...dialogue Dell’s supply chain transformation Historically regarded as one of the great innovators in supply chain management, Dell has undertaken a deep transformation of its supply chain that includes shifts from a regional to global structure and from the famed direct-only model to multiple channels. Annette Clayton, vice president, global operations and supply chain, talks to Turloch Mooney about the new supply chain model that has been three years in the making Key objectives of the new model – – – – Move from a one-size-fits-all model to a segmented supply chain portfolio Create globally, standard yet flexible processes that leverage partnerships Align to customer priorities around speed, choice, and cost Create infrastructure that is responsive to the changing needs of the business Overview of changes taking place Would you tell us how long the transformation will take to implement in full, and how you will measure its success? The overall transformation has been a three-plus year process. We are already seeing the benefits of the transformation. The process redesign is about creating a culture and is really never done. We continue to work to create a Lean culture. Ultimately it boils down to delighting customers as shown by the corporate Net Promoter Score. There are a variety of more detailed measures that track our ability to predictably deliver global supply chain capabilities at targeted total landed cost levels – – – Regional Global structure Direct only...
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... Executive Summary Effective communication is paramount for success in the field of Supply Chain Management. Continual communication between employees, managers, buyers, and customers is necessary to ensure processes and procedures are being followed. Proper, effective communication is the foundation for a strong and successful supply chain which increases the company revenue. There are a number of methods for communicating which include, but are not limited to; email, telephone, text messaging, face-to-face meetings, and virtual meetings. This paper examines effective use of the communication practices in the supply chain field. It will further cover technology’s contribution to the supply chain field as well as the importance of tailoring your message to your intended audience. Information was gathered from multiple online journal articles, the textbook Business Communication: Process and Product, and two personal interviews from key members of the supply chain at Boyne Resorts. Introduction There are many different ways communication can be done in the workplace and each medium of communication has its own role, all being equally important. Supply chain managers utilize email, face-to-face meetings, virtual meetings, phone calls and text messages to remain in contact with the flow of goods and services. Some of these forms are used more often than others but you must understand how and when to use them to be an effective manager. No matter what form of communication...
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...the traditional manufacturing business and the modern type of firm, come to known as business to business manufactures. The objective is to find differences using historical literature and data obtained from IMSS IV. In our search to find distinction between business to business (b2b) and business to consumer (b2c) we have use SPSS to statistical test the data we found. One of the main goals of this article is to give the reader some clear opinions about the development of a modern manufacture. Keywords: B2B, B2C, IMSS, Supply Chain and Customization. Background: Traditionally in Rogaland, the industry has manufactured products for end users. This implies that the manufacturers themselves have produced their entire product from scratch. High employee cost and government taxes have forced the companies to change. Today the manufacturers have changed to produce parts and components manly for the oil industry. This has led to longer supply chains and more use of outsourcing. In operations management there is many ways to control the manufacturing process. The change from producing products for end users to produces parts and components for other businesses have impacted the use of operations management. For instance, it has changed their strategy, marketing approach, supply chain and production concept. We plan to use literature found in textbooks like Operations Management (James R. Evans, 2007), Essential Guide to Operations Management (David Bamford, 2010), (The International...
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...Defining value chain architectures: Linking strategic value creation to operational supply chain design Matthias Holweg a, Petri Helo b,n a b Judge Business School, University of Cambridge, UK Department of Production, Faculty of Technology, University of Vaasa, Finland art ic l e i nf o Article history: Received 31 May 2012 Accepted 13 June 2013 Available online 28 June 2013 Keywords: Value chain Supply chain management Operations strategy a b s t r a c t Over the past three decades scholars have developed comprehensive insights into the operational and strategic aspect of designing and managing the supply chain. Reviewing this ample body of knowledge however one cannot help but notice a persistent disunion between the “value chain” view that considers aspects of value creation and appropriation, and the operational “supply chain” view that considers strategies and tools for designing and operating efficient inter-firm networks. Commonly these views do not interact: value creation has the aim of capturing the maximum value-added in financial terms, the supply chain view aims for designing operationally efficient supply chains. In contrast to their treatise within the academic literature, from a practical point of view these two aspects are both necessary (and thus in their own right insufficient) components to a firm's supply chain strategy. In this paper we thus turn to an exploratory case study to identify what such a combined view of the value and supply chain would entail...
