WWT partnered with ClearOrbit to address challenges facing an OEM's inefficient MRO purchasing operations. The OEM had over 1,800 vendors using different formats like hard copies and EDI. Many employees managed purchasing, causing high costs. WWT and ClearOrbit collaborated to implement ClearOrbit's POC software, reducing vendors to 1,200 and enabling real-time collaboration. This outsourcing improved efficiency, visibility, and cost 30-60% through labor reductions, fewer supplier inquiries, and online processing between WWT, ClearOrbit, and the reduced vendor pool.
Rough cut capacity planning (RCCP) is a technique used to test the feasibility of a master production schedule (MPS) by comparing the workload it places on critical resources to those resources' demonstrated capacities. The RCCP process involves developing a list of resources needed to meet the MPS quotas, calculating the workload on each resource, and allowing the company to modify capacity or the MPS if needed. RCCP helps identify potential problems before implementing the MPS and initiates actions to adjust mid- to long-term capacities.
Advanced Planning Administrator responsibilities include managing instances, organizational security, and creating forecast rules. Material planners are responsible for forecasting, master production scheduling, and material requirements planning. Key steps in the APS process include:
1. Creating forecast sets and entering forecasts.
2. Defining sourcing rules to determine how to source demand.
3. Collecting planning data from source systems.
4. Creating production plans and simulating to check supply and demand before releasing orders.
This document provides an overview of an ASCP training session on Oracle's Advanced Supply Chain Planning solution. It discusses:
1) The basics of ASCP, including planning materials, capacity, and production to map supply to demand.
2) Key terms used in ASCP like purchase orders, work orders, routings, and resources.
3) An implementation of ASCP for a machining center to improve scheduling and capacity planning across 21 machines and over 150 SKUs.
4) The steps required to properly set up the planning environment in ASCP, including cleaning up old data, maintaining accurate item masters, and entering material and resource constraints.
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.
This document provides an overview of Oracle Advanced Supply Chain Planning (ASCP) training. It outlines the intended audience, related training materials, and how to log into the Oracle Applications. It then describes the ASCP data flow and planning cycle. The document details how to set up important inventory item attributes, planning attributes, lead times, calendars, resources, routing, and supply chain parameters in Oracle Applications. It explains data collection methods and how to define, launch, and copy ASCP plans. The remainder of the document discusses using the Planner Workbench for analysis, simulations, and reports as well as frequently asked questions and constraint-based planning.
The document provides an overview of material requirements planning (MRP). It discusses that MRP is a computer-based system that plans production by determining material needs based on demand for finished goods. MRP accounts for both independent demand from customers and dependent demand for parts and components. The objectives of MRP are to ensure the right materials are in the right place at the right time by answering what, how much, and when is needed. Benefits include reduced costs and improved customer service through optimized inventory levels and production scheduling.
This document discusses retailer-supplier partnerships (RSP) in supply chain management. It describes RSP as a type of strategic alliance where the supplier is linked to the retailer's point of sale data to help with forecasting and planning. There are three main types of RSP: quick response inventory, continuous replenishment inventory, and vendor-managed inventory. The document provides details on each type and how they work to improve information sharing and inventory management between retailers and suppliers. Benefits and some potential drawbacks of RSP strategies are also summarized.
Rough cut capacity planning (RCCP) is a technique used to test the feasibility of a master production schedule (MPS) by comparing the workload it places on critical resources to those resources' demonstrated capacities. The RCCP process involves developing a list of resources needed to meet the MPS quotas, calculating the workload on each resource, and allowing the company to modify capacity or the MPS if needed. RCCP helps identify potential problems before implementing the MPS and initiates actions to adjust mid- to long-term capacities.
Advanced Planning Administrator responsibilities include managing instances, organizational security, and creating forecast rules. Material planners are responsible for forecasting, master production scheduling, and material requirements planning. Key steps in the APS process include:
1. Creating forecast sets and entering forecasts.
2. Defining sourcing rules to determine how to source demand.
3. Collecting planning data from source systems.
4. Creating production plans and simulating to check supply and demand before releasing orders.
This document provides an overview of an ASCP training session on Oracle's Advanced Supply Chain Planning solution. It discusses:
1) The basics of ASCP, including planning materials, capacity, and production to map supply to demand.
2) Key terms used in ASCP like purchase orders, work orders, routings, and resources.
3) An implementation of ASCP for a machining center to improve scheduling and capacity planning across 21 machines and over 150 SKUs.
4) The steps required to properly set up the planning environment in ASCP, including cleaning up old data, maintaining accurate item masters, and entering material and resource constraints.
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.
This document provides an overview of Oracle Advanced Supply Chain Planning (ASCP) training. It outlines the intended audience, related training materials, and how to log into the Oracle Applications. It then describes the ASCP data flow and planning cycle. The document details how to set up important inventory item attributes, planning attributes, lead times, calendars, resources, routing, and supply chain parameters in Oracle Applications. It explains data collection methods and how to define, launch, and copy ASCP plans. The remainder of the document discusses using the Planner Workbench for analysis, simulations, and reports as well as frequently asked questions and constraint-based planning.
The document provides an overview of material requirements planning (MRP). It discusses that MRP is a computer-based system that plans production by determining material needs based on demand for finished goods. MRP accounts for both independent demand from customers and dependent demand for parts and components. The objectives of MRP are to ensure the right materials are in the right place at the right time by answering what, how much, and when is needed. Benefits include reduced costs and improved customer service through optimized inventory levels and production scheduling.
