Lean supply chain management represents a new approach that emphasizes cooperative supplier relationships through strategic partnerships and alliances. It aims to minimize costs by reducing waste and synchronizing flow throughout the supply network. Early supplier integration, where suppliers are involved in integrated product teams from the beginning of the design process, can lead to architectural innovation and substantial benefits like reduced costs and improved performance.
Whitepaper: Supplier Collaboration Maturity Index - A Road Map for Evolution ...Manthan
This document discusses supplier collaboration maturity and proposes a four-level index for measuring an organization's maturity: Novice, Veteran, Dormant, and Evolved. It identifies key parameters that impact maturity: visibility, information exchange, automation, and supplier process maturity. The document provides an overview of each maturity level and recommendations for progressing to higher levels through improved processes, technology investments, and supplier collaboration portals.
This document discusses concepts related to global sourcing, outsourcing, ASPs, and ERP systems. It defines key terms, explores different types of outsourcing relationships and the determinants of competitive advantage. Porter's five forces model and Moore's business ecosystem concept are examined. The functions and potential benefits of ERP systems are outlined, along with implementation requirements and challenges. Quotes from industry experts provide real-world perspectives on ERP objectives, problems experienced, and advice for others implementing ERP.
The document discusses how outsourcing technical support is often viewed as a commodity based on cost, but there are opportunities for outsourcers to differentiate and add value through optimization of processes, performance, and delivery. Focusing on outputs, processes, and inputs can help outsourcers engineer solutions that reduce total cost of ownership and enhance customer experience beyond basic people, process, and technology.
HCLT Whitepaper: Responsive Efficient Customer- focused Creating Value Across...HCL Technologies
This document discusses supply chain optimization and HCL's offerings related to supply chain management. It identifies key industry trends like customer-driven responsive supply chains, shelf-connected supply chains, collaboration on forecasting and replenishment, and shelf analytics. It also summarizes HCL's services around implementation, upgrades, health checks, and application support for supply chain solutions like those from JDA Software.
1) QMS Partners is an international market research and strategy consulting firm that provides services to help clients develop business growth strategies.
2) The firm conducted research for an industrial manufacturing client to understand where value is created across the client's value chain and to define an appropriate customer value model.
3) As a result of QMS's work, the client identified opportunities to improve how different functions contribute value at various points in the value chain, from product development to marketing to distribution. This allowed the client to make better decisions about processes and technology to support a new customer relationship management strategy.
This document provides information about Tech Mahindra's Greenfield services and capabilities in implementing telecommunications solutions for new telecom operators. It summarizes Tech Mahindra's experience in launching operations for tier 1, 2, and 3 telecom providers. Examples of past projects include implementing a convergent billing solution for a 3.5G operator in Egypt and providing a full BSS stack for a greenfield launch in Yemen. Tech Mahindra can provide end-to-end solutions including consulting, network design, billing, and managed services.
GCL Group provides logistics consulting services focused on traceability, reactivity, control, effectiveness, knowledge, and globalization. The document discusses how these trends are transforming supply chain management and increasing demands for rationalization, just-in-time delivery, and optimized customer service. It also presents a case study of providing spare parts logistics solutions for an aeronautics company, highlighting the importance of integrating supply chains for competitiveness in meeting global customer needs.
SpringCM BD Institute Webinar 0511 Finalguest6af661c4
The document discusses benchmarks for improving proposal writing capabilities and win rates. It summarizes a study that identified 182 best practices across five areas from 23 high-performing companies. The top practices included using BD processes, proposal plans, storyboards, collaborative tools, and knowledge management. Selection criteria for automation solutions included ease of use, security, version control, and integration with other systems to support collaboration and processes.
Whitepaper: Supplier Collaboration Maturity Index - A Road Map for Evolution ...Manthan
This document discusses supplier collaboration maturity and proposes a four-level index for measuring an organization's maturity: Novice, Veteran, Dormant, and Evolved. It identifies key parameters that impact maturity: visibility, information exchange, automation, and supplier process maturity. The document provides an overview of each maturity level and recommendations for progressing to higher levels through improved processes, technology investments, and supplier collaboration portals.
This document discusses concepts related to global sourcing, outsourcing, ASPs, and ERP systems. It defines key terms, explores different types of outsourcing relationships and the determinants of competitive advantage. Porter's five forces model and Moore's business ecosystem concept are examined. The functions and potential benefits of ERP systems are outlined, along with implementation requirements and challenges. Quotes from industry experts provide real-world perspectives on ERP objectives, problems experienced, and advice for others implementing ERP.
The document discusses how outsourcing technical support is often viewed as a commodity based on cost, but there are opportunities for outsourcers to differentiate and add value through optimization of processes, performance, and delivery. Focusing on outputs, processes, and inputs can help outsourcers engineer solutions that reduce total cost of ownership and enhance customer experience beyond basic people, process, and technology.
HCLT Whitepaper: Responsive Efficient Customer- focused Creating Value Across...HCL Technologies
This document discusses supply chain optimization and HCL's offerings related to supply chain management. It identifies key industry trends like customer-driven responsive supply chains, shelf-connected supply chains, collaboration on forecasting and replenishment, and shelf analytics. It also summarizes HCL's services around implementation, upgrades, health checks, and application support for supply chain solutions like those from JDA Software.
1) QMS Partners is an international market research and strategy consulting firm that provides services to help clients develop business growth strategies.
2) The firm conducted research for an industrial manufacturing client to understand where value is created across the client's value chain and to define an appropriate customer value model.
3) As a result of QMS's work, the client identified opportunities to improve how different functions contribute value at various points in the value chain, from product development to marketing to distribution. This allowed the client to make better decisions about processes and technology to support a new customer relationship management strategy.
This document provides information about Tech Mahindra's Greenfield services and capabilities in implementing telecommunications solutions for new telecom operators. It summarizes Tech Mahindra's experience in launching operations for tier 1, 2, and 3 telecom providers. Examples of past projects include implementing a convergent billing solution for a 3.5G operator in Egypt and providing a full BSS stack for a greenfield launch in Yemen. Tech Mahindra can provide end-to-end solutions including consulting, network design, billing, and managed services.
