A global supply chain is made up of the interrelated organizations, resources, and processes that create and deliver products and services to end customers. In the instance of global supply chains, it is extended around the world
Any company that uses parts and services from another factory overseas faces issues with global supply chain management
The presentation is about procurement and sourcing strategies. The process, types, importance and goals of procurement and sourcing have been discussed briefly.
A global supply chain is made up of the interrelated organizations, resources, and processes that create and deliver products and services to end customers. In the instance of global supply chains, it is extended around the world
Any company that uses parts and services from another factory overseas faces issues with global supply chain management
The presentation is about procurement and sourcing strategies. The process, types, importance and goals of procurement and sourcing have been discussed briefly.
Level Two
Supply Chain Management
Supply Chain Management II
Learning ObjectivesTo understand supply chain management beyond the traditional model.To appreciate the complexity of meeting customers requirements.
DefinitionThe management of activities that produce materials and services, transform them into intermediate goods and final products, and deliver them through a distribution system.
Heizer and Render (2010)
SCM Activities PurchasingDistributionProductionMaterials managementSupplier managementCustomer management
The Supply Chain
Taken from Slack (2010)
Purchasing
The function responsible for buying all the materials needed by an organisation.
Waters (2008)Procurement is a wider term. Rental, contracting, legalities etc
PurchasingThe link between the suppliers and the operation. Need to understand the requirements of processesAnd, the capability of potential suppliers. Large number of suppliers used and available ManagingDecisionsImplications of e-procurement
Purchasing - ExampleTotal Sales - £10,000,000Purchased services and materials - £7,000,000Salaries - £2,000,000Overheads - £500,000Profit = £500,000
Purchasing - Example continuedProfits could be doubled to £1 million if any of the following occur:Sales revenues increase by up to 100%Salaries decrease by 25%Overheads decrease by 100%Purchase costs decrease by 7.1%
Selecting SupplierDifficult decisionsTrade offsScoring and supplier assessmentOne supplier or multiple suppliers?Change and risk
Supplier ManagementFactors for rating alternative suppliersShort-term ability to supplyLong-term ability to supplyRange of products or services providedPotential for innovation Quality of products or servicesEase of doing businessResponsivenessWillingness to share riskDependability of supplyLong-term commitment to supplyDelivery and volume flexibilityAbility to transfer knowledge as well as products and servicesTotal cost of being suppliedTechnical capabilityAbility to supply in the required quantityOperations capability
Financial capability
Managerial capability
Supplier ManagementSuppliers selected based upon trade offs.Supplier scoring / assessment.One or multiple suppliers.Meeting business needs.Need to audit.Long term suppliers and improvements.
DistributionPhysical distribution management, logistics or distribution.Logistics is the function responsible for all aspects of of the movement and storage of materials on their journey from original suppliers through to final customers. (Waters 2008)Aims to obtain efficiency through the integration of all material acquisition, movement and storage activities. (Heizer and Render 2010)
DistributionDistribution methodsRoadRailSeaAirPipeThird party logistics providers Information and customer service implications/expectations e.g. order tracking.
Materials ManagementLimited term - controls the movement of materials within an organisation. Waters 2008Concerned with ...
Supply base management is an important aspect of supply chain management since today the process of purchasing or procurement of raw materials or components is a strategic function.
A value chain is the whole series of activities that create and build value at every step. The total value delivered by the company is the sum total of the value built up all throughout the company. Michael Porter developed this concept in his 1980 book 'Competitive Advantage'. In simple words
'Value Chain'
is a high level model of how business receive raw-materials, add value to the raw-materials through various processes and sell as finished products to customers. 'Value Chain' analysis looks at every step of business, from raw-materials to the eventual end users, with one goal to deliver maximum value.
Michael Porter introduced the value chain analysis concept in his 1985 book ‘The Competitive Advantage’.
