...about the benefits of integrating your global supply chain by recognizing the cross-functional links throughout the supply chain, from supplier to customer relationships. Integrating supply chain processes allow companies to manage relationships more effectively, which reduces cost, increases the overall internal efficiency and improves customer relationships and service. &txt2=The program's faculty include Thoma Prof. Hau Lee of Stanford University and professors Marc Sachon, Brian Subirana, and Paddy Miller of IESE Business School. The faculty will provide a holistic vision of global business operations around the world and the necessary tools to face the challenges that globalization is exerting over the supply chain. &txt3=During this three-day program you will learn about the benefits of integrating your global supply chain by recognizing the cross-functional links throughout the supply chain, from supplier to customer relationships. Integrating supply chain processes allow companies manage relationships more effectively, which reduces costs, increases overall internal efficiency and improves customer relationship and service. Customers' demands are the final drivers of your business supply chain activities. This program will give you vision for demand driven supply chains and will address the key hurdles to be overcome to effectively put into action your strategies. As Information Technology is revolutionizing the supply chain, information driven strategies provide...
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...Global Supply Chain Advantages Paper Lisa Agnew, Heidi Lankford, Renae Pace, Courtney Ray Strategic Supply Chain Management ISCOM 370 Adrian Crystal Martin January 31, 2010 University of Phoenix Online Riordan Manufacturing Supply Chain Riordan Manufacturing is a worldwide manufacturer of plastics. The organization employs 550 people and has projected annual earnings of $46 million. The company’s products include plastic fans and fan parts produced at its facilities in Hangzhou, China and custom plastic parts produced at its plant in Pontiac, Michigan. The company's major customers for its standard and customized fans are automotive parts manufacturers, aircraft manufacturers, the Department of Defense, and appliance manufacturers. Recently, the company has experienced some issues with its. On-time deliveries in the China plant have averaged only 93% over the past year, which is inadequate for a Six Sigma company focused on exceeding ISO 9000 manufacturing standards. The senior management team must examine all steps in the material requirements planning, supply chain management, and production and inventory processes to look for potential areas to eliminate waste and redundancies, gain efficiencies through automation or other process changes, and improve the process design and supply chain for the manufacturing of its electric fans. Production and Inventory Processes Change Recommendations After reviewing the production process of the plant in Hangzhou, China...
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...Emissions 10 Implementation of LEAN in the Environmental Issues 11 Conclusion 12 References 12 Executive Summary: The port of Singapore comprises a number of facilities and terminals that handle a wide range of cargo transported in different forms. In addition, the government has established The Maritime and Port Authority of Singapore (MPA) as a body that is responsible for the overall development and growth of the port of Singapore, overseeing most if not all the activities that are carried out as far the port logistics are concerned. However, the purpose of this paper has been divided into two tasks, one of which involves a critical evaluation of the application of Lean and TQM (Total Quality Management) in logistics and supply chain networks to achieve MPA objectives such as quality of service, competitiveness, reliability and efficiency. In addition the benefits and limitations from a practical perspective for MPA is evaluated. The second task of the paper aims to critically evaluate the key environmental sustainability issues in Cargo maritime logistics for MPA and an analysis of how implementing lean practices by MPA can reduce the environmental impact of an inward and outward maritime cargo transport. The research methodology is mainly content-based and relies on secondary data sources for analysis. The implications of this paper aims to look into the logistics industry and assess how certain organizational practices such as LEAN and TQM can be implemented I...
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...ABSTRACT Extensive research has indicated that cost reduction strategies may promote the implementation of green strategies in global maritime logistics and the MPA. In this report, the utilisation as well as impacts of Lean and Six Sigma strategies will be analysed. In addition to this, the two strategies will be compared and contrasted. Lean and Six Sigma assist in working efficiently and reducing wastes. In recent times, IT has proven to be a vital tool in assisting organisations and global maritime logistics. This report will examine the relationship between IT and quality (TQM), efficiency (Lean) and collaboration and has shown assist them in their objectives and gain a competitive edge. This report has shown that IT has proven to be effective in helping organisations and global supply networks work and communicate among one another effectively and efficiently. 1.0 INTRODUCTION In this report, its main focus is on determining the most optimal cost reduction strategies in the implementation of green strategies in global maritime logistics such as the Singapore maritime logistics network or Maritime and Port Authority of Singapore (MPA) and for this particular paper, the researcher has chosen two specific cost reduction strategies specifically: Six Sigma and Lean. Container ports the world over are increasing at an alarming rate and ports have to take into account of its efficiency, throughput and green performance. TASK 1 2.0 COST REDUCTION STRATEGIES TO...
