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Mb0044 production and operation managementsmumbahelp
SABMiller, a $24 billion brewing company, revamped its supply chain management system to address stock-outs of popular brands. The company implemented a new forecasting and planning system using Infor software to better integrate demand data from various sources and optimize production scheduling and profits. The new system is being tested in South Africa with plans to roll it out globally. It aims to reduce stock-outs, improve forecasting accuracy by 40%, and lower costs.
SABMiller revamped its supply chain management system to address stock-outs of popular brands during peak periods in recent years. A study revealed the supply chain was complex due to diverse and changing demand factors in South Africa. SABMiller implemented Infor's advanced supply chain management system to integrate demand forecasting, manufacturing scheduling, and financial planning across its operations. This allows SABMiller to produce products in the most cost-effective locations based on updated demand information. The new system is expected to increase flexibility and profitability while ensuring high stock availability.
This document provides information about solved assignments available for purchase from an online service. It lists the service's website and contact information, and provides sample assignments from an MBA production and operations management course, including questions on value engineering, supply chain management, and forecasting. The document contains case studies and questions for the learner to answer.
In April 2013, Procter & Gamble (P&G), the world’s largest consumer packaged goods (CPG) company, announced that it would extend its payment terms to suppliers by 30 days. At the same time, P&G announced a new supply chain financing (SCF) program giving suppliers the ability to receive discounted payments for their P&G receivables. Fibria Celulose, a Brazilian supplier of kraft pulp, joined the program in 2013 but was re-evaluating the costs and benefits of participating in the SCF program in the summer of 2015. The firm’s treasury group and its US country manager must decide whether to keep using the program and, if so, whether to keep their existing SCF banking relationship or start a new relationship with another global SCF bank.
P&G is a large multinational consumer goods company that sells over 300 brands worldwide. It faces challenges with optimizing inventory across its large and complex global supply chain network. Implementing a multi-echelon inventory optimization system allowed P&G to minimize supply chain costs while achieving optimal service levels and inventory performance across its entire multi-stage supply chain network. This improvement to inventory management helped P&G operate more efficiently and make better operational decisions.
Procter & Gamble implemented several supply chain initiatives to reduce variability and improve responsiveness. Their Collaborative Planning, Forecasting and Replenishment (CPFR) initiative involved collaborating with retailers to create a single shared forecast and order plan. Their Consumer Driven Supply Network (CDSN) used point-of-sale data and intelligent daily forecasting to produce products based on actual consumer demand. These initiatives helped P&G reduce out-of-stocks, cut response time, improve forecast accuracy, and increase sales and profits.
This proposal summarizes a strategy to improve operations at the Salford Plant to enable future growth. Key elements include building a new powder paint facility to replace the aging existing one, negotiating service level agreements with suppliers to improve quality and delivery, outsourcing non-core machining to reduce costs and free up space, and reconfiguring the factory layout into cellular manufacturing using the recovered footprint. Implementing these changes would cost £2.05 million but enable £16 million in additional profits by addressing capacity constraints and positioning the company to capitalize on projected demand increases.
Mb0044 production and operation managementsmumbahelp
SABMiller, a $24 billion brewing company, revamped its supply chain management system to address stock-outs of popular brands. The company implemented a new forecasting and planning system using Infor software to better integrate demand data from various sources and optimize production scheduling and profits. The new system is being tested in South Africa with plans to roll it out globally. It aims to reduce stock-outs, improve forecasting accuracy by 40%, and lower costs.
SABMiller revamped its supply chain management system to address stock-outs of popular brands during peak periods in recent years. A study revealed the supply chain was complex due to diverse and changing demand factors in South Africa. SABMiller implemented Infor's advanced supply chain management system to integrate demand forecasting, manufacturing scheduling, and financial planning across its operations. This allows SABMiller to produce products in the most cost-effective locations based on updated demand information. The new system is expected to increase flexibility and profitability while ensuring high stock availability.
This document provides information about solved assignments available for purchase from an online service. It lists the service's website and contact information, and provides sample assignments from an MBA production and operations management course, including questions on value engineering, supply chain management, and forecasting. The document contains case studies and questions for the learner to answer.
In April 2013, Procter & Gamble (P&G), the world’s largest consumer packaged goods (CPG) company, announced that it would extend its payment terms to suppliers by 30 days. At the same time, P&G announced a new supply chain financing (SCF) program giving suppliers the ability to receive discounted payments for their P&G receivables. Fibria Celulose, a Brazilian supplier of kraft pulp, joined the program in 2013 but was re-evaluating the costs and benefits of participating in the SCF program in the summer of 2015. The firm’s treasury group and its US country manager must decide whether to keep using the program and, if so, whether to keep their existing SCF banking relationship or start a new relationship with another global SCF bank.
P&G is a large multinational consumer goods company that sells over 300 brands worldwide. It faces challenges with optimizing inventory across its large and complex global supply chain network. Implementing a multi-echelon inventory optimization system allowed P&G to minimize supply chain costs while achieving optimal service levels and inventory performance across its entire multi-stage supply chain network. This improvement to inventory management helped P&G operate more efficiently and make better operational decisions.
