Supply chain management involves coordinating activities from procurement of raw materials to delivery of finished goods to customers. It includes material, information and financial flows. The objective is to efficiently manage resources and fulfill customer demand through integration of business processes and information sharing along the supply chain network. Key aspects of effective supply chain management include supply chain design, optimization, planning, and monitoring of performance metrics.
Chapter 1 The Progression to Professional Supply ManagementTran Thang
Purchasing, Supply Management, and Supply Chain Management Defined
Increasing Importance of Purchased Materials.
Supply Management’s Impact on the Bottom Line
Increased Sales
Faster to Market or Time-Based Competition
Supply Management and Return on Investment
The Progression to Proactive Supply Management
Supply chain management is an effective tool for business process improvement so every business student must have a basic knowledge of SCM & process of SCM.
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.
Market Logistics & Supply Chain Management
Logistics Defined
Scope of Logistics
Logistics and SCM
The Value Chain
Logistics Focus Areas
Factors Which Drive Inventory
ABC Inventory Analysis
Supply chain management is the management of the flow of goods and services and includes all processes that transform raw materials into final products.
Module 1 of the supply chain and procurement career overview workshop. Discusses concepts such as procure-to-pay, fulfill-to-order, order to cash, value-add and non-value add activities, supply chain process maturity and supply chain career development. Explanation of supply value chain using Michael Porter's model and example of supply chain as seen in Tim Horton, Amazon and Target-Canada.
Chapter 1 The Progression to Professional Supply ManagementTran Thang
Purchasing, Supply Management, and Supply Chain Management Defined
Increasing Importance of Purchased Materials.
Supply Management’s Impact on the Bottom Line
Increased Sales
Faster to Market or Time-Based Competition
Supply Management and Return on Investment
The Progression to Proactive Supply Management
Supply chain management is an effective tool for business process improvement so every business student must have a basic knowledge of SCM & process of SCM.
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.
Market Logistics & Supply Chain Management
Logistics Defined
Scope of Logistics
Logistics and SCM
The Value Chain
Logistics Focus Areas
Factors Which Drive Inventory
ABC Inventory Analysis
Supply chain management is the management of the flow of goods and services and includes all processes that transform raw materials into final products.
Module 1 of the supply chain and procurement career overview workshop. Discusses concepts such as procure-to-pay, fulfill-to-order, order to cash, value-add and non-value add activities, supply chain process maturity and supply chain career development. Explanation of supply value chain using Michael Porter's model and example of supply chain as seen in Tim Horton, Amazon and Target-Canada.
This video is presented by USEP's BSCS student Alvin Mark U. Cabeliño under Mr. ND Arquillano as a partial fulfilment for Elective 4 -Supply-Chain Management.
Remote sensing and monitoring are changing the mining industry for the better. These are providing innovative solutions to long-standing challenges. Those related to exploration, extraction, and overall environmental management by mining technology companies Odisha. These technologies make use of satellite imaging, aerial photography and sensors to collect data that might be inaccessible or from hazardous locations. With the use of this technology, mining operations are becoming increasingly efficient. Let us gain more insight into the key aspects associated with remote sensing and monitoring when it comes to mining.
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
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Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
Business Valuation Principles for EntrepreneursBen Wann
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Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
Accpac to QuickBooks Conversion Navigating the Transition with Online Account...PaulBryant58
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effectively manage the convert Accpac to QuickBooks , with a particular focus on utilizing online accounting services to streamline the process.
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
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As a business owner in Delaware, staying on top of your tax obligations is paramount, especially with the annual deadline for Delaware Franchise Tax looming on March 1. One such obligation is the annual Delaware Franchise Tax, which serves as a crucial requirement for maintaining your company’s legal standing within the state. While the prospect of handling tax matters may seem daunting, rest assured that the process can be straightforward with the right guidance. In this comprehensive guide, we’ll walk you through the steps of filing your Delaware Franchise Tax and provide insights to help you navigate the process effectively.
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
1. SUPPLY CHAIN
MANAGEMENT
• Value Chain
• Supply side- raw materials, inbound
logistics and production processes
• Demand side- outbound logistics,
marketing and sales.