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...sourcing Global manufacturing Global distribution . dealing with foreign . facility location . local content regulations suppliers . coordinating networks . managing global . managing international of plants distribution logistics . coordinating networks . managing risk . managing risk of R&D facilities . operations in other countries Page intentionally left blank. Class: 2a Type: Lecture Supply Chain Management & Service The goal in this part is to introduce the two main sections of the course, international manufacturing and international service. For manufacturing we start with the simple proposition that decisions about our company’s competitive strategy leads to a supply chain strategy which then leads to a supply chain structure. We provide a strategic framework that can be used to analyze design, planning, and operational decisions in a supply chain. This framework focuses on supply...
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...to provide insight to the CEO and senior management of Classact the competitive advantage that can be gained by implementing IS and IT strategies within the organisation. Specifically this report will be discussing about supply chain management, customer relationship management and E-commerce as three very innovative solutions that are very crucial for the continued existence and increased profitability of Classact. We will be discussing on how other organisations who have implemented customer relationship management, supply chain management and E-commerce have been able to forge ahead of their competitors, increase their profits and maintain that same one to one relationship with the customers. Finally recommendations have been made as to how Classact can forge ahead of their competitors instead of falling prey to bankruptcy by lagging behind in IS and IT innovation. Today it has become critical for businesses to adopt e-commerce in order to gain a competitive advantage and meet customer needs. It's biggest advantage being the accessibility to customers, suppliers and buyers all over the world by the medium of Internet and various networks. It has also resulted in cost reduction in areas like marketing, processing and storage of information. It has proven to be increase efficiency of the business. E-commerce works in collaboration with another crucial area for businesses 'Supply Chain Management'. 'Supply Chain' is an entire chain of facilities and various distribution channels...
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...JUST DO E-BUSINESS Nike’s shift towards the digital world Source: Google images Student ID: 1202654 Module: IB3B00 Word count: 2186 Description of Nike and its market Nike.inc is the world’s leading designer, marketer and distributor of athletic footwear, apparel, equipment and accessories as they claim it themselves. Nike, which was initially Blue Ribbon Sports, started off in Beaverton, Oregon in the USA in 1964 (where their HQ are still located today) and officially became the Nike brand in 1970. (NIKE, Inc. – About NIKE, Inc., 2014) They have been constantly increasing its range of products and services in all types of sports. Nike.inc is the owner of three other brands: Converse.inc, Hurley International LLC and the Jordan Brand. (NIKE, Inc. Reports FY2013 Q4 and Full Year Results, 2013) However in this report we will solely focus on the Nike brand. Nike’s revenues from its operations in 2013 were $25.3 billion. Other financial information can be found at http://investors.nikeinc.com. Nike, Adidas Group (including Reebok) and Puma are positioned as the key players in the global sports apparel market. Nike is believed to be the global leader in the athletic footwear market, where its main focus lays, with an estimated worldwide market share of 20% in 2012 and with most of its sales coming from North America (44% in 2012) and Western Europe. (19% in 2012) (Trevis Team, 2013) 2 Executive Summary This report focuses on the impact of the Internet on Nike’s business...
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... a. Analyze in detail the problems faced in the supply chain due to their excessively frequent new\? product introductions. b. What strategies were adopted to achieve such a high rate of new product introductions? 2. The entertainment industry of Hollywood has undergone four major transformations in the last 40 years, from “Films shown in theatres” to “Video Rental of VHS Cassettes” to “Sell Through DVDs” to “Digital Delivery of Content”. Analyze how the factors of Product Pricing, Channel of Distribution, Inventory Management and Customer Service have changed in the supply chain though the four generations driven by technology. The film industry is the only industry that we can say has gone through so many changes as far as supply chain. Everything has changed! Channels of distribution, customer service, inventory, revenue sharing options, production, marketing and pricing. We will call these stages or eras of changes generation 1,2,3,4. In the next paragraphs I will accommodate the different stages of the industry approximately in each generation: * In generation 1 movies were only shown in theatres, a price to watch the movie and then the extra of watching the movie on a specific date once a year as a re-run. The industry was pretty stable and had most control of their business. * In generation 2 the momma poppa rental...