GCL Group provides logistics consulting services focused on traceability, reactivity, control, effectiveness, knowledge, and globalization. The document discusses how these trends are transforming supply chain management and increasing demands for rationalization, just-in-time delivery, and optimized customer service. It also presents a case study of providing spare parts logistics solutions for an aeronautics company, highlighting the importance of integrating supply chains for competitiveness in meeting global customer needs.
SpringCM BD Institute Webinar 0511 Finalguest6af661c4
The document discusses benchmarks for improving proposal writing capabilities and win rates. It summarizes a study that identified 182 best practices across five areas from 23 high-performing companies. The top practices included using BD processes, proposal plans, storyboards, collaborative tools, and knowledge management. Selection criteria for automation solutions included ease of use, security, version control, and integration with other systems to support collaboration and processes.
Smarter Supplier Management - Moving Beyond the Stick to Become a Customer o...SAP Ariba
This document discusses moving beyond punitive approaches to supplier management and instead becoming a customer of choice. It includes an agenda for a panel discussion on supplier relationship management with representatives from The Hackett Group, Reed-Elsevier, and Sallie Mae. The panel will discuss defining supplier management, the value of SRM strategies, performance management, capabilities, and lessons learned in transforming supplier relationships.
This document discusses how outsourcing value analysis can help increase value for customers and service providers. It recommends providing a strategic governance framework, identifying unmet needs, and transforming business processes. It then summarizes how NorthPoint's outsourcing value analysis software can deliver value by identifying risks, customer needs, and opportunities to improve the customer relationship and maximize value realization. The software provides comparisons to best-in-class data and can help improve customer satisfaction, retention and sales cycles.
The document discusses challenges facing distributed enterprises, including connectivity, security, manageability, and total cost of ownership. It introduces Juniper Networks' Distributed Enterprise Solutions which aim to enable IT services without boundaries across distributed locations. The solutions provide consistent connectivity, security, and management while reducing overall costs.
Acto.IT Consulting is an IT consulting firm with over 10 years of experience. They strive for excellence and delivering high quality projects grounded in ethical values. Their team of experienced professionals can help clients with challenges such as repositioning for competitive markets and improving products through qualitative improvements. Acto.IT provides a range of IT services including process assurance, business intelligence, project implementation management, ERP solutions, software development, database management, and operating systems support. They aim to become recognized for their innovative approach and incremental quality services.
Salmon's presentation given at a half-day advisory seminar and networking session designed for Rackspace eCommerce clients and prospects, eCommerce software partners and web design partners.
This document summarizes a presentation on global supply chain management trends and best practices. It discusses how supply chains have become more complex with globalization and outsourcing. Effective collaboration is challenging given the large number of interacting elements across multi-tier networks. It also notes a mismatch between the evolving complexity of business models and current operational models, highlighting the need for upgraded planning and execution capabilities to address this. The presentation uses examples like Boeing's 787 supply chain to illustrate complex multi-tier networks and the importance of collaboration with partners.
Catapulting Auto Ancillary Industry To The Next LevelAnirban Mazumdar
The automotive ancillary industry in India faces challenges such as low productivity, pressure on margins, and volatility in raw material prices, but it is at an inflection point as India becomes a hub for automakers and opportunities arise. Valcon, a consulting firm, helps clients in industries such as automotive and engineering address issues in areas like product development, procurement, manufacturing, and supply chain management to improve cost, quality, and efficiency. Valcon aims to create value for clients and take them further through its experienced team and focus on execution.
The survey aimed to identify new opportunities for procurement to drive company-wide productivity. It found that "Innovation Sourcing" and "Total Cost-Base Management" were the most promising options in terms of performance and feasibility. Innovation Sourcing involves leveraging suppliers to spark greater product and process innovations. Total Cost-Base Management combines approaches like lean/six sigma across an organization's entire cost base. The survey also saw potential in "Extended SRM", which applies lean principles early in suppliers' production cycles.
Next generation IT outsourcing and the global enterprise model (GEM)WGroup
Disruptive technologies such as cloud computing and the “as-a-service” model for software, infrastructure and platforms have led to fundamental changes in how IT services are organized, managed and delivered—whether they are outsourced, insourced or a combination. The reality that IT services can be delivered to anywhere on the globe via the “Cloud” has accelerated the commoditization of IT. Ubiquitous access to IT services has lessened business units’ dependency on internal IT and shifted the IT organization’s prime role from process excellence to technology and service innovation. This article discusses through WGroup's perspective how outsourcing can create value through changing the way business is done.
The document summarizes how the industrialization of medicine is transforming healthcare from a cottage industry model to a mass production model similar to other industries. Key trends driving this change are the aging population and advancements in medical technology. This transformation provides both challenges and opportunities for providers, vendors, and investors. Areas seeing significant investment that represent opportunities include diagnostics, metrics, information technology, human resources management, business model design, and new care delivery models.
The document discusses several priorities and opportunities for governments and businesses in responding to resource trends and economic changes. It recommends that governments take a more active role as a catalyst, customer, and investor to facilitate innovation. For businesses, it suggests focusing on resource productivity to gain competitive advantages through lower costs, new markets, and risk management. Resource trends can guide investment and portfolio decisions to pursue growth opportunities around efficiency, new products, and sustainable operations.
This presentation shows the mismatch of Procurement with innovation processes, and how to change the focus of Procurement in order to successfully contribute to innovation
Bill Stankiewicz Scope 2010 Supply Chains For The 21st CenturyBillStankiewicz
This document discusses a presentation on developing market-centric industrial supply chains for the 21st century. The presentation covers topics such as market-centric supply chains, customer intimacy, operational excellence, and innovation. Specific examples are provided around implementing demand sensing, integrating material management processes, maximizing asset utilization, and developing innovative delivery solutions. The overall goal is to align supply chain design and operations with business and market needs.
