FEASIBILITY OF VENDOR INVENTORY MANAGEMENT (VMI) IMPLEMENTATION AMONG FIRMS WITHIN THE SAME CORPORATE GROUP

Size: px
Start display at page:

Download "020-0485 FEASIBILITY OF VENDOR INVENTORY MANAGEMENT (VMI) IMPLEMENTATION AMONG FIRMS WITHIN THE SAME CORPORATE GROUP"

Transcription

1 FEASIBILITY OF VENDOR INVENTORY MANAGEMENT (VMI) IMPLEMENTATION AMONG FIRMS WITHIN THE SAME CORPORATE GROUP Jackson Bezerra da Silva UNINOVE, Av, Francisco Matarazzo, 612, Prédio C, 1º andar, Água Branca, São Paulo, Brasil, + 55(11) Milton Vieira Júnior UNINOVE, Av, Francisco Matarazzo, 612, Prédio C, 1º andar, Água Branca, São Paulo, Brasil, + 55(11) Rosangela Maria Vanalle UNINOVE, Av, Francisco Matarazzo, 612, Prédio C, 1º andar, Água Branca, São Paulo, Brasil, + 55(11) POMS 22nd Annual Conference Reno, Nevada U.S.A. April 29 to May 2, 2011 Abstract: An efficient integration of the supply chain has become a critical factor for companies to remain competitive. To achieve this objective, the organizations seek new technologies and business initiatives that generate lower costs, optimize the supply process and manage their inventories more automated. One of these business initiatives is the VMI (Vendor Managed Inventory), in which the supplier is responsible for keeping inventories at adequate levels of the client, generating multiple benefits for both. The aim of this paper is to verify the feasibility of implementing a VMI system among firms within the same corporate group or business unit, checking for technical advantages, economic and competitive through a case study conducted in a large multinational conglomerate companies. 1. Introduction To obtain an efficient operation of supply chain, organizations are looking to deploy new technologies that generate cost savings and increase competitiveness. To reach this efficiency, is essential that manufacturers, distributors and customers to work in a coordinated manner, in a process of mutual collaboration and thereby eliminating unnecessary costs. For example, a truck stopped in front of a discharge location, waiting the client authorization to receive goods, it generates an additional cost that is added to the product.

2 The management of supply chain includes activities such as provision of materials, production scheduling, and a physical distribution system, supported by information flows needed (KOH, SAAD, ARUNACHAL, 2006). Improvements in inventory management are an important result of investment in electronic commerce, such as an online system that carries real time information about inventory from suppliers and product availability, creating a broader and more timely, and easily the acquisition of materials (TYNDALL, 1998).In a globalized and increasingly complex scenario, with global sources of supply working with shorter delivery times and greater risk, this integration in the supply chain will require the support of information systems and technology. The growth of the Internet and technologies that enable sharing of information in real time systems such as ERP, EDI, electronic commerce and portals, can build closer relationships with customers, suppliers or service providers (SMART, 2008). Joint strategies adopted between manufacturers and customers, such as Vendor Managed Inventory (VMI), focused on efficient replenishment and the automatic generation of purchase orders, enable major improvements in the supply chain (BERTAGLIA, 2003). According Bertaglia (2003): "The Vendor Managed Inventory (VMI) is a business initiative that involves organizational processes with a objective of optimize the supply chain, in which the manufacturer is responsible for maintaining stock levels of customer or distributor. In this system the manufacturer has access to customer inventory information and the vendor is responsible for generating the purchase order, deciding which items to send, the needed quantity and the right time. The aim of this paper is to verify the feasibility of implementing a VMI system between firms within the same corporate group or business unit, checking for possible technical advantages, economic and competitive. This is a different approach on those aspects of a deployment of VMI system in a multinational conglomerate of companies that sell to each other. Even where it was searched was not identified a specific study such is now proposed. For this, it is necessary to understand all the factors essential to the implementation of this system among companies, as well as analyzing its benefits, advantages and disadvantages. 2. Methodology The methodology consisted in conducting a case study in a business conglomerate that has several segments and produces different type of materials. This group of companies sells products from companies in the same group and among different business divisions that produce different type of products and therefore has its own core business. Interviews were conducted with leaders of the purchase of each unit in order to understand their views and needs regarding the implementation of a VMI system in the scenarios analyzed. The interviews occurred in the first half of 2010, by telephone, and five people responsible for procurement of materials in the manufacturing units were interviewed.

3 Given the need to understand the procurement process adopted by the company was not drawn up a standard questionnaire, but were presented questions about the possible deployment of a VMI system, aiming to get different opinions. It was also questioned the current system of procurement, and what would be the major challenges in implementing a VMI system among companies. 3. Vendor Managed Inventory (VMI) In this theoretical review will be possible to explore and better understand the concept of Vendor Managed Inventory (VMI), which is inserted in the supply chain. The supply chain represents the group of processes required to acquire materials, add value to them according to customer specifications and offer these products, where and when customers want (BERTAGLIA, 2003). Currently, the supply chain management has proven that companies can achieve sustainable competitive advantage, competing as part of the supply chain and not as isolated entities. Therefore, companies need to focus on their core activities and seek the expertise of outside partners to manufacture and deliver products according to consumer demand. In this direction, the outsourcing of logistics functions has been a great opportunity for many businesses, which gets operational efficiency, a great flexibility, a high level of service and a better focus on core business and key benefits can be obtained (ZAMMORI; BRAGLIA; FROSOLINI, 2009). Since World War II, many researchers have considered the problems of production and inventory. The new e-manufacturing environments are concerned about the rapid response and initiatives are generally concerned with the factory-to-business (F2B) and using the processes of "lean and agile" leading engineers to pursue an optimum efficiency in supply chain (WHITE; CENSLIVE, 2006). The Vendor Managed Inventory (VMI) originated in the early 1980's with a mass of demanding distributors requiring their suppliers to assume the responsibility for inventory replenishment at retail. Currently, the concept of VMI has spread out of the retail industry (CLAASEN; WEEL; RAAIJ, 2008). In the early 1990s, awareness of economic opportunities offered in the logistics outsourcing the development of various partnership initiatives (automatic replenishment programs, ARP), which have been successfully exploited to coordinate the logistics flows to meet demand consumer as soon as possible (ZAMMORI; BRAGLIA; FROSOLINI, 2009). Contemporary organizations must choose to cooperate via combinations of supply chain that has unique strengths and resources (DORLING, SCOTT; DEAKINS, 2006). The concept of Vendor Managed Inventory (VMI) has gained prominence with the increasing collaboration and integration in the supply chain. In this collaborative practice, responsibility for inventory management of the customer is transferred from the customer to your supplier (ELVANDER; SARPOLA; MATTSSON, 2007). Interest in collaboration between supply chains participants have been growing. Consequently, the number of models has increased in different perspectives, because there are many areas available for collaboration between business partners. Collaboration models come in multiple formats, which are customized to assist the specific business relationship. There is one element in common, they are designed to improve the logistical flow of goods and supply chain performance. To achieve these

