The Role of Engineering in Supply Chain Management William K. Hoehn, Ph.D. Raytheon Systems Company Tucson, Arizona
|
|
- Louisa Annabelle Clark
- 8 years ago
- Views:
Transcription
1 The Role of Engineering in Supply Chain Management William K. Hoehn, Ph.D. Raytheon Systems Company Tucson, Arizona Abstract Supply Chain Management addresses the need for companies to coordinate their processes, functions and product development activities to improve the long-term performance of all businesses in the supply chain. Development of complex product necessitates interaction between buyer and supplier engineering organizations. Engineering interaction follows a life-cycle process beginning with product conceptualization and continuing through production. This interaction is required to ensure optimal product design and manufacturing processes. 2 Background 2.1 Supply Chain Management Mentzer, et. al. (2001) define a supply chain as a set of three or more companies directly linked by one or more of the upstream and downstream flows of products, services, finances, and information from a source to a customer. At the minimum, a supply chain is composed of a supplier, a producer and a consumer. Supply chain management is the systematic, strategic coordination of the traditional business functions within a particular company and across businesses within the supply chain, for the purposes of improving the long-term performance of the individual companies and the supply chain as a whole (Mentzer, et. al., 2001). Supply chain management causes the organization to view the flow of materials, information and capital from a systems perspective. Supply chain management is a relatively new term, and has evolved both in usage and meaning over the last 10 years. Industry has embraced supply chain management, mostly because some response was needed to manage a growing number of suppliers and products, and an increasingly global supply and sales base. Mentzer, et. al. (2001) noted that there are three drivers for supply chain management. First, corporations are more globally focused and now source from global rather than regional suppliers. Second, time and quality has taken on greater significance, and has become a discriminator in organizational performance. Third, market place uncertainty that is caused by the rapid pace of technology and commerce causes companies within the supply chain to establish flexible relationships that enable them to react quickly to changes in technology and commerce. Deming ( ) and Garvin (1987) suggested that companies could reduce variation in quality by reducing the supply base. Taken together, three key results of supply base reduction are: 1) a potential increase in quality, 2) a reduction in cost through larger buys, and 3) closer relationships with each supplier which will positively affect new product introduction schedules. A secondary outcome is that increases in production quantities enable suppliers to invest in improved manufacturing processes. 1
2 2.2 Product Development Complex product development entails substantial supplier interaction with design and production engineering. Nevins and Whitney (1989) have shown that early supplier involvement is a significant variable on product introduction quality and schedule. For this reason, supplier interaction should begin early in the product life cycle. This has been well documented in literature describing concurrent engineering and manufacturing. As product performance and quality is highly dependent on supplier capability, it is natural that the procuring organization must establish a strong technical relationship with suppliers developing subsystems and key components. Thus, companies should develop and follow some process for technical interaction throughout the product life cycle. We typically think of technology in terms of product breakthroughs. In truth, technology development may also entail manufacturing process improvement or development. Because of this, both product and process development issues must be considered when selecting a supplier. A prerequisite to success is the assurance that the supplier has the capabilities and capacity to perform the supply functions deemed necessary. Stanley and Wisner (2001) have shown that the quality passed onto the consumer is directly related to the incoming supplier quality. That is, outgoing quality is highly dependent upon the quality levels achieved by each supplier. 3 Life-Cycle Process The supplier selection and management process depicted in Figure 1 includes the technical activities that must be completed in each product life-cycle phase. Supplier interaction begins with the development of an initial set of product design and specifications, and leads to the assessment and selection of a supplier. Product design activities include reassessment of supplier capabilities and leads to an initial production run. This run includes component as well as manufacturing process qualification. The design phase should include significant technical interaction between the supplier and procuring company, as it easiest to modify a design prior to production. The final phase includes a transition to high-rate production and continuing observation of supplier capabilities. Design improvements may be dictated during this phase to reduce product cost, improve quality, or to improve the rate of production. It may be found that supplier capability does not meet expectations leading to a decision to either improve the supplier s capability, or locate and select new suppliers. 3.6 Making Initial Allocations Product design typically begins with concept development and the identification of key subsystems and components. This phase usually involves a review of available products that could be used in the system. In some cases, the technology available is deemed insufficient to achieve performance or cost goals. In these cases, the product concept will include subsystems or components that are not readily available, and will require investments in product and/or process technology. 2
