Understand the relationship between supply chain management (SCM) and organisational business objectives
Explain the importance of effective supply chain management in achieving organisational objectives
Explain the link between supply chain management and business functions in an organisation
Discuss the key drivers for achieving an integrated supply chain strategy in an organisation
Be able to use information technology to optimize supplier relationships in an organisation
Evaluate the effectiveness of strategies used by an organisation to maintain supplier relationships
Task 2.2: Use information technology to create strategies to develop an organisation’s relationship with its suppliers
Develop systems to maintain an organisation’s relationship with its suppliers
Case Study of a maintaining organization’s relationship with suppliers:
Understand the role of information technology in supply chain management
Assess how information technology could assist integration of different parts of the supply chain of an organisation
Task 3.2: Evaluate how information technology has contributed to the management of the supply chain of an organisation
Assess the effectiveness of information technology in managing the supply chain of an organisation
Understand the role of logistics and procurement in supply chain management
Explain the role of logistics in supply chain management in an organisation
Strategic supply chain management and logisticsBhavi Bhatia
Thanks to all my readers. It gives boost when I get calls from my readers and am always happy to revert back to my followers and readers. I am sorry if I am unable to reply to all the e-mails due to my busy schedule.
Contact me for any type of assignments help(nominal charges).
Thanks and Regards,
Er. Bhavi Bhatia
e-mail: bhavi.bhatia.411@gmail.com
Phone: +91-7696003714, +91-9814614666
This presentation deals with the basics of Supply Chain Management.It gives short notes on what is it that makes a complete supply chain network and industrial terminologies are explained here.
• Make Versus Buy
• Benefit of Outsourcing
• Source of Supplier Information
• Strategis Selection
• Supplier Relationship Management (SRM)
• Industry Example
Strategic supply chain management and logisticsBhavi Bhatia
Thanks to all my readers. It gives boost when I get calls from my readers and am always happy to revert back to my followers and readers. I am sorry if I am unable to reply to all the e-mails due to my busy schedule.
Contact me for any type of assignments help(nominal charges).
Thanks and Regards,
Er. Bhavi Bhatia
e-mail: bhavi.bhatia.411@gmail.com
Phone: +91-7696003714, +91-9814614666
This presentation deals with the basics of Supply Chain Management.It gives short notes on what is it that makes a complete supply chain network and industrial terminologies are explained here.
• Make Versus Buy
• Benefit of Outsourcing
• Source of Supplier Information
• Strategis Selection
• Supplier Relationship Management (SRM)
• Industry Example
Development of a procurement strategy and making the aquisition and purchasing choice by Derek Hendrikz. passive, independent, supportive and integrative strategies. Outsourcing vs. insourcing and bottle neck, critical, routine and leverage sourcing discussed.
www.derekhendrikz.com
Strategic supply chain management and logisticsBhavi Bhatia
3.1 assess how information technology could assist integration of different parts of the supply chain of an organization
3.2 evaluate how information technology has contributed to the management of the supply chain of an organization
3.3 assess the effectiveness of information technology in managing the supply chain of an organization
4.1 explain the role of logistics in supply chain management in an organization
4.2 evaluate procurement practices in an organization
4.3 discuss the factors that must be
considered when improving logistics and procurement practices in an organization
5.1 plan a strategy to improve an organisation’s supply chain
5.2 assess how a supply chain improvement strategy will benefit overall business performance in an organization
5.3 explain how barriers will be overcome in an organization when implementing a supply
chain improvement strategy
Development of a procurement strategy and making the aquisition and purchasing choice by Derek Hendrikz. passive, independent, supportive and integrative strategies. Outsourcing vs. insourcing and bottle neck, critical, routine and leverage sourcing discussed.
www.derekhendrikz.com
Strategic supply chain management and logisticsBhavi Bhatia
3.1 assess how information technology could assist integration of different parts of the supply chain of an organization
3.2 evaluate how information technology has contributed to the management of the supply chain of an organization
3.3 assess the effectiveness of information technology in managing the supply chain of an organization
4.1 explain the role of logistics in supply chain management in an organization
4.2 evaluate procurement practices in an organization
4.3 discuss the factors that must be
considered when improving logistics and procurement practices in an organization
5.1 plan a strategy to improve an organisation’s supply chain
5.2 assess how a supply chain improvement strategy will benefit overall business performance in an organization
5.3 explain how barriers will be overcome in an organization when implementing a supply
chain improvement strategy
Determinants of Supply Chain Performance of Indian Manufacturing OrganizationsWaqas Tariq
This paper aims at proposing various determinants of supply chain performance of Indian manufacturing organizations. The determinants are summarized based on extensive literature review of empirical research articles on supply chain management (SCM) and performance measurement approaches. This study is a part of a larger research project exploring SC related practices. A critical analysis is carried out so as to identify research gaps in context of performance measurement of supply chains, as well as to propose directions for future research. A conceptual model is also proposed. Critical investigation of selected articles led to an idea that there can be significant effect of selected variables on SC Performance. It is to be seen that how various parameters, taken from the literature review, affect SC performance and ultimately contributing to its competitiveness. The various parameters like supplier-buyer relations, external supply chain, environmental factors, human metrics, information sharing and performance measurement approaches are taken in a single study in the context of Indian manufacturing organizations. Based on a pilot study with sample size of 100, empirical tests resulted in reduction of items. Based on the obtained results, the organizations can enhance the SCM performance by improving the current practices/strategies through focusing on the determinants that significantly influence SCM performance. Further research can be carried out by using data of various supply chains of other sectors and industries of India to generalize the research.
Supply Chain Management is already a common phenomenon to improve efficiency in selling. This presentation emphasizes the systematic management of such process which is well advanced today.
Sample Assignment on Human Resource ManagementAdam Jackson
Are you facing assignment related problems? Don't worry read the samples provided by Assignment Prime which helps the students to improve their grades. For online assignment help you can contact our professional writers at any time. Place your order now to achieve academic success.
What is supply chain management programBrijesh Kandu
The Supply Chain Management Program integrates topics from manufacturing operations, purchasing, transportation, and physical distribution into a unified program. Successful supplychain management, then, coordinates and integrates all of these activities into a seamless process.
