The document discusses developing an end-to-end process architecture for supply chain management. It describes four tests for an effective supply chain architecture: strategic fit, end-to-end focus, simplicity, and integrity. The Supply-Chain Operations Reference (SCOR) model is introduced as an architectural toolkit with three levels - plan, source, make, deliver, and return. Five processes for end-to-end supply chain management are outlined. A case study describes how Avon transformed its supply chain architecture to support faster sales cycles in European markets.
Operations Management II- SCOR is he world’s leading supply chain framework, linking business processes, performance metrics, practices and people skills into a unified structure.
The presentation justifies this tool used in one of the leading furniture brands 'Ikea' and implemented into their process flow.
SCOR is a supply chain operations reference model developed to help businesses understand, structure, and evaluate supply chain performance. It was created by the Supply Chain Council, an independent nonprofit, and is used as a cross-industry standard. SCOR describes supply chains using standardized processes, metrics, and best practices applicable to companies of varying complexity. It evaluates supply chain operations at three levels: process types, categories, and elements. The model can be implemented by companies like Iranol Oil to measure, manage, and improve their planning, sourcing, production, and delivery processes.
This document provides an overview of supply chain management. It defines a supply chain as the network of businesses involved in providing goods to customers, including production, storage, and product movement. Supply chain management aims to maximize customer value through integrated planning across suppliers, distributors, and customers. The document traces the history and evolution of supply chain management concepts. It also discusses how information systems facilitate supply chain coordination and information sharing to reduce costs and improve responsiveness.
The document discusses various aspects of production systems including their characteristics, inputs, outputs, controls, product design process, and process planning. It describes production systems as manufacturing subsystems that design, produce, distribute, and service products. They have specialized functions at different levels and need renovation over time to adapt to changes. The key aspects covered are input-output relationships, types of control like feedback and forward control, objectives and importance of product design, steps in the design process, factors affecting process design decisions, types of process designs, and major process decisions around process choice, vertical integration, resource flexibility, customer involvement, and capital intensity.
Definitions, concepts, significance & functions of Operations & SCM. Evolution from Manufacturing to Operations Management, Physical distributions to Logistics to SCM, Physical goods & Service perspectives.
Quality: Definition from Customer & Manufacturer’s view, Concept of internal customers, Overview of TQM & Lean Management, Impact of Global Competition, Technological change, Ethical & Environmental issues on Operations & Supply Chain Functions.
Richard J. Sherman from Emeritus Supply Chain Council on ‘Keeping SCOR in You...eyefortransport
The document discusses the Supply Chain Council (SCC), a non-profit organization that developed the SCOR (Supply Chain Operations Reference) model. SCOR is a process reference model for supply chain management that contains over 200 elements, 550 metrics, and 500 best practices. It provides a framework for companies to assess, compare, and improve their supply chain operations. The SCC aims to advance use of SCOR through training, benchmarking, and helping members apply it. A case example is also mentioned.
The document summarizes the Supply Chain Operations Reference model (SCOR) which provides a process reference model for supply chain management. The SCOR model defines five core processes - plan, source, make, deliver, and return. It describes the scope of these processes to include all interactions from a supplier's supplier to a customer's customer. The model is intended to help companies describe their supply chain processes, benchmark performance, and identify best practices to improve performance.
This chapter discusses the importance of performance measurement in supply chains. It explains that establishing metrics allows companies to understand how they are performing and identify areas for improvement. Good metrics should be consistent with company strategies and focus on customer needs. The chapter provides examples of different types of metrics companies can use to measure costs, inventory levels, customer service, and overall supply chain performance. These metrics can be classified in various categories and should be integrated both within and across companies to effectively drive improvement.
Operations Management II- SCOR is he world’s leading supply chain framework, linking business processes, performance metrics, practices and people skills into a unified structure.
The presentation justifies this tool used in one of the leading furniture brands 'Ikea' and implemented into their process flow.
SCOR is a supply chain operations reference model developed to help businesses understand, structure, and evaluate supply chain performance. It was created by the Supply Chain Council, an independent nonprofit, and is used as a cross-industry standard. SCOR describes supply chains using standardized processes, metrics, and best practices applicable to companies of varying complexity. It evaluates supply chain operations at three levels: process types, categories, and elements. The model can be implemented by companies like Iranol Oil to measure, manage, and improve their planning, sourcing, production, and delivery processes.
This document provides an overview of supply chain management. It defines a supply chain as the network of businesses involved in providing goods to customers, including production, storage, and product movement. Supply chain management aims to maximize customer value through integrated planning across suppliers, distributors, and customers. The document traces the history and evolution of supply chain management concepts. It also discusses how information systems facilitate supply chain coordination and information sharing to reduce costs and improve responsiveness.
The document discusses various aspects of production systems including their characteristics, inputs, outputs, controls, product design process, and process planning. It describes production systems as manufacturing subsystems that design, produce, distribute, and service products. They have specialized functions at different levels and need renovation over time to adapt to changes. The key aspects covered are input-output relationships, types of control like feedback and forward control, objectives and importance of product design, steps in the design process, factors affecting process design decisions, types of process designs, and major process decisions around process choice, vertical integration, resource flexibility, customer involvement, and capital intensity.
Definitions, concepts, significance & functions of Operations & SCM. Evolution from Manufacturing to Operations Management, Physical distributions to Logistics to SCM, Physical goods & Service perspectives.
Quality: Definition from Customer & Manufacturer’s view, Concept of internal customers, Overview of TQM & Lean Management, Impact of Global Competition, Technological change, Ethical & Environmental issues on Operations & Supply Chain Functions.
Richard J. Sherman from Emeritus Supply Chain Council on ‘Keeping SCOR in You...eyefortransport
The document discusses the Supply Chain Council (SCC), a non-profit organization that developed the SCOR (Supply Chain Operations Reference) model. SCOR is a process reference model for supply chain management that contains over 200 elements, 550 metrics, and 500 best practices. It provides a framework for companies to assess, compare, and improve their supply chain operations. The SCC aims to advance use of SCOR through training, benchmarking, and helping members apply it. A case example is also mentioned.
