This document discusses supply chain management and various topics related to IT in supply chains. It covers the role of information technology in supply chains, including how IT enables information sharing across customer relationship management, internal supply chain management, and supplier relationship management. It also discusses the transaction management foundation, agile supply chains, reverse supply chains, and agro supply chains. Key points covered include how IT provides accurate and timely information to support supply chain decisions, and how technologies like EDI and data warehousing facilitate information flows.
A presentation on the Supply Chain Management as per Production and Marketing are concerns, the highly relayed branch of any business house is to concentrate on this particular topic.
Role of Information technology in supply chain management Deepak Gupta
This document provides an overview of the role of information technology in supply chain management. It discusses key concepts like SCM, benefits of IT in SCM like competitive advantage and information visibility. It describes areas where IT is used for optimizing SCM like warehousing, logistics, and sales. Specific technologies like barcode, RFID, GPS, ERP, e-SCM, and CPFR are explained. The future of further IT adoption in SCM over the next 6 years is also highlighted.
Role of information Technology in Supply Chain ManageentAnand Jha
The document discusses the role of information technology in supply chain management. It provides details on how Walmart uses IT extensively across its supply chain operations. This includes using electronic data interchange for more efficient procurement, bar code scanners to analyze sales data and replenish stores, a computer terminal network for real-time communication between stores and headquarters, and voice-based technologies to enhance warehouse and logistics management. The Retail Link system connects Walmart's EDI network to an extranet accessible to suppliers, providing them with historical sales data.
This document provides a summary of key concepts in supply chain management. It discusses supply chains, supply chain management, value chain management, operations management, logistics management, lean supply chains, agile supply chains, and the objectives and decision phases of supply chains. It also covers integrated supply chain management, barriers to supply chain management implementation, attributes affecting implementation like technology and communication, and reasons for many versus few suppliers in a supply chain.
Information Technology in Supply Chain ManagementMd Adnan
This document discusses the role of information technology in supply chain management. It describes how IT helps to reduce costs and improve productivity. Specific technologies like barcoding, electronic data interchange, enterprise resource planning, and data warehousing are discussed. The value of IT is said to include increased control, better inventory management, and improved collaboration between supply chain partners. Real-time data, visibility, simplified processes, and enhanced customer communication are ways supply chain technology can improve business. The document also reviews popular supply chain management software and areas where IT provides help, such as global trade, supplier relationship management, and reverse logistics.
The document discusses various options for designing supply chain networks and their characteristics. It describes manufacturer storage with direct shipping, in-transit merging, distributor storage with package carrier delivery, distributor storage with last-mile delivery, manufacturer/distributor storage with customer pickup, retail storage with customer pickup, and local storage at consumer pickup sites. For each option, it summarizes the performance characteristics in terms of cost factors like inventory, transportation, and facilities as well as service factors like response time, product variety, and customer experience.
Demand forecasting is used to predict future demand for products and services. There are short, medium, and long-range forecasts used for production planning, budgeting, and new product development. Qualitative and quantitative methods are used depending on data availability. The aggregate planning process involves determining demand and capacity, developing alternative plans, and selecting the optimal plan to minimize costs while meeting demand and capacity constraints. Accurate demand forecasting is crucial for aggregate planning and supply chain management.
A presentation on the Supply Chain Management as per Production and Marketing are concerns, the highly relayed branch of any business house is to concentrate on this particular topic.
Role of Information technology in supply chain management Deepak Gupta
This document provides an overview of the role of information technology in supply chain management. It discusses key concepts like SCM, benefits of IT in SCM like competitive advantage and information visibility. It describes areas where IT is used for optimizing SCM like warehousing, logistics, and sales. Specific technologies like barcode, RFID, GPS, ERP, e-SCM, and CPFR are explained. The future of further IT adoption in SCM over the next 6 years is also highlighted.
Role of information Technology in Supply Chain ManageentAnand Jha
The document discusses the role of information technology in supply chain management. It provides details on how Walmart uses IT extensively across its supply chain operations. This includes using electronic data interchange for more efficient procurement, bar code scanners to analyze sales data and replenish stores, a computer terminal network for real-time communication between stores and headquarters, and voice-based technologies to enhance warehouse and logistics management. The Retail Link system connects Walmart's EDI network to an extranet accessible to suppliers, providing them with historical sales data.
This document provides a summary of key concepts in supply chain management. It discusses supply chains, supply chain management, value chain management, operations management, logistics management, lean supply chains, agile supply chains, and the objectives and decision phases of supply chains. It also covers integrated supply chain management, barriers to supply chain management implementation, attributes affecting implementation like technology and communication, and reasons for many versus few suppliers in a supply chain.
Information Technology in Supply Chain ManagementMd Adnan
This document discusses the role of information technology in supply chain management. It describes how IT helps to reduce costs and improve productivity. Specific technologies like barcoding, electronic data interchange, enterprise resource planning, and data warehousing are discussed. The value of IT is said to include increased control, better inventory management, and improved collaboration between supply chain partners. Real-time data, visibility, simplified processes, and enhanced customer communication are ways supply chain technology can improve business. The document also reviews popular supply chain management software and areas where IT provides help, such as global trade, supplier relationship management, and reverse logistics.
The document discusses various options for designing supply chain networks and their characteristics. It describes manufacturer storage with direct shipping, in-transit merging, distributor storage with package carrier delivery, distributor storage with last-mile delivery, manufacturer/distributor storage with customer pickup, retail storage with customer pickup, and local storage at consumer pickup sites. For each option, it summarizes the performance characteristics in terms of cost factors like inventory, transportation, and facilities as well as service factors like response time, product variety, and customer experience.
Demand forecasting is used to predict future demand for products and services. There are short, medium, and long-range forecasts used for production planning, budgeting, and new product development. Qualitative and quantitative methods are used depending on data availability. The aggregate planning process involves determining demand and capacity, developing alternative plans, and selecting the optimal plan to minimize costs while meeting demand and capacity constraints. Accurate demand forecasting is crucial for aggregate planning and supply chain management.
