FEEDBACK TUTORIAL LETTER. 1st SEMESTER 2018 ASSIGNMENT 2 SUPPLY CHAIN MANAGEMENT SCM711S
|
|
- Harold Greene
- 5 years ago
- Views:
Transcription
1 FEEDBACK TUTORIAL LETTER 1st SEMESTER 2018 ASSIGNMENT 2 SUPPLY CHAIN MANAGEMENT SCM711S 1
2 Feedback Tutorial Letter Supply Chain Management (SCM711S) Assignment 2 Dear students Thank you for the effort and congratulations in completing your second assignment for this semester. There are still students that do not follow instructions, all assignments should be TYPED, some students handed in assignment that are hand written and are really not legible. At your level of study you should adopt a practice of typing and writing a comprehensive assignment report. Remarks on Assignment 2: The biggest problem is that students are not referencing (in text referencing) their work. Please purchase the APA referencing guide from the Library, this document can be used as a guide as you are referencing your assignments. Please note that if you are given a case study assignment, you should it carefully and analyse phrases that give you a hint on the problem experienced and the opportunity that an organization can explore to improve its current situation. You need to use the theory you have learnt in the module and apply it to the case study. You should also give practical examples relating to the case study. It does not help to give examples relating to the products or companies that are not discussed in the case study, while having the opportunity to use the scenario already presented to you in the case study. All forms of academic dishonesty are viewed as misconduct under the Namibia University of Science and Technology Student Rules and Regulations. Students who make themselves guilty of academic dishonesty will be brought before a Disciplinary Committee and may be suspended from studying for a certain time or may be expelled. All students who are found guilty of academic dishonesty shall have an appropriate endorsement on their academic record, which will never be erased. Please also be guided by the marks allocated per question when answering questions. Best regards,
3 Assignment 2 Case Study (Source: Pienaar & Vogt, 2009) Veragoods is a leading supplier consumer packaged goods (CPG) business that serves retail markets locally and abroad. Veragoods has a presence in more than 40 countries and offers a product portfolio that spans the grocery store market with well-known trademark brand names. Although it has number of manufacturing facilities for producing a wide range of products, it also makes use of contract manufacturing and supply agreements. Many CPG organizations are struggling to align their supply chain strategy with the business strategy. A number of typical challenges face these types of businesses, including: Growth goals and innovation streams leading to more complex products portfolios that require new capabilities; Ever-changing customer requirements (for example, customisation, lead times and fill rates); and Financial pressure for cost and capital performance (fixed and working) Many challenges have emerged over time for Veragoods as product lines were purchased and sold off, product line portfolio priorities shifted, assets rationalised, new technologies introduced and customers increasingly provided with differentiated services. Veragoods has multiple supply networks rather than single chain, with each network reflecting different product families, trade channels and sourcing, manufacturing and distribution networks. Key business considerations for Veragoods began to materialise, including brand and technology growth rates; geographic, channel and customer investment focus; and the capabilities for achieving differentiation in the market. The need to grow and innovate, coupled with financial objectives and relevant good business practices collectively suggested that strategic third-party relationships would become crucial. Many cost-focused supply chain improvements have in the past helped to improve Veragoods bottom line (e.g. sourcing, lean manufacturing, contract manufacturing, and third-party logistics). In the past, the organization s supply chain was essentially thought of as little more than a required path from the factory to the retailer s warehouse. With this philosophy, Veragoods was able to focus on manufacturing and marketing, while retailers made sale. The next strategic supply chain challenge is to achieve full alignment with the business intent of creating value and enabling growth. Veragoods realised they need to initiate a programme that will aid them in achieving full alignment between their business strategy and their supply chain strategy approach.
4 Veragoods has approached you to advise them on formulating an appropriate supply chain strategy. From your understanding of what supply chain strategy entails and the business context described, explain to Veragoods how best to deal with following issues: 3.1. What business imperatives (necessities or essentials) are highlighted and should be used to become supply chain drivers? Discuss some of these supply chain drivers? 15 Marks Veragoods experienced the challenges in its operations such as shifts in product line portfolio priorities, assets rationalised, introduction of new technologies and a large number of customers that requires differentiated services. Veragoods also has multiple supply networks rather than single chain, with each network reflecting different product families, trade channels and sourcing, manufacturing and distribution networks. These challenges should become supply chain drivers and should be aligned to their business strategy and their supply chain strategy to create value and enable growth. The supply chain drivers relate to flexibility, responsiveness, reliability and availability, lowest delivery cost, and asset optimisation. The supply chain drivers also relate to the major performance attributes that supply chain should portray (Pienaar & Vogt, 2009). Innovation of consumer packaged goods and technologies influence the delivery and availability of goods to customers. Supply chain drivers are also influenced by the supply and demand uncertainties. a) Supply chain facilities Location: Veragoods is has customers in more than 40 countries, with different tastes and needs. Veragoods needs to develop marketing and promotion strategies that can reach out customers and also distribute products to these customers on time. Capacity: Veragoods supply chain requires skills, equipment and resources for smooth operations. Warehousing methodology: the distribution operations and channels of Veragoods requires an effective and efficient management of the distribution centre. The distribution centre may allow mass production, timely packaging of products and mass shipments of goods to the customers. The distribution centre must be equipped with handling equipment that should perform different economic benefits of warehousing such as consolidation, break bulking, cross-dock and reverse logistics processing b) Inventory Types of inventory: Veragoods should manage inventories in their supply chain in order to ensure that products reach customers on time. Inventory management can be a threat if business operations are transparent and when there is no visibility in the supply chain. There is trade-off between inventory carrying costs and inventory holding costs. Veragoods supply chain should be integrated to ensure that demand is not exaggerated as this situation can lead to a bullwhip effect and loss of money invested in the inventory.
