...Business and Management Operations and Supply Chain Case Studies In: Business and Management Operations and Supply Chain Case Studies 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...
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...Supply Chain Management Certificate This “practical” interactive certificate series is designed to provide participants with a detailed look at global supply chain management with a focus on Purchasing, Inventory, and Warehousing. This certificate addresses issues in terms of today’s global supply chain and its supply chain streams and flow process, so practitioners can know how to make the most of this powerful tool. You will have the opportunity to explore a variety of global supply chain management areas in depth, extrapolate their logistics meanings, and apply the techniques needed to make it all work for your organization. Mastering the supply chain’s dynamics is no longer extraneous to survival in today's global environment—it's essential. Because logistics affects 30% or more of the value added to your product, it offers abundant areas of opportunity and exciting possibilities for lowering the bottom line. Where you may not be able to control the outside influences, ambiguities, and contradictions of the global economy at large, you can have a profound influence on controlling those internal logistics factors that substantially affect your profitability or cost containment efforts. Course Schedule Global Supply Chain Basics and Technology (Day 1) Global Logistics Basics and Functionality (Day 2) Essential Aspects of Purchasing (Day 3) Inventory ManagementPractices (Day 4) Mastering Warehouse Mechanics (Day 5) WHO SHOULD ATTEND • Logistics, supply chain, procurement...
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...reduction strategies may promote the implementation of green strategies in global maritime logistics and the MPA. In this report, the utilisation as well as impacts of Lean and Six Sigma strategies will be analysed. In addition to this, the two strategies will be compared and contrasted. Lean and Six Sigma assist in working efficiently and reducing wastes. In recent times, IT has proven to be a vital tool in assisting organisations and global maritime logistics. This report will examine the relationship between IT and quality (TQM), efficiency (Lean) and collaboration and has shown assist them in their objectives and gain a competitive edge. This report has shown that IT has proven to be effective in helping organisations and global supply networks work and communicate among one another effectively and efficiently. 1.0 INTRODUCTION In this report, its main focus is on determining the most optimal cost reduction strategies in the implementation of green strategies in global maritime logistics such as the Singapore maritime logistics network or Maritime and Port Authority of Singapore (MPA) and for this particular paper, the researcher has chosen two specific cost reduction strategies specifically: Six Sigma and Lean. Container ports the world over are increasing at an alarming rate and ports have to take into account of its efficiency, throughput and green performance. TASK 1 2.0 COST REDUCTION STRATEGIES TO ACHIEVE OBJECTIVES Six Sigma and Lean are the strategies that...
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...Supply Chain in the Food Industry by Abdelrahman Ahmed El-Hefny Bachelor Thesis submitted to the Operations Department at the Faculty of Management & Technology German University in Cairo Student registration number: 16-1841 Date: 29th May 2012 Supervisor: Professor Dr. Ehab Yaseen Table of Contents Table of Contents ............................................................................................................. ii Table of Tables ................................................................................................................ iv Table of Figures ................................................................................................................ v Abbreviation List ............................................................................................................. vi 1 Introduction .............................................................................................................. 1 2 Literature Review ..................................................................................................... 3 2.1 Overview on the Supply Chain..................................................................... 3 2.1.1 Definition of the Supply Chain......................................................... 3 2.1.2 Types of Supply Chain ..................................................................... 4 2.1.3 Supply Chain Processes ..........................................
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...1 - Understand the Organisational Purposes of Businesses The author’s local business development office, a Government funded department has been authorised to produce a report which will promote the diversity of future businesses. As a result of a successful pilot project the council has requested that a project report be written which will detail the diverse types of business within the local area. In a bid to assist future business owners and leaders to gain understanding of varying business environments the author within task 1 will now go on to; identify the purposes of different types of businesses, describe how an organisation meets the objectives of different stakeholders and explain the responsibilities of an organisation and strategies employed to meet them. ‘’ In our lives we come into contact with a great assortment of organisations with many form types and usually with very different objectives.’’ (Business Essentials, 2007, p. 3) In order to understand the importance of diversity within a business it is important to first identify the varying purposes of different organisations. The purpose of an organisation can differentiate hugely depending on why they were set up. Examples of this would be that Starbucks operate to make a profit, whilst Help for Heroes on the other hand does not as it is a voluntary organisation. There are many different types of organisations serving different purposes to meet a variety of needs. There are three predominant classifications...
