...Operations and Supply Chain Case Studies In today’s environment of global shopping where the demand for products is as wide as the number of firms offering them, orders can be placed in advance or at a moment’s notice from across the globe. The question of the manufacturer or reseller is how to best manage production across the supply chain. This paper will have two parts to it; part one will review the case study of the Realco Breadmaster. It will provide analysis on the current supply chain management and will make recommendations for a more strategic approach. Part two will focus on a case study for Toyota. This case will focus on quality and the Lean philosophy. First, it is important to provide some foundation support of what operations and supply chain management entail. Every firm or organization must make a product or provide a service to someone that is needed or valued. Operations are the collection of people, technology, and systems that are in a firm whose primary responsibility is to provide the company’s products or services (Bozarth & Handfield, 2008). “Supply chain is the network of manufacturers and service providers that convert and move good from the raw materials state through to the end user” (Bozarth & Handfield, 2008, p.4). Planning and controlling operations and supply chains are critical to the strategic plan of an organization, and so is the coordination and communication with other functional areas of the firm’s supply chain partners. Aggregate...
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...The first contributor to Whirlpool’s success was the fact that Slone’s strategy realized that the problem facing the supply chain was a result of not only an old system in place, but also because of inefficient or poor management of the supply chain. In this regard, the solution was not only directed at improving the individual links such as the existing suppliers, logistic partners, etc. but rather it also involves completely changing the process of how supply chain is managed. In which case, it thus means modifying the entire procedures and system as well as the way the company managed the supply chain. Likewise, it asserts the proactive role of top management down to bottom-line employees who are involved in the total distribution of goods and services. Secondly, the company realized the importance of meeting their clients’ needs in a faster and more efficient ways. Thus, the employment of “schedule actualization” or the just-in-time (JIT) approach is asserted of critical role in improving the supply chain of Whirlpool. This is because people nowadays are more demanding due to their busy lifestyle. Thus, oftentimes, people purchase appliances with the expectation that the store will be able to provide or deliver the product to them in just a couple of days, hence “deliver with integrity.” Thirdly, building better expertise in the application of decision support and IT tools such as CPFR and i2 to identify patterns, assess potential performance, and manage newly developed...
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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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...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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...Operation is a function that converts inputs into greater value of outputs to maximize the profit of organization. Operation management is defined as the process of constantly improving the system to make and deliver firm’s primary goods and services (Investopedia, 2010). Supply chain is the movement of materials, information and finances from supplier to end users. Hence, operations and supply chain management (OSCM) can be described as the design, operation and improvement of the system that manufacture and transfer the firm’s primary products and services to final users. Operations and supply chain management is a functional area of business with clear line management obligations (Scribd, 2015). The 1970s Manufacturing strategy In the...
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...Case Questions 1. A decently overseen database may help the healing center accomplish its mission by the following points: * Cost of the each treatment in similar hospital is stored in the database to compare rate with other hospital. * Physicians can gather the relevant information quickly by providing the electronic medical record for each patient. * To find which programs and methods are best, create a historical record of the treatments. * Track the important measure to provide the data and information for example, normal length of patient wait, price for each day for a patient. 3. Hospital should carefully manage some of the cost and risk of using database because in a job market, there is short supply of skills such as database designer and database administrator. Without the specific faculty, it creates a risk to manage the database. The installation and administration expenses include updating software and installing of database and hardware. The translation cost includes the converting cost of older application into database environment. Instead of converting the hospital can choose new system. There is a need for the backup and recovery because the framework expenses are connected with those strategies. A hospital must predict the data administration cost and other activities cost related to data definition, ownership and maintenance. 6. Mountain View Hospital could use web based applications in a few ways. * Internet hospital personnel uses...