This document discusses retailer-supplier partnerships (RSP) in supply chain management. It describes RSP as a type of strategic alliance where the supplier is linked to the retailer's point of sale data to help with forecasting and planning. There are three main types of RSP: quick response inventory, continuous replenishment inventory, and vendor-managed inventory. The document provides details on each type and how they work to improve information sharing and inventory management between retailers and suppliers. Benefits and some potential drawbacks of RSP strategies are also summarized.
A supply chain is a network that manages the flow of materials, information, and services from suppliers to customers. Supply chain management involves coordinating these flows as well as planning and monitoring the transformation and movement of goods from raw materials to final products. The goals of supply chain management are to reduce costs, increase speed, and better meet customer needs.
Project report on inventory managementAyesha Hamid
This document discusses inventory management. It defines inventory as items or goods that a company uses or will sell. Effective inventory management is important to minimize costs and ensure adequate supply. The document outlines different types of inventory like raw materials and finished goods. It also discusses inventory costs and metrics like turnover ratios that measure how quickly inventory is sold. The goal of inventory management is to provide good customer service while minimizing inventory levels and related costs.
The document provides an introduction to supply chain management, including definitions and key concepts. It defines a supply chain as a network of facilities and distribution options that fulfill customer requests. It also defines supply chain management as the management of business processes and activities involving procurement, manufacturing, and distribution to customers. The objectives of supply chain management are also outlined, such as maximizing value, improving quality and reducing costs. Decision phases in supply chain management are discussed, including supply chain strategy, planning and operations.
This document discusses achieving strategic fit in supply chain management. It defines strategic fit as having aligned competitive and supply chain strategies. It describes three steps to achieving strategic fit: 1) Understanding customer needs and implied demand uncertainty, 2) Understanding supply chain capabilities, and 3) Aligning supply chain responsiveness with demand uncertainty through strategic roles. The document emphasizes that all functions and stages of the supply chain must work together to execute strategies that support the overall competitive strategy.
This presentation explains about the Operations Management concept Reorder point, different cases with examples, fixed order interval model, single period model etc.
Manufacturing planning & control (mpc) systemYash Dave
The document discusses manufacturing planning and control systems (MPC) and master production scheduling (MPS). Some key points:
- MPC systems help formulate plans to meet business objectives and identify resource gaps. They facilitate feedback across suppliers and scheduling.
- An MPS is a time-phased statement of how resources will be used to meet production commitments over the planning horizon. It tends to have a short time horizon and show details like bills of materials.
- MRP was developed to address limitations of traditional inventory models like economic order quantities. It incorporates bill of material information and dependent demand to improve inventory accuracy and reduce stockouts.
This document discusses Ford Motor Company's vision to provide sustainable transportation that is affordable. It outlines Ford's short and long term corporate goals. The strategic directions to achieve Ford's vision include integrating with customers, suppliers and internally, changing from sequential to real-time information sharing, reducing supply chain costs, and aligning IT with goals. It also discusses the competitive forces in Ford's industry and compares Ford's current complex supply chain model to Dell's simpler single-tier model. Recommendations are provided on how Ford could apply some of Dell's approaches to improve its supply chain and customer service.
CPFR - Model for Supply Chain Co-ordinationCHIN Kok Poh
Collaborative Planning Forecast and Replenishment is a supply chain management practice for multi-tier co-ordination. This slides incoporate CPFR, Unified Communications, RFID, RTLS and Portal Collaboration technologies to execute advanced CPFR.
The document discusses Oracle inventory management. It covers topics such as inventory enterprise structure, inventory setup, creating and maintaining items, inventory controls, inventory transactions, inventory accuracy control, and inventory planning. The inventory enterprise structure defines how transactions flow through different organizations and how those organizations interact. It includes elements such as operating units, legal entities, business groups, sets of books, and inventory organizations.
This document provides an overview of training on Oracle Apps SCM (Supply Chain Management) modules. It introduces the participants and gives an overview of Oracle Apps as an ERP product. It then summarizes the key processes in SCM like order to cash and procure to pay. The rest of the document details the various SCM modules like inventory, purchasing, order management, work in process, bills of material and shipping execution. It concludes with common customization examples and leaves time for questions.
This document provides an overview of the configuration of Oracle Process Manufacturing for BAPCO's Lubricants Business Unit. It includes descriptions of the business flow, organizational structure, configuration requirements for stock transfers between plants, and preliminary setup steps. Key aspects that were assumed in the configuration are outlined, such as using actual costing, cost component classes, and inventory transfer configurations. An application setup control sheet lists the various setup responsibilities.
This document provides an overview of SAP Material Management (MM) and outlines the steps to configure the organizational and master data structures needed to perform procurement processes in SAP. Key points include: SAP MM allows companies to manage procurement and inventory; configuration involves setting up organizational units like plants, purchasing organizations and defining master data; and the procurement cycle follows the steps of determining requirements, creating a purchase order, goods receipt, and invoice posting.
This document discusses coordination in supply chains and the bullwhip effect. It describes how lack of coordination between supply chain stages can result in increased variability in orders that distorts demand information. This is known as the bullwhip effect. Several obstacles to coordination are outlined, including incentive problems, information processing issues, and behavioral factors. Methods to improve coordination discussed include aligning goals, improving information sharing, reducing lead times, and collaborative planning between stages. Collaborative planning, forecasting and replenishment is presented as a key approach to coordination.
This document discusses sales and operations planning (SOP) for managing supply and demand in supply chains. It describes how SOP can be used to synchronize supply with predictable demand variability through managing both supply (e.g. capacity, inventory) and demand (e.g. promotions). Effective SOP requires coordinating planning across the supply chain while accounting for factors like product margins, costs and demand elasticity to determine optimal timing for promotions.