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...International Journal of Production Research Vol. 48, No. 17, 1 September 2010, 5137–5155 Supply chain performance measurement: a literature review Goknur Arzu Akyuz* and Turan Erman Erkan Department of Industrial Engineering, Atilim University, Kizilcasar Mahallesi, 06836 Incek Go¨lbasi, Ankara, Turkey (Received 19 February 2009; final version received 2 June 2009) This paper is intended to provide a critical literature review on supply chain performance measurement. The study aims at revealing the basic research methodologies/approaches followed, problem areas and requirements for the performance management of the new supply chain era. The review study covers articles coming from major journals related with the topic, including a taxonomy study and detailed investigation as to the methodologies, approaches and findings of these works. The methodology followed during the conduct of this research includes starting with a broad base of articles lying at the intersection of supply chain, information technology (IT), performance measurement and business process management topics and then screening the list to have a focus on supply chain performance measurement. Findings reveal that performance measurement in the new supply era is still an open area of research. Further need of research is identified regarding framework development, empirical cross-industry research and adoption of performance measurement systems for the requirements of the new era, to include...
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...introduction: Strategy –definition, scope and importance: A strategy is a plan of action designed to achieve a vision. It can also be said that, strategy is a pattern in action over time of getting from here (present position) to there9 desired future position) Everybody is concerned with some strategy as it involves a plan “how and means of getting from here to there”. Strategy the word derives from the Greek word for generalship in army. It is the art and science of planning and marshalling resources for their most efficient and effective use. So, strategy is a method or plan to bring about a desired future prospect to adapt successfully. Three main areas of strategy: Every organization proceeds with some strategies. Corporate strategy is the linking process between the management of the organization’s internal resources and its external relationship with its customers, suppliers, competitors and so on. Every organization manages its resources in three main areas: 1) Resources strategy 2) Environment strategy 3) Adding value Resource strategy includes it resources such as – human skills, investment capital and others. Organization has to develop strategies to exploit those resources in a good pattern. Sometimes innovative ability can be a resource that is necessary to develop continuously. For example – Apple has huge investment in R&D sector. They have exploited their investment in that sector that requires comprehensive strategy to follow. So,...
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...‘Sustainability’ The Brundtland report (named after Dr Gro Harlem Brundtland, the youngest person and first women ever to hold the office of Prime Minister of Norway, who spearheaded the initiative which ultimately led to the earth Summit in 1992), published in 1987 by the United Nation’s World Commission on Environment and Development, defined sustainable development as “Meeting the needs of the present without compromising the ability of future generations to meet their own needs”. Sustainability has been used more in the sense of human sustainability on planet Earth. At the 2005 World Summit it was noted that this requires the reconciliation of environmental, social and economic demands - the "three pillars" of sustainability. This view has been expressed as an illustration using three overlapping ellipses indicating that the three pillars of sustainability are not mutually exclusive and can be mutually reinforcing. (Definitions of sustainability often refer to the "three pillars" of social, environmental and economic sustainability) (A representation of sustainability showing how both economy and society are constrained by environmental limits) Rapid growth of industrial activities in the past has led to natural resources being depleted at a rate that is faster than the rate of restoration. If this trend continues, most globally admired companies will be out of business. Growth of businesses will always be dependent on the resources available. And if there is no...