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...09th April, 2003 Budget for Porcelain Formers Size Supplier Price Qty Total 8 HT 16.35 180 2943 7 HT 16.35 120 1962 9 GBH 12.79 500 6395 Freight Charges 400 Total $ 11,700 Approved by:_________________ S. M. Salman GM Gloves Division 13th June, 2003 Budget for Aluminium Coated PTFE Formers Size Supplier Price Qty Total XL Hanyang USD88 36Pairs 3168 Freight Charges 400 Total $ 3,568 Approved by:_________________ S. M. Salman GM Gloves Division Noted: The last price of above formers in Aug-2002 was USD80/pair, we have kept 10% provision for increase in price. 22nd July, 2003 PVC Pigment Supplier Price Qty Total West USD88 36Pairs 3168 Freight Charges 400 Total $ 3,568 Approved by:_________________ S. M. Salman GM Gloves Division Noted: The last price of above formers in Aug-2002 was USD80/pair, we have kept 10% provision for increase in price. 27th June, 2003 Approval for Acrylic/ Wool Yarn as follows: Description Supplier Qty Price Amount (Kgs) (USD) 1/15 DMM 70/30 Acrylic/ Wool Yarn P.T. Kahatex 1400kgs...
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...Introduction The essay will introduce the reader to how the Economic Development Board (EDB) played an important role in Singapore’s economic growth in the Logistics and Supply Chain sector. The essay is divided into three broad sections, namely the contributions, challenges faced and the improvement strategies. Logistics is the management and the process of raw materials becoming the finished product, mainly focusing on the transportation and storage of goods. Supply chain manages the flow which encompasses the supplying of materials to producing the product and the distribution of the finished product to distributors, retailers and finally to a customer. Located in a prime location geographically, 20 of the top 25 logistics players such...
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...Issues in Food Supply Chain Management Managing food supply chain is a difficult takes because this sector involves a diverse range of distinct stake holders such as farmers, commission agent, processor and distributers. Further, unlike developed countries Indian agriculture is far more complex and difficult to manage because of its unorganised nature (Parwez 2014). While in present day farmers are demanding better price for their produce and consumers are willing to pay reasonable price. Therefore, to solve this problem we need to understand the issues involved in this process as explained in below. I) Market Information Sharing of market information among supply members is a complex issue in food supply chain as there are many stake holders...
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...Wal-Mart’s supply chain management practices case study Question 1: Wal-Mart has been able to achieve respectable leadership in the retail industry because of its focus on supply chain management characterized by: * Procuring goods directly from manufacturers bypassing all intermediaries. * Negotiating on prices and finalizing a purchase deal only when it was fully confident that the products being bought were not available elsewhere at a lower price. * Spending a significant amount of time meeting vendors and understanding their cost structure. Also, by preferring local and regional vendors and suppliers. * Having over 40 distributions centers located at different geographical locations in the US. So, Wal-Mart’s own warehouses directly supplied 85 % of the inventory, as compared to 50-65% for competitors. About 85% of the goods which were available at the stores passed through the distributions centers. * Having and using a fast and responsive transportation system. * Maintaining a strict vigil over its drivers by keeping a record of their activities through the “Private Fleet Driver Handbook”. * Using a Cross-docking approach. In this system, the finished goods were directly picked up from the manufacturing plant of a supplier, sorted out and then directly supplied to the customers. Question 2: Wal-Mart invested heavily in IT and communications systems to effectively track sales and merchandise inventories in stores across the country. So...
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...[pic] Module TWO - Supply Chain Management DE HAVILLAND INC: Supply Chain Strategy Case Study Prepared By: Pankaj Kapoor Executive summary De Havilland’s Dash 8 aircraft division has only a “year plus” inventory of Flap Shrouds and Equipment bay doors and now they have to decide if they want to continue sourcing these parts from same supplier “Dollard Plastics” a Montreal based supplier or should they start thinking of sourcing these parts from other potential suppliers. Kim Tomar, financial analyst materials of DH has responsibility to gather all related facts, Analysis and come up with report & recommendations. Since De Havilland is now under new management of Bombardier Inc. Kim Tomar has to keep Bombardier’s following new policies in mind while making any recommendations. (Exhibit 2: DH Organizational Chart), • 25% discount on purchases across the board • Establishing 5 year fixed cost contract with suppliers • Consolidation of sources / reduction of suppliers Kim Tomar had received good response from nine potential suppliers on RFQ sent by BSB (Exhibit 3 reflects the bidding structure from each supplier). After normalization, it was evident that Marton Enterprises Inc, offered huge savings and also ready to commit to all policies including fixing the cost for next 5 years...