This document discusses Oracle Supply Chain Management. It begins with an introduction to supply chain management (SCM), including its goals and components. It then discusses Oracle's history and products, focusing on its SCM software. Key points made include that Oracle SCM integrates and automates supply chain activities from design to fulfillment. It also compares SCM to ERP (enterprise resource planning), noting that ERP integrates all business functions in a unified manner while SCM is more specialized. The document concludes by discussing the future scope of SCM, including the need for demand-driven, end-to-end product suites to optimize supply chains.
Westminster is a large health care products manufacturer with a decentralized supply chain across its three independent subsidiaries. Recent research found opportunities to improve integration and customer responsiveness. Three initiatives will be implemented: 1) Production based on customer POS data for timely replenishment. 2) Reduce order cycle through more frequent deliveries and direct store deliveries. 3) Increase logistics technology use to control costs and meet customer needs. This aims to lower inventory, backorders, and shipping costs through a more responsive supply chain.
This document discusses key drivers and metrics for measuring supply chain performance. It begins by defining common financial measures like return on equity and return on assets. It then identifies six main drivers of supply chain performance: facilities, inventory, transportation, information, sourcing, and pricing. For each driver, the document discusses their role in the supply chain and competitive strategy, important decisions factors, and relevant metrics to measure performance. Throughout, it emphasizes the trade-off between responsiveness and efficiency for each driver.
This document discusses transportation networks and planning. It covers several key topics:
1. The role of transportation in supply chains is to provide critical links between organizations, permitting goods to flow between facilities and promoting supply chain competitiveness.
2. Different transportation modes like trucks, rail, air and water each have their own costs, capacities and issues to consider. Designing transportation networks requires balancing these factors against inventory and responsiveness needs.
3. Transportation network design options include direct shipping, shipping through distribution centers, using milk runs, and tailored networks. Each have their own pros and cons regarding costs, complexity and inventory levels.
The document provides an overview of the iSupplier portal, including its key features, architecture, registration process, and key supplier processes like PO acknowledgement, requests for changes, advance shipment notices, and invoices. The portal allows for real-time communication between suppliers and buyers by enabling suppliers to view POs, acknowledgements, shipments, and invoices and submit advance notices and invoices. It also describes the required setups for responsibilities, security, and profiles.
O2’s Financial Data Hub: going beyond IFRS compliance to support digital tran...DataWorks Summit
This document summarizes the key aspects of a project by O2, a UK telecommunications company, to build a Finance Data Hub to improve financial reporting and comply with new IFRS 15 accounting standards. The hub centralized financial data from various sources using Hortonworks Data Platform for loading and Ab Initio for ETL and lineage. It delivered daily reconciled reports, enabled IFRS 15 compliance, and provided a foundation for future analytics. Lessons included building on defined business value, utilizing experts like Hortonworks, and considering cloud hosting costs and capabilities. The project created new analytics opportunities and supported accurate monthly revenue reporting.
A supply chain is a network that manages the flow of materials, information, and services from suppliers to customers. Supply chain management involves coordinating these flows as well as planning and monitoring the transformation and movement of goods from raw materials to final products. The goals of supply chain management are to reduce costs, increase speed, and better meet customer needs.
Project report on inventory managementAyesha Hamid
This document discusses inventory management. It defines inventory as items or goods that a company uses or will sell. Effective inventory management is important to minimize costs and ensure adequate supply. The document outlines different types of inventory like raw materials and finished goods. It also discusses inventory costs and metrics like turnover ratios that measure how quickly inventory is sold. The goal of inventory management is to provide good customer service while minimizing inventory levels and related costs.
The document provides an introduction to supply chain management, including definitions and key concepts. It defines a supply chain as a network of facilities and distribution options that fulfill customer requests. It also defines supply chain management as the management of business processes and activities involving procurement, manufacturing, and distribution to customers. The objectives of supply chain management are also outlined, such as maximizing value, improving quality and reducing costs. Decision phases in supply chain management are discussed, including supply chain strategy, planning and operations.
This document discusses achieving strategic fit in supply chain management. It defines strategic fit as having aligned competitive and supply chain strategies. It describes three steps to achieving strategic fit: 1) Understanding customer needs and implied demand uncertainty, 2) Understanding supply chain capabilities, and 3) Aligning supply chain responsiveness with demand uncertainty through strategic roles. The document emphasizes that all functions and stages of the supply chain must work together to execute strategies that support the overall competitive strategy.
This presentation explains about the Operations Management concept Reorder point, different cases with examples, fixed order interval model, single period model etc.
Manufacturing planning & control (mpc) systemYash Dave
The document discusses manufacturing planning and control systems (MPC) and master production scheduling (MPS). Some key points:
- MPC systems help formulate plans to meet business objectives and identify resource gaps. They facilitate feedback across suppliers and scheduling.
- An MPS is a time-phased statement of how resources will be used to meet production commitments over the planning horizon. It tends to have a short time horizon and show details like bills of materials.
- MRP was developed to address limitations of traditional inventory models like economic order quantities. It incorporates bill of material information and dependent demand to improve inventory accuracy and reduce stockouts.
This document discusses Ford Motor Company's vision to provide sustainable transportation that is affordable. It outlines Ford's short and long term corporate goals. The strategic directions to achieve Ford's vision include integrating with customers, suppliers and internally, changing from sequential to real-time information sharing, reducing supply chain costs, and aligning IT with goals. It also discusses the competitive forces in Ford's industry and compares Ford's current complex supply chain model to Dell's simpler single-tier model. Recommendations are provided on how Ford could apply some of Dell's approaches to improve its supply chain and customer service.