4 goals, these models focus on the flow, division and exchange of information (VIGTIL, 2007). To better understand the differences between a traditional business model and a model which uses a VMI system will follow some explanations. In the traditional model of purchasing the distributor or customer is responsible for the replenishment of inventory. The customer or distributor, to require certain material, makes a request to the manufacturer or supplier of this product. Thus, the client has effective control over their purchases of materials and will even provide the desired delivery date and order quantity. In the case of a VMI system in which inventory is managed by the supplier, the manufacturer receives the data via electronic means (Internet or EDI), which shall include the sales made by the distributor or customer as well as inventory levels by SKU (Stock keeping unit). In this case, the manufacturer or supplier becomes responsible for creating the application and maintenance of the supply of its client, and becomes responsible for generating the request (BERTAGLIA, 2003). The VMI system requires a monitoring of level customer inventory by the supplier, watching sales forecasts, conducting periodic replacements, deciding the amount of orders and shipping and handling time (DANESE, 2006). Importantly, this system does not change ownership of the stock, which still belongs to the client, unlike the concept of consignment stock. The main objective of a VMI system is to obtain a very high efficiency in the supply chain that may lead to reduced costs through (BERTAGLIA, 2003): a) Use of optimized physical space; b) Automatic resupply eliminating the occurrence of lack of materials at the plant and speeding the process of acquiring materials; c) Stock levels in the channel controlled both the supplier and the distributor. Information technology has aided the implementation of VMI systems through the creation and application development and improvement of means of communication and data transmission. Several companies have revised their supply chain in order to better meet the expectations of their customers and seeking new alternatives such as VMI (BERTAGLIA, 2003). According Borade and Bansod (2009): "In recent years, many enterprises have been obliged to share demand and inventory information with suppliers to achieve competitive advantage. The Vendor Managed Inventory (VMI) is one of these mechanisms of information sharing adopted by organizations. In VMI, the supplier or vendor has the responsibility to manage the client's stock, based on information shared among them. " Simply put, we can say that the IMV is divided into two main processes: the demand planning and replenishment, which should be investigated the capacity of the vehicles that carry goods and frequency of delivery of goods. Thus we seek to optimize the replenishment process through improved logistics flows (BERTAGLIA, 2003).

5 3.1. Benefits and problems with the VMI Is possible affirm that the benefits to the implementation of a VMI system are greater, for the whole chain, including manufacturers, suppliers, distributors and customers. Among the many benefits that have been suggested the adoption of this practice can cite: the improvement of service levels, reduced lead time delivery, increased inventory turnover, reduced stock-out and cost reduction (ELVANDER; SARPOLA; MATTSSON, 2007). VMI as an information exchange scheme implied should prevent the problem of distortion of information in the supply chain (KAUREMAA; SMAR; HOLMSTROM, 2009). Below is viewed more benefits in the supply chain due to application of VMI second Bertaglia (2003): a) Reduction of errors through the exchange and transfer of data directly, by EDI, eliminating the possibility of duplication in the procurement of materials. Consequently the speed and agility of the process will be superior to a commom process, generating a possible acquisition cost savings; b) Enhanced quality assurance in customer service, due to automated replenishment seeking to avoid delays in delivery of the product to customer; c) Loyalty and strengthening the relationship between suppliers and customers, resulting in the development of other partnerships; d) Enhanced control and stabilization of orders generated in the system, through a plan together. Even though VMI presents many benefits there are also problems that need to be thoroughly analyzed before and at the time of its implementation, we can mention: a) The electronic interface - it is very important to carry out integrated tests before starting the project to ensure that the necessary data to be transferred and the information is reliable; b) No use to demonstrate the concept only the directors or senior management of companies, but everyone involved in the process of purchasing and logistics must understand exactly how the system works; c) There shall be a contract to formalize the responsibility and direct the activities of both parties to avoid questions later; d) Both need to understand that there is an adjustment period, in which errors occur and difficulties and that some processes need to be revised or corrected (BERTAGLIA, 2003). Regarding the use of information technology tools available in the market and Bansod Borad (2009) observe: "Enterprises adopting the latest Information Technology tools to share information in real time. However, many enterprises are experiencing difficulties in adopting IT tools. Moreover, this adoption of IT tools is considered more difficult in small and medium enterprises. "

6 While many benefits of VMI have been analyzed in the literature, there are several challenges that arise in practice and that should reduce the potential profits in VMI or deal with gaps in VMI programs. Most studies are limited to identifying the factors that influence these failures. This can occur, as they only focus on the internal dynamics of VMI. However, two main factors can be extracted: a) Exchange of data uncertain because no one appropriate information technology or mutual trust in the process; b) Uncertain demand expected from the fact that suppliers are excluded from the process of demand forecasting (SARI, 2007) Implementation of a VMI system For a VMI system really works, both the supplier and the distribution channel must consider several requirements that will be demonstrated throughout this topic. One is the ability to predict consumption, which is essential for the successful implementation of the system. The first step is the provision of sales history for each item stocked by distribution channel. It is clear that such information may not reflect the reality due to non-reliability. It is therefore important that early in the project there are reliable data to avoid possible revisions in the future and that the system is designed correctly (BERTAGLIA, 2003). In the early stages, the supplier's delivery schedule needs to be approved by the client, however the goal of many programs is to eliminate VMI surveillance on specific purchase orders (DANESE, 2006). Managers in a supply chain should make a careful analysis of cost-benefit as they take their decisions on implementation and on the conditions when the performance of the members involved are poor or when the uncertainty of customer demand is high (SARI, 2007). The success of the VMI system depends completely on the cooperation between consumer and supplier. In the VMI system does not prompt the consumer purchase orders for supplier, but exchange information through a tool of Information Technology. The tools of information technology provide a broad overview of inventories (REDDY, VRATA, 2007). The available technological applications are diverse, but flexibility is an essential feature, given the need for changes in the status of an order, request or even to issue a new order at any time (BERTAGLIA, 2003). Through appropriate intervals, the application of VMI provides an estimate for replacement item. The system also needs to design the appropriate intervals between transportation. The more robust systems can also design better service levels and lower costs tied to the movement of goods. A good system should also manage multiple locations of inventory and streamline the transfer between them. Get a VMI system is not robust enough for the project to be implemented successfully. Several factors should be analyzed as: frequency of supply, inventory

7 levels, lead time for delivery, return policies, unplanned costs of transportation, and other criteria (BERTAGLIA, 2003). Several cases of successful implementation of the VMI system, can be found in the literature (REDDY, VRATA, 2007), but none proved to be similar to that proposed in this article. We can cite, for example, the case study conducted by Reddy and Vrat (2007) in a leading tire manufacturer (XYZ). The supply chain of this company is very wide. A prototype VMI model based on simulation was developed to show how VMI can improve the performance of the organization, minimizing costs associated with inventory. This article has demonstrated the benefits and capabilities of the VMI model using simulation through a case study. Another exploratory multiple case study conducted by Kauremaa, Smara, Holmstrom and sought to answer two questions: What kinds of benefits are realized by a VMI system (operational efficiency reported, strategies, sales) and what benefits are divided among the participants in the process (suppliers and customers) (KAUREMAA; SMAR; HOLMSTROM, 2009). 4. Case Study After being held to a theoretical review, which was possible to identify and understand the concept of VMI, its main benefits and advantages, and implications in its implementation, will now be made to analyze the case study conducted. The aim of this paper is to evaluate the feasibility of implementing a VMI system among companies in the same group and same division of a business, checking for technical advantages, economic and competitive. The analyzed company is a multinational conglomerate company that has several segments and produces various types of materials. This group of companies sells products between the companies of a same group and between different business divisions that produce different and have their own core business. This conglomerate is divided by business divisions that have different business segments and produce different type of materials. Within each of these business divisions, there are companies and plants located in various states. This structure is shown in Figure 1. It was identified that companies sell from different business divisions large volumes of goods. It also found that companies in the same business division, or the same business group, also traded and transferred between them large volumes of goods. From this identification arose the idea of examining the feasibility of implementing a VMI system between firms within the same group, verifying the likely positive and negative impacts this process. Two scenarios are analyzed in this article: a) Implementation of a VMI system between companies in different business divisions and working with different clients in the ERP (Enterprise Resource Planning) used; b) Implementation of a VMI system between companies in the same division or business group and working with a same client on the ERP system used.