5 c) Transportation Mode of transportation: by nature of its business operations, Veragoods should use multimodal transportations to distribute its goods to customers. International supply chain shipping may involve bulk transportation of goods to different customers via sea transport. This mode of transport is not limited to countries bounders, however it does not make provision for door-to-door services. Hence road or rail transport will be used to deliver the goods to their destination s distribution centre. Air Transport mode can used to ship light and urgent orders to the customers. This option is less time consuming and expensive to operate. Route and network selection: Veragoods route planning and network selections is determined by the customers on a certain area. d) Information sharing plays a huge role as a supply chain driver. Veragoods supply chain should be integrated and there must be collaboration. Supply chain partners should share information, hence facilitating the following process: Push and pull process decisions Coordination and information sharing Forecasting and aggregate planning Pricing and revenue management Enabling technologies 3.2. For this industry and type of business (given the level of supply and demand uncertainty), what would be appropriate supply chain strategy? 10 Marks Strategy is the action plan for running the business and conducting operations. Veragoods is operation is characterised by uncertainty in demand and supply. Demand and supply uncertainty can be used as an approach to devise the right supply chain strategy. A supply chain strategy may consider any of the following forms given the alignment with the business strategy: Efficient supply chains which involves high cost efficiency; economy of scale; capacity utilisation; tight and effortless information integration. Responsive supply chains flexible to changing needs; built to order; mass customisation; order accuracy is key. Risk-hedging supply chains shared risk in supply chain; safety stock/inventory pooling with other companies; supply chain transparency. Agile supply chains combine the strength of responsive and risk-hedging supply chains; flexible and agile to customers needs.
6 Students should discuss one or any of the following business strategy and apply it to the case study of Veragoods. Low-Cost Provider Strategies striving to achieve lower overall costs than rivals and appealing to a broad spectrum of customers, usually by under-pricing. This method is a powerful competitive approach in markets with many price-sensitive buyers. This involves including features and services that buyers considers essential a product offering that is too frills-free sabotages the attractiveness of the company s product and can turn buyers off even if it is priced lower than competing products (Hough, Arthur, Thompson, Strickland III, & Gamble, 2011). A broad differentiation strategy seeking to differentiate the company s product offering from rivals in ways that will appeal to a broad spectrum of buyers (Hough et. Al., 2011). A best-cost provider strategy giving the customers more value for their money by incorporating good-to-excellent product attributes at a lower cost than rivals; the target is to have the lowest (best) costs and prices compared to the rivals offering products with comparable attributes (Hough et. Al., 2011). A focused (or market niche) strategy based on low costs concentrating on a narrow buyer segment and outcompeting rivals by having lower costs than rivals and thus being able to serve niche members at a lower price (Hough et. al., 2011). A focused (or market niche) strategy based on differentiation concentrating on a narrow buyer segment and outcompeting rivals by offering niche members customized attributes that meet their tastes and requirements better than rival s products (Hough et. al., 2011). The broad differentiation strategy will fit the operations of Veragoods since it experience shifts in product line portfolio priorities, assets rationalised, introduction of new technologies and a large number of customers that requires differentiated services. Veragoods also has multiple supply networks rather than single chain, with each network reflecting different product families, trade channels and sourcing, manufacturing and distribution networks 3.3. Advise Veragoods on a sound process to follow for development and implementation of a supply chain strategy? 10 Marks Veragoods Company and its supply chain members must develop a supply chain strategy that is aligned to the competitive strategy of the end products or services. If the end products are competing on basis of quality, then the supply chain strategies must be consistent with delivering high quality products at competitive price and service levels. Development of the supply chain strategy: The following steps can be used to link Veragoods supply chain and its broad differentiation strategy:
7 Understanding the business context and strategy: developing a logistics and supply chain strategy requires a thorough understanding of the business strategy. This requires answers to questions such as what products or services should the firm sell? What customer segments should the firm serve? In which geographical markets should the firm operate? Identifying supply chains: knowing the products that a business sell and the customers segments provides the basis for understanding and identifying different supply chains. Major supply chains drivers: requires translating the Veragoods imperatives for business competitiveness into supply chain drivers. These are among the key building blocks for developing a supply chain strategy and are derived for each defined supply chain. Supply chain vision and purpose: Veragoods stakeholders in a supply chain should have a shared vision and be clear on its purpose and intent. The vision statement provides a clear picture of where the supply chain should be in the next five to ten years in terms of its appearance, performance, contribution and stature. Supply chain SWOT analysis: will help determine the true capabilities of Veragoods supply chain when compared to the best in its industry as well as all the potential competitors. Assessing strengths and weaknesses of the supply chain involves an internal focus on its capabilities, such as efficiency. Opportunities and threats are externally focused. Strategic objectives: formulating a logistics and supply chain strategy requires translating competitive imperatives into achievable objectives consistent objectives. The objectives relate to strategic aspirations as well as gaps and improvement opportunities identified in the inbound and outbound elements of the supply chain. Strategic focus: major strategic focus areas are identified in order to help with focus, clarify priorities and make the logistics and supply chain strategy more manageable. The nature, challenges, possible improvement opportunities, objectives and maturity level of a supply chain will determine the strategic focus of Veragoods supply chain. These areas include network integration, operational efficiency and effectiveness, reverse logistics, inventory optimisation, risk management, relationship management, procurement management, organization and people capability, supply chain planning and information management. Veragoods can follow these steps to implement the broad differentiation strategy: Veragoods should deal with all entities (both internal and external) in the supply chain, as execution of the strategy must be in agreement with all different stakeholders. It is important for Veragoods to coordinate the implementation of the strategic changes across all supply chain entities to avoid misalignment and inefficiencies because some
