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SCM - v20 - PPT - Presentation - 170 Pages
SCM - v20 - PPT - Presentation - 170 Pages
Imants
1. Introduction
1. Introduction
1. Introduction
Logistics is:
the management of the storage and flow of goods, services and information throughout your organisation.
1. Introduction
1. Introduction
A Business Philosophy
A way of doing business with your customers and suppliers.
1. Introduction
Supply Chain
The supply chain of a company consists of different departments, ranging from procurement of materials to customer service. The supply chain includes activities associated with inventory (materials) acquisition, storing, use in production, transit, and delivery to customers.
1. Introduction
The activities are planned, executed, and monitored under the guidelines set by the companys chosen customer service levels and in line with the companys other operating goals.
1. Introduction
Elements of Logistics:
materials management:
sourcing and receiving of raw materials or unfinished products for subsequent use
physical distribution:
the delivery of finished goods to customers
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Flexibility
Delivery reliability
Inventory level
1. Introduction
Logistic steps:
accepting a customer order
receive and enter credit clearance / authorize delivery commitment
supplier ordering forecasting demand scheduling manufacturing inventory management delivery to customer.
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1.2. Principal Issues 1.2.5. Evolution Quality products Lowest possible cost
Order fulfillment
Integration of supply chains Customer service Preferred partners Communication Supply chain communities Common goals, objectives
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1. Introduction
instead of functions:
sales purchasing production
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Drivers of change:
outsourcing trend actual customer demand: speed, flexibility and competitive pricing new software: ERP, sophisticated application software
1. Introduction
new technologies
Electronic Data Interchange (EDI) internet, intranet, extranet wireless communications teleconferencing and telecommuting bar coding.
1. Introduction
1. Introduction
1. Introduction
Who are your potential customers? How might these customers be grouped? For which percentage of sales is each group responsible?
1. Introduction
What is the effect of various methods of communications (i.e., telephone, fax, e-mail, internet telephoney systems) in your relation with your customers? What do your customers want from you? How well do your competitors meet customers needs?
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1. Introduction
1. Introduction
1. Introduction
A total view must be taken in assessing performance. Performance measurements need to be focused on what factors add to total performance, total value or total cost. The principle performance indicator is customer service. Optimum service levels are necessary from each supplier to each customer throughout the supply chain.
1. Introduction
Efficiency
Effectiveness
Suppliers
Inputs
Adding value
Outputs
Customers
Results
Productivity
Customer Service
Profitability
1. Introduction
Effectiveness:
accomplishment of the right things, on time, within the requirements specified.
Efficiency:
resources expected to be consumed divided by resources actually consumed.
1. Introduction
Productivity:
measures of output divided by measures of input for a given period of time.
Profitability:
relationship between revenues and costs.
2. Procurement
Purchasing: implies the monetary transaction. Procurement: the responsibility for acquiring the goods and services the organization needs:
goods:
raw materials production parts maintenance, repair and operating supplies (MRO)
services:
consulting services utilities workers health care benefits.
2. Procurement
Strategic focus
- supplier relationships - forecasting - cycle time
2. Procurement
negotiation:
bidding processes contracts
2. Procurement
order placing via appropriate channels (i.e. authorized purchase order) receiving including adjustments for damages, short or over-shipping and incorrect costs monitoring supplier performance.
2. Procurement
2. Procurement
Look at the whole transaction cost of dealing with a supplier (not just the cheapest price).
2. Procurement
2. Procurement
suppliers considered to be an essential part of the business suppliers involved in future product development programs.
2. Procurement
2.3. Analysis
2. Procurement
2.4. Suggestions
2. Procurement
2. Procurement
3. Sales Forecasting
3. Sales Forecasting
Sales forecasting is the process of organizing and analyzing information in a way that makes it possible to estimate future sales.
3. Sales Forecasting
3. Sales Forecasting
Components of demand:
Trend:
growth or decline over an extended period of time
Cyclical:
wavelike fluctuation around the trend
Seasonal:
pattern of change that repeats itself year after year
Random:
not accounted for by the other components (trend, cyclical, or seasonal).