The document summarizes the Supply Chain Operations Reference model (SCOR) which provides a process reference model for supply chain management. The SCOR model defines five core processes - plan, source, make, deliver, and return. It describes the scope of these processes to include all interactions from a supplier's supplier to a customer's customer. The model is intended to help companies describe their supply chain processes, benchmark performance, and identify best practices to improve performance.
This chapter discusses the importance of performance measurement in supply chains. It explains that establishing metrics allows companies to understand how they are performing and identify areas for improvement. Good metrics should be consistent with company strategies and focus on customer needs. The chapter provides examples of different types of metrics companies can use to measure costs, inventory levels, customer service, and overall supply chain performance. These metrics can be classified in various categories and should be integrated both within and across companies to effectively drive improvement.
SCOR is an acronym for supply chain operations reference model, which was developed to assist businesses in understanding, structuring, and evaluating the performance of supply chains.
The document discusses supply chain management (SCM). It defines SCM as the management of relationships between suppliers, manufacturers, warehouses, distribution centers, and customers to deliver value to customers at a low cost. The goal of SCM is to optimize efficiency through integrating these entities. The document also describes how SCM has evolved from a "push" model driven by forecasts to a "pull" model driven by actual customer demand.
The document discusses the basics of supply chain management. It defines the supply chain as including suppliers, manufacturers, warehouses, distribution centers, and retail outlets, as well as the flow of raw materials, work-in-progress inventory, and finished products between these facilities. It also discusses supply chain management as a set of approaches to efficiently integrate these entities to minimize costs and satisfy demand requirements. Key challenges in supply chain management include uncertainty, complexity, and the bullwhip effect where demand variability increases as you move up the supply chain.
Operations and Supply Chain Management Sarang Dani
Herewith sharing the Slides of Operations and Supply Chain Management. This subject is taught to MBA Semester II, SPPU. The subject gives insights to Production Operations and Services Operations. Credits- Operations Management by B. Mahadevan
Financial supply chain management (FSCM) uses software tools and processes to optimize an organization's finances related to product flow. It integrates financial processes with physical supply chain operations to increase profitability and minimize expenses. FSCM allows leaders to monitor key performance indicators, industry trends, and compare results to projections. Effective FSCM coordinates activities like sourcing, production, and logistics across an enterprise and with partners to identify opportunities to benefit the organization and its customers financially.
APS (Advanced Planning & Scheduling) systems help optimize supply chain planning by considering constraints like capacity, materials, and demand. APS uses mathematical modeling to determine a feasible production plan. It sequences jobs based on actual constraints and produces realistic schedules. Implementing APS can improve delivery times, increase resource utilization, and enhance supply chain efficiency.
Introduction to Supply Chain Management Qamar Farooq
This document summarizes key concepts from Chapter 1 of a supply chain management textbook. It discusses what a supply chain is, including the flow of products and services from raw materials to end consumers. It also covers types of products, the global nature and complexity of supply chains, uncertainty and risks, and the evolution and objectives of supply chain management. Specific examples are provided to illustrate concepts around complexity, costs, and issues in managing supply chains.
Production planning and control (PPC) involves coordinating activities like material control, process planning, and scheduling to systematically plan production. The objectives of PPC include meeting production targets with available resources, providing the right quality and quantity of products, and coordinating departments. PPC functions include material control, process planning, scheduling, dispatching work, and following up on production. There are different types of production systems like job shops, mass production, and batch production. Aggregate production planning coordinates with sales and marketing. Capacity planning matches resources to demand. Master production schedules convert aggregate plans into specific product schedules. Material requirements planning determines material needs. Manufacturing resource planning integrates all resource planning functions. Enterprise resource planning (ERP)
The document provides an overview of operations management. It discusses what operations management is, its key functions like production and operations, and why studying it is important. It also summarizes some of the main areas operations management covers such as process design, quality management, forecasting, and product design.
The document provides an overview of supply chain management. It discusses Li & Fung's customized supply chain for a customer order. Key points include that effective supply chain management requires coordinating activities across organizations, considering strategic partnerships, and addressing inventory issues like the bullwhip effect. Strategic partnering approaches like vendor managed inventory can help improve forecasting and inventory levels when firms share information.
Hershey, a leading chocolate manufacturer, needed to replace its legacy systems to address Y2K issues and enable more efficient operations. It implemented SAP, Siebel, and Manugistics software in a big bang approach over 30 months. However, the system went live during their busiest season, and they were unable to fulfill Halloween orders, which significantly hurt sales and profits. Key lessons learned were that enterprise software requires business process change, adequate testing is needed, and careful timing of go-live is important. After upgrades and improvements, Hershey now has near 99.96% inventory accuracy and can fulfill orders within 24-48 hours.
The document provides an overview of supply chain management and its importance for e-commerce businesses. It discusses key concepts like the evolution of supply chain management and the need for electronic supply chain management. Specific examples like Flipkart and Amazon's supply chain models are examined. The document also explores supply chain challenges in India, career opportunities in supply chain management, and Edureka's supply chain management certification course.
The document discusses key concepts in supply chain management including:
1) Supply chain management involves managing the flow of information and goods through the entire supply chain from raw materials to the end customer.
2) Information technology is an important enabler of supply chain management by allowing companies to share information electronically.
3) Supply chain integration and collaboration between partners can help reduce costs and improve customer service levels.
Managing Supply Chain Complexity at Carter's, Inc.Lora Cecere
Managing Supply Chain Complexity at Carter's, Inc.
A winner of the 2016 Supply Chains to Admire analysis, Carter's makes children’s apparel. In this presentation Peter Smith will share how the company managed growth and complexity while outperforming on the Supply Chain Metrics That Matter.
Peter Smith, EVP of Supply Chain at Carter's, Inc.