8 parts of the supply chain may be able to implement the change at the speed that other supply chain partners are unable to maintain, and some partners may lack resources to commit and realise the shared objectives. Therefore good communication can help to coordinate and keep the strategy implementation in sync. Balanced scorecard (BSC) and action plans: balanced scorecard summarises the key objectives, Key Performance Indicators (KPIs), targets and related supply chain actions plans. Scorecards are used for communication and progress tracking throughout strategy implementation. KPIs and progress-action plans agreed must be tracked on a regular basis during implementation. Linking KPIs to personal charters can help people to understand their contribution and responsibilities. Initiatives and strategic actions: strategic actions must be managed and executed to reach the specific objectives. A good practice is to project-manage action plans and measure progress throughout implementation. Adequate resources should be allocated to ensure capacity for implementation. Review: reviewing of the progress and effectiveness of actions completed. Veragoods should agree on necessary changes in the plan and continue with the cycle What approach can be followed to help Veragoods gain strategic alignment among parties involved within its supply chain(s)? 15 Marks Once the primary strategy has been identified for each of the supply chain end products, managers need identify important processes linking each of the supply chain partners and establish process objectives to assure that resources and efforts are effectively deployed within each firm to support the end product strategy. The actual processes, procedures and techniques that are to integrate and manage process links among the supply chain partners will differ based of the following factors: Internal structure of the firm The prevailing economic condition in the marketplace The degree that functional silos exist in any of the trading partners The nature of existing relationships within the supply chain. Strategic alignment among supply chain partners can be achieved though supply chain network integration, information management and relationship management. Veragoods must ensure that supply chains networks are optimised and provide the required capability i.e, adequate infrastructure and capacity to service a business segmented markets and also establish and maintain mutually beneficial relationship with suppliers, internal stakeholders and customers and meet their expectations. Veragoods must also ensure timely and accurate information available to enable supply chain business processes. There must be information visibility, simplification, standardisation and eliminate duplication where possible. The company must
9 automate applicable processes and interfaces to support improved effectiveness and efficiency of supply chains. Automation will help with easiness in disseminating the information leading to supply chain partners to make timely and informed decisions. Please note: some of the basic materials for the questions are given within the case study report, but students are expected to use their knowledge to analyse and interpret the data to produce reasonable arguments Grand Total: 50 Marks
10 References Bowersox, D. J., Closs, D. J., Cooper, M. B. Bowersox, J. C. (2013). Supply Chain Logistics Management (4 th ed). New York: McGraw- Hill Krajewski, L.J., Ritzman, L.P. & Malhotra, M.K. (2010). Operations management: processes and supply chains. United States of America: Pearson Prentice Hall Hough, J., Arthur, A., Thompson, J. R., Strickland III, A. J., & Gamble, J.E. (2011). Crafting and Executing Strategy: Creating sustainable high performance in South Africa: text, readings and cases (2 nd Ed.). United Kingdom: Mc Graw Hill. Pienaar, W. J., & Vogt, J. J. (2009). Business logistics management: A Supply chain perspective (3rd Ed.). Cape Town: Oxford University Press.
CIPS Exam Report for Learner Community:
CIPS Exam Report for Learner Community: Qualification: Professional diploma in procurement and supply Unit: PD3 - Strategic supply chain management Exam series: November 15 Question 1 Learning Outcome
More informationPlanning Optimized. Building a Sustainable Competitive Advantage WHITE PAPER
Planning Optimized Building a Sustainable Competitive Advantage WHITE PAPER Planning Optimized Building a Sustainable Competitive Advantage Executive Summary Achieving an optimal planning state is a journey
More informationLEAN ROUTE-TO-MARKET.
LEAN ROUTE-TO-MARKET www.fourprinciples.com BACKGROUND In general terms a route-to-market (RTM) is the way a company brings the right products to the right point of sales at the right time. The RTM is
More informationMAKING THE CASE FOR LOGISTICS OUTSOURCING
MAKING THE CASE FOR LOGISTICS OUTSOURCING A practical guide for managers and directors of logistics, supply chain and warehouse operations on developing the business case for outsourcing. 1 2016 G&D Integrated
More informationAdvancements in ERP for FMCG
Advancements in ERP for FMCG Introduction Prior to a discussion of the advancements in Enterprise Resource Planning (ERP) for the Fast Moving Consumer Goods (FMCG) industry, it is important to first take
More informationDelivering Real Value Through Strategic Sourcing
Delivering Real Value Through Strategic Sourcing ENSURING SOURCING SAVINGS HIT THE BOTTOM LINE A well-designed supply chain coupled with strategic sourcing can produce huge savings for organizations, but
More informationCURRICULUM SUMMARY COURSE DESCRIPTIONS & OUTLINES MENU MANUFACTURING INDUSTRIES INTRODUCTION TO MANUFACTURING OTHER INDUSTRIES ENERGY INDUSTRIES
CURRICULUM SUMMARY Cambashi s Manufacturing, Distribution and Energy off-the-shelf training courses, Cambashi- ItM, offer a consistent training solution for all your industries. Designed for sales, service,
More informationChart 1.1 The business planning process
1 1 Introduction This book is designed for those with an inspired idea who wish to translate it into a successful new business or incorporate it in an existing business. Usually, the first challenge for
More informationProvisionally registered with the Department of Higher Education and Training as a private higher education institution under the Higher Education
Provisionally registered with the Department of Higher Education and Training as a private higher education institution under the Higher Education Act, 1997 Provisional Registration Certificate No.: 2014/HE07/007.