CPFR - Model for Supply Chain Co-ordinationCHIN Kok Poh
Collaborative Planning Forecast and Replenishment is a supply chain management practice for multi-tier co-ordination. This slides incoporate CPFR, Unified Communications, RFID, RTLS and Portal Collaboration technologies to execute advanced CPFR.
The document discusses Oracle inventory management. It covers topics such as inventory enterprise structure, inventory setup, creating and maintaining items, inventory controls, inventory transactions, inventory accuracy control, and inventory planning. The inventory enterprise structure defines how transactions flow through different organizations and how those organizations interact. It includes elements such as operating units, legal entities, business groups, sets of books, and inventory organizations.
This document provides an overview of training on Oracle Apps SCM (Supply Chain Management) modules. It introduces the participants and gives an overview of Oracle Apps as an ERP product. It then summarizes the key processes in SCM like order to cash and procure to pay. The rest of the document details the various SCM modules like inventory, purchasing, order management, work in process, bills of material and shipping execution. It concludes with common customization examples and leaves time for questions.
This document provides an overview of the configuration of Oracle Process Manufacturing for BAPCO's Lubricants Business Unit. It includes descriptions of the business flow, organizational structure, configuration requirements for stock transfers between plants, and preliminary setup steps. Key aspects that were assumed in the configuration are outlined, such as using actual costing, cost component classes, and inventory transfer configurations. An application setup control sheet lists the various setup responsibilities.
This document provides an overview of SAP Material Management (MM) and outlines the steps to configure the organizational and master data structures needed to perform procurement processes in SAP. Key points include: SAP MM allows companies to manage procurement and inventory; configuration involves setting up organizational units like plants, purchasing organizations and defining master data; and the procurement cycle follows the steps of determining requirements, creating a purchase order, goods receipt, and invoice posting.
This document discusses coordination in supply chains and the bullwhip effect. It describes how lack of coordination between supply chain stages can result in increased variability in orders that distorts demand information. This is known as the bullwhip effect. Several obstacles to coordination are outlined, including incentive problems, information processing issues, and behavioral factors. Methods to improve coordination discussed include aligning goals, improving information sharing, reducing lead times, and collaborative planning between stages. Collaborative planning, forecasting and replenishment is presented as a key approach to coordination.
This document discusses sales and operations planning (SOP) for managing supply and demand in supply chains. It describes how SOP can be used to synchronize supply with predictable demand variability through managing both supply (e.g. capacity, inventory) and demand (e.g. promotions). Effective SOP requires coordinating planning across the supply chain while accounting for factors like product margins, costs and demand elasticity to determine optimal timing for promotions.
This document discusses Oracle Supply Chain Management. It begins with an introduction to supply chain management (SCM), including its goals and components. It then discusses Oracle's history and products, focusing on its SCM software. Key points made include that Oracle SCM integrates and automates supply chain activities from design to fulfillment. It also compares SCM to ERP (enterprise resource planning), noting that ERP integrates all business functions in a unified manner while SCM is more specialized. The document concludes by discussing the future scope of SCM, including the need for demand-driven, end-to-end product suites to optimize supply chains.
Westminster is a large health care products manufacturer with a decentralized supply chain across its three independent subsidiaries. Recent research found opportunities to improve integration and customer responsiveness. Three initiatives will be implemented: 1) Production based on customer POS data for timely replenishment. 2) Reduce order cycle through more frequent deliveries and direct store deliveries. 3) Increase logistics technology use to control costs and meet customer needs. This aims to lower inventory, backorders, and shipping costs through a more responsive supply chain.
This document discusses key drivers and metrics for measuring supply chain performance. It begins by defining common financial measures like return on equity and return on assets. It then identifies six main drivers of supply chain performance: facilities, inventory, transportation, information, sourcing, and pricing. For each driver, the document discusses their role in the supply chain and competitive strategy, important decisions factors, and relevant metrics to measure performance. Throughout, it emphasizes the trade-off between responsiveness and efficiency for each driver.
This document discusses transportation networks and planning. It covers several key topics:
1. The role of transportation in supply chains is to provide critical links between organizations, permitting goods to flow between facilities and promoting supply chain competitiveness.
2. Different transportation modes like trucks, rail, air and water each have their own costs, capacities and issues to consider. Designing transportation networks requires balancing these factors against inventory and responsiveness needs.
3. Transportation network design options include direct shipping, shipping through distribution centers, using milk runs, and tailored networks. Each have their own pros and cons regarding costs, complexity and inventory levels.
The document provides an overview of the iSupplier portal, including its key features, architecture, registration process, and key supplier processes like PO acknowledgement, requests for changes, advance shipment notices, and invoices. The portal allows for real-time communication between suppliers and buyers by enabling suppliers to view POs, acknowledgements, shipments, and invoices and submit advance notices and invoices. It also describes the required setups for responsibilities, security, and profiles.
O2’s Financial Data Hub: going beyond IFRS compliance to support digital tran...DataWorks Summit
This document summarizes the key aspects of a project by O2, a UK telecommunications company, to build a Finance Data Hub to improve financial reporting and comply with new IFRS 15 accounting standards. The hub centralized financial data from various sources using Hortonworks Data Platform for loading and Ab Initio for ETL and lineage. It delivered daily reconciled reports, enabled IFRS 15 compliance, and provided a foundation for future analytics. Lessons included building on defined business value, utilizing experts like Hortonworks, and considering cloud hosting costs and capabilities. The project created new analytics opportunities and supported accurate monthly revenue reporting.
