This document discusses how effective supply chain management can create competitive advantages for organizations. It provides success stories of Zara, Dell, FedEx, and Walmart as examples. Zara gains advantages through rapid production, local sourcing, and frequent deliveries. Dell reduces costs and lead times through vendor managed inventory and information sharing. FedEx improves transparency and customer service through innovative technology and data availability. Walmart was an early adopter of barcodes and IT to reduce costs and offer low prices. Overall the document shows how supply chain integration, information technology, and waste reduction can help firms compete.
Supply Chain and Logistics Information SystemAnusuya Nandi
The document discusses supply chain and logistics management information systems (LMIS). It defines an LMIS as a system used to aggregate, analyze, and display logistics data to make decisions and manage the supply chain. An LMIS tracks inventory levels, consumption, demand, shipments and other key metrics. It links different supply chain levels and shares needed information. Common challenges include poor recordkeeping, reporting, data sharing, and use of data for decision making. The document also discusses e-business applications in supply chain management like e-commerce, e-procurement, and e-collaboration.
Supply chain performance achieving strategic fit and scope MBA STRATERGIC MAN...Babasab Patil
The document discusses achieving strategic fit between a company's competitive strategy and supply chain strategy. It describes a three-step process for achieving strategic fit: 1) Understanding customer needs and implied demand uncertainty, 2) Understanding the company's supply chain capabilities and responsiveness, and 3) Ensuring the supply chain strategy matches the capabilities required by the competitive strategy. Strategic fit is important because it ensures consistency between customer priorities and supply chain capabilities. The document also discusses expanding strategic fit across multiple functions and partners in the supply chain.
A brief overview of Supply Chain Management including explanation of different types of Stock. This documents contains the brief explanation of Demand and Supply
This document discusses key drivers and metrics for measuring supply chain performance. It begins by defining common financial measures like return on equity and return on assets. It then identifies six main drivers of supply chain performance: facilities, inventory, transportation, information, sourcing, and pricing. For each driver, the document discusses their role in the supply chain and competitive strategy, important decisions factors, and relevant metrics to measure performance. Throughout, it emphasizes the trade-off between responsiveness and efficiency for each driver.
This document discusses achieving strategic fit in supply chain management. It defines strategic fit as having aligned competitive and supply chain strategies. It describes three steps to achieving strategic fit: 1) Understanding customer needs and implied demand uncertainty, 2) Understanding supply chain capabilities, and 3) Aligning supply chain responsiveness with demand uncertainty through strategic roles. The document emphasizes that all functions and stages of the supply chain must work together to execute strategies that support the overall competitive strategy.
The document discusses various aspects of supply chain strategy and design. It describes how supply chain design decisions determine the structure of the supply chain by establishing locations and capacities of facilities, products made at each location, transportation modes, and information systems used. These strategic design decisions must support overall business objectives and are long-term and expensive to change. The document then discusses supply chain planning, which establishes short-term operations policies based on the supply chain configuration, and supply chain operations, which focuses on implementing operating policies over short time horizons with less uncertainty.
The document discusses the logistics, production, and evaluation functions related to media programs. The logistics function focuses on acquiring, storing, circulating, maintaining, and retrieving materials and equipment. It also covers competencies like arranging previews, compiling orders, determining replacements, receiving and preparing items, storage, circulation, maintenance and repair, and equipment setup. The production function involves developing various audiovisual materials like audio, graphics, motion pictures, programmed materials, and reproducing printed works. It also covers identifying equipment needs and evaluating products. The evaluation function analyzes curriculum needs, applies selection criteria, synthesizes requests, and uses reviews to aid in the selection process.
The document discusses four main process strategies - process focus, repetitive focus, product focus, and mass customization. It provides definitions and examples of each strategy. The process focus strategy involves organizing facilities around specific processes to enable low-volume, high-variety production. The repetitive focus strategy organizes facilities as assembly lines using pre-made modules. The product focus strategy organizes facilities by product for high-volume, low-variety output. Mass customization combines the flexibility of process focus with the efficiency of product focus to enable rapid, low-cost production of customized goods and services.
Supply Chain and Logistics Information SystemAnusuya Nandi
The document discusses supply chain and logistics management information systems (LMIS). It defines an LMIS as a system used to aggregate, analyze, and display logistics data to make decisions and manage the supply chain. An LMIS tracks inventory levels, consumption, demand, shipments and other key metrics. It links different supply chain levels and shares needed information. Common challenges include poor recordkeeping, reporting, data sharing, and use of data for decision making. The document also discusses e-business applications in supply chain management like e-commerce, e-procurement, and e-collaboration.
Supply chain performance achieving strategic fit and scope MBA STRATERGIC MAN...Babasab Patil
The document discusses achieving strategic fit between a company's competitive strategy and supply chain strategy. It describes a three-step process for achieving strategic fit: 1) Understanding customer needs and implied demand uncertainty, 2) Understanding the company's supply chain capabilities and responsiveness, and 3) Ensuring the supply chain strategy matches the capabilities required by the competitive strategy. Strategic fit is important because it ensures consistency between customer priorities and supply chain capabilities. The document also discusses expanding strategic fit across multiple functions and partners in the supply chain.
A brief overview of Supply Chain Management including explanation of different types of Stock. This documents contains the brief explanation of Demand and Supply
This document discusses key drivers and metrics for measuring supply chain performance. It begins by defining common financial measures like return on equity and return on assets. It then identifies six main drivers of supply chain performance: facilities, inventory, transportation, information, sourcing, and pricing. For each driver, the document discusses their role in the supply chain and competitive strategy, important decisions factors, and relevant metrics to measure performance. Throughout, it emphasizes the trade-off between responsiveness and efficiency for each driver.
This document discusses achieving strategic fit in supply chain management. It defines strategic fit as having aligned competitive and supply chain strategies. It describes three steps to achieving strategic fit: 1) Understanding customer needs and implied demand uncertainty, 2) Understanding supply chain capabilities, and 3) Aligning supply chain responsiveness with demand uncertainty through strategic roles. The document emphasizes that all functions and stages of the supply chain must work together to execute strategies that support the overall competitive strategy.
The document discusses various aspects of supply chain strategy and design. It describes how supply chain design decisions determine the structure of the supply chain by establishing locations and capacities of facilities, products made at each location, transportation modes, and information systems used. These strategic design decisions must support overall business objectives and are long-term and expensive to change. The document then discusses supply chain planning, which establishes short-term operations policies based on the supply chain configuration, and supply chain operations, which focuses on implementing operating policies over short time horizons with less uncertainty.
The document discusses the logistics, production, and evaluation functions related to media programs. The logistics function focuses on acquiring, storing, circulating, maintaining, and retrieving materials and equipment. It also covers competencies like arranging previews, compiling orders, determining replacements, receiving and preparing items, storage, circulation, maintenance and repair, and equipment setup. The production function involves developing various audiovisual materials like audio, graphics, motion pictures, programmed materials, and reproducing printed works. It also covers identifying equipment needs and evaluating products. The evaluation function analyzes curriculum needs, applies selection criteria, synthesizes requests, and uses reviews to aid in the selection process.