3 Evaluation Product Design Production Initial product specification and component allocations Product sourcing strategy Review product specifications and reallocate to achieve best design for manufacturing and product performance Define manufacturing process specifications and capabilities Modify mfg. process and/or product design Initiate supplier high-rate production Monitor supplier and administer corrective action Supplier assessment and selection Initial manufacturing for evaluation and qualification Review and resolve supplier problems Evaluate new suppliers Figure 1. Supplier selection and management process. The initial allocations are complete when functional and performance requirements have been fulfilled by hardware and/or software items. That is, each function the system must perform is traced to one or more hardware and software elements. In addition, it can be shown that these elements meet the performance requirements. 3.2 Sourcing Strategy Following initial allocations, the company may have some idea of where components will be procured as the performance and functional allocations were based to some degree on existing products or knowledge of supplier s capabilities. A strategy for critical components and subsystems should be developed at this point. Decisions to be made are: (1) whether the product will be outsourced or built in-house, (2) the type of supplier relationship required to design and fabricate the product, (3) whether the technology can be developed in the time frame, (4) in the case of high-risk components, whether a dual-source development strategy should be adopted, (5) identification of suppliers that can develop the product, (6) the level of investment the company is willing to make in product and process technology, and (7) the degree and investment to be made in supplier development. 3.3 Supplier Selection An initial assessment to ensure supplier capabilities should be performed. There are several reasons why the assessment must be performed by the procuring organization or an independent entity. In technically challenging products, the supplier may not have sufficient knowledge of the product and processes to perform a capability assessment. The knowledge 3
4 gap may become more pronounced as the product or manufacturing processes becomes more technically involved. In addition, extreme product complexity or physical distance between supplier and customer may necessitate a partnership. Following supplier assessment, one or more suppliers are selected to participate in product development activities. 3.4 Specification Re-balancing Engineers from the supplier and sourcing organization should work together to balance product requirements. As the supplier has in-depth knowledge of product and manufacturing capability, the sourcing organization should attempt to incorporate these capabilities in the product design. Product and manufacturing capability will play a role in product performance, cost and quality. Thus, the sourcing organization should gain an indepth understanding of factors that affect these three parameters. Specifications can be more easily modified at this point to achieve a better balance across system elements. Waiting until manufacturing has commenced to learn about supplier capability is bad practice. It is extremely difficult to change other supplier s requirements to provide the one supplier relief after production has begun. System performance cannot be optimized if these capabilities are not factored into the system specifications and requirements. 3.5 Developing Manufacturing Processes Specification balancing should end with a set of subsystem and component specifications that are agreed to by supplier and the procuring company. The supplier will use these specifications to develop manufacturing process and capabilities specifications. The manufacturing process chosen may have a significant effect of product cost, schedule, quality and reliability. For this reason, the engineers from the sourcing company must work with the supplier to understand the effect that selection of manufacturing processes will have on these variables. The engineers do not have to gain an in-depth understanding of the process, but must have sufficient depth to ensure that the cost, quality, delivery and reliability goals will be met. The supplier should take steps to analyze these parameters, and demonstrate that the processes planned for employment will fulfill the goals. 3.6 Initial Manufacturing At this point, the supplier will enter an initial manufacturing phase. The supplier may fabricate different product configurations during this step in order to demonstrate product and process maturity. Units developed during this phase typically include engineering evaluation units, qualification units, and first batch production. First batch production certifies that product quality and delivery can be achieved, and that the manufacturing processes are achieving rate and in-process quality levels. The procuring organization must ensure that these two goals are met, as it s possible for a supplier to produce products that meet specifications yet have a high-level of in-process failures. High levels of in-process failures may ultimately lead to poor delivery, low quality, higher production costs, more inprocess failures at the procuring organization s plant, and ultimately, poor fielded reliability. 3.7 Transition to High-Rate Production 4
5 During the transition to high-rate production, the procuring organization should verify that the product quality and delivery meets expectations. During this step, unexpected issues may arise that must be addressed quickly in order to maintain consistent production. For example, transportation, packaging, and material handling issues may crop up. To avoid schedule problems, the procuring company and the supplier must be ready to rapidly address any of these issues. Because of this, technical interaction must be continued through production. In addition to shipping and handling issues that lead to a reactive posture, both organizations should be vigilant to identify and implement product cost savings and quality improvements. Improvements should be evaluated and handled following the same process steps noted above, as design changes may affect the manufacturing processes and product performance. 3.8 Visibility into Supplier Performance The procuring company should routinely collect metrics on supplier delivery and quality. Metrics should include incoming supplier quality as well as supplier in-process quality. Downstream metrics should also be collected to ensure that the subsystem or component performs in the factory as well as in the field. The procuring company should evaluate metrics at production and supplier meetings to either deal with current delivery or quality problems, or to adopt strategies to deal with anticipated problems. Key suppliers should participate in production meetings. 