Brief presentation on IDP - taking Procurement to the next level by contributing to innovation. It requires a differentiated approach for the procurement business models
This document discusses challenges with manual order distribution processes between home centers, manufacturers, and other partners. It notes issues like a lack of end-to-end order visibility, inconsistent pricing structures between partners, and communication bottlenecks. The document then introduces a potential solution, the Cilio Partners Portal, which is described as a web-based order logging and tracking system that can capture, distribute, and track orders electronically. It also provides reporting and analytics to help partners analyze sales performance and design effective promotions.
Innovation Driven Procurement (IDP) enables purchasing organisations to actively contribute to the strength of a company's innovation, an important strategic objective of many companies
This document discusses improving the procurement process through architecture-led methods. It acknowledges that many organizations have outsourced IT functions except for architecture and project management, creating architectural risks. The presentation outlines requirements for architectural concepts, techniques, knowledge and skills to exert architectural control over third parties. It proposes using architecture frameworks like TOGAF to drive supplier selection and ensure procurement aligns with enterprise architectures. This can lead to faster, simpler and cheaper procurement.
This document discusses supply chain decision making frameworks and various logistic drivers that impact supply chain strategies. It provides an overview of key supply chain strategies related to innovation, cost, service, and quality. It then examines different logistic drivers in depth, including facilities, inventory, transportation, information, sourcing, and pricing. For each driver, it outlines the driver's role in the supply chain, how it can impact competitive strategy decisions, example metrics, and considerations for managing the driver to support overall supply chain goals.
The chapter discusses integrating and managing supply chains. It covers:
1) Internal and external integration across functions, partners, and digitally. The goal is providing maximum customer value at low cost.
2) Efficient consumer response extends collaboration across the supply chain to meet consumer demand through category management, replenishment, and enabling technologies.
3) Collaborative planning, forecasting and replenishment extends collaboration to strategic and operational levels through joint business plans and exception resolution.
GCL Group provides logistics consulting services focused on traceability, reactivity, control, effectiveness, knowledge, and globalization. The document discusses how these trends are transforming supply chain management and increasing demands for rationalization, just-in-time delivery, and optimized customer service. It also presents a case study of providing spare parts logistics solutions for an aeronautics company's regional and commercial aircraft, highlighting the importance of integrating supply chains for competitiveness in a global market.
Smarter Supplier Management - Moving Beyond the Stick to Become a Customer o...SAP Ariba
This document discusses moving beyond punitive approaches to supplier management and instead becoming a customer of choice. It includes an agenda for a panel discussion on supplier relationship management with representatives from The Hackett Group, Reed-Elsevier, and Sallie Mae. The panel will discuss defining supplier management, the value of SRM strategies, performance management, capabilities, and lessons learned in transforming supplier relationships.
This document discusses how outsourcing value analysis can help increase value for customers and service providers. It recommends providing a strategic governance framework, identifying unmet needs, and transforming business processes. It then summarizes how NorthPoint's outsourcing value analysis software can deliver value by identifying risks, customer needs, and opportunities to improve the customer relationship and maximize value realization. The software provides comparisons to best-in-class data and can help improve customer satisfaction, retention and sales cycles.
The document discusses challenges facing distributed enterprises, including connectivity, security, manageability, and total cost of ownership. It introduces Juniper Networks' Distributed Enterprise Solutions which aim to enable IT services without boundaries across distributed locations. The solutions provide consistent connectivity, security, and management while reducing overall costs.
Acto.IT Consulting is an IT consulting firm with over 10 years of experience. They strive for excellence and delivering high quality projects grounded in ethical values. Their team of experienced professionals can help clients with challenges such as repositioning for competitive markets and improving products through qualitative improvements. Acto.IT provides a range of IT services including process assurance, business intelligence, project implementation management, ERP solutions, software development, database management, and operating systems support. They aim to become recognized for their innovative approach and incremental quality services.
Salmon's presentation given at a half-day advisory seminar and networking session designed for Rackspace eCommerce clients and prospects, eCommerce software partners and web design partners.
This document summarizes a presentation on global supply chain management trends and best practices. It discusses how supply chains have become more complex with globalization and outsourcing. Effective collaboration is challenging given the large number of interacting elements across multi-tier networks. It also notes a mismatch between the evolving complexity of business models and current operational models, highlighting the need for upgraded planning and execution capabilities to address this. The presentation uses examples like Boeing's 787 supply chain to illustrate complex multi-tier networks and the importance of collaboration with partners.
Catapulting Auto Ancillary Industry To The Next LevelAnirban Mazumdar
The automotive ancillary industry in India faces challenges such as low productivity, pressure on margins, and volatility in raw material prices, but it is at an inflection point as India becomes a hub for automakers and opportunities arise. Valcon, a consulting firm, helps clients in industries such as automotive and engineering address issues in areas like product development, procurement, manufacturing, and supply chain management to improve cost, quality, and efficiency. Valcon aims to create value for clients and take them further through its experienced team and focus on execution.
The survey aimed to identify new opportunities for procurement to drive company-wide productivity. It found that "Innovation Sourcing" and "Total Cost-Base Management" were the most promising options in terms of performance and feasibility. Innovation Sourcing involves leveraging suppliers to spark greater product and process innovations. Total Cost-Base Management combines approaches like lean/six sigma across an organization's entire cost base. The survey also saw potential in "Extended SRM", which applies lean principles early in suppliers' production cycles.
Next generation IT outsourcing and the global enterprise model (GEM)WGroup
Disruptive technologies such as cloud computing and the “as-a-service” model for software, infrastructure and platforms have led to fundamental changes in how IT services are organized, managed and delivered—whether they are outsourced, insourced or a combination. The reality that IT services can be delivered to anywhere on the globe via the “Cloud” has accelerated the commoditization of IT. Ubiquitous access to IT services has lessened business units’ dependency on internal IT and shifted the IT organization’s prime role from process excellence to technology and service innovation. This article discusses through WGroup's perspective how outsourcing can create value through changing the way business is done.
The document summarizes how the industrialization of medicine is transforming healthcare from a cottage industry model to a mass production model similar to other industries. Key trends driving this change are the aging population and advancements in medical technology. This transformation provides both challenges and opportunities for providers, vendors, and investors. Areas seeing significant investment that represent opportunities include diagnostics, metrics, information technology, human resources management, business model design, and new care delivery models.
