Logistics and Supply Chain Management-OverviewThomas Tanel
This presentation is designed to take an overview of global supply chain logistics, both in terms of today's supply chain and in the demand flow management process, so you can know how to make the most of this powerful tool. You've probably heard something about these topics. You may even be vaguely familiar with them. But how much do you really know about their strategic importance and the specific benefits you can gain from having a solid understanding of them?
Here's the best way to investigate global supply chain logistics and the impact it can have on your organization. You will have the opportunity to explore a variety of logistics areas , extrapolate their meanings in ways that are appropriate for strategic planning, and apply the techniques needed to make it all work for your organization.
Your business needs and technology are in a constant state of rapid-fire change, but you can count on one thing remaining constant: the need to align logistics strategically with your market needs in order to gain a competitive advantage. This alignment requires building a supply and demand system that truly helps you respond to worldwide changes in sourcing and ever-shifting customer demand. What is the potential effect that global trade management will have on your supply chain? How do you convert digital value inputs into logistics value-added outputs? How can you harness the power of global supply chain logistics as a significant force in the execution of your corporate strategy? How can you gain the information you need to translate abstractions into concrete benefits through supply chain management and continuous flow distribution?
Market Logistics & Supply Chain Management
Logistics Defined
Scope of Logistics
Logistics and SCM
The Value Chain
Logistics Focus Areas
Factors Which Drive Inventory
ABC Inventory Analysis
THE ORIGIN OF LOGISTICS
DEFINITIONS OF LOGISTICS
EXAMPLES OF LOGISTICS SOLUTIONS
OBJECTIVES OF LOGISTICS
FUNCTIONS OF LOGISTICS
SCOPE OF LOGISTICS
LOGISTICS INDUSTRY IN INDIA
Logistics and Supply Chain Management-OverviewThomas Tanel
This presentation is designed to take an overview of global supply chain logistics, both in terms of today's supply chain and in the demand flow management process, so you can know how to make the most of this powerful tool. You've probably heard something about these topics. You may even be vaguely familiar with them. But how much do you really know about their strategic importance and the specific benefits you can gain from having a solid understanding of them?
Here's the best way to investigate global supply chain logistics and the impact it can have on your organization. You will have the opportunity to explore a variety of logistics areas , extrapolate their meanings in ways that are appropriate for strategic planning, and apply the techniques needed to make it all work for your organization.
Your business needs and technology are in a constant state of rapid-fire change, but you can count on one thing remaining constant: the need to align logistics strategically with your market needs in order to gain a competitive advantage. This alignment requires building a supply and demand system that truly helps you respond to worldwide changes in sourcing and ever-shifting customer demand. What is the potential effect that global trade management will have on your supply chain? How do you convert digital value inputs into logistics value-added outputs? How can you harness the power of global supply chain logistics as a significant force in the execution of your corporate strategy? How can you gain the information you need to translate abstractions into concrete benefits through supply chain management and continuous flow distribution?
Market Logistics & Supply Chain Management
Logistics Defined
Scope of Logistics
Logistics and SCM
The Value Chain
Logistics Focus Areas
Factors Which Drive Inventory
ABC Inventory Analysis
THE ORIGIN OF LOGISTICS
DEFINITIONS OF LOGISTICS
EXAMPLES OF LOGISTICS SOLUTIONS
OBJECTIVES OF LOGISTICS
FUNCTIONS OF LOGISTICS
SCOPE OF LOGISTICS
LOGISTICS INDUSTRY IN INDIA
I presented the topic \'Supply Chain Management in 21st Century\' during a technical paper presentation event organized by Mechanical Engineers Students Association (MESA). This ppt covers all the material included in my presentation
SCM, Value Chain, Objectives of SCM, Importanceprachimba
Supply Chain Management (SCM) refers to the strategic coordination and integration of all activities involved in the sourcing, procurement, production, logistics, and distribution of goods and services. It encompasses the planning and execution of processes to optimize the flow of materials, information, and finances across the entire supply chain network, from raw material suppliers to end customers.
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Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
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[Note: This is a partial preview. To download this presentation, visit:
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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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Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
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Event Report - SAP Sapphire 2024 Orlando - lots of innovation and old challengesHolger Mueller
Holger Mueller of Constellation Research shares his key takeaways from SAP's Sapphire confernece, held in Orlando, June 3rd till 5th 2024, in the Orange Convention Center.