3.9 Problem Resolution When problems arise, each should be addressed in a timely manner. Solutions should be identified and jointly agreed to by the procuring company and the supplier. There may be times when the supplier cannot resolve the problem in a reasonable time frame. For example, consumer demand may have increased at a rate that cannot be supported by the supplier. Another example is when a supplier has suffered from quality or delivery problems that cannot be resolved. An inability to resolve these problems may lead to loss of sales, revenues and customer satisfaction for the procuring company. In these cases, the procuring company should begin evaluating new suppliers or contemplating steps that could be taken to improve the supplier s performance. New suppliers should be evaluated and selected following the steps outlined above. Strategies to deal with supplier issues include maintaining the first supplier as well as adding one or more additional suppliers. This type of strategy can be implemented when the first supplier s quality is good, but the supplier is unable to meet delivery commitments. A second strategy is abandoning the first supplier and selecting a new supplier. This strategy will most likely be implemented when the first supplier has poor quality, high costs and/or poor delivery performance. However, before abandoning a supplier, the procuring company should be somewhat introspective. That is, the technical community should determine what effect their requirements play on poor quality, delivery and cost. It may be found that rebalancing specifications will alleviate issues with the supplier. For this reason, this option should be investigated prior to making the decision to switch suppliers. Decisions to contract with new suppliers should be carefully weighed against the costs. If the supplier that is replaced is producing a product that does not require substantial 5
6 technical interaction the transition to a new supplier it s likely that a transition will progress without incident. However, if the supplier is producing a product that requires substantial technical interaction, the decision should be carefully evaluated. In these situations, it s likely that the supplier and the procuring company s technical communities have established a long-term relationship. The relationship gave each company a better understanding of capabilities, processes and approach. Changing suppliers means that these same relationships must be established with the new supplier. Establishment of relationships is quite complex, and could take several years to fully develop. Because of this, the procuring company should carefully weigh the options before making a change. 4 Conclusions Product development necessitates close technical interaction with suppliers. To foster this technical interaction, companies should develop and implement a process that addresses each life-cycle phase. Close technical interaction helps ensure that product requirements are met and that suppliers are able to achieve and maintain delivery volume and quality levels. Supplier abandonment and dual sourcing should be carefully weighed against the costs involved. 5 References Boddy, D., Macbeth, D, and Wagner, B., Implementing collaboration between organizations: an empirical study of supply chain partnering, Journal of Management studies 37:7, November 2000, Deming, W.E., Improvement of quality and productivity through action by management. National Productivity Review 1 (1), Forrester, J.W., Industrial Dynamics: A major breakthrough for decision makers, Harvard Business Review, 7/8, Garvin, D. A., Competing on eight dimensions of quality, Harvard Business Review 11/12, Gunasekaran, A., Patel, C. and Tirtiroglu, E., Performance measures and metrics in a supply chain environment, International Journal of Operations & Production Management, Vol. 21, No. ½, (2001) Nevins, J.L. and Whitney, D.E., Concurrent Design of Products and Processes, McGraw Hill, New York. Chapter One, Supply Chain Management, Sage Publications, Inc, edited by John T. Mentzer, Stanley, L.L. and J.D. Wisner, Service quality along the supply chain: implications for purchasing, Journal of Operations Management 19 (2001) Van Hoek, R., Harrison, A., and Christopher, M., Measuring agile capabilities in the supply chain, International Journal of Operations & Production Management, Vol. 21, No. ½, (2001)
Trends and Drivers. Global Order Management and Master Data Management
Trends and Drivers Global Order Management and Master Data Management Table of contents Trends and Drivers Master Data Management Trends and Drivers Global Order Management Page 2 Multiple MDM Domains
More informationBRIDGE. the gaps between IT, cloud service providers, and the business. IT service management for the cloud. Business white paper
BRIDGE the gaps between IT, cloud service providers, and the business. IT service management for the cloud Business white paper Executive summary Today, with more and more cloud services materializing,
More informationSUPPLY CHAIN MODELING USING SIMULATION
SUPPLY CHAIN MODELING USING SIMULATION 1 YOON CHANG AND 2 HARRIS MAKATSORIS 1 Institute for Manufacturing, University of Cambridge, Cambridge, CB2 1RX, UK 1 To whom correspondence should be addressed.
More informationSUPPLY CHAIN MANAGEMENT AT A GLOBAL LEVEL A CHALLENGE AND AN OPPORTUNITY FOR A LEADING OILFIELD SERVICE COMPANY. Amaar Saeed Khan
SUPPLY CHAIN MANAGEMENT AT A GLOBAL LEVEL A CHALLENGE AND AN OPPORTUNITY FOR A LEADING OILFIELD SERVICE COMPANY Amaar Saeed Khan EXECUTIVE SUMMARY: Due to the complex nature of the oil and gas industry,
More informationSage ERP I White Paper
The Premier Provider of Effective Business Software Solutions National Presence, Local Touch 1.800.4.BLYTHE www.blytheco.com I White Paper Profitable Innovation Medical Device Business Model for Growth
More informationSupporting 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 informationValue chains, value networks and supply chain management
RELEVANT TO ACCA QUALIFICATION PAPER P3 Value chains, value networks and supply chain management Sections A4, E2 and E3 of the Syllabus and Study Guide relate to value chains and value networks, and Sections
More informationI S O I E C 2 7 0 0 2 2 0 1 3 I N F O R M A T I O N S E C U R I T Y A U D I T T O O L
15.1 ESTABLISH SECURITY AGREEMENTS WITH SUPPLIERS 15.1.1 EXPECT SUPPLIERS TO COMPLY WITH RISK MITIGATION AGREEMENTS Do you clarify the information security risks that exist whenever your suppliers have
More informationMicron Quality Manual
Micron Quality Manual The Quality Management System (QMS) is an integral component in allowing Micron to achieve the next level in Quality Control and in delivering Total Quality Excellence to our customers.