The document discusses key aspects of operation management and strategy. It defines operation management as the systematic design, direction, and control of processes that transform inputs into services. It identifies the five key components in any operation as plants, people, parts, processes, and planning/control. It then discusses elements of operation strategy including production systems, facilities, product/service design, quality, flexibility, and time. Finally, it covers topics like competitive priorities, industry best practices, manufacturing strategies, and the link between corporate, business and operation strategies.
Customer relationship management and supply chain managementRohit Kumar
Customer relationship management (CRM) is a model for managing a company's interactions with current and future customers using technology to organize sales, marketing, customer service, and technical support. CRM helps companies identify and reward loyal customers to retain business, acquire new customers through improved marketing efficiency, and enhance customer service to keep customers happy. Effective CRM requires centralizing customer data, supporting mobility, and flexibility to customize the software to user needs.
This document summarizes a presentation on supply chain management given by 6 students. It discusses the origin and evolution of supply chain management. The key aspects covered include the definition of supply chain management, the network and participants involved, important drivers and functions like procurement, manufacturing, and distribution. Challenges faced include the bullwhip effect where demand fluctuations increase up the supply chain. Global supply chain management allows companies to leverage locations across countries but poses additional challenges around coordination of international operations.
This document discusses logistics management strategies and their formulation and implementation. It covers linking a firm's strategy to its logistics strategy, setting logistics goals and making decisions, analyzing logistics networks, formulating logistics strategies including different channel strategies, and implementing and measuring performance of logistics strategies. Key aspects covered include aligning business and logistics strategies, common logistics challenges, and key performance indicators for evaluating service and inventory management.
The document discusses supply chain management. It defines supply chain management as the integration of business processes from original suppliers to end users to add value for customers. A supply chain is a network of facilities that procures materials, transforms them into products, and distributes the products to customers. The essential features of supply chain management include integrated behavior across stakeholders, mutually sharing information and risks/rewards, cooperation, focusing on serving customers, integrating processes, and building long-term relationships. The objectives, components, factors influencing, and functions of supply chain management at the strategic, tactical, and operational levels are described.
1. Supply chain management involves efficiently integrating suppliers, manufacturers, warehouses, and retailers so that products are delivered to customers in the right quantities, locations, and times to minimize costs while meeting service requirements.
2. Key aspects of supply chain management include facilities, inventory, transportation, information sharing, sourcing decisions, and pricing strategies. These factors work together to balance efficiency and responsiveness across the supply chain.
3. An organization's competitive strategy helps determine which supply chain drivers it prioritizes, such as Walmart focusing on low inventory, centralized facilities, and information sharing to support its low-price model.
The document discusses logistics and supply chain management. It defines logistics as planning, implementing, and controlling the efficient flow of goods, services, and information from origin to consumption according to customer needs. Logistics involves functions like procurement, inventory control, warehousing, transportation, and customer service. It also discusses types of logistics like inbound, outbound, third-party, and reverse logistics. The document then summarizes a case study of Ford Motor Company partnering with Penske to centralize its logistics network, resulting in cost savings and efficiency improvements.
The document discusses supply chain management and procurement. It defines supply chain management as overseeing the flow of materials, information, and finances between suppliers and manufacturers. Procurement involves acquiring goods and services and managing supplier relationships. Key aspects of procurement management in the supply chain include supplier selection and contract negotiation, ensuring compliance, and overseeing the purchasing process. The document also outlines several issues procurement managers must address like risk management, sustainability, diversity, and digital transformation.
The document discusses the bullwhip effect, which is an increase in variability of orders as they move up the supply chain from customer to manufacturer. Some symptoms of the bullwhip effect include excessive inventory, poor forecasts, insufficient capacity, and long backlogs. The bullwhip effect can be caused by factors such as forecasting methods, order batching, price fluctuations, rationing during shortages, and gaining behavior. Strategies to mitigate the bullwhip effect include improved forecasting methods, visibility of downstream demand data through approaches like VMI/CRP, bypassing intermediaries, and reducing price discounting and order exaggeration.
This document provides an overview of information technology management in supply chain operations, using Walmart as a case study. It discusses key concepts like traditional vs integrated supply chain views, the importance and benefits of IT in supply chain management. It also describes various types of IT systems used in supply chains, including ERP, transportation management, inventory management, EDI, barcoding, RFID and e-commerce systems. Finally, it discusses management of supply chain information systems and the development process.
This document discusses supply chain planning and scheduling. It begins by defining a supply chain and outlining the objectives of supply chain management. It then describes the three decision phases of supply chain management: supply chain strategy/design, supply chain planning, and supply chain operations. Finally, it discusses the process view of supply chains using the cycle view and push/pull view and analyzes value within a supply chain.
The document discusses supply chain and logistics concepts including:
1) Physical distribution involves choosing warehouses and transportation carriers to deliver goods in the desired time at lowest cost. Physical distribution has expanded into supply chain management.
2) Supply chain management involves procuring inputs, efficiently converting them into finished products, and dispatching them to customers.
3) Market logistics planning involves four stages - deciding on a value proposition, developing operational excellence, implementing solutions, and deciding on a channel/network strategy.
The role of e business in supply chain managementJohns Joseph
E-business is the execution of business transactions via the
internet.One of the primary benefits of e-business is its ability to cut costs. This technology eliminates the need to have a physical presence.e-business strategies like social media and online advertising involve lower costs than traditional marketing which allows startups and small companies to reach their target audience.
Chapter 7 demand forecasting in a supply chainsajidsharif2022
1. Forecasting is essential for supply chain planning and involves forecasting demand using historical data and time-series methods.
2. The components of a demand forecast include the systematic components of level, trend, and seasonality as well as the random error.
3. Common time-series forecasting methods include moving averages, exponential smoothing, and Winter's method which accounts for trend and seasonality.