This document discusses how midsize companies can use rapid integration to thrive. It summarizes a presentation about Cast Iron Systems' integration solutions. The presentation discusses how complex integration tools are difficult for midsize companies to use due to requirements for coding and expertise. Cast Iron provides integration appliances that allow configuration-only integration in days at lower costs than other options. The document includes a case study of how OSI Systems used Cast Iron to integrate Microsoft Dynamics NAV and Concur applications.
E chain optimization at st. microelectronicsshwetabakshi
STMicroelectronics formed a joint venture with its major trading partner to implement an electronic collaboration project called eChO using RosettaNet standards to streamline its supply chain management. Through eChO's vendor managed inventory model and automated planning and information sharing processes, STMicroelectronics reduced inventory levels, cut planning cycle time in half, and increased responsiveness, capacity utilization, and profitability. However, implementing the new system required substantial resources initially.
Coca-Cola Hellenic, one of the largest Coca-Cola bottlers worldwide, has started a three year long project to substitute all legacy systems with a SAP implementation called Wave 2, in order to maximize efficiencies in use of resources and apply common best practices and polices accross the group.
This presentation provides an overview of why B2B integration to ERP systems is important for companies. In many cases ERP can be considered to be incomplete without integration to a B2B platform that allows companies to then seamlessly connect to external trading partners. B2B Managed Services can provide the people, skills and resources to integrate ERP and B2B systems together. Updated May 2014
1) KapStone is a paper and packaging company that plans to grow through acquisitions to $2-5 billion in revenue within 2-5 years.
2) KapStone built a flexible IT infrastructure using Microsoft technologies like SQL Server, BizTalk, and SharePoint to easily integrate new acquisitions.
3) When pursuing acquisitions, the CIO must be involved early to plan the IT integration and ensure acquired companies' systems can be migrated efficiently onto KapStone's infrastructure.
V2COM was founded in 2002 to connect remote devices and is a leading provider of Internet of Things platforms and Smart Grid solutions. They connect over 1 million devices and have received over 15 international awards for pioneering work in M2M and IoT. V2COM works with major utilities in Latin America, serving 30 companies and managing $3 billion worth of automated revenue collection annually. They offer customized hardware, software, and services to help clients extract value from device and sensor data.
ERP software allows organizations to integrate applications to manage business processes and automate back office functions. The goal is to provide a central repository for shared information to improve data flow. Key ERP trends include embracing mobile ERP, moving to cloud-based systems, considering social media integration, and adopting a two-tier ERP structure. Several companies are highlighted that use ERP vendors like Oracle, Infor, FIS Global and Sage to manage operations, supply chains, manufacturing, banking and more.
SI-Tech is a technology company founded in 1995 that provides telecom products and solutions to customers including telcos, government and SMEs. It has 3000 employees across China, Hong Kong, USA and is a leader in cloud, big data and mobile internet technologies. SI-Tech has provided business support systems, billing systems, and other solutions to major Chinese telcos including China Mobile, China Unicom and China Telecom, serving over 1/3 of telecom systems in China and 400 million end users. Recent solutions focus on next generation systems using approaches like socialization, customization, and open platforms to help telcos address challenges of convergent business needs, IT modernization and threats from OTT players.
Qualcomm is a major player in the wireless telecommunications industry that generates over $14 billion annually. It sought to develop a standardized analytics platform to improve planning, forecasting, and reporting across its diverse businesses. Qualcomm implemented IBM Cognos software including TM1 and Business Intelligence to create an integrated enterprise data warehouse and self-service analytics tools. This has enabled more accurate planning, real-time data sharing, simplified processes, and analytics-driven decision making to help Qualcomm maintain its leadership in a rapidly evolving market.
Global Chip Company Leverages Kovair Omnibus to Support End-to-End Product De...Kovair
Global Chip Company Leverages Kovair Omnibus to Support End-to-End Product Development Efficiency - Read more https://www.kovair.com/case-studies/global-chip-company-leverages-omnibus-to-support-product-development/
Processes in the Networked Economies: Portal, Vortex, and Dynamic Trading Pro...Amit Sheth
Amit Sheth, Keynote at the Software Architectures for Business Process Management (SABPM'99) Workshop at CAiSE *99, Heidelberg, June 1999.
Processes will be chief differentiating and the competitive force indoing business in the networked economy. They will be deeply integrated with the way of doing business, and that they will be
critical components of almost all types of systems supporting enterprise-level and business critical activities.
http://knoesis.org/amit
Processes Driving the Networked Economy: Process Portals, Process Vortex and ...Amit Sheth
Amit Sheth's keynote at SABPM '99: Software Architectures for Business Process Management, (Workshop at the CAiSE*99, Heidelberg, Germany, June 14-15, 2009.
http://www.informatik.uni-hamburg.de/cgi-bin/TGI/pnml/getpost?id=1999/04/1203
Related paper: http://knoesis.org/library/resource.php?id=00246
Strategic supply chain management and logisticsBhavi Bhatia
3.1 assess how information technology could assist integration of different parts of the supply chain of an organization
3.2 evaluate how information technology has contributed to the management of the supply chain of an organization
3.3 assess the effectiveness of information technology in managing the supply chain of an organization
4.1 explain the role of logistics in supply chain management in an organization
4.2 evaluate procurement practices in an organization
4.3 discuss the factors that must be
considered when improving logistics and procurement practices in an organization
5.1 plan a strategy to improve an organisation’s supply chain
5.2 assess how a supply chain improvement strategy will benefit overall business performance in an organization
5.3 explain how barriers will be overcome in an organization when implementing a supply
chain improvement strategy
Whirlpool is a large global manufacturer and marketer of home appliances headquartered in Michigan. The document discusses Whirlpool's history and operations, including its transition from a push-based to pull-based manufacturing model in the 1990s to better match production to customer demand. It also covers Whirlpool's globalization of key functions like procurement and product development, as well as its use of demand planning tools and initiatives like EDI to increase supply chain efficiency. The summary provides an overview of Whirlpool's operations and strategies over time to improve responsiveness to customers.