Procter & Gamble implemented several supply chain initiatives to reduce variability and improve responsiveness. Their Collaborative Planning, Forecasting and Replenishment (CPFR) initiative involved collaborating with retailers to create a single shared forecast and order plan. Their Consumer Driven Supply Network (CDSN) used point-of-sale data and intelligent daily forecasting to produce products based on actual consumer demand. These initiatives helped P&G reduce out-of-stocks, cut response time, improve forecast accuracy, and increase sales and profits.
This proposal summarizes a strategy to improve operations at the Salford Plant to enable future growth. Key elements include building a new powder paint facility to replace the aging existing one, negotiating service level agreements with suppliers to improve quality and delivery, outsourcing non-core machining to reduce costs and free up space, and reconfiguring the factory layout into cellular manufacturing using the recovered footprint. Implementing these changes would cost £2.05 million but enable £16 million in additional profits by addressing capacity constraints and positioning the company to capitalize on projected demand increases.
Procter & Gamble was looking to improve its supply chain to better meet consumer demand. It discovered that being out of stock cost it one sale in nine and retailers lose 11% of sales due to out of stock. Procter & Gamble also found that perfection is not necessary and effective collaboration can happen even with imperfect systems. It recommended securing management support, simplifying applications, avoiding overhauling internal systems, and leveraging information technology to build a smarter supply chain.
Hi Friends
This is supa bouy
I am a mentor, Friend for all Management Aspirants, Any query related to anything in Management, Do write me @ supabuoy@gmail.com.
I will try to assist the best way I can.
Cheers to lyf…!!!
Supa Bouy
The document discusses seven factors for success in the packaging industry:
1) Managing raw material costs and passing costs through to customers.
2) Reducing waste and raw material content through process improvements and investments.
3) Determining optimal capital expenditure levels to maintain competitiveness without overspending.
4) Accurately measuring key performance indicators like overall equipment effectiveness to drive continuous improvement.
5) Identifying underperforming products, customers, and markets and being willing to exit unprofitable relationships.
6) Investing in innovation to differentiate from competitors.
7) Effectively managing global supply chains and offshoring.
Procter & Gamble is implementing the Crystal planning solution to improve forecasting and inventory management for over 50 markets handled by distributors. Crystal will provide an online collaboration platform to generate statistical forecasts, allow commercial teams to input demand drivers, and optimize inventory levels. The pilot program demonstrated improved forecast accuracy, better roles and responsibilities, and full transparency between P&G and distributors. Crystal's various modules enable integrated demand, supply, and inventory planning capabilities to minimize costs and ensure product availability.
The document outlines several challenges that companies face in managing their global supply chains. Key challenges include selecting strategic global suppliers, reducing supply chain costs while meeting customer demands, ensuring high product quality and safety, implementing lean initiatives, consolidating suppliers, accessing new technologies, reducing operating costs, managing omni-channel selling, responding to changing customer preferences, expanding into new markets, balancing trade-offs, dealing with increasing complexity, and fully understanding supplier capabilities. Taking proactive steps to address these challenges will help companies better serve customers, operate efficiently, and grow profitably.
This document examines how incorporating new technology and innovation in supply chain management processes can enhance marketing postponement flexibility and customer-related performance in Malaysian manufacturing companies. It studies how new technology related to product/process design, new product development, and production line processes impact postponement flexibility and customer performance. The study uses statistical analysis methods like correlation, cluster analysis, and structural equation modeling to analyze relationships between these variables based on manager perceptions. Key findings indicate new technology in these areas has significant positive correlations with postponement flexibility and customer performance, and can play an important role in improving company performance.
SABMiller revamped its supply chain management system to reduce stock-outs caused by an increasingly complex market. The brewing company developed a new system using SAP to better predict demand and ensure a 98% target availability for brands. Brooks Sports also changed its forecasting process from relying on sales teams to using collaborative forecasting to address inconsistent growth, long production lead times, and increasing "at once" orders as it shifted to high-performance running products. Risk management aims to identify risks and minimize their impact on projects through risk assessment, control, prioritization, and mitigation. Redesigning factory layouts may be necessary due to inefficient operations, safety hazards, or changes to product lines that require differentiating between product and
Om0013 advanced production and operations managementsmumbahelp
This document provides information about getting fully solved assignments. It gives a mail ID and phone number to contact for assignment help. It provides details like the semester, subject code, name, credits and marks for the Advanced Production and Operations Management subject. It also includes sample questions and answers related to the subject matter. The questions cover topics like types of operational strategies, computer-aided manufacturing, applications of just-in-time, new product development, V4L principles and demand management.