The document discusses four main process strategies - process focus, repetitive focus, product focus, and mass customization. It provides definitions and examples of each strategy. The process focus strategy involves organizing facilities around specific processes to enable low-volume, high-variety production. The repetitive focus strategy organizes facilities as assembly lines using pre-made modules. The product focus strategy organizes facilities by product for high-volume, low-variety output. Mass customization combines the flexibility of process focus with the efficiency of product focus to enable rapid, low-cost production of customized goods and services.
Logistics strategy & planning, Customer Service & ProductsFahad Ali
The document discusses key topics in logistics strategy and planning, including reasons for increased interest in logistics such as deregulation and globalization. It covers major logistics decision areas like transportation modes and warehousing approaches. Transportation modes discussed include road, water, rail, air and pipeline. The document also addresses consolidation, customer service, logistics products, pricing logistics, and risks associated with products.
Transportation plays a significant role in supply chain management by moving materials, components, and products from suppliers to manufacturing plants and finally to customers. The selection of transportation modes depends on factors like cost, reliability, transit time, and risk of damage. An effective transportation system influences other logistics activities and can help reduce inventory levels and transportation costs if it allows for shipment consolidation. It also impacts materials handling equipment needs and supports customer service and competitive goals.
This document provides a summary of key concepts in supply chain management. It discusses supply chains, supply chain management, value chain management, operations management, logistics management, lean supply chains, agile supply chains, and the objectives and decision phases of supply chains. It also covers integrated supply chain management, barriers to supply chain management implementation, attributes affecting implementation like technology and communication, and reasons for many versus few suppliers in a supply chain.
The document outlines 6 key obstacles to achieving strategic fit within a company's supply chain: 1) increasing variety of customized products, 2) decreasing product life cycles, 3) increasingly demanding customers, 4) fragmentation of supply chain ownership, 5) globalization adding coordination difficulties, and 6) difficulty executing new strategies once formulated. Overcoming these obstacles presents opportunities for untapped improvements, as supply chain management has become major to firms' success or failure due to obstacles' increasing impact.
The document provides an introduction to supply chain management, including definitions and key concepts. It defines a supply chain as a network of facilities and distribution options that fulfill customer requests. It also defines supply chain management as the management of business processes and activities involving procurement, manufacturing, and distribution to customers. The objectives of supply chain management are also outlined, such as maximizing value, improving quality and reducing costs. Decision phases in supply chain management are discussed, including supply chain strategy, planning and operations.
This document outlines key concepts related to setting product strategy. It discusses product characteristics and classifications, how to differentiate products, the importance of design, managing luxury brands, environmental issues, product mixes and lines, co-branding, packaging, and warranties. The learning objectives cover these topics at a high level, including product differentiation, environmental considerations, managing product mixes and lines, co-branding, and using packaging and warranties as marketing tools.
Chapter 9: Using Supply Chains to Create Value for Customerstjamisonedu
- Supply chain management involves designing and monitoring all organizations involved before, during, and after production of a product. Some companies view the supply chain as integral to their marketing plans.
- Demand forecasting estimates customer demand and is part of inventory control activities. The goal of inventory control is to avoid stockouts while meeting customer needs. New tracking devices help companies forecast and manage inventory levels.
- Transportation of goods via methods like trucks, ships, trains, and planes is an important part of supply chain management. Tracking shipments allows companies to trace products and anticipate disruptions.
Distribution Management, Need for Marketing Channels,Decision involved in setting up the channels, Management Strategies, Introduction to logistics Management, Retailing, wholesaling, Multi Channel Marketing.
This document discusses coordination in supply chains and the bullwhip effect. It describes how lack of coordination between supply chain stages can result in increased variability in orders that distorts demand information. This is known as the bullwhip effect. Several obstacles to coordination are outlined, including incentive problems, information processing issues, and behavioral factors. Methods to improve coordination discussed include aligning goals, improving information sharing, reducing lead times, and collaborative planning between stages. Collaborative planning, forecasting and replenishment is presented as a key approach to coordination.
Chapter 5: Market Segmenting, Targeting, and Positioningtjamisonedu
This document discusses market segmentation, targeting, and positioning. It begins by distinguishing between targeted marketing, which selects specific consumer groups, and mass marketing, which sells to all consumers. The benefits of segmentation and targeting are that it allows companies to tailor products and messages to specific customer segments. Market segmentation can be done based on demographics, behaviors, benefits sought, geography, and psychographics like values and lifestyles. The document also covers strategies for targeting markets globally and techniques for positioning offerings to stand out from competitors.
Evert Gummesson formulated the concepts of total relationship marketing in his book. He defines relationship marketing as marketing seen through relationships, networks, and interactions. Gummesson identified three types of business-to-business relationships and described interactions as hierarchical. Total relationship marketing recognizes that marketing is embedded within an organization's total management of networks in the market and society. It aims to create long-term win-win customer relationships through value co-creation across 30 different relationship types.
Supply chain management is the systemic, strategic coordination of the traditional business functions and the tactics across these business functions within a particular company and across businesses within the supply chain, for the purposes of improving the long-term performance of the individual companies and the supply chain as a whole
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.
The document discusses marketing plans and ongoing marketing evaluation. It provides details on:
1. The components and purpose of a marketing plan, including executive summary, market analysis, strategy, budget, and conclusion.
2. The marketing planning process and roles of different teams and specialists.
3. Tools for ongoing evaluation like marketing audits, which examine how marketing strategies are implemented and identify factors that impacted business.
4. The importance of understanding causality and executing plans well for ongoing marketing success.
Supply chain management aims to efficiently integrate suppliers, manufacturers, warehouses, and stores to minimize costs while meeting customer demands. The objectives are to produce and distribute the right quantities of products to the right locations at the right time. This helps firms face global competition, improve standardization, and satisfy customers while reducing total system costs across the entire supply chain.
Chapter 1. understanding the supply chainSachin Modgil
This document discusses key concepts in supply chain management. It defines a supply chain as including all stages involved in fulfilling a customer request, from suppliers to end customers. There are three phases of supply chain decision making: strategy/design, planning, and operations. Processes in a supply chain can be viewed through the cycle view, with different cycles at each interface, or the push/pull view, with reactive pull processes and speculative push processes. The overall goal of supply chain management is to maximize total supply chain profitability.
Dr. Martin Christopher “Managing Supply Chain Complexity in an Age of Uncerta...Elemica
This document discusses the need for supply chain management approaches to evolve from a focus on efficiency and cost optimization to approaches that enable greater flexibility and responsiveness to uncertainty. It outlines how increased volatility, complexity, and shifting market dynamics require supply chains to develop both dynamic flexibility to respond to changes as well as structural flexibility to adapt to fundamental changes. The document advocates approaches like local sourcing, asset sharing, and real options thinking to gain structural flexibility and an adaptable supply chain.
After learning this module, you should be able to answer the following questions:
How do firms take make vs buy decisions?
What is the underlying theoretical logic for make vs buy decisions?
What are the costs and benefits of outsourcing?
What should be the nature of relationship with vendor firms?
How can a firm design its sourcing strategy based on a purchase portfolio matrix?
Strategic Sourcing, Outsourcing – Make Vs buy – Identifying core processes – Market Vs Hierarchy-Make Vs buy continuum -Sourcing strategy – Supplier Selection and Contract Negotiation. Creating a world class supply base- Supplier Development – World Wide Sourcing.
