Lean Supply Chain
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The document discusses how to create a lean supply chain by eliminating waste. It identifies seven types of waste: overproduction, waiting, unnecessary transport, overprocessing, excess inventory, unnecessary movement, and defects. For each type of waste, it provides an example of how it occurs within supply chain operations. It also states that the goals of a lean supply chain are to add value, manage variability in processes, achieve cost savings through eliminating waste, and have those cost savings be ongoing rather than one-time.
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The document provides an overview of warehouses and storage. It defines a warehouse and explains their purpose in industry. Key points include: Warehouses provide storage and handling of goods, but many managers do not view them strategically. The document outlines various warehouse types and challenges. It also discusses warehouse management systems, storage types, and the functions of receiving, put-away, inspection, and cross-docking. The goal of warehouses is to efficiently store and move inventory through the supply chain.
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The document discusses strategies for managing strategic supplier relationships and collaboration. It outlines key questions purchasing officers should consider around understanding their supply base and spend. It then covers the strategic sourcing process, including analyzing spend, identifying requirements, analyzing the market, developing a strategy, managing negotiations, awarding contracts, and implementing the strategy. It also discusses optimizing the supplier base, performing supplier financial analysis, managing risk, and improving supplier performance.
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Explain how to measure the performance of a warehouse
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In any warehouse, order picking – the function of retrieving goods/SKUs from their location(s) – is one of the most labour-intensive and costly activities, with about 55% of the operations costs going towards this single activity. Currently, with low growth rates, manufacturing companies are under pressure to reduce operating costs and preserve profit margins. In this scenario, making order picking a cost-effective activity assumes a large role in the economical growth of a company.
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This document discusses inventory management. It defines inventory as physical resources held in stock for sale or transformation, and defines an inventory system as policies controlling inventory levels and replenishment. It notes that inventory includes raw materials, works in progress, finished goods, and spare parts. Reasons for holding inventory include improving customer service, purchasing and production efficiencies, transportation savings, and hedging against disruptions. The objectives of inventory control are to maximize customer service while minimizing costs. Design considerations include what and where to inventory as well as tracking, order quantities, and timing.
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This document discusses several pitfalls that can occur in inventory management across a supply chain. It notes that different sites within a supply chain may have conflicting objectives that are not optimized for the whole chain. It also discusses how companies may make assumptions about customer needs without consulting customers directly. Additionally, it explains that a lack of linked data between sites can lead to incorrect production and increasing inventory backlogs. Finally, it emphasizes the need for dynamic stocking policies that account for supply and demand variability, as well as considering the total supply chain costs rather than just individual site costs.
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Getting Lean in the Micro QC with Automation
Few pharmaceutical manufacturers can afford to compensate for inefficiencies with large inventories. Fortunately, leaner methods are available!
During this presentation, you will learn how to:
- Be lean in Micro QC
- Identify areas of waste
- Get lean through automation
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Lean Supply Chain
- 12. Add Value
- 13. Sheep Herding
- 14. Manage the slow
- 15. Manage the Fast
- 16. Cost Savings
- 17. Cost Savings