8 The following case study was divided into two parts, two different scenarios are analyzed as described above. First, we describe the scenarios and then it will be analyzed. Figure 1 - Structure of business divisions and associated companies 4.1. Description of Scenario 1: feasibility of implementing a VMI system between companies from different business divisions In the first scenario is analyzed the feasibility of implementing a VMI system between companies that belong to different business divisions, and therefore has different segments. These companies work with the same type of ERP system, called SAP. In the beginning of the new millennium, the largest software company, whose success was based on its ERP product, is the German SAP. Although founded over 28 years, its recent success was almost entirely caused by the fact that all companies are willing to invest large sums of money in order to plan their resources in an integrated manner (SLACK ET AL., 2008A). This system, widely known and used in companies, although very thorough and comprehensive, has many problems regarding its use in the procurement process. However, each company has a different client, which means that both ERP and have no communication or data exchange, and also the information or database is not the same. The client is a unit within an SAP system, which is self-contained in terms of legal, organizational and data, with separate master record and an individual set of tables. The client represents the highest rank within the SAP system. Specifications or data entered into the database of the client applies to all companies and all other organizational units. From a business standpoint, the client is a corporate group (KA SOLUTION, 2010). For better understanding, Figure 2 illustrates what this means differences in clients within an ERP system.

9 Figure 2 - Differentiation of ERP systems for different divisions 4.2. Description of Scenario 2: feasibility of a VMI system between companies in the same business division In the second scenario analyzed, there were two companies of the same corporate group or business division and trading among themselves. In this case both have the same core-business owners, but generate different products. It is also necessary to point out that both companies are working with the same client within the ERP system, so the ERP system is the same and it is possible communication or electronic transmission of data via ERP between the companies. Figure 3 illustrates the operation of the ERP between these companies and reinforces understanding Scenario analysis 1: feasibility of implementing a VMI system between companies from different business divisions The first stage of analysis was to identify a product that is sold in large volume between two companies belonging to different business divisions. One product was identified with high potential for sales between firms. This product is used in the production process of one of these companies and thus is essential for the proper functioning of the same and bought in batches with high amounts.

10 Figure 3 - Operation of ERP among companies in the same business division or business group The second step was to initiate informal interviews with the acting in this process of buying and selling, to understand their vision, their needs, and their opinion regarding the possibility of implementing a VMI system among business partners. It identified the main responsible for the acquisition of materials, which were defined: buyers, sellers and responsible for warehouse and inventory of materials. The idea of developing a system that VMI would create a communication between two ERP systems, and automation of the replenishment process was well regarded by the beginning of the purchasing company. However, the purchasing company had some problems and disagreements in the generation of a new system, the need for loyalty to another company with a different business division. What happens is that despite the volume of sales is high, the prices of the partner company of the same group are higher than other suppliers on the market due to its brand is a traditional brand. Therefore, the purchasing company makes a contribution in which portions of this product is purchased from smaller vendors until achieve determined quantity by creating a certain amount of rotation scheme provider.

11 Therefore, one can say that despite the initial interest shown by the purchasing company, the possibility of implementing a VMI system presented in this particular case is not feasible mainly due to the need for loyalty to a single business partner. Were also held informal talks with the seller company. The representatives consulted in this company, also did not welcome the idea of implementing a VMI system in this particular case, given the need for a high investment in a new application of Information Technology and loyalty with a single business partner. Moreover, it would be too complex to deploy a system to meet companies that already have a good organization and logistics flow in their businesses, the current system already meets the needs and the possible benefits outweigh the problems do not hit and damage which could be generated this implementation Analysis of Scenario 2: implantation of a VMI system between companies in the same business division or business group In this case study was also held informal interviews with the purchasing companies that will call the company 1,2,3,4 and 5 and we will call the seller company in June. To identify a product applicable to an implementation of VMI was extremely easy because the company manufactures a six essential raw material for the manufacturing process of products manufactured in business 1,2,3,4 and 5. Actually the company manufactures and sells only six companies belonging to the same corporate group or business unit, or in relation to this specific raw material, we can say that this group of companies is self sufficient. This is because this raw material is a product of high technology and development and not in the interest of the company to share that technology with the market and consequently to the competition by selling the product for these competitors and subsequent analysis of benchmarking for them. In this particular case, since the company already produces only 6 to meet the demand of enterprises in the same business division, the advantages and benefits of implementing a VMI system to restrict the possibility of viewing each other stocks, passing the responsibility to automatic replenishment 6 for the company, thus reducing the cost of purchasing companies 1,2,3,4 and 5. Thus, firms 1,2,3,4 and 5 would reduce their cost of acquisition of this raw material particular, in various ways, such as: agility in the purchasing process, reducing logistics costs, reducing the need for handworkforce in the purchasing companies, among other benefits, thus bringing greater profitability to the business overall. In conversations that were held with representatives of the company in June, they discovered an important point and generated a new vision about this possibility. It was detected that the current ERP system itself already allows you to see the amount of raw material in inventory between the different companies. This removes the advantage of implementing a VMI system, which in this case would be too costly and unnecessary since the ERP system itself may already have this application, however, was not being used this feature so far. Therefore, this second scenario the feasibility of implementing a VMI system among companies in the same group was eliminated to realize that the current ERP system could already meet all the needs if properly used its features. A VMI system would be costly for the few advantages that would be realized by the business group.

12 5. Conclusion This paper presents an approach pioneer in examining the feasibility of implementing a VMI system between companies in a group controller. Work identified earlier cases dealing with groups of enterprises belonging to different controllers. Even if the partner companies belonging to the same group controller, it is noted that issues such as price and delivery time are also factors that influence the development of trade relations, creating an obstacle to the fidelity required for the implementation of a VMI system. Despite the expected results were negative in the two scenarios presented in this article, we can not conclude that this implementation is not beneficial in other business groups that sell to each other. The idea of implementing a VMI system between firms within the same corporate group, and therefore are already partners in business and have the same goal seems to be quite attractive and would need to be tested in other settings. Thus, one could get a real analysis on the positive or negative aspects of this implementation of a broader. References BERTAGLIA, P.R. Logística e gerenciamento da cadeia de abastecimento. São Paulo: Saraiva, BORADE, A.; SATISH, B. Vendor managed forecasting: A case study of small enterprise. Journal of Industrial Engineering and Management, v2n.1, p , CLAASSEN, M.J.T.; WEELE, A.J.V.; RAAIJ, E.M.V. Performance outcomes and success factors of vendor managed inventory. Supply Chain Management: An International Journal, 13/6, p , DANESE, P. The extended VMI for coordinating the whole supply network. Journal of Manufacturing Technology Management, v17n.7, p , DORLING, K.; SCOTT, J.; DEAKINS, E. Determinants of successful vendor managed inventory relationships in oligopoly. International Journal of Physical Distribution & Logistics Management, v36n.3, p , ELVANDER, M.S.; SARPOLA, S.; MATTSSON, S. Framework for characterizing the design of VMI systems. International Journal of Physical Distribution & Logistics Management, v37n.10, p , KAUREMAA, J.; SMAROS, J.; HOLMSTROM, J. Patterns of vendor managed inventory: finding from a multiple-case study. International Journal of Operations & Production Management, v29n.11, p , KA SOLUTION. Formação de Consultores SAP MM: Administração de Materiais: Parte 1 - Apresentação. São Paulo: Ka Solution, KOH, S.C.L.; SAAD, S.; ARUNACHALAM, S. Competing in the 21 st century supply chain management and enterprise resource planning integration. International Journal of Physical Distribution & Logistics Management, v36, n.6, p , SARI, K. Exploring the benefits of vendor managed inventory. International Journal of Physical Distribution & Logistics Management, v37n.7, p , SLACK, N. et al. Administração da Produção. São Paulo: Ed. Atlas, 2008a. TYNDALL, G. et al. Ten stategies to enhance supplier management. National Productivity Review, VIGTIL, A. Information exchange in vendor managed inventory. International Journal of Physical Distribution & Logistics Management, v37n.1, p , 2007.