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...TWO PAPERS IN SUPPLY CHAIN DESIGN: SUPPLY CHAIN CONFIGURATION AND PART SELECTION IN MULTIGENERATION PRODUCTS by Sean Peter Willems B.S.E. Economics Wharton School, University of Pennsylvania, 1993 S.M. Operations Research Massachusetts Institute of Technology, 1996 Submitted to the Alfred P. Sloan School of Management in partial fulfillment of the requirement for the degree of Doctor of Philosophy in Management at the Massachusetts Institute of Technology February 1999 Copyright © Massachusetts Institute of Technology, 1999. All rights reserved. Signature of Author _____________________________________________________ Alfred P. Sloan School of Management January 26, 1999 Certified by ____________________________________________________________ Stephen C. Graves Abraham J. Siegel Professor of Management Co-director, Leaders for Manufacturing Program Accepted by ___________________________________________________________ This page intentionally left blank 2 TWO PAPERS IN SUPPLY CHAIN DESIGN: SUPPLY CHAIN CONFIGURATION AND PART SELECTION IN MULTIGENERATION PRODUCTS Abstract by Sean Peter Willems Submitted to the Alfred P. Sloan School of Management on January 26, 1999 in Partial Fulfillment of the Requirements for the Degree of Doctor of Philosophy in Management Increasing competitive pressures are forcing companies to increase their rates of innovation. The increasing rate of innovation shortens each product’s duration in the market, thereby compressing each product’s...
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...Valley Bakers, to review the outcomes of their 180-day CPFR pilot program. When her drink arrived she hardly touched it,except to stir it nervously, until Gordon returned from the ticket counter. When she had agreedto accept the promotion to Category Director last year, she had no idea that the pressures ofthis job would be so enduring. The last six months had seemed like one long, dull headache. Since the initiation of the CPFR pilot program, it seemed that Valley, their supplier, had been making all the demands in this relationship. Wasn’t the customer supposed to be the one who was always right? Gordon eased into the chair next to her and immediately noticed the weary, pained look on her face. As Vice President of Supply Chain Operations for Texan Foods for the last 9 years, he had learned a lot about dealing with employee and customer frustrations. The CPFR pilot with Valley had tested his resolve as well. Valley’s CPFR team was unhappy with the small performance gains – and the occasional significant losses – that the program had delivered for the 34 SKUs that had been included in the pilot. Valley had wanted a more comprehensive level of collaboration from the very first day, and they were sure that Gordon was withholding information from them that would allow their small company to realize greater cost savings sooner. Always taking a conservative approach to new initiatives, Gordon had been adamant that the...
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...Valley Bakers, to review the outcomes of their 180-day CPFR pilot program. When her drink arrived she hardly touched it,except to stir it nervously, until Gordon returned from the ticket counter. When she had agreedto accept the promotion to Category Director last year, she had no idea that the pressures ofthis job would be so enduring. The last six months had seemed like one long, dull headache. Since the initiation of the CPFR pilot program, it seemed that Valley, their supplier, had been making all the demands in this relationship. Wasn’t the customer supposed to be the one who was always right? Gordon eased into the chair next to her and immediately noticed the weary, pained look on her face. As Vice President of Supply Chain Operations for Texan Foods for the last 9 years, he had learned a lot about dealing with employee and customer frustrations. The CPFR pilot with Valley had tested his resolve as well. Valley’s CPFR team was unhappy with the small performance gains – and the occasional significant losses – that the program had delivered for the 34 SKUs that had been included in the pilot. Valley had wanted a more comprehensive level of collaboration from the very first day, and they were sure that Gordon was withholding information from them that would allow their small company to realize greater cost savings sooner. Always taking a conservative approach to new initiatives, Gordon had been adamant that the pilot program would only take a...
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...Enriching Life Through Communication Huawei Investment & Holding Co., Ltd. Corporate Sustainability Report 2011 Report Profile Reporting Period: January 1 to December 31, 2011 Date of Most Recent Previous Report: June 2011 Reporting Cycle: Annual Defining Report Content Global Reporting Initiative (GRI) principles such as materiality, stakeholder inclusiveness, sustainability context, and completeness, were used in this report to analyze key sustainability-related issues in business operations and identify major stakeholders. Huawei Investment & Holding Co., Ltd. (hereinafter referred to as “the company” or “Huawei”) hired a third-party organization to survey stakeholders and collect information on stakeholder expectations and requirements. Huawei’s CSR Committee studied, assessed, and selected the key items and indicators disclosed in this report. The performance indicators and management approaches discussed in this report cover all entities that Huawei either has control of or a significant influence over in terms of financial and operational policies and measures. These same performance indicators and management approaches are also consistent with the scope of Huawei’s annual financial report. Report Assurance Method Core indicators and additional indicators from the GRI G3.0 Guidelines were applied to compile the report and the application level is B+. To ensure the reliability, fairness, and transparency of this report, Huawei engaged TÜV Rheinland to verify...
