...Walkthrough Major Study and Learning Features The following section highlights the key features developed to provide you with the best overall text available. We hope these features give you maximum support to learn, understand, and apply operations concepts. C STRAEPYTANDR 2 H AT G E SUSTA Chapter Opener INABILITY Learning Obj LO1 LO2 LO3 LO4 LO5 LO6 ectives Understand the parameters of a sustainable opera Understand the tions and supply competitive dim chain strategy. ensions of opera Identify order tions and supply winners and or chain strategy. der qualifiers. See how strategy is implemented through operatio Introduce the co ns and supply ch ncepts of risk as ain activities. sessment and mi Show how prod tigation. uctivity is me asured and ho supply chain pr w it relates to ocesses. operations and Chapter Outlin e 25 Mi ssi on St at em en ts wi th As pir at ion s be yo nd Ma 26 A Su sta ina kin g a Pr of it ble Op er at ion s an d Su pp ly Ch ain St rat eg y 28 W ha t Is Op er at ion s an d Su pp ly Ch ain Competitive Dim St rat eg y? ensions The Notion of Trade-Offs Order Winners and Order Qualifi ers: The Marketing–O perations Link Operations and Sustainability defi ned Triple bottom line defined supply chain str ategy defined Operations eff ectiveness defi ned Straddling defi ned Order winner defi ned Order qualifier defined e Ris k As so cia system maps defi ned te d wi th Op er at ion s an d Framework Su pp ly Ch ain St rat eg ies 37 Pr od uc tiv ity Supply chain risk...
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...SC Capabilities required at various elements: Supply requirements: As number of offerings increases more raw materials are required. For example in this case this calls for additional inventory for fabrics, handle etc. more sourcing - Supplier coordination and Information sharing: Demand information sharing with supplier is required for efficient replenishment systems. Manufacturing requirements: Ordering system should be capable of generating dynamic designs/layout based on customer requirement (customizations) and transmit to the manufacturing unit along with the order details. Since the customization is performed in the manufacturing line, workload has to be efficiently managed (either by having buffer stock between manufacturing cells or by having flexible workforce) since cycle times for each customization can vary. Additional skilled workforce is required for the customization process Extra equipment to perform the increased activities following the customization Additional warehousing req: Mass customizations can potentially result in increased work-in-progress inventory, so the warehouse/line store should handle these units along with the order details. Since the customization increases the numbers of packages (finished goods), the warehouse management system should segregate and bin the orders in various customer racks. Logistics/Delivery: When the order becomes due or when the items against the order is completed, the tracking system should...
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...CASO TIMBUK 2 Timbuk2 fue fundada en 1989 por Rob Honeycutt, un mensajero en bicicleta de San Francisco con una vieja máquina de coser. El sitio Web Timbuk2 (www.timbuk2.com) describe la meta de Rob, "para hacer una bolsa de mensajero lo suficientemente resistente para los mensajeros reales de bicicleta, y lo suficientemente elegante como para atraer a un mercado más amplio de jóvenes. Utilizo el lema hecho en “San Francisco” como orgullo y satisfacción de productos nacionales. Al principio, Rob comenzó a interesarse en la fabricación “Lean Manufacturing” (manufactura esbelta) y la personalización en masa, contrató a Brennan Mulligan, para más tarde incluir en el equipo a otros cuatro chicos, que, junto con Rob y Brennan, dirigían a Timbuk2. La colegialidad y la informalidad caracterizan el ambiente de trabajo. En 1996, Timbuk2 fue en una operación de marcha suave vendiendo una variedad de bolsas de mensajero para bicicleta y productos similares, cuyo proceso de fabricación se caracteriza en primer lugar por la manufactura esbelta y luego por la personalización en masa, una vez alcanzado estos dos procesos de manufactura se empezó a reflejar en los numerosos cambios que se habían implementado, ya que si la compañía no lograba estos procesos de manufactura sus procesos no serían aptos para lograr despachar a este tipo de mercado, (personalizado). Lean Manufacturing hace mucho énfasis en la eliminación de residuos y la mejora de la calidad a través de lotes más...
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