The document discusses the SupplyChainGroup's capabilities in supply chain strategy, technology selection and implementation, logistics operations improvement, distribution center operations, and sustainability. The SupplyChainGroup aims to help clients build needed supply chain capabilities from concept through design and implementation. They deliver innovative thinking, project expertise, and competitive rates using a team-based approach.
Chapter 1 The Progression to Professional Supply ManagementTran Thang
Purchasing, Supply Management, and Supply Chain Management Defined
Increasing Importance of Purchased Materials.
Supply Management’s Impact on the Bottom Line
Increased Sales
Faster to Market or Time-Based Competition
Supply Management and Return on Investment
The Progression to Proactive Supply 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, manufacturing, and customer relationship management. Coordinating these activities can help align forecasting, optimize inventory levels, and enhance collaboration with suppliers and customers. The goal is to efficiently satisfy market demand through an integrated approach.
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.
Unit 4 logistics performance lscm (13 pages)Suzana Vaidya
This document discusses benchmarking logistics performance. It defines benchmarking as measuring performance against best practices to facilitate improvement. There are three types: internal benchmarking within a company; external benchmarking against other companies; and competitive benchmarking against industry peers. The document provides examples of logistics performance metrics that can be benchmarked, such as capacity, utilization, productivity, reliability, and costs. Benchmarking involves gathering performance assessments to develop improvement plans.
To effect overall success of an organisation, MRO businesses must be highly integrated and managed with the common goal of assuring availability and reliability at an acceptable cost.
To successfully transform an asset intensive supply chain the following important capabilities are require
- Knowledge of Assets/Parts supply chains, the value drivers and unique planning requirements
- Ability to identify and apply the appropriate strategies to build a business case and identify risks and opportunities
- Experience in developing strategies with appropriate financial and non-financial information
- A deep understanding of the structures and processes required to take organisations from current state to best in class
- An ethos of up-skilling, and experience in lifting organisations capabilities via education, training and coach mentoring
- Ability to model costs, constraints and volumes in a complex environment for inventory, transport and warehousing
- Strong communication and change management experience
We understand asset intensive supply chains have differences to consumer supply chains. We are helping asset intensive businesses evolve to address emerging competitive priorities.
Several approaches exist to identify supply chain performance maturity and address these issues.
GRA is Australia’s premier expert consulting firm specialising in supply chain and logistics strategy, planning and execution.
Find out more www.gra.net.au
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.
Supply chain management involves coordinating activities from acquiring raw materials to delivering finished products to customers. It aims to compress planning cycles, improve cooperation across functions, and enhance communication through information sharing. Key aspects of supply chain management include supply chain design, resource planning, and transaction processing. Adopting supply chain best practices like segmentation, customization, collaboration, and responsiveness can help optimize operations and better satisfy customer demands.
Planning is an ongoing process that happens at different levels and different times dependent on resource availability and this is recognised by the 5 levels of Supply Chain Planning Horizon.
Chapter 1 The Progression to Professional Supply ManagementTran Thang
Purchasing, Supply Management, and Supply Chain Management Defined
Increasing Importance of Purchased Materials.
Supply Management’s Impact on the Bottom Line
Increased Sales
Faster to Market or Time-Based Competition
Supply Management and Return on Investment
The Progression to Proactive Supply 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, manufacturing, and customer relationship management. Coordinating these activities can help align forecasting, optimize inventory levels, and enhance collaboration with suppliers and customers. The goal is to efficiently satisfy market demand through an integrated approach.
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.
Unit 4 logistics performance lscm (13 pages)Suzana Vaidya
This document discusses benchmarking logistics performance. It defines benchmarking as measuring performance against best practices to facilitate improvement. There are three types: internal benchmarking within a company; external benchmarking against other companies; and competitive benchmarking against industry peers. The document provides examples of logistics performance metrics that can be benchmarked, such as capacity, utilization, productivity, reliability, and costs. Benchmarking involves gathering performance assessments to develop improvement plans.
To effect overall success of an organisation, MRO businesses must be highly integrated and managed with the common goal of assuring availability and reliability at an acceptable cost.