From the 2017 Supply Chain Insights Global Summit
This document discusses various approaches to measuring supply chain performance, including the Balanced Scorecard, SCOR model, Logistics Scoreboard, activity-based costing, and economic value added. It provides examples of performance measures that can be used across different areas of the supply chain, including customer service, processes, purchasing, manufacturing, logistics, administration, and marketing. Key frameworks like the Balanced Scorecard emphasize the importance of using a mix of financial and non-financial metrics to evaluate performance from multiple perspectives.
Production planning and control refers to two strategies that work cohesively throughout the manufacturing process. Production planning involves what to produce, when to produce it, how much to produce, and more. A long-term view of production planning is necessary to fully optimize the production flow.
Production control uses different control techniques to reach optimum performance from the production system to achieve throughput targets.
Click below to ENROLL in the course OR Copy paste the URL below.
https://www.udemy.com/course/production-ppc
PRESENTATION ON S&OP KUNZITE SUPPLY CHAINHpm India
The document discusses the S&OP (Sales and Operations Planning) process. S&OP is a formal process consisting of meetings where data from various business areas is discussed to agree on the best course of action to balance supply and demand and meet profitability goals. The document outlines traditional S&OP challenges, benefits of S&OP including improved forecasting, capacity utilization and customer service, and how S&OP relates to other business plans.
Manufacturing planning & control (mpc) systemYash Dave
The document discusses manufacturing planning and control systems (MPC) and master production scheduling (MPS). Some key points:
- MPC systems help formulate plans to meet business objectives and identify resource gaps. They facilitate feedback across suppliers and scheduling.
- An MPS is a time-phased statement of how resources will be used to meet production commitments over the planning horizon. It tends to have a short time horizon and show details like bills of materials.
- MRP was developed to address limitations of traditional inventory models like economic order quantities. It incorporates bill of material information and dependent demand to improve inventory accuracy and reduce stockouts.
This document outlines key aspects of aggregate planning including:
- Aggregate planning matches supply and demand over an intermediate time horizon to determine necessary resource capacity. It balances demand forecasts with available resources.
- Strategies for adjusting capacity include level production, overtime/under-time work, subcontracting, and part-time hiring. Strategies for managing demand include shifting demand across time periods, incentives, and partnering with suppliers.
- Quantitative techniques for aggregate production planning include linear programming, transportation methods, linear decision rules, and management coefficients models. These help determine optimal production and capacity levels.
Supply Chain Management spans all movement and storage of raw materials, work-in-process inventory, and finished goods from point of origin to point of consumption (supply chain).
SCOR is an acronym for supply chain operations reference model, which was developed to assist businesses in understanding, structuring, and evaluating the performance of supply chains.
The document discusses supply chain management (SCM). It defines SCM as the management of relationships between suppliers, manufacturers, warehouses, distribution centers, and customers to deliver value to customers at a low cost. The goal of SCM is to optimize efficiency through integrating these entities. The document also describes how SCM has evolved from a "push" model driven by forecasts to a "pull" model driven by actual customer demand.
The document discusses the basics of supply chain management. It defines the supply chain as including suppliers, manufacturers, warehouses, distribution centers, and retail outlets, as well as the flow of raw materials, work-in-progress inventory, and finished products between these facilities. It also discusses supply chain management as a set of approaches to efficiently integrate these entities to minimize costs and satisfy demand requirements. Key challenges in supply chain management include uncertainty, complexity, and the bullwhip effect where demand variability increases as you move up the supply chain.
Operations and Supply Chain Management Sarang Dani
Herewith sharing the Slides of Operations and Supply Chain Management. This subject is taught to MBA Semester II, SPPU. The subject gives insights to Production Operations and Services Operations. Credits- Operations Management by B. Mahadevan
Financial supply chain management (FSCM) uses software tools and processes to optimize an organization's finances related to product flow. It integrates financial processes with physical supply chain operations to increase profitability and minimize expenses. FSCM allows leaders to monitor key performance indicators, industry trends, and compare results to projections. Effective FSCM coordinates activities like sourcing, production, and logistics across an enterprise and with partners to identify opportunities to benefit the organization and its customers financially.
APS (Advanced Planning & Scheduling) systems help optimize supply chain planning by considering constraints like capacity, materials, and demand. APS uses mathematical modeling to determine a feasible production plan. It sequences jobs based on actual constraints and produces realistic schedules. Implementing APS can improve delivery times, increase resource utilization, and enhance supply chain efficiency.
Introduction to Supply Chain Management Qamar Farooq
This document summarizes key concepts from Chapter 1 of a supply chain management textbook. It discusses what a supply chain is, including the flow of products and services from raw materials to end consumers. It also covers types of products, the global nature and complexity of supply chains, uncertainty and risks, and the evolution and objectives of supply chain management. Specific examples are provided to illustrate concepts around complexity, costs, and issues in managing supply chains.
Production planning and control (PPC) involves coordinating activities like material control, process planning, and scheduling to systematically plan production. The objectives of PPC include meeting production targets with available resources, providing the right quality and quantity of products, and coordinating departments. PPC functions include material control, process planning, scheduling, dispatching work, and following up on production. There are different types of production systems like job shops, mass production, and batch production. Aggregate production planning coordinates with sales and marketing. Capacity planning matches resources to demand. Master production schedules convert aggregate plans into specific product schedules. Material requirements planning determines material needs. Manufacturing resource planning integrates all resource planning functions. Enterprise resource planning (ERP)
The document provides an overview of operations management. It discusses what operations management is, its key functions like production and operations, and why studying it is important. It also summarizes some of the main areas operations management covers such as process design, quality management, forecasting, and product design.
The document provides an overview of supply chain management. It discusses Li & Fung's customized supply chain for a customer order. Key points include that effective supply chain management requires coordinating activities across organizations, considering strategic partnerships, and addressing inventory issues like the bullwhip effect. Strategic partnering approaches like vendor managed inventory can help improve forecasting and inventory levels when firms share information.