2. WHAT IS SUPPLY CHAIN MANAGEMENT
" Is the strategic management of activities involved in
the acquisition and conversion of materials to finished
products delivered to the customer"
Supplier
Management
Schedule /
Resources
Conversion
Stock
Deployment Delivery
Customer
Management
Leads to Business Process Integration
Material Flow
Information Flow
3. • Supply chain is the system by which
organizations source, make and deliver
their products or services according to
market demand.
• Supply chain management operations
and decisions are ultimately triggered by
demand signals at the ultimate consumer
level.
• Supply chain as defined by experienced
practitioners extends from suppliers’
suppliers to customers’ customers.
4. • SUPPLY CHAIN INCLUDES :
– MATERIAL FLOWS
– INFORMATION FLOWS
– FINANCIAL FLOWS
5. • SUPPLY CHAIN MANAGEMENT IS
FACILITATED BY :
– PROCESSES
– STRUCTURE
– TECHNOLOGY
7. • Supply chain objectives may differ from
situation to situation.
• For functional products, cost efficiency is
the critical factor.
• For innovative products, responsiveness
is the important factor.
• Leanness + Agility together make up
Leagility
9. Supply Chain and Demand Chain
• Demand chain is defined as the system by
which organizations manage sales and
distribution of products and services to end
users.
• Conceptually incorrect to look at demand
chain separately
• Look at the pipe as a whole.
10. • But is there a pipe at all?
– More a network
– Not necessarily linear
• Value chain orchestration rather than
controlling the flow through the pipe
• A network of independent and interdependent
organizations mutually and cooperatively
working together to control, manage and
improve the flow of materials and information
from suppliers to end users
11. SUPPLY CHAIN DRIVERS
Not new. Value system of Michael Porter
• Why sudden interest?
– Demanding customers
– Shrinking product life cycles
– Proliferating product offerings
– Growing retailer power in some cases
– Doctrine of core competency
– Emergence of specialized logistics providers
– Globalization
– Information technology
13. • Supply Chain Goals
Efficient supply chain management
must result in tangible business
improvements. It is characterized by a
sharp focus on
– Revenue growth
– Better asset utilization
– Cost reduction.
14. Reduce Overall Cycle Time : Improve Response
Supply Chain
Management
Underlying Principles
Compression
Conformance
Co-operation
Communication
(Planning/Manufacturing/Supply)
(Forecasts/Plans/Distribution)
(Cross -Functional)
(Real Time Data)
15. Changing Paradigm
• Functional vs Process
• Products vs Customers
• Revenues vs Performance
• Inventory vs Information
• Transactions vs Relationships
16. Critical Success Factors today
• Cross functional management and
planning skills
• Ability to define, measure and manage
service requirements by market
segment
• Information systems
• Relationship management and win win
orientation
17. PUTTING IN PLACE A WELL OILED SUPPLY
CHAIN
• Supply chain as an efficient customer
satisfying process
• Effectiveness of the whole supply chain is
more important than the efficiency of each
individual department.
18. .
The steps involved
• Step1- Designing the supply chain
– Determine the supply chain network
– Identify the levels of service required
19. Step 2 - Optimizing the supply chain
• Determine pathways from suppliers to
the end customer
– Customer markets to Distribution centers
– Distribution centers to production plants
– Raw material sources to production plants
– Identify constraints at vendors, plants and
distribution centers
– Get the big picture
– Plan the procurement, production and
distribution of product groups rather than
individual products in large time periods-
quarters or years
20. Step 3- Material flow planning
• Determine the exact flow and timing of
materials
• Arrive at decisions by working back from the
projected demand through the supply chain to
the raw material resources
• Techniques
• ERP
21. Step 4 - Transaction processing and
short term scheduling
• Customer orders arrive at random
• This is a day to day accounting system which
tracks and schedules every order to meet
customer demand
• Order entry, order fulfillment and physical
replenishment
22. Information flows in Supply Chain Management
• Information is overriding element
• Need for databases
• Master files: Information about customers, products,
materials, suppliers, transportation, production and
distribution data- do not require frequent processing
• Status files- heart of transaction processing- track
orders and infrastructure status- updated daily.
• Essentially using the same information to make all
plans right from structuring the network to
processing every day supply chain tasks.
23. THE VIRTUAL VALUE CHAIN
• The value chain connects a company’s
supply side with its demand side.