The role of manufacturing operations is the process of beginning a production process to a task of final assem-bly, with increased reliance on a significant number of supply chain participants who have differing objectives, perspectives and processes. However, an effective partnering between companies and their suppliers remains a key to lean supply chain management excel-lence. A lean supply chain offers competitive advantage to the suppliers, therefore the need for the Nigerian mar-ket to embrace the idea of lean based supply chain system. This paper examines the prospects of transforming from the traditional supply chain system to a lean supply chain system in Nigeria. But it is noted that the process could be tasking. It was observed that to succeed in lean supply chain management, organizations must be willing to share risks and rewards, and to build the underlying infrastructure to apply these tools. In this paper it was resounded that the rewards could be in-flaming as various benefits such as a stronger costumer, supplier relationship, increased competitive advantage with velocity of supply etc, applies. It is concluded that, to the Nigerian economy it will be increased cash flow from the costumers and increased market forces.
Ultriva, a supply chain management software company, implemented a demand driven manufacturing model by providing full visibility, scheduling, and sequencing of production of customer orders at the cell level for a manufacturing plant. Previously it took ten days before the order reached the factory floor; orders were scheduled on a weekly basis, causing an overall lead time of fifteen days. Now it is down to two.
This article originally appeared in Automation and Controls Today Magazine.
http://www.aandctoday.com/technical-article/195-the-solution-is-consumption-based-replenishment
Serialized Optimization Of Supply Chain Model Using Genetic Algorithm And Geo...Jonathan Lobo
• “Serialized Optimization Of Supply Chain Model Using Genetic Algorithm And Geometric Predictions” in international journal for science and advance research in technology Volume 2,Issue 10 in October 2016
Enhanced Order and Demand Management Systems1Enhanced Order and.docxSALU18
Enhanced Order and Demand Management Systems1
Enhanced Order and Demand Management Systems7 Enhanced Order and Demand Management Systems
Prateek Gupto
Harrisburg University
Abstract
Order and demand management is by far one of the prime aptitudes of supply chain and businesses. At present, maintaining a consistency in order management and fulfillment is more important for smooth functioning of a firm. At the same time, it has become tougher than ever. The reasons are familiar to any company operating in the global arena. This is mainly because rise in the complexity of order and delivery management process networks, the complexity of global supply chains and the increase in the awareness and outlook of customers and consumers. (Pearcy, 2013)
Every Retail Operations order management division in supply chain system would want to have an optimal way to capture and fulfil retail sales orders so that all the orders get processed, exceptions are flagged and resolved in time to meet the customer’s RDD (Requirement Delivery Date). Currently the most widely used systems by top tier companies are SAP EMW, NetOps, Oracle and others. But, these prove to cost companies a lot for contracting their services and becomes a big challenge specially when there’s an upgrade (e.g. Oracle 11g to 12 migration), ultimately costing companies. So, to overcome these challenges we can develop and introduce an independent in-house Order and Inventory management ERP system in Supply Chain Management division to capture all the B2B orders. The system will schedule a process which will run every half hour to sync all the retail orders inside the Order Management system to master database of supply chain. This in-house built system will act as the source of truth to view the information that is related to the whole lifecycle of B2B orders
Keywords: Order Management, Order Fulfilment, Demand Management, Inventory Management, Logistics, Logistic System, Warehouse, B2B orders, Warehouse Management
Table of Contents
Abstract2
Enhanced Order and Demand Management Systems4
Relation to CPT4
What HCL does?4
Overview of CPT Assignment.5
Relation to ISEM.5
Introduction6
Why do we need such system in SC Engineering?7
Key terms and Definitions8
Problem Statement and Justification9
Literature Review10
Proposed
Solution
Approach and Work Plan12
Conclusion13
References14
Enhanced Order and Demand Management Systems
Relation to CPT
My current CPT assignment is with the Global IT consulting firm, HCL Americas Inc. HCL America was established in 1989, headquartered in Sunnyvale, California. Based on a in depth assessment of the market and customer insights, HCL follows comprehensive services and portfolio that establishes it as one of the most reliable IT companies in the US.What HCL does?
“HCL uses its Integrated Infrastructure and Operations Management (IOMC) model to improve the supply chain and logistics for its customers which significantly reduces the vendor management overhea ...
Assess the purpose of strategic human resource management activities in an organisation & evaluate the contribution of strategic human resource management to the achievement of an organization’s objectives
Be able to develop human resource plans for an organisation
Critically evaluate how a human resources plan can contribute to meeting an organization's objectives
Understand human resources policy requirements in an organisation
Explain the purpose of human resource management policies in organisations
Developing strategic management and leadership skillsBhavi Bhatia
Strategic management and Leadership are about set a new direction for a group of people on other hand when we discuss about management it is about directing and controlling according to established principles. Moreover there are many theories we discussed for example participative theory, path goal theory and transactional theory each and every theory is very useful in leadership role if I want to become a good leader I should use all these theories, styles and model on right way and right time. Recently business environment is dynamic I need to be a change with it with different thing, target different market work with competitors. As a leader of big organisation I don’t need to communicate with my employees but actually I need to connect with them. Finally I have mentioned the methods of full range of leadership development which is also very useful in this assignment of leadership.
A leadership is the bridge between strategic management and their target. It’s because of a leadership that organization gets their desired tasks and targets.
Management is responsible for people and resources in a unit according to rules or values that have already been set while the leadership set a direction to the people in group.
Good leadership and effective management are always the key of success in any organization so both of these are the skills which going side by side without management a good leadership can only satisfy for the time being not in a long term same as an effective management is nothing without the good leadership.
When great leadership is jointed with effective management, you are able to set a direction and be able to allocate the resources the way you want. Not only that, you will achieve your goal the way you have thought and the way you want to achieve.
Research methods for strategic managersBhavi Bhatia
Thanks to all my readers. It gives boost when I get calls from my readers and am always happy to revert back to my followers and readers. I am sorry if I am unable to reply to all the e-mails due to my busy schedule.
Contact me for any type of assignments help(nominal charges).
Thanks and Regards,
Er. Bhavi Bhatia
e-mail: bhavi.bhatia.411@gmail.com
Phone: +91-9779703714, +91-9814614666
Thanks to all my readers. It gives boost when I get calls from my readers and am always happy to revert back to my followers and readers. I am sorry if I am unable to reply to all the e-mails due to my busy schedule.
Contact me for any type of assignments help(nominal charges).
Thanks and Regards,
Er. Bhavi Bhatia
e-mail: bhavi.bhatia.411@gmail.com
Phone: +91-9779703714, +91-9814614666
Thanks to all my readers. It gives boost when I get calls from my readers and am always happy to revert back to my followers and readers. I am sorry if I am unable to reply to all the e-mails due to my busy schedule.
Contact me for any type of assignments help(nominal charges).