Integrated logistics management involves coordinating the flow of goods from suppliers to customers. It requires cross-functional collaboration within a company and partnerships with external partners. The goal is to rapidly and efficiently fulfill customer needs with minimum inventory, transportation, and production variances. Effective integrated logistics considers customer demands, acquires necessary resources, and optimizes distribution networks.
The document discusses the bullwhip effect in supply chains. The bullwhip effect occurs when orders sent to manufacturers and suppliers have greater variance than sales to end customers. This can interrupt supply chain processes as each link may over or underestimate demand. The bullwhip effect is caused by factors like lack of coordination between supply chain links, lack of communication, batch ordering practices, demand forecasting issues, and long lead times. Symptoms include excessive inventory, poor forecasts, insufficient capacity, and long backlogs. The document provides examples and discusses ways to counteract the bullwhip effect, such as avoiding frequent forecast updates, stabilizing prices, and increasing information sharing.
Supply chain management involves the flow of goods and information from raw materials to the customer. It includes procurement, production, and distribution. Key drivers are production, inventory, location, transportation, and information. The components are plan, develop, make, deliver, and return. Products, information, and funds flow between customers and suppliers. Supply chain management aims to coordinate activities among organizations to trade off costs, service, time, risk, and other metrics across the chain.
MRP-2 is an evolution of MRP that incorporates additional planning elements such as finances, sales, and integrated resource planning. MRP-2 uses a common database to integrate various business functions and allow for simulation of production schedules based on demand forecasts, inventory levels, bills of materials, and resource constraints. This provides benefits like improved scheduling, inventory control, and information flow. While MRP-2 enables more holistic planning than MRP-1, it also requires more complex implementation and recalculation if unexpected changes occur.
The document discusses the basics of supply chain management. It defines the supply chain as including suppliers, manufacturers, warehouses, distribution centers, and retail outlets, as well as the flow of raw materials, work-in-progress inventory, and finished products between these facilities. It also discusses supply chain management as a set of approaches to efficiently integrate these entities to minimize costs and satisfy demand requirements. Key challenges in supply chain management include uncertainty, complexity, and the bullwhip effect where demand variability increases as you move up the supply chain.
This document discusses supply chain integration and strategies. It introduces push-based and pull-based supply chain systems and their advantages and disadvantages. It then discusses push-pull supply chain strategies that take advantages of both. Examples of push-pull strategies are given for different industries. Finally, it discusses demand-driven strategies and effective distribution strategies for supply chain integration.
The document discusses key aspects of operation management and strategy. It defines operation management as the systematic design, direction, and control of processes that transform inputs into services. It identifies the five key components in any operation as plants, people, parts, processes, and planning/control. It then discusses elements of operation strategy including production systems, facilities, product/service design, quality, flexibility, and time. Finally, it covers topics like competitive priorities, industry best practices, manufacturing strategies, and the link between corporate, business and operation strategies.
Customer relationship management and supply chain managementRohit Kumar
Customer relationship management (CRM) is a model for managing a company's interactions with current and future customers using technology to organize sales, marketing, customer service, and technical support. CRM helps companies identify and reward loyal customers to retain business, acquire new customers through improved marketing efficiency, and enhance customer service to keep customers happy. Effective CRM requires centralizing customer data, supporting mobility, and flexibility to customize the software to user needs.
This document summarizes a presentation on supply chain management given by 6 students. It discusses the origin and evolution of supply chain management. The key aspects covered include the definition of supply chain management, the network and participants involved, important drivers and functions like procurement, manufacturing, and distribution. Challenges faced include the bullwhip effect where demand fluctuations increase up the supply chain. Global supply chain management allows companies to leverage locations across countries but poses additional challenges around coordination of international operations.
This document discusses logistics management strategies and their formulation and implementation. It covers linking a firm's strategy to its logistics strategy, setting logistics goals and making decisions, analyzing logistics networks, formulating logistics strategies including different channel strategies, and implementing and measuring performance of logistics strategies. Key aspects covered include aligning business and logistics strategies, common logistics challenges, and key performance indicators for evaluating service and inventory management.
The document discusses supply chain management. It defines supply chain management as the integration of business processes from original suppliers to end users to add value for customers. A supply chain is a network of facilities that procures materials, transforms them into products, and distributes the products to customers. The essential features of supply chain management include integrated behavior across stakeholders, mutually sharing information and risks/rewards, cooperation, focusing on serving customers, integrating processes, and building long-term relationships. The objectives, components, factors influencing, and functions of supply chain management at the strategic, tactical, and operational levels are described.
1. Supply chain management involves efficiently integrating suppliers, manufacturers, warehouses, and retailers so that products are delivered to customers in the right quantities, locations, and times to minimize costs while meeting service requirements.
2. Key aspects of supply chain management include facilities, inventory, transportation, information sharing, sourcing decisions, and pricing strategies. These factors work together to balance efficiency and responsiveness across the supply chain.
3. An organization's competitive strategy helps determine which supply chain drivers it prioritizes, such as Walmart focusing on low inventory, centralized facilities, and information sharing to support its low-price model.
The document discusses logistics and supply chain management. It defines logistics as planning, implementing, and controlling the efficient flow of goods, services, and information from origin to consumption according to customer needs. Logistics involves functions like procurement, inventory control, warehousing, transportation, and customer service. It also discusses types of logistics like inbound, outbound, third-party, and reverse logistics. The document then summarizes a case study of Ford Motor Company partnering with Penske to centralize its logistics network, resulting in cost savings and efficiency improvements.
The document discusses supply chain management and procurement. It defines supply chain management as overseeing the flow of materials, information, and finances between suppliers and manufacturers. Procurement involves acquiring goods and services and managing supplier relationships. Key aspects of procurement management in the supply chain include supplier selection and contract negotiation, ensuring compliance, and overseeing the purchasing process. The document also outlines several issues procurement managers must address like risk management, sustainability, diversity, and digital transformation.