3. Sales Forecasting
Qualitative sales forecasting methods rely more on judgment and intuition than on historical data:
surveys of buyer intentions, such as questionnaires, telephone polls, and consumer interviews Delphi technique:
a body of experts, consulted separately, is asked to arrive at a consensus opinion
3. Sales Forecasting
Quantitative sales forecasting methods make use of past data to predict future sales:
market tests to gauge consumer response (usually to a new or modified product) under actual conditions
trend projections/analysis (also called Time Series) involves forecasting sales based on the historical relationship between sales and time, which is expressed as a growth rate (percentage) and each measure is plotted on a growth curve:
3. Sales Forecasting
moving average: all observations are given equal weight and only a few of the previous observations are considered exponential smoothing: gives greater weight to more recent observations and considers all past observations
regression analysis can be used to forecast a dependent variable (i.e., sales) as a result of changes in one or more independent variables (i.e., advertising)
3. Sales Forecasting
input-output models forecast the impact of the change in the outputs (sales) of one industry on the out-outs of the purchasing industry (i.e., a reduction in the supply of tin cans produced by the metal industry would effect the supply of canned tuna that would be produced by the fish canneries).
3. Sales Forecasting
3. Sales Forecasting
purchasing:
determination of procurement requirements scheduling of purchases to get favorable prices
3. Sales Forecasting
marketing:
formulation of marketing strategies for products setting of sales quotas scheduling of advertising expenditures and sales promotions
personnel:
planning of manpower requirements
finance:
establishing of operating budgets cash flow planning capital budget / expenditure decisions
3. Sales Forecasting
top management:
overall planning and control of operations of the company.
3. Sales Forecasting
3. Sales Forecasting
improved customer service levels as supply and demand balance more economic purchasing power.
3. Sales Forecasting
3. Sales Forecasting
3.3. Checklist
3. Sales Forecasting
Prior to forecasting sales, scrub the data by removing the effects of unusual events that are not likely to happen again. Otherwise, the forecasting model will show a distorted view of the past.
3. Sales Forecasting
3. Sales Forecasting
3. Sales Forecasting
4. Production Control
4. Production Control
Production as a goal:
resources are planned and used in the production process regardless of actual demand often based on economies of scale, where lower cost per item is presumed to generate end product demand.
4. Production Control
Production as a means:
resources are planned and used in the production process only as a result of product demand often based on economies of scope, where end product demand has greater influence over production units and costs.
4. Production Control
4. Production Control
4. Production Control
4. Production Control
Master Production Schedule: indicates the quantity and timing of the production of specific end items. (actual orders are incorporated)
Materials planning: what material is needed when? Capacity requirements planning: which equipment, work force and facilities are required? Loading: which job on which work center? Sequencing: in which order have the jobs to be processed?
4. Production Control
4. Production Control
4.3. Suggestions
Suggestions:
pull rather than push material through the production process produce nothing until it is needed reduce set up times reduce lot sizes try to move the order decoupling point to an early stage in the supply chain try to remove transaction (steps which ad no value) from the process.
5. Material Handling
5. Material Handling
Material Handling:
moving of goods between incoming transport, storage, processes and outgoing transport the set of activities that move production inputs and other goods within plants, warehouses and transportation terminals.
5. Material Handling
5. Material Handling
The task for the materials handling manager is to find the methods, the routes, the layouts and the right components to minimize handling.
5. Material Handling
5. Material Handling
The design of a material handling system depends upon the the type and the characteristics of the materials to be handled.
5. Material Handling
5. Material Handling
Unitizing equipment:
containers, such as cartons, boxes, and bags carriers or support, such as pallets, skids, and plywood stretch wrap shrink wrap.
5. Material Handling
5. Material Handling
5. Material Handling
5. Material Handling
5. Material Handling
Conveyors
Motorized trolleys
5. Material Handling
5. Material Handling
to allow:
efficient delivery and placing cost-effective use of its space adequate access to stored materials security from theft and weather flexibility to deal with the various items.