“World class manufacturing and its implementation in india”Dipesh Vora
This document discusses world class manufacturing and its implementation in India. It defines world class manufacturing as demonstrating industry best practices in areas like quality, price, delivery speed, flexibility and innovation. Companies aim to maximize performance in these competitive priorities. The document outlines strategies adopted by world class manufacturers, such as lean production systems, just-in-time processes, and continuous improvement. It also provides an overview of India's manufacturing sector and compares it to China.
“World class manufacturing and its implementation in india”akshay isai
This document provides an overview of world class manufacturing and its implementation in India. It discusses what world class manufacturing is, how it is implemented through various strategies and techniques. It also discusses India's manufacturing scenario, factors favoring manufacturing in India like its large domestic market and availability of low-cost skilled workers. It highlights how India is emerging as an outsourcing and exports hub for global manufacturers due to these advantages.
This document provides an overview of supply chain management (SCM), including a definition, the importance of SCM, how it is applied today and expected to evolve in the future. It discusses key SCM principles and benefits, such as integrated management across organizations to improve customer satisfaction, increase sales and reduce costs. The document also gives examples of how SCM techniques have been implemented in various industries to reduce order-to-delivery times and improve profitability.
QueBIT Agile Crisis Planning - A Better Way to Plan for Uncertain TimesQueBIT Consulting
The QueBIT solution, which was built on IBM Planning Analytics, enabled the client to achieve two things that were not possible before the implementation. First, the solution identified correlations between historical sales and external factors such as inflation, Consumer Price Index (CPI), Gross Domestic Product (GDP), and commodity prices. This process which was built on IBM Planning Analytics and enhanced using QueBIT’s Euclid Studio tool, validated some prior assumptions by the business, while invalidating others. Second, the solution made it possible for the client to create numerous scenarios around reopening and consumer behaviors, including calculations of the resulting impact to business performance (volume and mix by channel). The future is still dynamic, and the QueBIT solution allows the business to identify its best assumptions and the resulting financial plan based on those assumptions.
Relationship between working capital management nd profitabilitySoumitra Kansabanik
A statistical study has been conducted on few companies in FMCG sector to understand the relationship between working capital management and profitability
Leaning Away from Standard Costing - SF June 2016 Bargerstock and ShiAndrew Bargerstock
- Standard costing and variance analysis (SCVA) is becoming obsolete for Lean manufacturers as they transition to new performance metrics and value stream costing.
- While some companies have quickly discarded SCVA, many Lean manufacturers still use it due to outdated business school teachings, lack of accounting staff training in Lean methods, and challenges changing legacy ERP systems.
- Lean companies need performance metrics that provide real-time, work-cell level data to optimize production, such as metrics tracking productivity, quality, delivery times, safety, training, and 5S organization. Value stream costing and work-cell metrics provide a better way for Lean manufacturers to control production efficiencies.
The document discusses product lifecycle management (PLM) and how it relates to acquiring funding for new product development. PLM provides a framework for mapping out activities and requirements throughout a product's lifecycle. This helps identify funding needs at different stages and potential sources of funding. Most new product launches and startups fail due to running out of cash at critical times. PLM can help avoid this by planning funding needs in advance. Early-stage funding sources include bootstrapping, crowdfunding, microloans and angel investors. Venture capital becomes more important later in development when larger funds are required. Understanding the appropriate funding options for each stage of development is key to a product's success.
ACPS 2010, Module 6, Services Innovation
Topic 3
Driving Operational Innovation
Lean Six Sigma and its limitations in driving business model innovation
Nike is looking to improve its supply chain management. It aims to reduce inventory levels, increase data exchange speeds, and better meet customer demands. Nike plans to implement a new collaborative planning system to connect all parts of its global supply chain electronically. This will allow real-time sharing of production planning and order information between Nike, its suppliers, and factories. The new system is expected to help Nike deliver products with greater precision and flexibility while reducing inventory levels throughout the supply chain.
A new perspective devoted to forecasting: demand planning is a very challenging job, that is why multinationals manage forecasting poorly. How can they improve it?
Using KPIs to Guide Manufacturers’ COVID-19 Accelerated RecoveryCBIZ, Inc.
Ongoing monitoring of KPIs against targets helps companies analyze performance and provides a measurable path to successful execution of your recovery strategy. This article offers manufacturers KPI considerations for several key factors that will help spur driver-based discussions within your organization.
Six Sigma is a process improvement methodology that seeks to reduce defects and variability in manufacturing and business processes. It was originally developed by Motorola in 1986 and was later adopted by other companies like General Electric. The textile industry is well-suited for Six Sigma given the variability in its processes. Key aspects of Six Sigma include defining, measuring, analyzing, improving, and controlling quality to reduce defects. It utilizes statistical tools and creates roles like Champions, Black Belts, Green Belts to lead projects. The document outlines potential areas for Six Sigma application in the textile industry and how it has been used successfully by companies like DuPont to improve productivity and quality.
Procter & Gamble was looking to improve its supply chain to better meet consumer demand. It discovered that being out of stock cost it one sale in nine and retailers lose 11% of sales due to out of stock. Procter & Gamble also found that perfection is not necessary and effective collaboration can happen even with imperfect systems. It recommended securing management support, simplifying applications, avoiding overhauling internal systems, and leveraging information technology to build a smarter supply chain.
