Sub-optimal Order Management negatively impacts customer experience
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Improving customer experience, creating perfect order, maintaining costs and compliance are the key challenges in order management that call for standardized automation.
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The document discusses different design options for distribution networks in a supply chain. It describes six distribution network designs: 1) manufacturer storage with direct shipping, 2) manufacturer storage with direct shipping and in-transit merge, 3) distributor storage with package carrier delivery, 4) distributor storage with last mile delivery, 5) manufacturer/distributor storage with customer pickup, and 6) retail storage with customer pickup. For each design, it analyzes factors like costs, customer service, inventory levels, and transportation needs. It also provides a comparative analysis of how each design performs based on different product and customer characteristics.
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Scm 01 structure and decisions in a supply chain
1) A supply chain consists of all parties involved in fulfilling customer requests, including manufacturers, suppliers, transporters, warehouses, retailers, and customers. It involves functions like new product development, marketing, operations, distribution, finance, and customer service.
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- Metal Arts is a machining company that was started in 2001 and currently employs 30 people, generating $1.8 million in revenue in 2007. They currently use JobBOSS for administrative functions but lack real-time order status visibility.
- Sales Order Processing (SOP) is an optional JobBOSS module that provides an alternative method for processing orders by separating customer orders from internal work orders, allowing better tracking of inventory, production scheduling, and order status.
- Implementing SOP for Metal Arts would cost $1,970 and provide benefits like improved production planning and data visibility, as well as seamless integration with their existing JobBOSS system.
Order Status Flow Chart
This document outlines the various order statuses in a company's order management system. It describes what causes an order to be assigned each status and the general workflow. The main statuses are: Quote, Pending, Clearing, Backordered, Review, On Hold, Waiting, Held-to-Complete, Released, Backordered2, and Warehouse. The document provides details on each status, such as when a customer places an order, the order credit card is declined or approved, items are backordered or restocked, and when customer service representatives manually modify the order.
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- Supply chain decisions can be categorized into strategy/design, planning, and operations. Strategy/design determines the supply chain structure and roles. Planning sets policies for short-term operations based on demand forecasts. Operations implements plans through daily customer order fulfillment.
- Processes can be viewed through cycles at interfaces between stages or through push/pull based on whether they are reactive or speculative to demand. Integration across customer relationship management, internal supply chain management, and supplier relationship management is important
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Supply Chain Management Basics: Labor Management Slotting
Labor management has proven to be a successful supply chain tool for managing costs related to labor. This is especially critical as labor is reportedly the largest cost center in any SCM facility. This also means that it provides the most significant cost savings opportunity. Labor management systems constantly evaluate, measure and adapt day to day labor tasks with the main goal of achieving the highest level of productivity and cost savings. Its’ functional counterpart, slotting, helps to identify SKU placement throughout your warehouse facility to reduce travel times, increase picking accuracy and increase asset utilization – all of which are key factors in optimizing workforce productivity. Slotting alone has saved companies upwards of $500,000 annually and can prove even more useful when used in conjunction with LMS software. Selecting a labor management system that is built into warehouse management software can make optimization efforts even more fruitful as it allows your team to pull data from one system to anther with little to no manual data entry (where many inventory errors occur) and test slotting plans while receiving measurable results. This can help to improve the success of your labor optimization efforts.
Many SCM decision makers are hesitant to implement labor management software suites as there are common misconceptions or myths about their success and usefulness. Some of these myths include: full LMS functionality is available if I have a WMS, employee morale will be negatively impacted, LMS implementation requires significant IT resources and more. If your team can get past these concerns, find a functionally robust labor management system and implement it in a way that will help you meet your specific goals it is well worth the investment. To learn more about LMS and slotting contact Datex experts today at marketing@datexcorp.com or 800.933.2839 ext 243.
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This document discusses the role of information technology in supply chain management. It states that information is crucial for coordinating supply chains and enabling good decisions. IT systems capture and deliver the accurate, accessible, and shared information needed across strategic planning, operations, inventory management, transportation, sourcing, and other supply chain functions. When implemented effectively, IT can significantly improve supply chain performance by providing visibility across the end-to-end process from suppliers to customers.
