Risk management - Produzione & Inventario
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This document discusses risk management as it relates to production and inventory. It addresses identifying unusable inventory and determining whether to keep, dispose of, or sell back. It also discusses setting target inventory levels and measuring them. Tools for reducing inventory like waste are outlined. Order lead time and ways to shorten it through suppliers are covered. Key risk indicators for inventory are proposed. Working with customers to gain competitive advantages is also mentioned.
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$50,000
General and admin. $150,000 General and admin. $150,000
Net income $150,000
Net income $200,000
Profit increase = $200,000 - $150,000 = $50,000
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The document discusses supply chain management. It defines supply chain management as the strategic management of activities involved in acquiring materials and converting them into finished products delivered to customers. It describes key aspects of supply chains like material, information and financial flows. It also discusses the importance of processes, structure and technology in facilitating effective supply chain management.
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Risk management - Produzione & Inventario
- 1. Risk Management Produzione & Inventario Dick Lam
- 2. Agenda 1. Financial body check-up 2. Re-identification of core competence 3. Risk management: A/R 4. Risk management: Production & Inventory 5. Risk management: Cash 6. Risk management: People 7. In-depth meaning on Risk Management
- 3. Inventory Holding • Inventory Aging Report
- 5. • Clearly identify what inventory can and cannot be used • Why are there so many unusable – Re-visit the planning process… – Any reward for minimize inventory level without affecting order fulfillment • Keep it or dispose it? Or sell back to the suppliers • Deferred customization inventory?
- 6. Target Inventory • What is your target inventory level? • How do you measure it?
- 8. Tools for reduction • 7 Waste – Rework – Excessive Production – Conveyance – Excessive Motion – Waiting – Inventory in production area (pull system) – Inappropriate processing • Reward people for cost saving idea & action
- 9. Order Lead Time • Time from the order placed by your customers to the time you deliver to them
- 10. • Unquestionably, customers prefer short lead time to long • What is the element in lead time? • What is the bottleneck? • How to shorten it?
- 11. • Suppliers – Vendor Managed Inventory – Consignment Inventory – Equalize Minimum Order Quantity to Strict Priority Queue – Order cancellation agreement – Design-in to exploit opportunities – Be transparent to the suppliers • Come to visit my factories – Go to visit your suppliers – Exploit new suppliers
- 12. New Project Evaluation …..
- 13. • Capacity – Indirect labor vs. Direct labor – Salaried labor vs. Direct & Indirect Labor – Let the employees to tell you – But don’t forget to motivate them • What to save?
- 14. Key Risk Indicators • Inventory Days • Obsolete Inventory vs. Inventory Values • Order Lead Time • ….. • Inventory with days > target
- 15. When to produce for customers? • Raw Material is converted to Finished Goods • Conversion cost is labor plus Buying capacity reserve (Book suppliers Production capacity) production capacity
- 16. Working with Customers The competition Better design Faster to market Value engineering in the supply chain • Share the supplier expertise and obtain long-term relationship Higher quality