Bridging the Data Divide: Using Automation to Unify Data Sources for Sustaina...Urjanet
Silos occur naturally within organizations, but for sustainability professionals, these silos can generate hurdles for operational excellence and stifle decision making — stunting the overall growth of their efforts.
In this presentation you’ll learn:
-Which internal and external silos can become hurdles
-How to break down silos to access quality data
-How thinkstep and Urjanet work together to unify disparate data sources
Want to learn more? Download the full webinar recording here: https://bit.ly/2lGuY1z
Running Head WOBBLY WHEELS DISTRIBUTION COMPANY1WOBBLY WHEELS .docxagnesdcarey33086
Running Head: WOBBLY WHEELS DISTRIBUTION COMPANY 1
WOBBLY WHEELS DISTRIBUTION COMPANY 7
Wobbly Wheels Distribution Company
Richard Kennedy
Case Study
Institution
6/1/2014
Part 1
Business environment
Business environment refers to both internal and external factors which affect the operations of a given business or organizational entity (Fernando, 2011). Wobbly Wheels Distribution Company is a distribution and transportation company that serves major cities in the mid-Atlantic region. It is located in Wilmington, Delaware and boosts of more than 400 employees. The company has 6 distribution channels for consolidating freight and 100 delivery vehicles. The business environment is highly competitive and there has been stagnant growth due to a slow economy. The president of the company wishes to reduce the expenses by 5% and set growth at 5% in order to fund new initiatives.
According to Wobbly Wheels (WW) Distribution Company, their environment of operation is affected by several other business environment factors. In developing an efficient IT strategic plan, the company has to evaluate various results such a development may bring to the firm.
In developing a new IT strategic plan, Wobbly Wheels Distribution Company will have to consider the effects on its personnel. The new plan must be a morale booster rather than a demoralizing tool to the customers. The drivers are the most outspoken and good ambassadors to the company and the new system should provide them with an extra motivation.
The company also considers the legal factors in their operations. This involves ensuring compliance with the set federal and state laws whereby the ones given foremost attention are: the Sarbanes Oxley financial audit, a federal requiring that vehicles go through a safety check every 10,000 miles and finally an FCC reporting requirement which requires statements on the number of hours each driver is involved in the company’s operations.
In developing a new IT strategic plan, the company should consider the technological implications of the system. The two-way radio that is used as a mode of communication between the dispatchers at the terminals and the drivers usually has low power which may result in relatively short range compared to other high power radios. Also the further apart the users are the higher the possibility of harmful interferences e.g. a nearby PMR446 walkie-talkie may unknowingly block the lines thus interfering with communication.
Business strategic objective
A business strategic objective refers to the goals set by an organization or a business entity whose fulfillment is deemed as appropriate by the business. (Kelly, 2006)
Wobbly Wheels Distribution Company has set various strategic objectives. One of their main objectives is providing their customers with warehousing services as this will go a long way in reducing their customers’ delivery time since their products will be available locally. Another objective is improving the.
This chapter discusses enterprise systems and supply chain management. It covers topics like enterprise resource planning (ERP), supply chain management (SCM), customer relationship management (CRM), and how information technology supports integrating activities along the supply chain. The chapter also addresses problems in managing supply chains like uncertainties and the bullwhip effect, and presents solutions like information sharing, vendor-managed inventory, and collaboration. It describes computerized systems that helped solve supply chain problems, like MRP, MRPII, and how ERP software integrates planning across the entire enterprise.
Similar to Case Study-WorldWide Technology and ClearOrbit (20)
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Case Study-United States Postal Servicebakeursilly
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5. Company Overview World Wide Technology, Inc. (WWT) is a leading Systems Integrator providing technology products, services, and supply chain solutions to customers around the globe. Founded in 1990, WWT has grown from a small startup to a world-class organization approaching $3 billion in revenue and over 1,000 highly trained employees. WWT continues to achieve consistent financial growth and provide our partners with uncommon strength and stability. Currently has 1,300 employees Greater St. Louis area
6. Company Overview ClearOrbit's real-time supply chain execution and returns management solutions improve the speed, visibility, and control of extended manufacturing and distribution supply chains. Founded 1994 Currently, 150 employees Austin, Texas Now called TAKE Supply Chain TAKE Supply Chain’s single data model approach extends the functionality of procurement, manufacturing and warehousing systems from Oracle® and SAP® to eliminate supply chain, warehousing, data collection and reverse logistics inefficiencies.