To successfully transform an asset intensive supply chain the following important capabilities are require
- Knowledge of Assets/Parts supply chains, the value drivers and unique planning requirements
- Ability to identify and apply the appropriate strategies to build a business case and identify risks and opportunities
- Experience in developing strategies with appropriate financial and non-financial information
- A deep understanding of the structures and processes required to take organisations from current state to best in class
- An ethos of up-skilling, and experience in lifting organisations capabilities via education, training and coach mentoring
- Ability to model costs, constraints and volumes in a complex environment for inventory, transport and warehousing
- Strong communication and change management experience
We understand asset intensive supply chains have differences to consumer supply chains. We are helping asset intensive businesses evolve to address emerging competitive priorities.
Several approaches exist to identify supply chain performance maturity and address these issues.
GRA is Australia’s premier expert consulting firm specialising in supply chain and logistics strategy, planning and execution.
Find out more www.gra.net.au
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.
Supply chain management involves coordinating activities from acquiring raw materials to delivering finished products to customers. It aims to compress planning cycles, improve cooperation across functions, and enhance communication through information sharing. Key aspects of supply chain management include supply chain design, resource planning, and transaction processing. Adopting supply chain best practices like segmentation, customization, collaboration, and responsiveness can help optimize operations and better satisfy customer demands.
Planning is an ongoing process that happens at different levels and different times dependent on resource availability and this is recognised by the 5 levels of Supply Chain Planning Horizon.
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 document discusses themes related to warehouse and distribution footprint. It identifies the top 5 themes as: [1] Network design; [2] Channel control; [3] In-house or 3PL; [4] Re-tender; and [5] Cost to serve. For each theme, the document provides viewpoints and considerations for defining a company's warehouse and distribution strategy.
This document discusses fundamentals of logistics and supply chain management. It addresses key aspects of logistics systems including warehouse management, inventory management, transportation management, and integration with suppliers and customers. Specific areas covered include receiving, putaway, inventory tracking, order fulfillment, shipping, transportation routing and optimization, performance tracking, and questions executives may ask about logistics. The document emphasizes how an integrated logistics platform can increase efficiency, reduce costs, and improve metrics like fill rates and inventory turns.
Is your logistics strategy achieving the levels of control and stability necessary to deliver on customer expectations? Are your logistics processes designed for daily visibility, waste reduction, and supply chain collaboration? In this first webinar of the Lean Logistics Series, learn the critical components of a lean logistics operational strategy that will position your company for competitive advantage.
Gitanjali Dhanesh is a senior SAP consultant with over 8 years of experience working with clients like Hewlett-Packard and RR Donnelley. She has extensive experience in SAP MM, procurement, inventory management, and supply chain. Her most recent role involved transitioning Scitex's order fulfillment and purchase order processes from Oracle to SAP R/3 at HP in Barcelona, Spain. She is proficient in ECC 6.0, ASAP methodology, and various SAP MM modules.
Logistics and Supply Chain Management-OverviewThomas Tanel
Logistics and supply chain management involves planning and controlling the flow of materials and finished goods from suppliers to customers. It includes functions like procurement, manufacturing, warehousing, and transportation. Effective logistics is important for reducing costs, improving customer satisfaction, and optimizing inventory levels. New technologies allow greater visibility into global supply chains and more integrated planning across organizations. Measuring key performance indicators is essential for evaluating supply chain performance and identifying areas for improvement.
In this panel discussion, you will learn how Best-in-class companies leverage collaborative Supplier Management to mitigate supply chain risk and improve overall supplier performance. The session will examine proven techniques to become "Customer of Choice" even in the tightest of supply markets by building supplier management initiatives that provides transparency, fosters collaboration, and shared risks and incentives with key suppliers.
LeanCor is a consulting and operations company dedicated to applying lean principles across supply chains. It has over 100 employees across 10 US and Canadian locations. LeanCor helps customers prepare their people through training, perfect their processes through consulting, and execute and sustain lean operations. Its services bridge lean theory with operational reality. LeanCor uses tools and techniques like pull systems, reducing non-value-add activity, and measuring total cost of ownership to help customers reduce lead times, create velocity, and reduce variation in their supply chains.
- Learn a step-by-step description of an ideal approach to benchmarking.
- Why qualitative and quantitative benchmarking go hand-in-hand.
- Steps to setting up a benchmarking program
Presented by: Michael Mikitka, CEO, Warehousing Education & Research Council (WERC)
November 28, 2012 - Consumer Goods Supply Chain Officer Summit 2012 - Shanghai Pudong, China
LeanLogistics provides transportation management services and technology solutions to help companies optimize their supply chains. Their flagship product is an on-demand transportation management system (TMS) that gives users access to LeanLogistics' network of carriers and transportation data. They also offer managed transportation services, freight optimization services, and consulting. LeanLogistics helps clients implement their solutions quickly, achieve visibility across their supply chains, and realize cost savings and other benefits.