More informationAutomotive Industry Report
Automotive Industry Report Sourcing from and selling to international markets represents a complexity challenge for most supply chains and many are struggling to keep up with increased demand and complexity.
More informationInnovative Solutions. Endless Possibilities.
Innovative Solutions. Endless Possibilities. INTRODUCTION The Santova Group is a specialist international trade solutions business listed on the Main Board of the South African Securities Exchange with
More information10 WAYS TO REDUCE INVENTORY IN YOUR SUPPLY CHAIN
ONE PLACE IN THE CLOUD TO RUN YOUR SUPPLY CHAIN WHITE PAPER 10 WAYS TO REDUCE INVENTORY IN YOUR SUPPLY CHAIN KEY TAKEAWAYS Companies challenged by a fast-changing business environment have a number of
More informationSUPPLY CHAIN MANAGEMENT
SUPPLY CHAIN MANAGEMENT A Simple Supply Chain ORDERS Factory Distri buter Whole saler Retailer Customer PRODUCTS The Total Systems Concept Material Flow suppliers procurement operations distribution customers
More informationSupply Chain Management Overview February Richard Motilal
Supply Chain Management Overview February 2018 Richard Motilal Agenda Introduction Supply Chain is Transformative End-to-end Supply Chain Supply Chain Elements Keys to Success Optimization Initiatives
More informationIssues in Information Systems
VALUE INCREASING ELECTRONIC COMMERCE SOLUTIONS IN THE APPAREL INDSUTRY Kathleen M. DiIorio, University of West Florida, kmd24@students.uwf.edu June Wei, University of West Florida, jwei@uwf.edu ABSTRACT
More informationSupply Chain Drivers and Metrics
3 Supply Chain Drivers and Metrics PowerPoint presentation to accompany Chopra and Meindl Supply Chain Management, 5e 2012 Prentice Hall Inc. 1 1-1 3-1 Learning Objectives 1. Identify the major drivers
More informationUnit 3: Inventory Management
Unit 3: Inventory Management By: Ester Kalipi Date: 05 March 2018 Table of contents 1. objectives of the Unit 2. Importance of Inventory Management 3. Purpose of inventory 4. Classification of Inventory
More informationFEEDBACK TUTORIAL LETTER ASSIGNMENT 1 SEMESTER OPERATIONS TRANSPORT MANAGEMENT [OTM611S]
FEEDBACK TUTORIAL LETTER ASSIGNMENT 1 SEMESTER 1 2018 OPERATIONS TRANSPORT MANAGEMENT [OTM611S] 1 Feedback Tutorial 1 Operational Transport Management (OTM611S) Assignment 1 Dear students Thank you for
More informationThe SAP BusinessObjects. Supply Chain Performance
SAP Solution in Detail SAP BusinessObjects Enterprise Performance Management Solutions SAP BusinessObjects Supply Chain Performance Management Improving Supply Chain Effectiveness The SAP BusinessObjects
More informationEXAM GUIDELINES FOR LOGISTICS SYSTEMS (TRL3708)
EXAM GUIDELINES FOR LOGISTICS SYSTEMS (TRL3708) Dear Student, Please note that the upcoming exams will be marking the end of our second semester, and I hope you have had an interesting and informative
More informationINFORMATION TECHNOLOGY IN THE SUPPLY CHAIN
INFORMATION TECHNOLOGY IN THE SUPPLY CHAIN Introduction Information is crucial to the performance of a supply chain because it provides the basis upon which supply chain managers make decisions. Information
More informationOPSM 305 Supply Chain Management
OPSM 305 Supply Chain Management Chapter 3 Supply Chain Drivers and Obstacles Chopra and Meindl Outline Drivers of supply chain performance A framework for structuring drivers Facilities Inventory Transportation
More informationProvisionally registered with the Department of Higher Education and Training as a private higher education institution under the Higher Education
Provisionally registered with the Department of Higher Education and Training as a private higher education institution under the Higher Education Act, 1997 Provisional Registration Certificate No.: 2014/HE07/007).
More informationsupply chain SUITE OVERVIEW
supply chain SUITE OVERVIEW Supply Chain Solutions Get Flexible Be Profitable Industries everywhere are in flux. Manufacturers are vertically integrating. Wholesale distributors face disintermediation.