Thanks and Regards,
Er. Bhavi Bhatia
e-mail: bhavi.bhatia.411@gmail.com
Phone: +91-9779703714, +91-9814614666
Thanks to all my readers. It gives boost when I get calls from my readers and am always happy to revert back to my followers and readers. I am sorry if I am unable to reply to all the e-mails due to my busy schedule.
Contact me for any type of assignments help(nominal charges).
Thanks and Regards,
Er. Bhavi Bhatia
e-mail: bhavi.bhatia.411@gmail.com
Phone: +91-9779703714, +91-9814614666
Thanks to all my readers. It gives boost when I get calls from my readers and am always happy to revert back to my followers and readers. I am sorry if I am unable to reply to all the e-mails due to my busy schedule.
Contact me for any type of assignments help(nominal charges).
Thanks and Regards,
Er. Bhavi Bhatia
e-mail: bhavi.bhatia.411@gmail.com
Phone: +91-9779703714, +91-9814614666
When most people in the industry talk about online or digital reputation management, what they're really saying is Google search and PPC. And it's usually reactive, left dealing with the aftermath of negative information published somewhere online. That's outdated. It leaves executives, organizations and other high-profile individuals at a high risk of a digital reputation attack that spans channels and tactics. But the tools needed to safeguard against an attack are more cybersecurity-oriented than most marketing and communications professionals can manage. Business leaders Leaders grasp the importance; 83% of executives place reputation in their top five areas of risk, yet only 23% are confident in their ability to address it. To succeed in 2024 and beyond, you need to turn online reputation on its axis and think like an attacker.\
Key Takeaways:
- New framework for examining and safeguarding an online reputation
- Tools and techniques to keep you a step ahead
- Practical examples that demonstrate when to act, how to act and how to recover
The digital marketing industry is changing faster than ever and those who don’t adapt with the times are losing market share. Where should marketers be focusing their efforts? What strategies are the experts seeing get the best results? Get up-to-speed with the latest industry insights, trends and predictions for the future in this panel discussion with some leading digital marketing experts.
Core Web Vitals SEO Workshop - improve your performance [pdf]Peter Mead
Core Web Vitals to improve your website performance for better SEO results with CWV.
CWV Topics include:
- Understanding the latest Core Web Vitals including the significance of LCP, INP and CLS + their impact on SEO
- Optimisation techniques from our experts on how to improve your CWV on platforms like WordPress and WP Engine
- The impact of user experience and SEO
Search Engine Marketing - Competitor and Keyword researchETMARK ACADEMY
Over 2 Trillion searches are made per day in Google search, which means there are more than 2 Trillion visits happening across the websites of the world wide web.
People search various questions, phrases or words. But some words and phrases are searched
more often than others.
For example, the words, ‘running shoes’ are searched more often than ‘best road running
shoes for men’
These words or phrases which people use to search on Google are called Keywords.
Some keywords are searched more often than others. Number of times a keyword is searched
for in a month is called keyword volume.
Some keywords have more relevant results than others. For the phrase “running shoes” we
get more than 80M relevant results, whereas for “best road running shoes for men” we get
only 8.
The former keyword ‘running shoes’ has way more competition from popular websites to
new and small blogs, whereas the latter keyword doesn’t have that much competition. This
search competition for a keyword is called search difficulty of a keyword or keyword
difficulty.
In other words, if the keyword difficulty is ‘low’ or ‘easy’, there won’t be any competition
and if you target such keywords on your site, you can easily rank on the front page of Google.
Some keywords are searched for, just to know or to learn some information about something,
that’s their search intention. For example, “What shoe size should I choose?” or “How to pick
the right shoe size?”
These keywords which are searched just to know about stuff are called informational
keywords. Typically people who are searching this type of keywords are top of a Conversion
funnel.
Conversion funnel is the journey that search visitors go through on their way to an email
subscription or a premium subscription to the services you offer or a purchase of products
you sell or recommend using your referral link.
For some buyers, research is the most important part when they have to buy a product.
Depending on that, their journey either widens or narrows down. These types of buyers are
Researchers and they spend more time with informational keywords.
Conversion is the action you want from your search visitors. Number of conversions that you
get for every 100 search visitors is called Conversion rate.
People who are at different stages of a conversion funnel use different types of keywords.
Unleash the power of UK SEO with Brand Highlighters! Our guide delves into the unique search landscape of Britain, equipping you with targeted strategies to dominate UK search engine results. Discover local SEO tactics, keyword magic for UK audiences, and mobile optimization secrets. Get your website seen by the right people and propel your brand to the top of UK searches.
To learn more: https://brandhighlighters.co.uk/blog/top-seo-agencies-uk/
Come learn how YOU can Animate and Illuminate the World with Generative AI's Explosive Power. Come sit in the driver's seat and learn to harness this great technology.
SEO as the Backbone of Digital MarketingFelipe Bazon
In this talk Felipe Bazon will share how him and his team at Hedgehog Digital share our journey of making C-Levels alike, specially CMOS realize that SEO is the backbone of digital marketing by showing how SEO can contribute to brand awareness, reputation and authority and above all how to use SEO to create more robust global marketing strategies.
Monthly Social Media News Update May 2024Andy Lambert
TL;DR. These are the three themes that stood out to us over the course of last month.
1️⃣ Social media is becoming increasingly significant for brand discovery. Marketers are now understanding the impact of social and budgets are shifting accordingly.
2️⃣ Instagram’s new algorithm and latest guidance will help us maintain organic growth. Instagram continues to evolve, but Reels remains the most crucial tool for growth.
3️⃣ Collaboration will help us unlock growth. Who we work with will define how fast we grow. Meta continues to evolve their Creator Marketplace and now TikTok are beginning to push ‘collabs’ more too.
The session includes a brief history of the evolution of search before diving into the roles technology, content, and links play in developing a powerful SEO strategy in a world of Generative AI and social search. Discover how to optimize for TikTok searches, Google's Gemini, and Search Generative Experience while developing a powerful arsenal of tools and templates to help maximize the effectiveness of your SEO initiatives.
Key Takeaways:
Understand how search engines work
Be able to find out where your users search
Know what is required for each discipline of SEO
Feel confident creating an SEO Plan
Confidently measure SEO performance
Digital Commerce Lecture for Advanced Digital & Social Media Strategy at UCLA...Valters Lauzums
E-commerce in 2024 is characterized by a dynamic blend of opportunities and significant challenges. Supply chain disruptions and inventory shortages are critical issues, leading to increased shipping delays and rising costs, which impact timely delivery and squeeze profit margins. Efficient logistics management is essential, yet it is often hampered by these external factors. Payment processing, while needing to ensure security and user convenience, grapples with preventing fraud and integrating diverse payment methods, adding another layer of complexity. Furthermore, fulfillment operations require a streamlined approach to handle volume spikes and maintain accuracy in order picking, packing, and shipping, all while meeting customers' heightened expectations for faster delivery times.