5. Material Handling
The mission (or goal) of a warehouse is set by demand. The warehouse location is a means to achieving the mission.
Mission
Balance and buffer Accumulate and consolidate Rapid response
Location
Near the manufacturer Central to production locations Close to customer
Demand
Monthly/quarterly replenishments of stocks Weekly/monthly orders Daily
5. Material Handling
5. Material Handling
Warehousing activities:
receiving goods identifying goods sorting goods dispatching goods to storage holding goods picking goods preparing shipments dispatching shipments.
5. Material Handling
5.3. Suggestions
handle similar materials, packaging and size of loads at the same time implement improvements in material handling systems which will increase the efficiency of the overall system.
6. Inventory Management
6. Inventory Management
Inventory:
those stocks or items used to support production and customer service.
Service level:
probability (%) that stock will be available to meet demand.
6. Inventory Management
Types of Inventory:
raw materials:
purchased parts used in manufacturing other items
work-in-process:
parts that are in the manufacturing process
sub-assemblies:
manufactured parts that are partially completed and stocked in inventory
6. Inventory Management
finished goods:
Items ready for sale to a customer
MRO:
maintenance, repair and operation supplies.
6. Inventory Management
Functions of inventory:
safety stocks:
protect against uncertainties of materials supply and consumer demand
cycle stocks:
result from ordering or producing in lots
transit stocks:
materials must be moved from one location to another
6. Inventory Management
speculative stocks:
expected price increase
promotional stocks:
additional inventory accumulated for a promotional event.
6. Inventory Management
Elements of inventory
Inventory Level
Excess stock
6. Inventory Management
Elements of inventory
Over time, demand and the ability to service demand (replenish inventory) can vary. Forecasts may not be precise due to uncertainties, so, a reserve of stock (safety stock) may be necessary to reduce inventory shortages (stock-outs). Inventory levels above the safety stock and normal demand are considered excess inventory.
6. Inventory Management
manufactured parts:
6. Inventory Management
carrying costs:
cost of capital insurance costs costs of space, staff inventory handling, deterioration, damage, obsolescence, insurance
6. Inventory Management
opportunity costs:
restriction of other investments that could have been made with the same money
stock-out costs:
lost sale halted production.
6. Inventory Management
6. Inventory Management
6. Inventory Management
6. Inventory Management
Independent demand
Dependent demand E
6. Inventory Management
6. Inventory Management
B-items
number of items (ex. 25 %) which in total account for 15 % of the total value of usage
6. Inventory Management
C-items
great many items (ex. 60 %) with low individual usage and/or low unit value which in total account for only 5 % of the total value of usage
6. Inventory Management
80%
15% 5%
6. Inventory Management
Number of items
500 400 C B A
300
200 100 0 Product 1 Product 2 Product 3 Product 4
6. Inventory Management
B-items
routine management routine effort in forecasting demand.
C-items
little effort in forecasting demand however be careful for strategic items (safety stock).
6. Inventory Management
6. Inventory Management
6. Inventory Management
6. Inventory Management
MRP II systems share information with other functional departments, outside the operations area (i.e., purchasing, sales, cost accounting). These systems plan the use of company resources, including scheduling raw materials, vendors, production, equipment and processes
6. Inventory Management
6. Inventory Management
TC =
Q - H 2
DS Q
Q - Lot size of the order H - Average annual holding cost per unit D - Annual demand S - Cost per order
6. Inventory Management
Q OPT =
2DS = H
Cost
The Total-CostCurve
Holding costs
6. Inventory Management
6. Inventory Management
W: working days
L: lead time
ROP L time
6. Inventory Management
R.O.P. with uncertainties in demand, lead time and supply: safety stock
R.O.P. = (D/W) * L + SS
6. Inventory Management
establish % service level find Z-score from distribution table SS = (Z-score) * Standard Deviation
6. Inventory Management
6. Inventory Management
6. Inventory Management
End of year:
many inexperienced people count inventory in a short hectic period once per year no correction or cause of errors many mistakes in item identification
6. Inventory Management
Find out why you have inventories Analyze the present situation:
inventory matrix (slide 6.3.2) ABC-analysis
Define the inventory levels Define the inventory system Define performance indicators Performance follow-up
6. Inventory Management
6. Inventory Management
Print and analyze lists of slow-moving and Class C items Monthly evaluation Action plans Follow-up
6. Inventory Management
Reduce excess:
try to move the order decoupling point to an early stage in the supply chain to reduce inventory holding (carrying) cost:
Sourcing Production Warehouse Distribution
6. Inventory Management
Inventory turnover:
Annual cost of sales Inventory value at cost
Stock coverage:
stockholding x 52 weeks / annual usage
Customer satisfaction:
comparison of % of demand actually satisfied with the defined service level number of backorders
6. Inventory Management
7. Distribution
7. Distribution
Physical distribution:
the activity that is concerned with:
receiving parts or finished goods storing them until they are required and then delivering them to the customer.
