Xerox has a sustainable closed-loop supply chain model. They partner with Close the Loop to collect used printer cartridges, which are then recycled and reused in new cartridges, minimizing waste. Key aspects of their supply chain include inventory management, order fulfillment, manufacturing, and waste prevention through recycling programs. Their goal is to design products and packaging that generate minimal waste and reuse materials where possible.
Supply Chain of Dell Inc.
Covering the foll. topics:
- Overview
-Value Chain
-Pull/Pull view
-Responsiveness v/s efficiency
-strategic fit
-Drivers of supply chain
-Distribution
Supply Chain of Dell Inc.
Covering the foll. topics:
- Overview
-Value Chain
-Pull/Pull view
-Responsiveness v/s efficiency
-strategic fit
-Drivers of supply chain
-Distribution
Allentown Materials Corporation was established in late 1800’s in Allentown, Pennsylvania
Leading manufacturer of speciality glass
Eight Line Divisions
The Electronic Products Division manufactured high quality electronic components
It had unique technological capabilities.
Shifted to Commercial Market in late 1980s.
It is known as a leading manufacturer.
It has an annual growth rate of 10%.
Allentwen material corporation - Electronic product divisionSaurabh Arora
Introduction
Leading manufacturer of speciality glass
Eight Line Divisions
First Company to establish an Industrial Research Laboratory
Marketing & R&D the strongest functional areas
Average growth of 10% a year
Electronics Product Division
Manufactured high quality electronic components
Initially, Business was from military market
Shifted to Commercial Market in late 1980s.
Growth in commercial market leading to high competition.
Current Scenario – (July 1992)
What can be done -
As it was seen Rogers has not been an effective leader, there is a need for training for him in more instructing management style
Rogers should remove himself from product development team and focus more on resource allocation
Team comprising for new product development should have employees from all the functions i.e. – it should be cross-functional
Sales team should be incentivized for bringing additional revenue for the company. It should have a dual salary structure – less fixed and more variable (commission)
More freedom needs to be given in budget allocation
More trainings about the specifications of the products(capacitors and resistors) should be provided
More team activities should be there so that trust and relation can be built amongst the teams
For fostering collaborative thinking, a common integrated system should be developed wherein feedback from the clients regarding product specification and product quality should be updated without any delay
Allentown Materials Corporation was established in late 1800’s in Allentown, Pennsylvania
Leading manufacturer of speciality glass
Eight Line Divisions
The Electronic Products Division manufactured high quality electronic components
It had unique technological capabilities.
Shifted to Commercial Market in late 1980s.
It is known as a leading manufacturer.
It has an annual growth rate of 10%.
Allentwen material corporation - Electronic product divisionSaurabh Arora
Introduction
Leading manufacturer of speciality glass
Eight Line Divisions
First Company to establish an Industrial Research Laboratory
Marketing & R&D the strongest functional areas
Average growth of 10% a year
Electronics Product Division
Manufactured high quality electronic components
Initially, Business was from military market
Shifted to Commercial Market in late 1980s.
Growth in commercial market leading to high competition.
Current Scenario – (July 1992)
What can be done -
As it was seen Rogers has not been an effective leader, there is a need for training for him in more instructing management style
Rogers should remove himself from product development team and focus more on resource allocation
Team comprising for new product development should have employees from all the functions i.e. – it should be cross-functional
Sales team should be incentivized for bringing additional revenue for the company. It should have a dual salary structure – less fixed and more variable (commission)
More freedom needs to be given in budget allocation
More trainings about the specifications of the products(capacitors and resistors) should be provided
More team activities should be there so that trust and relation can be built amongst the teams
For fostering collaborative thinking, a common integrated system should be developed wherein feedback from the clients regarding product specification and product quality should be updated without any delay
Supply Chain Management With Brief Case StudiesMohit Jain
Supply Chain Management With Brief Case Studies Of Companies Like Dell, Wal-Mart.
Analysis On Failures And Success Of Various Company Due To Issues Faced In Supply Chain.
This presentation briefly tries to explain the supply chain management in Toyota Automobiles. The presentation is co-developed by Shashank M.A, Saiganesh N.P. & Anju Pillai.
By:-
Aniruddh Tiwari
Linkedin :- http://in.linkedin.com/in/aniruddhtiwari
Modernizing Traditional Apps with a Docker is a great way to start your containerization strategy and to prove to your leadership there is value. MetLife has outlined the early stages of their journey at past DockerCons, but have now moved past the POC stage and are in the process of transforming our technology portfolio globally. We are driving change on multiple levels in many ways, and now we've created a long-term strategy outlining how we will reach our technology goals using containers. At MetLife, we realized that once a PoC is complete, incorporating an entire application portfolio can be challenging: Where do you focus for the largest benefit to the organization? How and what do I spend the savings on if I want to ensure maximum value? How should people & processes change to align to match our transformation goals?