More informationManaging Organizational Performance: Linking the Balanced Scorecard to a Process Improvement Technique Abstract: Introduction:
Managing Organizational Performance: Linking the Balanced Scorecard to a Process Improvement Technique William K. Hoehn, Ph.D. Raytheon Systems Company Tucson, Arizona Abstract: Numerous researchers have
More information074-8432-552 Page 1 of 7 Effective Date: 12/18/03 Software Supplier Process Requirements
Page 1 of 7 Software Supplier Process Requirements 1.0 QUALITY SYSTEM FRAMEWORK 1.1 QUALITY POLICY The Seller shall document and implement a quality program in the form of Quality manual or detailed Quality
More informationThe multisourcing approach to IT consolidation
Experience the commitment WHITE PAPER The multisourcing approach to IT consolidation The proven commercial practice of multisourcing services integration can help state and local governments achieve IT
More informationIncreasing operational efficiency through improved customer service a case from the process maintenance business
Increasing operational efficiency through improved customer service a case from the process maintenance business Jaana Auramo, Kari Tanskanen and Johanna Småros Department of Industrial Engineering and
More informationThe Network Approach to Inventory Management
The Network Approach to Inventory Management Getting Accurate Inventory Information Across the Entire Supply Chain Stream Creates Healthy Companies A GT Nexus White Paper The Inventory Challenge The problem
More informationAPPLICATIONS AND PORTFOLIO MANAGER
1. PURPOSE OF POSITION This position has responsibility for the teams that deliver applications and development-based solutions, business and systems analysis, and reporting and information management
More informationISO20000: What it is and how it relates to ITIL v3
ISO20000: What it is and how it relates to ITIL v3 John DiMaria; Certified Six Sigma BB, HISP BSI Product Manager; ICT (ISMS,ITSM,BCM) Objectives and Agenda To raise awareness, to inform and to enthuse
More informationLeveraging CMMI framework for Engineering Services
Leveraging CMMI framework for Engineering Services Regu Ayyaswamy, Mala Murugappan Tata Consultancy Services Ltd. Introduction In response to Global market demand, several OEMs adopt Global Engineering
More informationThe ITIL v.3. Foundation Examination
The ITIL v.3. Foundation Examination ITIL v. 3 Foundation Examination: Sample Paper 4, version 3.0 Multiple Choice Instructions 1. All 40 questions should be attempted. 2. There are no trick questions.
More informationCisco Unified Communications and Collaboration technology is changing the way we go about the business of the University.
Data Sheet Cisco Optimization s Optimize Your Solution using Cisco Expertise and Leading Practices Optimizing Your Business Architecture Today, enabling business innovation and agility is about being able
More informationEXIN IT Service Management Foundation based on ISO/IEC 20000
Sample Exam EXIN IT Service Management Foundation Edition October 2013 Copyright 2013 EXIN All rights reserved. No part of this publication may be published, reproduced, copied or stored in a data processing
More informationApplying ITIL v3 Best Practices
white paper Applying ITIL v3 Best Practices to improve IT processes Rocket bluezone.rocketsoftware.com Applying ITIL v. 3 Best Practices to Improve IT Processes A White Paper by Rocket Software Version
More informationPARADIGMS THAT DRIVE COSTS IN MANUFACTURING. The whole purpose of a business enterprise is pretty simple to make a profit by selling
PARADIGMS THAT DRIVE COSTS IN MANUFACTURING The whole purpose of a business enterprise is pretty simple to make a profit by selling products or services to persons who desire those particular goods or
More informationSkatteudvalget 2014-15 (2. samling) SAU Alm.del Bilag 48 Offentligt. Programme, Project & Service Management Analysis
Skatteudvalget 2014-15 (2. samling) SAU Alm.del Bilag 48 Offentligt Programme, Project & Service Management Analysis Table of Content 1 Executive Summary... 3 1.1 Scope of Work... 3 1.2 Methodology for
More informationSupply 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 informationThe Future of Best Practices in IT Service Management - ITIL Version 3 Explained
The Future of Best Practices in IT Service Management - ITIL Version 3 Explained Reg Harbeck CA Monday, August 13, 2007 Session 1455 ITIL V3: The Processes Governance Processes: Service Measurement Service
More informationDigital Asset Manager, Digital Curator. Cultural Informatics, Cultural/ Art ICT Manager
Role title Digital Cultural Asset Manager Also known as Relevant professions Summary statement Mission Digital Asset Manager, Digital Curator Cultural Informatics, Cultural/ Art ICT Manager Deals with
More informationTrustworthy Computing Spring 2006
Trustworthy Computing Spring 2006 Project Topic: Risk Management of Information Technology Outsourcing under ITIL ITSM framework By: (Mina) Szu-Chia Cheng 1 pages of 19 Table of Content Abstract...3 Why
More informationTransportation Management
TRANSPORTATION PERSPECTIVES: Establishing the Best Long-term Strategy for Your Company Flexible Deployment Options for an Expanding Market The range of sourcing options available today provides great flexibility
More informationMoving the Contact Center to the Cloud? Consider the Options
Moving the Contact Center to the Cloud? Consider the Options DMG Consulting LLC, a leading provider of contact center, back-office and real-time analytics - market research and consulting services, predicts
More information1 Why should monitoring and measuring be used when trying to improve services?