Amid these operational challenges, customer data has emerged as an important strategy. By focusing on personalization and enhancing customer experience from historical behavior, businesses can deliver improved website and brand experienced, better product recommendations, optimal promotions, and content to meet individual preferences. Better data analytics can also help in effectively creating marketing campaigns, improving customer retention, and driving product development and inventory management.
Innovative formats such as social commerce and live shopping are beginning to impact the digital commerce landscape, offering new ways to engage with customers and drive sales, and may provide opportunity for brands that have been priced out or seen a downturn with post-pandemic shopping behavior. Social commerce integrates shopping experiences directly into social media platforms, tapping into the massive user bases of these networks to increase reach and engagement. Live shopping, on the other hand, combines entertainment and real-time interaction, providing a dynamic platform for showcasing products and encouraging immediate purchases. These innovations not only enhance customer engagement but also provide valuable data for businesses to refine their strategies and deliver superior shopping experiences.
The e-commerce sector is evolving rapidly, and businesses that effectively manage operational challenges and implement innovative strategies are best positioned for long-term success.
Mastering Multi-Touchpoint Content Strategy: Navigate Fragmented User JourneysSearch Engine Journal
Digital platforms are constantly multiplying, and with that, user engagement is becoming more intricate and fragmented.
So how do you effectively navigate distributing and tailoring your content across these various touchpoints?
Watch this webinar as we dive into the evolving landscape of content strategy tailored for today's fragmented user journeys. Understanding how to deliver your content to your users is more crucial than ever, and we’ll provide actionable tips for navigating these intricate challenges.
You’ll learn:
- How today’s users engage with content across various channels and devices.
- The latest methodologies for identifying and addressing content gaps to keep your content strategy proactive and relevant.
- What digital shelf space is and how your content strategy needs to pivot.
With Wayne Cichanski, we’ll explore innovative strategies to map out and meet the diverse needs of your audience, ensuring every piece of content resonates and connects, regardless of where or how it is consumed.
Short video marketing has sweeped the nation and is the fastest way to build an online brand on social media in 2024. In this session you will learn:- What is short video marketing- Which platforms work best for your business- Content strategies that are on brand for your business- How to sell organically without paying for ads.
Digital marketing is the art and science of promoting products or services using digital channels to reach and engage with potential customers. It encompasses a wide range of online tactics and strategies aimed at increasing brand visibility, driving website traffic, generating leads, and ultimately, converting those leads into customers.
https://nidmindia.com/
Videos are more engaging, more memorable, and more popular than any other type of content out there. That’s why it’s estimated that 82% of consumer traffic will come from videos by 2025.
And with videos evolving from landscape to portrait and experts promoting shorter clips, one thing remains constant – our brains LOVE videos.
So is there science behind what makes people absolutely irresistible on camera?
The answer: definitely yes.
In this jam-packed session with Stephanie Garcia, you’ll get your hands on a steal-worthy guide that uncovers the art and science to being irresistible on camera. From body language to words that convert, she’ll show you how to captivate on command so that viewers are excited and ready to take action.
Financial curveballs sent many American families reeling in 2023. Household budgets were squeezed by rising interest rates, surging prices on everyday goods, and a stagnating housing market. Consumers were feeling strapped. That sentiment, however, appears to be waning. The question is, to what extent?
To take the pulse of consumers’ feelings about their financial well-being ahead of a highly anticipated election, ThinkNow conducted a nationally representative quantitative survey. The survey highlights consumers’ hopes and anxieties as we move into 2024. Let's unpack the key findings to gain insights about where we stand.
1. Introduction
The best companies around the world are discovering a powerful new source of competitive
advantage. It's called supply-chain management and it encompasses all of those integrated
activities that bring product to market and create satisfied customers. The Supply Chain
Management Program integrates topics from manufacturing operations, purchasing,
transportation, and physical distribution into a unified program. Successful supply chain
management, then, coordinates and integrates all of these activities into a seamless process. It
embraces and links all of the partners in the chain. In addition to the departments within the
organization, these partners include vendors, carriers, third party companies, and information
systems providers.
Within the organisation, the supply chain refers to a wide range of functional areas. These
include Supply Chain Management-related activities such as inbound and outbound
transportation, warehousing, and inventory control. Sourcing, procurement, and supply
management fall under the supply-chain umbrella, too. Forecasting, production planning and
scheduling, order processing, and customer service all are part of the process as well.
Importantly, it also embodies the information systems so necessary to monitor all of these
activities.
Simply stated, "The supply chain encompasses all of those activities associated with moving
goods from the raw-materials stage through to the end user." Advocates for this business
process realised that significant productivity increases could only come from managing
relationships, information, and material flow across enterprise borders. One of the best
2. definitions of supply-chain management offered to date comes from Bernard J. (Bud)
LaLonde, professor emeritus of Supply Chain Management at Ohio State University.
LaLonde defines supply-chain management as follows: "The delivery of enhanced customer
and economic value through synchronised management of the flow of physical goods and
associated information from sourcing to consumption.”As the "from sourcing to
consumption" part of our last definition suggests, though, achieving the real potential of
supply-chain management requires integration--not only of these entities within the
organisation, but also of the external partners. The latter include the suppliers, distributors,
carriers, customers, and even the ultimate consumers. All are central players in what James E.
Morehouse of A.T. Kearney calls the extended supply chain. "The goal of the extended
enterprise is to do a better job of serving the ultimate consumer”, Superior service, he
continues, leads to increased market share. Increased share, in turn, brings with it competitive
advantages such as lower warehousing and transportation costs, reduced inventory levels, less
waste, and lower transaction costs. The customer is the key to both quantifying and
communicating the supply chain's value, confirms Shrawan Singh, vice president of
integrated supply-chain management at Xerox. "If you can start measuring customer
satisfaction associated with what a supply chain can do for a customer and also link customer
satisfaction in terms of profit or revenue growth," Singh explains, "then you can attach
customer values to profit & loss and to the balance sheet."