Porter suggested that activities within an organisation add value to the service and products that the organisation produces and all these activities should be run at optimum level if the organisation is to gain any real competitive advantage. If they are run efficiently, the value obtained should exceed the costs of running them i.e. customers should return to the organisation and transact freely and willingly. Michael Porter suggested that the organisation is
split into ‘primary activities’ and ‘support activities’.
Supply chain innovation with iNewtritioninewtrition
At the intersection of supply chain management, political economy, geography, and global governance, research on traders as key sustainability governance actors also provides novel opportunities for interdisciplinary work and stakeholder engagement to support innovation of products, services and technologies.
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.
Summary of supply chain management - delivered by Ravindran Raghavan in a seminar organised by Orange Revolution (Malaysia) for Daikin Manufacturing.
Covers the elements of supply chain management:
Element 1: Procurement
Element 2: Upstream and downstream SCM
Element 3: Materials management
Element 4: Demand Forecasting
Element 5: Carrying cost
Element 6: Order fulfilment process
Element 7: Returns management
Drop Shipping in the Q-Commerce Era, A case study of Daraz. pk | Project by F...FaHaD .H. NooR
Drop Shipping in the Q-Commerce Era, A case study of Daraz. pk | Project by FAHAD HASSAN NOOR under observation by Mustafa Hannan Mehboob | UCP University Of Central PUNJAB
The research project considered dropshipping in the Q-commerce era in our national setting as
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marketing and customer acquisition. This research will be about analyzing what Q-commerce –
assumed to be a non-conforming model that conforms to modern consumers’ demands of
instant service– has done to the economies and the dynamics in Pakistan.
Operations Management A-Z: Business Processes and Systems | Fahad Hassan NoorFaHaD .H. NooR
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This certificate above verifies that Fahad Hassan Noor successfully completed the course Supply Chain Management A-Z: Operations & Logistics Basics on 01/16/2022 as taught by Laurence Gartside, Rowtons Training on Udemy. The certificate indicates the entire course was completed as validated by the student. The course duration represents the total video hours of the course at time of most recent completion.
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While many firms are part of supply chain not all are managed in any truly coordinated fashion.
Many firms within supply chain wants to work independently.
Firms with large system inventories, many suppliers, complex product assemblies and highly valued customers benefit most from the practice of supply chain management.
For these firms, even moderate supply chain management success can mean lower purchasing and inventory carrying costs, better product quality and higher levels of customer service—all leading to more sales.
Creating and Managing Supplier RelationshipsFaHaD .H. NooR
Companies require their suppliers to deliver innovative and quality products not only in just-in-time (JIT) fashion, but also at a competitive price.
Good supplier relations can provide many benefits such as flexibility in terms of delivery, better quality, better information, and better material flows between buyers and suppliers.
Selecting the right supply partners and successfully managing these relationships over time is thus strategically important; it is often stated that “a firm is only as good as its suppliers.”
Purchasing departments contributes in product design, quality, cost of goods sold, manufacturing cycle time.
Ethical and Sustainable sourcing practices have become area of concern over the past five to ten years.
Global population growth, increasing environmental awareness, consumers desires for better corporate responsibility, and declining worldwide levels of natural resources has pressured companies to effectively implement these practices.
Purchasing mangement - Puchasing Process - Make Or Buy Decisions - Supplier S...FaHaD .H. NooR
Purchasing department in any organization assist with the identification, selection and acquisition of required materials and services.
Accomplish this as economically as possible, within acceptable standards of quality and service.
“Purchasing profession can be defined as the act of obtaining merchandise; equipment; raw materials; services; or maintenance, repair and operating (MRO) supplies in exchange for money or its equivalent”.
