...logistics and supply chain management cases Given by Yang Cheng Assistant Professor, PhD chengyangxy@gmail.com Purposes • This talk is o To outline a framework for analysing supply chain situations o This is not a prescriptive approach that can be applied without thought to all situations, rather it provides a series of checklists of factors to consider • Cases o Some deal with the full scope of an organisation’s supply chain from raw material supplies through to delivery of a finished product to the end user o Others deal with one part of the supply chain such as retailing or manufacturing o Advisable to set the specific problem in the context of the overall supply chain system Defining logistics and supply chain management The process of planning, implementing and controlling the efficient, cost-effective flow and storage of raw materials, in-process inventory, finished goods and related information from pointof-origin to point of final consumption for the purpose of conforming to customer requirements ---US Council of Logistics Management in 1986 Key features of logistics • It is concerned with movement and storage of materials • It is concerned with managing the information flows that underpin the flow of materials • Its scope ranges across the whole supply chain from point of origin of raw materials to final consumption of finished products • It requires a single logic to plan and organise this flow of materials throughout the supply chain • It has two...
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...SUPPLY CHAIN MANAGEMENT DESIGNATION PROGRAM MODULE THREE Logistics and Transportation ©Supply Chain Management Association Supply Chain Management Professional Designation Program Copyright © 2013 by the Supply Chain Management Association No part of this material in this manual may be reproduced without the prior written consent of the Supply Chain Management Association. 777 Bay Street, Suite 2701, P.O. Box 112, Toronto, Ontario M5G 2C8 Tel: (416) 977-7111 Fax: (416) 977-8886 Web Site: www.scmanational.ca. Use of this material is restricted to SCMA and its Provincial/Territorial Institutes for the express purpose of delivering the Supply Chain Management Designation Program. No other use is authorized, expressed, or implied. This material must be used in its entirety. © Supply Chain Management Association Supply Chain Management Professional Designation Program Module Three Logistics and Transportation Information and Overview .................................................................................................... IO – 1 General Information ........................................................................................................ IO – 2 Module Overview ........................................................................................................... IO – 4 Module Readings ............................................................................................................ IO – 7 Session and Reading...
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...SIBM,Bengaluru | Supply Chain Management | Assignment :Set 1 | | Karthik Periyasamy P 14020841020 Question: 1 You are the manager of Strategic Sourcing at Toyota Motor Corp and have just been called by the VP of global sourcing to whom you report. There has been a problem with the least 8 vehicles exhibiting sticking accelerator pedals and your boss is upset. Strong Evidence points to a problem with CTS, an electronic supplier, which has been recognized for high quality standards by the Toyota. Answers a) Identify the exact sequence of steps - a project plan - on how to handle this problem, from dealing with customers to identifying causes. Explain what should be done and why? ------------------------------------------------- The first step to be followed is to check with the different dealers across various cities to know if there are any more such cases. Those dealers should be asked to contact the customers to know if they are facing any such similar issues related to the accelerator pedals. If so, those vehicles need to be recalled for fixing the issue. This is the most important step as customer relationship is the key for any firm’s success. If the defective number of cars is too high, a special team can be setup to respond to the concerns of the customers. ------------------------------------------------- The next step would be to setup a discussion with the supplier CTS, to understand the severity of the problem. This discussion also provides...
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...Manufacturing or topic uploaded? Give us your contact info and we’ll get back soon with details. — Ashish Michael First Name *[pic]Last Name *[pic]Work Email *[pic]Phone *[pic] Address *[pic]City *[pic]Zip code *[pic]State *[pic]Country *[pic]Message[pic][pic][pic] [pic][pic]Cancel Bottom of Form Sending [pic] Your info has been sent to Ashish Michael. Loading [pic] [pic] [pic] [pic] [pic] [pic] [pic] [pic] [pic] [pic] [pic] [pic] [pic] [pic] [pic] [pic] ‹› [pic]Case analysis boeing 787Document Transcript 1. ASHISH JUDE MICHAEL What went wrong? Boeing 787: Dreamliner A detailed analysis of issues causing delay of Boeing 787 and suggesting a model which would had prevented these issues. (This case analysis is only for academic purpose) P G P E x 2 0 1 2 -‐ 1 3 I I M S h i l l o n g Boeing 787:Case Analysis 2. 2 Boeing 787:Case Analysis Introduction (Extract from Case): In April 2008, Boeing confirmed a delay in the 787-‐airplane...