The document discusses several priorities and opportunities for governments and businesses in responding to resource trends and economic changes. It recommends that governments take a more active role as a catalyst, customer, and investor to facilitate innovation. For businesses, it suggests focusing on resource productivity to gain competitive advantages through lower costs, new markets, and risk management. Resource trends can guide investment and portfolio decisions to pursue growth opportunities around efficiency, new products, and sustainable operations.
This presentation shows the mismatch of Procurement with innovation processes, and how to change the focus of Procurement in order to successfully contribute to innovation
Bill Stankiewicz Scope 2010 Supply Chains For The 21st CenturyBillStankiewicz
This document discusses a presentation on developing market-centric industrial supply chains for the 21st century. The presentation covers topics such as market-centric supply chains, customer intimacy, operational excellence, and innovation. Specific examples are provided around implementing demand sensing, integrating material management processes, maximizing asset utilization, and developing innovative delivery solutions. The overall goal is to align supply chain design and operations with business and market needs.
Brief presentation on IDP - taking Procurement to the next level by contributing to innovation. It requires a differentiated approach for the procurement business models
This document discusses challenges with manual order distribution processes between home centers, manufacturers, and other partners. It notes issues like a lack of end-to-end order visibility, inconsistent pricing structures between partners, and communication bottlenecks. The document then introduces a potential solution, the Cilio Partners Portal, which is described as a web-based order logging and tracking system that can capture, distribute, and track orders electronically. It also provides reporting and analytics to help partners analyze sales performance and design effective promotions.
Innovation Driven Procurement (IDP) enables purchasing organisations to actively contribute to the strength of a company's innovation, an important strategic objective of many companies
This document discusses improving the procurement process through architecture-led methods. It acknowledges that many organizations have outsourced IT functions except for architecture and project management, creating architectural risks. The presentation outlines requirements for architectural concepts, techniques, knowledge and skills to exert architectural control over third parties. It proposes using architecture frameworks like TOGAF to drive supplier selection and ensure procurement aligns with enterprise architectures. This can lead to faster, simpler and cheaper procurement.
This document discusses supply chain decision making frameworks and various logistic drivers that impact supply chain strategies. It provides an overview of key supply chain strategies related to innovation, cost, service, and quality. It then examines different logistic drivers in depth, including facilities, inventory, transportation, information, sourcing, and pricing. For each driver, it outlines the driver's role in the supply chain, how it can impact competitive strategy decisions, example metrics, and considerations for managing the driver to support overall supply chain goals.
The chapter discusses integrating and managing supply chains. It covers:
1) Internal and external integration across functions, partners, and digitally. The goal is providing maximum customer value at low cost.
2) Efficient consumer response extends collaboration across the supply chain to meet consumer demand through category management, replenishment, and enabling technologies.
3) Collaborative planning, forecasting and replenishment extends collaboration to strategic and operational levels through joint business plans and exception resolution.
GCL Group provides logistics consulting services focused on traceability, reactivity, control, effectiveness, knowledge, and globalization. The document discusses how these trends are transforming supply chain management and increasing demands for rationalization, just-in-time delivery, and optimized customer service. It also presents a case study of providing spare parts logistics solutions for an aeronautics company's regional and commercial aircraft, highlighting the importance of integrating supply chains for competitiveness in a global market.
The document discusses balancing agility and efficiency in software delivery. It addresses challenges like managing a multi-source supply chain and optimizing business outcomes. Effective software delivery requires balancing speed and innovation with delivery discipline and management discipline through practices like transparency, governance, and continuous improvement. Global delivery models are also evolving to leverage talent across geographies through networked centers and outcome-based work.
GCL Group provides logistics consulting services. Their document discusses trends in supply chain management including globalization, e-commerce, custom manufacturing, just-in-time delivery, and reducing costs. It emphasizes the importance of traceability, reactivity, control, effectiveness, knowledge, and adapting to globalization. It presents a case study of optimizing a client's aircraft spare parts supply chain through integrated management and balancing costs, distribution, and customer service.
GCL Group provides logistics consulting services. Their document discusses trends in supply chain management including globalization, e-commerce, custom manufacturing, just-in-time delivery, and reducing costs. It emphasizes the importance of traceability, reactivity, control, effectiveness, knowledge, and adapting to globalization. It presents a case study of optimizing a client's aircraft spare parts supply chain through centralized distribution and inventory management to improve customer service.
This document discusses strategies for supply chain management to create shareholder value and prepare for economic rebounds. It argues that supply chain management can contribute to value creation by optimizing structures, policies, and processes related to the supply chain footprint, balancing service levels and assets, and providing transparency. Specifically, managing the supply chain footprint, processes, balance, and transparency can improve costs, cash flow, efficiency, and profits for businesses.
This document discusses how procurement functions can move beyond reactive roles like buying and negotiating to become strategic business advisors. It argues that supplementing historical spend analysis data with real-time supplier and market intelligence can help procurement add value. Spend analysis provides item-level visibility but limited insights; combining it with intelligence on supplier risks, prices, and industry trends empowers procurement to implement proactive sourcing strategies and identify opportunities that improve business performance. Leveraging technology helps procurement gain the internal and external insights needed to contribute to both operational and strategic goals.
Acto.IT Consulting is an IT consulting firm with over 10 years of experience. They strive for excellence and delivering high quality projects grounded in ethical values. They understand the challenges of helping clients reposition for competitive markets and work with qualified professionals across industries. Their services include process assurance, business intelligence, project implementation, ERP, software development, databases, operating systems, treasury systems, accounting software, electronic invoicing, and product support and maintenance.
Acto.IT Consulting is an IT consulting firm with over 10 years of experience. They strive for excellence and delivering high quality projects grounded in ethical values. Their team of experienced professionals can help clients with challenges such as repositioning for competitive markets and improving products through qualitative improvements. Acto.IT provides a range of IT services including process assurance, business intelligence, project implementation management, ERP systems, software development, databases, operating systems, treasury systems, accounting software, and electronic invoicing support.