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RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
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[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
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"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
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⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
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"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
2. Chapter Overview
A new competitive environmentA new competitive environment
Why purchasing is importantWhy purchasing is important
Understanding the language ofUnderstanding the language of
purchasing and supply chainpurchasing and supply chain
managementmanagement
The supply chain umbrellaThe supply chain umbrella
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3. Chapter Overview
Four enablers of purchasing andFour enablers of purchasing and
supply chain managementsupply chain management
The evolution of purchasing andThe evolution of purchasing and
supply chain managementsupply chain management
Looking aheadLooking ahead
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4. A New Competitive Environment
Increasing numbers of world-classIncreasing numbers of world-class
competitorscompetitors
Sophisticated customer baseSophisticated customer base
More performance at a lower costMore performance at a lower cost
Widely available information sourcesWidely available information sources
Balance of power between buyers andBalance of power between buyers and
supplierssuppliers
Greater outsourcingGreater outsourcing
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5. Factors Driving SCM
Low cost and wide availability ofLow cost and wide availability of
information more closely links theinformation more closely links the
members of a supply chainmembers of a supply chain
Competition in domestic andCompetition in domestic and
international markets requiresinternational markets requires
quickness, agility, and flexibilityquickness, agility, and flexibility
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6. Factors Driving SCM
Customer expectations andCustomer expectations and
requirements are more demandingrequirements are more demanding
Major disruptions require the ability ofMajor disruptions require the ability of
a supply chain to react rapidlya supply chain to react rapidly
Competition between supply chains,Competition between supply chains,
not just companiesnot just companies
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7. Why Purchasing Is Important
Purchased content is a significant partPurchased content is a significant part
of the cost of goods sold (≥ 55%)of the cost of goods sold (≥ 55%)
Move from traditional, adversarialMove from traditional, adversarial
buyer-supplier relations to improvebuyer-supplier relations to improve
supply chain performancesupply chain performance
Purchased content’s impact on productPurchased content’s impact on product
and service qualityand service quality
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8. Why Purchasing Is Important
Participation in product and processParticipation in product and process
designdesign
Use of cross-functional teamsUse of cross-functional teams
Early supplier involvementEarly supplier involvement
The supply chain’s impact onThe supply chain’s impact on
competitive advantagecompetitive advantage
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9. Language of Purchasing and SCM
Are supply chains and value chains theAre supply chains and value chains the
same?same?
What is supply chain management?What is supply chain management?
What is an extended enterprise?What is an extended enterprise?
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10. Purchasing
A functional group (i.e., a formal entityA functional group (i.e., a formal entity
on the organization chart) as well as aon the organization chart) as well as a
functional activity (i.e., buying goodsfunctional activity (i.e., buying goods
and services)and services)
Aka as procurementAka as procurement
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11. Supply Management
A strategic approach to planning forA strategic approach to planning for
and acquiring the organization’sand acquiring the organization’s
current and future needs throughcurrent and future needs through
effectively managing the supply base,effectively managing the supply base,
utilizing a process orientation inutilizing a process orientation in
conjunction with cross-functionalconjunction with cross-functional
teams to achieve the organizationalteams to achieve the organizational
missionmission
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12. Supply Management
The identification, acquisition, access,The identification, acquisition, access,
positioning, and management ofpositioning, and management of
resources and related capabilities anresources and related capabilities an
organization needs or potentially needsorganization needs or potentially needs
in the attainment of its strategicin the attainment of its strategic
objectivesobjectives
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14. Supply Chains and Value Chains
Supply chain orientation – a higherSupply chain orientation – a higher
level recognition of the strategic valuelevel recognition of the strategic value
of managing operational activities andof managing operational activities and
flows within and across a supply chainflows within and across a supply chain
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15. Supply Chains and Value Chains
