JIT Adjusting through Pandemic - How every Business survived through JIT
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The document discusses the impacts of disruptions to the Just-In-Time manufacturing method. It notes that the recent blockage of the Suez Canal delayed $10 billion worth of cargo and is expected to cause at least a one week delay in supplies to the US, Europe, and Asia-Pacific regions. The Just-In-Time method relies on an efficient transportation and logistics network to deliver supplies in a timely manner. Sudden demand shocks or supply shocks, like the Suez Canal blockage, can disrupt this and cause issues like lack of backup inventory, delayed orders, higher costs, and dissatisfied customers if companies are not prepared. The document provides examples of how some companies adapted their production during the COVID
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Contact us:
Niir Project Consultancy Services
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Email: npcs.ei@gmail.com , info@entrepreneurindia.co
Tel: +91-11-23843955, 23845654, 23845886, 8800733955
Mobile: +91-9811043595
Website: www.entrepreneurindia.co , www.niir.org
Tags
Cold Chain for Beginners, Cold Chain Projects, Cold Chain Equipment, Guidelines for Maintaining and Managing Vaccine Cold Chain, Cold Chain, Guide to Cold Chain for Beginners, Cold Chain Management, Cold Chain Industry, Vaccine Storage & Handling, India Cold Chain Opportunity, Supply Chain Management, Cold Chain Storage, Temperature Controlled Supply Chains, Controlled Temperature Chain, Cold Chain Storage, Cold Chain Management in Food Industry, Cool & Cold Chain, Cold Chain Distribution, Cold Chain & Temperature Management, Controlling Cold Chain, Cold Chain Packaging, Cold Chain Packaging and Temperature Controlled, Maintaining Cold Chain, Indian Cold Chain, Cold Chain Industry in India, Cold Chain Business in India, Cold Storage, Temperature Controls, Temperature Controlled Supply Chain Projects, Cold Chain Packaging Logistics, Managing Cold Chain Distribution, Temperature Controlled Logistics, Temperature Controlled Storage & Distribution, Cold Chain Management In Food Industry, Cold Chain Pharmaceutical Products, Cold Chain Logistics Management, Cold Chain Monitoring, Supply Chain Monitoring, Supply Chain and Logistics, Cold Chain & Product Handling, Cold Chain Storage & Cold Chain Logistics in India, Temperature Controlled Packaging, Controlled Temperature Chain, Cold Chain Packaging, Cold Supply Chain, Cold Chain Transportation in India, Food Supply Chain Management, Purpose of Cold Chain, Cold Chain Storing and Transportation, Logistics and Cold Chain Management Unit, Procedure for Maintaining Cold Chain, Guidelines for Maintaining Cold Chain, Cold Chain Guidelines, Refrigerated and Portable Cold Storage Reefer, Reefer & Cold Storage, Reefer, Warehouse, Reefer Containers, Reefer Cold Storage, Refrigerated Containers, Cold Storage Refrigerated Container, Cold Storage and Reefer Containers, Cold Storage and Reefer Transportation, Refrigerated or Cold Storage Unit
Trends in cold chain logistics
11% of worlds total vegetables production is accounted by India but India's share in global vegetable trade is only 1.7%
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25,000 unregisterd slaughter houses are present in India, which lack chilling facilities
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SATTA MATKA DPBOSS KALYAN MATKA RESULTS KALYAN CHART KALYAN MATKA MATKA RESULT KALYAN MATKA TIPS SATTA MATKA MATKA COM MATKA PANA JODI TODAY BATTA SATKA MATKA PATTI JODI NUMBER MATKA RESULTS MATKA CHART MATKA JODI SATTA COM INDIA SATTA MATKA MATKA TIPS MATKA WAPKA ALL MATKA RESULT LIVE ONLINE MATKA RESULT KALYAN MATKA RESULT DPBOSS MATKA 143 MAIN MATKA KALYAN MATKA RESULTS KALYAN CHART
Satta Matka Dpboss Kalyan Matka Results Kalyan Chart
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Contact us:
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New Delhi-110007, India.
