Case Study 1: Integrated Logistics for DEP/GARD
Bobby Norton
Saint Leo University

Abstract

The winds of change brings about new and while fading the old away. This is true with life and it was also true for Tom Lippert, a sale representative for Dupont Engineering Polymers (DEP). DEP is faced with change as their long time GARD contact, Mike O’Leary turns over his responsibilities with his predecessor, Richard Binish. Richard trust the relationship that Mike has developed with DEP over the years however, he plans to verify DEP’s performance to his own standard.

Diagram the DEP/GARD supply chain. What stages are adding value? What stages are not?
The DEP/GARD supply chain is a follows: * DEP receives ?? of their materials needs to produce polymers. * DEP maintains a 7 day supply of each compound needed to manufacture polymers. * The Manufacturing department is linked to the procurement, marketing, and sales departments. Sales are received via phone or fax then, orders are entered into an information system. Using the system in place, most customer’s orders are produced in 6 to 8 days. * Once production is complete, orders are moved to a nearby warehouse by * At the warehouse the order is verified and prepped for shipping. Typically 3 to 6 day elapse from the time an order leaves manufacturing to the times it leaves the warehouse. * DEP fleet trucks deliver orders twice per week to customers within a 200 mile radius. Deliveries for customers outside of this delivery range are forwarded to common carriers with a delivery time of no more than 6 days.

The stages that are adding value are: * DEP maintaining a 7 day supply and its ability to flex on the type and quantity of polymers being made. * Interactive system. The information system is a great tool because it connects all departments and ensure they are