8. Problems-WWT as a transaction hub Execution was more challenging than expected Vendors could not meet collaborative requirements WWT used phones, vendors used EDI Spot buy transactions could not be eliminated
9. Problems-Software Solution Needed Tight time budget WWT must work faster Heterogeneous supply base made program challenging Cost effective way to deal with small suppliers must be sought out
10. Problems-Make the Software? Could take too long Could require too many resources Too much maintenance from WWT Expertise needed may be costly
11. Problems-Buy the Software (iSupplier) Suppliers would need time to adapt Rigid nature as a standard solution Limited/costly customization Did not upload throughout the entire cycle Early collaboration and prevention is key
12. Problems-POC Installation Difficulties Understand company on a functional level Constantly changing requirements After installation Must get large suppliers on board
13. Problems-Future Challenges WWT: continue searching for OEM short term efficiency ClearOrbit: continue satisfying customer needs currently and in the future
14. Key Facts-General December 2004: ClearOrbit was chosen to be WWT’s software provider that would fulfill the requirements of high-volume automotive OEM program. It was hoped that ClearOrbit will also support purchasing engagements at WWT in the future February 2006: 1,200 indirect material suppliers handled thousands of POs from WWT on behalf of the OEM electronically (via ClearOrbit). They were also given visibility in WWT’s accounts payable by tracking the status of involves directly from WWT’s ERP (a regular web browser was required) New PO and invoice management process between automaker’s supply base and WWT was collaborative (real time, back and forth communication to ensure error-free and shipment accuracy WWT had visibility into promised delivery dates as soon as the Pos had been issued, accepted and acknowledged Many suppliers did not need to solve discrepancies with hard copies and spend time consuming phone calls The program’s stability going forward depended on the community’s continued focus on using ClearOrbit as an accurate, consolidated record system, rather than relying on multiple date sources thought the company Mark wants to expand the use of ClearOrbit to other areas in order to reduce administrative costs within the supply chain
15. Key Facts-WWT Founded in 1990 as a value added reserve (VAR) for IT products including hardware and services. Originally, WWT served the telecommunication industry 1992 – WWT expanded its service to government, which promoted growth 1997 – Invest on an ERP system (despite the then small size of the company). Oracle was the ERP vendor. Purpose: cost effective internal operations Successful Oracle implementation and boom of Internet WWT was able to drive efficiencies to partners, customers and suppliers Web based tools Integration point XML technologies Web portals 1997 – 2001: revenues grew by 61.7% and reached $1B WWT’s sustained work as a VAR was due to its robust IT platform and fully connected warehouse facilities 2000 – WWT started to provide high end supply chain outsourcing solutions Mid 2000 – Revenues continued to grow: 17.5% Breath of WWT also expanded due to strategic partnerships Fortune 500 companies and federal government outsourced complete operations thru WWT
16. Key Facts-WWT MRO purchasing effort became difficult OEM used to conduct all purchases on its own MRO supply base had 1,800 vendors 20 full-time employees managed the MRO vendor relationship. Responsible for blanket POs, introducing new items to blanket POs, receiving invoices, conducting payments. Paper nightmare! 50 Tool managers use to spend hours in telephone conversations about order status, shipment arrangements, and etc. Vendors were assigned to each of the 26 assembly plants to ease communication Vendors saw the need to provide HR OEM employees followed-up with plant vendors (unofficially) Too much people and unofficial processes involved! 2004 – WWT partnered a consulting firm with a strong procurement arm. The consulting company approached a large OEM company with the purpose of reducing expenses across all assembly plants. Consulting firm invited OEM to outsource the entire MRO sourcing and purchasing operations The proposal intended to reduce expenses by: Strategic sourcing: reduce number of suppliers from 1,800 to 300 Intensify the purchasing process via IT (WWT comes into play). Increase control Enable automation Reduce human intervention WWT must integrate with other 300 suppliers
17. Key Facts-WWT WTT’s tasks included: Receiving POs from the OEM via EDI Placing POs upon suppliers Sending e-mail alerts automatically to the supply base Enabling supplier acceptance and rejection POs Receiving PO acknowledgements from suppliers Sending and receiving notes on POs to and from suppliers Receiving promised dates from suppliers Conducting reconciliation of POs to invoices Summer 2004 – WWT and the consulting company launched the automotive OEM program However, it was noticed that delivering on the collaboration requirements was more challenging than expected The exchange of business documents took place via EDI, WWT still resolved issues with last minute changes on the POs over the phone October 2004 – Make or Buy decision: Develop an in-house software solution Partner with a third party software company 2005 – 40-50% of WWT’s sales came from The executions of supply chain processes Value added reselling and distribution of IT products in communication
18. Key Facts-ClearOrbit Founded in 1994 – Austin, TX. Then named BPA systems Originally founded as a software developer and service provider for high-volume manufacturing plants Late 1995 – Launched Enterprise Hardware Integration (EHI) platform: first product released. The EHI aimed to bridge the gap on ERP systems. Long term partnership with Oracle in order to facilitate market entry and accelerate revenue growth 1997 – Release a supply chain software solution with several modules 1997 – 2000 BPA Systems revenues grew from $4.2M to $16.4M (~290%) Employee increased from 47 to 124 (~164%) Acquired 250 costumers BPA Systems is now ClearOrbit Transitioning between being a service provider to a product-focus provider New products were organized into two major suites: Genesis Series (May 2001): supply chain execution within the four walls of the enterprise Endeavour Series (November 2001): enable tight collaboration between business partners beyond the four walls of the enterprise. Targeted one of ERP’s major limitations: inability to communicate with external systems administered by another companies
19. Key Facts-ClearOrbit 2003 – Converted all products to J2EE. This allowed ClearOrbit to reach not only Oracle users but also clients using SAP, JD Edwards, SSA Global, and etc. 2006 – Expansion of product line Modules increased form 2 to 36 Gemini and Endeavor suites were re-organized into a single ERP centric data and solution model