Value chain – primary and secondaryValue chain – primary and secondary
support activities that can lead tosupport activities that can lead to
competitive advantagecompetitive advantage
Supply chain – a set of 3 or moreSupply chain – a set of 3 or more
organizations linked directly by 1 ororganizations linked directly by 1 or
more of the upstream or downstreammore of the upstream or downstream
flows of products, services, finances,flows of products, services, finances,
and information from a source to aand information from a source to a
customer (subset of a value chain)customer (subset of a value chain)
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16. The Extended Value Chain
Support Activities
• Firm infrastructure
• Human resource management
• Technology development
• Purchasing
Inbound
Logistics
Operations
Outbound
Logistics
Marketing
& Sales
Customer
Service
Total Supply Chain / Total Logistics Management
SuppliersSuppliers
CustomersCustomers
Materials / Supply
Management
Physical Distribution / Channel Management
Primary Activities
Materials/ServicesMaterials/Services Information/Funds/KnowledgeInformation/Funds/Knowledge
17. Supply Chain vs. Value Chain
Supply chain management – endorsesSupply chain management – endorses
a supply chain orientation and involvesa supply chain orientation and involves
proactive management of the 2-wayproactive management of the 2-way
movement and coordination of goods ,movement and coordination of goods ,
services, information, and funds fromservices, information, and funds from
raw material through end userraw material through end user
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18. Cereal Value Chain Example
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Farmer Processor Packaging Distributor
Grocer
Consumer
Corrugated
Box Mfr
Lumber
Company
Label
Mfr
GrainGrain CerealCereal
PackagedPackaged
CerealCereal
LabelsLabels
MaterialMaterial
InformationInformation
WoodWood
PaperboardPaperboard
19. Critical SCM Processes
New product developmentNew product development
Customer-order fulfillmentCustomer-order fulfillment
Supplier evaluation and selectionSupplier evaluation and selection
Demand and supply planningDemand and supply planning
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20. The Supply Chain Umbrella
PurchasingPurchasing
Inbound transportationInbound transportation
Quality controlQuality control
Demand and supply planningDemand and supply planning
Receiving, materials handling, andReceiving, materials handling, and
storagestorage
Material or inventory controlMaterial or inventory control
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21. The Supply Chain Umbrella
Order processingOrder processing
Production planning, scheduling, andProduction planning, scheduling, and
controlcontrol
Warehousing/distributionWarehousing/distribution
ShippingShipping
Outbound transportationOutbound transportation
Customer serviceCustomer service
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24. Proper Organizational Design
Assessing and selecting the structureAssessing and selecting the structure
and formal system of communicationand formal system of communication
Division of laborDivision of labor
CoordinationCoordination
ControlControl
AuthorityAuthority
ResponsibilityResponsibility
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25. Real-Time and Shared IT Capabilities
Supply chain planningSupply chain planning
Forecast accuracyForecast accuracy
Optimized production schedulingOptimized production scheduling
Reduced working capital costsReduced working capital costs
Shortened life cyclesShortened life cycles
Reduced transportation costsReduced transportation costs
Improved customer serviceImproved customer service
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27. Emerging SCM Technologies
Global positioning systemsGlobal positioning systems
Internet-based systemsInternet-based systems
Bar codesBar codes
Radio frequency identification devicesRadio frequency identification devices
Wireless devicesWireless devices
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28. Roadblocks to Measurement Systems
Too many metricsToo many metrics
Debate over the correct metricsDebate over the correct metrics
Constantly changing metricsConstantly changing metrics
Old dataOld data
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29. Why Is Measurement Important?
Supports fact-based decision makingSupports fact-based decision making
Communicates requirements throughCommunicates requirements through
the supply chainthe supply chain
Improves future supplier performanceImproves future supplier performance
Recognizes outstanding performanceRecognizes outstanding performance
Links critical measures to desiredLinks critical measures to desired
outcomesoutcomes
Determines if initiatives are workingDetermines if initiatives are working
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30. Evolution of Purchasing and SCM
The early years: 1850 – 1900The early years: 1850 – 1900
Growth of purchasing fundamentals:Growth of purchasing fundamentals:
1900 – 19391900 – 1939
The war years: 1940 – 1946The war years: 1940 – 1946
The quiet years: 1947 – mid-1960sThe quiet years: 1947 – mid-1960s
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31. Evolution of Purchasing and SCM
Materials management comes of age:Materials management comes of age:
mid-1960s – Late 1970smid-1960s – Late 1970s
The global era: Late 1970s – 1999The global era: Late 1970s – 1999
Integrated supply chain management:Integrated supply chain management:
beyond 2000beyond 2000
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