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...Chapter 1—Supply Chain Management: An Overview TRUE/FALSE 1. The last decade of the twentieth century was a period of rapid change for organizations, especially businesses. ANS: T PTS: 1 REF: Page 6 2. A key element in Wal-Mart's ability to discount brand name products was an understanding of the criticality of efficiency in its logistics and supply chain system. ANS: T PTS: 1 REF: Page 6 3. Globalization has had little effect on consumers. ANS: F PTS: 1 REF: Page 7 4. Supply and demand has become less volatile as managers become more adept at controlling the elements. ANS: F PTS: 1 REF: Page 7 5. Outsourcing is a fairly new concept. ANS: F PTS: 1 REF: Page 8 6. SAB should examine their off-shore purchasing policy, even though the products are sourced from the U.S. ANS: T PTS: 1 REF: Page 9 7. The world economy still favors the United States and European countries, even though China and India can participate in the global economy much more readily. ANS: F PTS: 1 REF: Page 9 8. The U.S. transportation system was deregulated in the 1930s and 1940s in response to economic conditions and World War 2. ANS: F PTS: 1 REF: Page 12 9. Even though there are references to supply chain management in the 1980s, SCM did not capture the attention of senior-level management until the 1990s. ANS: T PTS: 1 REF: Page 14 10. Supply chain managers no longer need to worry about suboptimization in light of today's technology. ANS:...
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...be suppressed. Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. The publisher reserves the right to remove content from this title at any time if subsequent rights restrictions require it. For valuable information on pricing, previous editions, changes to current editions, and alternate formats, please visit www.cengage.com/highered to search by ISBN#, author, title, or keyword for materials in your areas of interest. Copyright 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s). Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it. Licensed to: CengageBrain User Managing Supply Chains: A Logistics Approach, Ninth International Edition John J. Coyle, C. John Langley Jr., Robert A. Novack, Brian J. Gibson Vice President of Editorial, Business: Jack W. Calhoun Editor-in-Chief: Joe Sabatino Senior Acquisitions Editor: Charles McCormick, Jr. Developmental Editor: Daniel Noguera Editorial Assistant: Courtney Bavaro Marketing Manager: Adam Marsh Senior Marketing Communications Manager: Libby Shipp Design Direction, Production Management, and Composition: PreMediaGlobal...
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.............................................................. 7 II. Supply chain management...................................................................................... 8 2.1 Concept of Supply Chain Management.......................................................... 8 2.2 Elements of the Supply Chain......................................................................... 9 2.3 Three levels of Supply Chain Management.....................................................11 2.4 Supply Chain Management Technology…….................................................. 13 III. The supply chain solution for Multinational giant Retailers in China................. 13 3.1 Wal-Mart’s development in China............................................................. 14 3.1.1 When Wal-Mart first came into China............................................. 14 3.1.2 Challenges Wal-Mart met in China.................................................. 17 3.1.3 Wal-Mart’s supply chain solution in China....................................... 17 3.3 Carrefour’s development in China ............................................................. 17 3.2.1 Introduction of Carrefour ............................................................ 19 3.2.2 Learn from Taiwan’s experience entering into China....................... 19 3.2.3 Supply chain...
