STYLEman PLM is a product lifecycle management system designed specifically for apparel, footwear, and accessories companies to manage the entire product development process from design to product range inclusion. It uses costing and critical path management to ensure products are delivered on time and on budget. STYLEman PLM allows for collaboration across an organization and supply chain and provides visual management tools to highlight issues needing attention. It has extensive functionality for tasks like product development, costing, supplier management and reporting.
This document summarizes key aspects of distribution and supply chain management. It discusses distribution as moving goods from source to customer through distribution channels. Supply chain management requires partners to coordinate order fulfillment. Major issues covered are selecting distribution systems, establishing channels, managing supply chains, and overseeing physical distribution. Distribution systems can be intensive, exclusive, or selective. Channels can be direct, indirect, or dual. The document also discusses intermediaries, advantages, disadvantages, and considerations for international distribution systems.
The document discusses strategic vs operational purchasing roles and the sourcing cockpit tool in SAP SRM. The sourcing cockpit focuses on operational tasks like supplier relationship management and uses data from strategic decisions. It allows purchasers to search for supply sources, view product details, create contracts, and group requirements into purchase orders. Some limitations include not adding new items to shopping carts and limited functionality of interfaces for external supplier data.
Présentation sur le sourcing et le supplier relationship management (Logistique) réalisée par Soufiane AL KHATIRI et Fadel IDBRAIM (Managers de Plateformes Offshoring à l'ENCG Settat)
Un travail effectué par Soufiane AL KHATIRI et Fadel IDBRAIM, Option "Manager de Plateformes Offshoring" sur le Sourcing et le Supplier Relationship Management (Logistique)
A supply chain includes all stages involved in fulfilling a customer request, from raw material suppliers to manufacturers to distributors to retailers to customers. There are typically three decision phases in managing a supply chain: strategy/design, planning, and operations. The objective of a supply chain is to maximize overall value created by balancing revenue generated from customers against the total costs across all supply chain stages.
Return to Basics: Supply Chain Re-design ..'Isc' turkey 2015Walaa Maher
What is Supply Chain/Network redesign basics .. ... Not saying it is the best or working 100%.. just it worked for me every time in every company... and themed with Frank Sinatra :)
This document discusses supply chain management. It defines supply chain management as the effective management of information, material, and funds flowing from suppliers to consumers. It explains that the purpose of effective supply chain management is to make the right goods available at the right place, time, quantity, condition and cost. It then provides details on the organizational structure and responsibilities of various supply chain departments, including production planning, material planning, purchasing, warehousing, and logistics. Finally, it discusses current topics in supply chain management such as supply chain mapping, visibility, forecasting, customer service, cost analysis, tracking and tracing, just-in-time systems, and return management.
This document summarizes key aspects of distribution and supply chain management. It discusses distribution as moving goods from source to customer through distribution channels. Supply chain management requires partners to coordinate order fulfillment. Major issues covered are selecting distribution systems, establishing channels, managing supply chains, and overseeing physical distribution. Distribution systems can be intensive, exclusive, or selective. Channels can be direct, indirect, or dual. The document also discusses intermediaries, advantages, disadvantages, and considerations for international distribution systems.
The document discusses strategic vs operational purchasing roles and the sourcing cockpit tool in SAP SRM. The sourcing cockpit focuses on operational tasks like supplier relationship management and uses data from strategic decisions. It allows purchasers to search for supply sources, view product details, create contracts, and group requirements into purchase orders. Some limitations include not adding new items to shopping carts and limited functionality of interfaces for external supplier data.
Présentation sur le sourcing et le supplier relationship management (Logistique) réalisée par Soufiane AL KHATIRI et Fadel IDBRAIM (Managers de Plateformes Offshoring à l'ENCG Settat)
Un travail effectué par Soufiane AL KHATIRI et Fadel IDBRAIM, Option "Manager de Plateformes Offshoring" sur le Sourcing et le Supplier Relationship Management (Logistique)
A supply chain includes all stages involved in fulfilling a customer request, from raw material suppliers to manufacturers to distributors to retailers to customers. There are typically three decision phases in managing a supply chain: strategy/design, planning, and operations. The objective of a supply chain is to maximize overall value created by balancing revenue generated from customers against the total costs across all supply chain stages.