The document discusses the bullwhip effect, which is an increase in variability of orders as they move up the supply chain from customer to manufacturer. Some symptoms of the bullwhip effect include excessive inventory, poor forecasts, insufficient capacity, and long backlogs. The bullwhip effect can be caused by factors such as forecasting methods, order batching, price fluctuations, rationing during shortages, and gaining behavior. Strategies to mitigate the bullwhip effect include improved forecasting methods, visibility of downstream demand data through approaches like VMI/CRP, bypassing intermediaries, and reducing price discounting and order exaggeration.
This document provides an overview of information technology management in supply chain operations, using Walmart as a case study. It discusses key concepts like traditional vs integrated supply chain views, the importance and benefits of IT in supply chain management. It also describes various types of IT systems used in supply chains, including ERP, transportation management, inventory management, EDI, barcoding, RFID and e-commerce systems. Finally, it discusses management of supply chain information systems and the development process.
This document discusses supply chain planning and scheduling. It begins by defining a supply chain and outlining the objectives of supply chain management. It then describes the three decision phases of supply chain management: supply chain strategy/design, supply chain planning, and supply chain operations. Finally, it discusses the process view of supply chains using the cycle view and push/pull view and analyzes value within a supply chain.
The document discusses supply chain and logistics concepts including:
1) Physical distribution involves choosing warehouses and transportation carriers to deliver goods in the desired time at lowest cost. Physical distribution has expanded into supply chain management.
2) Supply chain management involves procuring inputs, efficiently converting them into finished products, and dispatching them to customers.
3) Market logistics planning involves four stages - deciding on a value proposition, developing operational excellence, implementing solutions, and deciding on a channel/network strategy.
The role of e business in supply chain managementJohns Joseph
E-business is the execution of business transactions via the
internet.One of the primary benefits of e-business is its ability to cut costs. This technology eliminates the need to have a physical presence.e-business strategies like social media and online advertising involve lower costs than traditional marketing which allows startups and small companies to reach their target audience.
Chapter 7 demand forecasting in a supply chainsajidsharif2022
1. Forecasting is essential for supply chain planning and involves forecasting demand using historical data and time-series methods.
2. The components of a demand forecast include the systematic components of level, trend, and seasonality as well as the random error.
3. Common time-series forecasting methods include moving averages, exponential smoothing, and Winter's method which accounts for trend and seasonality.
Integrated logistics management involves coordinating the flow of goods from suppliers to customers. It requires cross-functional collaboration within a company and partnerships with external partners. The goal is to rapidly and efficiently fulfill customer needs with minimum inventory, transportation, and production variances. Effective integrated logistics considers customer demands, acquires necessary resources, and optimizes distribution networks.
The document discusses the bullwhip effect in supply chains. The bullwhip effect occurs when orders sent to manufacturers and suppliers have greater variance than sales to end customers. This can interrupt supply chain processes as each link may over or underestimate demand. The bullwhip effect is caused by factors like lack of coordination between supply chain links, lack of communication, batch ordering practices, demand forecasting issues, and long lead times. Symptoms include excessive inventory, poor forecasts, insufficient capacity, and long backlogs. The document provides examples and discusses ways to counteract the bullwhip effect, such as avoiding frequent forecast updates, stabilizing prices, and increasing information sharing.
Supply chain management involves the flow of goods and information from raw materials to the customer. It includes procurement, production, and distribution. Key drivers are production, inventory, location, transportation, and information. The components are plan, develop, make, deliver, and return. Products, information, and funds flow between customers and suppliers. Supply chain management aims to coordinate activities among organizations to trade off costs, service, time, risk, and other metrics across the chain.
MRP-2 is an evolution of MRP that incorporates additional planning elements such as finances, sales, and integrated resource planning. MRP-2 uses a common database to integrate various business functions and allow for simulation of production schedules based on demand forecasts, inventory levels, bills of materials, and resource constraints. This provides benefits like improved scheduling, inventory control, and information flow. While MRP-2 enables more holistic planning than MRP-1, it also requires more complex implementation and recalculation if unexpected changes occur.
The document discusses the basics of supply chain management. It defines the supply chain as including suppliers, manufacturers, warehouses, distribution centers, and retail outlets, as well as the flow of raw materials, work-in-progress inventory, and finished products between these facilities. It also discusses supply chain management as a set of approaches to efficiently integrate these entities to minimize costs and satisfy demand requirements. Key challenges in supply chain management include uncertainty, complexity, and the bullwhip effect where demand variability increases as you move up the supply chain.
This document discusses supply chain integration and strategies. It introduces push-based and pull-based supply chain systems and their advantages and disadvantages. It then discusses push-pull supply chain strategies that take advantages of both. Examples of push-pull strategies are given for different industries. Finally, it discusses demand-driven strategies and effective distribution strategies for supply chain integration.
1) The document presents a replenishment system called REPSFORSYS that was developed to manage retail supply chains more effectively through improved forecasting and reducing excess or insufficient stocks at outlets.
2) REPSFORSYS uses average sales, critical stock cover, and latest stock levels to generate accurate replenishment orders that eliminate stockouts or excess stocks at branches.
3) Evaluation of REPSFORSYS reported benefits like higher shelf availability, turnover and time savings, and lower stocks levels and delivery frequency, providing inventory transparency and cost savings across the retail supply chain.
Hp Network Printer Design for UniversalityPawan Garg
Hewlett-Packard was facing issues with introducing its new network printer due to differences in power specifications between North America and Europe. The company considered implementing a universal power supply that would work across regions but it would increase costs by $30 per printer. While a universal power supply provided benefits like improved forecasting and reduced inventory costs, it also faced the risk of losing sales if customers did not pay the higher price. HP ultimately decided on a postponement strategy where certain parts were standardized for commonality across regions while customization was delayed until customer orders were placed. This approach balanced the benefits of reduced costs with the ability to customize products regionally as needed.
Importance of having a right Sourcing strategy is key to success for CXO. It has to be correct blend of partners both internal as well as external. The strategy can be arrived only if business goals are understood correctly. This deck shares an approach and ways to arrive at IT Sourcing Strategy.