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...Building a resilient supply chain Introduction Global supply chains and transport networks create the core of the global economy, fuelling trade, growth and consumption. Due to the never-ending push of management boards to improve efficiency and increase profit, supply chains are becoming more and more complex. Getting leaner, just-in-time inventory, outsourcing and other trends have introduced many business benefits, however we must not forget about the other side of the problem; new kinds of supply chain risk. Except from the internal company’s trends, other macro factors are influencing the complexity of a supply chain. Forces such as globalization, e/m-commerce and global connectivity are fostering the process of higher complexity within the chains and are amplifying the impact of problems & risks, which may arise. The trends and are not only influencing the company side though. Customer expectations and PLCs continue to develop and change in reference to external factors. A constant stream of products (high quality, low cost and environmentally friendly) is expected by the modern times buyers. The internet, social media platforms and the „shrinkage of the distances“ between people, lets the public quickly learn about any weak spots of company; sometimes even before the information reaches the employers. Not only internal trends have contributed to the fragility of the supply chains. External challenges during the last decade such as the fuel crisis, mouth...
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...Chapter 8 E-Supply Chain, Collaborative Commerce, and Intrabusiness EC Learning Objectives Upon completion of this chapter, you will be able to: 1. Define e-supply chain and describe its characteristics and components. 2. List supply chain problems and their causes. 3. List solutions to supply chain problems provided by EC. 4. Define c-commerce and list its major types. 5. Describe collaborative planning and Collaboration, Planning, Forecasting and Replenishing (CPFR), and list their benefits. 6. Define intrabusiness EC and describe its major activities. 7. Discuss integration along the supply chain. 8. Understand corporate portals and their types and roles. 9. Describe e-collaboration tools such as workflow and groupware. Content How General Motors Is Collaborating Online 1. E-Supply Chains 2. Supply Chain Problems and Solutions 3. Collaborative Commerce 4. Collaborative Planning, CPFR, and Collaborative Design 5. Internal Supply Chain Solutions, Intrabusiness, and B2E 6. Integration Along the Supply Chain 7. Corporate (Enterprise) Portals 8. Collaboration-Enabling Tools: From Workflow to Groupware Managerial Issues Real-World Case: Portal Speeds Product R&D at Amway Appendix 8a: Intranets Answers to Pause/Break Section Review Questions Section 8.1 Review Questions 1. Define the e-supply chain and list its three major parts. A supply chain that is managed electronically, usually using Web technologies...
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...IEM 5763 Supply Chain Strategy Course Syllabus – Spring 2016 |Instructor |Teaching Assistant | |Dr. Tieming Liu |Mr. Hrishikesh Kardile | |Office: 318C EN |Office: 308 EN | |Phone: 744-6055 |Phone: 835-7428 | |E-mail: tieming.liu@okstate.edu |E-mail: hrishikesh.kardile@okstate.edu | |Office Hours: Thursday 2:00-3:00 PM. |Office Hours: M/W 9:30 – 10:30 AM | Objectives and Outcomes: To develop modeling skills and to provide new concepts and problem-solving tools, applicable to the design and planning of supply chains. Upon completion of the class, students will understand how to design and implement supply chain strategies in multi-national supply chains that work under dynamic market conditions including: • Strategic issues in supply chain management • Supply chain designs based on products and markets • How to measure supply chain performance • Where...
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... INC. CASE 1.What parts of the supply chain are involved with the situation in this case? What is the responsability of each part in order to maintain a smooth flow of material? In this case, several parts of the supply chain are involved with the situation and they are as follows: Production management, Foster Technologies Their responsability is to produce the material that the company Avion inc requires by the contract.Iftheycannot fullfilledwhatisrequestedandtheyneedtochangethem,they should communicate to the material management of Avion, Inc. Procurement management, Avion, Inc. Their responsability is to communicate with the production group and with the material group more often. If they had known that the monthly volume requirements and the lead time was changed by the production group they would have not blame to Foster Technologies. Also, they should work with engineering more closely so they can locate more sources of technology and select suppliers efficiently. The flow of information with the supplier is also very important to identify the problems. Production management, Avion, Inc. Their responsability is to produce the goods ordered. They should not have changed the requirements for the material. If they need to change them, they should communicate to the material management group. Material management, Avion, inc. They should have pay more attention to the inquiries made by Poster Technologies. 2.What inicially appears to be the problem? What...