In this session you’ll hear more about how MetLife has built their strategy to go forward, and you’ll learn how Docker's strategic approach to containerization and transformation can be applied in your company, too.
Genpact Logistics Analytics - Unlock hidden value from your logistics operati...Genpact Ltd
Genpact helps enterprises to be more competitive by becoming more intelligent: adaptive, innovative, globally effective and connected by enabling tighter management of costs, risks, regulations, and growth enablement
Schneider Electric Presentation at the Supply Chain Insights 2018 ConferenceLora Cecere
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RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
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Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
We will dig deeper into:
1. How to capture video testimonials that convert from your audience 🎥
2. How to leverage your testimonials to boost your sales 💲
3. How you can capture more CRM data to understand your audience better through video testimonials. 📊
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Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
1. SUSTAINABLE SUPPLY CHAIN
SUPPLY CHAIN COE SUBMISSION
Under the guidance of Prof.Amandeep Singh Grover
SUBMITTED BY:
RITUPARNA NEOG (24),
Xerox present headquarter
Norwalk, Connecticut, US.
SURABHI SAVITA (33),
NIFT-MFM,
NEW DELHI
2. Introduction
Large global company: Financial
services & Document Processing
Products marketed in over 130
countries
Direct sales force: 15,000 (dealers,
distributors & agents
30, 000 technicians employed for
after sales services.
22 manufacturing facilities in
Europe, N & S America and in Far
East.
Its “Ready for Real Business “
campaign emphasizes that Xerox
will drive “Non Core Business
Processes” allowing its clients to
focus only on ‘ real ’ business
operations
3. Xerox –at a glance
Founded in 1906, Rochester, NY, US.
headquartered in Norwalk, Connecticut (moved from
Stamford, Connecticut in October 2007..
PARC founded in 1970.
Incorporated in 2002 as an independent centre.
Fuji Xerox was established in 1962 as a 50:50
partnership with Rank Xerox.
PRESENT
Key people -Ursula Burns, CEO
-Anne M. Mulcahy, Chairman
Employees 53,600 (2009)
9,400+ patents(2009)
$880 million spent on R&D (2009)
Xerox locations-160 countries.
On September 28, 2009, Xerox announced the intended
acquisition of Affiliated Computer Services for $6.4
billion.
7. Mission & Goals
MISSION
To develop, manufacture, market and service a broad range of document
processing products including large scale electronic
printers,duplicators,copiers,work stations, engineering
products, telecopiers and supply associated with those products.
GOALS
Customer satisfaction
Return on assets
Market Share
Employee Satisfaction
10. Route Map
Logistics customer
satisfaction
20% inventory
100 %
11% Logistics cost
% of revenue
10%
7%
?
1989 1990 1991 1992 1993
Unit Process Optimization
Cross-organizational process Change
Change Agents
11. Strategic Partnership- ‘Close the Loop’
•In late 2010, Xerox partnered with Close the Loop, one of the world's largest
recyclers of imaging supplies that specializes in cartridge returns.
•Close the Loop collects U.S. customers’ returns and manages the recycling on
behalf of Xerox using a patented material separation process that recovers used
materials for reuse in new printer cartridges and other products.
•These processes enable virtually all material returned through the program to be
beneficially managed.
•This partnership both simplifies the returns process for customers and also allows
more of the return stream to be recycled into useful products.
12. Features of Closed loop supply chain
• Closed-loop supply chain: supply chains that are designed to consider the
processes required for returns of products, in addition to the traditional
forward processes.
• These additional processes (also referred to as the reverse supply chain)
are:
• Product acquisition: the task of retrieving the used product. This is a key
to creating a profitable closed-loop supply chain.
• Reverse logistics: the process of planning, implementing, and controlling
the efficient, effective inbound flow and storage of secondary goods and
related information opposite to the traditional supply chain direction for
the purpose of recovering value or proper disposal.
• Test, sort and disposition: testing and sorting the returns and disposition
refers to how a product is disposed of, e.g. sold to a broker, sold to an
outlet, sent to landfill, etc.
– Refurbish: similar to reconditioning but requires more work to repair the
product.
– Selling and redistribution.
13. A closed loop supply chain of
Xerox
New Assets
Acquire
Recovery
and repair
New
1.2 billion $ Build
Logistics Remain
Asset strip cost
Distribute
Removal
Deliver
14. A closed loop supply chain of
Xerox
New Assets
Acquire
Recovery
and repair
New
1.2 billion $ Build
Logistics Remain
Asset strip cost
Distribute
Removal
Deliver
15. Manufacturing & Supply
• The company’s largest manufacturing site is in Webster, NY, where they
produce fusers, photoreceptors, Xerox iGen and Nuvera®
systems, components, consumables and other products.