Hershey, a leading chocolate manufacturer, needed to replace its legacy systems to address Y2K issues and enable more efficient operations. It implemented SAP, Siebel, and Manugistics software in a big bang approach over 30 months. However, the system went live during their busiest season, and they were unable to fulfill Halloween orders, which significantly hurt sales and profits. Key lessons learned were that enterprise software requires business process change, adequate testing is needed, and careful timing of go-live is important. After upgrades and improvements, Hershey now has near 99.96% inventory accuracy and can fulfill orders within 24-48 hours.
The document provides an overview of supply chain management and its importance for e-commerce businesses. It discusses key concepts like the evolution of supply chain management and the need for electronic supply chain management. Specific examples like Flipkart and Amazon's supply chain models are examined. The document also explores supply chain challenges in India, career opportunities in supply chain management, and Edureka's supply chain management certification course.
The document discusses key concepts in supply chain management including:
1) Supply chain management involves managing the flow of information and goods through the entire supply chain from raw materials to the end customer.
2) Information technology is an important enabler of supply chain management by allowing companies to share information electronically.
3) Supply chain integration and collaboration between partners can help reduce costs and improve customer service levels.
Managing Supply Chain Complexity at Carter's, Inc.Lora Cecere
Managing Supply Chain Complexity at Carter's, Inc.
A winner of the 2016 Supply Chains to Admire analysis, Carter's makes children’s apparel. In this presentation Peter Smith will share how the company managed growth and complexity while outperforming on the Supply Chain Metrics That Matter.
Peter Smith, EVP of Supply Chain at Carter's, Inc.
From the 2017 Supply Chain Insights Global Summit
This document discusses various approaches to measuring supply chain performance, including the Balanced Scorecard, SCOR model, Logistics Scoreboard, activity-based costing, and economic value added. It provides examples of performance measures that can be used across different areas of the supply chain, including customer service, processes, purchasing, manufacturing, logistics, administration, and marketing. Key frameworks like the Balanced Scorecard emphasize the importance of using a mix of financial and non-financial metrics to evaluate performance from multiple perspectives.
Production planning and control refers to two strategies that work cohesively throughout the manufacturing process. Production planning involves what to produce, when to produce it, how much to produce, and more. A long-term view of production planning is necessary to fully optimize the production flow.
Production control uses different control techniques to reach optimum performance from the production system to achieve throughput targets.
Click below to ENROLL in the course OR Copy paste the URL below.
https://www.udemy.com/course/production-ppc
PRESENTATION ON S&OP KUNZITE SUPPLY CHAINHpm India
The document discusses the S&OP (Sales and Operations Planning) process. S&OP is a formal process consisting of meetings where data from various business areas is discussed to agree on the best course of action to balance supply and demand and meet profitability goals. The document outlines traditional S&OP challenges, benefits of S&OP including improved forecasting, capacity utilization and customer service, and how S&OP relates to other business plans.
Manufacturing planning & control (mpc) systemYash Dave
The document discusses manufacturing planning and control systems (MPC) and master production scheduling (MPS). Some key points:
- MPC systems help formulate plans to meet business objectives and identify resource gaps. They facilitate feedback across suppliers and scheduling.
- An MPS is a time-phased statement of how resources will be used to meet production commitments over the planning horizon. It tends to have a short time horizon and show details like bills of materials.
- MRP was developed to address limitations of traditional inventory models like economic order quantities. It incorporates bill of material information and dependent demand to improve inventory accuracy and reduce stockouts.
This document outlines key aspects of aggregate planning including:
- Aggregate planning matches supply and demand over an intermediate time horizon to determine necessary resource capacity. It balances demand forecasts with available resources.
- Strategies for adjusting capacity include level production, overtime/under-time work, subcontracting, and part-time hiring. Strategies for managing demand include shifting demand across time periods, incentives, and partnering with suppliers.
- Quantitative techniques for aggregate production planning include linear programming, transportation methods, linear decision rules, and management coefficients models. These help determine optimal production and capacity levels.
Supply Chain Management spans all movement and storage of raw materials, work-in-process inventory, and finished goods from point of origin to point of consumption (supply chain).
The document is a presentation by mechanical engineering students on supply chain management in the automobile industry. It discusses key concepts of supply chain management including objectives, cycles and views. It also covers lean supply chain management principles and how agile and lean approaches can be combined through leagile supply chain management strategies. The overall document provides an overview of supply chain management concepts and their application in the automobile industry.
The document describes the SCOR (Supply Chain Operations Reference) model, which is a standardized framework for managing supply chain processes across industries. It provides an integrated approach combining concepts from business process reengineering, benchmarking, and process measurement. The SCOR model defines five core management processes - plan, source, make, deliver, return - and three levels of detail to describe supply chain activities.
Supply Chain Management Practices and Performance EffectivenessIRJET Journal
This document discusses supply chain management practices and their impact on supply chain performance effectiveness. It begins with an abstract that introduces the topic and outlines the study's objectives and methods. The study found that supplier management practices have a major positive impact on supply chain performance effectiveness. The document then provides background on supply chain management, defining key concepts like supply chain practices and performance effectiveness. It examines factors like supplier relationships, integration, information sharing, and time efficiency. The study aims to contribute to understanding the link between supply chain management practices and performance effectiveness.
The document provides an overview of lean supply chain management and logistics. It discusses key concepts like:
- Supply chain management encompasses planning and managing all sourcing, procurement, conversion, and logistics activities, along with coordination with partners.
- Logistics management refers to planning, implementing, and controlling efficient forward and reverse flow of goods, services and information from origin to consumption.
- Lean focuses on eliminating waste to reduce cycle times, increase capacity and customer value. This includes concepts like pull systems, kanban signals, and optimizing value-added versus non-value added processes.
- Cross-docking and other warehouse optimization techniques can help reduce inventory levels, waiting times and delivery times
Supply chain management is an effective tool for business process improvement so every business student must have a basic knowledge of SCM & process of SCM.