More informationThis is us. Brand Book Bergen Energi
This is us Brand Book Bergen Energi 4 Preface 6 One message 8 History 10 Position 12 Mission 14 Brand challenge 16 Markets 18 Customer segments 20 Target groups 22 Services 24 Core values 26 Brand values
More informationIntegrated Business Planning plus Your journey towards digital end-to-end planning
Integrated Business Planning plus Your journey towards digital end-to-end planning Integrated Business Planning plus Your journey towards digital end-to-end planning New challenges in the market 04 From
More informationA Strategic Guide to Visibility & Cost Reduction
A Strategic Guide to Visibility & Cost Reduction Table of Contents I. Executive Summary... 2 II. Auditing... 3 III. Complexity Reduction... 4 IV. Network Design... 4 V. Outsourcing... 5 VI. Operations
More informationSupply Chain Logistics Shipping Procurement
1 331 Dr Pixley Kaseme 031 822 2073 (West Street) 083 236 0789 West Tower Building 082 303 5578 10th Floor info@kpi.edu.za www.kpi.edu.za Supply Chain Logistics Shipping Procurement KPI College Educating
More informationUsing Integrated Design to Enhance Supply Chain Agility
Using Integrated Design to Enhance Supply Chain Agility Dr. Dinesh Kumar Dr. Dinesh Kumar Dr Dinesh Kumar is an Associate Director with KPMG South Africa and the regional country leader for supply chain
More informationSupply chain planning and optimization solution for retail operations
Supply chain and optimization solution for retail operations All levels in one integrated solution Escalating retail complexity In retail, challenges never seem to end. Margins are under constant pressure
More informationA Holistic Approach to Source-to-Pay
A Holistic Approach to Source-to-Pay Featuring insights on... Pains of Segmented Source-to-Pay Streamlining the Supply Chain Case Study: Outerwear Company Contents Introduction 3 Unifying Segmented Source-to-Pay
More informationProvisionally registered with the Department of Higher Education and Training as a private higher education institution under the Higher Education
Provisionally registered with the Department of Higher Education and Training as a private higher education institution under the Higher Education Act, 1997 Provisional Registration Certificate No.: 2014/HE07/007).
More informationHow enabling Supply Chain visibility can improve the bottom line
White Paper How enabling Supply Chain visibility can improve the bottom line Contents: 1 Where does it normally go wrong? 2 Issues related to visibility in the supply chain 2 Where to start? 3 Linking
More informationOverview of Technical Skills and Competencies (TSC)
Business Risk and Change Business Continuity Innovation Intellectual Property (IP) Data and Statistical Analytics Strategy Planning Strategy Implementation Public Relations Strategic Human Resource Strategic
More informationALLAMA IQBAL OPEN UNIVERSITY, ISLAMABAD (Department of Business Administration) STRATEGIC MARKETING (8703) LEVEL: MS (MANAGEMENT SCIENCES)
Final on 6-2-2014 ALLAMA IQBAL OPEN UNIVERSITY, ISLAMABAD (Department of Business Administration) STRATEGIC MARKETING (8703) LEVEL: MS (MANAGEMENT SCIENCES) SEMESTER: SPRING 2014 CHECKLIST This packet
More informationAssurance of Supply. How Confidence in a Reliable Supply Stream Creates Healthy Companies. A GT Nexus White Paper
Assurance of Supply How Confidence in a Reliable Supply Stream Creates Healthy Companies A GT Nexus White Paper One of the greatest supply chain challenges that companies face today is to reliably and
More informationProduct Flow Path Design Because One Size Doesn t Fit All
Product Flow Path Design Because One Size Doesn t Fit All Imagine your business with only one product purchased from just one supplier and distributed to a single customer who orders the same quantity
More informationOperational Excellence with an Integrated Supply Chain
Welcome to Session 227 Operational Excellence with an Integrated Supply Chain Jennifer Sherman Senior Director, Applications Strategy, Oracle Corporation Presented by: Tom Singer Principal, Tompkins Associates
More informationChanges in Consumer Demand. What is a supply chain? Supply Chain Management
Introduction to Supply Chain Management - Twenty-first Centur Supply Chains By Rhonda Lummus Changes in Consumer Demand Product Proliferation Mass Customization Consumer Direct The Internet - E-tail Promotions/Incentives
More informationUnderstanding the Supply Chain. What is a Supply Chain? Definition Supply Chain Management
Understanding the Supply Chain What is a Supply Chain? All stages involved, directly or indirectly, in fulfilling a customer request Includes customers, manufacturers, suppliers, transporters, warehouses,
More informationFocus on Six Capabilities to Master Supply Chain Customer Collaboration for Value Creation
Focus on Six Capabilities to Master Supply Chain Customer Collaboration for Value Creation FOUNDATIONAL Refreshed: 5 September 2018 Published: 9 May 2017 ID: G00317177 Analyst(s): Beth Coppinger, Chris
More informationWeb: Phone:
STUDY GUIDE CILT (UK) LEVEL 3 CERTIFICATE IN LOGISTICS AND TRANSPORT DELIVERED BY: AWARDING ORGANISATION: Web: www.logisticslearningalliance.com Email: enquiry@logisticslearningalliance.com Phone: 0800
More informationThe client. The challenge. CASE STUDY: From Supply Chain Insights to Value