• They also have EA Toner plant located in Webster.
• They have a facility in Venray, Netherlands, which handles supplies
manufacturing and supply chain management for the Eastern Hemisphere
• Master supply agreement with Flextronics, a global electronics
manufacturing services company, to outsource portions of manufacturing
for Mid-range and Entry businesses, continues through 2014.
• They also acquire products from various third parties in order to increase
the breadth of product portfolio and meet channel requirements.
16. Inventory management and logistics
process vision
Customer satisfaction is the key
Demand driven supply chain
Time to customer is a competitive advantage
Common product language
Complexity managed through high performance work systems
Recycling is key
17. Order Satisfaction/ Delivery Management
Shared ownership of orders
Plan for order satisfaction
Information availability exchange for inventory
Same day delivery capability
100% build to order on high end
18. Configuration (Asset Information)
Management
One logical data base, SAP
Co-ordinated, multifunctional, multinational, configuration
management
Rapid communication of configuration information
20. Logistics & Physical
Distribution Planning
One company, one integrated supply chain
Networks optimize customer satisfaction at lowest cost &
inventory
Plan networks as a continuum from customer to supplier
23. Waste Prevention & Management
Design products, packaging and supplies that make efficient
WASTE FREE use of resources, minimize waste, reuse material where
GOAL feasible and recycle what can’t be reused
• Xerox’s Green World Alliance initiative provides a collection and
reuse/recycling program for spent imaging supplies.
• Xerox’s Product Takeback and Recycling program manages equipment at end
of life.
• Xerox is investing in technologies that reduce the creation of waste.
• Example:
– The solid ink imaging process utilizes compact “cartridge-free” solid ink
sticks with no plastic housings or casings, thereby reducing print-related
waste by up to 90% compared with comparable color laser products.
24. Waste Prevention & Management
Central to the commitment to waste-free
Green World Alliance Reuse program
products
Total Waste Diverted from Landfills from
• This partnership with Xerox customers Cartridges, Bottles and Waste Toner through
resulted in more than 3.4 million Reuse/Recycle
cartridges, toner containers and other
used supply items being returned in 2010.
• Eco-Box returns allow the customer to
order free bundles of Eco Boxes that hold
from five to 12 cartridges per
return, depending on the size of the item.
• Xerox continues to monitor global
customer feedback and industry best
practices to stay on the path of continuous
improvement.
25. Waste Prevention & Management
Well-Established Collecting and Reprocessing Methods
Xerox customers have three options for returning spent consumables to Xerox for
reuse and recycling at no charge:
Individual unit
Eco Box
returns for Pallet returns.
program
sale
• Returned products are sorted, and items suitable for remanufacturing
are cleaned, inspected and then remanufactured.
• Those which cannot be remanufactured are recycled.
• Remanufactured cartridges, containing an average of 90%
reused/recycled parts, are built and tested to the same performance
specifications as new products.
26. Waste Prevention & Management
Product Take-Back and Recycling
• Xerox enables reuse according to the following hierarchy:
– Reuse of complete end item as used or new, depending on the condition of the
machine. This requires the least reprocessing, transportation and energy usage.
– Remanufacturing or conversion into a newer-generation product or part Nearly 40% of
machines returned in the U.S. are sent for remanufacturing of some sort.
– Reuse of major modules, subcomponents, and parts for spares or manufacturing. In
2010, almost 200,000 parts were stripped off of used machines and sent back out to the
field for reuse either in manufacturing or as repair parts.
– Material recycling. Any remaining portion of a machine after the above processes have
been followed is stripped of any recyclable material (e.g., plastics, copper wire) and
material requiring special disposal services, such as PWBs, batteries and lamps. The
remainder of the machine is then crushed and sent to a scrap metal reclaim facility.
27. Waste Prevention & Management
Waste Diverted from Landfills through
Remanufacture and Parts Reuse
E-Waste
•Xerox continues to operate its European
take-back program to enable equipment
remanufacturing and parts reuse
• A waste vendor approval process assesses
the safety and environmental practices as well
as compliance history of each vendor.
•Xerox does not allow its vendors to send
electronic scrap to developing nations for
processing.
29. Xerox –green supply chain
In 1991, the Xerox Corporation set a goal for the company to
become waste-free.
• Xerox cites a number of benefits of
a waste-free company:
• financial,
• competitive advantage,
• compliance
• legislative regulation,
• meeting customer requirements.
Proactive leadership is Xerox’s stated goal in its environmental programs.
All Xerox products are required, at a minimum, to comply with government
standards and meet Xerox’s internal environmental standards.
Internal standards are frequently more stringent than existing legislative
requirements.
31. Product recovery process
• The product recovery process is as follows:
1) Products are collected from Xerox customers and returned to one of
centralized logistic return centers.
• Reverse flows represent the movement of goods from the end-user
to Xerox for disposition and reuse.