The document discusses optimizing working capital management (WCM) and supply chain management (SCM) by integrating the two areas. It provides overviews of SCM and WCM, including their impact on financial metrics and cash flow. The document advocates reviewing WCM policies and procedures, forecasting WCM needs, and establishing an integrated SCM and WCM framework with aligned metrics to improve financial and operational performance.
Supply Chain Strategy with an Assessment done for a Consumer Products Company with a presence in Europe, North America and Asia. Listing this to show format details for Supply Chain Strategy, and will also put a shorter version on as a Case Study for CI in Supply Chain. We put this on in so much detail to provide people with a guide and base for others to do similar projects (and if they need help, we'd love to speak with them). Good luck and feel free to reach out to me if you have questions on some of the formats or how to do the analysis being suggested.
The document provides an overview of lean logistics and lean thinking. It discusses:
- What lean logistics is and how it aims to eliminate waste in supply chains.
- The key principles of lean thinking such as determining value, identifying process steps, improving flow, and relying on pull from customers.
- Where lean logistics can be applied, including manufacturing, offices, auto mechanics, product design, and hospitals.
- Steps for achieving lean logistics including focusing on total fulfillment cost and collaborating on standard processes.
- A case study where Fujitsu implemented lean practices in its supply chain and achieved a 13% reduction in costs.
[JDA FOCUS 2014] Managing Transportation Capacity in a Dynamic Market Chainalytics
Several economic and regulatory changes have created a recent slew of evangelizers, each with their own convictions about the impending future of transportation.
Amy Bare of Kimberly-Clark and Kevin Zweier of Chainalytics help to separate myth from reality to understand the current state of the market. Discussions on best practices for managing transportation capacity, including how procurement exercises and fleet modeling can mitigate your risk, will be reviewed.
This document discusses inventory optimization strategies for companies. It begins by stating that optimal inventory levels balance inventory costs, service levels, and sales. It then explores key drivers of inventory optimization, including sales and operations planning, inventory management, demand planning, vendor management, and key performance indicators. The document emphasizes that inventory optimization requires balancing inventory reduction with maintaining adequate service levels.
This document outlines the standard operating procedures for Bridge International's supply chain process. It describes the responsibilities of various roles and steps in the procurement, receiving, logistics, warehouse, and payment processes. Procurement officers source goods, warehouse staff receive and store items, logistics coordinate deliveries, and finance pays transporters. The goal is to clearly document the supply chain workflow and ensure efficient delivery of materials to schools.
Link (Non)Financial To Supply Chain Performance MetricsAnand Subramaniam
The document discusses developing supply chain and non-financial metrics to measure performance. It recommends mapping the supply chain, analyzing where value is created, and developing customer and supplier profit and loss statements. Examples of potential metrics are provided for various parts of the supply chain, including customer service, distribution, receiving, procurement, fulfillment, transport, and financial metrics like costs, margins and inventory turns. The conclusion states that an effective measurement system is needed to drive desired performance and strategy goals across the supply chain and aligned both within and between firms.
The document discusses the four key enablers of supply chain management: organizational infrastructure, technology, strategic alliances, and human resource management. Organizational infrastructure involves business strategies, process flows, cross-functional teams and processes. Technology impacts operations through data coordination and linking SCM to ERP systems. Strategic alliances are built on clear expectations and collaboration. Human resource management includes sourcing skilled employees, compensation programs, and defining job descriptions to manage SCM.
The document describes the SCOR (Supply Chain Operations Reference) model, which is a standardized framework for managing supply chain processes across industries. It provides an integrated approach combining concepts from business process reengineering, benchmarking, and process measurement. The SCOR model defines five core management processes - plan, source, make, deliver, return - and three levels of detail to describe supply chain activities.
The document outlines a 5-year supply chain plan for IITA. It discusses defining a mission focused on excellent customer service, best value, and benchmarking commercial best practices. It notes the supply chain should support organizational needs. The plan involves analyzing strengths and weaknesses, setting targets and KPIs, and improving procurement processes, inventory control, transportation networks, and long-term objectives. The goals are responsive, flexible supply chains that reduce costs and increase visibility and control.
