...TUIPS BV case Question 1. Added as attachment on page 5 of the document Question 2. Project Layout, because Tuips produces machines on request of the customers. They assembly the machine on one central point in the factory. All the parts for assembly are arranged before the final assembly of the product. That is why we thought it is a project layout. Question 3. The CODP that Tuips is using is make-to-order and assemble-to-order. They produce different basic products out of raw materials. They also assemble the final products after the order is placed. Tuips is reacting, producing and assembling after a machine is already sold. Tuips is not an engineering-to-order, although they specify the product completely to customers their wishes, because Tuips does not change the design completely. The product remains to be a sprayer for agriculture. Question 4. The critical problem in the firm in our opinion is the manufacturing of steel parts themselves. It takes away the focus on the core operation which in the manufacturing and assembly of the frames and sprayers. Without the manufacturing of steel parts Tuips can focus more on the frames and sprayers which will improve the delivery time of the final product to the customer. The solution is to outsource the production of the necessary steel parts to another external company. Assuming that the company works solely with steel, the quality of the steel parts will be improved. Also the quality of the final product...
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...Case 1: Zara, H&M, Benetton Supply Chain Strategies | Executive Summary The performance of many organizations is highly dependent on utilizing the correct supply chain model. This report focuses on the analysis of the supply chains of three clothing companies: Zara, Hennes & Mauritz (H&M), and Benetton. The analysis was focused on three aspects. First, the supply chain models of the three retailers were compared and contrasted and there was an evaluation whether each of the retailers has the right supply chains for the type of products they offer. Second, the analysis highlighted how the supply chain architecture of the three companies impacts the management of inventory, information, and capacity. Finally, the analysis also included some research on how the supply chain strategies of these retailers have changed in recent times and its impacts on their relative competitive advantage. Based on the analysis, several recommendations around strategic and process improvement were provided for Zara, H&M, and Benetton. The recommendations are further supported by an implementation plan as well as an overall assessment of the risks that the retailers face. Sources of analysis include the two Harvard Business Review Articles “What is the Right Supply Chain for Your Product” and “Rapid-Fire Fulfillment”. The analysis also utilized several research reports from DataMonitor. Analysis Zara, H&M, and Benetton are all clothing retailers that focus on fashion...
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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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...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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...Strategy Recommendations After evaluating the supply chain strategies available, it is our belief that a balanced vertical integration would be the best solution for ABC Co. In order for ABC Co. to better serve their customers and ensure that products reach their distribution centers and stores in a timely manner, it is important that ABC Co. has a sound strategy for each step of the manufacturing process; from the factory that produces these tools, to the distributing warehouses, to the sales offices. Advantages By using the balanced vertical integration strategy, ABC Co. will be able to keep track of both the processes from start to finish. This includes managing the raw material production, manufacturing, assembly and the distribution processes. ABC Co. will also be able to ensure that the end products will reach their sales offices and their customers in a timely manner. They will be able to improve their supply chain coordination and reduce the waste between each step of the process. A Balanced vertical integration strategy will also allow ABC Co. more control over the supply chain. This strategy will let ABC Co. more control over the production as well as the distribution aspects of the supply chain; giving ABC Co. the ability to dictate the production process, controlling what and when to produce, as well as how to present the product and the price to sell the product. All these steps translates into a significant cost reduction as it eliminates the needs to have...
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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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...store chain attempts to be responsive and provide customers what they need, when they need it, where they need it. What are some different ways that a convenience store supply chain can be responsive? What are some risks in each case? Some of the ways that a convenience store chain can response are: * Focusing in the total cost of the supporting a chain, that includes all the elements of cost that go into a purchase like order quantities, deliveries, warehousing, support systems, among others. The risk of this approach is not giving the appropriate amount of profit to the products and services, because focusing in the amount of costs this kind of business will generate. * Controlling the number of deliveries from other companies (vendors) to your store. The risk here is by controlling the number of vendors you are taking the risk of been out of stock and not fulfilling the demand. * Creating a distribution center is one of the best ways to reduce costs, and also control their own supply chain. The risk of this method is that initiating a distribution center is expensive, if your chain has not made the idealize amount of profits this approach is very risky, because this method requires structure, employees, machines, among other expenses. 2. Seven-Eleven’s supply chain strategy in Japan can be described as attempting to micro-match supply and demand using rapid replenishment. What are some risks associated its supply choice? The risks with this supply choice...
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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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...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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...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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...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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...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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...Distribution management | Consumer driven supply chains: the case of Dutch organic tomato | Author: F. Anastasiadis, Y.K. van Dam | MKT 625 | | | Introduction Supply chain management refers to the efficient integration of various processes involved in turning resources into consumer products. Effectiveness of the supply chain is more easily understood in terms of Value Chain Management, and the integration of processes that turn resources into consumer value. The current paper reports two studies into the value chain of organic produce in Netherlands. The paper combines two different research approaches to study which consumer motives and values are the main drivers of organic consumption. These motives are centered on hedonic, benevolent, and Universalist values. The study reconfirms earlier findings that health and taste are important motives driving organic food consumption, and that next to this environmental friendliness and naturalness are important drivers. More fundamentally, the consumption value of organic food is strongly related to social and ethical principles and beliefs. By committing it to superior ethical performance the organic supply chain could create a competitive advantage that is not easily copied by competing products. Objectives of the Study The basic objective is to understand consumer product knowledge and motivations with respect to organic products. In other words, this research focuses on the consumers’ beliefs towards...
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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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