2) Remanufactured flows are the movement of remanufactured goods from
Xerox to customers.
• The customers for remanufactured products are often not the same
customers as for new equipment.
• The flow of remanufactured goods is a forward flow of
materials, not a reverse flow.
32. Product categorization for reuse
• Returned units are inspected and assigned to one of four graded categories. These
categories represent the most economically attractive use of the returned product.
The grades are the basis for the reuse alternative .
• Category 1 products are virtually unused machines requiring only minor servicing.
• Category 2 machines are in good condition. These machines require parts and
components to be replaced during the remanufacturing process.
• Category 3 machines are in good condition, but not economically fit for
remanufacturing. Therefore, parts and components are stripped off the frame of
the machine and enter the reused parts inventories.
• Machines are classified as category 2 or 3 based, in part, on the demand for
remanufactured machine and the levels of reused parts inventories.
• Category 4 machines are economically fit only for materials recycling.
• The categorization decision is based on
a variety of factors including:
– the overall condition of the machine,
– the age of the machine,
– the demand for reused parts, and
– current inventory levels of reused parts.
33. Results
Greater visibility and more accurate data in the spare parts supply chain, allowing
Xerox to improve the planning process and overall efficiency across its network
Improved supply chain reliability and responsiveness, enabling Xerox to maintain its
service commitments to customers.
New process-driven, results-oriented management and the attainment of significant
cost savings.
Substantial savings across the supply chain:
Transportation 16%
Warehouse 12%
Supply Chain 3%
Total 15%
34. Key Differentiators
Unit Process optimization: multi cross functional
team
Process vision: IM & L
Process improvements in process: Cross
functionality giving flexibility
Management of Change:
Convince people
Converting understanding into positive perception
Take the ownership and make people understand it’s the only way
35. Issues related to Reassemble-to-Order Process
The key dimensions in aggregate planning for a Reassemble-to-Order environment are :
• Xerox Europe reported a total of 116,308 copiers returned in 1999. The majority of these
units were returned from lease agreements.
• The quality of these returns is difficult to predict, because not only are copiers complex but
the condition of a photocopier is dependent on the intensity of its use and its age.
• Through the use of the nominal grading system , Xerox is able to determine the most
economic use of a copier—after the condition of the copier has been determined.
• The use of Signature Analysis profiles aid the examiner in determining the reusability of a
component.
• The complexity of the remanufacturing processes is directly related to not only the number
of part and components, but also the number of operations required to return each
component to usable status..
36. Issues related to Reassemble-to-Order
Process
• Xerox tracks leases to enable the forecasting of the rate of product
returns.
• Product returns from leasing, for non-OEM remanufacturers, represent
less than 5% of total returns.
• Consequently, forecasting product returns is difficult due to the
uncertainty associated with non-leasing returns.
• Matching return rates and sales rates is difficult. The volume of returns in
the case of value-added remanufacturing is significantly less than for
container reuse.
• Marketing is more complex for the remanufactured products, since
customers may require significant education and assurances to convince
them to purchase remanufactured products.
37. Managerial Concerns and Needs
• Xerox Europe does not make remanufactured copiers to stock and have chosen to reassemble the required
components and parts per each customer order.
• Managers in a Reassemble-to-Order (RATO) environment have greater information needs, since the
products, testing, and remanufacturing processes are significantly more complex than in a
Remanufacture-to-Stock (RMTS) environment.
• Further, these products are more expensive; therefore units awaiting disposition and inventoried
components may represent a sizable investment. There may be multiple economic uses for a
remanufactured component (e.g. spare or on a remanufactured unit), so inventory planning must take
this into account.
• The management of remanufacturing product and components must take into account the life cycle of the
product in the field (likely demand for spare parts and consumables) and the market life cycle (likely
demand for product in the future).
• A successful production planning system must be capable of coping with the inherent complexities in this
type of an environment. A disposal policy to balance supply and demand is an obvious concern.
• Xerox continues to expand its consumable return programs. Most recently, a new program called the
Green World Alliance is expected to increase worldwide return rates for retail and office products’
supplies.
• The anticipated growth in product returns makes the development of formal planning systems crucial to
ensure that product reuse programs continue to be value-added activities for Xerox.
38. Key concerns
Design and implement a supply chain solution that
minimizes the impact of significant operational constraints
Standardize and modernize its spare parts supply chain
with new business processes, systems and automation
Maintain current service levels to its customers through the
transition phase
Build a continuous improvement culture that strives to
increase supply chain efficiency
Reduce operating costs
39. Solution
Exel placed a supply chain management (SCM) consulting
team in the Xerox organization
Closing three regional centres and transferring operations to
two existing locations
Redesigning the two existing locations to manage increased
product flow
Integrating all systems and processes across the network
Implementing new warehouse and transportation
management systems