Return to Basics: Supply Chain Re-design ..'Isc' turkey 2015Walaa Maher
What is Supply Chain/Network redesign basics .. ... Not saying it is the best or working 100%.. just it worked for me every time in every company... and themed with Frank Sinatra :)
This document discusses supply chain management. It defines supply chain management as the effective management of information, material, and funds flowing from suppliers to consumers. It explains that the purpose of effective supply chain management is to make the right goods available at the right place, time, quantity, condition and cost. It then provides details on the organizational structure and responsibilities of various supply chain departments, including production planning, material planning, purchasing, warehousing, and logistics. Finally, it discusses current topics in supply chain management such as supply chain mapping, visibility, forecasting, customer service, cost analysis, tracking and tracing, just-in-time systems, and return management.
This document discusses supply chain process improvement when the entire supply chain is the defined scope. It outlines an overall approach that involves:
1) Studying overall and functional supply chain metrics through a "dipstick study" to identify "red flags" or problem areas.
2) Further studying functions with red flags to identify causes related to people, processes, and technology.
3) Providing recommendations for improvement based on the findings. The goal is to quickly assess performance across the supply chain and prioritize addressing problem areas.
The document summarizes a mathematical model for optimizing a supply network design problem. The model determines the optimal number, location, capacity and configuration of plants, warehouses and distribution centers to meet customer demands at minimum cost. The model considers costs of transportation between facilities and fixed costs of opening facilities. The summary provides an example application of the model to a supply network with 2 plants, 3 warehouses and 2 customer zones.
The document defines supply chain management as designing, planning, executing, controlling, and monitoring supply chain activities to create value, build infrastructure, synchronize supply and demand, and measure performance globally. It then discusses key aspects of supply chains including facilities, inventory, push and pull strategies, goals of reducing costs and growing revenue, challenges like uncertainty, and the bullwhip effect. Finally, it covers supply chain management issues, methods, applications, and important considerations.
A supply chain is the network of organizations involved in producing and delivering a product, from raw materials to the end customer. It includes upstream suppliers, internal production and packaging, and downstream distribution centers and retailers. Effective supply chain management coordinates activities across this network to optimize material, information and financial flows. Key goals are reducing costs and uncertainties while improving customer service. Modern supply chains leverage information technology to facilitate coordination and information sharing among partners.
This document provides an overview of supply chain management. It defines supply chain management as the strategic management of activities involved in acquiring materials and converting them into finished products that are delivered to customers. The document discusses key aspects of supply chains like material, information, and financial flows. It also outlines the importance of integration across the supply chain using tools like ERP systems. Additionally, it discusses concepts like optimizing supply chain design, planning material flows, and transaction processing. The document emphasizes the importance of information sharing across the supply chain for effective coordination.
An organization should take a total supply network perspective for three key reasons:
1) It helps understand competitiveness by looking beyond immediate customers and suppliers to understand how they are influenced.
2) It helps identify significant links in the network that contribute most to end customer objectives.
3) It helps focus on long-term issues and whether to assist or replace weak links in the network.
When designing a supply network, the most strategic decisions are how to configure the network through outsourcing and vertical integration, and where to locate each part of the network considering factors like proximity to materials, markets, labor costs and future expansion plans. Methods for evaluating location options include weighted scoring of criteria and the center of gravity method
This document provides an overview of supply chain design and operations presented by Anqi Guo. It discusses where the presenter obtained their background from, including education and past clients. The content covers introductions to operations research and its applications in supply chain design. Case studies are presented on revitalizing a manufacturing company, designing a bike rental system, and improving a pharmacy supply chain for distributing antiviral drugs. Brief details are given on Amazon's use of algorithms to predict and stock popular products before customer orders.
This document discusses supply chain management. It begins by outlining learning objectives related to explaining the strategic importance of supply chains, identifying sourcing strategies, and describing supplier selection steps. It then defines a supply chain as the flow of goods from raw materials to end customers, integrated through information sharing. The objective of supply chain management is to coordinate activities across the supply chain to maximize competitive advantage and customer benefits. It also discusses measuring supply chain performance through inventory as a percentage of assets and calculating inventory turnover.