Supply chain management
Supply chain management involves coordinating activities from sourcing raw materials to delivering finished products to customers. It aims to reduce costs and improve responsiveness through strategic management of material and information flows. Key aspects of supply chain management include supply chain design, planning, procurement, production, and distribution management. Coordinating these activities requires integrating business processes and sharing information across organizational boundaries with suppliers and customers. The goal is to satisfy customer demands efficiently while optimizing overall supply chain performance.
Vendor managed inventory ppt
This document discusses different types of strategic partnering (SP) between suppliers and retailers, including quick response, continuous replenishment, advanced continuous replenishment, and vendor managed inventory. It provides examples of SP implementations between companies like Milliken and department stores, Walmart and suppliers, and Dillard's, JC Penney, and Walmart with their suppliers. The document also outlines advantages and disadvantages of SP, as well as requirements, issues, implementation steps, and examples of both successful and unsuccessful SP arrangements.
Supply chain drivers
The document discusses the major drivers of supply chain performance which include logistical drivers like facilities, inventory, and transportation as well as cross-functional drivers like information, sourcing, and pricing. It then provides details on each of these drivers, including the different types of facilities, approaches to inventory and transportation, how information is used, components of sourcing and pricing decisions. It also mentions some obstacles to achieving strategic fit like increasing product variety, demanding customers, and globalization.
SCM Dynamics
The document discusses key concepts in supply chain management including product postponement, collaboration and coordination, controlling inventories, hierarchical production planning, and the bullwhip effect. It summarizes Forrester's 1958 research which first illustrated the bullwhip effect - how demand fluctuations can amplify as orders move up the supply chain resembling a whip lash. The causes of the bullwhip effect are discussed as well as countermeasures that can be taken.
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As we plan for the world of eCommerce and the customer expectation of quick, free shipping, our ability to forecast is turned on its head. How many distribution centers do we even need, and is that number feasible? Can we use historical data to plan for demand and design our networks, or is there a better way?
If we're going to offer the speed of shipping and variety of inventory that today's customers have come to expect, there are a lot of different questions that need to be asked. Join Irina Rosca, Director of Supply Chain Operations at Helix and an experienced global supply chain strategist, as she walks through the key questions to a successful and efficient distribution network. You'll leave knowing what data you can start collecting today to answer these questions.
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Case Presentation Sales And Operations
- Metal Arts is a machining company that was started in 2001 and currently employs 30 people, generating $1.8 million in revenue in 2007. They currently use JobBOSS for administrative functions but lack real-time order status visibility.
- Sales Order Processing (SOP) is an optional JobBOSS module that provides an alternative method for processing orders by separating customer orders from internal work orders, allowing better tracking of inventory, production scheduling, and order status.
- Implementing SOP for Metal Arts would cost $1,970 and provide benefits like improved production planning and data visibility, as well as seamless integration with their existing JobBOSS system.
Order Status Flow Chart
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Sub-optimal Order Management negatively impacts customer experience
- 1. DESIGN • TRANSFORM • RUN © 2015 Copyright Genpact. All Rights Reserved. 1 Customer experience, perfect order, cost and compliance challenges call for more robust order management process Order Management ► Challenges Customer experience • Growing customer demand for quality and just-in-time inventory, increased competition (e.g. private labels from retailers), diverse channels • Increased use of supplier scorecards by customers to measure performance Perfect order • Difficulty to coordinate and synchronize end-to-end supply chain processes • Insufficient market demand / forecast accuracy • Insufficient cross-functional collaboration • Poor supplier performance (quality and on-time delivery) • Integrating agile, fast-paced, and emerging technologies with legacy systems Compliance, cost and efficiency • Systems/processes not designed to detect fraud or waste • Escalating IT costs – disparate systems maintained to cater for multiple delivery channels • Escalating labor costs and supply chain costs • Lack of standardization due to regional/business unit requirements • Lack of integration between supply chain and product development