The document defines supply chain management as designing, planning, executing, controlling, and monitoring supply chain activities to create value, build infrastructure, synchronize supply and demand, and measure performance globally. It then discusses key aspects of supply chains including facilities, inventory, push and pull strategies, goals of reducing costs and growing revenue, challenges like uncertainty, and the bullwhip effect. Finally, it covers supply chain management issues, methods, applications, and important considerations.
BPF Integrated Value Creation Report Out V Postedmikesatkinson
The Best Practice Forum brought together executives from leading companies like Cisco, John Deere, and Whirlpool to discuss challenges in supply chain management. Four common themes emerged: strategic interdependence and collaboration, integrated scope and leadership, knowledge creation and innovation, and customer-focused change management. The key to success discussed was embracing mutual dependence rather than focusing solely on bargaining power. Supplier loyalty and excellence in supply chain management were identified as major differentiators and opportunities for competitive advantage going forward.
Intense competition, rapidly declining prices, unpredictable customer demand, and constrained material supplies are facts of life in the global electronics supply chain. The pursuit of higher prices and margins leads to a continuous stream of new products, each able to command a premium price for a short period of time before becoming commoditized. This challenging cycle is faced every day by IBM as well as hundreds of other companies operating in virtually every segment of the electronics industry.
The document describes a shift from traditional linear value chains to globally networked value circles managed by leading manufacturers. Key points:
1) Best-in-class manufacturers actively manage globally networked value circles rather than linear value chains, with customer relationships driving innovations and close collaborative relationships for design, supply, and customer satisfaction.
2) They identify global competencies to retain in-house and form strategic partnerships for other activities through relationship and information management.
3) Across product design, manufacturing, supply chains, marketing, and support functions, the focus shifts from internal to managing external networks, using IT to create and leverage complex global relationships.
Maximizing Supply Chain Performance in the Transportation and Logistics IndustryCognizant
This document discusses the need for performance management in the transportation and logistics industry. It outlines that while most companies in this industry have deployed business intelligence tools, few have realized their full benefits. Effective performance management requires measuring the right key performance indicators, having consistent and credible data, and aligning metrics across partners in the supply chain. It enables organizations to optimize costs, improve customer service levels, and use logistics as a competitive differentiator.
So how can companies outsource its R&D (or at last a part of R&D) in order to increase flexibility and effectiveness of R&D, whilst maintaining focus and dedication to the value chain’s needs?
How Barcodes Can Be Leveraged Within Odoo 17Celine George
In this presentation, we will explore how barcodes can be leveraged within Odoo 17 to streamline our manufacturing processes. We will cover the configuration steps, how to utilize barcodes in different manufacturing scenarios, and the overall benefits of implementing this technology.
Gender and Mental Health - Counselling and Family Therapy Applications and In...PsychoTech Services
A proprietary approach developed by bringing together the best of learning theories from Psychology, design principles from the world of visualization, and pedagogical methods from over a decade of training experience, that enables you to: Learn better, faster!
Chapter wise All Notes of First year Basic Civil Engineering.pptxDenish Jangid
Chapter wise All Notes of First year Basic Civil Engineering
Syllabus
Chapter-1
Introduction to objective, scope and outcome the subject
Chapter 2
Introduction: Scope and Specialization of Civil Engineering, Role of civil Engineer in Society, Impact of infrastructural development on economy of country.
Chapter 3
Surveying: Object Principles & Types of Surveying; Site Plans, Plans & Maps; Scales & Unit of different Measurements.
Linear Measurements: Instruments used. Linear Measurement by Tape, Ranging out Survey Lines and overcoming Obstructions; Measurements on sloping ground; Tape corrections, conventional symbols. Angular Measurements: Instruments used; Introduction to Compass Surveying, Bearings and Longitude & Latitude of a Line, Introduction to total station.
Levelling: Instrument used Object of levelling, Methods of levelling in brief, and Contour maps.
Chapter 4
Buildings: Selection of site for Buildings, Layout of Building Plan, Types of buildings, Plinth area, carpet area, floor space index, Introduction to building byelaws, concept of sun light & ventilation. Components of Buildings & their functions, Basic concept of R.C.C., Introduction to types of foundation
Chapter 5
Transportation: Introduction to Transportation Engineering; Traffic and Road Safety: Types and Characteristics of Various Modes of Transportation; Various Road Traffic Signs, Causes of Accidents and Road Safety Measures.
Chapter 6
Environmental Engineering: Environmental Pollution, Environmental Acts and Regulations, Functional Concepts of Ecology, Basics of Species, Biodiversity, Ecosystem, Hydrological Cycle; Chemical Cycles: Carbon, Nitrogen & Phosphorus; Energy Flow in Ecosystems.
Water Pollution: Water Quality standards, Introduction to Treatment & Disposal of Waste Water. Reuse and Saving of Water, Rain Water Harvesting. Solid Waste Management: Classification of Solid Waste, Collection, Transportation and Disposal of Solid. Recycling of Solid Waste: Energy Recovery, Sanitary Landfill, On-Site Sanitation. Air & Noise Pollution: Primary and Secondary air pollutants, Harmful effects of Air Pollution, Control of Air Pollution. . Noise Pollution Harmful Effects of noise pollution, control of noise pollution, Global warming & Climate Change, Ozone depletion, Greenhouse effect
Text Books:
1. Palancharmy, Basic Civil Engineering, McGraw Hill publishers.
2. Satheesh Gopi, Basic Civil Engineering, Pearson Publishers.
3. Ketki Rangwala Dalal, Essentials of Civil Engineering, Charotar Publishing House.
4. BCP, Surveying volume 1
This document provides an overview of wound healing, its functions, stages, mechanisms, factors affecting it, and complications.
A wound is a break in the integrity of the skin or tissues, which may be associated with disruption of the structure and function.
Healing is the body’s response to injury in an attempt to restore normal structure and functions.
Healing can occur in two ways: Regeneration and Repair
There are 4 phases of wound healing: hemostasis, inflammation, proliferation, and remodeling. This document also describes the mechanism of wound healing. Factors that affect healing include infection, uncontrolled diabetes, poor nutrition, age, anemia, the presence of foreign bodies, etc.
Complications of wound healing like infection, hyperpigmentation of scar, contractures, and keloid formation.