3. Task 1: Understand the relationship between supply chain management (SCM) and
organisational business objectives
Task 1.1: Explain the importance of effective supply chain management in achieving
organisational objectives
In the ancient Greek fable about the tortoise and the hare, the speedy and overconfident rabbit
fell asleep on the job, while the "slow and steady" turtle won the race. That may have been
true in Aesop's time, but in today's demanding business environment, "slow and steady" won't
get you out of the starting gate, let alone win any races. Managers these days recognise that
getting products to customers faster than the competition will improve a company's
competitive position. To remain competitive, companies must seek new solutions to
important Supply Chain Management issues such as modal analysis, supply chain
management, load planning, route planning and distribution network design. Companies must
face corporate challenges that impact Supply Chain Management such as reengineering
globalisation and outsourcing. Why is it so important for companies to get products to their
customers quickly? Faster product availability is key to increasing sales, says R. Michael
Donovan of Natick, Mass, a management consultant specialising in manufacturing and
information systems. "There's a substantial profit advantage for the extra time that you are in
the market and your competitor is not," he says. "If you can be there first, you are likely to
get more orders and more market share." The ability to deliver a product faster also can make
or break a sale. "If two alternative products appear to be equal and one is immediately
available and the other will be available in a week, which would you choose? Clearly,
"Supply Chain Management has an important role to play in moving goods more quickly to
their destination."
An example of a Supply Chain Management application:
To Reduce Cycle Time, Kick Those Bad Habits. One of the chief causes of excessive order-to-
delivery cycle times is the existence of longstanding "bad habits" that result when
companies fail to revise internal processes to reflect market changes. The existence of
separate, independent departments tends to perpetuate these inefficient practices. Taking the
supply-chain management view, on the other hand, helps companies identify the cumulative
effects of those individual procedures. Eliminating such bottlenecks improves product
availability and speeds delivery to customers--both of which can increase sales and profits.
4. The case: Consultant R. Michael Donovan illustrates the point with the tale of a client that
manufactures a made-to-order machine part. Average order-to-delivery time varied between
six and nine weeks. As a result, the manufacturer was losing business to "replicators" that
could produce low-quality "knockoff" versions in just three weeks. Donovan and his
colleagues analyzed the manufacturer's entire supply chain, from order entry and raw-materials
supply all the way to final delivery.
They found problems at every step of the way: Handwritten orders were being rekeyed
into the materials-planning system on weekends, which meant that some orders were sitting
around unprocessed for an entire week. On Monday mornings, production control would be
overwhelmed with a week's worth of orders. It often took them several days to plough
through the backlog and issue manufacturing orders.
Once those orders had been cut, the engineering department required one week to produce
technical drawings. They needed several more days to match up drawings with orders and
other documentation. Those information packets then would go to the manufacturing line,
where the scheduling system allowed three weeks' time for production. "Orders could be
sitting there for almost three weeks before going into production, even though the actual time
required to produce an item ranged from a few hours to one full day," Donovan recalls.
The solution: Supply Chain experts were able to slash order-processing time, including the
generation of engineering drawings, from about two and a half weeks to one day. They made
some alterations to the manufacturing process to speed up production. While they were
cutting waste out of physical processes, the consultants also were finding ways to speed up
the flow of information and to improve the accuracy of production orders. Today, materials
flow is closely correlated with information flow, and lead-times have been cut from an
average of six to nine weeks down to fewer than three weeks.
The payoff: The payoff has been enormous. Instead of steadily losing market share to the
replicators, the manufacturer has doubled sales volumes. It has reaped an added benefit as
well, because quality remains very high, the manufacturer has been able to charge more for
its products, generating even greater profits. Donovan proudly notes that this radical change
was achieved with technologies the manufacturer already had. "We didn't change the
technology, we just changed how it was applied," he says. "The magic is not in the software.
5. Information technology should not be the driver of re-engineering the order-to-delivery
process," he concludes. "It should enable you to achieve your objectives."
Task 1.2: Explain the link between supply chain management and business functions in
an organisation
SCM and outsourcing have both been given increasing attention since their applications were
recognised by many as significant profit and performance enhancers. Every business is a part
of a big SC and supply network (Handfield and Nichols, 1999). Nevertheless, the
management of a company could choose to either;
a) Implement only SCM, or
b) Implement only outsourcing or
c) Implement both outsourcing and SCM.
The decision to apply either outsourcing or SCM or even both rests on the management’s
readiness to face the consequences each application brings. As outsourcing may increase
organisation’s operating flexibility and allows the transfer of operational risks to another
party, SCM though utilises more resources in a way gives the organisation direct involvement
with each stage of every processes and functions, and thus allowing clearer view and direct
control for improvements. A fine example of situation (a) is a big company which has it all;
from the acquiring of resources from mother earth, manufacturing, processing, delivering and
finally the delivery of the final product to the end customer. It may not reside on one big area
but scattered around, but the asset and management of all processes however trivial are the
company’s own responsibility and done by its own staff. A company may choose not to
embark in the management of SC; the reasons may range from inadequacy of assets or
expertise, to the nature of businesses they are in. It may however at that time outsource a
number of the company’s functions, such as those perceived as non-core activities like
cleaning, maintenance of buildings and so forth. These are the cases where outsourcing
function stands individually to the respected companies, though they may be involved in a SC
managed by another organization.
Increasing number of companies however has adopted a strategy which led to the outsourcing
of more activities to suppliers (McIvor, 2003). This strategy has resulted in the company
becoming a ‘systems integrator’, in which it manages and coordinates a network of best
6. production and service providers. Such strategy is based on the premise that the company
should outsource those activities (both production and service) where it can develop no
strategic advantage, with the supply base comprising a network of specialist focusing on their
distinct area of competence delivering products and services to the systems integrator.
Therefore, it may be seen that the growing practice of outsourcing by a company could in the
end lead to the implementation of SCM. This could be further encouraged by the intensifying
competition among industry players, and the widening trend of supply network competing
against other supply networks rather than single entity or company against others.
Interestingly, a company which has only been practicing SCM could also in the end exercise
both SCM and outsourcing. In a broad sense, SCM may also simply mean to ‘manage a SC’.
Where this is the condition, an SCM itself can be outsourced by a company to another,
whereby the management of all external processes, information and material flows and so
forth to meet the main company’s needs become the SC manager’s responsibility. The main
company shall then focus on its internal core processes while monitoring the performance of
SC manager, by setting a certain standard in which the service provider will have to meet. In
this situation, the SLA will become vital in the relationship.
Outsourcing may also be one of the important tools for a company practicing SCM to reap as
much benefits as possible. Whether outsourcing opens the door to practicing SCM and/or
plays a beneficial role to make SCM more effective and efficient, or; the other way round,
relies entirely on the practice and perception of a company.