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...Yixin Gao Case Analysis #1 Sep 21 Supply Chain Lessons from Catastrophic Natural Disaster in Japan Supply chain management refers to the management of the flow of goods and services from the suppliers to the producers then to the consumers. The supply chain can however get hit by natural, economic or even humanitarian system disruption. In case of this event of disaster strike, companies have to come up with supply chain risk management to prevent their businesses from collapsing. With case study on some Japanese companies, this paper gives an analysis of how these manufacturing firms responded to Japan’s recent disaster strike, the earthquake, tsunami and nuclear disaster. Japan’s recent earthquake attack of 8.9-magnitude on its northeast coast was a devastating one. The tsunami which shortly followed the earthquake made everything even more severe. This led to destruction of property and loss of lives (Park et al., 75). Many were also forced to evacuate their homes as the earthquake and tsunami destroyed thousands of homes, leaving about 550,000 people homeless. The number of deaths was very high, exceeding 86,000, with 13,000 missing. Altogether, this was one of the most costly disasters caused by earthquake and tsunami, registering damage cost of about 235 billion dollars (Park et al., 75). The damages caused by these two natural disasters in Japan disrupted the supply chain, both globally and domestically. As a result, the disruptions caused negative impacts on several...
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...parts of the supply chain are most closely involved with the situation in this case? What is the responsibility of each part in order to maintain smooth flow of material? There are two components of the supply chain that have broken down in this instance, materials management and production. Materials management is responsible for correctly forecasting the needed supplies and materials and passing that information off to the supplier. Production is responsible for maintaining a good line of communication based of their demand, if they are in need of more material and supplies this needs to be up-channeled to management which in turn should make a decision based on the information at hand. In my opinion, based on the available information it seems that Avion Inc. should be looking for another supplier in order to supplement what Foster cannot cover. 2. What initially appears to be the problem? What really is the problem(s) in this case? Initially it seems that the problem is Foster’s inability to keep their promise of2500 units per month, possibly because of employee issues. Upon further review it is apparent that Avion has a systemic supply chain issue based mostly on miscommunication, or no communication between departments and their suppliers causing a bullwhip effect throughout the supply chain. Foster promised2500 units per month, and Avion is ordering 4000 units per month which is outside of Foster’s capacity which is in-turn causing contractions in the supply cycle 3....
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...Supply Chain Sustainability OMGT 2190 Individual Research Report Student Name: Student ID: Lecturer Name: Course ID: Due Date Table Content 1.0 Introduction 4 2.0 Literature Research 4 2.1 Summary of the literatures 4 2.11 Kenneth, M. A, Onyeka, K. O & Paul, N. (2008) - Journal of Business Ethics 4 2.12 Mette, A & Tage, S. (2009) - Supply Chain Management: An International Journal 5 2.13 Francesco, C, Pierpaolo, P & Barbara, S. (2008) - Journal of Cleaner Production 5 2.14 Jorgensen, H, Peder, M & Margaret, J 2003 - The Word Bank Group & IFC 6 2.15 Esben, R. P & Mette, A. (2006) - Journal of Public Affairs 6 2.2 Group materials under meaningful themes and critical discussion 7 2.3 The practical and theoretical implication of the findings 9 2.4 Evidence from published cases and empirical studies 11 2.5 managerial recommendations in translating CSR in global SC into practice 12 3.0 Conclusions and suggestions for future research 14 4.0 Reference List 15 Executive Summary Integrated supply chain has becoming a significantly important role in the competitive landscape because companies are searching for strategic benefits. Apart from the advantages derived from those more coordinated supply chains, certain social obligations become a concern to business. In reality, the codes of conduct in terms of the CSR are developed by many organizations, especially the buying companies, in order to manage the business behavior...