13 ZAMMORI, F.; BRAGLIA, M.; FROSOLINI, M. A standard agreement for vendor managed inventory. Strategic Outsourcing: An International Journal, v2n.2, p , SMART, A. E-business and supply chain integration. Journal of Enterprise Information Management, v21, n.3, p , SIDNEY, A. S.; CENSLIVE, M. Observations on modeling strategies for vendor-managed inventory. Journal of Manufacturing Technology Management, v17n.4, p , REDDY, M; VRAT, P. Vendor managed inventory model: a case study. Journal of Advances in Management Research, v4n.1, p.83-88, 2007.

MEASURING THE IMPACT OF INVENTORY CONTROL PRACTICES: A CONCEPTUAL FRAMEWORK

MEASURING THE IMPACT OF INVENTORY CONTROL PRACTICES: A CONCEPTUAL FRAMEWORK MEASURING THE IMPACT OF INVENTORY CONTROL PRACTICES: A CONCEPTUAL FRAMEWORK Kamaruddin Radzuan 1, Abdul Aziz Othman 2, Herman Shah Anuar 3, Wan Nadzri Osman 4 1,2,3,4 School of Technology Management and

More information

The Training Material on Supply Chain Collaboration & Logistics Solutions has been produced under Project Sustainable Human Resource Development in

The Training Material on Supply Chain Collaboration & Logistics Solutions has been produced under Project Sustainable Human Resource Development in The Training Material on Supply Chain Collaboration & Logistics Solutions has been produced under Project Sustainable Human Resource Development in Logistic Services for ASEAN Member States with the support

More information

COORDINATION IN THE SUPPLY CHAIN: VENDOR MANAGED INVENTORY IS THE WAY TO GO

COORDINATION IN THE SUPPLY CHAIN: VENDOR MANAGED INVENTORY IS THE WAY TO GO www.sjm.tf.bor.ac.yu Serbian Journal of Management 1 (1) (2006) 41-47 Serbian Journal of Management COORDINATION IN THE SUPPLY CHAIN: VENDOR MANAGED INVENTORY IS THE WAY TO GO R. Piplani * Center for Supply

More information

Glossary of Inventory Management Terms

Glossary of Inventory Management Terms Glossary of Inventory Management Terms ABC analysis also called Pareto analysis or the rule of 80/20, is a way of categorizing inventory items into different types depending on value and use Aggregate

More information

Chapter Twelve Marketing Channels: Delivering Customer Value

Chapter Twelve Marketing Channels: Delivering Customer Value Chapter Twelve Marketing Channels: Delivering Customer Value Marketing Channels: Delivering Customer Value Topic Outline Supply Chains and the Value Delivery Network The Nature and Importance of Marketing

More information

Marketing Channels: Delivering Customer Value

Marketing Channels: Delivering Customer Value Chapter Twelve : Delivering Customer Value : Delivering Customer Value Topic Outline Supply Chains and the Value Delivery Network Channel Decisions Public Policy and Distribution Decisions Supply Chains

More information

Enterprise Systems: From Supply Chains to ERP to CRM

Enterprise Systems: From Supply Chains to ERP to CRM Enterprise Systems: From Supply Chains to ERP to CRM Management Information Code: 164292-02 Course: Management Information Period: Autumn 2013 Professor: Sync Sangwon Lee, Ph. D D. of Information & Electronic

More information

Supply Chain development - a cornerstone for business success

Supply Chain development - a cornerstone for business success Supply Chain development - a cornerstone for business success Agenda 1. Supply chain considerations 2. Benefits of a developed SCM strategy 3. Competitive advantage by using a LSP 4. CRM/SCM key to business

More information

Electronics Components Manufacturing: The Path to Excellence

Electronics Components Manufacturing: The Path to Excellence Electronics Components Manufacturing: case study The Path to Excellence Successful electronics manufacturers design their supply chains around their key stakeholders specifically, customers, suppliers

More information

CHOICES The magazine of food, farm, and resource issues

CHOICES The magazine of food, farm, and resource issues CHOICES The magazine of food, farm, and resource issues 4th Quarter 2005 20(4) A publication of the American Agricultural Economics Association Logistics, Inventory Control, and Supply Chain Management

More information

THE SUPPLY CHAIN MANAGEMENT AND OPERATIONS AS KEY TO FUTURE COMPETITIVENESS FOR RESEARCH, DEVELOPMENT AND MANUFACTURE OF NEW VEHICLES

THE SUPPLY CHAIN MANAGEMENT AND OPERATIONS AS KEY TO FUTURE COMPETITIVENESS FOR RESEARCH, DEVELOPMENT AND MANUFACTURE OF NEW VEHICLES Journal of KONES Powertrain and Transport, Vol. 18, No. 3 2011 THE SUPPLY CHAIN MANAGEMENT AND OPERATIONS AS KEY TO FUTURE COMPETITIVENESS FOR RESEARCH, DEVELOPMENT AND MANUFACTURE OF NEW VEHICLES Julen

More information

Contents. List of figures List of tables. Abbreviations

Contents. List of figures List of tables. Abbreviations Contents List of figures List of tables Preface Abbreviations xv xxi xxiii xxix PART 1 CONCEPTS OF LOGISTICS AND DISTRIBUTION 1 Introduction to logistics and distribution 3 Introduction 3 Definitions 4

More information

Globalization Drives Market Need for Supply Chain Segmentation: Research & Key Strategies

Globalization Drives Market Need for Supply Chain Segmentation: Research & Key Strategies Globalization Drives Market Need for Supply Chain Segmentation: Research & Key Strategies Sponsored by: Conducted by: On behalf of: Introduction Businesses continue look to their supply chain operations

More information

Pg1. Pg2. Pg3. Pg4. Pg5. What s the best business management software for my business? Accounting centric systems VS Industry.

Pg1. Pg2. Pg3. Pg4. Pg5. What s the best business management software for my business? Accounting centric systems VS Industry. What s the best business management software for my business? Pg1 Accounting centric systems VS Industry Specific ERP Pg2 What Are Industry Specific ERP Solutions? What Is The Difference Between Accounting

More information

Guide to Improving Forecast Accuracy

Guide to Improving Forecast Accuracy www.demandsolutions.com Guide to Improving Forecast Accuracy A 10-point plan for creating more accurate demand information A Management Series White Paper Presented by Demand Solutions No one doubts that

More information

Effective Replenishment Parameters. By Jon Schreibfeder EIM. Effective Inventory Management, Inc.