Email: npcs.ei@gmail.com , info@entrepreneurindia.co
Tel: +91-11-23843955, 23845654, 23845886, 8800733955
Mobile: +91-9811043595
Website: www.entrepreneurindia.co , www.niir.org
Tags
Cold Chain for Beginners, Cold Chain Projects, Cold Chain Equipment, Guidelines for Maintaining and Managing Vaccine Cold Chain, Cold Chain, Guide to Cold Chain for Beginners, Cold Chain Management, Cold Chain Industry, Vaccine Storage & Handling, India Cold Chain Opportunity, Supply Chain Management, Cold Chain Storage, Temperature Controlled Supply Chains, Controlled Temperature Chain, Cold Chain Storage, Cold Chain Management in Food Industry, Cool & Cold Chain, Cold Chain Distribution, Cold Chain & Temperature Management, Controlling Cold Chain, Cold Chain Packaging, Cold Chain Packaging and Temperature Controlled, Maintaining Cold Chain, Indian Cold Chain, Cold Chain Industry in India, Cold Chain Business in India, Cold Storage, Temperature Controls, Temperature Controlled Supply Chain Projects, Cold Chain Packaging Logistics, Managing Cold Chain Distribution, Temperature Controlled Logistics, Temperature Controlled Storage & Distribution, Cold Chain Management In Food Industry, Cold Chain Pharmaceutical Products, Cold Chain Logistics Management, Cold Chain Monitoring, Supply Chain Monitoring, Supply Chain and Logistics, Cold Chain & Product Handling, Cold Chain Storage & Cold Chain Logistics in India, Temperature Controlled Packaging, Controlled Temperature Chain, Cold Chain Packaging, Cold Supply Chain, Cold Chain Transportation in India, Food Supply Chain Management, Purpose of Cold Chain, Cold Chain Storing and Transportation, Logistics and Cold Chain Management Unit, Procedure for Maintaining Cold Chain, Guidelines for Maintaining Cold Chain, Cold Chain Guidelines, Refrigerated and Portable Cold Storage Reefer, Reefer & Cold Storage, Reefer, Warehouse, Reefer Containers, Reefer Cold Storage, Refrigerated Containers, Cold Storage Refrigerated Container, Cold Storage and Reefer Containers, Cold Storage and Reefer Transportation, Refrigerated or Cold Storage Unit
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The document discusses India's integrated cold chain for fresh produce. It notes that the current cold chain market size is $2.6 billion but has potential to grow to $12.4 billion by 2015. It identifies key challenges like seasonal production, wastage, and inadequate infrastructure. The summary highlights growth drivers like increasing food production and demand, organized retail growth, and changing diets. Suggestions include coordinated planning, developing adequate integrated cold chain infrastructure, technology upgrades, and enabling regulations.
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The document discusses different sectors of industry: primary involves extracting raw materials, secondary involves processing and manufacturing products, and tertiary involves providing services. It then asks why jeans can't be sourced and manufactured in the UK. It lists some ways that MEDCs could trade with LEDCs more fairly, such as removing import taxes and subsidies. However, LEDCs face challenges inhibiting their economic development, such as lack of infrastructure, capital, skilled workers, and difficulties accessing MEDC markets. Ethical consumerism involves intentionally purchasing products that don't exploit humans or harm the environment. Fair trade guarantees producers a price to cover costs plus a 10% social premium for community programs.
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SATTA MATKA DPBOSS KALYAN MATKA RESULTS KALYAN CHART KALYAN MATKA MATKA RESULT KALYAN MATKA TIPS SATTA MATKA MATKA COM MATKA PANA JODI TODAY BATTA SATKA MATKA PATTI JODI NUMBER MATKA RESULTS MATKA CHART MATKA JODI SATTA COM INDIA SATTA MATKA MATKA TIPS MATKA WAPKA ALL MATKA RESULT LIVE ONLINE MATKA RESULT KALYAN MATKA RESULT DPBOSS MATKA 143 MAIN MATKA KALYAN MATKA RESULTS KALYAN CHART
Satta Matka Dpboss Kalyan Matka Results Kalyan Chart
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AI Transformation Playbook: Thinking AI-First for Your Business
I dive into how businesses can stay competitive by integrating AI into their core processes. From identifying the right approach to building collaborative teams and recognizing common pitfalls, this guide has got you covered. AI transformation is a journey, and this playbook is here to help you navigate it successfully.
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2024.06 CPMN Cambridge - Beyond Now-Next-Later.pdf
Slides presented by Phil Hornby, Founder and Director of "for product people", at Cambridge Product Management Network, on Monday 17th June 2024.
Kirill Klip GEM Royalty TNR Gold Copper Presentation
Tesla Energy rEVolution And The Golden Age For Copper: Kirill Klip GEM Royalty TNR Gold Copper Presentation
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Adani Group's Active Interest In Increasing Its Presence in the Cement Manufa...