Hi Friends
This is supa bouy
I am a mentor, Friend for all Management Aspirants, Any query related to anything in Management, Do write me @ supabuoy@gmail.com.
I will try to assist the best way I can.
Cheers to lyf…!!!
Supa Bouy
The document discusses seven factors for success in the packaging industry:
1) Managing raw material costs and passing costs through to customers.
2) Reducing waste and raw material content through process improvements and investments.
3) Determining optimal capital expenditure levels to maintain competitiveness without overspending.
4) Accurately measuring key performance indicators like overall equipment effectiveness to drive continuous improvement.
5) Identifying underperforming products, customers, and markets and being willing to exit unprofitable relationships.
6) Investing in innovation to differentiate from competitors.
7) Effectively managing global supply chains and offshoring.
Procter & Gamble is implementing the Crystal planning solution to improve forecasting and inventory management for over 50 markets handled by distributors. Crystal will provide an online collaboration platform to generate statistical forecasts, allow commercial teams to input demand drivers, and optimize inventory levels. The pilot program demonstrated improved forecast accuracy, better roles and responsibilities, and full transparency between P&G and distributors. Crystal's various modules enable integrated demand, supply, and inventory planning capabilities to minimize costs and ensure product availability.
The document outlines several challenges that companies face in managing their global supply chains. Key challenges include selecting strategic global suppliers, reducing supply chain costs while meeting customer demands, ensuring high product quality and safety, implementing lean initiatives, consolidating suppliers, accessing new technologies, reducing operating costs, managing omni-channel selling, responding to changing customer preferences, expanding into new markets, balancing trade-offs, dealing with increasing complexity, and fully understanding supplier capabilities. Taking proactive steps to address these challenges will help companies better serve customers, operate efficiently, and grow profitably.
This document examines how incorporating new technology and innovation in supply chain management processes can enhance marketing postponement flexibility and customer-related performance in Malaysian manufacturing companies. It studies how new technology related to product/process design, new product development, and production line processes impact postponement flexibility and customer performance. The study uses statistical analysis methods like correlation, cluster analysis, and structural equation modeling to analyze relationships between these variables based on manager perceptions. Key findings indicate new technology in these areas has significant positive correlations with postponement flexibility and customer performance, and can play an important role in improving company performance.
SABMiller revamped its supply chain management system to reduce stock-outs caused by an increasingly complex market. The brewing company developed a new system using SAP to better predict demand and ensure a 98% target availability for brands. Brooks Sports also changed its forecasting process from relying on sales teams to using collaborative forecasting to address inconsistent growth, long production lead times, and increasing "at once" orders as it shifted to high-performance running products. Risk management aims to identify risks and minimize their impact on projects through risk assessment, control, prioritization, and mitigation. Redesigning factory layouts may be necessary due to inefficient operations, safety hazards, or changes to product lines that require differentiating between product and
Om0013 advanced production and operations managementsmumbahelp
This document provides information about getting fully solved assignments. It gives a mail ID and phone number to contact for assignment help. It provides details like the semester, subject code, name, credits and marks for the Advanced Production and Operations Management subject. It also includes sample questions and answers related to the subject matter. The questions cover topics like types of operational strategies, computer-aided manufacturing, applications of just-in-time, new product development, V4L principles and demand management.
“World class manufacturing and its implementation in india”Dipesh Vora
This document discusses world class manufacturing and its implementation in India. It defines world class manufacturing as demonstrating industry best practices in areas like quality, price, delivery speed, flexibility and innovation. Companies aim to maximize performance in these competitive priorities. The document outlines strategies adopted by world class manufacturers, such as lean production systems, just-in-time processes, and continuous improvement. It also provides an overview of India's manufacturing sector and compares it to China.
“World class manufacturing and its implementation in india”akshay isai
This document provides an overview of world class manufacturing and its implementation in India. It discusses what world class manufacturing is, how it is implemented through various strategies and techniques. It also discusses India's manufacturing scenario, factors favoring manufacturing in India like its large domestic market and availability of low-cost skilled workers. It highlights how India is emerging as an outsourcing and exports hub for global manufacturers due to these advantages.
This document provides an overview of supply chain management (SCM), including a definition, the importance of SCM, how it is applied today and expected to evolve in the future. It discusses key SCM principles and benefits, such as integrated management across organizations to improve customer satisfaction, increase sales and reduce costs. The document also gives examples of how SCM techniques have been implemented in various industries to reduce order-to-delivery times and improve profitability.