The document discusses factors that influence distribution network design for supply chains. It describes how distribution affects costs and customer experience. Distribution network design must balance customer needs like response time and product availability with supply chain costs like inventory and transportation. The document outlines different distribution network design options and provides examples of how companies implement various designs. It also discusses factors like strategic objectives, technology, infrastructure, competition and costs that influence decisions around facility roles, locations, capacity and market allocation.
Day Three presentation on best practices in supply chain management for complex healthcare organizations with case study. From Best Practices Conference, La Jolla, March 9, 2011.
The Probilz retail Management System has been specifically designed in addressing the needs of retailer’s problems. Vanuston works closely with retail pharmacy business owners to understand their growing demands and need for computerized Retail management to enable them to perform their business activities effortlessly.
The document discusses the application of information technology in supply chain management. It covers topics such as the definition and dynamics of supply chain management, its components and degrees, the need for SCM, and the bullwhip effect. It also discusses how various IT tools can help address issues like quality, cost, time, technology and continuity of supply. Specific technologies covered include barcoding, RFID, e-commerce and EDI. The use of these technologies can help improve operational efficiency, reduce errors and cut costs in supply chain management.
The bullwhip effect refers to distorted demand information as it flows up and down the supply chain. This can cause excess inventories, higher costs, and lost sales. It is caused by factors like poor forecasting, sales promotions not communicated upstream, and incentives. Reducing the bullwhip effect involves improving communication of accurate demand information between all parties in the supply chain.
Supply chain management involves coordinating all the activities involved in delivering a product to customers, including acquiring raw materials, manufacturing, and distribution. Key performance indicators for supply chain management measure factors like total costs, customer service levels, inventory levels, and the timeliness of operations. Specifically, three important KPIs are inventory levels, working capital (which measures cash flow), and the timeliness of supply chain activities. Monitoring these metrics helps evaluate the overall performance of a company's supply chain.
The SAP SD Course Content document outlines a 20 unit course on SAP Sales and Distribution (SD). The course covers topics such as navigation, organizational structures, sales processes, master data, pricing, billing, delivery processing, and system customization. Students will learn how to configure SD to model their business, process sales documents from order to payment, and analyze sales data. The course provides an in-depth look at all major functions within the SAP SD module.
Vertical and horizontal cooperation in a Supply Chainuapippo
This document discusses strategic issues in supply chain management, focusing on vertical and horizontal cooperation. It defines cooperation as collaboration between independent companies to increase competitiveness. Vertical cooperation involves different stages of the value chain working together, while horizontal cooperation is between companies in the same industry and stage. Examples discussed include Toyota's supplier relationships and Starbucks' backward integration into coffee farming. Both cooperation and integration are presented as strategic approaches for companies to meet challenges of globalization.
This chapter discusses factors related to logistics network design and facility location. It outlines a six-step process for logistics network design that includes defining objectives, performing an audit of the current network, examining alternatives, conducting a facility location analysis, making decisions, and creating an implementation plan. Key locational determinants for facilities include factors like transportation access, labor availability, and proximity to markets. The chapter also describes different modeling approaches that can be used to analyze network and location options, such as optimization, simulation, and heuristic models like the grid technique.
This document summarizes WFX Cloud PLM, a product lifecycle management software for the fashion industry. It has a 150-member team focused on fashion with over 15 years of experience implementing PLM and ERP solutions. WFX Cloud PLM allows over 15,000 users across 23 countries to collaborate in real-time. It helps fashion brands streamline processes, improve supply chain transparency, and speed up product development. The document provides examples of global fashion brands that have successfully implemented WFX Cloud PLM.
PLM stands for Product Lifecycle Management and refers to a real-time collaborative environment that supports product design, development, and disposal. It provides a single centralized repository for design information and revisions. PLM brings tighter control over products and processes. Key financial impacts include late changes, poor program management, incorrect requirements, cost overruns, and lack of component reuse. PLM maturity is linked to profitability. SoftShoeStyle is a PLM solution that can help footwear companies manage challenges like rapid fashion changes, high SKU counts, demanding customer requirements, and duplication of information through features like line folders, design planning, style specification, sample management, financial tracking, and collaboration tools.