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...Part E 41 (2005) 531–550 www.elsevier.com/locate/tre Global supply chain design: A literature review and critique Mary J. Meixell a a,* , Vidyaranya B. Gargeya b,1 School of Management, Enterprise Hall, MSN 5F4, George Mason University, Fairfax, VA 22030-4444, United States b Information Systems and Operations Management Department, 479, Bryan Building, The University of North Carolina at Greensboro, Greensboro, NC 27402, United States Abstract In this paper, we review decision support models for the design of global supply chains, and assess the fit between the research literature in this area and the practical issues of global supply chain design. The classification scheme for this review is based on ongoing and emerging issues in global supply chain management and includes review dimensions for (1) decisions addressed in the model, (2) performance metrics, (3) the degree to which the model supports integrated decision processes, and (4) globalization considerations. We conclude that although most models resolve a difficult feature associated with globalization, few models address the practical global supply chain design problem in its entirety. We close the paper with recommendations for future research in global supply chain modeling that is both forward-looking and practically oriented. Ó 2005 Elsevier Ltd. All rights reserved. Keywords: Supply chain design; Globalization; Outsourcing; Supply chain integration; International sourcing 1. Introduction The...
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...Fragility In Global Supply Chains Name: Institution Affiliated: Executive Summary The fragility of worldwide supply chains gets identified with rising risks, however, this is additionally identified with supply and system plan methods. The coordination of risk administration in supply chain administration has frequently been restricted, particularly for associations that have concentrated on lessening expenses and constraining working capital levels as a reaction to troublesome economic situations. Progressively, numerous organizations are re-creating the harmony in the middle of risk and expense center as they deal with their worldwide supply chain. In addressing these risks, organizations ought to consider their working models, in an exertion intended to characterize an ideal harmony between budgetary proficiency and assuredness of a stable supply chain (Ballou, 1993). Organizations that once kept up reinforcement stock and assembled offices may have presented themselves to risk as they focused on living up to expectations with fewer redundancies. Utilizing the "Kaizen" model calling for "without a moment to spare" or even "just in arrangement" generation with insignificant procedure inventories. Numerous organizations have changed from "nearby" suppliers to "ease" (and regularly far off) suppliers on the premise of expense, without considering the full cost of risks connected with these progressions. Accordingly, the expanded supply chain now has numerous extra purposes...
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...due to the critical location at the centre of the trade route connecting with over 600 ports and 120 countries. Until today, MPA has proved its unlimited growth rate and the importance is how maintain the high position and thrive more in the future. Thus, this paper is aimed at the quality improvement of MPA service as well as in Maritime Cargo Transport. The research shows that MPA should consider choosing Total Quality Management or Six Sigma approach to enhance the port performance, maintain the environmental sustainability and efficiency. They are such powerful and essential tools in implementing and getting ultimate goals. MPA's main business is maritime service. Hence, in this report, the author applied the model that is called Supply Chain Operator Reference (SCOR) to measure the Maritime Port service and how it can affect the Maritime Port performance. SCOR module for MPA includes four process that are Plan, Source, Deliver and Return. In Plan process, the author choose customer response time for the most important factor due to the customer satisfaction. The lower customer response time, the better performance of the service is, so customer expectation will be fulfilled. For Sourcing process, there is nothing important than the partnership of suppliers and buyers. Singapore Port is taking towage service from third party and this towage service is such as a critical service at Singapore Port. In order to lower the operating cost and get higher productivity, this partnership...