2. • 1 Definitions
• 2 Problems addressed by supply chain management
• 3 Activities/functions
• A. Strategic level
• B. Tactical level
• 4 Importance of supply chain management
• 5 Historical developments in supply chain management
• 6 Supply chain business process integration
• 7 Supply chain systems and value
• 8 Global supply chain management
3. Managing upstream and down stream value
added flow of materials, final goods and
related information among suppliers;
company; resellers; final consumers is supply
chain management.
4. The process of planning, implementing, and
controlling the efficient, cost-effective flow
and storage of goods, services, and related
information, from point of origin to point of
consumption, for the purpose of
conforming to customer requirements.
5. Supply network variability
Manufacturing process variability
Carrying safety
Customer network variability inventories are the most
common approach to
dealing with variability
6.
7. Links the success of independent
suppliers, manufacturers, and customers
Risks and rewards are shared among
supply chain partners
Many technologies are accepted among
supply chain managers
9. Distribution Network Configuration
Distribution Strategy
Trade-Offs in Logistical Activities
Information
Inventory Management
Cash-Flow
10. Supply chain management is a cross-function
approach including managing the movement
of raw materials into an organization
Functions are increasingly being outsourced
to other entities that can perform the
activities better or more cost effectively.
11. The global logistics industry was valued at
US$3.5 trillion in 2005,
US logistics industry size was around US$900
billion, 25% of the global logistics industry.
Logistics costs in India is estimated to be
around 13% of the GDP
High cost in developing countries
12. The worldwide supply chain management
(SCM) software market returned to double-
digit growth in 2010 as SCM software revenue
totaled $6.8 billion in 2010,
13. • Strategic network optimization, including the number,
location, and size of warehousing,
• Distribution centres, and facilities.
• Product life cycle management, so that new and existing
products can be optimally integrated into the supply
chain and capacity management activities.
14. • Information technology chain operations.
• Where-to-make and make-buy decisions.
• Aligning overall organizational strategy with
supply strategy.
• It is for long term and needs resource
commitment
15. Sourcing contracts and other purchasing
decisions.
Production decisions, including
contracting, scheduling, and planning
process definition.
Inventory decisions, including
quantity, location, and quality of inventory.
16. Transportation strategy, including
frequency, routes, and contracting.
Benchmarking.
Milestone payments.
Focus on customer demand and Habits.
17. No Scarcity
More Efficiency
On time Delivery
Just in time
18. Customer relationship management
• Customer service
• Demand management style
Order fulfillment
• Manufacturing flow
• Supplier relationship
• Product development and commercialization
• Returns management
19. Globalization
Increased cross border sourcing
Collaboration for parts of value chain with low-cost providers
Shared service centres for logistical and administrative
functions
Increasingly global operations, which require increasingly
global coordination and planning to achieve global optimums
Complex problems involve also midsized companies to an
increasing degree,
20. Ashok Leyland –Mr Raghunandan Saran
Aggarwal Packers and Movers-Mr Ramesh Aggarwal
DTDC –Mr Subahasish Chakraborty
First Flight –Mr Op saboo
O M Logistics LTD-Mr Anil Singhal
Blue Dart-Mr Anil Khanna
Royal Logistics-Mr Hilare Kadjo
DHL –Mr Frank Appel
21. Founder Mr. Raghunandan Saran
Year of Establishment1955
Industry Manufacture of Commercial Vehicles
Business Group Hinduja Group
22. Mr. Subhasish Chakarabory is the founder
Chairman & Managing Director of DTDC
Courier & Cargo Ltd, A Gold Medalist in
Chemistry. Mr. Chakraborty is the pioneer of
franchisee business model in the courier
industry.