Webinar | Make vs. Buy
When: Thursday, November 12th, 2009
Featured speaker: Brian Wood, VP Marketing, Continuous Computing
Sponsors: Continuous Computing, GoAhead, and Wind River
The document discusses strategies for achieving an agile supply chain. It defines three types of supply chains - traditional, lean, and agile. An agile supply chain is well-suited for innovative products with unpredictable demand. The characteristics of an agile supply chain include flexibility, market sensitivity through a virtual network, postponement, and applying some lean principles upstream of the decoupling point. Rules for achieving agility include accepting uncertainty, reducing it through better forecasting, avoiding it through flexibility and short lead times, and hedging against it with buffers. The case of Zara demonstrates market sensitivity, postponement, and achieving flexibility through a hybrid lean-agile approach.
- tw telecom has a network spanning over 27,000 fiber route miles across 75 markets and nearly 14,000 connected buildings, making it the largest competitive fiber network provider.
- In 2010, tw telecom generated $1.27 billion in revenue and $463 million in EBITDA, and continued growth in 2011 with $332.5 million in revenue in Q1.
- tw telecom has evolved since 1993 from a residential cable provider joint venture to an independent enterprise fiber network and services provider.
This document discusses the concept of agility in supply chains and agile practices. It defines an agile supply chain as being market sensitive, information-based, network-based, and process integrated. An agile supply chain is distinguished from a lean supply chain by factors like unpredictable demand, short product lifecycles, and an emphasis on availability over cost. The document also discusses how to benefit from demand variance, short time windows, and small volumes through practices like forecasting, modular networks, and flexibility.
The document discusses various types of outsourcing including multi-process outsourcing, documentation services outsourcing, project management outsourcing, and managed services outsourcing. It outlines advantages such as reduced costs, efficiency gains, and ability to leverage expert resources for each process, as well as disadvantages like additional management overhead and loss of control. Out-tasking is defined as contracting single tasks on a project-by-project basis at agreed upon prices and timeframes.
This document discusses improving supply chain performance by linking it to the balanced scorecard. It outlines current supply chain measures and perspectives in the balanced scorecard. It then proposes linking the two by identifying performance measures that align the internal, financial, innovation/learning, and customer perspectives of the balanced scorecard with goals like unit cost reduction, time reduction, waste reduction, and flexible response in the supply chain. Aligning key performance indicators across these perspectives can help optimize supply chain performance.
The document discusses strategic sourcing and ADMA-OPCO's plans to implement it. The goals of strategic sourcing are to increase customer satisfaction, improve internal service levels and product quality, and significantly reduce total costs through coordinated purchasing across the organization. ADMA-OPCO aims to leverage its buying power to obtain goods and services efficiently for end users. The document outlines the strategic sourcing process and opportunities for ADMA-OPCO to analyze spending, the supplier base, and develop a sourcing strategy to better meet its goals.
The document discusses revenue management in the supply chain. It describes revenue management as using pricing to increase profits from limited supply chain assets. It provides examples of industries where revenue management is commonly used, such as airlines. Conditions where revenue management is most effective include variable customer segment value, perishable products, and seasonal demand peaks. The document then discusses how to implement revenue management for multiple customer segments, perishable assets, and seasonal demand.
The document outlines a six step plan to source materials, manufacture a product, deliver it to customers, accept returns, and enable the whole process. It also contains charts showing the average daily inventory, average daily demand, and their relationship.
The document discusses supplier evaluation and selection. It provides an overview of the supplier evaluation and selection process, key criteria for evaluating suppliers, and developing surveys to aid in selection. Critical issues in supplier selection are also addressed. The presentation covers developing a multi-step process for evaluating suppliers on criteria like quality, cost, management capabilities, financial stability, and long-term relationship potential to select suppliers that minimize risk and maximize value.
The document discusses supplier performance evaluation methods for SMEs in Macedonia. It covers several key areas:
1. Supplier evaluation methods including categorical, weighted-point, and cost-ratio models. The weighted-point model is most commonly used.
2. Key performance indicators from literature including Dickson and Weber's criteria which focus on quality, delivery, price and other factors.
3. Approaches to evaluate suppliers such as linear weighting, total cost of ownership, and statistical models. Linear weighting is most popular.
4. The study's methodology used grounded theory and questionnaires. Findings showed manufacturing is the largest industry, evaluation processes are common, and key criteria include price, quality and delivery
The document discusses sourcing strategies for recruitment and hiring. It defines sourcing as an organization's ability to use effective recruitment approaches to fill vacant positions. A sourcing strategy is needed to determine the best methods for different types of roles based on skills required, position needs, and available resources. The strategy should include both internal and external recruitment methods with a focus on targeted recruitment. An effective sourcing strategy drives down candidate interviews while ensuring a proper fit between the candidate and company requirements.
Information technology in supply chain managemnetpriya rana
The document discusses how information technology can be applied in supply chain management. It describes several key applications of IT, including electronic commerce, electronic data interchange, bar coding and scanners, data warehousing, and enterprise resource planning tools. These technologies help streamline supply chains, connect customers and producers, analyze supply chain options, synchronize production flows, improve communication, and optimize operations. The strategic use of supply chain management software and Internet technologies allows companies to better collaborate with partners and adapt operations to meet customer needs.
Lecture iii (september 2014)the information system and procurementbosp1
This document provides an overview of supply chain management and procurement concepts. It discusses information exchange in SCM and enterprise resource planning systems. ERP systems integrate business functions like accounting, sales, and operations. The role of purchasing is described as coordinating suppliers to get the right materials at the right time and price. Outsourcing can provide benefits like reducing costs but risks include losing competitive knowledge. Supply chain collaboration where members work towards shared goals is also covered.
Lecture iii (september 2014)the information system and procurementbosp1
This document provides an overview of supply chain management and procurement. It discusses key topics like information exchange in SCM, enterprise resource planning systems, the role of purchasing, and make-or-buy decisions. ERP systems are described as integrated software that coordinates business functions from procurement to invoicing. The benefits of supply chain collaboration are outlined, including reduced costs and inventory through shared information and planning. Outsourcing can provide benefits like economies of scale but also risks if critical knowledge is lost.