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...Chapter 6 E-Supply Chains, Collaborative Commerce, and Corporate Portals Learning Objectives Upon completion of this chapter, you will be able to: 1. Define the e-supply chain and describe its characteristics and components. 2. List supply chain problems and their causes. 3. List solutions provided by e-commerce (EC) for supply chain problems. 4. Describe RFID supply chain applications. 5. Define c-commerce and list the major types. 6. Describe collaborative planning and collaboration, planning, forecasting, and replenishing (CPFR) and list the benefits of each. 7. Discuss integration along the supply chain. 8. Understand corporate portals and their types and roles. 9. Describe e-collaboration tools such as workflow software and groupware. 10. Describe Collaboration 2.0 technology and tools. Content Opening Case: Boeing’s Global Supply Chain for the Dreamliner 787 6.1 E-Supply Chains 6.2 Supply Chain Problems and Solutions 6.3 RFID as a Key Enabler in Supply Chain Management 6.4 Collaborative Commerce 6.5 Collaborative Planning, CPFR, APS, and PLM 6.6 Supply Chain Integration 6.7 Corporate (Enterprise) Portals 6.8 Collaboration-Enabling Environments and Tools Managerial Issues Closing Case: How Wal-Mart Uses EC in Its Supply Chain Answers to Section Review Questions Section 6.1 Review Questions 1. Define the e-supply chain and list its three major parts. It is...
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...Cisco Systems: The Supply Chain Story Cisco Systems Inc. is a worldwide computer networking company based out of San Jose, California. From Cisco’s beginning they as a company aimed to connect all members of the supply chain. Cisco’s initial product was the router, which contained an operating software called Internet Operating System (IOS). This product launched Cisco as a company and led to their future goal of a completely integrated supply chain. The first integration, a customer support site, came a year after the router was launched and it allowed customers to download and upgrade software as well as technical support through e-mail. This support center continued to grow through the early nineties and was eventually replaced by a customer support system on their website. The customer support system was continually added to and by 1995 it included; company and product information, technical and customer support, and most importantly it introduced the ability to sell products and services online. Cisco’s main desire behind this system was to streamline the process of customer support and allow the information to more easily utilized. In 1996, Cisco implemented another Internet application called “Networked Strategy,” this introduced online order entry and allowed the information to flow through Cisco’s supply chain. The order information was sent to Cisco’s ERP system which in turn sent it out to the various suppliers and manufacturers, allowing for a very efficient...
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...Implementing a Supply Chain Management System Table of Contents Introduction 2 Subject of course project 3 Business problem statement 4 Name of the company 4 Brief description of proposed solution 5 Implementing cloud-based supply chain management system 5 Benefits of Cloud-Based supply chain management 7 Gaps in implementation of Cloud-based supply chain management 9 Audience 11 Conclusion 11 References 13 Introduction Supply chain management involves the overall management of storage and movement of goods and services. In the process, various networks, channels, and business are interconnected for successful of the products and services. Supply chain management incorporates the design, control, and monitoring activities with the aim of creating net value, synchronizing supply chain and measuring operations globally. Supply chain management entirely covers the areas of operation management, information technology, and logistics. Manufacturing and production companies, for instance, cannot achieve any significant success without incorporating an effective supply chain system due to the prevailing competition in the requires that requires them to deliver their products to the consumers at the right time (Mentzer et al., 2001). In order to meet the challenging market dynamics and the changing consumer needs, there is a need for various companies to implement both inbound and outbound process in their supply chain management system. The inbound system...
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...International American University Shaping tomorrow’s leaders today! General Course Policies supplement this syllabus and are available through IAU Online as a digital soft copy. Please make sure that you review the General Course Policies so that you can be successful in this course. 4201 Wilshire Blvd., Suite #610 ♦ Los Angeles, CA 90010, CA, U.S.A. ♦ T: (323) 938-4428 ♦ F: (323) 938-4-4429 ♦ E: www.iau.la MGT 620a Operations Management & Supply Chain Syllabus Class Details Name: Email: Phone: Room: Method: Steve B. Young, Ph.D. (A.B.D.) syoung18@verizon.net (818) 360-6115 LA-Classroom C Hybrid Term/Year: Days: Time: Start Date: End Date: Spring Session 1 / 2015 Wednesdays 6:00pm-10:00pm January 05, 2015 February 27, 2015 Instructor’s Biography Steve Young graduated from Western Michigan University with a Bachelor of Science in Engineering and Business. He spent time as an HR director and consultant with many Aerospace firms. Steve has worked in numerous management positions for Boeing, Lockheed Martin, Eco Polymers, Hughes, and PM-10 Consultants specializing in the area of Human resource, business management, and business operations. Steve received his MBA from West Coast University with an emphasis in management and is looking to receive his PhD from Walden University in Applied Management and Decision Making with specializations in Organizational Change and Leadership in 2008. Steve is a senior faculty member and has been teaching for the University of Phoenix...
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