23. Technological evolution
Knowledge obsolescence
Intensity of competition
politically and economically
Editor's Notes
Distribution Network Configuration: number, location and network missions of suppliers, production facilities, distribution centers, warehouses, cross-docks and customers.Distribution Strategy: questions of operating control (centralized, decentralized or shared); delivery scheme, e.g., direct shipment, pool point shipping, cross docking, DSD (direct store delivery), closed loop shipping; mode of transportation, e.g., motor carrier, including truckload, LTL, parcel; railroad; intermodal transport, including TOFC (trailer on flatcar) and COFC (container on flatcar); ocean freight; airfreight; replenishment strategy (e.g., pull, push or hybrid); and transportation control (e.g., owner-operated, private carrier, common carrier, contract carrier, or 3PL).Trade-Offs in Logistical Activities: The above activities must be well coordinated in order to achieve the lowest total logistics cost. Trade-offs may increase the total cost if only one of the activities is optimized. For example, full truckload (FTL) rates are more economical on a cost per pallet basis than less than truckload (LTL) shipments. If, however, a full truckload of a product is ordered to reduce transportation costs, there will be an increase in inventory holding costs which may increase total logistics costs. It is therefore imperative to take a systems approach when planning logistical activities. These trade-offs are key to developing the most efficient and effective Logistics and SCM strategy.Information: Integration of processes through the supply chain to share valuable information, including demand signals, forecasts, inventory, transportation, potential collaboration, etc.Inventory Management: Quantity and location of inventory, including raw materials, work-in-process (WIP) and finished goods.Cash-Flow: Arranging the payment terms and methodologies for exchanging funds across entities within the supply chain.Supply chain execution means managing and coordinating the movement of materials, information and funds across the supply chain. The flow is bi-directional.
The effect is to increase the number of organizations involved in satisfying customer demand, while reducing management control of daily logistics operations. Less control and more supply chain partners led to the creation of supply chain management concepts. The purpose of supply chain management is to improve trust and collaboration among supply chain partners, thus improving inventory visibility and the velocity of inventory movement.
a 10 per cent increase from 2009 revenue, according to IT research firm Gartner. SAP continued to lead the SCM software market, as it accounted for 19.5 per cent of the worldwide market. Oracle was the No. 2 vendor with 17.9 per cent market share. JDA Software experienced the strongest growth among the top five vendors, with 40.2 per cent growth in 2010.
Organizations increasingly find that they must rely on effective supply chains, or networks, to compete in the global market and networked economy.[7] In Peter Drucker's (1998) new management paradigms, this concept of business relationships extends beyond traditional enterprise boundaries and seeks to organize entire business processes throughout a value chain of multiple companies.During the past decades, globalization, outsourcing and information technology have enabled many organizations, such as Dell and Hewlett Packard, to successfully operate solid collaborative supply networks in which each specialized business partner focuses on only a few key strategic activities (Scott, 1993). This inter-organizational supply network can be acknowledged as a new form of organization. However, with the complicated interactions among the players, the network structure fits neither "market" nor "hierarchy" categories (Powell, 1990). It is not clear what kind of performance impacts different supply network structures could have on firms, and little is known about the coordination conditions and trade-offs that may exist among the players. From a systems perspective, a complex network structure can be decomposed into individual component firms (Zhang and Dilts, 2004). Traditionally, companies in a supply network concentrate on the inputs and outputs of the processes, with little concern for the internal management working of other individual players. Therefore, the choice of an internal management control structure is known to impact local firm performance (Mintzberg, 1979).In the 21st century, changes in the business environment have contributed to the development of supply chain networks. First, as an outcome of globalization and the proliferation of multinational companies, joint ventures, strategic alliances and business partnerships, significant success factors were identified, complementing the earlier "Just-In-Time", "Lean Manufacturing" and "Agile Manufacturing" practices.[8] Second, technological changes, particularly the dramatic fall in information communication costs, which are a significant component of transaction costs, have led to changes in coordination among the members of the supply chain network (Coase, 1998).Many researchers have recognized these kinds of supply network structures as a new organization form, using terms such as "Keiretsu", "Extended Enterprise", "Virtual Corporation", "Global Production Network", and "Next Generation Manufacturing System".[9] In general, such a structure can be defined as "a group of semi-independent organizations, each with their capabilities, which collaborate in ever-changing constellations to serve one or more markets in order to achieve some business goal specific to that collaboration" (Akkermans, 2001).The security management system for supply chains is described in ISO/IEC 28000 and ISO/IEC 28001 and related standards published jointly by ISO and IEC