CASE STUDY: From Supply Chain Insights to Value The client The client is a North-American petrochemicals division of an oil and gas supermajor, a business with multi-billion-dollar annual revenues. It
More informationQuestion Paper Code : J1126
WSS Reg. No. : Question Paper Code : J1126 M.B.A. DEGREE EXAMINATION, FEBRUARY/MARCH 2018. Fourth Semester General Management Third Semester Operations Management DBA 7007 SUPPLY CHAIN MANAGEMENT (Regulations
More informationFMCG & Retail Report. Survey conceptualised and initiated by. Academic Partner. Visit to download the full report
2008 FMCG & Retail Report Academic Partner Survey conceptualised and initiated by Visit www.supplychainforesight.co.za to download the full report Introduction The supplychainforesight report The supplychainforesight
More informationINFORMATION SYSTEMS IN THE ENTERPRISE
Chapter 2 INFORMATION SYSTEMS IN THE ENTERPRISE 2.1 2003 by Prentice Hall OBJECTIVES What are the key system applications in a business? What role do they play? How do information systems support the major
More informationSupply Chain Management
A Seminar report On Supply Chain Management Submitted in partial fulfillment of the requirement for the award of degree Of MBA SUBMITTED TO: SUBMITTED BY: Acknowledgement I would like to thank respected
More informationIntegrated Planning The Sasol Oil Journey BACKGROUND LENUSHKA NAIDOO
Integrated Planning The Sasol Oil Journey LENUSHKA NAIDOO BACKGROUND Historically, the portfolio of work for the planning function in Sasol Oil spanned production planning and high-level supply and demand
More informationNORTH MAHARASHTRA UNIVERSITY, JALGAON
NORTH MAHARASHTRA UNIVERSITY, JALGAON COMMERCE AND MANAGEMENT FACULTY CLASS: M. COM. SEM. I SUBJECT : Supply Chain Management-I TOTAL MARKS: 100 [ INTERNAL 40 + EXTERNAL 60] ----------------------------------------------------------------------------------------------------------------------------------------
More informationP415 IB 403 SAP (CRM) P115 EA 401 Extension Activity
IV SEMESTER Subject Code P115 MC 401 P415 IB 401 P415 IB 402 Title of the Paper Dissertation/Project (Based on the Specialization) International Logistics & Supply Chain Management Security Analysis and
More informationU.S. DISTRIBUTOR EVALUATION
U.S. DISTRIBUTOR EVALUATION SWEDISH COMPANIES AND U.S. DISTRIBUTORS BUSINESS SWEDEN, AUGUST 2016 The U.S. Distributor Evaluation is a Business Sweden report exploring the partnerships between Swedish companies
More informationLEVERAGING BIG DATA TO MANAGE LOGISTICS
LEVERAGING BIG DATA TO MANAGE LOGISTICS By Andrew Loh, Simon-Pierre Monette, Andres Garro, Dustin Burke, Andreanne Leduc, and Nicholas Malizia For many major B2B enterprises, logistics networks have never
More informationMaster s Degree in Logistics Management. Comprehensive Exam Track
Master s Degree in Logistics Management Comprehensive Exam Track Introduction: Globalization is affecting almost every aspect of the world s economy and the world s economy is sustained by global logistics.
More informationChapter 9 ACHIEVING OPERATIONAL EXCELLENCE AND CUSTOMER INTIMACY: ENTERPRISE APPLICATIONS. 14-Dec-15. Enterprise Systems
MANAGING THE DIGITAL FIRM, 12 TH EDITION Learning Objectives Chapter 9 ACHIEVING OPERATIONAL EXCELLENCE AND CUSTOMER INTIMACY: ENTERPRISE APPLICATIONS VIDEO CASES Case 1: Sinosteel Strengthens Business
More informationOperating Strategies for a Segmented Supply Chain
Operating Strategies for a Segmented Supply Chain By Name: Bernadette Orende Advisor: Dr. Sergio Alex Caballero Topic Area: Demand, Sourcing, and Distribution Strategies Summary This research focused on
More informationDesigning Full Potential Transportation Networks
Designing Full Potential Transportation Networks What Got You Here, Won t Get You There Many supply chains are the product of history, developed over time as a company grows with expanding product lines
More informationSupply chain management theory, NQF level 6, Credits 10
SUPPLY CHAIN MANAGER Knowledge modules 132401-001-01-00 KM-01 Supply chain theory, NQF level 6, Credits 10 132401-001-01-00 KM-02 Supply chain service delivery operational planning, NQF level 6, Credits
More informationIF YOU CAN THINK IT, WE CAN DO IT JCL LOGISTICS
IF YOU CAN THINK IT, WE CAN DO IT JCL LOGISTICS RAIL EVERYTHING ON RAIL INNOVATIVE TRANSPORT SOLUTIONS FOR RAIL TRANSPORT JCL stands for integrated and sustainable solutions that make system or project-related
More informationBusiness Plan. Distribution Strategies. McGraw-Hill/Irwin. Copyright 2008 by The McGraw-Hill Companies, Inc. All rights reserved.
Business Plan Distribution Strategies McGraw-Hill/Irwin Copyright 2008 by The McGraw-Hill Companies, Inc. All rights reserved. 7.1 Introduction Focus on the distribution function. Various possible distribution
More informationMetal Manufacturing Industry
Metal Industry How steel manufacturers can maximize tax efficiency through effectivee supply chain management Evgenia Veter, Head of Transfer Pricing Practice June 27, 2012 Contents 1. Context 2. Potential
More informationThe Role of Procurement in an enterprise wide transformation programme Fit for Growth
,, The Role of Procurement in an enterprise wide transformation programme Fit for Growth CIPS Procurement Conference March 2018 Peter Chambers PwC Director, Procurement and Supply Chain The need for transformation
More informationAppendix. The description of corrective actions is shown in Tables A.1, A.2, A.3, A.4, A.5, A.6, A.7, A.8, A.9, A.10 and A.11.