This document discusses supply chain process improvement when the entire supply chain is the defined scope. It outlines an overall approach that involves:
1) Studying overall and functional supply chain metrics through a "dipstick study" to identify "red flags" or problem areas.
2) Further studying functions with red flags to identify causes related to people, processes, and technology.
3) Providing recommendations for improvement based on the findings. The goal is to quickly assess performance across the supply chain and prioritize addressing problem areas.
The document summarizes a mathematical model for optimizing a supply network design problem. The model determines the optimal number, location, capacity and configuration of plants, warehouses and distribution centers to meet customer demands at minimum cost. The model considers costs of transportation between facilities and fixed costs of opening facilities. The summary provides an example application of the model to a supply network with 2 plants, 3 warehouses and 2 customer zones.
The document defines supply chain management as designing, planning, executing, controlling, and monitoring supply chain activities to create value, build infrastructure, synchronize supply and demand, and measure performance globally. It then discusses key aspects of supply chains including facilities, inventory, push and pull strategies, goals of reducing costs and growing revenue, challenges like uncertainty, and the bullwhip effect. Finally, it covers supply chain management issues, methods, applications, and important considerations.
A supply chain is the network of organizations involved in producing and delivering a product, from raw materials to the end customer. It includes upstream suppliers, internal production and packaging, and downstream distribution centers and retailers. Effective supply chain management coordinates activities across this network to optimize material, information and financial flows. Key goals are reducing costs and uncertainties while improving customer service. Modern supply chains leverage information technology to facilitate coordination and information sharing among partners.
This document provides an overview of supply chain management. It defines supply chain management as the strategic management of activities involved in acquiring materials and converting them into finished products that are delivered to customers. The document discusses key aspects of supply chains like material, information, and financial flows. It also outlines the importance of integration across the supply chain using tools like ERP systems. Additionally, it discusses concepts like optimizing supply chain design, planning material flows, and transaction processing. The document emphasizes the importance of information sharing across the supply chain for effective coordination.
An organization should take a total supply network perspective for three key reasons:
1) It helps understand competitiveness by looking beyond immediate customers and suppliers to understand how they are influenced.
2) It helps identify significant links in the network that contribute most to end customer objectives.
3) It helps focus on long-term issues and whether to assist or replace weak links in the network.
When designing a supply network, the most strategic decisions are how to configure the network through outsourcing and vertical integration, and where to locate each part of the network considering factors like proximity to materials, markets, labor costs and future expansion plans. Methods for evaluating location options include weighted scoring of criteria and the center of gravity method
This document provides an overview of supply chain design and operations presented by Anqi Guo. It discusses where the presenter obtained their background from, including education and past clients. The content covers introductions to operations research and its applications in supply chain design. Case studies are presented on revitalizing a manufacturing company, designing a bike rental system, and improving a pharmacy supply chain for distributing antiviral drugs. Brief details are given on Amazon's use of algorithms to predict and stock popular products before customer orders.
This document discusses supply chain management. It begins by outlining learning objectives related to explaining the strategic importance of supply chains, identifying sourcing strategies, and describing supplier selection steps. It then defines a supply chain as the flow of goods from raw materials to end customers, integrated through information sharing. The objective of supply chain management is to coordinate activities across the supply chain to maximize competitive advantage and customer benefits. It also discusses measuring supply chain performance through inventory as a percentage of assets and calculating inventory turnover.
The document discusses factors that influence distribution network design for supply chains. It describes how distribution affects costs and customer experience. Distribution network design must balance customer needs like response time and product availability with supply chain costs like inventory and transportation. The document outlines different distribution network design options and provides examples of how companies implement various designs. It also discusses factors like strategic objectives, technology, infrastructure, competition and costs that influence decisions around facility roles, locations, capacity and market allocation.
Day Three presentation on best practices in supply chain management for complex healthcare organizations with case study. From Best Practices Conference, La Jolla, March 9, 2011.
The Probilz retail Management System has been specifically designed in addressing the needs of retailer’s problems. Vanuston works closely with retail pharmacy business owners to understand their growing demands and need for computerized Retail management to enable them to perform their business activities effortlessly.