QueBIT Agile Crisis Planning - A Better Way to Plan for Uncertain TimesQueBIT Consulting
The QueBIT solution, which was built on IBM Planning Analytics, enabled the client to achieve two things that were not possible before the implementation. First, the solution identified correlations between historical sales and external factors such as inflation, Consumer Price Index (CPI), Gross Domestic Product (GDP), and commodity prices. This process which was built on IBM Planning Analytics and enhanced using QueBIT’s Euclid Studio tool, validated some prior assumptions by the business, while invalidating others. Second, the solution made it possible for the client to create numerous scenarios around reopening and consumer behaviors, including calculations of the resulting impact to business performance (volume and mix by channel). The future is still dynamic, and the QueBIT solution allows the business to identify its best assumptions and the resulting financial plan based on those assumptions.
Relationship between working capital management nd profitabilitySoumitra Kansabanik
A statistical study has been conducted on few companies in FMCG sector to understand the relationship between working capital management and profitability
Leaning Away from Standard Costing - SF June 2016 Bargerstock and ShiAndrew Bargerstock
- Standard costing and variance analysis (SCVA) is becoming obsolete for Lean manufacturers as they transition to new performance metrics and value stream costing.
- While some companies have quickly discarded SCVA, many Lean manufacturers still use it due to outdated business school teachings, lack of accounting staff training in Lean methods, and challenges changing legacy ERP systems.
- Lean companies need performance metrics that provide real-time, work-cell level data to optimize production, such as metrics tracking productivity, quality, delivery times, safety, training, and 5S organization. Value stream costing and work-cell metrics provide a better way for Lean manufacturers to control production efficiencies.
The document discusses product lifecycle management (PLM) and how it relates to acquiring funding for new product development. PLM provides a framework for mapping out activities and requirements throughout a product's lifecycle. This helps identify funding needs at different stages and potential sources of funding. Most new product launches and startups fail due to running out of cash at critical times. PLM can help avoid this by planning funding needs in advance. Early-stage funding sources include bootstrapping, crowdfunding, microloans and angel investors. Venture capital becomes more important later in development when larger funds are required. Understanding the appropriate funding options for each stage of development is key to a product's success.
ACPS 2010, Module 6, Services Innovation
Topic 3
Driving Operational Innovation
Lean Six Sigma and its limitations in driving business model innovation
Nike is looking to improve its supply chain management. It aims to reduce inventory levels, increase data exchange speeds, and better meet customer demands. Nike plans to implement a new collaborative planning system to connect all parts of its global supply chain electronically. This will allow real-time sharing of production planning and order information between Nike, its suppliers, and factories. The new system is expected to help Nike deliver products with greater precision and flexibility while reducing inventory levels throughout the supply chain.
A new perspective devoted to forecasting: demand planning is a very challenging job, that is why multinationals manage forecasting poorly. How can they improve it?
Using KPIs to Guide Manufacturers’ COVID-19 Accelerated RecoveryCBIZ, Inc.
Ongoing monitoring of KPIs against targets helps companies analyze performance and provides a measurable path to successful execution of your recovery strategy. This article offers manufacturers KPI considerations for several key factors that will help spur driver-based discussions within your organization.
Six Sigma is a process improvement methodology that seeks to reduce defects and variability in manufacturing and business processes. It was originally developed by Motorola in 1986 and was later adopted by other companies like General Electric. The textile industry is well-suited for Six Sigma given the variability in its processes. Key aspects of Six Sigma include defining, measuring, analyzing, improving, and controlling quality to reduce defects. It utilizes statistical tools and creates roles like Champions, Black Belts, Green Belts to lead projects. The document outlines potential areas for Six Sigma application in the textile industry and how it has been used successfully by companies like DuPont to improve productivity and quality.
Supply Chain Management And Logistics PowerPoint Presentation SlidesSlideTeam
Download our content-ready supply chain management, and logistics PowerPoint presentation slides to showcase the complete process of goods movement from manufacturer to customer. Using this SCM PPT presentation, you can represent the flow of product, information, and finance. Talking about our logistics process flow presentation, it covers a wide range of topics, including strategic sourcing process, inventory control, logistics & IT, SCM model, project communication, supplier market assessment, planning & forecasting, SCM decision phase, performance measures, and much more. Other related topics that these templates cover are transportation management services, logistics management, procurement, distribution network, warehouse management, material flow, supply chain processes, and operations management. The strategies mentioned in this inventory management PowerPoint presentation will help you to bring high efficiency in your business, and it saves cost also. Moreover, it enables you to execute all the tasks and achieve long-term profitability smoothly. So, to fully utilize the potential benefits of logistics flow process, download our supply chain management, and logistics presentation slides right now. Accelerate your ascent with our Supply Chain Management And Logistics PowerPoint Presentation Slides.Your growth is bound to get a boost.
This proposal summarizes a strategy to improve operations at the Salford Plant to enable future growth. Key elements include building a new powder paint facility to replace the aging existing one, negotiating service level agreements with suppliers to improve quality and delivery, outsourcing non-core machining to reduce costs and free up space, and reconfiguring the factory layout into cellular manufacturing using the recovered footprint. Implementing these changes would cost £2.05 million but enable £16 million in additional profits by 2024 by addressing capacity constraints and positioning the company to capitalize on projected demand increases. Risks are mitigated through strategies like multi-sourcing and safety stock.