Effective Replenishment Parameters. By Jon Schreibfeder EIM. Effective Inventory Management, Inc. Effective Replenishment Parameters By Jon Schreibfeder EIM Effective Inventory Management, Inc. This report is the fourth in a series of white papers designed to help forward-thinking distributors increase

More information

CHAPTER 11 SUPPLY CHAIN MANAGEMENT

CHAPTER 11 SUPPLY CHAIN MANAGEMENT CHAPTER 11 SUPPLY CHAIN MANAGEMENT 1 Learning Objectives Learn about the supply chain network and management drivers. Understand the complexity and importance of the integration of supply chain. Learn

More information

China Grand Auto: Partnering with SAP on a State-of-the-Art Platform for a Multibrand Dealer Group

China Grand Auto: Partnering with SAP on a State-of-the-Art Platform for a Multibrand Dealer Group 2015 SAP SE or an SAP affiliate company. All rights reserved. China Grand Auto: Partnering with SAP on a State-of-the-Art Platform for a Multibrand Dealer Group Company China Grand Automotive Services

More information

Vehicle Sales Management

Vehicle Sales Management Solution in Detail Automotive Executive Summary Contact Us Vehicle Sales Optimizing Your Wholesale Business Efficient Sales Collaborative Operation Faced with declining margins, automotive sales organizations

More information

The Customer Relationship Management Process

The Customer Relationship Management Process The Customer Relationship Management Process E d u c a t i n g t h e W o r l d s B e s t A i r F o r c e Slide 1 The Supply Chain Management Processes Information Flow Supply Chain Management Processes

More information

Chapter 9 Managing Inventory in the Supply Chain

Chapter 9 Managing Inventory in the Supply Chain Chapter 9 Managing Inventory in the Supply Chain Inventory is an asset on the balance sheet and inventory cost is an expense on the income statement. Inventories impacts return on asset (ROA) Inventory

More information

Supply Chains: From Inside-Out to Outside-In

Supply Chains: From Inside-Out to Outside-In Supply Chains: From Inside-Out to Outside-In Table of Contents Big Data and the Supply Chains of the Process Industries The Inter-Enterprise System of Record Inside-Out vs. Outside-In Supply Chain How

More information

COMPANY... 3 SYSTEM...

COMPANY... 3 SYSTEM... Wisetime Ltd is a Finnish software company that has longterm experience in developing industrial Enterprise Resource Planning (ERP) systems. Our comprehensive system is used by thousands of users in 14

More information

Strategic Financial Supply Chain Management For Value Creation

Strategic Financial Supply Chain Management For Value Creation Strategic Financial Supply Chain Management For Value Creation Mohammed Hanif Ajari Professor for Practice Institution of Business Administration Karachi A Bit of History: 1930 1950 Bank Robber Slick

More information

Six Key Trends Changing Supply Chain Management Today. Choosing the optimal strategy for your business

Six Key Trends Changing Supply Chain Management Today. Choosing the optimal strategy for your business A Knowledge-Driven Consulting White Paper 2009 Corporation Six Key Trends Changing Supply Chain Management Today Choosing the optimal strategy for your business Contents Demand Planning.........................................

More information

Improve the Agility of Demand-Driven Supply Networks

Improve the Agility of Demand-Driven Supply Networks GE Intelligent Platforms Improve the Agility of Demand-Driven Supply Networks Leverage real-time production data to optimize the supply chain for a sustainable competitive advantage Improve the Agility

More information

Content. Chapter 1 Supply Chain Management An Overview 3. Chapter 2 Supply Chain Integration 17. Chapter 3 Demand Forecasting in a Supply Chain 28

Content. Chapter 1 Supply Chain Management An Overview 3. Chapter 2 Supply Chain Integration 17. Chapter 3 Demand Forecasting in a Supply Chain 28 Content Part I: Principles of Supply Chain Management Chapter 1 Supply Chain Management An Overview 3 Part II: Supply Chain Planning & Design Chapter 2 Supply Chain Integration 17 Chapter 3 Demand Forecasting

More information

Turban and Volonino. Enterprise Systems: Supply Chains, ERP, CRM & KM

Turban and Volonino. Enterprise Systems: Supply Chains, ERP, CRM & KM Turban and Volonino Chapter 10 Enterprise Systems: Supply Chains, ERP, CRM & KM Information Technology for Management Improving Performance in the Digital Economy 7 th edition John Wiley & Sons, Inc. Slides

More information

CHAPTER VII SUMMARY OF MAJOR FINDINGS AND RECOMMENDATIONS

CHAPTER VII SUMMARY OF MAJOR FINDINGS AND RECOMMENDATIONS CHAPTER VII SUMMARY OF MAJOR FINDINGS AND RECOMMENDATIONS 395 7.1 Findings Related to Secondary Data In the initial phase the analysis of secondary indicates that CRM is emerging as a strategic factor

More information

Logistics Management SC Performance, SC Drivers and Metrics. Özgür Kabak, Ph.D.

Logistics Management SC Performance, SC Drivers and Metrics. Özgür Kabak, Ph.D. Logistics Management SC Performance, SC Drivers and Metrics Özgür Kabak, Ph.D. Outline Supply Chain Performance: Achieving Strategic Fit and Scope Competitive and supply chain strategies Achieving strategic

More information

List of Tables. Table No Title Page No 2.1 Market Segments in Indian retail 25

List of Tables. Table No Title Page No 2.1 Market Segments in Indian retail 25 List of Tables Table No Title Page No 2.1 Market Segments in Indian retail 25 2.2 Organized retail penetration levels 25 3.1 Pattern of control in ABC analysis 58 3.2 Various selective inventory control

More information

Vendor Managed Inventory Strategies

Vendor Managed Inventory Strategies Vendor Managed Inventory Strategies Summary Results 2015 Program Overview Between February and March of 2015, Gatepoint Research invited selected supply chain, logistics and operations executives to participate

More information

Information Systems for Business Integration: EDI, SCM, CRM Systems

Information Systems for Business Integration: EDI, SCM, CRM Systems Information Systems for Business Integration: EDI, SCM, CRM Systems (April 2, 2009) BUS3500 - Abdou Illia, Spring 2009 1 LEARNING GOALS Discuss Supply Chain Management systems Discuss Customer Relationship

More information

SEVEN KEYS TO WIN- WIN VMI PARTNERSHIPS FOR AEROSPACE COMPANIES

SEVEN KEYS TO WIN- WIN VMI PARTNERSHIPS FOR AEROSPACE COMPANIES SEVEN KEYS TO WIN- WIN VMI PARTNERSHIPS FOR AEROSPACE COMPANIES Getting from push to pull using vendor-managed inventory. WHITE PAPER Andy Bergin / V4 / Apr 2012 Waer Systems Limited 2013 1 Introduction

More information

Business Challenges. Customer retention and new customer acquisition (customer relationship management)

Business Challenges. Customer retention and new customer acquisition (customer relationship management) Align and Optimize Workflows with Lean Dan Marino Marino Associates, LLC Strategic and tactical planning Information systems integration Customer retention and new customer acquisition (customer relationship

More information

Control and Synergies in the Outsourced Supply Chain -

Control and Synergies in the Outsourced Supply Chain - Control and Synergies in the Outsourced Supply Chain - Recommendations for how to improve and organize Tetra Pak s supply chain. CLARA CARLSSON & JOHAN RASMUSSON 2005-01-17 Lund Institute of Technology,

