SUPPLY CHAIN UPPLY HAIN MANAGEMENT ANAGEMENT Report produced for the EC funded project INNOREGIO: dissemination of innovation and knowledge management techniques Sotiris Zigiaris, MSc, BPR engineer by BPR HELLAS SA J ANUARY 2000 1 SUPPLY CHAIN MANAGEMENT Contents 1 Description 1.1 1.1.1 1.1.2 1.1.3 1.1.4 What is the Supply Chain Management (SCM) What is the importance of Supply Chain Management Supply Chain Management Today Supply Chain Management
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senior management of Classact the competitive advantage that can be gained by implementing IS and IT strategies within the organisation. Specifically this report will be discussing about supply chain management, customer relationship management and E-commerce as three very innovative solutions that are very crucial for the continued existence and increased profitability of Classact. We will be discussing on how other organisations who have implemented customer relationship management, supply chain
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Applications). • Management opportunities, challenges and solutions 2 Major Types of Systems in Organizations • Since no single system can provide all the information an organization needs or serve all of its interests, unique systems are used to handle the differing operational, management, and strategic-level needs. [Figure 2-1] FIGURE 2-1 Types of information systems 3 Different Kinds of Systems • Organizations can be divided into strategic, management, and operational
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Shift focus of the Otisfrom manufacturing to logistics and information management Initiative Objectives/Benefits * Redefining the processes in the engineering, supply chain, sales, and field operations sectors to improve innovation, quality, cost, and speed * Convert the culture and migrate core business competencies from product and service management to customer solution management and logistics and information management * OTISLINE Customer Service Center * Centralize customer
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CHAPTER 13 – STRUCTURE OF THE SUPPLY CHAIN AIMS OF THE CHAPTER Products move through a series of operations in their process. This movement usually includes a physical flow of goods, and then we refer to the flow of materials through a supply chain. This chapter introduces the concept of logistics – or supply chain management – which is responsible for this flow. The chapter looks at the broad area of design, emphasising the number of points on the supply chain, the best locations for these
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Materials Management / 1 CHAPTER I Materials Management Introduction Materials Management is simply the process by which an organization is supplied with the goods and services that it needs to achieve its objectives of buying, storage and movement of materials. Materials Management is related to planning, procuring, storing and providing the appropriate material of right quality, right quantity at right place in right time so as to co-ordinate and schedule the production activity in an
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business, management of every company has to decide what competitive strategy will be; whether focus will be on low price, speed, high quality or other. Depends on that decision, organization can develop its supply chain strategy, work on performance objectives and make trade-offs needed to achieve strategic fit. Drucker (1995, cited in Elgazzar et al., 2011) posts words of William Durant, founder of General Motors, that profit is the result of a ‘cost stream that spread throughout the supply chain’, showing
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Unit 8 Alternative Assignment Felicia Brantley MT435 Operations Management Capacity is the ability of an operation to perform and produce. Capacity can be quantified by using efficiency and utilization measures. Over capacity resources means staff and machines are not being fully utilized and not operating at full capacity. Under capacity means customer demand is greater than the supply the organization can fulfill. Forecasting demand can be complex and unreliable in an uncertain environment
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a manufacturing to a service organization • Reorient Otis to a customer-centric organization • Employ technology to provide an information advantage over service company competitors Competitors FedEx, UPS, Procter & Gamble, Other Supply Chain Companies like The Wheels Group and Exel plc. Decisions Test Tom and Ryan Problems, opportunities and risks • Problem 1: Challenges for e*Logistics p 233/13 • Problem 2: Otis needed to embrace a culture of service and to develop
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vehicle centers to 5 worldwide and requiring information technology to be the driving force and the link between the various company divisions. In doing so, Ford was trying to build a model similar to the one adopted by Dell computers to improve supply chain and delivery times. Dell launched the "direct business model" or "virtual integration" where Dell contracted with reliable suppliers to produce and assemble hardware and software for its computers and note books and tried to sell its products directly
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