This document provides an introduction to logistics and supply chain management. It discusses key topics like objectives of SCM, stages of the supply chain, value chain processes, cycle and push/pull views of supply chain processes, and key issues in SCM. It also defines logistics, describes logistics activities, and explains the relationship between logistics and SCM. The document is made up of lecture slides that appear to be from an online course on logistics and SCM.
Supply chain management involves coordinating the flow of goods and information between suppliers, manufacturers, distributors, and customers. It includes planning production and inventory, coordinating transportation, and making sourcing and pricing decisions. Key drivers of supply chain performance are facilities, inventory, transportation, information, sourcing, and pricing. Firms must balance efficiency and responsiveness based on their competitive strategy. Demand management and forecasting are critical to align production with customer demand.
Investigation of Supply Chain Management in Construction CompaniesIRJET Journal
This document investigates supply chain management in construction companies in Tamilnadu, India. It discusses how supply chain management can help address problems that negatively impact construction projects, such as delays in receiving materials and payments. The document reports on a survey of 50 construction companies that asked about factors affecting supply chain management. The key factors included delays in receiving project sites from owners, late payments from clients, late material procurement from manufacturers, replacement of key personnel by consultants, and poor coordination between contractors and other parties. The document proposes techniques for addressing these problems, such as using tracking systems, delay time modeling, and project scheduling software.
This document provides an overview of supply chain management. It defines a supply chain as a global network used to deliver products and services from raw materials to end customers. A supply chain involves suppliers, manufacturers, transporters, warehouses, retailers, and customers. The three flows in a supply chain are products, information, and money. Supply chain management aims to maximize value by achieving faster delivery, improved quality and services, and reduced costs. It requires coordination across functions and companies. Key considerations for supply chain management include inventory, transportation, facilities, and information flows.
Download our content ready supply chain management PowerPoint presentation to showcase the flow of goods and services to the management and client. This predesigned supply chain analysis PPT presentation comprises 77 slides. The Supply Chain Management presentation covers slide on various relevant subjects such as supply chain management process, SCM decision phases, strategic sourcing process, logistics, and it, planning and forecasting, inventory management, inventory management models, performance measures, and common problems with supply chain management. A team of the researcher has researched the content of the presentation, and top professional graphics designers have converted it into a stunning presentation. Use this SCM PowerPoint PPT to represent the process of design, planning, implementation, control, and monitoring of supply-chain tasks with the goal of preparing net value and constructing a competitive framework. Our presentation designers have used an appealing graphics of table, pie charts, bar graphs, circles, and icons to make this presentation professional and attention-grabbing. Grab this complete presentation on supply chain management and improve the relationship with customers. Throw a line with our Supply Chain Management Powerpoint Presentation Slides. Reel them in slowly to your point of view.
Procurement cost reduction for auto electrical playerAnirban Mazumdar
Valcon helped reduce procurement costs for an auto parts manufacturer by ~5% through identifying opportunities to reduce annual spending. They conducted analyses of spending categories and worked with suppliers to implement projects in high spending areas like copper, aluminum, and steel. This included activities like benchmarking prices, developing alternative suppliers, and optimizing specifications. Valcon's approach involved analyzing demand and supply factors, developing sourcing strategies, and working with suppliers on initiatives to achieve and sustain cost savings.
Download our content ready supply chain management PowerPoint presentation to showcase the flow of goods and services to the management and client. This predesigned supply chain analysis PPT presentation comprises 77 slides. The Supply Chain Management presentation covers slide on various relevant subjects such as supply chain management process, SCM decision phases, strategic sourcing process, logistics, and it, planning and forecasting, inventory management, inventory management models, performance measures, and common problems with supply chain management. A team of the researcher has researched the content of the presentation, and top professional graphics designers have converted it into a stunning presentation. Use this SCM PowerPoint PPT to represent the process of design, planning, implementation, control, and monitoring of supply-chain tasks with the goal of preparing net value and constructing a competitive framework. Our presentation designers have used an appealing graphics of table, pie charts, bar graphs, circles, and icons to make this presentation professional and attention-grabbing. Grab this complete presentation on supply chain management and improve the relationship with customers. Throw a line with our Supply Chain Management Powerpoint Presentation Slides. Reel them in slowly to your point of view. https://bit.ly/3j9ezBG
The document discusses supply chain management. A supply chain is defined as the network of individuals, organizations, activities, and technology involved in producing and selling a product. The objectives of supply chain management are to minimize costs, satisfy customer needs, and improve competitiveness by efficiently integrating suppliers, factories, warehouses, and stores. It discusses different views of supply chains including the process, cycle, and push/pull views. Traditional purchasing focuses on initial costs while supply chain management focuses on total ownership costs and benefits for the entire chain. Ethics are important in supply chain management due to opportunities for unethical behavior.
This document discusses supply chain management in the textile industry. It defines supply chain management and outlines its objectives, which include meeting customer demand efficiently and reducing costs. The document also describes the various stages of the textile supply chain and discusses factors that make managing it challenging, such as its complexity, conflicting objectives among members, and dynamic changes. Finally, the document discusses the importance of branding in the textile supply chain and how strong brands can benefit both customers and companies.
A Targeting Approach to Supply Chain Risk ManagementMatthew T. Nilson
This document proposes implementing a risk management framework using the CARVER matrix to target supply chain risks. It suggests taking a multi-layered approach to develop spatial and temporal visualization tools to better visualize risks. This would involve enhancing supply chain management software to incorporate detailed virtual modeling of the supply chain, conduct simulations to identify vulnerabilities over time, and integrate mapping and spatial analysis tools. The goal is to reduce failures and extract more value from supply chains through improved risk visualization.
This document discusses the evolution of supply chain management and the rise of e-supply chain management. It covers 5 stages: 1) logistics decentralization 2) total cost management 3) integrated functions 4) supply chain management 5) e-supply chain management. E-supply chain management utilizes internet technologies to synchronize channel functions across the entire supply network to optimize resources and meet market opportunities. It enables new views of information flow, customer-winning relationships, and supply chain synchronization through integration and collaboration.
