...Supply Chain Management (SCM) is the wider concept of looking at the business needs from the sourcing till the production of the final product and delivering it to the customer. SCM attempt to centrally control or link the sourcing, the production, the shipment, the warehousing and distribution of products. The purpose is to ensure the whole business know what is happening when and where. By managing the international supply chain, companies are able to cut wastage and become more lean and mean, be more competitive and provide products faster. Being more lean and mean will drive the company to keep tighter control of internal inventories, production, distribution, sales and the inventories held and forecasted are all key elements in the SCM....
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...INTRODUCTION AND ITS BUSINESS PROCESSES 5. SUPPLY CHAIN MANGEMENT AT WAL-MART 6. PROCUREMENT AND DISTRIBUTION 7. LOGISTICS MANAGEMENT 8. INVENTORY MANAGEMENT 9. COMPETITIVE ADVANTAGE AND BUSINESS MODELS USED AT WAL-MART 10. RFID IN WAL-MART 11. EFFICENCY IN SUPPLY CHAIN WITH RFID 12. CONCLUSION Introduction to Supply Chain Management Supply Chain Management is the discipline which encompasses the end to end business activities carried out in any business, independent of the manufacturing or service sectors. It is the synchronization of a network of facilities and distribution options that performs procurement of materials, processing the materials into finished products, and distribution of the products to customers. SCM is seen as involving five fundamental processes. These include planning, sourcing, making, delivering, and returning. Typical supply chain showing interrelations between all involved parties. SCM subsists in both service and manufacturing environments. A typical supply chain consists of many interactions between suppliers, manufacturers, distributors, retailers, with the vital goal of providing either a service or a product to customers. This also works in reverse with the customer at the head of the process when returning a product. SCM is used...
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...well as the related information flows from the raw material stage, through to the end user. Supply chain is defined as the integration of key business processes from customers through original suppliers that provide products, services, and information that adds value for end users and other stakeholders. Here, a supply chain includes all the value chain processes from suppliers to end customers. As such supply chain comprises all the supply processes necessary to fulfill customer demand and is managed within supply chain management (SCM). SCM can be defined as “the management of upstream and downstream relationships with suppliers and customers in order to create enhanced value in the final market place at less cost to the supply chain as a whole” (Christopher, 1998). Hence, SCM refers to all of the processes, technologies, and strategies that together form the basis for working with internal as well as external sources of supply. As SCM focuses on the efficient matching of supply with demand it does not help the firm to find out what the customer perceives as valuable, and how this customer-perceived value can be translated into customer value propositions. Hence, supply chain efficiency by itself will not increase customer value and satisfaction as firms also require market orientation to enhance their market responsiveness capabilities. This research works in this direction and explains how firms build competitive advantages by moving from supply chain to demand...
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... Project Group – Balaji Nag garajan (Roll n no: EPGP‐04A A‐016) Deepak M Mittal (Roll no: EPGP‐04A‐0 026) Kannan S (Roll no: EPG GP‐04A‐044) Mahesh R Rajesham (Roll no: EPGP‐04 A‐115) Mansi Sha arma (Roll no o : EPGP‐04 A‐ ‐051) Dr. Priyan nka Mallick (R Roll no : EPGP‐04 A‐068) Sandeep G Gawde (Roll n no : EPGP‐04 A‐030) SCM Project – Retail Supply Chain at Wal‐Mart Table of Contents 1. 2. I. II. 3. Introduction .......................................................................................................................................... 3 About Wal‐Mart .................................................................................................................................... 4 Operating Divisions ........................................................................................................................... 4 Competition and Regional Alignments ............................................................................................. 8 Components of Supply Chain Management (SCM) ............................................................................ 11 A. Main Elements ................................................................................................................................ 11 4. Wal‐Mart’s Method of Managing the Supply Chain ........................................................................... 13 A. Overview ..............