1 Why should monitoring and measuring be used when trying to improve services? a) To validate, direct, justify and intervene b) To validate, measure, monitor and change c) To validate, plan, act and improve
More informationDynamic Service Desk. Unified IT Management. Solution Overview
I T S E R V I C E + I T A S S E T M A N A G E M E N T INFRASTRUCTURE MANAGEMENT Dynamic Service Desk Unified IT Management Achieving business and IT alignment requires having insight into hardware and
More informationScrum Is Not Just for Software
Scrum Is Not Just for Software A real-life application of Scrum outside IT. Robbie Mac Iver 2/9/2009. Agile methods like Scrum can be applied to any project effort to deliver improved results in ever evolving
More informationA Virtual Chain Performance Model for Small Companies
Universal Journal of Industrial and Business Management 2(3): 75-79, 2014 DOI: 10.13189/ujibm.2014.020303 http://www.hrpub.org A Virtual Chain Performance Model for Small Companies Armand St-Pierre Department
More informationAgile Manufacturing for ALUMINIUM SMELTERS
Agile Manufacturing for ALUMINIUM SMELTERS White Paper This White Paper describes how Advanced Information Management and Planning & Scheduling solutions for Aluminium Smelters can transform production
More informationOBIEE 11g Pre-Built Dashboards from Oracle Courtesy: Oracle OBIEE 11g Deployment on Vision Demo Data FINANCIALS
FINANCIALS General Ledger The General Ledger module provides insight into key financial areas of performance, including balance sheet, cash flow, budget vs. actual, working capital, liquidity. Dashboard
More informationModule 1 Study Guide Introduction to PPO. ITIL Capability Courses - Planning, Protection and Optimization
Module 1 Study Guide Introduction to PPO ITIL Capability Courses - Planning, Protection and Optimization Introducing PPO Welcome to your Study Guide. This document is supplementary to the information available
More informationLecture 1 IEGR 459: Introduction to Logistics Management and Supply Chain. James Ngeru Industrial and System Engineering
Lecture 1 IEGR 459: Introduction to Logistics Management and Supply Chain James Ngeru Industrial and System Engineering Objectives Address Logistics in General Terms and definitions Describe the need for
More informationWhite Paper on Financial Institution Vendor Management
White Paper on Financial Institution Vendor Management Virtually every organization in the modern economy relies to some extent on third-party vendors that facilitate business operations in a wide variety
More informationOnX Oracle Cloud Services
OnX Oracle Cloud Services BUSINESS CHALLENGES There are several business challenges that drive the cloud discussion and cloud infrastructure market. These business challenges are very different from the
More informationProactive Performance Management for Enterprise Databases
Proactive Performance Management for Enterprise Databases Abstract DBAs today need to do more than react to performance issues; they must be proactive in their database management activities. Proactive
More informationUnderstanding the Performance Management Process
Understanding the Performance Management Process Monitoring Market Monitoring tools account for more then 50% of market Most organizations have not matured their monitoring environment Missing Process
More informationWHITE PAPER December, 2008
INTRODUCTION Key to most IT organization s ongoing success is the leadership team s ability to anticipate, plan for, and adapt to change. With ever changing business/mission requirements, customer/user
More informationImproving Network Security Change Management Using RedSeal
SOLUTION BRIEF Mapping the Impact of Change on Today s Network Security Infrastructure Improving Network Security Change Management Using RedSeal november 2011 WHITE PAPER RedSeal Networks, Inc. 3965 Freedom
More informationIntroduction to ITIL for Project Managers
CSC NORTH AMERICAN PUBLIC SECTOR Introduction to ITIL for Project Managers May Chantilly Luncheon Linda Budiman, PMP ITILv2 & ITILv3 Process Architect ITIL Service Manager, CobiT certified 5/13/2008 8:08:45
More informationThree simple steps to effective service catalog and request management
Three simple steps to effective service catalog and request management Prepare for cloud initiatives and get incremental ROI with self service catalog and request management Business white paper Executive
More informationSupply Chain Management (SCM) Practices in Nigeria Today: Impact on SCM Performance.