Supply chain management involves coordinating activities from suppliers to customers. It aims to acquire materials, convert them into finished products, and deliver them to customers. The key is integrating business processes like procurement, production, and distribution. Information and material must flow throughout the supply chain. The overall goal is meeting customer demand efficiently while achieving business objectives like revenue growth, better asset use, and cost reduction. An effective supply chain considers design, planning at strategic, tactical and operational levels, and transaction processing. It requires collaboration across functions to compress time and ensure quality from suppliers to customers.
This document contains details about Burak Kayabaşı's education, certificates, work experience, competencies, strengths, vision, and strategic suggestions for business development. It summarizes his experience in supply chain management, logistics, and operations management roles spanning various industries. His objective is to effectively manage supply chains and achieve sustainable and profitable growth for organizations.
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 document discusses themes related to warehouse and distribution footprint. It identifies the top 5 themes as: [1] Network design; [2] Channel control; [3] In-house or 3PL; [4] Re-tender; and [5] Cost to serve. For each theme, the document provides viewpoints and considerations for defining a company's warehouse and distribution strategy.
This document discusses fundamentals of logistics and supply chain management. It addresses key aspects of logistics systems including warehouse management, inventory management, transportation management, and integration with suppliers and customers. Specific areas covered include receiving, putaway, inventory tracking, order fulfillment, shipping, transportation routing and optimization, performance tracking, and questions executives may ask about logistics. The document emphasizes how an integrated logistics platform can increase efficiency, reduce costs, and improve metrics like fill rates and inventory turns.
Is your logistics strategy achieving the levels of control and stability necessary to deliver on customer expectations? Are your logistics processes designed for daily visibility, waste reduction, and supply chain collaboration? In this first webinar of the Lean Logistics Series, learn the critical components of a lean logistics operational strategy that will position your company for competitive advantage.
Gitanjali Dhanesh is a senior SAP consultant with over 8 years of experience working with clients like Hewlett-Packard and RR Donnelley. She has extensive experience in SAP MM, procurement, inventory management, and supply chain. Her most recent role involved transitioning Scitex's order fulfillment and purchase order processes from Oracle to SAP R/3 at HP in Barcelona, Spain. She is proficient in ECC 6.0, ASAP methodology, and various SAP MM modules.
Logistics and Supply Chain Management-OverviewThomas Tanel
Logistics and supply chain management involves planning and controlling the flow of materials and finished goods from suppliers to customers. It includes functions like procurement, manufacturing, warehousing, and transportation. Effective logistics is important for reducing costs, improving customer satisfaction, and optimizing inventory levels. New technologies allow greater visibility into global supply chains and more integrated planning across organizations. Measuring key performance indicators is essential for evaluating supply chain performance and identifying areas for improvement.
In this panel discussion, you will learn how Best-in-class companies leverage collaborative Supplier Management to mitigate supply chain risk and improve overall supplier performance. The session will examine proven techniques to become "Customer of Choice" even in the tightest of supply markets by building supplier management initiatives that provides transparency, fosters collaboration, and shared risks and incentives with key suppliers.
LeanCor is a consulting and operations company dedicated to applying lean principles across supply chains. It has over 100 employees across 10 US and Canadian locations. LeanCor helps customers prepare their people through training, perfect their processes through consulting, and execute and sustain lean operations. Its services bridge lean theory with operational reality. LeanCor uses tools and techniques like pull systems, reducing non-value-add activity, and measuring total cost of ownership to help customers reduce lead times, create velocity, and reduce variation in their supply chains.
- Learn a step-by-step description of an ideal approach to benchmarking.
- Why qualitative and quantitative benchmarking go hand-in-hand.
- Steps to setting up a benchmarking program
Presented by: Michael Mikitka, CEO, Warehousing Education & Research Council (WERC)
November 28, 2012 - Consumer Goods Supply Chain Officer Summit 2012 - Shanghai Pudong, China
LeanLogistics provides transportation management services and technology solutions to help companies optimize their supply chains. Their flagship product is an on-demand transportation management system (TMS) that gives users access to LeanLogistics' network of carriers and transportation data. They also offer managed transportation services, freight optimization services, and consulting. LeanLogistics helps clients implement their solutions quickly, achieve visibility across their supply chains, and realize cost savings and other benefits.