Elevate Your Nonprofit's Online Presence_ A Guide to Effective SEO Strategies...TechSoup
Whether you're new to SEO or looking to refine your existing strategies, this webinar will provide you with actionable insights and practical tips to elevate your nonprofit's online presence.
Leveraging Generative AI to Drive Nonprofit InnovationTechSoup
In this webinar, participants learned how to utilize Generative AI to streamline operations and elevate member engagement. Amazon Web Service experts provided a customer specific use cases and dived into low/no-code tools that are quick and easy to deploy through Amazon Web Service (AWS.)
2. Lean Supply Chain Management
Basics Learning Points
Lean supply chain management represents a new
way of thinking about supplier networks
Lean principles require cooperative supplier
relationships while balancing cooperation and
competition
Cooperation involves
collaborative relationships & coordination
mechanisms
Supplier partnerships & strategic alliances
represent a key feature of lean supply chain
management a spectrum of
3. Theory: Lean Represents a “Hybrid” Approach to Organizing
Interfirm Relationships
“Markets” (Arm’s Length): Lower production costs, higher coordination costs
Firm buys (all) inputs from outside specialized suppliers
Inputs are highly standardized; no transaction-specific assets
Prices serve as sole coordination mechanism
“Hierarchies” (Vertical Integration): Higher production costs, lower
coordination costs
Firm produces required inputs in-house (in the extreme, all inputs)
Inputs are highly customized, involve high transaction costs or dedicated investments, and
require close coordination
“Lean” (Hybrid):Lowest production and coordination costs; economically
most efficient choice-- new model
Firm buys both customized & standardized inputs
Customized inputs often involve dedicated investments
Partnerships & strategic alliances provide collaborative advantage
Dominant conventional approach: Vertical integration, arm’s length
relationships with suppliers
4. Lean Supply Chain Management Differs
Sharply from Conventional Practices
ILLUSTRATIVE CONVENTIONAL MODEL LEAN MODEL
CHARACTERISTICS
Number & structure Many; vertical Fewer; clustered
Procurement personnel Large Limited
Outsourcing Cost-based Strategic
Nature of interactions Adversarial; zero-sum Cooperative, positive-sum
Relationship focus Transaction-focused Mutually-beneficial
Selection length Lowest price Perfomance
Contract length Short-term Long-term
Pricing practices Competitive bids Target costing
Price changes Upward Downward
Quality Inspection-intensive Designed-in
Delivery Large quantities Smaller quantities (JIT)
Inventory buffers Large Minimized, eliminated
Communication Limited; task-related Extensive; multi-level
Information flow Directive; one-way Collaborative; two-way
Role in development Limited; build-to-print Substantial
Production flexibility Low High
Technology sharing Very limited; nonexistent Extensive
Dedicated investments Minimal-to-some Substantial
Mutual commitment Very limited; nonexistent High
Govemance Market-driven Self-governing
Future expectations No Quarantee Considerable
5. Lean Supply Chain Management Principles
Derive from Basic Lean Principles
Focus on the supplier network value stream
Eliminate waste
Synchronize flow
Minimize both transaction and production costs
Establish collaborative relationships while balancing
cooperation and competition
Ensure visibility and transparency
Develop quick response capability
Manage uncertainty and risk
Align core competencies and complementary capabilities
Foster innovation and knowledge-sharing
6. A Set of Mutually-Reinforcing Lean Practices Translate these
Principles into Action
Design supplier network architecture Design of supplier network driven by strategic thrust
Fewer suppliers; “clustered control”
Supplier selection based on performance
Develop complementary supplier capabilities Ensured process capability (certification)
Targeted supplier development (SPC, Kaizen)
Greater responsibilities delegated to suppliers
Create flow and pull throughout supplier network Linked business processes, IT/IS infrastructure
Two-way information exchange & visibility
Synchronized production and delivery (JIT)
Establish cooperative relationships & effective Joint problem-solving; mutual assistance
coordination mechanisms Partnerships & strategic alliances
Open and timely communications
Increased interdependence & “shared destiny”
Maximize flexibility & responsiveness Seamless information flow
Flexible contracting
Rapid response capability
Optimize product development through early supplier Integrate suppliers early into design & development IPTs
integration Collaborative design; architectural innovation
Open communications and information sharing
Target costing; design-to-cost
Integrate knowledge and foster innovation Knowledge-sharing; technology transfer
Aligned technology roadmaps
This lecture highlights key enablers & practices by focusing on:
Synchronized production and delivery
Partnerships and strategic alliances
Early supplier integration into design and development IPTs
7. Synchronized Production and Delivery
Throughout the Supplier Network is a Central
Lean Concept
Integrated supplier lead times and delivery schedules
Flows from suppliers pulled by customer demand (using
takt time, load leveling, line balancing, single piece
flow)
Minimized inventory through all tiers of the supply chain
On-time supplier delivery to point of use
Minimal source or incoming inspection
Effective two-way communication links to coordinate
production & delivery schedules
Striving for zero quality defects essential to success
Greater efficiency and profitability throughout the supplier
network
8. Aerospace Firms Have Faced an Uphill
Challenge in Synchronizing Flow with Suppliers
PERCENT OF SUPPLIER SHIPMENTS TO STOCKROOM/FACTO
W/O INCOMING OR PRIOR INSPECTIONS
Defense/Commercial More
than 75% of sales to defer
or commercial markets
Defense (25) Commercial (9)
(Year: 1993; N= Number of responding business units/c
9. Supplier Certification has been an Important
Early Enabler of Achieving Synchronized
Flow in Aerospace
PERCENT OF DIRECT PRODUCTION SUPPLIERS OF A TYPICAL AEROSPACE ENTERPRISE
THAT ARE CERTIFIED (1991, 1993, 1995)
Industry (48) Airframe (13) Electronics (20) Engines and Other (15)
(N=Number of respondents answering this question for all three years)
10. Closer Communication Links with Suppliers Paved the Way for
Synchronizing Flow TYPES OF INFORMATION PROVIDED TO RESPONDING BUSINESS UNITS BY THEIR MOST
IMPORTANT SUPPLIERS ON A FORMAL BASIS, 1989 vs. 1993
1989 (38,14,32,15,16,14) 1993 (55,65,69,55,41,54)
(N=78:Total number of responding business units)
11. Concrete Example: Engine Parts Casting
Supplier Worked with Customer Company to
Achieve Synchronized Flow
12. Mastering & Integrating Lean Basics with
Prime was Necessary for Achieving
Synchronized Flow
6S -- Visual factory
Total productive maintenance
Quality control
Process certification