European Journal of Business and Social Sciences, Vol. 1, No. 6, pp 107 115, September 2012. URL: http://www.ejbss.com/recent.aspx ISSN: 2235-767X Supply Chain Management (SCM) Practices in Nigeria Today:
More informationIT General Controls Domain COBIT Domain Control Objective Control Activity Test Plan Test of Controls Results
Acquire or develop application systems software Controls provide reasonable assurance that application and system software is acquired or developed that effectively supports financial reporting requirements.
More informationImpact of Supply Chains Agility on Customer Satisfaction
2010 International Conference on E-business, Management and Economics IPEDR vol.3 (2011) (2011) IACSIT Press, Hong Kong Impact of Supply Chains Agility on Customer Satisfaction Dr. Akhilesh Barve Assistant
More informationAn example ITIL -based model for effective Service Integration and Management. Kevin Holland. AXELOS.com
An example ITIL -based model for effective Service Integration and Management Kevin Holland AXELOS.com White Paper April 2015 Contents Introduction to Service Integration and Management 4 An example SIAM
More informationHow human behaviour amplifies the bullwhip effect a study based on the beer distribution game online
How human behaviour amplifies the bullwhip effect a study based on the beer distribution game online Joerg Nienhaus *, Arne Ziegenbein *, Christoph Duijts + * Centre for Enterprise Sciences (BWI), Swiss
More informationHow To Protect Your Network From Attack From A Network Security Threat
Cisco Security Services Cisco Security Services help you defend your business from evolving security threats, enhance the efficiency of your internal staff and processes, and increase the return on your
More informationBEST PRACTICES IN CYBER SUPPLY CHAIN RISK MANAGEMENT
BEST PRACTICES IN CYBER SUPPLY CHAIN RISK MANAGEMENT Communications Company One Company s Supply Chain Transformation Journey INTERVIEWS Senior Manager Supply Chain Operations Strategy Manager Procurement
More informationLogistics 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 informationGlobalization 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 informationA Design Framework for Flexible Automated Warehouses
A Design Framework for Flexible Automated Warehouses Marín L.F. 1, Carrasco-Gallego R 2 Abstract Reducing operational costs in e-commerce logistics by having few distribution warehouses is a competitive
More informationOracle Retail. AAFES Retail Management System
Oracle Retail AAFES Retail Management System Oracle Retail Merchandising Suite Oracle Retail for AAFES Corporate Changes Summary of Benefits Discussions WHY ORACLE RETAIL SUITE? OUTDATED PROCESSES UPDATED
More informationALL PRODUCTS MFG & SUPPLY
ALL PRODUCTS MFG & SUPPLY 618 ANDERSON DRIVE ROMEOVILLE, IL 60446 PHONE: 877-255-8700 FAX: 877-255-8701 WWW. APGASKET.COM QUALITY MANAGEMENT SYSTEM MANUAL DATE: 11/20/12 REVISION 9.1 UNCONTROLLED COPY
More informationISO/IEC 20000 Part 1 the next edition. Lynda Cooper project editor for ISO20000 part 1
ISO/IEC 20000 Part 1 the next edition Lynda Cooper project editor for ISO20000 part 1 Agenda The ISO20000 series Why has it changed Changes ITIL3 impact New requirements Changed requirements How to prepare
More informationA Proven Approach for Successful Systems Integration
FIS POSITION PAPER A Proven Approach for Successful Systems Integration David Luttig FIS Consulting Services 1 800 822 6758 Introduction System integration involves integrating existing (often disparate)
More informationSupply chain intelligence: benefits, techniques and future trends
MEB 2010 8 th International Conference on Management, Enterprise and Benchmarking June 4 5, 2010 Budapest, Hungary Supply chain intelligence: benefits, techniques and future trends Zoltán Bátori Óbuda
More informationCisco Network Optimization Service
Service Data Sheet Cisco Network Optimization Service Optimize your network for borderless business evolution and innovation using Cisco expertise and leading practices. New Expanded Smart Analytics Offerings
More informationDifferent Product Structures with Windchill MPMLink
Different Product Structures with Windchill MPMLink Stephan Monsieur EMEA Channel Program Manager November 29th 2012 Agenda Different Product Structures? Limitations of Basic PDMLink Additional functionality
More informationThe ITIL v.3 Foundation Examination
The ITIL v.3 Foundation Examination ITIL v. 3 Foundation Examination: Sample Paper B, version 3.1 Multiple Choice Instructions 1. All 40 questions should be attempted. 2. There are no trick questions.
More informationRESEARCH PAPERS FACULTY OF MATERIALS SCIENCE AND TECHNOLOGY IN TRNAVA SLOVAK UNIVERSITY OF TECHNOLOGY IN BRATISLAVA
RESEARCH PAPERS FACULTY OF MATERIALS SCIENCE AND TECHNOLOGY IN TRNAVA SLOVAK UNIVERSITY OF TECHNOLOGY IN BRATISLAVA 2012 Special Number QUALITY IN SERVICE MANAGEMENT SYSTEM ACCORDING TO ISO 20000 Ružena
More informationis an affordable, modern software solution specifically for your type of business.