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... prod. res., 2004, vol. 42, no. 1, 131–163 Understanding supply chain management: critical research and a theoretical framework I. J. CHENy* and A. PAULRAJy Increasing global cooperation, vertical disintegration and a focus on core activities have led to the notion that firms are links in a networked supply chain. This strategic viewpoint has created the challenge of coordinating effectively the entire supply chain, from upstream to downstream activities. While supply chains have existed ever since businesses have been organized to bring products and services to customers, the notion of their competitive advantage, and consequently supply chain management (SCM), is a relatively recent thinking in management literature. Although research interests in and the importance of SCM are growing, scholarly materials remain scattered and disjointed, and no research has been directed towards a systematic identification of the core initiatives and constructs involved in SCM. Thus, the purpose of this study is to develop a research framework that improves understanding of SCM and stimulates and facilitates researchers to undertake both theoretical and empirical investigation on the critical constructs of SCM, and the exploration of their impacts on supply chain performance. To this end, we analyse over 400 articles and synthesize the large, fragmented body of work dispersed across many disciplines such as purchasing and supply, logistics and transportation, marketing, organizational dynamics...
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...‘Best Managed Brand’ and ‘Most Admired Corporate Culture’ by Canadian Business Magazine (Shareholder’s Report 2005, P.6) and Marketing Magazine named Tim Hortons its 2004 ‘Marketer of the Year’ “for its winning formula of product advertising, unpretentious advertising, smart partnerships and status as a national icon.” (Harris 2005) The approach Tim Hortons has adopted has been “relentlessly patriotic” (Parmar 2005) and their advertisements “try to reinforce what we do in the community, what our core products are and what our core values are.” (Cathy Whelan Molloy, VP of Brand Marketing & Merchandising in Harris 2005) Its marketing strategy focuses on “emphasising its community ties.” (Palmar 2005) Their long-term goals include: • Extend the Tim Hortons brand into new markets (Shareholder’s Report 2005, P.6) • Leveraging system to lower supply costs, develop new products with healthy profit margins & reduce expenses (Ibid) • To have between 3,500 and 4,000 system restaurants in Canada (Ibid) • To have 500 stores in the US by the end of 2008 (Ibid) • Review testing results of a cashless ‘Tim Card,’ designed to speed up queues (Harris 2005) • Instil a more “fast-casual approach...
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...S EC T I O N I CHAPTER ONE Introduction to the World of Retailing CHAPTER TWO The World of Retailing The chapters in Section I provide background information about retail customers and competitors that you will need to understand the world of retailing and then develop and effectively implement a retail strategy. Types of Retailers CHAPTER THREE Multichannel Retailing CHAPTER FOUR Customer Buying Behavior Introduction to the World of Retailing Retailing Strategy Chapter 1 describes the functions that retailers perform and the variety of decisions they make to satisfy customers’ needs in rapidly changing, highly competitive retail environments. The remaining chapters in this section give you further background information to understand the world of retailing. Chapter 2 describes the different types of retailers. Chapter 3 examines how retailers use multiple selling channels— stores, the Internet, catalogs—to reach their customers. Merchandise Management Store Management Chapter 4 discusses the factors consumers consider when choosing retail outlets and buying merchandise. The chapters in Section II focus on the strategic decisions that retailers make. The chapters in Sections III and IV explore tactical decisions involving merchandise and store management. Introduction to the World of Retailing EXECUTIVE BRIEFING Maxine Clark, Chief Executive Bear, Build-A-Bear Workshop became President of Payless Shoe Stores, then a division of May...
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