The document discusses optimizing working capital management (WCM) and supply chain management (SCM) by integrating the two areas. It provides overviews of SCM and WCM, including their impact on financial metrics and cash flow. The document advocates reviewing WCM policies and procedures, forecasting WCM needs, and establishing an integrated SCM and WCM framework with aligned metrics to improve financial and operational performance.
Supply Chain Strategy with an Assessment done for a Consumer Products Company with a presence in Europe, North America and Asia. Listing this to show format details for Supply Chain Strategy, and will also put a shorter version on as a Case Study for CI in Supply Chain. We put this on in so much detail to provide people with a guide and base for others to do similar projects (and if they need help, we'd love to speak with them). Good luck and feel free to reach out to me if you have questions on some of the formats or how to do the analysis being suggested.
The document provides an overview of lean logistics and lean thinking. It discusses:
- What lean logistics is and how it aims to eliminate waste in supply chains.
- The key principles of lean thinking such as determining value, identifying process steps, improving flow, and relying on pull from customers.
- Where lean logistics can be applied, including manufacturing, offices, auto mechanics, product design, and hospitals.
- Steps for achieving lean logistics including focusing on total fulfillment cost and collaborating on standard processes.
- A case study where Fujitsu implemented lean practices in its supply chain and achieved a 13% reduction in costs.
[JDA FOCUS 2014] Managing Transportation Capacity in a Dynamic Market Chainalytics
Several economic and regulatory changes have created a recent slew of evangelizers, each with their own convictions about the impending future of transportation.
Amy Bare of Kimberly-Clark and Kevin Zweier of Chainalytics help to separate myth from reality to understand the current state of the market. Discussions on best practices for managing transportation capacity, including how procurement exercises and fleet modeling can mitigate your risk, will be reviewed.
This document discusses inventory optimization strategies for companies. It begins by stating that optimal inventory levels balance inventory costs, service levels, and sales. It then explores key drivers of inventory optimization, including sales and operations planning, inventory management, demand planning, vendor management, and key performance indicators. The document emphasizes that inventory optimization requires balancing inventory reduction with maintaining adequate service levels.
This document outlines the standard operating procedures for Bridge International's supply chain process. It describes the responsibilities of various roles and steps in the procurement, receiving, logistics, warehouse, and payment processes. Procurement officers source goods, warehouse staff receive and store items, logistics coordinate deliveries, and finance pays transporters. The goal is to clearly document the supply chain workflow and ensure efficient delivery of materials to schools.
Link (Non)Financial To Supply Chain Performance MetricsAnand Subramaniam
The document discusses developing supply chain and non-financial metrics to measure performance. It recommends mapping the supply chain, analyzing where value is created, and developing customer and supplier profit and loss statements. Examples of potential metrics are provided for various parts of the supply chain, including customer service, distribution, receiving, procurement, fulfillment, transport, and financial metrics like costs, margins and inventory turns. The conclusion states that an effective measurement system is needed to drive desired performance and strategy goals across the supply chain and aligned both within and between firms.
The document discusses the four key enablers of supply chain management: organizational infrastructure, technology, strategic alliances, and human resource management. Organizational infrastructure involves business strategies, process flows, cross-functional teams and processes. Technology impacts operations through data coordination and linking SCM to ERP systems. Strategic alliances are built on clear expectations and collaboration. Human resource management includes sourcing skilled employees, compensation programs, and defining job descriptions to manage SCM.
The document describes the SCOR (Supply Chain Operations Reference) model, which is a standardized framework for managing supply chain processes across industries. It provides an integrated approach combining concepts from business process reengineering, benchmarking, and process measurement. The SCOR model defines five core management processes - plan, source, make, deliver, return - and three levels of detail to describe supply chain activities.
The document outlines a 5-year supply chain plan for IITA. It discusses defining a mission focused on excellent customer service, best value, and benchmarking commercial best practices. It notes the supply chain should support organizational needs. The plan involves analyzing strengths and weaknesses, setting targets and KPIs, and improving procurement processes, inventory control, transportation networks, and long-term objectives. The goals are responsive, flexible supply chains that reduce costs and increase visibility and control.
Supply chain management involves coordinating activities from suppliers to customers. It aims to acquire materials, convert them into finished products, and deliver them to customers. The key is integrating business processes like procurement, production, and distribution. Information and material must flow throughout the supply chain. The overall goal is meeting customer demand efficiently while achieving business objectives like revenue growth, better asset use, and cost reduction. An effective supply chain considers design, planning at strategic, tactical and operational levels, and transaction processing. It requires collaboration across functions to compress time and ensure quality from suppliers to customers.