Task 1.3: Discuss the key drivers for achieving an integrated supply chain strategy in an
organisation
There are some key drivers which will help the organization to achieve an integrated supply
chain which are following:
Customer service management process: Customer service management process is concern
with the organization and its customers. Because customer service is the main cause of
customer information.
7. Customer service management provides the customer through real time information on
arrangement and product accessibility during interfaces with the organization’s manufacture
and distribution operations.
Good organization uses the following steps to build customer relations:
Verify jointly pleasing goals for organization and customers
Set up and preserve customer relationship
Produce optimistic feelings in the organization and the customers
Procurement process: Strategic tactics are drawn up with suppliers to maintain the
manufacturing current management procedure and the growth of new products. In
organization where operations expand internationally, source has to manage on a
international basis. The preferred result is a win-win connection where both parties take
benefit from each other, and a decrease in time which is required for the design series and
product.
8. Task 2: Be able to use information technology to optimise supplier relationships in an
organisation
Task 2.1: Evaluate the effectiveness of strategies used by an organisation to maintain
supplier relationships
Efficient management of suppliers is the important way for manufacturing companies can
advance their performance. There are many significant aspects of supplier management; they
incorporate sourcing strategies, and the way relationships are managed and the information
exchange policies adopted by manufacturers. Characteristically, it has been discussed in the
original script that close relationships with suppliers should be urbanized, in contrast to the
conventional price-driven transactional relationship. The research found that noteworthy
portion of the companies surveyed had experienced an alteration in their relationship with
suppliers for past few years. even though the companies had urbanized partnerships with
some of their supplier the mainstream of firms sustained to favour a multi-sourcing policy.
The research results have implications for manufacturing companies as they point out the
potential for development from side to side the superior acceptance of best practices in the
area of supply chain management.
Steps assessors must take to better evaluate strategic supplier relationships:
1. Segment the entire supplier base into several strata based on enterprise need, size of
spend, criticality of supply, etc.
2. Develop programs that are appropriate to each of those segments.
3. Apply tools which recognize the importance of the top tier representing the most
strategic set of suppliers to the organization. While smaller in number, this segment
comprises the more complex, higher value suppliers where measurement scorecards
must evaluate the performance, value and risk within these relationships.
Task 2.2: Use information technology to create strategies to develop an organisation’s
relationship with its suppliers
As search costs and other coordination costs turn down, theory predicts that firms should
optimally amplify the customers of the business. Because of decrement in the costs due to IT,
there is little proof of an augment in the existing of suppliers used. This elaborate that other
9. force must be used for in a more complete replica of buyer supplier relationships. So there are
many technologies which are using by the organization to develop relationship with their
suppliers which are following:
Analyze actual time information about market trends sales and orders.
Predict and respond rapidly to changes in demand.
Develop efficiency with concern to precise information on supply.
E-collaboration with the suppliers, like, using email and giving out spreadsheets, can be
simple, but the most profit approach from sharing information in real time. This approach
requires more refined technology, which are following Forecasting systems or inventory
planning, this means use their inventory records to predict the market demand for their
product.
Online analytical processing systems: This system analyzes the history sales performance
and evaluates the forecasts from different suppliers.
Enterprise resource planning systems: ERP system plan and programmed their entire
business. By connecting their order and purchasing system with that of their suppliers, orders
can frequently be placed and tracked and the supplier can issue the invoice.
These technologies are helping the organization to make good relation with their suppliers.
Task 2.3: Develop systems to maintain an organisation’s relationship with its suppliers
Case Study of a maintaining organization’s relationship with suppliers:
The following case study shows how a supplier development tool is being used to evaluate
the performance & value in the relationships of a global company with a key category of
strategic suppliers: In an effort to increase performance and optimize expenditures,
“Enterprise X” (not their real name) decided to focus its attention specifically on improving
the effectiveness of the bottom 20% of its high value, strategic supplier segment.
To accomplish this task, it turned to a supplier development solution to identify and optimize
the relationships with their strategic suppliers that had critical working relationships with
their various business divisions. The enterprise’s mid-level managers collected feedback
10. using scorecards for each strategic supplier within their assigned sub-category. The
scorecards included information on each supplier’s ability to meet stated business objectives,
as well as performance & value feedback collected from both business and supplier personnel
regarding the status of their working relationships. The supplier development scorecards
combined raw business data (including sales, supplier financials and business objectives)
with performance and value related information such as:
Rating scores from both internal and supplier employees regarding their perception of
their working relationships.
Those suppliers that had re-engineered their business systems in the past year to meet
the company’s needs and the results that were achieved.
The suppliers that had demonstrated the highest and lowest level of performance
relative to their projects.
Specific contributions made by each supplier in meeting their quality objectives
during the past year.
Financial stewardship, both in optimizing costs and improving efficiencies.
On request, scorecards from each mid-level manager were aggregated into a single sortable
report that provided the executive team with the ability to rank their suppliers. This allowed
their senior management team to determine those that required review, those that required a
concrete action plan to improve their performance and also the high performers that deserved
recognition. The bottom 20% of suppliers (those having the lowest scores), that are unable to
improve their performance scores and incorporate the recommended improvements were
targeted for non-renewal of their contracts.
Concluding summary: The competitive nature of today’s environment requires procurement
executives to reorient their thinking regarding their strategic supplier relationships. A critical
element of supplier assessments involves measuring the way people work with each other,
including their perceptions of the performance & value within the relationship. Without this
information, enterprises cannot conduct complete and accurate assessments of the value that
their strategic suppliers contribute to the business. Unfortunately, traditional supplier contract
management solutions don’t provide the capabilities needed to focus on performance &
value. Businesses must incorporate these new tools to extend the focus from purely
operational data to performance & value-based information in order to improve their
11. assessment processes and build greater trust and collaboration between clients and suppliers.
Once the new processes are established, enhanced supplier relationships will have a greater
role in reducing costs, improving performance and meeting strategic business objectives.
12. Task 3: Understand the role of information technology in supply chain management
Task 3.1: Assess how information technology could assist integration of different parts
of the supply chain of an organisation
Tesco uses this web technology to fully integrate the supply chain.
Internet: A revolutionary force: Internet had become a revolutionary force which changed
all the operations of an organization. Which includes supply chain also, the revolutions which
internet brought are:
Internet had become an important distribution channel.
Value chain activities had been made more efficient to perform.
Strengths of competitive forces are altered.
It recreated an new industry
Information technology could assist in the integration of the different parts of the supply
chain management in the organization. In dell the IT assist in the integration of the different
parts of the supply chain. There are different integrated strategies are discussed below
regarding the supply chain management in Dell.