The document discusses the application of information technology in supply chain management. It covers topics such as the definition and dynamics of supply chain management, its components and degrees, the need for SCM, and the bullwhip effect. It also discusses how various IT tools can help address issues like quality, cost, time, technology and continuity of supply. Specific technologies covered include barcoding, RFID, e-commerce and EDI. The use of these technologies can help improve operational efficiency, reduce errors and cut costs in supply chain management.
The bullwhip effect refers to distorted demand information as it flows up and down the supply chain. This can cause excess inventories, higher costs, and lost sales. It is caused by factors like poor forecasting, sales promotions not communicated upstream, and incentives. Reducing the bullwhip effect involves improving communication of accurate demand information between all parties in the supply chain.
Supply chain management involves coordinating all the activities involved in delivering a product to customers, including acquiring raw materials, manufacturing, and distribution. Key performance indicators for supply chain management measure factors like total costs, customer service levels, inventory levels, and the timeliness of operations. Specifically, three important KPIs are inventory levels, working capital (which measures cash flow), and the timeliness of supply chain activities. Monitoring these metrics helps evaluate the overall performance of a company's supply chain.
The SAP SD Course Content document outlines a 20 unit course on SAP Sales and Distribution (SD). The course covers topics such as navigation, organizational structures, sales processes, master data, pricing, billing, delivery processing, and system customization. Students will learn how to configure SD to model their business, process sales documents from order to payment, and analyze sales data. The course provides an in-depth look at all major functions within the SAP SD module.
Vertical and horizontal cooperation in a Supply Chainuapippo
This document discusses strategic issues in supply chain management, focusing on vertical and horizontal cooperation. It defines cooperation as collaboration between independent companies to increase competitiveness. Vertical cooperation involves different stages of the value chain working together, while horizontal cooperation is between companies in the same industry and stage. Examples discussed include Toyota's supplier relationships and Starbucks' backward integration into coffee farming. Both cooperation and integration are presented as strategic approaches for companies to meet challenges of globalization.
This chapter discusses factors related to logistics network design and facility location. It outlines a six-step process for logistics network design that includes defining objectives, performing an audit of the current network, examining alternatives, conducting a facility location analysis, making decisions, and creating an implementation plan. Key locational determinants for facilities include factors like transportation access, labor availability, and proximity to markets. The chapter also describes different modeling approaches that can be used to analyze network and location options, such as optimization, simulation, and heuristic models like the grid technique.
This document summarizes WFX Cloud PLM, a product lifecycle management software for the fashion industry. It has a 150-member team focused on fashion with over 15 years of experience implementing PLM and ERP solutions. WFX Cloud PLM allows over 15,000 users across 23 countries to collaborate in real-time. It helps fashion brands streamline processes, improve supply chain transparency, and speed up product development. The document provides examples of global fashion brands that have successfully implemented WFX Cloud PLM.
PLM stands for Product Lifecycle Management and refers to a real-time collaborative environment that supports product design, development, and disposal. It provides a single centralized repository for design information and revisions. PLM brings tighter control over products and processes. Key financial impacts include late changes, poor program management, incorrect requirements, cost overruns, and lack of component reuse. PLM maturity is linked to profitability. SoftShoeStyle is a PLM solution that can help footwear companies manage challenges like rapid fashion changes, high SKU counts, demanding customer requirements, and duplication of information through features like line folders, design planning, style specification, sample management, financial tracking, and collaboration tools.
SYSPRO is a fully-integrated business software solution that provides complete control over the planning and management of all facets of business including accounting, manufacturing and distribution operations in a variety of industries
Delogue er en online platform, hvor virksomheder og leverandører i livsstilsbranchen kan videndele, have overskuelig kommunikation omkring deres produktudvikling samt styre de tilhørende processer og deadlines – og på sigt vinde økonomiske besparelser ved optimering af ressourcer og minimering af fejl.
Delogue integrerer kommunikation, produktdata og projektstyring til én fælles platform, som deles mellem virksomhed og leverandør.
Gennem en struktureret og intuitiv opbygning ledes brugeren gennem flowet omkring produktudvikling og kan med et klik skabe sig det nødvendige overblik.
Hver enkelt vare har sin egen ”journal”, hvor alt stamdata og kommunikation samles. Det gør det let at videndele med kollegaer, samt skabe dokumentation i en eventuel reklamationssag. Viden er ikke forbeholdt en person, men er tilgængelig for alle interessenter.