Appendix The description of corrective actions is shown in Tables A.1, A.2, A.3, A.4, A.5, A.6, A.7, A.8, A.9, A.10 and A.11. E. Hofmann et al., The Supply Chain Differentiation Guide, DOI: 10.1007/978-3-642-31936-5,
More informationWhat s the cost of control? Keeping control of your business when cash is king
Get up to speed Building Better Finance Functions What s the cost of control? Keeping control of your business when cash is king whatwouldyouliketochange.com 2 PricewaterhouseCoopers LLP Contents Managing
More informationIndex. buyer-supplier relationship (BSR), 47, , 132, 144 6, buying behaviour, 8,
Index accurate response, 62 agent-based modelling (ABM), 74 agent communication language (ACL), 208 agent-mediated mass customisation, 207 10 agile production, 5 agile supply chains, 6, 61 7 process control
More informationChapter 1 Introduction to Supply Chain Management
Chapter 1 Introduction to Supply Chain Management TRUE/FALSE 1. According to the textbook, supply chains include raw material suppliers, intermediate component manufacturers, end-product manufacturers,
More informationInternet Based Supply Chain Strategies
Internet Based Supply Chain Strategies David Simchi-Levi Professor of Engineering Systems Massachusetts Institute of Technology Tel: 617-253-6160 E-mail: dslevi@mit.edu Outline Supply Chain Dynamics Supply
More informationBUSN6200 Strategy and Competition Final Exam Study Guide Shanghai China Fall II, 2014
1. Know the definition of the Balanced Score Card created by Robert S. Kaplan and David P. Norton in 1992: A strategic assessment tool that can accurately portray a business unit's strategic progress 2.
More informationIntelligent Fulfillment
Intelligent Fulfillment Today s omni-channel world means offering personalized products and services, without losing sight of profit margins. JDA s integrated, cloud-based supply chain planning and execution
More informationThe Enterprise Supply Chain View. SSON Supply Chain Learning Series
The Enterprise Supply Chain View SSON Supply Chain Learning Series Copyright 2015 ScottMadden, Inc. All rights reserved. Report _2015 Table of Contents About ScottMadden Key Components of Supply Chain
More informationMODULE CAPABILITY GUIDE
MODULE CAPABILITY GUIDE powered by AX Foundation & Supply Chain Produce Dimensions Manage product through utilisation of produce dimensions for different produce types and dimension groups, such as, produce
More informationA roadmap for maximizing supply chain effectiveness
A roadmap for maximizing supply chain effectiveness Innovative SAP solutions for a digital supply chain to manage today s dynamic business environment Evolving the supply chain Today s global supply chains
More informationPwC. Supply Chain Decisioning. Katerina Petta, Senior Manager
PwC Supply Chain Decisioning Katerina Petta, Senior Manager We are present at BI-MU 2018 with our offering on Innovation and Digital Transformation for Industrial Operations Augmented reality/ wearables
More informationStrategic Formulation
Strategic Formulation Strategic Management (BA 491) Creating and Sustaining Competitive Advantages STRATEGIC MANAGEMENT McGraw-Hill/Irwin Porter s What Is Strategy? Operational effectiveness is not strategy:
More informationHolistic Supply Chain Management Three Strategies to Uncover Cash in the Supply Chain
Holistic Supply Chain Management Three Strategies to Uncover Cash in the Supply Chain A GT Nexus White Paper Executive Summary There is a renewal of interest in the financial elements of supply chain management
More informationOmnichannel Challenges
Omnichannel Challenges One of the biggest challenges for the omnichannel retailer today is the need to keep pace with both the growing demand for low line count orders and the unpredictable and fluctuating
More informationWhite Paper Series Food Logistics Industry Report
White Paper Series 2007 Food Logistics Industry Report This industry-wide report identifies common practices, challenges, and emerging trends within the U.S. food logistics industry. Introduction During
More informationMIS 14e Ch09. Achieving Operational Excellence and Customer. Intimacy: Enterprise Applications. 21-Feb-16. Chapter 9
MIS 14e Ch09 6.1 Copyright 2014 Pearson Education, Inc. publishing as Prentice Hall Chapter 9 Achieving Operational Excellence and Customer Intimacy: Enterprise Applications Video Cases Video Case 1a:
More informationBest Practices for Transportation Management
Best Practices for Transportation Management A White Paper from Ozburn-Hessey Logistics www.ohlogistics.com/countonus.html or 800-401-6400 Introduction The mantra for all transportation professionals is
More informationAccenture Reporting and Analytics. Deliver actionable insights through a scalable and cost-effective model
Accenture Reporting and Analytics Deliver actionable insights through a scalable and cost-effective model To build a competitive advantage, companies must make decisions quickly. To make high-quality decisions,
More informationIMPROVE SUPPLY CHAIN THROUGH SUPPLIER RELATIONSHIP INITIATIVES
IMPROVE SUPPLY CHAIN THROUGH SUPPLIER RELATIONSHIP INITIATIVES By Prof. Ketan Gandhi SAMVAD Historically, the buyer-seller relationship essential to make the supply chain strong and has been more akin
More informationWhat is the pay-off from Build-to-Order?