This document discusses supply chain management (SCM). It provides an introduction to SCM, including that it is also known as a value chain and involves the management of inventory flows across organizations. It discusses the importance of SCM in gaining efficiencies, reducing costs, and meeting competitive pressures. The objectives of SCM are also outlined, such as rapid demand fulfillment and giving customers what they want at low costs. Different SCM modules, functions, issues, software solutions, and EDI activities are described. It concludes with a case study of how Bharat Petroleum reduced logistics and distribution costs by 56% and inventory levels by 60% using SAP Supply Chain Management software.
Similar to Chapter 2 - Develop an End-to-end Process Architecture (20)
How to Invest in Cryptocurrency for Beginners: A Complete GuideDaniel
Cryptocurrency is digital money that operates independently of a central authority, utilizing cryptography for security. Unlike traditional currencies issued by governments (fiat currencies), cryptocurrencies are decentralized and typically operate on a technology called blockchain. Each cryptocurrency transaction is recorded on a public ledger, ensuring transparency and security.
Cryptocurrencies can be used for various purposes, including online purchases, investment opportunities, and as a means of transferring value globally without the need for intermediaries like banks.
Dr. Alyce Su Cover Story - China's Investment Leadermsthrill
In World Expo 2010 Shanghai – the most visited Expo in the World History
https://www.britannica.com/event/Expo-Shanghai-2010
China’s official organizer of the Expo, CCPIT (China Council for the Promotion of International Trade https://en.ccpit.org/) has chosen Dr. Alyce Su as the Cover Person with Cover Story, in the Expo’s official magazine distributed throughout the Expo, showcasing China’s New Generation of Leaders to the World.
13 Jun 24 ILC Retirement Income Summit - slides.pptxILC- UK
ILC's Retirement Income Summit was hosted by M&G and supported by Canada Life. The event brought together key policymakers, influencers and experts to help identify policy priorities for the next Government and ensure more of us have access to a decent income in retirement.
Contributors included:
Jo Blanden, Professor in Economics, University of Surrey
Clive Bolton, CEO, Life Insurance M&G Plc
Jim Boyd, CEO, Equity Release Council
Molly Broome, Economist, Resolution Foundation
Nida Broughton, Co-Director of Economic Policy, Behavioural Insights Team
Jonathan Cribb, Associate Director and Head of Retirement, Savings, and Ageing, Institute for Fiscal Studies
Joanna Elson CBE, Chief Executive Officer, Independent Age
Tom Evans, Managing Director of Retirement, Canada Life
Steve Groves, Chair, Key Retirement Group
Tish Hanifan, Founder and Joint Chair of the Society of Later life Advisers
Sue Lewis, ILC Trustee
Siobhan Lough, Senior Consultant, Hymans Robertson
Mick McAteer, Co-Director, The Financial Inclusion Centre
Stuart McDonald MBE, Head of Longevity and Democratic Insights, LCP
Anusha Mittal, Managing Director, Individual Life and Pensions, M&G Life
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3. CONTENT
1. Abstract
2. Four Tests of Supply Chain Architecture
3. Architectural Toolkits
4. Top Three Levels of SCOR Model
5. Five Processes for End-to-End Supply Chain Management
6. Next-Generation Processes
7. Case Study: AVON - Calling on Customers Cost-Effectively
3
5. ▸ Supply chain improvement needs a blueprint to
succeed like any major construction project
because blueprint able to envision how the
many pieces fit together within the existing
infrastructure to form an integrated whole,
encounter delays, rework, and escalating costs.
5
ABSTRACT
Four Tests of
Supply Chain
Architecture
Architectural
Toolkits
Top Three
Levels of SCOR
Model
Five Processes
for End-to-End
Supply Chain
Management
Next-Generation
Processes
Case Study:
AVON - Calling
on Customers
Cost-Effectively
6. ▸ Companies with supply chain architectures in
sync with business goals have better business
performance, easier to implement and operate
and most importantly, reconfigure quickly as
business needs change.
6
ABSTRACT
Four Tests of
Supply Chain
Architecture
Architectural
Toolkits
Top Three
Levels of SCOR
Model
Five Processes
for End-to-End
Supply Chain
Management
Next-Generation
Processes
Case Study:
AVON - Calling
on Customers
Cost-Effectively
8. ▸ The test of strategic fit.
The company’s overall supply chain strategy
must drive the choices you make in your supply
chain architecture truly support the basis of
competition.
8
ABSTRACT
Four Tests of
Supply Chain
Architecture
Architectural
Toolkits
Top Three
Levels of SCOR
Model
Five Processes
for End-to-End
Supply Chain
Management
Next-Generation
Processes
Case Study:
AVON - Calling
on Customers
Cost-Effectively
9. ▸ The test of end-to-end focus.
Supply chain processes must ensure end-to-
end management. This requires having an
architecture that provides an end-to-end vision
of the supply chain and a set of shared
objectives that orchestrates the work of each
player in your supply chain.
9
ABSTRACT
Four Tests of
Supply Chain
Architecture
Architectural
Toolkits
Top Three
Levels of SCOR
Model
Five Processes
for End-to-End
Supply Chain
Management
Next-Generation
Processes
Case Study:
AVON - Calling
on Customers
Cost-Effectively
10. ▸ The simplicity test.
A good supply chain architecture is made up of
simple, streamlined processes that minimize
the complexity that adds cost and reduces
manageability. Processes should be clear and
easily understood by those who use them.
10
ABSTRACT
Four Tests of
Supply Chain
Architecture
Architectural
Toolkits
Top Three
Levels of SCOR
Model
Five Processes
for End-to-End
Supply Chain
Management
Next-Generation
Processes
Case Study:
AVON - Calling
on Customers
Cost-Effectively
11. ▸ The integrity test.