Kort fortalt skaber Delogue overblik, videndeling og ressourceoptimering, der kan give virksomheden overskud til udvikling frem for brandslukning.
Delogue er en global platform med brugere i mere end 40 lande.
The document discusses product life cycle management from concept development through commercialization, maturity, and end of life. It covers integrating product life cycle management with related areas like new product development, supply chain management, and customer relationship management. Key aspects of PLM include managing all product data and changes throughout the life cycle, integrating data across systems, and collaborating with internal and external stakeholders.
The document provides an overview of operations management concepts including:
- The 10 decision areas of operations management including product/service design, quality, and capacity planning.
- Different types of production systems such as job shop, batch, and mass production and factors to consider when selecting a process.
- Key facility location factors and the general procedure for evaluating location alternatives.
The document discusses the benefits and challenges of enterprise resource planning (ERP) systems. It outlines the evolution from custom in-house systems to packaged ERP solutions from vendors. Implementing ERP causes significant changes to business processes, organizational structure, roles and responsibilities, and requires careful change management. The key is to select the right ERP package and implementation partner to minimize disruption and realize the full benefits of an integrated system.
This document discusses supply chain management and business process engineering. It defines key terms like supply chain, enterprise resource planning (ERP), and business process reengineering (BPR). It also provides examples of how Dell and SAP implemented supply chain management and ERP systems to improve operations.
Navsya Technologies Pvt. Ltd. provides various technology services and products including customized solutions, e-business portals, online identities, and more. They have developed a Samples Management System to help companies in the garment industry manage the sampling process from design to production. The system allows users to create samples, define styles, fabrics, colors and sizes, upload photos, set prices and dispatch dates, and more. It provides benefits like a single repository of information, secure access, improved communication, and increased efficiency.
Presentation held in Valencia about Vtiger CRM and some uses in Cooperational and analytical field. Presentation held by Andrea Alberici (Studio Synthesis) and Joe Bordes (Tsolucio)
The document discusses various supply chain management strategies and concepts:
- It outlines key aspects of supply chain management including supplier selection, materials management, and benchmarking.
- Different supply chain strategies are described such as using many suppliers, a few key suppliers, vertical integration, keiretsu networks, and virtual companies.
- Factors in make-or-buy decisions, outsourcing, and developing close relationships with suppliers are also covered.
ERP is Enterprise Resource Planning has been in the Apparel and Textile industry for quite a long time. The need for ERP came when the industry required a smarter way of working and reducing data redundancy. This MRP was able to release Purchase Orders, Work Orders, and Rescheduling Notices based on Planned orders. Debox global provides the Best Apparel ERP services at an affordable price to maintain and manage data of apparel to adopt opportunities and increase sales and revenue of a company. DEBOX GLOBAL More Info visit-https://www.deboxglobal.com/best-apparel-erp-software.html Apparel ERP Address-C-75, First Floor Sector 2, Noida 201301 U.P. India Phone No - +91 9910910910 | +91 7906199488 EMail- info@deboxglobal.com Monday-Saturday : 9 AM to 7PM
WFX is a 150+ person company that focuses on fashion industry ERP and PLM solutions. They have 5 global offices, a 23,000 sq ft R&D center, and provide 24/7 global support. Their cloud-based WFX Fashion Suite includes integrated modules for product development, manufacturing, supply chain, financials, and retail integration. It has over 15,000 users across 23 countries and supports customization, integration with other systems, and reporting and dashboards.
The document outlines an operations strategy framework to improve products, services, and operations processes. It discusses competing priorities, an operations strategy framework including order winners and qualifiers, integration of new products and services processes, and performance objectives and critical success factors. It provides examples of how the framework can be applied to reconcile operations and marketing strategies and set performance goals for a pump manufacturer.
STYLEman is a leading enterprise resource planning (ERP) software for the apparel, footwear, and accessories industries. It provides design to delivery capabilities including product lifecycle management, distribution, customer service, sourcing, warehouse management, and financial management. STYLEman aims to be comprehensive yet easy to use, with a familiar Windows interface and integration with Microsoft Office. It can also integrate with other systems and has tools for business intelligence and data migration. STYLEman is suited for companies of various sizes in the apparel industry supply chain.