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...1/13/2015 Solution SCM Ch1 2 Documents Upload (/upload.html) Login (/login.html? back=http%3A%2F%2Fdocslide.net%2Fdocuments%2Fsolution-scm-ch12.html) / Docslide (/) / Documents (/category/documents.html) / Solution SCM Ch1 2 Assignment 1 Supply Chain Management Topic: Understanding the Supply Chain Submitted by: Submitted to: Md. Faisal Hossain Md. Md. Akram Hossain EMBA Spring Semester 2013 Assistant Professor ID: 61120-13-017 MIS, University of Dhaka Date: 23-01-2013 Department of Management Information Systems Gateway Why did Gateway have multiple production facilities in the US? What advantages or disadvantages does this strategy offer relative to Dell, which has one facility? US was main market of gateway No inventory stores direct supply no contract with any shipping company Advantages Low price raw material Cheaper logistics http://docslide.net/documents/solutionscmch12.html 1/8 1/13/2015 Solution SCM Ch1 2 Documents Fly UP Shipping Tax Incentives Disadvantages cost increases Difficult to manage quality Different polices for employees What factors did Gateway consider when deciding which plants to close? The markets which were saturated showing poor results, specially Malaysia plant were have high loses Why does Gateway not carry any finished goods inventory at its retail stores? Gateway was really clever in deciding whether to keep such items in inventory or not. As gateway knew that people don’t wait for FMCG product...
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...product variety have forced Indian firms to look beyond their four walls. They face issues related to choosing and working with the right supply chain partners (suppliers, customers and logistics service providers), fostering trust between them and designing the right system of gauging performance. In this paper, we present a snapshot picture of logistics and Supply Chain Management (SCM) practices in India. It is borne out of the felt need by managers, expert professionals and academicians to address logistics and supply chain practices at the national level. Our exploratory study is based on both field visits and secondary data. We capture facts, figures as well as qualitative responses about the logistics infrastructure and supply chain practices. We focus on supply chain collaboration and partnerships, supply chain structure, facilities network design, transportation and logistics and the role of Information and Communications Technologies (ICT). Field visits to at least one major facility of 25 firms were carried out during 2005. We analyze and assess existing logistics and SCM practices and discern emerging trends as well as areas of concern. The paper gives insights into how far the firms and their supply chains in India have come in dealing with major logistics and supply chain issues, the practices they focus on or need to focus on. We also highlight and address a few issues related to supply chain...
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...5) Wal-Mart has implemented a Supply Chain Management System that serves middle level managers. The classification for this system is Management Information System. Supply Chain Management (SCM) - The main elements of a supply chain include purchasing, operations, distribution, and integration. Walmart’s Method of Managing the Supply Chain Walmart has been able to assume market leadership position primarily due to its efficient integration of suppliers, manufacturing, warehousing, and distribution to stores. Its supply chain strategy has four key components: vendor partnerships, cross docking and distribution management, technology, and integration. Walmart’s supply chain begins with strategic sourcing to find products at the best price from suppliers who are in a position to ensure they can meet demand. Suppliers then ship product to Walmart’s distribution centers where the product is cross docked and then delivered to Walmart stores. Cross docking, distribution management, and transportation management keep inventory and transportation costs down, reducing transportation time and eliminating inefficiencies. Technology plays a key role in Walmart’s supply chain, serving as the foundation of their supply chain. Walmart has the largest information technology infrastructure of any private company in the world “Massively Parallel Processor (MPP)”. Its state-of-the-art technology and network design allow Walmart to accurately forecast demand, track and predict inventory levels...
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...1990’s. This development lead to organizations having a supply chain, that criss-crossed the whole globe. The proliferation of trade agreements has thus changed the global business scenarios. The Integrated Supply Chain Management (ISCM) is now not only a problem of integrated logistics (as a process) but also demands that the supply chain management (SCM) must look into the ramifications of these arrangements on the cost of transportation (including tariffs or duties) of products within a trade zone and outside it, besides, developing logistics strategies. The field has thus developed in the last few years for bridging the gap between demand and supply vis-à-vis efficiency and cost trade-offs. The SCM now not only involves the “management of logistic function”, as was done in the past (to achieve internal efficiency of operations) but, includes the management and co-ordination of activities, upstream and downstream linkage(s) in the supply chain. The integrated supply chain management, in particular include : Planning and Managing supply and demand; Warehouse Management; Optimal Inventory control; Transportation and Distribution, Delivery and customer’s delight following the basic principles of supply chain management viz. working together; Enhancing revenue; Cost control; Assets utilization besides, customer’s satisfaction. The last two decade has seen the rise of a plethora of acronyms always used in conjunction with production, operational management and control. To name...