Mistake proofing
Setup reduction
Standard work
Kaizen
14. Supplier Partnerships & Strategic Alliances
Bring Important Mutual Benefits
Reduced transaction costs (cost of information gathering,
negotiation, contracting, billing)
Improved resource planning & investment decisions
Greater production predictability & efficiency
Improved deployment of complementary capabilities
Greater knowledge integration and R&D effectiveness
Incentives for increased innovation (through cost- sharing,
risk-sharing, knowledge-sharing)
Increased mutual commitment to improving joint long-
term competitive performance
15. Major Lean Lessons for Aerospace Industry
Supply chain design linked to corporate strategic thrust
Fewer first-tier suppliers
Greater supplier share of product content
Strategic supplier partnerships with selected suppliers
Trust-based relationships; long-term mutual commitment
Close communications; knowledge-sharing
Multiple functional interfaces
Early supplier integration into design
Early and major supplier role in design
Up-front design-process integration
Leveraging supplier technology base for innovative solutions
Self-enforcing agreements for continuous improvement
Target costing
Sharing of cost savings
17. Aerospace: Early Supplier Involvement in
IPTs Impacts Producibility and Cost
EARLY SUPPLIER INVOLVEMENT IN IPTS IN U.S. MILITARY
AEROSPACE PRODUCT GDEVELOPMENT PRO RAMS: IMPACTS
ON PRODUCIBILITY AND COST
Firms facing producibility and cost problems
% of responding firms in Group A(4/20)
% of responding firms in Group B(7/9)
WITH: With early supplier involvement in IPTs
WITHOUT: Without early supplier involvement in IPTs
EARLY: Before Milestone
Group A (With) Group B (Without)
Numerator(s): N=4,7: Number of affirmative responses to this question (i.e., faced producibility and cost problem) in each group (i.e., Group A
and Group B)
Denominator(s):R=20,9: Total number of respondents to this question in each group
Sample Size: S=29: Maximum possible number of respondents to any question in the survey (Group A:20 ; Group B:9)
SOURCE: Lean Aerospace Initiative Product Development Survey (1994)
18. Early Supplier Involvement: Key Success
Factors FIRMS WITH EARLY SUPPLIER INVOLVEMENT IN IPTS IN U.S.
MILITARY AEROSPACE PRODUCT DEVELOPMENT PROGRAMS: KEY
SUCCESS FACTORS
Percent of responding business units in each group
EARLY SUPPLIER INVOLVEMENT IN IPTS
Established co-located IPTsincluding suppliers
Used commercial parts
Numerator(s): N=11,8 (Group A) ;1,2 ( Group B): Number of affirmative responses to this question in each group, by
category of practice/implementation ( i.e., co-located IPTs, use of commercial parts)
Denominator(s): R=20,9: Total number of respondents to this question in each group
Sample Size:S=29: Maximum possible mumber of respondents to any question in the survey (Group A:20 ; Group B:9)
NOTES
Early: Before Milestone 1
With / Without: Early supplier involvement in IPTs (before Milestone 1)
19. Evolution of Early Supplier Integration
in the Aerospace Industry
“Old” Approach “Current” “Emerging”
Lean Lean
Arm’s length; interfaces totally Collaborative; but constrained by Collaborative and seamlessly
defined and controlled prior workshare arrangements integrated, enabling architectural
innovation
ARCHITECTURAL INNOVATION: Major modification of how components in a
system/product are linked together
•Significant improvement in system/product architecture through changes in form/structure, functional
interfaces or system configuration
•Knowledge integration over the supplier network (value stream perspective ; prime-key suppliers-subtiers;
tapping supplier technology base)
20. Summary: Architectural Innovation Yields
Significant Benefits
Case studies Case Study A Case Study B
(SMART MUNITION (ENGINE NOZZLE)
Key Characteristics SYSTEM)
MAKE-BUY; DESIGN Early supplier integration New joint design and
RESPONSIBILITY into IPT engineering approach
Teaming with key based on make-buy
suppliers to optimize Prime retains design control
design
SUPPLIER ROLE Collaborative Part of joint design team
Suppliers given design Component design
responsibility and responsibility
configuration control Joint configuration control
SUPPLIER Competitive pre-sourcing Supplier down select after
SELECTION; Commercial pricing joint preliminary design
AGREEMENT Long-term commitments period
Long-term warranty CPFF
Not-to- compete
agreements
Collocated teams
PROCESS; Collocated teams Concurrent engineering
RELATIONSHIPS Open communications; Knowledge-sharing
knowledge-sharing Electronic linkages
Worksharing Government involvement
Electronic linkages
Gov’t part of team
MAJOR DRIVERS Cost Performance
Guidance control unit
ARCHITECTURAL redesigned from modular to Riveting, rather than welding,
INNOVATION Integrated system resulted in redesign of
architecture interfaces and how components
are linked together
MAJOR BENEFITS Over 60% reduction in unit cost Five-fold reduction in unit cost
Cycle time: 64 mo. Down Cycle time: reduction ont as important
to 48 mo. (down by 25%) Substantial risk reduction
Win-win for value stream Win-win for value stream
21. Summary of Key Practices Enabling
Architectural Innovation
Pre-sourcing; long-term commitment
Early supplier integration into IPTs; IPPD; co-location; joint
design & configuration control
Leveraging technology base of suppliers (key suppliers; tooling
suppliers; subtiers)
Work share arrangements optimizing supplier core competencies
Retaining flexibility in defining system configuration
Open communications; informal links; knowledge-sharing
Target costing; design to cost
Supplier-capability-enhancing investments
Incentive mechanisms (not to compete agreements; long-term
warranty); maintaining trade secrets
Government part of the team; relief from military standards and
specifications
22. Electronic Integration of Supplier
Network: Early Results
Challenge: Electronic integration of supplier networks for technical
data exchange as well as for synchronization of business processes
Important success factors include:
Clear business vision & strategy
Early stakeholder participation (e.g., top management support; internal process owners;
suppliers ; joint configuration control)
Migration/integration of specific functionality benefits of legacy systems into
evolving new IT/IS infrastructure
Great care and thought in scaling-up experimental IT/IS projects into fully-
functional operational systems
Electronic integration of suppliers requires a process of positive
reinforcement -- greater mutual information exchange helps build increased
trust, which in turn enables a closer collaborative relationship and longer-term
strategic partnership
Close communication links with overseas suppliers pose a
serious security risk and complex policy challenge
23. Fostering Innovation across Supplier Networks Ensures
Continuous Delivery of Value to all Stakeholders
Research: Case studies on F-22 Raptor avionics subsystems -- what incentives, practices
& tools foster innovation across suppliers?