The document discusses Carestream Health's transformation to a global product development model through implementing a holistic PLM (Product Lifecycle Management) solution. Key steps included aligning IT and R&D, selecting technology partners through a rigorous evaluation, and establishing a standard global architecture and processes. This improved collaboration, sped development cycles, and better supported compliance and quality across a distributed workforce.
The document discusses several key aspects of operations strategy:
1) It defines operations strategy as the intersection of performance objectives (e.g. quality, cost) and operations decisions areas (e.g. capacity, supply network).
2) It explains the three levels of operations strategy - fit, sustainability, and risk. Fit refers to aligning resources with market requirements. Sustainability is developing a competitive advantage. Risk considers the impact of uncertainty.
3) It provides an example of a polar diagram that illustrates the relative importance of different performance objectives for current and new products at a medical company. This helps analyze strategic fit and gaps.
Supply Chain Connect provides collaboration hub and eNegotiation solutions to help companies optimize their supply chain processes. Their collaboration hubs allow companies to automate transactions like ordering and inventory visibility with suppliers. Their eNegotiation solutions facilitate online bidding to help companies efficiently negotiate contracts. They have experience serving over 100 companies in industries like chemicals, cable, and manufacturing.
1. STYLEman PLM
Collaborative Product Development
STYLEman PLM is a leading Product Lifecycle Management system for
Apparel, Footwear and Accessories companies Specifically designed
to manage the product development process from design to inclusion
in the Range, it uses sophisticated costing and critical path
management to ensure on time, on budget products
STYLEman PLM can be configured easily for different types of
business, using over configurable parameters and exible
attributes for storing all product master information It is easy to
integrate into downstream ERP systems by configuring and
validating mandatory data as it is entered, which can all be passed to
the receiving system in XML format The system can produce Tech
packs in PDF format, and reporting is available from the built-in
report generator, which produces reports that can also be used to
update the system
STYLEman PLM is intended to support collaboration both up and
down the supply chain, so that all people involved are looking at the
same version of requirements By pushing the administrative tasks
down the supply chain, merchandisers become managers rather
than administrators Collaboration also means two things in terms
of system design firstly, security down to field level ensures that
only permitted people can see or update sensitive data, and
secondly all changes are audited and searchable by date, time and
user
At the heart of STYLEman PLM is the concept of Visual
Management the summarising of information in a way that draws
the eye to matters needing attention This is typically delivered by
presenting information in a densely packed format, and using tra c
light colours to highlight key points
Alerts can be configured for critical path events, and for when data
is changed These events can be viewed as alerts, when a single click
will take the user straight to the issue
2. STYLEman PLM Functionality
Collaboration across multiple sites,
and down supply chain, even to your
key accounts.
Corporate Image – quality (and
legibility) of specification package
and the image that conveys to
suppliers (and customers).
Reduced sampling costs – by
monitoring what styles and colour-
ways are in a range, fewer samples
are required for styles that are
unlikely to run.
Monitor Supplier Performance -
scorecards against different metrics –
accuracy of fit, timely delivery,
documentation quality, product
quality for example, to improve
supplier quality and suggesting use of
suppliers for samples and production.
Range Planning/
Range Calendar
Design
High Level Materials
Planning
Fabric/Trim BOM
Costing
Spec Pack
Fit Sessions
Range Meeting
Decision to run
Transfer ERP
Supplier Liason/
Supplier Performance
Lab Tests
Grading
Quotation
Management
Forecast Collation
Sample Orders
High Level Capacity
Planning
Share style data – an end to
differing versions on different
spreadsheets, difficulties in locating
data during illness, holidays and
business trips. One version means
less possibility of mistakes in other
departments; producing the wrong
item is much less likely.
Consistency of approach - across a
department and/or whole business,
making it easier to move staff into
different roles and spread the
workload during busy periods.
Accuracy – validation of data for
consistency, e.g. colours from the
current palette
Speed of development – create
styles from models/blocks using
different fabrics, duplicate and
change existing or old styles.
On-time range development for
critical dates – catalogues, shows
and exhibitions, fewer last-minute
panics and expensive air freight.