Delivering Business Solutions t: +44 (0) 844 8000 803 e: enquiries@inixion.com The Finance Solution Finance Accounting Ledgers With competition and economic climate pressures ever increasing, the requirements
More informationPurchase Order Management
RESEARCH BRIEF APRIL 2014 Improving Order and Fulfillment Operations: Purchase Order Management Sponsored by: Research conducted by: On behalf of: Introduction The growth of global supply chain has put
More informationLive Learning Center. Solution-Driven Integrated Learning Paths. Make the Most of Your Educational Experience
Solution-Driven Integrated Learning Paths Educational Sessions Lean Global Supply Chain Basics of Operation Management Demand Management, Forecasting, and S & OP Professional Advancement Special Interest
More informationSpecialist Certificate in Business Relationship Management Syllabus. Version 1.2
Specialist Certificate in Business Relationship Management Syllabus Version 1.2 August 2010 Specialist Certificate in Business Relationship Management Syllabus Contents Rationale...2 Aims and Objectives...2
More informationIntegrating Project Management and Service Management
Integrating Project and Integrating Project and By Reg Lo with contributions from Michael Robinson. 1 Introduction Project has become a well recognized management discipline within IT. is also becoming
More informationManaging relationship equilibrium in outsourcing
Managing relationship equilibrium in outsourcing HP s relationship governance model and methodology Executive summary... 2 The governance balance... 3 HP s unique governance model... 5 Partner-based, collaborative
More informationManufacturing Strategies that Win: Executive View of the Cloud Executive Brief
Technology Evaluation Centers Executive Summary To date, manufacturers have been slow to embrace cloud computing. But the proven success of cloud-based solutions, coupled with the promise of a less expensive
More informationQuality Management Plan
6500m HOV Project Stage 1: A-4500 HOV Document Control No.: 0000000 3-November-2009 WOODS HOLE OCEANOGRAPHIC INSTITUTION WOODS HOLE, MA 02543 Document Control Sheet Date Originator Description 07-28-09
More informationBNM816 SUPPLY CHAIN MANAGEMENT
BNM816 SUPPLY CHAIN MANAGEMENT Academic Year 2012/13 Number of Aston Credits: 15 Number of ECTS Credits: 7.5 Staff Member Responsible for the Module: Dr Prasanta Dey, Information & Operations Management
More informationAberdeenGroup. Procurement in New Product Development: Ensuring Profit from Innovation. Business Value Research Series
AberdeenGroup Procurement in New Product Development: Ensuring Profit from Innovation Business Value Research Series March 2006 Executive Summary P roduct innovation is a team sport. Product strategists
More information8 QUESTIONS YOU SHOULD ASK WHEN BUYING A CASH MANAGEMENT SOLUTION
8 QUESTIONS YOU SHOULD ASK WHEN BUYING A CASH MANAGEMENT SOLUTION See if your retail banking network is costing more than it should An NCR white paper Contents Keep cash flowing, customers happy and costs
More informationEconomic Impact Of A BlackBerry Solution In North American Enterprises
September 2009 Economic Impact Of A BlackBerry Solution In North American Enterprises A Study Of The Adoption And Total Economic Impact (TEI) Of BlackBerry At Enterprise Organizations A commissioned study
More informationIT Service Provider and Consumer Support Engineer Position Description
Engineer Position Description February 9, 2015 Engineer Position Description February 9, 2015 Page i Table of Contents General Characteristics... 1 Career Path... 2 Explanation of Proficiency Level Definitions...
More informationWhite Paper: AlfaPeople ITSM 2013. This whitepaper discusses how ITIL 3.0 can benefit your business.