This document contains details about Burak Kayabaşı's education, certificates, work experience, competencies, strengths, vision, and strategic suggestions for business development. It summarizes his experience in supply chain management, logistics, and operations management roles spanning various industries. His objective is to effectively manage supply chains and achieve sustainable and profitable growth for organizations.
The document describes the implementation of Lean tools and techniques in the Material Supply Chain area of an aircraft engineering company. Specifically, it details how 5S and activity sampling were used to improve processes in the stores department and engineering hangar. 5S was applied to better organize the stores area, resulting in improved flow and higher stock accuracy. Activity sampling identified unnecessary waiting times for engineers collecting tools, which informed changes to the layout and process that reduced walking times by 50% and recovered over 1,000 hours per year for production. Overall, the Lean projects increased customer satisfaction and the organization's on-time performance.
The document provides an overview of lean supply chain management and logistics. It discusses key concepts like:
- Supply chain management encompasses planning and managing all sourcing, procurement, conversion, and logistics activities, along with coordination with partners.
- Logistics management refers to planning, implementing, and controlling efficient forward and reverse flow of goods, services and information from origin to consumption.
- Lean focuses on eliminating waste to reduce cycle times, increase capacity and customer value. This includes concepts like pull systems, kanban signals, and optimizing value-added versus non-value added processes.
- Cross-docking and other warehouse optimization techniques can help reduce inventory levels, waiting times and delivery times
Cloudbyz ppm, integrated enterprise ppm-alm-apm on force.comDinesh Sheshadri
Cloudbyz PPM is an integrated enterprise project portfolio management (PPM), application life cycle management (ALM) and application portfolio management (APM) built on Salesforce 1 platform. Cloudbyz PPM is focused on providing agility, real-time visibility and enhanced collaboration and productivity to CIO / IT organization.
Production, Logistics, and Purchase strategyPrashant Mehta
The document discusses production, logistics, and purchase strategies. It covers key topics such as production system formulation, operations planning and control, logistics strategies, supply chain management, outsourcing considerations, and purchasing strategies. The main points are: production strategy involves decisions around capacity, technology usage, and meeting customer needs; logistics strategies must address transportation and inventory management; and successful supply chain management requires integration between suppliers, manufacturers, and customers.
This candidate has over 27 years of experience delivering IT projects using Agile and waterfall methodologies. They have experience managing teams of up to 100 people on projects up to $60M. Their background includes implementing systems like Salesforce, Workday, Hyperion, and trading/risk platforms. They are skilled in Agile practices like Scrum and SAFe as well as data governance.
- The document provides information about an individual with a Ph.D. in Management Science and experience in supply chain and manufacturing roles.
- They have founded an organization called kreativekrowd and blog about supply chain topics on their website muddassirism.com.
- The document includes an example of a supply chain SWOT analysis and discusses various aspects of developing a supply chain strategy including people, systems, core processes, and execution.
Supporting New Products In The Supply ChainDrew Forte
The document discusses how supply chains can better support new product launches. It argues that supply chains need improved cross-functional planning between areas like package design, transportation modeling, and cost calculation. It also argues that supply chains need more agile execution capabilities like postponement, improved demand visibility, distributed order management, and intuitive fulfillment technologies. Successful companies link cross-functional planning with agile supply chain execution to support new product introductions.
Shared services - A Strategic Cost Management PlatformSanjay Chaudhuri
Shared Services Platform (as self defining as it can be) promotes the idea of 'sharing' within an organization or group or may also be provided as 3rd party SBU services.
Creating a Single point of contact for all service deliveries, enabling Cost effective solutions, leverage Automation, optimize workforce and the Speed to fulfillment is the key to success of such organizations.
More and more companies are moving to such platforms and the success rate is very high.
Rapid Deployment of ERP solutions using agile practices by Husni Roukbi Agile ME
This document discusses implementing ERP solutions using agile methods to enable faster deployment. It advocates using an agile approach with rapid incremental delivery to provide quicker time to value over traditional waterfall implementations that can take 18 months. Key aspects of the rapid agile approach discussed include value stream mapping to optimize processes, building and releasing solutions incrementally in sprints, and conducting data conversion, integration testing, user acceptance testing and go-lives on separate cadences post deployment and rollout. The document provides guidance on addressing challenges to adopting agile for ERP projects and lists critical activities like establishing a champion, integrating change management, and dedicating resources to support an accelerated schedule.