Supply Chain Management And Logistics Powerpoint Presentation SlidesSlideTeam
“You can download this product from SlideTeam.net”
Download our content-ready supply chain management, and logistics PowerPoint presentation slides to showcase the complete process of goods movement from manufacturer to customer. Using this SCM PPT presentation, you can represent the flow of product, information, and finance. Talking about our logistics process flow presentation, it covers a wide range of topics, including strategic sourcing process, inventory control, logistics & IT, SCM model, project communication, supplier market assessment, planning & forecasting, SCM decision phase, performance measures, and much more. Other related topics that these templates cover are transportation management services, logistics management, procurement, distribution network, warehouse management, material flow, supply chain processes, and operations management. The strategies mentioned in this inventory management PowerPoint presentation will help you to bring high efficiency in your business, and it saves cost also. Moreover, it enables you to execute all the tasks and achieve long-term profitability smoothly. So, to fully utilize the potential benefits of logistics flow process, download our supply chain management, and logistics presentation slides right now. Accelerate your ascent with our Supply Chain Management And Logistics Powerpoint Presentation Slides. Your growth is bound to get a boost. https://bit.ly/3vr6ah1
This document discusses priorities and challenges for the banking industry in 2009 following the 2008 financial crisis. It summarizes responses from banking and insurance colleagues on their plans to focus on costs, quality over quantity of projects, and addressing regulation. It also notes divisions in the industry, with some institutions better positioned than others. The document advocates for lean processing techniques to reduce costs and eliminate waste. It provides examples of how to map processes and identify opportunities to streamline workflows and make them more efficient.
Capital Expenditure Survey 2003
Capital spending continues to decline in nearly all industries, continuing a
trend that began in the mid-1990s when manufacturing productivity began
to increase markedly. The continuing uncertainty in most economies has
put pressure on manufacturers to cut spending, resulting in a steady decline
for several years now despite increasing revenues. Helping to fuel the
cost-cutting fire are the mega-mergers between industrial giants that have
racked up billions in savings as companies increase their manufacturing
economies of scale and eliminate duplicate functions.
ARC’s CapEx index tracks capital expenditures, total revenue, total assets,
EBIT, and return on assets (ROA) for 56 companies in 10 target industries,
representing $2.4 trillion in annual revenue. Companies in the index
generate revenue from most global markets and many
spread their manufacturing around the globe. Of the 56
companies, 64 percent have their headquarters in North
America, 27 percent in Europe, and 9 percent in Asia.
Similar to Mb0044 production and operation management (20)
1. Dear students get fully solved assignments
Send your semester & Specialization name to our mail id :
“ help.mbaassignments@gmail.com ”
or
Call us at : 08263069601
(Prefer mailing. Call in emergency )
ASSIGNMENT
DRIVE WINTER 2014
PROGRAM MBADS/ MBAFLEX/ MBAHCSN3/ MBAN2/ PGDBAN2
SUBJECT CODE & NAME MB0044 - PRODUCTION AND OPERATION MANAGEMENT
SEMESTER 2
BK ID B 1627
CREDITS 4
MARKS 60
Note: Answer all questions. Kindly note that answers for 10 marks questions should be
approximately of 400 words. Each question is followed by evaluation scheme.
1 What is value engineering? List the main benefits of value engineering?
Answer : Value Engineering is a fuction oriented, systematic team approach and study to provide
value ina product,system or service.Often,thisimprovementisfocusedoncostreduction;however
other important areas such as customer perceived quality and performance are also of paramount
importance in the value equation.
Value Engineeringtechniquescanbe appliedtoany product process procedure system or service in
any kindof businessor economic activity including health care, governance, construction, industry
and in the service sector.
2 Case study: SABMiller revamps supply chain management
SABMilller, the $24bn global brewing giant, is revamping its supply chain management system to
reduce stock-outs caused by an increasingly complex and hard to predict market.
The firm is developing and testing the new system in South Africa with an eye on rolling it out to
group companies worldwide, says SABMiller programme manager Rudi van Schoor.
The trigger for the revamp came when the company's customers ran out of stocks of popular
SABMiller brands during peak periods in two consecutive years, 2007 and 2008. The shortfall on
some brands was as high as 22%. "That had a direct impact on the bottom line," Van Schoor
2. says.
Given SABMiller's ambition to be the world's most efficient producer, such a gap was never going
to be tolerated. But instead of addressing the symptom, it called in management consultancy
McKinsey to look at the entire supply chain system to see where it could be improved and future
stock-outs avoided.
The study revealed a complex situation, one that wasn't susceptible to a "quick fix", Van Schoor
says.
Demand factors
The ethnically and demographically diverse South African market is one of the world's most
complex and fast-changing. Van Schoor cites economic growth, more disposable income in new
hands, changing and upgrading tastes, new product development and new routes to market
among the factors that influence demand for SABMiller's products.