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...SPD4198 Global Supply Chain Management Lecture 7: Strategic Alliance and Outsourcing SPEED, HK Polytechnic University Lesson Seven Strategic Alliance and Outsourcing Barilla SpA Part A Strategic Partnership 2 Barilla Spa Part A Barilla SpA is the world’s largest pasta manufacturer The company sells to a wide range of Italian retailers, primarily through third party distributors During the late 1980s, Barilla suffered increasing operational inefficiencies and cost penalties that resulted from large week-to-week variations in its distributors’ order patterns 3 Barilla Distribution Patterns Barilla Dry Product Factories 65% TL 10% TL 35% TL 18 Barilla-Run Depots Barilla CDCB 90% TL Grande Distributions Distributions Organizers LTL LTL LTL Signora Maria Shops Independent Supermarkets Chain Supermarkets TL = Delivery in truck-load quantities;. LTL = Delivery in less-than-truck-load quantities Shipping percentages are based on product weights 4 Weekly Demand for Barilla Dry Products from Cortese’s Northeast Distribution Center to the Pedrignano CDC, 1989. 5 Questions What exactly is causing the distributor’s order pattern to look this way? What are the underlying drivers of the fluctuations? 6 Causes for Demand Fluctuations Transportation discounts Volume discount Promotional activity No minimum or maximum order quantities Product proliferation Long order lead times Poor customer service rates Poor communication 7 Demand...
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...VF Brands: Global Supply Chain Strategy Historically, VF had been an apparel manufacturer, so it was proud of the internal manufacturing capabilities and believed that those capabilities offered the company a significant competitive advantage. For VF’s heritage businesses, jeanswear and imagewear, 60% of which production was mainly targeted at the US market. Hence, the company should focus on quick response, rapid replenishment, and low cost. So, VF should take “cut and make” (CM) contracts. In such case, VF stroke separate contracts for suppliers at each stage of the production process and coordinated the flow of product from one supplier to the next one. Therefore, VF could maintain very tight control over costs at each stage and remain total ownership of supply chain. On the other hand, VF used outsourcing for 100% of its lifestyle apparel, footwear, and backpacks. These product lines were acquired by VF recently so their supply chains were more globally diversified. Also, lifestyle brands have very short life cycle, so product design was considered “king”, in these product lines, cost was not a critical issue. There were significant differences in product requirements across regions. For example, jeans were considered as a non-fashion clothing item in the American market, while in Europe, jeans were worn as a fashion clothing item and the prices were much higher than those in America. After taken these factors into consideration, I recommend that VF use the second approach...
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...Quality Issues in a Global Supply Chain: Who is responsible? There is not one entity to blame solely for the faulty capacitor. A supply chain that involves a lot of different stakeholders makes it harder to keep control over the process. In a case like this, there is more than one factor to take into consideration; financial, ethical, and contractual burdens are to be placed on the responsible corresponding parties. All stakeholders share some responsibility for the supply chain fiasco. It seems that placing the blame on one party would be unfair, which is why it is better to evaluate each entity’s responsibility and fault in the issue. As the OEM and final user of the capacitor before reaching the customer, Ford should have been more involved in the supply chain and quality control. With more than two tier suppliers involved in the production of the actuator it is important for the customer to be closely involved in order to minimize margins of errors. With better and closer involvement in the production process, communication in the supply chain could have been enhanced, allowing for a more efficient and effective strategic coordination between suppliers. However, Ford failed to pay attention and guarantee final quality checks, to evaluate for better suppliers, and lacked the drive to ensure perfect working conditions in the production line and decisions made throughout the process. Even though they had hired Automek to manage the supply chain on their behalf, they were...
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...Global Supply Chain Management Tutorial I 30.09.2014 Tim Schönborn S2645882 Adne Rouing S… Parachute INC. Case 1. Please draw a diagram of the production process by using only the symbols as below: Process step Inventory Point Flow of goods Note that you have to use Microsoft Visio 2010 to draw the diagram. This software is available from RUG Menu. (The diagram is not counted for the page limit. You can directly copy the diagram from Visio to Word). 2. What are the type of process and the most likely type of layout that PARACHUTE INC. has in the current production process? Motivate your answer. (Please refer to slides of lecture 4 and the explanatory document on Nestor). For RecreJump: Batch process and functional layout Two key-arguments for that are: The seasonal production - due to the seasonal demands of their products, Parachute INC is not producing all year round. They can determine the demands based on the last year’s demand and forecasting through market analysis. This seasonal production allows the company to start and stop the production in accordance to the demands. ...
