guru and author of Competitive Advantage, successful business strategy relies
on the concept of “fit”—that is, a group of activities that support a chosen competitive strategy.
Although any single activity can be copied, the activities taken together form a system that is virtually
impossible to duplicate.9
Porter’s concept of fitness holds equally true for supply chain strategy. Five elements of your
business—and the choices you make regarding these elements—are fundamental:
Customer service. What are your objectives in terms of delivery speed, accuracy, and
flexibility?
Sales channels. How will your customers order and receive your goods and services?
Value system. Which supply chain activities will be performed by your organization and which
by your partners?
Operating model. How will you organize the planning, ordering, production, and delivery
processes to provide customer service while still meeting your working capital and cost
objectives?
Asset footprint. Where will you locate your supply chain resources, and what is their scope of
action?
Companies often make decisions about each of these elements in isolation, without considering the
others. It’s possible, for example, to develop a manufacturing footprint that reduces costs, only to fall
short of required customer-service levels. To get the full strategic benefit a supply chain can offer,
however, it’s critical to treat each element as part of an integrated whole (Figure 1.2).
Figure 1.2 Elements of Supply Chain Strategy
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CUSTOMER SERVICE
The first step in developing a supply chain strategy is to define customer service objectives. Offering
various levels of delivery speed, accuracy, and flexibility for different types of customers can help
distinguish the overall customer experience. Should, for example, deliveries reach all customers in the
same amount of time, or should customers who are more valuable receive deliveries faster? Should the
ordering process be the same for all customers? Answers to questions like these will be dictated by your
company’s business strategy and target audience—that is, whether you are addressing B2C or B2B
segments.
Business to Consumer
In the B2C world, off-the-shelf product availability is often the key service criterion. Customers are
willing to wait for hot products from a leading brand—but only up to a point. Retailer Nordstrom
introd.
The Three Stages of Global Payroll Implementation
Download Full Report: https://www.cloudpay.net/cloudpaper/global-payroll-implementation
A Comprehensive Guide to Building a Business Case, Evaluating Vendors and Deploying a Solution. In the quest for better business performance, large organizations must continually evaluate the efficiency and effectiveness of their global operations. When the focus is on payroll, the review process can get stuck in an endless evaluation cycle. This is typically because, despite an overwhelming feeling that things can be improved, the evidence needed to convince decision-makers tends to fall short.
In this report, we explore three stages of payroll transformation: evaluation, selection and deployment. For those tasked with managing any of these critical steps, we provide real-world advice assimilated from many years of building business cases and running global payroll projects.
How to Align Demand Gen and Inside Sales (to Close More Deals)
What You'll Learn:
- RingCentral success path to revenue
- High impact buying signals, lead routing and outreach cadences
- Importance of data accuracy and optimization
- Benchmark metrics for entire sales funnel
Npdm
This document discusses the effects of distributed product development (DPD) on the new product development (NPD) process. It defines key terms like outsourcing, offshoring, and lead organization. It then examines how DPD impacts coordination, transformation, and search/selection during NPD. Specifically, it notes that DPD complicates coordination by increasing interruptions across organizations. It also finds communication challenges during transformation, but that proper supplier selection, task partitioning, and information systems can improve coordination. DPD provides benefits like access to new technologies during search/selection, but also risks like hold-up costs and information leakage. The document concludes by summarizing a survey of US electronics manufacturers on their offshore NPD practices.
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3PL Global Transformation
- 1. 3PL Global Transformation CONTROL YOUR DESTINY BY FORGING LASTING PARTNERSHIPS www.doconnect.com
- 2. Background Mid size Broadcast & Media Manufacturer: Too many spares inventory carrying locations (30) Lack of unified, global inventory visibility Long spare parts order fulfillment lead times (30+ days) Excessive expedited shipping costs and Customs delays Lack of global strategy to fulfill spares to worldwide customer base Difficult to measure progress given lack of data, standards and multiple ERP platforms BEFORE CUSTOMER OBJECTIVE: Standardize and integrate all inventories, locations and systems to drive overall business efficiencies, reduce costs while maximizing inventory service levels
- 3. Transformation Progress achieved over 18 months: AFTER Competitive RFP, logistics supplier selection and implementation Inventory consolidation from 30 inventory carrying locations to three 3PL managed Regional Distribution Centers in the United States, Singapore and the Netherlands. (44% inventory reduction) B2B supplier systems integration to automate order fulfillment and reverse logistics transactions through electronic processing (100% global inventory visibility) Spare parts fulfillment (24x7) capability in Americas, APAC and EMEA regions Next Business Day delivery to US and EU customers sourced from closest Regional Distribution Center. 2-5 day delivery to 93% of remaining destination countries MANUFACTURER’S CUSTOMER FEEDBACK: “Since the switch to 3PL fulfillment we have seen a dramatic improvement in your ability to dispatch spare parts to meet our broadcasting needs. It is amazing how fast you can have a spare part in our hands. You guys are the best in the industry in this area!!”
- 4. Reflections The selection process is the ideal time to create a wildly successful logistics outsourcing relationship from the outset; On the flip side, it can be the beginning of a deeply acrimonious relationship given outdated contracting structures and business models inherent in the industry Select the most capable AND compatible 3PL partners; the right relationship dynamics will always drive more successful results Don’t settle for the “lowest” bidder Define your firms current state and know what measurable improvements must be made prior to beginning the supplier search When your firm is new to outsourcing logistics, hire an expert to assist you to source and deploy 3PL capabilities which can help your firm stay objective and broker a win-win relationship between supplier and customer CUSTOMER FEEDBACK As an outside expert, how did DoConnect help your firm with the global 3PL implementation? “Their team has a very simple “what do we need to do” approach and calmly lays out the steps required to meet a goal. The key returns for us were DoConnect’s experience in B2B (EDI) supplier integration, international trade compliance, and shipping from 3rd party warehouses direct to our customers in foreign countries.” – Global Project Manager