Time and again, the business group has taken up new business ventures, each of which has allowed it to expand its horizons further and reach new heights. Even amidst the Adani CBI Investigation, the firm has always focused on improving its cement business.
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Kanban Coaching Exchange with Dave White - Example SDR Report
Slides from the June 2024 Kanban Coaching Exchange with Dave White. He talked about the Service Delivery Review.
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Enhancing Adoption of AI in Agri-food: Introduction
Introduction to the Panel on: Pathways and Challenges: AI-Driven Technology in Agri-Food, AI4Food, University of Guelph
“Enhancing Adoption of AI in Agri-food: a Path Forward”, 18 June 2024
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AI Transformation Playbook: Thinking AI-First for Your Business
AI Transformation Playbook: Thinking AI-First for Your Business
2024.06 CPMN Cambridge - Beyond Now-Next-Later.pdf
2024.06 CPMN Cambridge - Beyond Now-Next-Later.pdf
Kirill Klip GEM Royalty TNR Gold Copper Presentation
Kirill Klip GEM Royalty TNR Gold Copper Presentation
Satta Matka Dpboss Kalyan Matka Results Kalyan Chart
Satta Matka Dpboss Kalyan Matka Results Kalyan Chart
Adani Group's Active Interest In Increasing Its Presence in the Cement Manufa...
Adani Group's Active Interest In Increasing Its Presence in the Cement Manufa...
Kanban Coaching Exchange with Dave White - Example SDR Report
Kanban Coaching Exchange with Dave White - Example SDR Report
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Enhancing Adoption of AI in Agri-food: Introduction
Enhancing Adoption of AI in Agri-food: Introduction
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JIT Adjusting through Pandemic - How every Business survived through JIT
- 1. Engr. KCV Digital Transformation Architect Process Excellence and Transformation Senior Manager Ask Lex PH Academy Trainer & Mentor IE-N
- 2. Just-In-Time (JIT) METHOD ORDER as NEEDED ● PRODUCE as NEEDED ● DELIVER as NEEDED Right Product at the Right Time in the Right amount
- 3. Suez Canal BLOCKED by Evergreen Container Ship!!! $10 Billion worth of Cargo delayed… Expected one (1) week more delays on arrival of US, European and Asia-Pacific Supplies Just-In-Time (JIT) METHOD Reliant on transportation and logistics network to provide things in a TIMELY way
- 4. Sudden Surge in Demand with Lack of Backup Inventory DEMAND SHOCKS Flip on the consumer spending habits CONSUMER HABITS additional shipping and delivery charges that accompany more frequent ordering LARGE ORDER sudden increase in the price of raw goods SUPPLY SHOCKS
- 5. Flip on the Consumer Habits CONSUMER HABITS BEFORE COVID-19 AFTER COVID-19 Travel Fashion Cosmetics Technology Health and Personal Care Food, Spirits, Beer Household Cleaners Vitamins and Supplements Segment Operations based on Market Outlook Decide which production is in high demand, requires repurposing, slowing down, shutting down or re-channeling
- 6. Sudden Surge in Demand with Lack of Backup Inventory DEMAND SHOCKS POTENTIAL ORDER FORFEITS EXTENDED DELAYS DISSATISFIED CUSTOMERS ADOPT – accept or agree to certain idea ADAPT – alter or change in some way, get used to
- 7. BEFORE COVID-19 DURING COVID-19 FORD INDUSTRY TESLA AIRBUS ZARA BACARDI GUCCI INDIAN ORDINANCE FACTORY Automobile Mfg Automobile Mfg Aircraft Mfg Fashion Alcohol Apparel Defense Vehicles PV Cells and Vehicles Aircraft Apparel Rum Clothing Defense Equipment Respirators and Ventilators Ventilators Ventilators Surgical Masks Hand Sanitizers Masks Ventilators Source: World Economic Forum 2020 Sudden Surge in Demand with Lack of Backup Inventory DEMAND SHOCKS
- 8. additional shipping and delivery charges that accompany more frequent ordering LARGE ORDERS Transportation and Logistics Management ( Mitigate In-Transit Risk )
- 9. A sudden increase in the price of raw goods due to issues with material sourcing, shortages, natural disaster, or political upheaval SUPPLY SHOCKS Priority Delivery Route, Primary & Secondary Sources ( In-sourcing and Local Suppliers )
- 10. Thinking that companies on their own will maintain a buffer stock of finished units adequate for a true emergency is...Naïve!!! They would go bankrupt if they tried… Womack – Lean Enterprise Institute Identify the Value Stream, and make the Value Flow UNINTERRUPTED