20. Key Facts-WWT engages ClearOrbit ClearOrbit’s most recent product: Purchase Order Collaborator (POC), also main reason for the negotiations with WWT ClearOrbit’s POC offered WWT a “single version of the truth” model. The Oracle versions of POC could not work on a SAP system. It is more beneficial to have an ERP-specific version of the product, rather than having a standard product compatible with other ERP systems Advantages of POC: Highly customizable POC platform as opposed to iSupplier’s lack of self serve customization feature Minimal training required for users Ability to change the look and feel of the screens, as opposed to working with a hard-coded user interface. Each supplier could customize their screens as need be Control: POC prevented controls to make sure that the supplier would not ship products the manufacturer did not want or was ready to receive or cancelled at the last minute 3 Phases of POC: one month for POC implementation Phase 1 (early January 2005): Define, from a business perspective, the specific needs and exceptions to be covered, from the moment an order was created until the corresponding invoice was paid. Phase 2 (mid-January): Install POC at WWT headquarters Phase 3 (end-January): Adapt POC to WWT’s IT environment
21. Alternatives WWT uses Oracle’s iSupplier WWT uses ClearOrbit’s POC WWT creates its own program in-house WWT collaborates with ClearOrbit to create their own program
22. Alternative #1 WWT uses Oracle’s supplier collaboration tool, iSupplier Pros: WWT is very familiar with Oracle’s technology because Oracle is their ERP vendor (deploying iSupplier would not add additional layers) iSupplier would not place IT or financial burdens on suppliers (all the suppliers would need an Internet account and Web browser) Cons: Although, suppliers would not need to incur any IT expenses to use iSupplier at the sites, time would be needed to train suppliers iSupplier does not offer any way to upload documents throughout the fulfillment cycle iSupplier is very rigid and standard (no ability to customize)
23. Alternative #2 WWT uses ClearOrbit’s POC program Pros: ClearOrbit’s strategy is to exclusively target users of the Oracle ERP system(seamless integration with Oracle products) POC is highly customizable and collaborative (it allows real-time communication between suppliers) POC is a “single version of the truth” model (no duplication of data) Cons: Hard convincing the large suppliers of the value of the ClearOrbit program (they were use to dealing with the OEM directly)
24. Alternative #3 WWT develops their own program in-house Pros: The company knows best what it needs The program would be fully customized Less expensive Cons: Requires WWT to have a team of software engineers capable of developing such a program Program would only be effective for small to medium projects (large projects are complex and would be too expensive and time consuming for a homegrown program) Resources needed in other areas of the WWT organization would be focused on the homegrown program because of constant maintenance and training needed
25. Alternative #4 WWT collaborates with ClearOrbit to create their own program Pros Project Specific Adaptable Capabilities Continuing collaborative efforts = continued relationship between the companies Cons Costly Time consuming
26. Solution Short-term solution: 1. WWT keeps using ClearOrbit’s POC system Great success with the program Great success with ClearOrbit Good success with vendors No interest in becoming a software creator Long-term solution: 4. WWT merges with ClearOrbit to collaborate on creating a program specific program If necessary, WWT and ClearOrbit retain the option of collaborating on a “project specific” software program
27. Case Question 1 What were the main challenges facing OEM’s MRO purchasing operations?
28. Case Answer 1 OEM’s MRO purchasing operations were extremely inefficient and costly for the company. OEM’s supply base was close to 1,800 vendors and the company conducted all the purchases within making labor costs high. The vendors were connected to OEM in different formats ranging from hard copy documents to electronic data interchanges systems. The inconsistency in formatting provided for even more ineffectiveness in the company. There were also a multitude of employees involved in the MRO vendor process. Twenty full time employees managed the MRO vendor relationship while fifty tool store managers spent time gathering supplier information about orders. There were also OEM employees at the plants that performed follow up work with vendors making the process even more costly and less controllable. Along with all these OEM employees, the vendors had representatives at all twenty-six of the plants to help ease the flow of information between OEM and suppliers. This proved to be costly for suppliers, but they looked at the cost as part of doing business with OEM.
29. Case Question 2 What types of collaboration were sought to address the OEM’s challenges?
30. Case Answer 2 Collaboration: the process by which two or more parties adopt a high level of purposeful cooperation to maintain a trading relationship over time. OEM needed a simplistic approach to POs: OEM collaborated with WWT-Instead of receiving POs and invoices from over 1,800 companies, OEM received POs and Invoices from only WWT WWT collaborated with ClearOrbit-instead of wasting time and money creating their own software, WWT utilized ClearOrbit’s POC program WWT collaborated with vendors-the vendor pool shrank, from the original 1,800 suppliers only 300 joined the POC program and 900 spot-buy vendors joined
31. Case Question 3 Why did outsourcing MRO purchasing operations make sense for the OEM? Can they do the same for direct materials?
32. Case Answer 3 Part 1 Outsourcing made sense for the following reasons: Scalability- reduced quality of suppliers (1,800 down to 1,200) Cost reduction: more than 30% labor reduction; 30%-40% reduction of customer support tasks due to automation and fewer supplier inquiries; 50%-60% labor reduction in Accounts payable department due to online/ e-processing; avoiding high integration cost by a one-to-many virtual hub, which also limited required human resources. More efficiency in: order acknowledgement; promised delivery/shipment date capabilities; information sharing in real time; cash transfers; and reconciliations. Visibility on timing and contracts of deliveries and shipments, which enabled better performance evaluation.
33. Case Answer 3 Part 2 Why not? Yes, it would entail a more in depth, knowledgeable approach to the operations management and flow of the manufacturer and its items. However, it could be done, in theory. In fact, having done this with the indirect materials already, and that process operating successfully, provides insight and a sort of roadmap to accomplishing the same with direct materials.