The right balance between cost,
quality and lead time using the
built-in quotation management and
costing comparison functions.
Access Anywhere - from any
Internet-connected PC or MAC
anywhere in the world - office,
home, Internet café, supplier or
customer.
Multilingual to aid understanding in
different markets.
Visual Management – are the
colour themes right? Where are the
lagging styles? Are there too many
styles in a group? Too much
exposure to one supplier/source?
STYLEman PLM Key benefits
3. STYLEman PLM Functionality
Environment
IE7+, Chrome, Firefox, Safari Browsers
Multi-Lingual with Translation Tools
Multi-Company
Multi-Currency
Alerts for key events
Style Manager Library
Revision tracking
Season and Capsule
Division, Brand, Class and Group
Tech/Spec Pack
Development Blog
Flexible Attributes
Images and attachments
Colour/ Size/Fit details
Seasonal Colour Palette (optional)
Care Labels
Style Critical Path
Change History by Revision
Basic Style place-holders
Fabric and Trim Approvals
Style Duplication
Create Style from Model
Style Mass Updates
Style Mass Deactivation
Lab Test Definitions and Results
Grading Tables and Fit Sessions
Measurement Point definition and
images
Grading Table Templates
Fit Session Types
Fit Session Measurements
Fit Session Feedback
Bill of Material
Styles and Subassemblies
Multiple BOMs per Style
Flexible BOM Structure
Fabrics, Trims
BOM Copy and Duplicate
BOM Mass Substitution
BOM and BOL Status of Requirement
High Level MRP
Bill of Labour
Operations and Equipment
Construction Features
Translatable Construction details
Sales
Customer-Specific Catalogues
Customer Approvals
Costing
Flexible Costing Formats
Forward and Reverse Costings
Costing Analysis
Costing Sets (Off-line maintenance)
Costing Tables for Freight, Duty etc
Costing Comparison Inbound Goods
Costing Comparison Outbound Goods
Costs and Prices
Costing Summary across Styles
Critical Path Management
Critical Path Library
Link to Range Calendar (optional)
Style, Model, Fabric, & Trim critical
Paths
PO Critical Paths
Responsibilities and Alerts
In-system and email Alerts
Workload Monitoring and
Management
Bottleneck projection
Model Manager Library
Model Details
Customer-Specific Models
Model Development (Critical Path)
Model Grading
Template BOM Items
Model Duplication
Descendents
Fabric/Yarn and Trim Library
Material Details and Attributes
Images and Attachments
Material Colours and Images
Material Costs and Costings
Material Critical Path
Material Where-used
Range Planning
Based on previous Seasons
Build Top-down
Built Bottom-up
Consolidate across Company
Comparison with Actual performance
Multi-channel
Highlight underperforming styles
Assign Colours to Capsules
Range Mix Analysis
Colour Analysis
Supplier
Upload Contracts and Agreements
Upload Assessments/Reviews
Supplier Contact Address book
Supplier and Factory details
Supplier Equipment
Supplier Scorecard
AQL specification and recording
Quotation requests and management
High Level Capacity Planning
Quotations
Quantity and Date
Competitive Quotations
Quotation Comparison
Purchasing
Samples and Bulk Production
Samples Receipts
Styles and Materials
Customer-Specific Styles
PO Critical Path
Suppliers (eg Mill) Reference
Reporting
Tech/Spec packs
Merchandiser Management Console
Report Generator
ODBC database access
Integration
Field Type/length restrictions
Attributes for mandatory ERP data Export
All data as XML tables
Style XML package
PO XML package
Data Imports
4. Option Systems are a leading supplier of Apparel ERP systems
since We sell and support systems from our UK Head O ce
and through our partner network worldwide Our customers
include a number of well-known international brands, as well as
smaller specialist sourcing and CMT businesses
About Option Systems
Contact Details
STYLEman PLM is a leading Product Lifecycle Management
system for development and management of coloured and sized
items It has a huge depth of functionality available for the
demanding user, but can also be configured to avoid complexity
A typical STYLEman PLM customer has - users
About STYLEman PLM
For more information about STYLEman and STYLEman PLM, or
any of our other STYLEman products, please contact Option
Systems Limited
T: + ( )
E: sales styleman com
W www styleman com