Add to that big events such as the British Lions tour and the 2010 World Cup, and climate
change, and the picture becomes more complex.
"Our brands are the same as any other brand, especially those at the luxury end," says Van
Schoor. "If the customer comes into the shop and can't find our product, he or she has the
disposable income and self-confidence to substitute our brand for our competitors'. That's
dangerous."
Van Scoor says the group has a average stock availability target of 98%. "But for some premium
brands the target is 100%," he says. That means it will live with excess stocks of some products,
just to ensure that a thirsty customer can get his or her favourite drink, every time.
Maximise profitability
But SABMiller also wants to maxmise its profitability. To do all this it must integrate information
from a lot of sources. These include sales forecasts for about 2,600 SKU locations or depots for
the brewing division and 3,100 for the soft drinks division, as well as planned promotions data
from the marketing and promotions division, as well as cost and production data, among others.
These data must then be converted into raw material purchases, manufacturing scheduling,
distribution and stockholding plans for 12 factories (seven breweries and five soft drink plants)
and three tiers of distributors, broken down into between 70 and 80 stock-keeping units (skus) for
the brewing division and around 270 for soft drinks.
And all this must be optimised for profit.
"There is inherent volatilty of demand in the soft drinks business because of seasonal change,
but less in the beer market," Van Schoor says.
Even so, improving the accuracy of demand forecasts and schedules and integrating them to
boost profitability was too complex for SABMillers's demand forecast and supply system. The
inhouse system, developed over years, had most of the usual problems associated with legacy
systems: it was inflexible, complex, hard to communicate with, and hard to integrate with newer
systems, Van Schoor says.
Integration with SAP system
After a global search, SABMiller settled on Infor's advanced supply chain management system, in
particular Infor's demand forecasting system. This takes information from modules of SABMiller's
SAP enterprise resource management system, integrates them with sales forecasts from the
field, and feeds back to the manufacturing resource planning system and financial systems to
generate production schedules, raw materials orders and volume and financial forecasts.
This will let SABMiller make any of its products in the most cost-effective location, given the local
demand, manufacturing, transport and inventory costs.
3. It will also increase its flexibility in responding to changes in demand. Products will no longer be
made only in a single plant to optimise production runs, but, based on more holistic data, in the
plants that optimise overall profitability.
This flexibility also gives the company greater cover to handle factory downtime and to meet
rapid changes in demand.
But some parts of the legacy system will still be around. "We are keeping it to manage the return
and reuse of empty bottles," Van Schoor says.
But even that data will go into the Infor system so that it can create production schedules down to
tank, line and minute accuracy.
This attention to detail is part of the SABMiller ethos. Measurement and numbers are integral to
the company culture. Van Schoor says the Infor system will be tested in three ways: on its
"theoretical" answers, against actual results, and against causal factors that may have influenced
demand and supply.
Van Schoor says the $1.2m the firm spent on Infor licences was about 60% of the total project
cost. But this could be a drop in the ocean if the company adopts it worldwide. And interest from
group firms is high.
"We have used expertise from all around the group," Van Schoor says. "One of the best people
on the project came from our European division, and we have lots of others keen to know how we
do."
(Source : http://www.computerweekly.com/feature/Case-study-SABMiller-revamps-supply-
chainmanagement)
Why did SAB Milller revamp its supply chain? Describe the domain application used for SCM
integration?
Answer : SABMilller, the $24bn global brewing giant, is revamping its supply chain management
system to reduce stock-outs caused by an increasingly complex and hard to predict market.
The firm is developing and testing the new system in South Africa with an eye on rolling it out to
group companies worldwide, says SABMiller programme manager Rudi van Schoor.
The trigger for the revamp came when the company's customers ran out of stocks of popular
SABMiller brands during peak periods in two consecutive years, 2007 and 2008. The shortfall on
some brands was as high as 22%. "That had a
3 Write short notes on:
Answer : 1) Time: You must understand that time is money. In business, our objective is to
makemoney. Period. But the question is how productively you convert your time into money.
Areyou making full use of your time or you just let the time pass by you?
How muchyou make dependsonhow good you are at converting time to money. If you arealready
productive, then you may want to ask what are
4. Answer : A work breakdown structure (WBS) is a model of the work to be performed in a project
organized in a hierarchical structure. The WBS is an important tool which helps you keep an
overview of the project:
It forms the basis for organization and coordination in the project.
It shows the amount of work, the time required, and the costs involved in the project..
The work breakdown structure is the
Answer : Productivity is the ratio of output to inputs in production; it is an average measure of the
efficiency of production. Efficiency of production means production’s capability to create incomes
which is measured by the formula real output value minus real input value.
4 Collaborative Forecasting Running Smoothly at Brooks Sports
Brooks Sports designs and develops high-performance running footwear, apparel and
accessories which are sold in 80 countries worldwide. In 2001, when the company shifted from a
broad product line to focus on high-performance products targeted at serious runners, it was
clear that the forecasting process needed to change to support the strategic direction of the
company. The existing forecasting process, based entirely on the judgment of the sales team,
was limiting the company’s ability to grow.