Major finding: Innovation by suppliers is hampered by many factors. This seriously
undermines weapon system affordability.
Excessive performance and testing requirements that do not add value
One-way communication flows; concern for secrecy; “keyhole” visibility by suppliers
into product system architecture
Little incentive to invest in process improvements due to program uncertainty;
limited internal supplier resources; often narrow business case
Major subcontractors switching rather than developing subtier suppliers
Yearly contract renegotiations wasteful & impede longer-term solutions
Recommendations:
Use multiyear incentive contracting & sharing of cost savings
Improve communications with suppliers; share technology roadmaps
Make shared investments in selected opportunity areas to reduce costs
Provide government funding for technology transfer to subtiers
24. Quick Review of Aerospace Progress
Aerospace industry has made important strides in supplier
integration, but this is only the beginning of the road
Production: Supplier certification and long-term supplier partnerships
-- process control & parts synchronization
Development: Early supplier integration into product development
critical
Strategic supply chain design is a meta core competency
Implementation efforts have required new approaches
Re-examination of basic assumptions (e.g., make-buy)
New roles and responsibilities between primes and suppliers
Communication and trust fundamental to implementation
Aerospace community faces new challenges and opportunities
Imperative to take “value stream” view of supplier networks
Focus on delivering best lifecycle value to customer
Need to evolve information-technology-mediated new organizational
structures for managing extended enterprises in a globalized market
environment
25. Lean Supplier Networks Offer Significant
Competitive Advantages
Exhibit superior performance system-wide --
greater efficiency, lower cycle time, higher quality
Not an accident of history but result of a dynamic
evolutionary process
Not culture dependent but are transportable
worldwide
Can be built through a proactive, well-defined,
process of change in supply chain management
26. Key Questions for Aerospace
Enterprise Management
Does the size, structure and composition of the supplier network
reflect your enterprise’s strategic vision?
Has your enterprise created partnerships and strategic alliances with
key suppliers to strengthen its long-term competitive advantage?
Are major suppliers as well as lower-tier suppliers integrated into
your enterprise’s product, process and business development efforts?
Has your enterprise established mutually-beneficial arrangements
with suppliers to ensure flexibility and responsiveness to unforeseen
external shifts?
Does your enterprise have in place formal processes and metrics for
achieving continuous improvement throughout the extended
enterprise?
27. Emergence of Strategic Supplier Partnerships has been a
Central Feature of Aerospace Industry’s Transformation
in the 1990s*
Survey: 85% of firms established production-focused supplier
partnerships involving long-term agreements (LTAs) with key
suppliers
Major reasons:
Reduce costs 97%
Minimize future price uncertainty 85%
Mutual performance improvement 85%
Chief characteristics:
One or more products, 3+ years 97%
Multi-year design/build 49%
On-going (evergreen) 24%
28. Case Study Results Show Significant Performance
Improvements by Building Integrated Supplier Networks
through Supplier Partnerships
Case study: Major producer of complex airframe structures
REDUCED CYCLE TIME
REDUCED CYCLE TIME
REDUCED CYCLE TIME (Main Product Order-to-Shipment, months)
(Main Product
(Main Product Order-to-Shipment, months)
Order-to-Shipment, months)
29. Supplier Partnerships Driven by Strategic Corporate Thrust
to Develop Integrated Supplier Networks
KEY PRACTICES BEFORE AFTER
Reduced and streamlined supplier base
Number of direct production suppliers 542 162
Improved procurement dfficiency
Procurement personnel as % of total employment (%) 4.9 1.9
Subcontracting cycle time (days) 13 7
Improved supplier quality and schedule
Procurement (dollars) from certified suppliers (%) 0 75
Supplier on-time performance (% of all shipments) 76.4* 83.0
Established strategic supplier partnerships
“Best value” subcontracts as % all awards 0 95
50.0 100.0
BEFORE: 1989 AFTER: 1997 *Refers to 1991
30. Focus on Early Supplier Integration
Historic opportunity for achieving BEST LIFECYCLE VALUE in
aerospace weapon system acquisition through early supplier
integration into design and development process
Nearly 80% of life cycle cost committed in early design phase
Design and development of complex aerospace systems calls on core
capabilities of numerous suppliers, providing as much as 60%-70% of end
product value
Supplier network represents an enormous beehive of distributed
technological knowledge & source of cost savings
What are better ways of leveraging this capability for more efficient
product development in aerospace sector?
Worldwide auto industry experience provides critical lessons
31. Lean Difference: Auto Industry
Lean Difference: Significantly lower
development cost and shorter cycle time
Average engineering
hours per new car
(millions of hours)
Average development
cycle time per new car
(months)
Prototype lead time
(months to first
engineering protoype)
Source: Clark, Ellison, Fujimoto and Hyun (1995); data refer to 1985-89.
32. Lean difference starts with significant supplier role in design and
development
Lean Difference: Auto Industry
Supplier Role in Design
Assembler Designed Supplier Designed
Supplier Proprietary Parts
Detail-Controlled Parts “Black Box” Parts
Percent of total cost of parts purchased from suppliers
Source: Clark, Ellison, Fujimoto and Hyun (1995