O documento discute conceitos gerais de design de interação para web. Aborda temas como experiência do usuário, definição de interação, objetivos e metodologias de design de interação, além de atividades propostas como discussão e pesquisa inicial de referências na web.
O documento é um currículo de Rui Jorge Diogo Domingues, que trabalha como designer gráfico e de comunicação há mais de 15 anos. Ele tem experiência em agências de publicidade, design freelancer e como designer sénior. Tem formação superior em design de comunicação gráfica e multimédia e fala português, inglês e espanhol.
Logistics strategy & planning, Customer Service & ProductsFahad Ali
The document discusses key topics in logistics strategy and planning, including reasons for increased interest in logistics such as deregulation and globalization. It covers major logistics decision areas like transportation modes and warehousing approaches. Transportation modes discussed include road, water, rail, air and pipeline. The document also addresses consolidation, customer service, logistics products, pricing logistics, and risks associated with products.
Transportation plays a significant role in supply chain management by moving materials, components, and products from suppliers to manufacturing plants and finally to customers. The selection of transportation modes depends on factors like cost, reliability, transit time, and risk of damage. An effective transportation system influences other logistics activities and can help reduce inventory levels and transportation costs if it allows for shipment consolidation. It also impacts materials handling equipment needs and supports customer service and competitive goals.
This document provides a summary of key concepts in supply chain management. It discusses supply chains, supply chain management, value chain management, operations management, logistics management, lean supply chains, agile supply chains, and the objectives and decision phases of supply chains. It also covers integrated supply chain management, barriers to supply chain management implementation, attributes affecting implementation like technology and communication, and reasons for many versus few suppliers in a supply chain.
The document outlines 6 key obstacles to achieving strategic fit within a company's supply chain: 1) increasing variety of customized products, 2) decreasing product life cycles, 3) increasingly demanding customers, 4) fragmentation of supply chain ownership, 5) globalization adding coordination difficulties, and 6) difficulty executing new strategies once formulated. Overcoming these obstacles presents opportunities for untapped improvements, as supply chain management has become major to firms' success or failure due to obstacles' increasing impact.
The document provides an introduction to supply chain management, including definitions and key concepts. It defines a supply chain as a network of facilities and distribution options that fulfill customer requests. It also defines supply chain management as the management of business processes and activities involving procurement, manufacturing, and distribution to customers. The objectives of supply chain management are also outlined, such as maximizing value, improving quality and reducing costs. Decision phases in supply chain management are discussed, including supply chain strategy, planning and operations.
This document outlines key concepts related to setting product strategy. It discusses product characteristics and classifications, how to differentiate products, the importance of design, managing luxury brands, environmental issues, product mixes and lines, co-branding, packaging, and warranties. The learning objectives cover these topics at a high level, including product differentiation, environmental considerations, managing product mixes and lines, co-branding, and using packaging and warranties as marketing tools.
Chapter 9: Using Supply Chains to Create Value for Customerstjamisonedu
- Supply chain management involves designing and monitoring all organizations involved before, during, and after production of a product. Some companies view the supply chain as integral to their marketing plans.
- Demand forecasting estimates customer demand and is part of inventory control activities. The goal of inventory control is to avoid stockouts while meeting customer needs. New tracking devices help companies forecast and manage inventory levels.
- Transportation of goods via methods like trucks, ships, trains, and planes is an important part of supply chain management. Tracking shipments allows companies to trace products and anticipate disruptions.
Distribution Management, Need for Marketing Channels,Decision involved in setting up the channels, Management Strategies, Introduction to logistics Management, Retailing, wholesaling, Multi Channel Marketing.
This document discusses coordination in supply chains and the bullwhip effect. It describes how lack of coordination between supply chain stages can result in increased variability in orders that distorts demand information. This is known as the bullwhip effect. Several obstacles to coordination are outlined, including incentive problems, information processing issues, and behavioral factors. Methods to improve coordination discussed include aligning goals, improving information sharing, reducing lead times, and collaborative planning between stages. Collaborative planning, forecasting and replenishment is presented as a key approach to coordination.
Chapter 5: Market Segmenting, Targeting, and Positioningtjamisonedu
This document discusses market segmentation, targeting, and positioning. It begins by distinguishing between targeted marketing, which selects specific consumer groups, and mass marketing, which sells to all consumers. The benefits of segmentation and targeting are that it allows companies to tailor products and messages to specific customer segments. Market segmentation can be done based on demographics, behaviors, benefits sought, geography, and psychographics like values and lifestyles. The document also covers strategies for targeting markets globally and techniques for positioning offerings to stand out from competitors.
Evert Gummesson formulated the concepts of total relationship marketing in his book. He defines relationship marketing as marketing seen through relationships, networks, and interactions. Gummesson identified three types of business-to-business relationships and described interactions as hierarchical. Total relationship marketing recognizes that marketing is embedded within an organization's total management of networks in the market and society. It aims to create long-term win-win customer relationships through value co-creation across 30 different relationship types.
Supply chain management is the systemic, strategic coordination of the traditional business functions and the tactics across these business functions within a particular company and across businesses within the supply chain, for the purposes of improving the long-term performance of the individual companies and the supply chain as a whole
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.
The document discusses marketing plans and ongoing marketing evaluation. It provides details on:
1. The components and purpose of a marketing plan, including executive summary, market analysis, strategy, budget, and conclusion.
2. The marketing planning process and roles of different teams and specialists.
3. Tools for ongoing evaluation like marketing audits, which examine how marketing strategies are implemented and identify factors that impacted business.
4. The importance of understanding causality and executing plans well for ongoing marketing success.
Supply chain management aims to efficiently integrate suppliers, manufacturers, warehouses, and stores to minimize costs while meeting customer demands. The objectives are to produce and distribute the right quantities of products to the right locations at the right time. This helps firms face global competition, improve standardization, and satisfy customers while reducing total system costs across the entire supply chain.
Chapter 1. understanding the supply chainSachin Modgil
This document discusses key concepts in supply chain management. It defines a supply chain as including all stages involved in fulfilling a customer request, from suppliers to end customers. There are three phases of supply chain decision making: strategy/design, planning, and operations. Processes in a supply chain can be viewed through the cycle view, with different cycles at each interface, or the push/pull view, with reactive pull processes and speculative push processes. The overall goal of supply chain management is to maximize total supply chain profitability.
Dr. Martin Christopher “Managing Supply Chain Complexity in an Age of Uncerta...Elemica
This document discusses the need for supply chain management approaches to evolve from a focus on efficiency and cost optimization to approaches that enable greater flexibility and responsiveness to uncertainty. It outlines how increased volatility, complexity, and shifting market dynamics require supply chains to develop both dynamic flexibility to respond to changes as well as structural flexibility to adapt to fundamental changes. The document advocates approaches like local sourcing, asset sharing, and real options thinking to gain structural flexibility and an adaptable supply chain.
After learning this module, you should be able to answer the following questions:
How do firms take make vs buy decisions?
What is the underlying theoretical logic for make vs buy decisions?
What are the costs and benefits of outsourcing?
What should be the nature of relationship with vendor firms?
