Publications Management School 1-1-2009 Commonalities and differences between service and manufacturing supply chains: Combining operations management studies with supply chain management Ming Zhou San Jose State University, ming.zhou@sjsu.edu J. Yi. Saint Joseph's University, Philadelphia, PA T. Park San Jose State University Follow this and additional works at: http://scholarworks.sjsu.edu/org_mgmt_pub Part of the Business Administration, Management, and Operations Commons, and
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of Logistics volume 14, number 2, copyright 2003. Distributed by Emerald. Reprinted with permission. The manufacturing flow management process Manufacturing flow management is the supply chain management process that includes all activities necessary to move products through the plants and to obtain, implement, and manage manufacturing flexibility in the supply chain. Manufacturing flexibility reflects the ability to make a variety of products in a timely manner at the lowest possible cost
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Supply Chains going Green Name Institutional affiliation Date The discussion of supply chains going green has become a bone of contention among major stakeholders in the industry. The discussion started after the Carbon disclosure project released a report indicating that supply chains contributed greatly to the emission of carbon in the atmosphere. Due to the report, pressure has been mounting on the administration of supply chains to implement
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After reviewing all of the requirements of Investor Group A as well as multiple supply chain strategies it is recommended that a Keiretsu network is implemented. By employing the Keiretsu network strategy the group of investors not only owns the production facility but also have the opportunity to invest in and/or own suppliers to ensure the lowest costs. The Keiretsu network is the best choice for Investor group A because it is part collaboration part purchasing from a few suppliers and part vertical
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Operations Management: Processes and Supply Chains Chapter 1 Using Operations to Compete 1) Operations management refers to the direction and control of inputs that transform processes into products and services. Answer: TRUE Reference: Operations and Supply Chain Management Across the Organization Difficulty: Easy Keywords: operations management, inputs, process, transformation 2) As a functional area of a business, Operations translates materials and services into outputs. Answer:
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Contents 1. Lesson 1, Introduction (chapter 1) 4 1.1. Chapter objectives: 4 1.2. Logistics 4 1.3. Operations management 5 1.4. Supply chain management 5 2. Lesson 2, Operations and supply chain strategies (chapter 2) 8 2.1. Chapter objectives 8 2.2. Relationship and difference (point 1) 8 2.3. Core competencies (point 2) 9 2.4. Strategic alignment (point 3) 9 2.5. Supply chain operations and decision categories (point 4) 10 2.6. Customer value and value index calculations (point 5) 11
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Academic Year 2011-2012 Course Code : OPEMANA Course Name : Operations Management Course Description: This course in operations management is intended to be a survey of operating practices and models in both manufacturing and service oriented firms. Operations Management is the systematic direction and control of the processes that efficiently transform inputs into finished goods or services to suitably satisfy customers. Operation is the only function directly involved in the transformation
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COURSE TITLE: STRATEGIC OPERATIONS MANAGEMENT.20110224.202 (UKL1.STRGOM.2011224.202) MODULE PROJECT: Organizational Goal of PZ Cussons Limited’s goal: Describing and assessing the strategy employed. Name: Joshua Seyram Amoah 15785702 Date: 27 April 2011. 1.0 ABSTRACT The purpose of this project work is to investigate and understand the relationship between the organizational goal of PZ Cussons and the operations strategy employed in driving towards the achievement of this goal, at
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MBA 382: SUPPLY CHAIN MANAGEMENT Credit Units: 03 SESSION PLAN- SUPPLY CHAIN MANAGEMENT FACULTY: PROF.A.RAMASWAMY IYENGAR Marks: Hundred. Objective: The aim of this course is to develop the understanding of the various components of the integrated supply chain. The learning is focused on developing the supply chain to suit domestic as well as global markets. Session No | Topic | Pedagogy | Student name | evaluation | 01 | Introduction of
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TOYOTA’S OPERATIONS STRATEGY Lean Manufacturing Toyota’s lean manufacturing has enabled the company to focus on consistent design and responsive approach to production operation. The company’s workforce is self-directed and motivated by output based measures and customer oriented criteria. The concepts of just in time (JIT), Kanban and respect for employees together with expedited problem solving approach (automated error correcting) has enabled the company to pursue lean innovations. Lean manufacturing
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