This document discusses how information technology can enable and improve supply chain management. It covers various technologies used in supply chains, including electronic data interchange (EDI), radio frequency identification (RFID), enterprise resource planning (ERP) systems, and collaborative planning tools. It also describes how these technologies help achieve benefits like reduced costs, improved information accuracy and integration across the supply chain.
Enterprise resource planning (ERP), customer relationship management (CRM), enterprise feedback management (EFM), e-procurement, supply chain management, data mining, data warehousing, and electronic commerce are recent developments in management information systems. ERP integrates information across an organization using shared databases and software. CRM manages relationships with customers through technologies like sales automation. EFM centrally manages surveys to collect feedback. E-procurement uses online systems for purchasing. Supply chain management coordinates businesses involved in providing products. Data mining discovers patterns in large datasets. Data warehousing stores data from operational systems for analysis. Electronic commerce involves online buying and selling of goods and services.
The document discusses the role of information technology (IT) in supply chain management. It makes several key points:
1) Information is crucial to supply chain performance as it allows processes and decisions to be coordinated across the supply chain.
2) IT consists of the hardware, software, and people that gather, analyze and use information to help management make decisions.
3) Successful companies like Amazon and Walmart rely on the availability and analysis of supply chain information.
The document then goes on to describe frameworks for IT in areas like customer relationship management, internal supply chain management, and supplier relationship management. It also discusses principles of supply chain information and how IT can help with integration.
When planning on producing a new product and/or service, the key factor is the product and service design. Successful designs come down to these basic principles: translate customers' wants and needs, refine existing products and services, develop new products and services, formulate quality goals, formulate cost targets, construct and test prototypes, document specifications, and translate products and service specification into process specifications. The process of design has certain steps that include motivation, ideas for improvement, organizational capabilities, and forecasting. In the product process innovations, research and development play a significant role. Because of the influence a product and service design can have on an organization, the design process is encouraged to be tied in with the organization's strategy and take into account some key considerations.
Companies choose various ways to design their products and the type of services they provide. Which include: standardization, mass customization, delayed differentiation, modular design, and robust design deciding which method to use is very important along with deciding the company's target market. Deciding the right method, establishes good productivity and efficient way of operations.
The document discusses the importance of aligning business processes and information technology (IT) in supply chain management. It explains that investing in both business processes and IT leads to better supply chain performance than investing in only one. The goals of supply chain IT are described as providing visibility of supply chain data, enabling analysis of that data, and facilitating collaboration with partners. Different components of supply chain management systems are outlined, including decision support systems, enterprise resource planning software, and the use of analytics and artificial intelligence.
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2. Presentation outline
• IT in supply chain
• Agile supply chain
• Reverse supply chain
• Agro supply chain
3. Supply chain
• Supply chains are principally concerned with the flow
of products and information between supply chain
member organizations—
– procurement of materials,
– transformation of materials into finished products,
– distribution of those products to end customers.
• Today’s information-driven, integrated supply chains
are enabling organizations
– To reduce inventory and costs,
– add product value,
– extend resources,
– accelerate time to market, and retain customers.
4. 17-4
Topics to be Discussed In
IT Supply Chain
• The Role of Information Technology in the Supply
Chain
• The Supply Chain IT Framework
• Customer Relationship Management
• Internal Supply Chain Management
• Supplier Relationship Management
• The Transaction Management Foundation
• The Future of IT in the Supply Chain
• Supply Chain Information Technology in Practice
5. IT in Supply Chain
• Supply chain management (SCM) is concerned
with the flow of products and information
between supply chain members' organizations.
• Recent development in technologies enables the
organization to avail information easily in their
premises.
• These technologies are helpful to coordinates the
activities to manage the supply chain.
• The cost of information is decreased due to the
increasing rate of technologies. In the integrated
supply chain model
6. IT in Supply Chain
(Fig.1) bi-directional arrow reflect the
accommodation of reverse materials and
information feedback flows.
7. 17-7
Role of Information Technology
in a Supply Chain
• Information is the driver that serves as the “glue” to create a
coordinated supply chain
• Information must have the following characteristics to be useful:
– Accurate
– Accessible in a timely manner
– Information must be of the right kind
• Information provides the basis for supply chain management
decisions
– Inventory
– Transportation
– Facility
8. 17-8
Characteristics of Useful
Supply Chain Information
• Accurate
• Accessible in a timely manner
• The right kind
• Provides supply chain visibility
9. 17-9
Use of Information
in a Supply Chain
• Information used at all phases of decision
making: strategic, planning, operational
• Examples:
– Strategic: location decisions
– Operational: what products will be produced
during today’s production run
10. 17-10
Use of Information
in a Supply Chain
• Inventory: demand patterns, carrying costs,
stockout costs, ordering costs
• Transportation: costs, customer locations,
shipment sizes
• Facility: location, capacity, schedules of a
facility; need information about trade-offs
between flexibility and efficiency, demand,
exchange rates, taxes, etc.