How can a firm design its sourcing strategy based on a purchase portfolio matrix?
Strategic Sourcing, Outsourcing – Make Vs buy – Identifying core processes – Market Vs Hierarchy-Make Vs buy continuum -Sourcing strategy – Supplier Selection and Contract Negotiation. Creating a world class supply base- Supplier Development – World Wide Sourcing.
O documento discute conceitos gerais de design de interação para web. Aborda temas como experiência do usuário, definição de interação, objetivos e metodologias de design de interação, além de atividades propostas como discussão e pesquisa inicial de referências na web.
O documento é um currículo de Rui Jorge Diogo Domingues, que trabalha como designer gráfico e de comunicação há mais de 15 anos. Ele tem experiência em agências de publicidade, design freelancer e como designer sénior. Tem formação superior em design de comunicação gráfica e multimédia e fala português, inglês e espanhol.
The document analyzes the website design of Aster Medicity. It discusses user experience (UX) and defines it as all the physical, sensory, emotional and mental experiences a person has when interacting with a digital tool. It outlines six key qualities of good UX: findability, accessibility, desirability, usability, credibility, and usefulness. The analysis then examines Aster Medicity's website in terms of these UX qualities like findability, accessibility, and usability. It also looks at the site map, online payment options, and ability to book appointments online.
O documento fornece uma checklist para criação de um website. Ele inclui informações básicas como nome do desenvolvedor, endereço, nome do site, licença e horário de execução. Também lista itens como imagens, widgets, informações sobre o site, categorias de conteúdo como compra/venda e interação, ligações e sites de referência.
Este documento fornece 3 opções para criar páginas web: o Google Sites, o Blogger e o Comunidades.net, e dá exemplos de páginas criadas nessas plataformas como Caricaturas, Geração Benfica e Espaço da Arte.
Este documento apresenta os conceitos básicos de design gráfico. Ele discute o objetivo de conhecer os princípios do design, conceitos como design, designer e web design. Também apresenta os princípios do design como proximidade, alinhamento, repetição e contraste e fornece exemplos destes princípios.
O documento discute elementos multimídia em HTML, incluindo vídeo e áudio. Explica que o elemento <video> é usado para reproduzir vídeos e o elemento <audio> é usado para reproduzir áudios, e ambos suportam diferentes formatos de arquivo como MP4, WebM, Ogg e MP3. Além disso, descreve os atributos, métodos e eventos desses elementos para controlar a reprodução de mídia.
O documento discute as leis da Gestalt, que é a teoria da forma sobre como os seres humanos percebem o mundo. As cinco leis básicas da Gestalt são: Proximidade, Semelhança, Continuidade, Fechamento e Pregnância. O documento fornece exemplos de como cada lei afeta a percepção visual.
O documento discute design web, explicando que HTML é usado para marcação estrutural de páginas, enquanto CSS é usado para estilização visual de elementos de acordo com o layout. CSS usa seletores, propriedades e valores para definir declarações de estilo, e IDs e classes podem ser usados para facilitar a aplicação de estilos. Um exemplo mostra como aplicar estilos a um site pessoal, agrupando definições dentro de uma tag <style>.
Como produzir conteúdo de qualidade de forma consistenteEmília Chagas
Nesta apresentação, você vai conhecer os quatro pilares do marketing de conteúdo:
- Planejamento e Distribuição: pilares da consistência;
- Criação e Análise: pilares da qualidade.
1. O documento fornece informações sobre registro de domínios, hospedagem de sites, HTML5 e usabilidade na web.
2. Inclui dicas sobre design para redes sociais como tamanho ideal de imagens para post no Facebook.
3. Também discute como montar um home office de design e se organizar trabalhando em casa.
O documento apresenta um resumo de um curso de design integrado ministrado por Fabio Silveira no IED de São Paulo. O curso aborda temas como design thinking, a relação entre forma e função, identidade visual e exemplos de projetos de design de diferentes designers e marcas.
Uma breve palestra sobre a otimização de websites. Serão demonstradas algumas técnicas para otimizar a velocidade de carregamento de um website.
Vídeo explicativo: http://youtu.be/cvLNWIuc3RQ
O documento discute conceitos e princípios fundamentais de design e usabilidade na web. Ele aborda tópicos como definições de usabilidade, metas da usabilidade, técnicas e metodologias, arquitetura de informação, design de interface e princípios aplicados à web como não fazer o usuário pensar, não abusar da paciência do usuário e manter o foco de atenção do usuário.
Este documento fornece informações sobre um profissional de design responsivo. Em três frases:
O documento resume as qualificações e experiência de um designer especializado em design responsivo, incluindo formação acadêmica em design gráfico e interação. Ele atua como designer de interação, professor e diretor de uma escola de design. O foco é no desenvolvimento de sites e aplicativos com layout flexível adaptado a diferentes telas.
Princípios clássicos de composição visual e Gráfica para não DesignersLeonardo Pereira
This class presentation adresses some of the most classical visual and compositional principles that graphic designers use in order to compose their visual work in an organized, coherent and balanced manner.
If you need a copy please email me to leonardpeartree@gmail.com. I will be more than happy to send you one.
Este documento apresenta o Business Analysis Canvas (BAC), um método para análise de negócios inspirado no Business Model Canvas (BMC). O BAC é apresentado como uma ferramenta para auxiliar na compreensão das demandas do negócio, comunicação com as partes interessadas e elaboração de soluções que gerem retorno sobre o investimento. Exemplos e casos de uso do BAC são discutidos.
O documento descreve o sistema HACCP (Hazard Analysis Critical Control Points), que consiste na identificação e avaliação de perigos específicos e implementação de medidas de controle para garantir a segurança dos alimentos. O HACCP baseia-se nos princípios do Codex Alimentarius e requer boas práticas de higiene antes de sua aplicação.
Introduction to supply chain management.ppthereBodoor Ghousheh
This document outlines key concepts regarding supply chain management. It begins by listing 10 learning objectives, including describing the historical background of supply chains, defining supply chain management, analyzing supply chain components, and relating the role of e-business applications. It then provides historical context, discussing how after World War II, logistics capabilities helped countries win wars. It defines supply chain management and lists types of supply chains. It discusses objectives of supply chains and components like information, suppliers, production, and distribution. Finally, it covers implementing supply chains, technical challenges, and the role of e-business in creating dynamic, internet-based supply chains.
This document discusses the importance of supply chain management for companies and its rising priority for CEOs. It makes three key points:
1. Leading companies view their supply chain as a source of competitive advantage and have made strategic investments to overcome cross-functional silos. This allows them to better satisfy customers and disrupt their industries.
2. CEOs recognize supply chain excellence is critical for profitability and resilience in today's complex global environment. The right supply chain capabilities help companies exploit opportunities for growth.
3. There are three actions CEOs can take - differentiate supply chain and corporate strategies, create a modern end-to-end supply chain organization, and set performance standards for the entire organization - to maximize
Supply chain management (SCM) involves coordinating all the activities involved in delivering a product from suppliers to customers. SCM aims to create fast, low-cost networks of businesses to get products from concept to market. The Internet is making SCM more efficient by enabling activities like electronic data interchange between businesses. However, companies sometimes fail to implement efficient SCM due to inaccurate demand forecasting during the planning process.