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...1990’s. This development lead to organizations having a supply chain, that criss-crossed the whole globe. The proliferation of trade agreements has thus changed the global business scenarios. The Integrated Supply Chain Management (ISCM) is now not only a problem of integrated logistics (as a process) but also demands that the supply chain management (SCM) must look into the ramifications of these arrangements on the cost of transportation (including tariffs or duties) of products within a trade zone and outside it, besides, developing logistics strategies. The field has thus developed in the last few years for bridging the gap between demand and supply vis-à-vis efficiency and cost trade-offs. The SCM now not only involves the “management of logistic function”, as was done in the past (to achieve internal efficiency of operations) but, includes the management and co-ordination of activities, upstream and downstream linkage(s) in the supply chain. The integrated supply chain management, in particular include : Planning and Managing supply and demand; Warehouse Management; Optimal Inventory control; Transportation and Distribution, Delivery and customer’s delight following the basic principles of supply chain management viz. working together; Enhancing revenue; Cost control; Assets utilization besides, customer’s satisfaction. The last two decade has seen the rise of a plethora of acronyms always used in conjunction with production, operational management and control. To name...
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...1990’s. This development lead to organizations having a supply chain, that criss-crossed the whole globe. The proliferation of trade agreements has thus changed the global business scenarios. The Integrated Supply Chain Management (ISCM) is now not only a problem of integrated logistics (as a process) but also demands that the supply chain management (SCM) must look into the ramifications of these arrangements on the cost of transportation (including tariffs or duties) of products within a trade zone and outside it, besides, developing logistics strategies. The field has thus developed in the last few years for bridging the gap between demand and supply vis-à-vis efficiency and cost trade-offs. The SCM now not only involves the “management of logistic function”, as was done in the past (to achieve internal efficiency of operations) but, includes the management and co-ordination of activities, upstream and downstream linkage(s) in the supply chain. The integrated supply chain management, in particular include : Planning and Managing supply and demand; Warehouse Management; Optimal Inventory control; Transportation and Distribution, Delivery and customer’s delight following the basic principles of supply chain management viz. working together; Enhancing revenue; Cost control; Assets utilization besides, customer’s satisfaction. The last two decade has seen the rise of a plethora of acronyms always used in conjunction with production, operational management and control. To name...
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...SUPPLY CHAIN . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12 5) E- SUPPLY CHAIN MANAGEMENT OF AMUL . . . . . . . . . . .13 6) AMUL CYBER STORE . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18 7) BENEFITS OF E-SCM . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19 8) FUTURE PLANS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20 9) BIBLIGRAPHY . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21 [pic] Introduction ➢ The Kaira District Co-operative Milk Producers Union Limited, popularly known as Amul Dairy is a US $ 500 million turnover institution. It is a institution built up with a network of over 10000 Village Co-operative Societies and 500,000 plus members. ➢ Formed in the year 1946 Amul is the leading food brand in India. ➢ Amul initiated the dairy co-operative movement in India and formed an apex co-operative organization called Gujarat co-operative Milk Marketing Federation (GCMMF) and today 70,000 villages and 200 districts in India are part of it. ➢ GCMMF markets its products through 50 sales offices throughout India and distribution is done through a network of 4,000 stockiest who in turn supply 500,000 retail outlets. ➢ Managed by an apex cooperative organization, Gujarat Co-operative Milk Marketing Federation Ltd. (GCMMF), which today is jointly owned by some 2.41 million...
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...strategies employed by retailers. Design/methodology/approach – A mixed methods approach was employed involving analysis of depth interviews with 27 retail supply chain executives combined with a follow-up survey capturing over 200 responses. Findings – In light of uncertain economic conditions, retailers appear to be developing more agile/responsive supply chain management (SCM) strategies. Additionally, retailers are putting greater emphasis on maintaining a balance of cost versus service than the cost-centered focus found in a prior study. Research limitations/implications – This study focused on US retailers and therefore results should be cautiously extended to the retailing environment in other countries. Practical implications – Retailing is not a “one size fits all” business, and study results suggest the SCM strategies used by retailers depend greatly on the nature of each retailer’s model. However, the need to create agile SCM processes while controlling costs was an overarching theme described by retailers. Originality/value – Retailers operate some of the largest and most complex supply chains, yet SCM research has generally overlooked the retail sector. This study...