• Traditionally information has been a
supporting function.
• Information however can be managed
far more creatively.
• There are various stages of using value
added information processes.
24. • Visibility : See physical operations more
effectively through information. Information
can be used for effective coordination of
value chain activities.
• Mirroring capability : In this stage, virtual
activities are substituted for physical ones. A
parallel value chain is created.
• New customer relationships : The company
can draw on the flow of information in the
virtual value chain to deliver value to
customers in new ways.
26. Contemporary Trends
• Channels being divided into two- Fulfillment
and Franchised agent
• Fulfillment channel- responsible for getting
the manufacturer’s product from the plant to
the end user through a highly efficient
logistics and inventory management system
27. Contemporary Trends
• Fulfillment channel may not take ownership
of the product but may perform these
functions on a per box fee structure
• Franchised agents responsible for sales and
sales support but will not write the order or
supply the product
28. Issues in customer management
• Penetration vs Spread
• Concentration is necessary to commit the
necessary resources for true customer
integration
• Depth of customer contact
– R&D - sharing information vs developing new
products together
– Logistics - Pros and cons of methods of
transportation vs reengineering the logistics
process
29. Implementation: Points to keep in mind
• Recognize the difficulty of change.
• Prepare a blueprint for change that maps linkages
among initiatives.
• Assess the entire supply chain from supplier
relationships to internal operations to the market
place, including customers, competitors and
industry as a whole.
30. IS THE SUPPLY CHAIN WORKING?
• Does our manufacturing strategy increase product
line flexibility while continuing to drive down
overall production costs?
• When was the last time we measured lost sales to
end customers?
• Do we have an efficient system to get POS data
from retailers?
• Are we testing our products with end customers?
Do we use the resulting data to adjust our
forecasting and supply positions?
• Is the ratio of returned orders to sales
increasing?
31. The New Model of Relationships
• Hard bargaining vs shared destiny
• Exit vs Voice
• Arms length relations vs Involving dealers and
suppliers in product development
• Piling up vs Replenishing dealer inventory more
frequently
• In short working together as partners to cut
costs, boost efficiencies, innovate and share
value
32. • Adversarial vs partnerships
• Short term vs long term contracts
• Large vs small order quantity
• Full truck load vs small parcels
• Inspection vs no inspection
33. • Written order vs understanding
• Many vs few suppliers
• Design and then invite quote from
vendor vs involving vendor in
development
• Bargaining, holding cards close to chest
vs Shared destiny, transparency
34. Summary
• Segmentation of customers based on service
needs
• Customization of logistics network
• Listen to signals of market demand and plan
accordingly.
• Differentiate product close to the customer
• Source strategically
• Develop a supply chain wide technology
strategy
• Accept channel spanning performance
measures
35. • The Bullwhip Phenomenon
• Volatility amplification along the network
• Increase in demand variability as we move
upstream away from the market
• Mainly because of lack of communication and
coordination
• Delays in information and material flows
36. • Bullwhip effect occurs because of various
reasons:
• Order Batching- Accumulate orders
• Shortage gaming- Ask for more than what is
needed
• Demand forecast updating
37. Important points to keep in mind
• Segment customers based on service needs.
• Modify the supply chain to meet these service
requirements profitably.
• Customize the logistics network.
• Develop forecasts collaboratively involving every
link of the supply chain.
• Locate the leverage point where the product is
unalterably configured to meet a single
requirement
• Delay product differentiation till the last possible
moment.
38. • Assess options such as modularized design
or modification of manufacturing processes
that can increase flexibility.
• Cultivate warm relationships with suppliers.
• Efficient supply chain management has to be
accompanied by a technology strategy.
39. ITALIAN CLOTHING MANUFACTURE
• Warehousing and transportation 6
• Inventory 5
• Late delivery returns 2
• Obsolescence 20
• Lost sales 60
• Need to minimize obsolescence costs
• Minimize product range flexibility
• Reduce product development cycle
40. Dell’s Direct Business Model of
Virtual Integration
• Advantages of a tightly coordinated supply chain
traditionally facilitated by vertical integration.
• Combined with focus and specialization.