This document summarizes a study on supply chain management in the textile industry and a supplier selection model using analytical hierarchy process. It discusses key factors for a successful supply chain in the globalized textile industry. The study presents an AHP model that apparel companies can use to select suppliers and develop a supplier relationship management strategy. The model identifies strategic priorities and weights to select suppliers that align with the company's strategy. The outcome and implications of the model for implementation are also discussed.
This document discusses demand and supply chain management and the logistical challenges companies face in meeting changing customer demands. It argues that individual companies can no longer meet customer requirements efficiently on their own and that collaboration between suppliers, manufacturers, and retailers through supply chain partnerships is necessary. Effective demand and supply chain management requires integrating decisions both within and between companies to optimize information, financial, and material flows from a multi-company perspective.
Logistics management aims to coordinate activities from procurement to delivery to satisfy customers at lowest cost. It links suppliers, production, distribution and customers through materials and information flows. The ultimate goal is customer satisfaction by establishing organizational linkages to the marketplace. Effective logistics can provide competitive advantage through cost leadership or value differentiation and enhanced customer service.
Logistics management aims to coordinate activities from procurement to delivery to satisfy customers at lowest cost. It links suppliers, production, distribution and customers through materials and information flows. The ultimate goal is customer satisfaction by establishing organizational linkages to the marketplace. Effective logistics can provide competitive advantage through cost leadership or value differentiation. Logistics optimization reduces costs and improves customer service through activities like transportation, inventory, warehousing and information management.
Supply chain management (SCM) involves coordinating and integrating the flow of materials, information, and finances within and between companies throughout the supply chain. SCM aims to develop relationships with suppliers and manage the flow of goods from raw materials to end customers. Key aspects of SCM include information sharing between partners, demand forecasting and production planning, inventory management, and transportation and distribution. The goals are to satisfy customer needs through collaboration and reduce costs through efficient procurement, production, and distribution processes.
Is supply chain management important to implementAlexander Decker
This document discusses the importance of supply chain management (SCM) in manufacturing industries in Saudi Arabia. It begins with an introduction to SCM and its importance as a competitive strategy. It then reviews literature that has examined SCM tools and frameworks, core functions, strategies, and factors that affect SCM implementation. The document aims to study the existing SCM in Saudi Arabian industries, identify problematic areas, and propose performance measurement methods to monitor progress and enhance SCM.
Supply chain management involves the flow of goods and services from raw materials to final products. It aims to maximize customer value. Logistics plays a key role in supply chain management by facilitating the movement and storage of inventory. Information technology tools are increasingly used to share information across supply chains and analyze data to strengthen decision making. Companies must decide whether to make or buy components based on a analysis of in-house production costs versus outsourcing costs. E-commerce has created opportunities for businesses to streamline supply chains through online transactions.
Adoption of Vendor Managed Inventory Practices on Supply Chain Performance in...AkashSharma618775
This document discusses a study on the adoption of vendor managed inventory practices on supply chain performance in selected automobile industries in Nairobi County, Kenya. The study aims to determine the role of supplier demand visibility, communication mechanisms, inventory decisions, and replenishment decisions on supply chain management performance. The document provides background on vendor managed inventory and outlines the research objectives, questions, significance, scope, and methodology. It discusses the theoretical framework, conceptual framework, research design, target population, sampling techniques, and data collection instruments used in the study.
Volume 5 (19) Issue 2 2014 21 New Approaches to S.docxlillie234567
Volume 5 (19) Issue 2 2014
21
New Approaches to Supply Chain Management Concept.
Logistics Integration of "Hub and Spoke" Model
Gheorghe MINCULETE
Polixenia OLAR
“Carol I” National Defense University, Romania
[email protected]
Abstract
In the current modern trade, the integration of economic affairs from design to
completion is an important priority, which determines all economic options of companies
to focus on satisfying the needs of consumers and users to their loyalty.
A supply chain consists of all parties involved, directly or indirectly, in fulfilling a
customer’s request. The supply chain not only includes the manufacturer and suppliers,
but also transporters, warehouses, retailers, and customers themselves.
Within each organization, such as a manufacturer, the supply chain includes all
functions involved in receiving and filling a customer’s request. These functions include,
but are not limited to, new product development, marketing, operations, distribution,
finance, and customer service.
This article stresses the essential aspects of supply chain management in modern
economics affairs, which are integrating under the functional aspect of the "hub and
spoke" model.
Keywords: supply chain management, hub and spoke model, hub and spoke
system, hub and spoke network, e-commerce
JEL Classification: L11, L22
1. Introduction
The management of the supply-delivery chain aims to intensify the processes that
take place from the level of the suppliers of raw materials to that of the end customers. The
aim is to increase the added value and to improve the use of resources and the efficiency of
costs by bringing the required product at the indicated time and place with minimum
manipulations and without delays.
A supply chain means a flow of goods, services, money and information through
different situations (Tan, 2001). These units are legally independent companies, factories
or offices far from each other, geographically speaking, or organizational entities that have
the autonomy to take decisions regarding the information systems.
The concept of management of the supply-delivery chain is closely connected to
Michael Porter's idea (1985), which expresses it as a chain of values based on the
processual vision on organizations. According to this idea, an organization can be seen as a
Valahian Journal of Economic Studies
22
subsystem composed of sub-systems, each of them with inputs, transformation
(conversion) processes and outputs.
Having in mind the logistic field, the management of the supply-delivery chain is
very important, because it covers the aspects that study the flows of materials and
information, the acquisitions and sales from an operative point of view, such as the
transports, orders and packing, but also aspects of a strategic nature, such as the
competition. Although there is a large number of definitions on the management of the
supply chain, th.
Volume 5 (19) Issue 2 2014 21 New Approaches to S.docxjessiehampson
Volume 5 (19) Issue 2 2014
21
New Approaches to Supply Chain Management Concept.
Logistics Integration of "Hub and Spoke" Model
Gheorghe MINCULETE
Polixenia OLAR
“Carol I” National Defense University, Romania
[email protected]
Abstract
In the current modern trade, the integration of economic affairs from design to
completion is an important priority, which determines all economic options of companies
to focus on satisfying the needs of consumers and users to their loyalty.
A supply chain consists of all parties involved, directly or indirectly, in fulfilling a
customer’s request. The supply chain not only includes the manufacturer and suppliers,
but also transporters, warehouses, retailers, and customers themselves.
Within each organization, such as a manufacturer, the supply chain includes all
functions involved in receiving and filling a customer’s request. These functions include,
but are not limited to, new product development, marketing, operations, distribution,
finance, and customer service.
This article stresses the essential aspects of supply chain management in modern
economics affairs, which are integrating under the functional aspect of the "hub and
spoke" model.
Keywords: supply chain management, hub and spoke model, hub and spoke
system, hub and spoke network, e-commerce
JEL Classification: L11, L22
1. Introduction
The management of the supply-delivery chain aims to intensify the processes that
take place from the level of the suppliers of raw materials to that of the end customers. The
aim is to increase the added value and to improve the use of resources and the efficiency of
costs by bringing the required product at the indicated time and place with minimum
manipulations and without delays.