What is the pay-off from Build-to-Order? Finance Stream Ben Waller - ICDP Monica Bartolini - University of Bologna Objectives To develop a framework for analysing the profitability of different BTO scenarios
More informationSERVICE LOGISTICS CENTRALISED PARTS SOLUTIONS
SERVICE LOGISTICS CENTRALISED PARTS Streamline central stock holding operations, reduce central inventory spend and maximise defective stock re-utilisation. SERVICE PARTS CENTRALISED PARTS RETURNS THE
More informationBUILDING A DIGITAL SUPPLY CHAIN
ONE PLACE IN THE CLOUD TO RUN YOUR SUPPLY CHAIN WHITE PAPER BUILDING A DIGITAL SUPPLY CHAIN THREE KEY ENABLERS TO GET YOU THERE AT YOUR OWN PACE KEY TAKEAWAYS Current supply chain management approaches
More informationEnterprise Information Systems
Instructor: Kevin Robertson Enterprise Information Systems Lecture Outline 6/7 Learning Objectives 1. Explain how organizations support business activities by using information technologies across the
More informationWhat is SAP's retail offering?
Select Q&A, M. Jimenez Research Note 23 September 2003 Answers to Retailers' Top 10 Questions on 'SAP for Retail' Most retailers don't fully understand what SAP's retail product can do. To help them compare
More informationCIPS Pan African Conference
CIPS Pan African Conference Procurement and Executive level alignment how procurement is becoming a strategic advisor to internal stakeholders The Eskom journey & experience May 2013 The strategic role
More informationINBOUND LOGISTICS: 10 COMMON TRAPS AND PITFALLS WHITE PAPER
INBOUND LOGISTICS: 10 COMMON TRAPS AND PITFALLS WHITE PAPER Every company is looking for ways to improve margins and overall organizational accountability. Inbound logistics is fast becoming a point of
More informationturning data into dollars
turning data into dollars Tom s Ten Data Tips April 2007 Customer Profitability Measuring and understanding customer profitability at the individual level enables a firm to appreciate the distribution
More informationCourse contents Module Topic L T P 1 Module 1: Supply Chain Management: Issues & Challenges through cases 4 0
Course title: Supply Chain Management Course code: PPM 138 No. of credits: L-T-P: 8-00-00 Learning hours: 8 Pre-requisite course code and title (if any): The students should have undergone a course on
More informationSustainable Manufacturing A Business Perspective. Overview of PRISM Technology Roadmap
Sustainable Manufacturing A Business Perspective Overview of PRISM Technology Roadmap Presentation Will Address Sustainable Manufacturing Highlights of the Technology Roadmap Presentation of the 12 imperatives
More informationStrategic Human Resource Management. Learning Outcomes A DEFINITION OF STRATEGY
Strategic Human Resource Management Learning Outcomes By the end of this module you will be able to: Explain the purpose of strategic planning in an organisation Demonstrate the ability to explain the
More informationWholesale Distribution Industry KPIs that Matter
Wholesale Distribution Companies Run Better on NetSuite. Wholesale Distribution Industry KPIs that Matter Sponsored by Results from Businesses Like Yours Business Visibility 360 o Visibility & Actionable
More informationViewpoint Adopt a service orientation
Adopt a service orientation Leverage this service-driven approach in the transportation sector Table of contents Make the change 1 transform Review technology issues 2 Understand the 2 architectural elements
More informationUnderstanding Inventory Fundamentals
CHAPTER SEVEN Understanding Inventory Fundamentals McGraw-Hill/Irwin Copyright 2011 by the McGraw-Hill Companies, Inc. All rights reserved. Where We Are Now Relationships Sustainability Globalization Organizational
More informationGLOBAL STRATEGY AND LEADERSHIP
GLOBAL STRATEGY AND LEADERSHIP CPA PROGRAM SUBJECT OUTLINE Global Strategy and Leadership is the capstone subject for the CPA Program. This subject consolidates and builds on the learnings candidates have
More informationTRANSPORTATION NETWORK OPTIMIZATION
Special Report TRANSPORTATION NETWORK OPTIMIZATION Your customers needs are dynamic and constantly changing; your transportation network should be in perfect tune. FLEET LEASING & MAINTENANCE DEDICATED
More informationIMPROVE LOGISTICS? WHAT DO YOU NEED TO TO ENSURE BEST-IN-CLASS LOGISTICS BEST PRACTICES. Warehouse Management. Transportation Management
WHAT DO YOU NEED TO IMPROVE TO ENSURE BEST-IN-CLASS LOGISTICS? Warehouse Management Transportation Management LOGISTICS BEST-IN-CLASS LOGISTICS delivers more than 96% of shipments on time and in full.
More informationFAQ TRANSPORTATION PLANNING AND MANAGEMENT AND TRACK AND TRACE (TMTP - T&T)
FAQ TRANSPORTATION PLANNING AND MANAGEMENT AND TRACK AND TRACE (TMTP - T&T) VERSION 1: 9 NOVEMBER 2018 FAQ GENERAL INFORMATION... 1 1. What is Umoja Extension 2?... 1 2. What is UE2 Supply Chain Management
More informationAUDIT COMMITTEES. Fulfilling annual reporting requirements
AUDIT COMMITTEES Fulfilling annual reporting requirements AUDIT COMMITTEES: FULFILLING ANNUAL REPORTING REQUIREMENTS Colleges are operating in an environment where there is increased emphasis on effective
More information