More information

Chapter 2 INDUSTRIAL BUYING BEHAVIOUR: DECISION MAKING IN PURCHASING

Chapter 2 INDUSTRIAL BUYING BEHAVIOUR: DECISION MAKING IN PURCHASING Chapter 1 THE ROLE OF PURCHASING IN THE VALUE CHAIN The role and importance of the purchasing and supply function in the value chain. The difference between concepts such as ordering, buying, purchasing,

More information

Quick Facts. Executive Summary. Background. Company. Industry. Liaison Solution

Quick Facts. Executive Summary. Background. Company. Industry. Liaison Solution CASE STUDY Metso Automation Executive Summary Case company Metso Automation provides process automation and flow control solutions to maximize the profitability of their customers businesses by improving

More information

P&SM: eprocurement. CIPS Position on Practice

P&SM: eprocurement. CIPS Position on Practice CIPS Position on Practice P&SM: eprocurement 'The combined use of electronic information and communications technology (ICT) in order to enhance the links between customer and supplier, and with other

More information

Storage & Inventory Control

Storage & Inventory Control s Guide Storage & Inventory Control Storage and Inventory Control include the activities related to holding material and the processes of counting and transacting the material as it moved through the warehouse.

More information

Supply Chain Management

Supply Chain Management PMBA8155 Operations Management Supply Chain Management Learning Objectives Understand Concepts and Issues in Supply Chain Management Supply chain and supply chain management Bullwhip effect Vendor managed

More information

Redesigning the supply chain for Internet shopping Bringing ECR to the households

Redesigning the supply chain for Internet shopping Bringing ECR to the households Redesigning the supply chain for Internet shopping Bringing ECR to the households Jan Holmström Kari Tanskanen Vesa Kämäräinen Department of Industrial Management Helsinki University of Technology Abstract

More information

Omni- Channel Benefits for B2B Commerce

Omni- Channel Benefits for B2B Commerce i Mtkang/Shutterstock B2B ecommerce trends and tides are signaling a shift towards a B2C- like Omni- Channel eco- system. arvato Systems North America 6 East 32nd Street, New York, New York 10016 United

More information

26/10/2015. Enterprise Information Systems. Learning Objectives. System Category Enterprise Systems. ACS-1803 Introduction to Information Systems

26/10/2015. Enterprise Information Systems. Learning Objectives. System Category Enterprise Systems. ACS-1803 Introduction to Information Systems ACS-1803 Introduction to Information Systems Instructor: Kerry Augustine Enterprise Information Systems Lecture Outline 6 ACS-1803 Introduction to Information Systems Learning Objectives 1. Explain how

More information

Using SCOR to Compete and Grow in a Down Economy

Using SCOR to Compete and Grow in a Down Economy Using SCOR to Compete and Grow in a Down Economy How to Define, Align, and Transform Your Supply Chain for Operations Excellence Richard Sherman Founding Team Member & Board Emeritus Supply Chain Council

More information

Effective Inventory Analysis

Effective Inventory Analysis Effective Inventory Analysis By Jon Schreibfeder EIM Effective Inventory Management, Inc. This report is the sixth in a series of white papers designed to help forward-thinking distributors increase efficiency,

More information

Supporting the Perfect Order: Collaborative S&OP and VMI

Supporting the Perfect Order: Collaborative S&OP and VMI Supporting the Perfect Order: Collaborative S&OP and VMI October 30, 2012 Frankfurt, Germany Gary Neights Director, Product Management The Multi-Echelon Supply Chain Plan Your Supplier s Suppliers Your

More information

Main Trends in B2C E-commerce in the Slovak Republic

Main Trends in B2C E-commerce in the Slovak Republic Ľ. Lesáková Main Trends in B2C E-commerce in the Slovak Republic Main Trends in B2C E-commerce in the Slovak Republic Ľubica Lesáková Matej Bel University, Faculty of Economics, Slovak Republic lubica.lesakova@umb.sk

More information

Hospital Procurement Study QUANTIFYING SUPPLY CHAIN COSTS FOR DISTRIBUTOR AND DIRECT ORDERS

Hospital Procurement Study QUANTIFYING SUPPLY CHAIN COSTS FOR DISTRIBUTOR AND DIRECT ORDERS Hospital Procurement Study QUANTIFYING SUPPLY CHAIN COSTS FOR DISTRIBUTOR AND DIRECT ORDERS The Hospital Procurement Study was conducted by PricewaterhouseCoopers (PwC) for the Health Industry Distributors

More information

Creating and Embedding a Customer Driven Supply Chain

Creating and Embedding a Customer Driven Supply Chain To get there. Together. Creating and Embedding a Customer Driven Supply Chain Point of view Contents Creating and Embedding a Customer Driven Supply Chain 3 How to Embed a Customer Driven Supply Chain

More information

Logistics Management Inventory Cycle Inventory. Özgür Kabak, Ph.D.

Logistics Management Inventory Cycle Inventory. Özgür Kabak, Ph.D. Logistics Management Inventory Cycle Inventory Özgür Kabak, Ph.D. Role of Inventory in the Supply Chain Improve Matching of Supply and Demand Improved Forecasting Reduce Material Flow Time Reduce Waiting

More information

Learning Objectives. Supply Chains & SCM Defined. Learning Objectives con t. Components of a Supply Chain for a Manufacturer

Learning Objectives. Supply Chains & SCM Defined. Learning Objectives con t. Components of a Supply Chain for a Manufacturer Chapter 4 Global Supply Chain Management Operations Management by R. Dan Reid & Nada R. Sanders 4th Edition Wiley 2010 Learning Objectives Describe the structure of supply chains Describe the bullwhip

More information

Chapter 16 Inventory Management and Control

Chapter 16 Inventory Management and Control Chapter 16 Inventory Management and Control We shall be interested primarily in the control of material in manufacturing. Actually, we are concerned with the control of the flow of material from a raw

More information

RESEARCH NOTE NETSUITE S IMPACT ON MANUFACTURING COMPANY PERFORMANCE

RESEARCH NOTE NETSUITE S IMPACT ON MANUFACTURING COMPANY PERFORMANCE Document K59 RESEARCH NOTE NETSUITE S IMPACT ON MANUFACTURING COMPANY PERFORMANCE THE BOTTOM LINE When Nucleus analysts investigated the use of NetSuite by manufacturers, they found these companies were

More information

Supply Chain Management

Supply Chain Management Supply Chain Management อาจารย ดร.อ ศว ณ ปส ธรรม Email: win@riped.utcc.ac.th 11-1 Supply Chain the sequence of organizations (their facilities, functions, and activities) that are involved in producing

More information

Chapter 8 Order Management and Customer Service

Chapter 8 Order Management and Customer Service Chapter 8 Order Management and Customer Service Order Management executes the operating plan based on demand forecast. It is the interface between buyers and sellers and consists of: Influencing the Order

More information

Making Strategic Decisions with Oracle Advanced Planning. An Oracle White Paper September 2006

Making Strategic Decisions with Oracle Advanced Planning. An Oracle White Paper September 2006 Making Strategic Decisions with Oracle Advanced Planning An Oracle White Paper September 2006 Making Strategic Decisions with Oracle Advanced Planning SUMMARY Strategic decision making is more important

More information

E-BUSINESS RELATIONSHIP MANAGEMENT

E-BUSINESS RELATIONSHIP MANAGEMENT I International Symposium Engineering Management And Competitiveness 2011 (EMC2011) June 24-25, 2011, Zrenjanin, Serbia E-BUSINESS RELATIONSHIP MANAGEMENT Danilo Obradović * Higher School of Professional

More information

Find the Right Partner: Selecting a VMI Provider

Find the Right Partner: Selecting a VMI Provider Find the Right Partner: Selecting a VMI Provider By: Christina Woodall Assistant Media Manager Austin Hardware & Supply, Inc. Executive Summary In your business, you have a multitude of buy-sell relationships.