The company’s architecture must be highly
reliable, ensuring coherent and robust links
among processes, data, and information
systems.
11
ABSTRACT
Four Tests of
Supply Chain
Architecture
Architectural
Toolkits
Top Three
Levels of SCOR
Model
Five Processes
for End-to-End
Supply Chain
Management
Next-Generation
Processes
Case Study:
AVON - Calling
on Customers
Cost-Effectively
13. ▸ Recognizing the need for a true cross-industry
standard, in 1995 PRTM joined forces with AMR
Research, an independent research firm
committed to providing unbiased analysis of
the enterprise software sector.
13
ABSTRACT
Four Tests of
Supply Chain
Architecture
Architectural
Toolkits
Top Three
Levels of SCOR
Model
Five Processes
for End-to-End
Supply Chain
Management
Next-Generation
Processes
Case Study:
AVON - Calling
on Customers
Cost-Effectively
14. ▸ Together, PRTM and AMR founded the Supply-Chain
Council (SCC), which initially included 69 member
companies. Over the course of a year, the three
organizations further developed and refined this standard,
called the Supply-Chain Operations Reference-model
(SCOR) that defined best practices, performance metrics,
and software functionality requirements for each core
supply chain process, sub process, and activity.
14
ABSTRACT
Four Tests of
Supply Chain
Architecture
Architectural
Toolkits
Top Three
Levels of SCOR
Model
Five Processes
for End-to-End
Supply Chain
Management
Next-Generation
Processes
Case Study:
AVON - Calling
on Customers
Cost-Effectively
16. “
The SCOR model provides
a supply chain scorecard
for setting and managing
supply chain performance
targets across the
organization.
16
17. 17
ABSTRACT
Four Tests of
Supply Chain
Architecture
Architectural
Toolkits
Top Three
Levels of
SCOR Model
Five Processes
for End-to-End
Supply Chain
Management
Next-Generation
Processes
Case Study:
AVON - Calling
on Customers
Cost-Effectively
19. THE CONCEPT
These processes enable better decision
making and guides all supply chain
activities related to the execution
processes —
Plan, Source, Make, Deliver, And Return.
19
20. ▸ Plan
Every supply chain process has inputs and outputs. Plan’s
input is information on demand, supply, and supply chain
resources.
For example, plan source and plan make outline the raw
materials needed, the source of those materials, and the
quantities of inventory to be produced. Plan deliver
provides the information needed to commit to customer
orders. And plan return provides the information needed to
schedule returns and replacement orders.
20
ABSTRACT
Four Tests of
Supply Chain
Architecture
Architectural
Toolkits
Top Three
Levels of SCOR
Model
Five Processes
for End-to-End
Supply Chain
Management
Next-Generation
Processes
Case Study:
AVON - Calling
on Customers
Cost-Effectively
21. Planning excellence has five key principles:
1. Use timely, accurate information.
2. Focus resources on business priorities.
3. Aim for simplicity.
4. Integrate all supply chain requirements.
5. Create explicit actions and accountabilities.
21
ABSTRACT
Four Tests of
Supply Chain
Architecture
Architectural
Toolkits
Top Three
Levels of SCOR
Model
Five Processes
for End-to-End
Supply Chain
Management
Next-Generation
Processes
Case Study:
AVON - Calling
on Customers
Cost-Effectively
22. ▸ Source
Using the plan generated by plan source, the supply chain
source process procures all needed materials and services,
performing the operational activities of purchasing,
scheduling, receiving, inspecting, and authorizing supplier
payment. The source activity also involves supplier
selection and relationship management.
22
ABSTRACT
Four Tests of
Supply Chain
Architecture
Architectural
Toolkits
Top Three
Levels of SCOR
Model
Five Processes
for End-to-End
Supply Chain
Management
Next-Generation
Processes
Case Study:
AVON - Calling
on Customers
Cost-Effectively
23. Process excellence in source is built on four key
principles:
1. Aim for the lowest total cost of ownership
(TCO).
2. Set procurement strategies according to
category.
3. Maintain an enterprise wide focus.
4. Measure and manage performance.
23
ABSTRACT
Four Tests of
Supply Chain
Architecture
Architectural
Toolkits
Top Three
Levels of SCOR
Model
Five Processes
for End-to-End
Supply Chain
Management
Next-Generation
Processes
Case Study:
AVON - Calling
on Customers
Cost-Effectively
24. ▸ Make
The supply chain make process transforms the
resources procured by source into goods and
services according to agreed-on specifications and
any regulatory requirements.
24
ABSTRACT
Four Tests of
Supply Chain
Architecture
Architectural
Toolkits
Top Three
Levels of SCOR
Model
Five Processes
for End-to-End
Supply Chain
Management
Next-Generation
Processes
Case Study:
AVON - Calling
on Customers
Cost-Effectively
25. There are four principles for process excellence in
make:
1. Focus on business priorities.
2. Aim for speed and flexibility, not just low
costs.
3. Set and monitor quality standards.
4. Synchronize all manufacturing activities.
25
ABSTRACT
Four Tests of
Supply Chain
Architecture
Architectural
Toolkits
Top Three
Levels of SCOR
Model
Five Processes
for End-to-End
Supply Chain
Management
Next-Generation
Processes
Case Study:
AVON - Calling
on Customers
Cost-Effectively
26. “
For the supply chain to
operate effectively, make
must be integrated with
the plan, source, deliver,
and return processes.
26
27. ▸ Deliver
The deliver process starts with the receipt of a
customer order and includes all the activities needed
to complete that order, from providing a price quote to
collecting payment from the customer.
▸ Deliver makes the order visible to source and make for
execution, ensuring that customer requirements are
communicated clearly. Deliver also includes all
warehousing, transportation, and distribution
activities.