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...Part E 41 (2005) 531–550 www.elsevier.com/locate/tre Global supply chain design: A literature review and critique Mary J. Meixell a a,* , Vidyaranya B. Gargeya b,1 School of Management, Enterprise Hall, MSN 5F4, George Mason University, Fairfax, VA 22030-4444, United States b Information Systems and Operations Management Department, 479, Bryan Building, The University of North Carolina at Greensboro, Greensboro, NC 27402, United States Abstract In this paper, we review decision support models for the design of global supply chains, and assess the fit between the research literature in this area and the practical issues of global supply chain design. The classification scheme for this review is based on ongoing and emerging issues in global supply chain management and includes review dimensions for (1) decisions addressed in the model, (2) performance metrics, (3) the degree to which the model supports integrated decision processes, and (4) globalization considerations. We conclude that although most models resolve a difficult feature associated with globalization, few models address the practical global supply chain design problem in its entirety. We close the paper with recommendations for future research in global supply chain modeling that is both forward-looking and practically oriented. Ó 2005 Elsevier Ltd. All rights reserved. Keywords: Supply chain design; Globalization; Outsourcing; Supply chain integration; International sourcing 1. Introduction The...
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...Global supply chain re-engineering and proposed turnkey strategy The difference between current supply chain and the proposed turnkey strategy The current supply chain was performing sub-optimally compared to both the industry benchmarks and internal aspirations. Its processes and infrastructure were determined to be manually intensive and inefficiency while the proposed turnkey strategy would have a radicle consolidation of suppliers, major lead time reductions and far reaching impacts on product development. The proposed turnkey strategy would improve the production planning and sales forecasting strategy which initially had been tedious and focused on the short term without extensive use of strategic account management and market intelligence. The proposed strategy pirard would use a more accurate forecast. In this new approach, the turnkey strategy, Elizabeth Arden would seek to consolidate the suppliers and the suppliers that remained would be given additional responsibilities for undertaking the entire manufacturing process from materials procurement to product completion thus simplifying procurement efforts. On the other hand, the initial supply chain, individual purchase orders were made to many independent suppliers. Elizabeth Arden hoped to become more flexible and have lower risk with a diversified independent supplier base. What the change will mean for suppliers and current employees and their roles The changes which included far reaching impact on development...
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... Question:- Recent events in the global scene have had a significant impact on supply chains especially JIT operations. Discuss what these events are and their impact on the role of warehousing in the supply chain. JIT or Just-In-Time has been defined as an inventory control whereby is to maintain or control just right quantity materials in just right place at the just right time for the just right amount of products or manufacturing (Lee White, 1985). JIT concept was originated in Japan in the 1950s when the Toyato Motor Company developed a system known as “Kanban” to meet customer demand for various models with minimum delivery delays. When we talk about JIT we cannot run away from warehousing as warehousing is part of a supply chain logistic network. Warehousing is used for store or house of inventory for all stages of a supply chain JIT is a demand pull system in which manufacturing planning begins with the final assembly line and works backwards, not only through the various manufacturing processes, but also to the vendors and subcontractors supplying materials and components. Therefore two things must happen in order for JIT to work: ➢ All parts/materials/components must arrive where they are needed, when they are needed and in the exact quantity needed ➢ All parts/materials/components that arrive must be usable parts Hence any natural disasters occurred it will certainly affect the impact on supply chains especially JIT to the factory. Following...
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...non-profit. According to Tang & Musa (2011), the supply chain is a conception of carefully synchronised, supportive networks, challenging with different networks. Moreover, the emphasis is on handling procedures that involve other organisations as associates in accomplished relations to execute the actions essential to fulfil the procedure. It can be said that global supply chain necessitates inaugurating relations with organisations working in entirely dissimilar administrative, financial, and physical...
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