White Paper: AlfaPeople ITSM 2013 This whitepaper discusses how ITIL 3.0 can benefit your business. Executive Summary Imagine trying to run a manufacturing business without a comprehensive and detailed
More informationSupplier 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 informationRoles within ITIL V3. Contents
Roles within ITIL V3 Roles are employed in order to define responsibilities. In particular, they are used to assign Process Owners to the various ITIL V3 processes, and to illustrate responsibilities for
More informationSALES AND OPERATIONS PLANNING BLUEPRINT BUSINESS VALUE GUIDE
Business Value Guide SALES AND OPERATIONS PLANNING BLUEPRINT BUSINESS VALUE GUIDE INTRODUCTION What if it were possible to tightly link sales, marketing, supply chain, manufacturing and finance, so that
More informationHow To Compare The Profit From Aaas To Onpremise On A Computer Or A Server Or Server (Forrester)
September 20, 2006 Comparing The ROI Of SaaS Versus On-Premise Using Forrester s TEI Approach by R Ray Wang TECH CHOICES Helping Business Thrive On Technology Change TECH CHOICES Includes a TEI model and
More informationCloud Computing in a GxP Environment: The Promise, the Reality and the Path to Clarity
Reprinted from PHARMACEUTICAL ENGINEERING THE OFFICIAL TECHNICAL MAGAZINE OF ISPE JANUARY/FEBRUARY 2014, VOL 34, NO 1 Copyright ISPE 2014 www.pharmaceuticalengineering.org information systems in a GxP
More informationGlobal Sourcing. Conquer the Supply Chain with PLM and Global Sourcing Solutions. Visibility Planning Collaboration Control
ENOVIA Global Sourcing Conquer the Supply Chain with PLM and Global Sourcing Solutions Visibility Planning Collaboration Control Direct materials sourcing (DMS) is seen as not just an important technology
More informationOPTIMIZING PRODUCTION
REAL WORLD SCENARIOS Volume 2 Cases 7-12 OPTIMIZING PRODUCTION SQUEEZE MORE OUT OF PRODUCTION OPTIMIZING SCHEDULING PRODUCTION FLOW IMPROVEMENTS INTEGRATED MAINTENANCE PLANNING INTEGRATED PROJECT MANAGEMENT
More informationMulti-channel Retailing Goes Mainstream
Multi-channel Retailing Goes Mainstream Ashish Jandial, Patrick Ogawa and Preetha Sekharan Abstract Increasingly, retailers are turning towards multi-channel retailing to grow their market share and present
More informationIntegrating the Supply Chain
INTEGRATING THE SUPPLY CHAIN 3 T he role of the manufacturing industry is to create wealth by adding value and selling products. Integrating the Supply Chain by Graham C. Stevens The Scope of the Supply
More informationERP vs. PLM: What s the Difference?
ERP vs. PLM: What s the Difference? By JW Yates July 21, 2011 New York City, New York Business Management Systems 330 West 38th Street Suite 705 New York, NY 10018 (800) 266-4046 info@bmsystems.com www.bmsystems.com
More informationUnderstanding ITIL Service Portfolio Management and the Service Catalog. An approach for implementing effective service lifecycle management
best practices WHITE PAPER Understanding ITIL Service Portfolio Management and the Service Catalog An approach for implementing effective service lifecycle management Table of Contents Executive Summary...1
More informationTrading Partner Practices January February March 2008
Perfecting Retailer-Supplier Execution Journal of Trading Partner Practices January February March 2008 What is SRM and Why Does it Matter to the Retail Industry? Reprinted with permisson Journal of Trading
More informationWHITE PAPER: ANALYSIS OF SUCCESSFUL SUPPLY CHAIN ORGANIZATION MODELS
WHITE PAPER: ANALYSIS OF SUCCESSFUL SUPPLY CHAIN ORGANIZATION MODELS Enporion, Inc. March, 2009 www.enporion.com SUPPLY CHAIN ORGANIZATION MODELS THAT DRIVE SUCCESS To ensure success in your supply chain
More informationContract management roles and responsibilities
Contract management roles and responsibilities This White Paper describes the formal arrangements for managing the relationship with the provider through a demand and supply organization. This is a governance
More informationInformation Security Managing The Risk
Information Technology Capability Maturity Model Information Security Managing The Risk Introduction Information Security continues to be business critical and is increasingly complex to manage for the
More informationWHITE PAPER. Responsive Supply Chain. Abstract
WHITE PAPER Responsive Supply Chain Abstract Short product lifecycles, fickle consumers and dispersed supply chains characterize today s Retail, Apparel and Footwear environment. While companies have made
More informationThe ITIL Foundation Examination
The ITIL Foundation Examination Sample Paper B, version 4.0 Multiple Choice Instructions 1. All 40 questions should be attempted. 2. All answers are to be marked on the answer grid provided. 3. You have
More informationSarah Siambi 1, Bichanga Walter Okibo 2 ISSN 2349-7807
Determinants of Strategic Supply Chain Management in Enhancing Organization Performance: A Study of Eldoret Water and Sanitation Company (ELDOWAS), Kenya Sarah Siambi 1, Bichanga Walter Okibo 2 1 Jomo
More informationQuality Management System Manual
Quality Management System Manual Assurance ISO / AS Manual Quality Management System EXCEEDING ALL EXPECTATIONS Since our inception in 1965, Swiss-Tech has supplied the medical, aerospace, hydraulic, electronic
More informationThe ITIL Story White Paper
The ITIL Story White Paper Produced By: Pink Elephant Version: 3.3 Date of Publication: September, 2004 Table of Contents 1. ITIL Defined... 3 2. Non-Proprietary... 4 3. Concepts Behind The Library...
More informationAn Enterprise Framework for Evaluating and Improving Software Quality
An Enterprise Framework for Evaluating and Improving Software Quality Abstract Philip Lew philip.lew@xbosoft.com With the world s economy increasingly driven by software products, there has been a relentless
More information