The strategy shift created a number of forecasting challenges for Brooks including:
♦ Inconsistentstyle growth: the new line of products experience growth rates anywhere from 0 to
50 percent annually.
♦ Long production planning horizon coupled with short product life: production and capacity
decisions are typically made 18 months before a style is launched, average lead time for a style
is 6 months and the product life of Brooks’ styles range from 6 to 24 months. This means that
planners must sometimes set the entire demand plan for a style prior to ever receiving a
customer order, underscoring the importance of accurate forecasts.
♦ Increasing “at-once” orders: “at once” orders, which are placed for immediate shipment,
historically accounted for less than 20 percent of total sales. Since 2001, however, “at once”
orders have increased to nearly 50 percent of total sales.
♦ Evolving size curves: with its new focus on serious runners, the standard footwear size curve
would not adequately reflect distribution of sales by sizes.
♦ No exposure to retail sell-through: the high-performance products are sold primarily through
independent specialty stores who don’t have the capability to share sales data with vendors.
With a corporate mandate from senior management emphasizing the importance of creating
accurate and timely forecasts, Brooks completely revamped its forecasting process. An
independent forecasting group, reporting directly to the COO and CFO, was established to
coordinate input from various groups—sales, marketing, product development and production—
and to remove bias from the forecasting process.
The forecasting group established a collaborative forecasting process with three primary steps:
Step 1: Produce monthly statistical forecasts at the SKU level to capture level, trend, seasonality
and the impact of events based on historical data. Brooks chose Forecast Pro to create these
5. forecasts due to a number of features available in the software:
♦ Ability to create accurate forecasts
♦ Flexibility to choose forecast models or let software automatically select models
♦ Capability to model events (particularly important for predicting spikes in demand with new
product launches)
♦ Support for multiple-level models to produce consistent forecasts at all levels of aggregation
♦ Powerful override facility to enable collaborative forecasting
“Forecast Pro has been a great solution for Brooks,” says Tom Ross, Financial Analyst.
“Implementing Forecast Pro’s event modeling is very simple, which is an essential feature for us
because of our moving product launches. We also use event models to address the challenge of
forecasting events that don’t occur on a regular basis—such as races—which can have a
dramatic impact on the sales of specific products. Another powerful feature of Forecast Pro is the
ability to forecast a product hierarchy. This helps us to serve our multiple constituents within
Brooks—we review higher-level forecasts with management and easily generate detailed
forecasts at the SKU level for demand planning.”
Step 2: On a quarterly basis, get sales management and sales reps to forecast sales for a 12-
month horizon, focusing on major accounts. This input is gathered via the Web and then
aggregated by the forecasting group.
Step 3: Compare the statistical and judgmental forecasts, and make adjustments to create the
final monthly forecast. Ninety percent of the final forecasts are the same as the statistical
forecasts—changes are most commonly made to the forecasts for new styles where the sales
organization has important knowledge to add. These final forecasts are then automatically fed
into Brooks’ ERP system. “Forecast Pro allows us to easily apply judgmental overrides, which is
critical for us,” notes Ross. “We now can systematically track changes, giving us a better
understanding of our forecasting performance.”
The commitment to forecasting has paid off at Brooks. Forecast accuracy has improved on
average by 40 percent, unfulfilled demand has been lowered from approximately 20 percent to
less than 5 percent, and closeouts have been reduced by more than 60 percent. The improved
forecasting has also helped to smooth out production, resulting in lowered costs and better
margins.
Source :http://www.forecastpro.com/pdfs/Success%20Story-Brooks%20Sports.pdf
What is the main issue of the case study? Analyse the forecasting solution
Answer : forecasting challenges :
Demand forecasting - defined as the ongoing process of projecting which products will be
purchased, where, when, and in what quantities - serves five critical functions in the market for
global healthproducts and the effective delivery of medicines and supplies, all of which add up to
lives saved:
Essential productsare available because there isenoughsupplytomeetdemand. Demand forecasts
allow manufacturers to plan and invest in
5 Explain the risk management and its various components
Answer : Four foundational elements frame what executive management and directors need to
considerwhenevaluatingthe bestwaytoimplemententerprise riskmanagement(ERM).These four
elements – process, integration, culture and infrastructure – are intended to be flexible in
6. application because strategies, organizational structures, operating philosophies and risk profiles
vary in complexity across industries and firms. We discuss the process element below.
Like any other worthwhile business activity, risk management requires a process with a clear
purpose, reliable inputs, well-designed activities
6 Why redesign of layouts may be necessary? List the differences between product and process
layout.
Answer : A redesign can be exciting but daunting task. The to-do list can be huge and the costs
extravagant.Buta redesignisagreat way toinjectnew life intoastagnantbusiness with fresh faces
and newclients.It can mean increased productivity, interactivity and the ability to track important
metrics.
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