A supply chain means a flow of goods, services, money and information through
different situations (Tan, 2001). These units are legally independent companies, factories
or offices far from each other, geographically speaking, or organizational entities that have
the autonomy to take decisions regarding the information systems.
The concept of management of the supply-delivery chain is closely connected to
Michael Porter's idea (1985), which expresses it as a chain of values based on the
processual vision on organizations. According to this idea, an organization can be seen as a
Valahian Journal of Economic Studies
22
subsystem composed of sub-systems, each of them with inputs, transformation
(conversion) processes and outputs.
Having in mind the logistic field, the management of the supply-delivery chain is
very important, because it covers the aspects that study the flows of materials and
information, the acquisitions and sales from an operative point of view, such as the
transports, orders and packing, but also aspects of a strategic nature, such as the
competition. Although there is a large number of definitions on the management of the
supply chain, th ...
The role of manufacturing operations is the process of beginning a production process to a task of final assem-bly, with increased reliance on a significant number of supply chain participants who have differing objectives, perspectives and processes. However, an effective partnering between companies and their suppliers remains a key to lean supply chain management excel-lence. A lean supply chain offers competitive advantage to the suppliers, therefore the need for the Nigerian mar-ket to embrace the idea of lean based supply chain system. This paper examines the prospects of transforming from the traditional supply chain system to a lean supply chain system in Nigeria. But it is noted that the process could be tasking. It was observed that to succeed in lean supply chain management, organizations must be willing to share risks and rewards, and to build the underlying infrastructure to apply these tools. In this paper it was resounded that the rewards could be in-flaming as various benefits such as a stronger costumer, supplier relationship, increased competitive advantage with velocity of supply etc, applies. It is concluded that, to the Nigerian economy it will be increased cash flow from the costumers and increased market forces.
Role of Merchandiser in Supply Chain Managementtarikul_38
This slide shows the information about the supply chain management in RMG sector. Viewers will get the relationship between supply chain and the responsible merchandiser for smooth running the whole factory activities.
This document summarizes a research paper on Collaborative Planning, Forecasting and Replenishment (CPFR) efforts in Brazil. It finds that while CPFR is considered important, collaboration through CPFR is still developing in Brazil likely due to lack of knowledge and low technological innovation in the retail sector. The paper studies two cases of CPFR between consumer goods companies and retailers, finding the industry shows more technological innovation initiatives than retailers. It also discusses how CPFR can help reduce transaction costs through improved collaboration and information sharing between supply chain partners.
AN OPTIMIZING INTEGRATED INVENTORY MODEL WITH INVESTMENT FOR QUALITY IMPROVEM...IJITCA Journal
This document summarizes an integrated inventory model that considers investment for quality improvement and setup cost reduction for a vendor and buyer. The model aims to maximize total profit for the supply chain. It accounts for factors such as price-dependent demand, production costs including defective items, setup costs, and investment costs for quality improvement and setup cost reduction. An analytical approach is used to determine optimal order quantity, quality improvement investment, and setup cost reduction investment. A numerical example is provided to illustrate the model.
AN OPTIMIZING INTEGRATED INVENTORY MODEL WITH INVESTMENT FOR QUALITY IMPROVEM...IJITCA Journal
This paper presents a vendor-buyer integrated inventory model. This paper considers the problem of a vendor and buyer integrated production inventory model for the vendor and the buyer optimization model
under quality improvement investment and setup cost reduction in the production system such that the total
profit is maximized. The relationship between demand and price is considered as a linear. Entirety profit is
the supply chain presentation calculate and it is calculated as the dissimilarity among revenue from sales
and total cost, where the last is the sum of the vendor’s and buyer’s setup/order and inventory holding
costs, opportunity in setup cost and opportunity investment cost. This manuscript efforts to conclude the
optimal production run time and capital investments in setup cost reduction and process quality
improvement for production system such that the total profit is maximized. The main focus for this paper is
the setup cost reduction and investment for quality improvement. The proposed model is based on the
integrated total profit for both buyer and vendor which find out the optimal value of order quantity,
opportunity investment cost for quality improvement and setup cost reduction. The solution procedure is
developed in order to find the total profit of the vendor and the buyer which is to be maximized. To conclude, a numerical example is given to demonstrate the solution procedure.
The document discusses supply chain management. It defines supply chain management and outlines its key features, including integrating demand and supply across organizations, viewing inventory from a system-wide perspective, and taking a strategic orientation. Contemporary issues in supply chain management are also examined, such as minimizing uncertainty, reducing replenishment times, and improving flexibility. The role of web-enabled supply chain management and supply chain planning are then briefly described.
Recent developments in supply chain management (SCM) are driven by advances in information technology. SCM involves coordinating the design, procurement, and flow of goods, services, information and finances from raw materials to consumers. New technologies have created complex administrative and organizational challenges but also opportunities for competitive advantage. The document discusses key SCM concepts like electronic data interchange, quick response, just-in-time, and radio-frequency identification. It also outlines the strategic, tactical, and operational levels of SCM decisions regarding location, production, inventory, and transportation.
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Gaining Competitive Advantages Through Supply Chain Management:Success Stories
1. I
Gaining Competitive Advantages Through Supply Chain
Management:Success Stories
Lijo MLoyid
School of Management Studies
CUSAT, Kochi - 22
E-mail:lijomloyid@gmail.com
Abstract: Supply chain management is defined as the management of a network of
interconnected businesses involved in the ultimate provision of product and service packages
required byend customers.Organizations increasinglyfind thattheymustrelyon effective supply
chains,or networks,to compete in the global market and networked economy.Vendor-managed
inventory (VMI) is a family of business models in which the buyer of a product provides certain
information to a supplier of that product and the supplier takes full responsibilityfor maintaining
an agreed inventory ofthe material,usuallyatthe buyer's consumption location. B2B,an effective
supplychain can create a strong competitive advantage for the firms involved within it. Just-in-
time (JIT) is an inventory strategy that strives to improve a business's return on investment by
reducing in-process inventory and associated carrying costs. Strategic partnership involves a
supplier / manufacturer partnering with a distributor or wholesale consumer. Demand chain
managementis the managementof upstream and downstream relationships between suppliers
and customers to deliver the bestvalue to the customer atthe leastcostto the demand chain as
a whole. These types of recent developments are included, which help an organization to
increase profit.
Key words: Competitive advantage in Supply Chain,Supply chain,recent issues,SupplyChain
Management, waste inventory reduction,Inventory, JIT, DCM, EDI,B2B
2. - 1 -
1.0 INTRODUCTION
The business environment has been suffering from fierce competition since the escalation
of technology evolution and internet growth had become wildly increasing. To survive in
today’s market; the business should be characterized by faster production pace, shorter
productlife cycles, more innovative and sophisticated,and well-organized.Thatadds much
pressure to the supply chain usability. It should react rapidly, efficiently, and effectively in
order to respond to changes happening in the marketplace so as to sustain, and, most
importantly, to create competitive advantage.
According to Towill and Christopher (2002) the key success of a supply chain is basically
determined by the end customer. Delivering the right goods to the right customers at the
right price and time is not a guarantee for companies to stay competitive in the market,but
it is an inevitable keyto survive. As a result,competition betweensupplychains has become
more importantrather than competition between individual companies (Christopher,1992).
