Gateway LOGISTICS OPERATOR CUSTOMERS WMS/ HUB EDI Management ERP System • • • • • • PRICAT INSIDES OSTRPT 18 OSTRPT 21 OSTRPT 29 OSTRPT 31 PROPOSED SOLUTION: SOFTWARE EDI Gateway: better traceability Real time information Consolidates physical reality with information held Oracle App. Manuf. Exec. Sys. Ensures compliance Better vision of all locations Oracle Advanced Planning Command Centre Ensures better Safety stock management OTM Ensures better transport management CRM Interact
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Summary Peter Kovessy is a reporter for the Ottawa Business Journal. He brings up a very interesting difference between Canadian logistics and those of the United States. In 2007 Federal Government statistics showed that Canadian supply-chain management and logistic costs were 12-30% higher than in the US (Kovessy, 2008). The stated reasons for such a drastic difference in cost was because of generally smaller markets and major Canadian cities being further apart than US cities, therefore
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United Parcel Service: Moving at the Speed of Business 1. What is UPS's business model? Does it move at the "speed of business"? Explain. 2. Who is UPS's target market? What service(s) is UPS providing? 3. Who are UPS's competitors? What are the limits of their business models? UPS has been rated "America's most admired mail, package and freight delivery company" for sixteen consecutive years by surveys conducted by Fortune magazine, and in 1998 was named "world's most admired" in the same
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orders the company experienced wide fluctuations in demand. As a result Barilla experienced bullwhip effect where forecasting was not centralized but instead done by distribution centers. Giorgio Maggiali took over Brando Vitali as a director of logistics. He followed his predecessor’s vision to create Just in Time Distribution system. However, after two years of trying, little progress was made. Maggiali had met resistance internally and externally. Internally sales and marketing departments were
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efficiencies. Management planned a JITD to deal with the problem but this was met with internal and external resistances. This report analyzed the Bullwhip effect that contributed to the demand fluctuation and recommended reducing lead time and improving communication and forecast/data exchange to mitigate the Bullwhip effect. It is also recommended that when implementing changes to a supply chain, management must take a complete channel approach from a strategic supply chain management perspective
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significant turnaround for a company that had become an example of how not to do a major software project. In 1999, Hershey stumbled while rushing to complete an enterprise systems overhaul, with a new SAP implementation at its core. Basic order management and fulfillment processes broke down, causing the company to fail to meet many retailers' orders. The immediate impact was about $150 million in lost sales for the year. The damage to sales and retailer confidence lingered into early 2000. Hershey
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Brief Background & Definition of Lean: Due to the economic depression in the late 90’s in Thailand, lots of business methodologies changed. PD Aquarium as a manufacturer was not unaffected. It positioned itself to meet customer needs of both ‘made to order’ and ordinary products applying the lean approach as a cost reduction means in avoiding excess production being stored as inventory in a bid to cut down on cost. Lean manufacturing or lean production is basically a production practice that targets
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Pharmaceutical Supply Chain Abstract • The global pharmaceutical supply chain is very complex and critical to a $650 billion dollar value industry which ensures the world population has necessary medicines. • Manufacturers have the responsibility to produce sufficient quantities of drugs to meet a growing global demand while maintaining quality to ensure safety. • Global and local regulatory agencies around the world have a daunting task to monitor manufacturers, raw material suppliers, and stem
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The Best Logistics Practices Model Regarding “Direct Ship” Executive Summary This report shares the best logistics practices that Nike China Supply Chain implemented to postpone capital investment in logistics infrastructure, and optimize operation efficiency by shortening delivery lead time and reducing cost of logistics operation. The research draws attention to Nike China’s vision of increasing revenue to $4B by 2015, which means 60% growth from 2012. Even though the China Logistics Center (CLC)
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in France” label. • 3,600 highly skilled employees and sophisticated manufacturing technology • Production planning based on volumes forecasted by the logistics department • Warehouse & Distribution: 2 • Centralization of the logistics for all plants (products manufactured in foreign plants are forwarded daily to Cergy) 2. Management of the Supply Chain analysis Problems related to Louis Vuitton supply chain • Product availability is low, for good or for bad, this has to be counted
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