27
ABSTRACT
Four Tests of
Supply Chain
Architecture
Architectural
Toolkits
Top Three
Levels of SCOR
Model
Five Processes
for End-to-End
Supply Chain
Management
Next-Generation
Processes
Case Study:
AVON - Calling
on Customers
Cost-Effectively
28. Here are the four recommended principles for
deliver process excellence:
1. Balance service with the cost to serve.
2. Cut costs and time with straight-through
processing.
3. Set up end-to-end tracking and traceability.
4. Manage data for ongoing accuracy and
timeliness.
28
ABSTRACT
Four Tests of
Supply Chain
Architecture
Architectural
Toolkits
Top Three
Levels of SCOR
Model
Five Processes
for End-to-End
Supply Chain
Management
Next-Generation
Processes
Case Study:
AVON - Calling
on Customers
Cost-Effectively
29. ▸ Return
The return process ensures that previously sold products
are supported, collected, and disposition according to
business policies and customer agreements and covers all
activities from return authorization to financial settlement.
▸ The primary drivers behind return differ by industry but
typically include the return of defective, wrong, or
unsatisfactory products; maintenance, repair, and overhaul
(MRO) based on service agreements; excess channel
inventory returns; and recycling/refurbishment/reuse.
Different activities may be associated with each of these
return “types.”
29
ABSTRACT
Four Tests of
Supply Chain
Architecture
Architectural
Toolkits
Top Three
Levels of SCOR
Model
Five Processes
for End-to-End
Supply Chain
Management
Next-Generation
Processes
Case Study:
AVON - Calling
on Customers
Cost-Effectively
30. “
Return is a reverse supply
chain process and has
specific requirements
and characteristics that
differ from the forward
supply chain.
30
31. For return process excellence, follow these four key
principles:
1. Create a distinct supply chain for return.
2. Feed back return information quickly.
3. Base return policies on total cost of returns.
4. Maximize revenue opportunities.
31
ABSTRACT
Four Tests of
Supply Chain
Architecture
Architectural
Toolkits
Top Three
Levels of SCOR
Model
Five Processes
for End-to-End
Supply Chain
Management
Next-Generation
Processes
Case Study:
AVON - Calling
on Customers
Cost-Effectively
33. “
In the next generation of
process architecture,
companies will be able to
rapidly translate
strategies into new
supply chains.
33
34. ▸ In the next generation of process architecture, companies
will be able to rapidly translate strategies into new supply
chains.
▸ These architectures will seamlessly integrate business
processes and information systems. And they’ll include the
key performance indicators needed to ensure value
creation and ongoing management.
▸ Besides providing a unified view of the internal supply
chain, the next generation of process architecture will
define the integration points among suppliers, customers,
and partners.
34
ABSTRACT
Four Tests of
Supply Chain
Architecture
Architectural
Toolkits
Top Three
Levels of SCOR
Model
Five Processes
for End-to-End
Supply Chain
Management
Next-
Generation
Processes
Case Study:
AVON - Calling
on Customers
Cost-Effectively
36. AVON
Calling on Customers
Cost-Effectively
What do you do when you have an
enormous growth opportunity but
can’t capitalize on it with your
existing supply chain? If you’re Avon,
you embark on a radical
transformation—a high-risk venture
with no guaranteed returns.
36
37. ▸ Avon is the world’s leading direct seller of beauty and
related products, with $6.2 billion in annual revenue.
▸ In addition to its cosmetics, skin care products, fragrances,
and personal care products, the company offers a wide
range of gift items, including jewelry, lingerie, and fashion
accessories.
▸ Avon sells to customers in 145 countries through 3.9 million
independent sales representatives, providing an earnings
opportunity to women throughout the world.
37
ABSTRACT
Four Tests of
Supply Chain
Architecture
Architectural
Toolkits
Top Three
Levels of SCOR
Model
Five Processes
for End-to-End
Supply Chain
Management
Next-Generation
Processes
Case Study:
AVON - Calling
on Customers
Cost-
Effectively
38. 38
A GROWING BUSINESS—
AND GROWING
PROBLEMS
Fundamental mismatch
between the company’s
selling cycle and its
supply chain cycle.
In most European
markets, Avon begins a
new sales campaign
every three weeks.
1
MAKING THE
BUSINESS CASE
AND MOVING
FORWARD
It required a lengthy,
detailed analysis to
prove that Avon’s
supply chain
wouldn’t be able to
handle the projected
growth of the
business.
2
RETHINKING
THE SUPPLY
CHAIN
Avon put in place a
regional planning
group empowered to
make decisions about
service levels,
inventory, and costs.
3
END-TO-END
VISIBILITY
Avon created a
centralized inventory
hub in Poland to
service the
company’s branches
throughout Europe.
4
ABSTRACT
Four Tests of
Supply Chain
Architecture
Architectural
Toolkits
Top Three
Levels of SCOR
Model
Five Processes
for End-to-End
Supply Chain
Management
Next-Generation
Processes
Case Study:
AVON - Calling
on Customers
Cost-
Effectively
39. 39
COLLABORATING WITH
SUPPLIERS
Avon had to change its
own approach so that
suppliers could
manufacture its
products more cost-
effectively.
5
MAKING THE
BUSINESS CASE
AND MOVING
FORWARD
It required a lengthy,
detailed analysis to
prove that Avon’s
supply chain
wouldn’t be able to
handle the projected
growth of the
business.
6
BUILDING ON
SUCCESS:
COLLABORA
TIVE DESIGN
The company recently
conducted a
collaborative design
workshop that
included suppliers, a
design firm, and
representatives from
marketing and the
supply chain
7
REORGANIZATION
AND THE CHANGE-
MANAGEMENT
CHALLENGE
Avon was very clear
on the fact that its
supply chain
transformation
would be process-
driven, not systems-
driven.
8
ABSTRACT
Four Tests of
Supply Chain
Architecture
Architectural
Toolkits
Top Three
Levels of SCOR
Model
Five Processes
for End-to-End
Supply Chain
Management
Next-Generation
Processes
Case Study:
AVON - Calling
on Customers
Cost-
Effectively