In B2B, an effective supply chain can create a strong competitive advantage for the firms
involved within it. A competitive advantage is defined bythe capabilities thatan organization
can develop for defensible position over its competitors (Li et al., 2006). This goal can be
reached in several ways, starting by creating a strong collaboration with companies by
working together to make the whole supplychain competitive.The backbone ofthis strategy
requires wide useofinformationtechnologyin order to share information,and also generate
future demand.The primaryidea in SCM is that the entire process mustbe viewed as a one
united system. The core competencies of individual organizations are determined and
invested for to create supported competitive advantage for the supply chain.
This report discusses how a supply chain can create a strong competitive advantage for
organizations. In order to give the reader a clear idea about that, several success
storiesrelated to some of the most well-known organizations are reviewed.
1.1 BACKGROUND
The transformation that accompanied the industrial revolution had also a direct impact on
supplychains, which forced the latter to apply some changes in order to keep the business
updated and adapted. In the past, and to differentiate themselves from their competitors,
companies useda combination offactors including quality,price, customer service,product
features,and availability.The new nature of competition is driven by critical factors, such as
rapid shrinkage of product lifecycles,in which products are placed and replaced on the
market faster. High technology and apparel industriescould be evident examples of that
shrinkage,where newproducts introduced arequicklyreplacedbynew ones less than within
six months. Anotherdriving factor is the growth of internetnetworks. Selling goods through
via webspositively affectsale growth forcompanies because of the possibility to be
connected directly to their end customers.
E-business dramaticallychanged the way companies produce,sell, and distribute products,
and even the way they share information with their suppliers and partners. Previously,
companies considered information as confidential thatneed to be protected instead ofbeing
shared. The nature of competition has been shifted from company-based to supply-chain-
based competition, which encouraged sharing information along a supply
chain.Havingefficient information systems, companies have not to own all the pieces of a
supply chain network, instead, they may consider working as a cooperative supply chain
that functions as a single entity. A supply chain that assures secure and smooth flow of
information can react faster to fulfill the customer’s needs and be adapted to the market
changes.Coordination and information exchange between partners within a supplychain is
3. - 2 -
the key to stay competitive. Such change requires set of business processes including
planning, ability to receive regular feedbacks, and usage of information technology.
2.0 THEORY
A supply chain is a network of organizations performing various processes and activities to
produce value in the form ofproducts and services for the end customer (Christopher,1992).
In other words,and according to (Stapleton et al., 2006), supplychain managementis the
integration ofall network activities which manufacturers,suppliers,,retailers and distributers
are involved to improve products,services,and information flow throughoutthe chain from
suppliers to the end customers, without ignoring the need forcost reduction while
maintaining target service level.
Supply chain management is undertaken to achieve four major goals includingtime
compression, waste reduction, and unit cost reduction,flexible response. For waste
reduction,companies thatuse SCM strive for waste reduction at all levels within the supply
chain, through minimizing duplication by keeping inventories maintained and managed
efficiently, and seeking to achieve uniformityof operations and systems among supplychain
actors. Another importantgoal of SCM is time compression oforder-to-delivery cycle time,
since it helps in reducing inventories,and therefore, all entities in the supplychain become
able to operate in more efficient way.Thatalso allowsa quick response whenever problems
occur, and speeds up the cash flow and financial performance connected to the system.
The third goal of SCM is to develop flexible response to meet customer’s needs in cost
effective manners thatmayinclude order size,configuration,and productvariety. The fourth
goal of SCM is reducing cost per unit to end users (Hutt &Speh, 2004).
According to (Day, 1994),the competitive advantage has traditionally been gained through
focusing on price and product performance attributes to conserve the market share of the
current customer.However,competition is considered as a war of movementthatrelays on
quick responding to market needs by creating superior competencies required to add a
customer value and achieve cost efficiency and profitability (Stalk et al., 1992). Competitive
advantages are builtup on five main dimensions.The first dimension is price/cost,which is
the ability to compete with lowest possible prices (Li et al., 2006). The second dimension
isproviding customers with appropriate product qualities (Koufteros, 1995). The third
dimension is delivery dependability, which means providing the clients with their right
products,at the right quantity, and on time (Li et al., 2006). The fourth dimension is product
innovation, which could be seen as thereintroductionofproduct features to the marketplace
(Koufteros,1995). The fifth dimension is time to market, which is the time required to react
(Li et al., 2006).
SCM efficiency andeffectivenessareenhancedbythree importantdrivers including powerful
information systems.The mostimportantdriver is internet,which is regarded as essentialfor
managing all types ofintegrated supplychain systems.The use of internethelped business
marketers to achieve several benefits such as reducing customer supportcosts, minimizing
channel inventory, and targeting new customers. The third driver is the SCM software
applicationsthat supportmanaging the flow of information and material throughout the
network (Hutt &Speh, 2004).
Logistics is the critical element in supply chain management. The main task oflogistics
facilitatesis managing material and information flows. This task is a key part of the overall
task of SCM. SCM is concerned with managing the entire chain of processes from raw
material supply to the end-customer (Hutt &Speh, 2004).
4. - 3 -
3.0 DISCUSSION AND ANALYSIS
Since integrating supply chain management requires a comprehensive view through the
business chains, driving success factors that could bring competitive advantages may be
reflected by enormous ways. Besides, there are too many relevant models and tools that
could be considered and make supplychain managementvery wide perspective in today’s
business. Therefore,our insight for this report is to show some success stories ofbusiness
leaders who could manage to gain competitive advantage using effective supply chain
management. Among global companies, we find the success stories of Zara, Dell, FedEx
and Wal-Mart quite interesting to discuss in this report. The main discussion is mainlybuilt
on the role of powerful information systems,internettechnologyand supplychain software
as drivers for SCM to gain competitive advantages to achieve SCM goals including time
compression, waste reduction, unit cost reduction, and flexible response.
3.1 ZARA
ZARA is a Spanishcompanyregardedas the mostdynamic andsuccessfulapparel business
in the world. Even though their manufacturing system is similar with the other competitors,
they could manage to surpass them by uniquely integrating SCM. They inspired many
aspects of that benefiting from experience of Toyota in lean enterprise. Additionally, ZARA
continuously dedicate innovation relevant to the overall process. The stores of ZARA are
globally linked to headquarters, where employees can easily add the daily change of
customer demand across countries.Thatplays a very significantrole in keeping designers
and trends trackers updated with which styles are more favourable from economic
perspective. This kind of data transparency enables getting closer to the real customer
needs and reduces the waste of efforts dedicated to styles that may not achieve significant
sails in a certain area. Furthermore, design-led procurement improves the responsiveness
to the marketby observing the drawn trends soon they can give helpful indications to what
should be focused on in the near future. Design-led procurementalso prevents building up
excess inventories. There are broad and diverse collections of styles that customers atthe
level of B2B have to pull. That also contributed in waste reduction, since stocks are
constantly kept refreshed and updated. Once the order is left, there are two times weekly
ZARA deliver their products in, and few products are available for more than month.