Allocation network strategies: The issues like location of warehouse and their capacities etc
are related to the allocation network strategies. The allocation network strategy maintains the
facility that how should the information is being flowed between the management & supply
chain members i.e warehouse & retailer. It helps provide the reduction in the total holding
and logistics costs. The allocation network strategies are specifically related to the reduction
in the logistic & as well as the holding cost of the organization.
Manufacture source strategy: This strategy is the integration of the logistics and production
costs. It also related with the impact of producing in large volumes to reduce the fixed cost
for the production .but the production in heavy volume may increase the transportation cost
and the logistic cost and production in small batches is related to the high fixed but the
balance between them can be maintained by the manufacture source strategy of the
organization.
13. Record organizes strategy: This strategy connected with the decisions concerning the
inventory control system of the organization. Inventory control strategy includes economic
order quantity to reduce the holding and ordering costs. It also determines the quantity to be
stored. This very strategy can be used for the avoidance of over stocking and under stocking.
Income managing strategy: In the income managing strategy the price flexibility of demand
is fixed according to the market in order to maximize the revenue from sales.
Technology & choice support system: Technology is deals with each and every part of the
organization whether it is related to the inventory, production, revenue etc. so we can say that
the technology is a choice support system of the organization.
Task 3.2: Evaluate how information technology has contributed to the management of
the supply chain of an organisation
The run of foodstuffs and information between supply chain members' of the organizations is
known as Supply chain management. Information Technology helps a lot in availing the
information in organizational premises very easily. In past before 1980 the information flow
between the organizations to the second part is totally based on the paper. The paper based
method of exchanging the information is very slow. But after some time the information
technology had evolved and provides the easy method for exchanging the information
between the organization and the supply chain member. IT includes: computer,
communication technologies, etc and other hardware and services. Information flows theater
a critical role in strategic planning. Because it helps in:
Rapid procedure to information.
Good customer service.
Reduction in paper work.
Increased productivity.
Improvement in tracing and expediting
Cost efficiency.
Competitive advantage.
Enhanced/Improved billing.
14. After the study of these points it can easily understood that the IT plays an essential role in
supply chain management and we can also take the example of the dell (Case study of Dells
Transformation Journey through Supply chain). The above mentioned points are also related
with the dell and its supply chain management. After using IT in its supply chain
management the dell got the maximum benefits from it like:
Rapid flow of the information
Great and better customer service
Paper work reduction
Proclivity enhancement
Cost efficiency
Competitive advantage etc.
Web based technologies has a great contribution in the Enterprise Resource Planning. ERP
includes marketing, HT and financials side of the supply chain business. It helps to keep a
record for distribution activities in plants and warehouse. Besides that web based
technologies also provides aid in event management. Web based logistics planning helps in
selecting routes and schedules according to available transportation on a lane, expenditure
and client’s delivery rota. Web based technologies helps in maintaining effective customer
relationship. It involves systems that bring up to date and track customers’ information.
These systems include order tracking and similar back end arrangement to facilitate the
customers and the services advisers who are to assisting them.
So we can say that information technology has contributed to the management of the supply
chain within your organization.
Task 3.3: Assess the effectiveness of information technology in managing the supply
chain of an organisation
There are some vast impact on the organization because of the information technology here
we took the example of DELL. There are certain effectiveness of IT on the DELL that are as
follows:
DELL has successfully developed E-business solutions for improving customer
service.
15. Enhanced efficiency of DELL allows company personnel's to focus more on the
dangerous business activities.
E-business solutions of DELL support preparation teamwork & better quickness of
the supply chain management.
The use of E-business solutions improves the information quality of DELL. To gain strategic
benefits, the DELL uses of IT to be coupled with process re-designing. SCM & IT are the
prominent part of the DELL. IT has enabled supply chain to flourish the criteria of the supply
chain management of DELL.
16. Task 4: Understand the role of logistics and procurement in supply chain management
Task 4.1: Explain the role of logistics in supply chain management in an organisation
Logistics is the function responsible for all aspects of the movement and storage of materials
on their journey from original suppliers through to final customers.
Every organisation has to move materials. Manufacturers have factories that collect raw
materials from suppliers and deliver finished goods to customers; retail shops have deliveries
from wholesalers; a television news service collects reports from around the world and
delivers them to viewers. Most of us live in towns and cities and eat food brought in from the
country. When you order books from a website, a courier delivers them to your door, and
when you buy a mobile phone it has probably travelled around the world to reach you. Every
time you buy, rent, lease, hire or borrow anything at all, someone has to collect it and deliver
it to Logistics your door. Logistics is the function responsible for this movement.
On a national scale, logistics needs a huge amount of effort. China has become ‘the factory of
the world’ and exports US $100 billion of goods a month, while the internal trade of goods
within the European Union (EU) is worth more than US $2 trillion a year – and all of this has
to be moved between strings of suppliers and customers. A rule of thumb says that logistics
accounts for 10–20% of gross domestic product (GDP), so the USA’s GDP of US $13
trillion1 might include US $2 trillion for logistics. The 30 members of the Organisation for
Economic Co-operation and Development (OECD) have a combined GDP of US $40
trillion2 and might spend US $6 trillion on logistics. Despite this effort, we hardly notice
logistics as it goes about its business, but sometimes you might notice the lorries driving
down a motorway, visit a shopping mall, drive through a trading estate, see a container ship
unloading, fly from an airport, or have a parcel delivered by a courier service. These are the
visible signs of a huge industry that employs millions of people and costs billions of dollars a
year. In this book, we describe this complex function, seeing exactly what it involves and
how it can be managed. Logistics manages the flow of inputs from suppliers, the movement
of materials through different operations within the organisation, and the flow of materials
out to customers as shown in Figure 2 below:
17. Figure 2: The flow of materials controlled by logistics
Moving materials into the organisation from suppliers is called inbound or inward logistics;
moving materials out to customers is outbound or outward logistics; moving materials within
the organisation (often described as collecting from internal suppliers and delivering to
internal customers) is materials management.
Logistics in practise in TESCO:
Tesco is one of the world’s leading retailers, with more than 4000 stores and sales of £50
billion a year. They have a long-term strategy of continuing growth, based on their aspiration
to: ‘Strive every day to do the best we can for our customers.’ For this they concentrate on
four areas, growth in the core UK business, strong international expansion, to be as strong in
non-foods as in foods, and to follow customers into new retailing services.