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...Texas Christian University “Management is on the verge of a major breakthrough in understanding how industrial company success depends on the interactions between the flows of information, materials, money, manpower, and capital equipment. The way these five flow systems interlock to amplify one another and to cause change and fluctuation will form the basis for anticipating the effects of decisions, policies, organizational forms, and investment choices.” (Forrester 1958, p. 37) Forrester introduced a theory of distribution management that recognized the integrated nature of organizational relationships. Because organizations are so intertwined, he argued that system dynamics can influence the performance of functions such as research, engineering, sales, and promotion. 2 MENTZER, DeWITT, KEEBLER, MIN, NIX, SMITH, AND ZACHARIA He illustrated this phenomena utilizing a computer simulation of order information flow and its influence on production and distribution performance for each supply chain member, as well as the entire supply chain system. More recent replications of this phenomenon include the “Beer Game” simulation and research covering the “Bullwhip Effect” (Lee, Padmanabhan, and Whang 1997). Discussing the shape of the future, Forrester (1958, p. 52) proposed that after a period of research and development involving basic analytic techniques, “there will come general recognition of the advantage enjoyed by the pioneering management who have been the first to...
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...[pic] [pic] Wal-Mart Case Study – RFID and Supply Chain Management FINAL PAPER By Group 2 Group Members: Angrish, Sangita Chivukula, Venkata S. DeWitt, Brendon Patel, Raxesh Shamsi, Shazeb Yellapragada, Ramachandra Date: November 30, 2005 Table of Contents Introduction 4 Why RFID over Bar-Code? 4 RFID Infrastructure 5 Introduction to Supply Chain Management 7 Wal-Mart Introduction and its Business Processes 9 Operations 9 Business Model 10 Market Strategy of Wal-Mart 10 Organizational Development 10 Competitive Advantage 11 Market Opportunity 11 Supply Chain Management at Wal-Mart 11 Procurement and Distribution 11 Logistics Management 12 Inventory Management 12 RFID in Wal-Mart 13 Efficiency in Supply Chain with RFID 14 Wal-Mart Suppliers 15 Kimberly-Clark 15 Kraft Foods 15 Gillette 15 Current Usage of RFID 16 RFID in Military 16 Successful RFID Implementation in different Industries 17 Volkswagen 17 Supermarket tries out smart tagging 17 Sun Microsystems sets up RFID test centre in Scotland 17 I.B.M. Expands Efforts to Promote Radio Tags to Track Goods 17 Texas Instruments 17 EPC global Network 18 Limitations and Challenges of RFID 18 Future of RFID 20 Future Applications 20 REFERENCES: 22 Introduction Technology is inevitable in every sphere of life today; it has always made things easier. Wal-Mart works on the same strategy, from the...
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...Unit Content – linked to Assessment Criteria 1. Understand the relationship between supply chain management (SCM) and organisational business objectives Concepts: demand and supply management; push and pull models; enterprise resource planning (ERP); vendor managed inventory (VMI); efficient consumer response (ECR); value chains; lean supply; global SCM; contribution to business objectives Development: physical distribution management; materials management; logistics management and SCM (upstream and downstream) Organisational objectives and business functions: financial, marketing, sales, operational, manufacturing, human resource Key drivers: facilities; inventory; transportation; information; sourcing; pricing; globalisation; technology; customer expectation Integrated supply chain: strategic goals; culture change; roles and responsibilities of staff; organisational rationalisation; higher volume and speed of transactions; enhanced market position; reduced supply chain complexity; potential for smooth process operations following complex initial set-up; enhanced, lean and agile systems 2. Be able to use information technology to optimise supplier relationships in an organisation Different types of relationship: alliances eg adversarial, developmental, collaborative, strategic; supplier development; e-tailing; business to business, business to consumer; intermediation and disintermediation; networks; supplier associations; supplier tiering; organisational networks; personal...
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