11. 17-11
Role of Information Technology
in a Supply Chain
• Information technology (IT)
– Hardware and software used throughout the
supply chain to gather and analyze information
– Captures and delivers information needed to
make good decisions
• Effective use of IT in the supply chain can
have a significant impact on supply chain
performance
12. 17-12
The Importance of Information
in a Supply Chain
• Relevant information available throughout
the supply chain allows managers to make
decisions that take into account all stages
of the supply chain
• Allows performance to be optimized for the
entire supply chain, not just for one stage –
leads to higher performance for each
individual firm in the supply chain
13. 17-13
The Supply Chain IT Framework
• The Supply Chain Macro Processes
– Customer Relationship Management (CRM)
– Internal Supply Chain Management (ISCM)
– Supplier Relationship Management (SRM)
– Plus: Transaction Management Foundation
• Macro Processes Applied to the Evolution of
Software
14. 17-14
Macro Processes in a Supply Chain
Supplier
Relationship
Management
(SRM)
Internal
Supply Chain
Management
(ISCM)
Customer
Relationship
Management
(CRM)
Transaction Management Foundation (TFM)
15. 17-15
Customer Relationship Management
• The processes that take place between an
enterprise and its customers downstream in
the supply chain
• Key processes:
– Marketing
– Selling
– Order management
– Call/Service center
16. 17-16
Internal Supply Chain Management
• Includes all processes involved in planning for and
fulfilling a customer order
• ISCM processes:
– Strategic Planning
– Demand Planning
– Supply Planning
– Fulfillment
– Field Service
• There must be strong integration between the
ISCM and CRM macro processes
17. 17-17
Supplier Relationship Management
• Those processes focused on the interaction
between the enterprise and suppliers that are
upstream in the supply chain
• Key processes:
– Design Collaboration
– Source
– Negotiate
– Buy
– Supply Collaboration
• There is a natural fit between ISCM and SRM
processes
18. 17-18
The Transaction Management
Foundation
• Enterprise software systems (ERP)
• Earlier systems focused on automation of simple
transactions and the creation of an integrated
method of storing and viewing data across the
enterprise
• Real value of the TMF exists only if decision
making is improved
• The extent to which the TMF enables integration
across the three macro processes determines its
value
19. 17-19
The Future of IT in the Supply Chain
• At the highest level, the three SCM macro
processes will continue to drive the evolution of
enterprise software
• Software focused on the macro processes will
become a larger share of the total enterprise
software market and the firms producing this
software will become more successful
• Functionality, the ability to integrate across macro
processes, and the strength of their ecosystems,
will be keys to success
20. Information and Technology -
Application of SCM
• In the development and maintenance of Supply chain's information
systems both software and hardware must be addressed.
• Hardware includes computer's input/output devices and storage media.
• Software includes the entire system and application programme used for
processing transactions management control, decision-making and
strategic planning.
– Recent development in Supply chain management software are:
1. A new software programme developed by Ross systems Inc. called Supply Chain
planning which is used for demand forecasting, replenishment & manufacturing tools for
accurate planning and scheduling of activities.
2. P&G distributing company and Saber decision Technologies resulted in a software
system called Transportation Network optimization for streamlining the bidding and
award process.
3. Logitility planning solution was recently introduced to provide a programme capable
managing the entire supply chain.
21. Information and Technology -
Application of SCM
• Electronic Data Interchange:
– Electronic Data Interchange (EDI) refers to computer-to-computer exchange of
business documents in a standard format. EDI describe both the capability and
practice of communicating information between two organizations electronically
instead of traditional form of mail, courier, & fax. The benefits of EDI are:
1. Quick process to information.
2. Better customer service.
3. Reduced paper work.
4. Increased productivity.
5. Improved tracing and expediting.
6. Cost efficiency.
7. Competitive advantage.
8. Improved billing.
– Though the use of EDI supply chain partners can overcome the distortions and
exaggeration in supply and demand information by improving technologies to
facilitate real time sharing of actual demand and supply information.
Bar coding and Scanner:
– Bar code scanners are most visible in the check out counter of super market. This
code specifies name of product and its manufacturer. Other applications are
tracking the moving items such as components in PC assembly operations,
automobiles in assembly plants.
22. Information and Technology -
Application of SCM
Data warehouse:
Data warehouse is a consolidated database maintained separately from an
organization's production system database. Many organizations have
multiple databases. A data warehouse is organized around informational
subjects rather than specific business processes. Data held in data
warehouses are time dependent, historical data may also be aggregated.
Enterprise Resource planning (ERP) tools:
Many companies now view ERP system (eg. Baan, SAP, People soft, etc.) as
the core of their IT infrastructure. ERP system have become enterprise
wide transaction processing tools which capture the data and reduce the
manual activities and task associated with processing financial, inventory
and customer order information. ERP system achieve a high level of
integration by utilizing a single data model, developing a common
understanding of what the shared data represents and establishing a set
of rules for accessing data.
23. Information and Technology -
Application of SCM
• Electronic Commerce:
– It is the term used to describe the wide range of tools
and techniques utilized to conduct business in a
paperless environment.
– Electronic commerce therefore includes electronic
data interchange, e-mail, electronic fund transfers,
electronic publishing, image processing, electronic
bulletin boards, shared databases and
magnetic/optical data capture.
– Companies are able to automate the process of
moving documents electronically between suppliers
and customers.
26. The concept of Agility
• Market sensitive
– Supply chain is capable of
reading and responding
to real demand
• Virtual
– Information-based supply
chain, rather than
inventory-based.
Agile supply chain
27. The concept of Agility
• Network based
– EDI and internet enable
partners in the supply chain
to act upon the real demand
• Process integration
– Collaborative working
between buyers and
suppliers, joint product
development, common
systems and shared
information
Agile supply chain
28. The concept of Agility
• Demand characteristics and supply capabilities
end-customers
become more
knowledgeable
about product
Lean supply chain
Agile supply chain
1980’s
1990’s
Efficiency, cost
Responsiveness
Focus
29. The concept of Agility
• Demand characteristics and supply capabilities
Distinguishing
attributes
Lean supply Agile supply
Typical products Commodities Fashion goods
Marketplace demand Predictable Volatile
Product variety Low High
Product life cycle Long Short
Customer drivers Cost Availability
Profit margin Low High
Dominant costs Physical costs Marketability costs
Stockout penalties Long-term contractual Immediate and volatile
Purchasing policy Buy materials Assign capacity
Information enrichment Highly desirable Obligatory
Forecasting mechanism Algorithmic(基于算法) Consultative(基于咨询)
30. The concept of Agility
Characteristic Lean Agile
Logistics focus Eliminate waste Customers and markets
Partnerships Long-term, stable Fluid clusters
Key measure
Output measure such as
productivity and cost
Measure capabilities,
and focus on customer
satisfaction
Process focus
Work standardization,
conformance to
standards
Focus on operator self-
management to
maximize autonomy
Logistics planning Stable, fixed period Instantaneous response
Comparison of characteristics of lean and agile supply
31. The concept of Agility
Source: Mason-Jones, Naylor and Towill (2000), Engineering the leagile
supply chain
32. The concept of Agility
Long lead time
Short lead time
Supply
characteristics
Demand
characteristicsPredictable
market
Unpredictable
markets
Plan and
control
JIT: pull
scheduling
React and
execute: agile
capabilities
Hold inventory: hedge
and deploy
33. Source: Martin, Christopher and Denis Towill, An integrated model for
the design of agile supply chains
• Application of leagility: the Pareto curve approach
35. The concept of Agility
• Preconditions for successful agile practice
– Enterprise-level reality check
– Cost of complexity sanity check
– Lowering the cost of complexity: avoiding overly
expensive agility
– Forecasting: reduce the need for last minutes crises
• External: demand forecast
• Internal: financial forecast, asset forecast
36. Agile practices
• Key issue
1
How can we use agile practices
to benefit from turbulence in the
marketplace?