To support its operations it has a huge, efficient logistics network that spans the world. This
continually evolves to meet changing customer demands, ‘Following the customer as
customers’ shopping habits change, we change and respond by providing new products and
services.’ You can see this effect in their UK stores. In the 1970s most of Tesco’s sales were
in fairly small supermarkets in town centres. Over the next 20 years they closed many of
these smaller stores to focus on larger, out-of-town developments. More recently, they added
smaller Express and Metro formats, so by 2008 they had 2.5 million square metres of sales
area with four main formats to meet varying needs:
18. 150 Extras with more than 6000 square metres and selling a complete range of
household products
450 Superstores with 2000–5000 square metres and focusing on food
200 Metro stores with 700–1500 square metres selling a smaller range of food and
ready meals
550 Express stores with up to 300 square metres giving a local service of 7000 lines.
The food range continues to expand, adding own brand, ‘Finest’, ‘organic’, ‘fair trade’,
‘Healthy Living’, ‘Free From’, and so on. Alongside food, the company now sells household
goods and continues its diversification into finance, insurance, telephone and Internet
services, petrol stations, pharmacies, healthcare, and so on. Operations within the stores have
also changed, with the growth of 24-hour opening, self-service checkouts, shelf-ready
packaging, Club card and online shopping. Tesco has moved heavily into e-commerce, which
has transformed many aspects of their logistics, including a web-based home delivery service
with sales of more than a billion pounds a year.
Task 4.2: Evaluate procurement practices in an organisation
Today, purchasing must be the most progressive group in the company. Your systems,
techniques, and operational theories must be flexible and dynamic. The typical philosophy of
“We have done it that way for 20 years, so it must be good” or “We make money in spite of
ourselves” does not apply in modern procurement practices. Worldwide competitive
pressures require greater contribution from the purchasing and supply management functions,
procurement practices and suppliers to improve the organization’s relative position on
quality, price, technology, and responsiveness that doesn’t mean sitting around and waiting
for it to happen.
The procurement policy is based on the Nestle procurement policy: The objective of
NESTLE is to produce and market food products that and that can please customers and
consumer prospect, and to provide enhanced quality food and worth for money.
Milk, coffee& coca are the key raw material of the Nestle in total the raw material turnover of
Nestle is 19.7 bio Swiss Francs. The basic problem is regarding to the procurement of the raw
material so the Nestle opt the two types of strategies that are:
19. Pre competitive & Competitive
1. Pre-competitive strategy of Nestle: In pre competitive strategies the Nestle wants to
collaborate with the food industry i.e SAI (Sustainable Agriculture. n this strategy the
Nestle provides the support to the agricultural development, trades , preliminary
works regarding the agriculture industry. In this strategy the Nestle try to overcome
the berries of raw material procurement for the Nestle plant.
2. Competitive strategy of Nestle: The competitive strategy deals to encourage the
sustainable agriculture product through the sourcing of its raw materials. This is done
with the help of strategy to the producers and by mounting privileged contractor
contracts. These are the two strategies of procurement of NESTLE by which Nestle
can overcome the hurdle of raw material procurement.
Task 4.3: Discuss the factors that must be considered when improving logistics and
procurement practices in an organisation
Procurement is a key activity in the supply chain. It can significantly influence the overall
success of an emergency response depending on how it is managed. In humanitarian supply
chains, procurement represents a very large proportion of the total spend and should be
managed effectively to achieve optimum value. Procurement works like a pivot in the internal
supply chain process turning around requests into actual products/commodities or services to
fulfil the needs. It serves three levels of users:
1. The internal customer.
2. Programs in response to emergencies and ongoing programs.
3. Prepositioning of stocks, for both internal customers and program needs.
In collaboration with the warehouse function, products/commodities are mobilized and
delivered.
20.
21. Task 5: Be able to plan a strategy to improve an organisation’s supply chain
There should be the planned strategy for the improvisation of supply chain management of
Dell. The strategy must include certain points that are as follows:
Reduction in cost: The strategy must be planned with the perspectives of cost reduction in
the supply chain process in the organizations.
Time reduction: The strategy should be formulated in such a way s that the time can be
reduced and the process can complete in the proper time span.
Release value: value of the production must be acquired by the planned strategy.
Appropriate quality: The planned strategy of the supply chain management is to provide the
appropriates quality to the consumers.
Reduction in truncations: the strategy should be formulated in terms of reduction of the
transaction cost of the origination.
Task 5.2: Assess how a supply chain improvement strategy will benefit overall business
performance in an organisation
There are certain points which tell us the benefit of supply chain management on overall
performance on the organization that are as follows:
Reduction on inventories
Information sharing among the partners
Preparation being done in discussion rather than in segregation
The improvements can be reflected in terms of:
Lower costs
Satisfy customer service
proficient manufacturing
Better trust among the partners
Task 5.3: Explain how barriers will be overcome in an organisation when implementing
a supply chain improvement strategy
22. Supply chain management helps a lot in reducing the barriers in the organizations Tere are
certain methods by which the barriers will be overcome in the organization when
implementing a supply chain management. Here we are giving the example of DELL that
how supply chain management can overcome the barriers in DELL.
Stronger connection to customers: The DELL’s supply chain is completely focused on the
customer satisfaction. And the basic problem of the organization is to satisfy the customers
and with the help of supply chain the customer can get the maximum satisfaction so that the
DELL could get the positive feedback from the customers.
Complexity reduction: The production operations are very important as well as complex.
but the supply chain made this complexity is an easy going manner. All the process related to
the Production will be in a concise way in the supply chain in the Dell.
Improved internal collaboration: Managing and identify practical interdependencies have
ambitious association with the product design, supply chain management, marketing, sales
and finance. Dell is also beginner's communications by global operations,
Cost reduction: With the help of the supply chain there were the cost reduction of $1.5
billion in DELL. This was the major barrier reduction.
Improved forecast accuracy: The supply chain provides results in three terms that are:
augment in predict correctness at the product, platform and configuration levels.
Conclusion
The supply chain managers have a vital role to play in the management of total cost - they are
able to see and influence the whole cost base across the business. Supply chain management
is responsible for bringing a product to market utilising all the resources, internal and
external, available and aligning this activity directly with the organisation's strategies and
objectives. Supply chain management is spreading within the business world as larger
organisations are demanding this approach in order to remain competitive. The effect of this
is that smaller organisations, further down supply chains, are becoming involved with, or
appreciative of, supply chain management. CIPS encourages all purchasing and supply
management professionals to equip themselves with supply chain management skills not least
'hard ' skills such as process and performance management and to move from traditional
23. procurement, namely managing upstream supply chains into the organisation-wide
application of supply chain management.
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