More information

Strategic Framework to Analyze Supply Chains

Strategic Framework to Analyze Supply Chains Strategic Framework to Analyze Supply Chains 1 Andy Guo A Strategic Framework for Supply Chain Design, Planning, and Operation Part I: Understand the supply chain Part II: Supply chain performance Part

More information

Effective Replenishment Parameters By Jon Schreibfeder

Effective Replenishment Parameters By Jon Schreibfeder WINNING STRATEGIES FOR THE DISTRIBUTION INDUSTRY Effective Replenishment Parameters By Jon Schreibfeder >> Compliments of Microsoft Business Solutions Effective Replenishment Parameters By Jon Schreibfeder

More information

SAP Supply Chain Management Elinor Castell Solution Owner Transportation, SAP SE

SAP Supply Chain Management Elinor Castell Solution Owner Transportation, SAP SE SAP Supply Chain Management Elinor Castell Solution Owner Transportation, SAP SE 2014 SAP SE or an SAP affiliate company. All rights reserved. 1 SAP Extended Supply Chain Management Solution Strategy 2

More information

The Training Material on Supply Chain Collaboration & Logistics Solutions has been produced under Project Sustainable Human Resource Development in

The Training Material on Supply Chain Collaboration & Logistics Solutions has been produced under Project Sustainable Human Resource Development in The Training Material on Supply Chain Collaboration & Logistics Solutions has been produced under Project Sustainable Human Resource Development in Logistic Services for ASEAN Member States with the support

More information

Role of Vendor Management System An Analytical study

Role of Vendor Management System An Analytical study Role of Vendor Management System An Analytical study Dr.Kanakaiah Madasi, Asst. Professor(C), Department of Commerce and Business Management, University Arts & Science College, Kakatiya University, Warangal.

More information

At the Heart of Connected Manufacturing

At the Heart of Connected Manufacturing www.niit-tech.com At the Heart of Connected Manufacturing Transforming Manufacturing Operations to Drive Agility and Profitability The success of the new manufacturing network hinges on the agility of

More information

Three Steps to Improving Your Bottom Line with Better Inventory Management and Control

Three Steps to Improving Your Bottom Line with Better Inventory Management and Control Three Steps to Improving Your Bottom Line with Better Inventory Management and Control By Mario Nowogrodzki, CPA.CITP Principal, Mendelson Consulting, Inc. Sponsored by: Are you carrying more inventory

More information

Small Lot Production. Chapter 5

Small Lot Production. Chapter 5 Small Lot Production Chapter 5 1 Lot Size Basics Intuition leads many to believe we should manufacture products in large lots. - Save on setup time - Save on production costs Costs associated with Lots

More information

Realizing the Full Value of GHX. A GHX Education Paper for Healthcare Supply Chain Professionals

Realizing the Full Value of GHX. A GHX Education Paper for Healthcare Supply Chain Professionals Realizing the Full Value of GHX A GHX Education Paper for Healthcare Supply Chain Professionals Realizing the Full Value Realizing the Full of GHX of GHX A GHX Education Paper for Healthcare Supply Chain

More information

WHAT S NEW NAV NEWS VIEW FROM 2 NAV ADD - ONS INDUSTRY FOCUS NAV TIPS VOL 1 ISSUE 1

WHAT S NEW NAV NEWS VIEW FROM 2 NAV ADD - ONS INDUSTRY FOCUS NAV TIPS VOL 1 ISSUE 1 VOL 1 ISSUE 1 WHAT S NEW Clients First introduces Innovative ERP Recession Delivery Model - a no-gimmick methodology that permits businesses to implement Microsoft Dynamics ERP software with no risk and

More information

MAINTAINING A SEAMLESS SUPPLY CHAIN OF ESSENTIAL MEDICINES [A COMBINATION OF VARIOUS CONCEPTS CONVERGING INTO A NOVEL P 3 SYSTEM]

MAINTAINING A SEAMLESS SUPPLY CHAIN OF ESSENTIAL MEDICINES [A COMBINATION OF VARIOUS CONCEPTS CONVERGING INTO A NOVEL P 3 SYSTEM] MAINTAINING A SEAMLESS SUPPLY CHAIN OF ESSENTIAL MEDICINES [A COMBINATION OF VARIOUS CONCEPTS CONVERGING INTO A NOVEL P 3 SYSTEM] Dr Pradeep J. Jha 1 LJ College of Engineering & Technology, Ahmedabad INDIA

More information

Reducing Working Capital through Purchasing

Reducing Working Capital through Purchasing Reducing Working Capital through Purchasing Mattias Linderoth June 2012 Master s thesis at the Department of Industrial Management and Logistics Faculty of Engineering LTH, Lund University SE-221 00 Lund,

More information

Dance of the giants What leading companies are doing to optimise their end-to-end supply network

Dance of the giants What leading companies are doing to optimise their end-to-end supply network ARTICLE Dance of the giants What leading companies are doing to optimise their end-to-end supply network By Robert Hart, TRACC Publications Editor EXECUTIVE SUMMARY Whether one agrees with the methodology

More information

Infor M3 Assortment Replenishment Planner

Infor M3 Assortment Replenishment Planner Infor M3 Assortment Replenishment Planner Speed up decision making As a fashion brand owner with your own manufacturing or with a sourcing business model, or a private brand retailer, you are almost certainly

More information

GENERATE REVENUES WITH AN EFFECTIVE PARTS WHOLESALE STRATEGY.

GENERATE REVENUES WITH AN EFFECTIVE PARTS WHOLESALE STRATEGY. GENERATE REVENUES WITH AN EFFECTIVE PARTS WHOLESALE STRATEGY. fueled by challenge. powering success. sm 1,500 dealer programs in 27 markets Parts wholesale has the potential to significantly contribute

More information

E-Fulfillment Your Competitive Advantage

E-Fulfillment Your Competitive Advantage E-Fulfillment Your Competitive Advantage The Supply Chain Value Innovation Company APPROACH METHODS BUSINESS PHILOSOPHY Table of Contents INTRODUCTION... 3 What does it take to win and keep customers?...