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...SUPPLY CHAIN MANAGEMENT DEFINING SUPPLY CHAIN MANAGEMENT Supply chain management (SCM) is the combination of art and science that goes into improving the way your company finds the raw components it needs to make a product or service and deliver it to customers. The following are five basic components of SCM. 1. Plan—This is the strategic portion of SCM. Companies need a strategy for managing all the resources that go toward meeting customer demand for their product or service. 2. Source— Companies must choose suppliers to deliver the goods and services they need to create their product. Therefore, supply chain managers must develop a set of pricing, delivery and payment processes with suppliers and create metrics for monitoring and improving the relationships. 3. Make—This is the manufacturing step. Supply chain managers schedule the activities necessary for production, testing, packaging and preparation for delivery. This is the most metric-intensive portion of the supply chain where companies are able to measure quality levels, production output and worker productivity. 4. Deliver—This is the part that many SCM insiders refer to as logistics, where companies coordinate the receipt of orders from customers, develop a network of warehouses, pick carriers to get products to customers and set up an invoicing system to receive payments. 5. Return—This can be a problematic part of the supply chain for many companies. Supply chain planners have to create a responsive and...
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...INNOVATION AGILITY DECISIONS INVESTMENT SUPPLY Want to Innovate? The supply chain discipline is replete with rules that most managers live by. But in certain cases, true innovation and breakthroughs come only when those conventional rules are broken. By clearly understanding the nature of the rules and the details of your supply chain, you can better determine where and when rule-breaking makes sense. By Robert Sabath and Richard Sherman Robert Sabath and Richard Sherman are Supply Chain Discipline Experts at Trissential, a management consultancy focused on business improvement. They can be reached at bsabath@trissential.com and rsherman@trissential.com. F rom college courses to on-the-job training to professional seminars, we’re taught that supply chain is a complex set of processes that follows specific rules to achieve the best results. Yet most supply chain innovations and breakthroughs evolve from situations where the basic rules were actually broken or changed. Is there a disconnect? Breaking the rules has to do with knowing when it’s beneficial to make an exception to accepted practice or to challenge the conventional answer. It entails scanning the horizon for new technologies, best practices, or approaches that change the paradigm of how we do things. Winning companies often excel because they saw a situation differently and were willing to take the risk and the initiative to break with the accepted logic. Innovation is all about breaking the...
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...2.2 Differences 9 2.2.1 Powers and Balance 9 2.2.2 Product Offerings 9 2.2.3 Market Transparency 9 3 Underlying Reasons for Differences 10 3.1 Understanding Powers and Balance 10 3.2 Understanding Product Offerings 10 3.3 Understanding Market Transparency 10 4 Conclusion 10 5 References 11 6 Appendix 12 A. Definition of Just-in-Time (JIT) 12 B. Definition of New Product Development (NPD) 12 C. Definition of Time-Based Competition (TBC) 12 Impact of IT/IS on Supplier Information Technology (IT), as we know it today, has changed the landscape of major industries. The position of IT in business strategies has grown significantly over the years. In this report, we will be looking at the impacts of IT/IS in these three industries – Automobile, Banking and Music. We will be covering henceforth, the factors of adoption, similarities and differences in impacts. Automobile The current automobile supply sector is without a doubt...
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...standard supply chain cycle and deliver goods directly from the manufacturer to the customer. • turn its inventory over 60 times a year • introduced new products without having to clear out old inventory in the channel • minimize the rapid depreciation costs that mark the PC industry • operated on a negative cash conversion cycle – by receiving payment from its customers before it paid its suppliers for components • build strong, stable relationships with the large corporations and other organizations who are its core customers Issue Identification Ford continues to face increased completion from foreign competitors while operating in an industry that is experiencing significant over-capacity. In the face of the challenges presented to us, we must determine if Ford should embrace the direct business model which utilizes “virtual integration” that has driven Dell to become a clear leader in their industry. Further, if we chose to utilize “virtual integration” based on the Dell model, we will need to develop and implement significant changes in the some of our most fundamental supply chain operations. In addition, we must determine how Ford should utilize emerging information technology to transform the way we interact with supply chain members. While progress in this area will be integral should Ford choose to pursue “virtual integration”, it is also a stand-alone issue even if Ford does not choose to pursue the “virtual integration” approach to supply chain management...
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