The document discusses the skills required for supply chain management in the healthcare industry. It identifies that supply chain managers are responsible for supporting the network of delivering products and services across the entire supply chain. Some key skills and competencies required include warehouse management, transportation management, risk management, customer relationship management, and applying lean and six sigma tools to improve supply chain processes. Supply chain managers need technical knowledge as well as foundation competencies in areas like problem solving, teamwork, and analytical thinking.
Case study value of it strategy in hi tech industryiasaglobal
1. The document discusses the value of IT strategy in the high-tech industry and outlines several capability areas and models that an IT strategy should address, including business value, domain modeling, process modeling, and adoption to the operating model.
2. It then provides examples of how IT strategy can help complex equipment manufacturers by enabling multi-tier supply chain planning, efficient production through flow manufacturing, and integrated logistics.
3. Finally, it discusses how enterprise architecture, along with tools like COBIT and ITIL, can be used to provide visibility, control, and efficiency across the business.
Michael Davidson has over 25 years of experience as a Solution Architect and Senior Business Analyst delivering IT solutions. He has expertise in solution architecture, business analysis, and project management. Some of his projects include the Enhanced Data Collection Solution for the Ontario Ministry of Education, which collects and manages education information, and systems for the Ontario Ministry of Transportation related to vehicle registration and commercial vehicle impoundment. He utilizes various technologies, frameworks, and tools in his work.
Mother Dairy handles the supply chain of milk distribution in Delhi, collecting and processing over 650,000 liters of milk per day from hundreds of cooperatives. It pasteurizes and homogenizes the milk before loading it into specialized tankers for distribution to over 500 of its own booths and other dealers across Delhi. It offers various milk products and over 30 flavors of ice cream. Managing the demand planning and production scheduling of distributing such a crucial product is very important for its supply chain performance.
4sl Group is a specialist in IT service management and data protection services founded in 2007. It has experienced rapid revenue growth and now has 65 employees across offices in London, Lisbon, Houston, Singapore, and Chennai. Recent projects include helping HSBC reduce infrastructure delivery times, implementing ServiceNow across UBS, and designing a consolidated service desk for Unilever. 4sl offers services around ITSM transformations including landscape assessments, process optimization, and execution support. They emphasize establishing a structured service catalogue and request management processes to improve IT service delivery.
Globalization is no longer a challenge of the future, rather a recognized fact in daily business. With increasing complexity in supply chains, it is becoming more difficult to efficiently control them.Together with our customers, we optimize supply chains from strategic orientation to daily operations. We increase overall potentials and position your supply chain optimally over the long-term through a detailed analysis of customer expectations, the integration of all levels of hierarchy involved and by developing relationships with strategic suppliers.
Sabrion has a highly qualified team of retail/manufacturing process experts and IT consultants, supporting both short and long-term needs. Our FastForward implementation methodology to support PLM and Merchandise planning.
Project Management
PMI – Project Management Institute
PMBOK – Project Management Body of Knowledge
Agile – We utilize Agile, Scrum, and Extreme methodologies when appropriate
We are flexible to embrace the methodologies used by our customers an business partners
Retail/Manufacturing Business Process Re – Engineering
As-Is and To-Be Modeling, SIPOC, RACI, Impact Analysis, Standard Operating Procedures
Application Design, Development and Integration
UML – Unified Modeling Language
Open Internet and Standards, HTML5, CSS3, JQuery, Javascript, Web Frameworks
Application Architecture
Application Infrastructure Design – Virtualization, Cloud, Application Servers, Storage, Web DMZ
Global Network Design – LAN, WAN, MPLS, Reverse Proxy, CDN
Deployment Architecture – Dev, QA, Staging, Production
1) The document discusses the resource-based view of the firm, which argues that a firm's resources and capabilities are the source of its competitive advantage.
2) Core competencies are the activities a firm performs better than competitors and are difficult to imitate, allowing for sustained competitive advantage.
3) Resources can be tangible (physical/financial assets) or intangible (human capital, organizational processes, reputation). Capabilities are how the firm combines resources.
4) For resources/capabilities to provide sustained advantage, they must be valuable, rare, costly to imitate, and the firm must be organized to exploit them.