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...In order to response to the loss of market leader status in current competitive market environment, Sir Peter Davis, CEO of the Sainsbury's Group, decided to commence a project called "7-in-3" supply chain management project in late 2000. Company's Supply Chain Director, Martin White, summarized the 4 key principles of "7-in-3" supply chain strategy. Rises of automated fulfillment factories and primary consolidation centre. Due to Sainsbury's competitor - ASDA is moving forward aggressively, Sainsbury's top management noticed that ASDA has an information system that provided a more efficient supply chain. This system pleased customers, improving the ASDA's market share and increasing the company's profits. So that Sainsbury's decided to replace the current depots of company with automated factories and consolidation centre. This change will make the existing distribution centers into new automated distribution facilities. The improved efficiency from this modification is clear, it reduced shipping departure time, it can cover more stores, it works for 24 hours with a sortation system. This is a good example of saving the time and money. But there is one thing that top management did not consider well which is the cost of highly automated system actually requires more money to install and implement. Especially like Sainsbury's, it seeks to replace the old system with the new automation system. "End-to-end" plan to manage transportation. Sainsbury's seeks out a way to reduce...
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...CREATING SHARED VALUE IN THE SUPPLY CHAIN-‐ THE NESTLE COCOA PLAN SUBMITTED BY: KUSHAL RAMESH (001753444) SUPPLY CHAIN MANAGEMENT 6210 CREATING SHARED VALUE IN THE SUPPLY CHAIN-‐ THE NESTLE COCOA PLAN INTRODUCTION Nestle was founded in 1866 by Henri Nestle. It has its headquarters in Vevey, Switzerland. Nestle is today the world’s leading nutrition, health and wellness company. Nestle employs 339000 people worldwide and has 442 factories in 86 countries. Nestle’s products include baby food, bottled water, breakfast cereals, coffee and tea, confectionery, dairy products, ice cream, frozen food, pet foods, and snacks. Creating Shared Value: Nestle aims to create value for society and shareholders in the areas where the company can have the biggest impact-‐ nutrition, water and rural development. These are core to its ...
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...Supply Chain Management in the Construction Industry: Gilmor Engineering Limited case study. By Emmanuel Ola Elehinle Student I.D 15597305 Submitted To Laureate Online Education & University of Liverpool – Online Masters Degree In Partial fulfillment for the award of Master of Science (M.Sc.) Degree in Operations and Supply Chain Management Abstract Activities in the execution of a construction project are usually time bound and require an effective management of the supply chain network to meet deadlines but the comparison of case studies and past research works shows that there are waste and problems in the construction supply chains which are characterized by inadequate coordination. In this study therefore, analysis of the key controlling parameters of a construction company’s supply chain operations and systems is carried out with an optimization of information flow within the system to improve performance. The barriers that obstruct coordination are identified and an efficient coordination model for a supply chain is suggested to accelerate and improve the economic and operational innovations for the management of construction projects. 1. Introduction Supply chain in the construction industry is a non static one and is characterized by inadequate coordination of the key processes and parameters. According to Xiaolong & et al (2007) “Coordination is the core issue to improve construction performance in construction supply chain”. In this study therefore...
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...Question 1 1. Perfect and Classic ranges Demographic: mainly women aged between 35 and 55 Psychographic: busy lifestyle, not fashion-oriented Benefit: Convenience, high quality, reasonable price, good design, comfort, long-lasting style, high value. Conclusion: This range was mainly aimed at women aged between 35 and 55, who enjoyed a busy lifestyle, liked long-lasting style and wanted to pursue high quality and value clothes with reasonable price and spend little time in choosing and washing clothes. 2. Autograph range Demographic: Wealthy people Psychographic: enjoying life Benefit: perfect design, high quality Conclusion: This range was mainly aimed at wealthy people who would like to enjoy their life and pursue high-quality clothes designed by best designers in the world and can afford high street prices. 3. Per una range Demographic: women aged between 25 and 35, sizes 8-18 Psychographic: fashion-conscious Benefit: competitive price, superb design, high quality material, latest trend, limited editions, individual cutting service. Conclusion: This range was mainly aimed at fashion-conscious women aged between 25 and 35, sizes 8-18. They can enjoy the latest fashion trend, individual cutting service, pursue the special and exclusive lifestyle and hope to get their clothes with high quality and design at an affordable price. Question 2 1. Perfect and Classic ranges: Order qualifiers: Quality, Design, Fitness, Cost Order winners:...
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