More information

Container Corporation Of India Professional Knowledge Digest

Container Corporation Of India Professional Knowledge Digest Logistics Logistics is generally the detailed organization and implementation of a complex operation. In a general business sense, logistics is the management of the flow of things between the point of

More information

Exchange-Traded Funds

Exchange-Traded Funds Exchange-Traded Funds Exchange Traded Funds (ETF s) are becoming popular investment vehicles for many investors. Most ETF s are cost effective, broad market funds. We have put together a layman s explanation

More information

Chapter 5. B2B E-Commerce: Selling and Buying in Private E-Markets

Chapter 5. B2B E-Commerce: Selling and Buying in Private E-Markets Chapter 5 B2B E-Commerce: Selling and Buying in Private E-Markets Learning Objectives 1. Describe the B2B field. 2. Describe the major types of B2B models. 3. Discuss the characteristics of the sell-side

More information

The Economic Benefits of Multi-echelon Inventory Optimization

The Economic Benefits of Multi-echelon Inventory Optimization SOLUTION PERSPECTIVES: Leveraging Multi-echelon Replenishment to Maximize Return on Inventory Investment The Economic Benefits of Multi-echelon Inventory Optimization Lower working capital requirements,

More information

Supplier Relationship Management (SRM) in Supply Chain Context for the Industry

Supplier Relationship Management (SRM) in Supply Chain Context for the Industry Supplier Relationship Management (SRM) in Supply Chain Context for the Industry Anil Ponweera President-Institute of Supply and Materials Management(ISMM) MBA(Aus)/FISMM/FCPM/CMLT Manager Materials and

More information

Guide to Selecting a CRM Solution for your Distribution Business

Guide to Selecting a CRM Solution for your Distribution Business Guide to Selecting a CRM Solution for your Distribution Business 6 Areas to Consider With so many CRM, Sales Force Automation, and Business Intelligence software packages available today, it can be a daunting

More information

Maximising supply chain throughput with existing infrastructure

Maximising supply chain throughput with existing infrastructure Maximising supply chain throughput with existing infrastructure Improve customer service without capital outlay 1 the CHALLENGE SUPPLY CHAIN AND LOGISTICS Increasing global complexity and uncertainty is

More information

10 Fundamental Strategies and Best Practices of Supply Chain Organizations

10 Fundamental Strategies and Best Practices of Supply Chain Organizations 10 Fundamental Strategies and Best Practices of Supply Chain Organizations Robert J. Engel, C.P.M. National Director of Client Service Resources Global Professionals - SCM Practice 713-403-1979: Bob.Engel@Resources-us.com

More information

Department of Management

Department of Management Department of Management Course Student Learning Outcomes (ITM and MGMT) ITM 1270: Fundamentals of Information Systems and Applications Upon successful completion of the course, a student will be able

More information

HISTORY AND INTRODUCTION

HISTORY AND INTRODUCTION HISTORY AND INTRODUCTION I 1 Introduction The APICS dictionary defines the term supply chain as either the processes from the initial raw materials to the ultimate consumption of the finished product linking

More information

Endeavour Dynamics Offering

Endeavour Dynamics Offering Endeavour Dynamics Offering Microsoft Dynamics AX 2012 is recognised as a global leading ERP system that supports a single instance strategy for medium to large enterprise companies. Endeavour is proud

More information

Sales & Operations Planning The Next Generation. Tom Wallace & Bob Stahl. Copyright 2005 T. F. Wallace & Co.

Sales & Operations Planning The Next Generation. Tom Wallace & Bob Stahl. Copyright 2005 T. F. Wallace & Co. DEMAND SUPPLY Sales & Operations Planning The Next Generation by Tom Wallace & Bob Stahl Copyright 2005 T. F. Wallace & Co. _ TABLE OF CONTENTS Executive Overview 3 Things Change Processes Evolve 4 Why

More information

Managing End-to-End Supply Chain Costs in a Down Economy

Managing End-to-End Supply Chain Costs in a Down Economy Managing End-to-End Supply Chain Costs in a Down Economy Jane Barrett Research Director, AMR Research jbarrett@amrresearch.com 617 350 1727 2009 AMR Research, Inc. Page 1 Jane Barrett Research Director,

More information

Supply Chain Performance: The Supplier s Role

Supply Chain Performance: The Supplier s Role Supply Chain Performance: The Supplier s Role March 2005 Industry Directions Inc. www.industrydirections.com Companies of all sizes are realizing that they no longer have complete control over their market

More information

Operations Research in Supply Chain Optimization

Operations Research in Supply Chain Optimization Operations Research in Supply Chain Optimization M.G. Speranza University of Brescia, Italy Department of Management Science & Technology Athens University of Economics and Business November 12, 20 The

More information

ERP Implementation for Small and Medium Sized Companies Leads to Rocketing Revenues

ERP Implementation for Small and Medium Sized Companies Leads to Rocketing Revenues Microsoft Business Solutions Food and Beverage Customer Solution Case Study ERP Implementation for Small and Medium Sized Companies Leads to Rocketing Revenues Overview Country or Region: USA Industry:

More information

Business Networks: The Next Wave of Innovation

Business Networks: The Next Wave of Innovation White Paper Business Networks: The Next Wave of Innovation Sponsored by: Ariba Michael Fauscette November 2014 In This White Paper The business network is forming a new framework for productivity and value

More information

Optimizing Inventory in Today s Challenging Environment Maximo Monday August 11, 2008

Optimizing Inventory in Today s Challenging Environment Maximo Monday August 11, 2008 Optimizing Inventory in Today s Challenging Environment Maximo Monday August 11, 2008 1 Agenda The Value Proposition Case Studies Maximo/DIOS Offering Getting Started Q&A 2 Current Inventory Management

More information

What options exist for multi-echelon forecasting and replenishment?

What options exist for multi-echelon forecasting and replenishment? Synchronization of Stores and Warehouses: Closing the Profit Gap Successful retailers focus their efforts on the customer and the unique attributes of each store in the chain. Tailoring assortments, promotions

More information

Scope of Supply Chain Management (SCM)

Scope of Supply Chain Management (SCM) Scope of Supply Chain Management (SCM) Session Speaker Prof. P.S.satish 1 Session Objectives To understand the scope of Supply Chain Management To compare different activities of Supply Chain Management

More information

Supply Chain Management and Value Creation

Supply Chain Management and Value Creation Supply Chain Management and Value Creation YAN Xi 1, KANG Canhua 2 School of Economics, Wuhan University of Technology, Wuhan 430070, China 1. cassie_yan@163.com, 2.kchhua@whut.edu.cn Abstract: In recent

More information

A STUDY ON THE RELATIONSHIP BETWEEN INVENTORY MANAGEMENT PRACTICES AND VENDOR MANAGED INVENTORY PERFORMANCE

A STUDY ON THE RELATIONSHIP BETWEEN INVENTORY MANAGEMENT PRACTICES AND VENDOR MANAGED INVENTORY PERFORMANCE A STUDY ON THE RELATIONSHIP BETWEEN INVENTORY MANAGEMENT PRACTICES AND VENDOR MANAGED INVENTORY PERFORMANCE Kamaruddin Radzuan a, Mohd Kamarul Irwan Abdul Rahim b, Mazri Yaakob c, Herman Shah Anuar d,

More information

DEMAND PLANNING: OPTIMIZING OPERATIONS ACROSS THE SUPPLY CHAIN

DEMAND PLANNING: OPTIMIZING OPERATIONS ACROSS THE SUPPLY CHAIN DEMAND PLANNING: OPTIMIZING OPERATIONS ACROSS THE SUPPLY CHAIN DEMAND PLANNING TECHNOLOGIES REDUCE INVENTORIES, SPUR COLLABORATION John Brandt Compliments of Demand planning software packages can help

More information

Business Process Services. White Paper. Optimizing Extended Warranty Processes by Embracing Analytics

Business Process Services. White Paper. Optimizing Extended Warranty Processes by Embracing Analytics Business Process Services White Paper Optimizing Extended Warranty Processes by Embracing Analytics About the Author Dr. Anuj Prakash Anuj Prakash is a part of the TCS Analytics and Insights Practice,

More information

Supply Chain Mapping. Customer Solutions

Supply Chain Mapping. Customer Solutions Supply Chain Mapping Customer Solutions Supply Chain Mapping On a mission to improve supply chain management within your organization? Mapping out your processes is an inexpensive way to make great strides

More information