37. Agile practices
• Three characteristics of supply chain
operations related to agile
– Mastering and benefiting from variation in demand;
– Very fast response to market opportunities;
– Unique or low volume response.
38. Agile practices
• Benefiting from variance
– Three sources of demand uncertainty
• Seasonality
• Product life cycles
• End-customer demand
Demandvariance
Time
39. Agile practices
• Benefiting from variance
– Three sources of demand uncertainty
• Seasonality
• Product life cycles
• End-customer demand
variety
Volume
Start up Micro-markets
Organize Adjust
Agile capability is
needed
40. Agile practices
• Benefiting from short time windows
– Decreased D-time requires different levels of agility
(VMI & QR)
• Speed of replenishment
• Upstream time sensitivity
• Information dissemination and alignment
41. Agile practices
• Benefiting from small volume
– Small volume is a result of micro-markets,
customization and rapid responsiveness.
– Three approaches of agile strategy related to small
volume
• Changeover flexibility
• Modularity at the network level
• Service-based and information-based solutions
42. Agile practices
• Benefiting from small volume
Variety
decrease
Volume
decrease
Mass production
Flexibility
Modular supply network
Craft production
44. Reverse Supply Chain [RSC]
• Reverse supply chain or reverse logistics is the
series of activities required to retrieve a used
product from a customer and dispose of it
properly or reuse after processing .
• The chain connects end users with
manufacturer in reverse direction.
51. Time value of product returns
• Marginal Value of Time (MVT)
– The loss in value per unit of time spent awaiting
completion of the recovery process
– MVT (%)= Decrease in value of product
Time
– Example: Time sensitive consumer electronics products such as PCs
can lose value at rates in excess of 1% per week, and the rate increases
as the product nears the end of its life cycle
55. RSCM decisions
• Efficient RSCM: A supply chain designed to
deliver product at low cost
– Best for Functional products
– Suitable for products with High MVT
• Responsive RSCM: A supply chain designed for
speed of response
– Best for Innovative products
– Suitable for products with Low MVT
56. Evolution of Different Strategies in RSC
Table 4 : LEE strategy based on FISHER Matrix ,2002
59. Important managerial issues in RSCM-
Network Design
• Collection – Recovery channels its roles
• Inspection of returned products-location of
facilities
• Reverse Supply Chain Network Design Options
• Role of Forward Supply Chains
• Integration of FSC and RSC
• Role of 3PL
• Most of the reverse supply chain activities takes
place in downstream forward supply chain of lead
organisation.
63. AGRO Supply Chain
• Agribusiness, supply chain management
(SCM) implies,
– Managing the relationships between the
businesses responsible for the efficient production
and supply of products from the farm level to the
consumers to meet consumers’ requirements
reliably in terms of right quantity, right quality
and right price.
64.
65.
66. Components of an Agro supply chain
Following are the components of an organised
agri- supply chain:
1. Procurement or sourcing
2. Logistic management
a. Transportation
b. Material management
c. On the premise of supplying mostly from
production not stock
d. Warehousing
e. Logistics Network modeling
67. Components of an Agri supply chain
3. Organizational management
a. Contracting
b. Strategic alliances and partnerships
c. Vertical integration
i. Long term storage
ii. Packaging technology
iii. Cold chain management
iv. Energy efficient transport
v. Quality and safety
4. Application of Efficient Consumer Response (ECR)
System
a. Electronic scanning of price and product at the point of
sale
b. Streamline the entire distribution chain
68.
69. Coordinated AGRO supply chain
• In the last few years there has been an emergence of
more coordinated supply chains
for fruits and vegetables in India catering to the export
market and to the high end domestic market.
• Several companies in India are beginning to invest in
integrated supply chain management systems and
infrastructure with emphasis on quality and, to a lesser
extent, on safety.
• Initiatives are taken to establish more terminal
markets based on modern infrastructure.
71. Coordinated AGRO supply chains
• Supermarket procurement regimes for
sourcing of fruits, vegetables, dairy and meat
strongly influence the organization of the
supply chains.
• The rising scale of organized retail in the
Asian countries (like Metro Cash & Carry, Tata
Chemicals and Field Fresh Foods,Bharti
Enterprises, Reliance Fresh in India)
72.
73. Companies involved in
Agro supply chain
• DCM Shriram Consolidated Ltd (DSCL) is in
the process of tying up with them to source
fruits and vegetables from farmers and supply
to the retail chains.
• DSCL is already doing this for Future Group's
Food Bazaar, south based Subhiksha and
RPG's Spencer.
74. Companies involved in
Agro supply chain
Mahagrapes
• One of the largest exporters of fresh Grapes
(mainly seedless grapes) from Maharastra India.
• Mahagrapes is a partnership firm of sixteen grape
growers cooperatives.
• It acts as
– facilitator,
– quality controller,
– input supplier as well as service provider to its
member societies.