ZARA could not be able to take the advantage of time compression until they adopt
appropriate sourcing policy to their industry. Some items supplied with a good quality by
Asian suppliers are imported to Spain, while the rest of items are available with a quick
responsiveness.The main policy that ZARA follow for sourcing is having a broad suppliers’
base that offers the mostfeatured selections offabrics at very low prices. Additionally, they
do not seem to be attracted to depend on certain groups of suppliers. We think that this
policy is specifically dependant on the type of industry. That makes sense if the dynamic
aspectofapparel industrythatrequires highcustomization is considered.On the other hand,
more than 50% of the materials are purchased locally from the gray market. All items are
dyed and printed by a Galician subsidiary, while the local workshops are employed to
conduct final sewing or assemblyand quality control. Therefore, although manyoperations
are conducted outside, they still keep their quality standards controllable. Moreover, they
could be able to design a SC able to postpone notonlycolour butalso final designchanges.
Thus, they only pay for the completed garments, which limits the business risk.
Speaking ofnumbers,ZARA produce their products to a couple ofdistribution centres. They
are both fed twice a week.The delivery processes are done within 24 hours,and the overall
lead-time is 4-5 weeks,while it is several months for the competitors.Generally,the driving
5. - 4 -
strategy involves employing a smart sourcing policy, while only keeping locally the
operations that enhance cost efficiency including dying, cutting, labelling and packaging.
The centralization could help ZARA to support rapid production of new collections in a
coordinated and consistentmanner. ZARA align design with the SC to reduce the potentials
of supplychain failure and ensure the accuracy of supplies.That shows a unique example
of how to integrate lean enterprise, while showing agile performance.
3.2 Dell
Dell is one of the biggest and most well-known PC makers in the world. They could also
gain competitive advantages over other competitor, such as IBM, through applying
significant changes in the supply chain. Dell reengineered its processes and relationships
with suppliers and logistics providers so thatthe overall processes ofbuilding,customizing,
and shipping PCs does not take longer than eight hours. Unlike what ZARA follow, Dell
created long-term relationships. However, competitors as IBM and Toshiba had the same
aspect of long-term relationships. Dell reduced the number of logistics providers from 130
to 60, and suppliers from 204 to 30 companies.This reduction of connections had the aim
of cost reduction and time compression. Dell dedicated VMI (Vendor Managed Inventory),
where components are never ordered. The actors are selected so that they have
warehouses with no more than 8-10 days capacities, which are as maximum located 15
minutes awayfrom Dell’s factories.Moreover, Dell rely on very capable information system
that enables suppliers to reschedule their operations every two hours. All actors have
accessibility to extranet that provides them with updated forecasting records. They could
also access hub-level inventory holdings,where all relevant information aboutshelves and
stock are available. That all resulted in reducing the inventory to only four days, while it is
20-30 days for the competitors. Dell could be able to improve inventory turns to 24 hours,
while the competitors had to wait for 35 days for payments through primary dealers.
Furthermore,the internetcontributed significantlythrough e-commerce in the sales growth.
Through internet, Dell gain average sales accounts for 1 million dollar per day (McWilliaims
&White, 1999).
3.3 FedEx
As business leader in courier and logistics industry,FedEx passedthrough historical stages
to bring competitive advantages through network improvements.Such improvements could
be redefined as SC practices.FedEx started differentiating themselves by providing better
services to their B2B customers in terms ofdata availability. What would make B2B market
relies on FedEx services is being able to track their packages,and thus,better control their
businesses. This realitywas not that clear for FedEx in the beginning (Huttenlocher,2004).
But after integrating reliable information system, and internet-based access, the form of
value proposition became clearer. The company focused on excelling in information
availability as a competitive advantage. That required increasing the transparency of data
by integrating innovative technology. The FedEx Institute of Technologyat the University of
Memphis is assigned to develop and support the dependency on technology innovation
through 150 researchers. The mailrooms are designed so that the operations such as
tracking are sophistically automated. Moreover, the dedicated client/server network is one
of the world’s largest ones (FedEx, 2013). The most recently “3D wizardry” and Wi-Fi
networks systems have been incorporated as fundamental elements ofthe overall structure.
FedEx exceeded the technological limits thatothers are stuck to. The companyintroduced
a 3D globe with use of a webcam that could analyse data and produce statistics on the
business world and update information on current economic situations, in the all countries
6. - 5 -
FedEx are located. The number of website visitors recorded then successive significant
increases.Moreover, for integrating easy social connectivity to smaller businesses,FedEx
use social media to allow companies to track their packages. All these practices have been
integrated to the SC of FedEx not only to offer very transparentand featured wayof sharing
information, but also to let their B2B customers survive and thrive, as that account to the
overall return on investment.
3.4 Wal-Mart
Using efficientsupplychain practices to win competitive advantages could not be reflected
more perfectly without showing some respect to the experience of Wal-Mart in America.
Wal-Mart is undoubtedly the cost and market leader in American retailing. They could
overcome competitors,such as Kmart,and leave a large difference later on. No competitor
could geteven close.We do not know even if the term “competition” is relevantin their case.
But focusing on the historical review of Wal-Mart is for sure helpful. Wal-Mart invested
generously in integrating innovation and information technology systems in retailing. They
constantly considered re-engineering in processes, waste elimination, and performance
efficiency. They are the first who dedicated Bar-codes technology in their operations,
especially, inventory management system. They also deployed all possible technologies,
such as EDI (Electronic Data Interchange), to facilitate the best possible communication
atmosphere. They adoption of technology continued through employing wireless scanning
guns and supporting software that captures data relevant to stock holding and sales
patterns. That contributed not only in better inventory management, but also in significant
cost savings. The result was introducing available final product at low prices, which
accounted for improved customer satisfaction.Wal-Mart took the lead of adopting models
that had not been regarded as efficient ones. They depended on centralized distribution
network with cross-docking warehousing method, which also reduced the holding cost
extremely.
4.0 CONCLUSIONS
There are three main competitive advantage drivers dedicated through supply chain
management including information system, internet, and supply chain software. The main
goals of supply chain management are time compression, waste reduction,unit cost
reduction, andflexible response. The SCM strategies may gain competitive advantages in
many different ways. The type of industry and the geographical distribution may affect the
driving strategies ofSCM. The success stories ofZARA, Dell, FedEx, and Wal-Mart reflect
many differentaspects ofhow supplychain can come up with competitive advantage. Each
case shows different improvements built up within the supply chain. For instance, ZARA
depended on short-term relationship for sourcing,while the type of Dell’s industryenforces
them to adopt long-term relationship.The customer value proposition mayimpact the type
of relationship, as clearly shown in the case of FedEx, where data sharing is a crucial
customer value. Generally, all stories are characterized by many similarities, though they
are introduced in different manners. All companies rely on powerful information system
characterized by high connectivity of supplychain actors.Re-engineering ofprocesses and
waste inventory reduction are essential practices they adopt. Smart integration of relevant
technologies could also be crucial especiallyfor Wal-Mart and FedEx cases,while internet
became more fundamental necessitythan an optional feature to offer. However,behind such
success stories,there are manymore supplychain failures.Thatcould be due to integrating
inappropriate techniques,misestimating relevantcustomer value proposition,applying parts
of supply chain management tools and leaving collateral parts, or any similar reasons.
7. - 6 -
5.0 REFERENCES
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