• Leveraging on investments others have made and
focusing on delivering solutions and systems to
customers
• Fewer things to manage - fewer things go wrong
• Suppliers’ engineers part of Dell’s Design team
• Have only a few partners
41. Dell’s Direct Business Model of
Virtual Integration
• Share information with partners in Real time
fashion.
• Stitch together a business with partners that are
treated as if they are inside the company.
• Change focus from how much inventory there is to
how fast it is moving
• Assets collect risks around them one way or the
other.
• Limited or no testing - Eg. Sony Monitors
42. Dell’s Direct Business Model of
Virtual Integration
• Only three Manufacturing centers - Austin, Ireland
and Malaysia.
• Inventory levels and replenishment needs
sometimes conveyed to vendors on hourly basis.
• Substitute information for inventory and ship only
when we have real demand from real end
customers
• Clever segmentation - Focus on institutional
markets - 70% to very large customers with
annual purchases exceeding $1 million.
43. Dell’s Direct Business Model of
Virtual Integration
• Exit from retail business after wrong entry in 1989.
• Segmentation - closeness to customers and
access to valuable information.
• Demand forecasting as a critical sales skill
• Help global customers, manage their total
purchase of PCs by selling them a standard
product
• Dell server loads software on customers’
computers
• Meet customers’ needs faster and more efficiently
than any other model.
44. Li and Fung, Hong Kong
• Founded in 1906
• Today 35 offices in 20 countries
• 1997 revenues of $ 1.7 billion
• Largest export trading company in Hong
Kong
• Customers- American and European retailers
• Sources clothing and other consumer goods
ranging from toys to fashion accessories to
luggage
45. • Order from Europe
• Buy yarn from Korea
• Weave and dye in Taiwan
• Buy Japanese zippers made in China
• Make the garments in Thailand in five different
factories
• Pulling apart the value chain and optimizing at
each step
46. • Victor Fung
“ Today, assembly is the easy part. The hard part
is managing your suppliers and the flow of
parts.“ Good supply chain management strips
away time and cost from product delivery cycles.
Our customers have become more fashion
driven, working with six or seven seasons a year
instead of just two or three. Once you move to
shorter life cycles, the problem of obsolete
inventory increases dramatically. With customer
tastes changing rapidly and markets segmenting
into narrow niches, it’s not just fashion products
that are becoming increasingly time sensitive.”
47. • Endorsement by Stan Shih, CEO, Acer
• Buying right things
• Reaching into suppliers to ensure that certain
things happen on time and at the right quality
level.
48. • Buyer informs five weeks before delivery.
• Reserve undyed yarn from yarn supplier.
• Lock up capacity in weaving and dyeing mills.
• Outsourcing not same as leaving suppliers to do the
worrying.
• Single factories are too small to have much buying
power and to demand faster deliveries from
suppliers.
• To shorten delivery cycle, need to go upstream to
organize production.
• Li & Fung able to delay commitment to a particular
fashion trend.
49. • Integrated logistics management
• Elimination of consolidators in container
shipments
• Smokeless factory
– Design
– Procurement
– Inspection of raw materials
– Production planning
– Line balancing
– Inspection of finished goods
– No worker ownership
– No labour management
50. “ If we don’t own factories, can we say we are in
manufacturing? Absolutely, because of the 15
steps in the manufacturing value chain, we
probably do 10.”
• Basic operating unit is the division.
• Divisions focused on serving single customers or
groups of small customers.
• Less emphasis on geographic grouping
• Merchandising decisions decentralized
• Financial controls and operating procedures tightly
centralized.
• Strong focus on inventory and working capital
management.
51. • “As far as I am concerned, inventory is the root of
all evil. At a minimum, it increases the complexity
of managing any business. So it’s a word we don’t
tolerate around here.”
• Need for sophisticated information systems. Li &
Fung working to create a database to
systematically track all supplier relationships.
• “ Someone might steal our database but when
they call up a supplier, they don’t have the long
relationship with the supplier that Li & Fung has. It
makes a difference to suppliers when they know
that you are dedicated to the business, that you
have been honoring your commitments for 90
years.”
52. • Broadening the middle
• Better prices and better margins for customers
• Tackling the soft $3 in the cost structure. $3
represents the inefficiency in the supply chain for
a consumer product priced at $4. Look at costs
throughout distribution channels than just in
factory