7. Distribution
Transport operator:
who does the moving.
Intermodal:
interchange point from one transportation mode provider to another.
7. Distribution
Consolidation:
the process of receiving multiple lots in small quantities, which are accumulated and then repackaged into one larger lot.
Cross docking:
unloading the cargo from several trucks and then immediately reload it into one container for delivery to a final destination.
7. Distribution
Distribution warehouse:
a facility designed to assemble and then redistribute goods in a way that facilitates rapid movement to customers.
Unitization:
a technique for grouping boxes on a pallet or skid for later movement by pallet jack, forklift, conveyor and/or truck.
7. Distribution
Containerization:
the process of combining several unitized loads into a single well-protected load.
7. Distribution
7. Distribution
7. Distribution
7. Distribution
Methods of transport:
trucks railroads water airways pipelines
Rail Piggyback
Truck Fishyback Water Pipeline Birdyback
Air
7. Distribution
Trucks:
flexible, on-time, low loss and damage, tracing, accuracy and wide geographical coverage weather and traffic conditions can delay shipments still heavy price competition.
7. Distribution
Railroads:
inexpensive for carload lots requires more packing material or must allow for rough handling somewhat slow freightforwarders, piggyback truck, and doublestack containers offer cost savings for users.
7. Distribution
Water transportation:
ideal for heavy, low-value non-perishables, but has high fixed costs weather can be a problem containerization and improved ports allow for expansion in new products and markets.
7. Distribution
Airways:
high costs, so only suitable for high value or urgent or perishable items weight and locations limited saves inventory holding costs important in international trade.
7. Distribution
Pipelines:
slow but dependable, continuous flow of liquids or slurries harder to establish today due to government regulations.
7. Distribution
7. Distribution
7. Distribution
8. Customer Service
8. Customer Service
8. Customer Service
8. Customer Service
accessibility of the organization: experts assurance of product suitability, quality, reliability (employees should be knowledgeable about products) customers want to be noticed, appreciated and recognized as important individuals efficiency of the information flow
8. Customer Service
Transaction:
reliability: delivery on time, in the right quantities, and error-free quality of products, packaging, palletisation information about order processing, dispatch, transport flexibility: time, product variants, volumes assurance of satisfaction after purchase.
8. Customer Service
Post-transaction:
technical support, training, helpdesk availability of spare parts and repair instructions product traceability handling of complaints: speed, monitoring, evaluation administration: invoices, accounts receivable, and payments performance measurements and evaluation.
8. Customer Service
any event that forms a perception of the organization in the mind of the customer.
8. Customer Service
The customer experience is a chain of contacts the customer undergoes in obtaining a product. Each link represents a contact. The total experience depends on the weakest link.
Customer (start) Sales Service Customer (end)
Shipping
8. Customer Service
Fast car
Sports car
Speed
mph
8. Customer Service
8. Customer Service
8. Customer Service
500000
8. Customer Service
Pareto Analysis:
in many cases, approximately 80% of the turnover (i.e., stock) can be ascribed to approximately 20 % of the customers, articles or orders Rank the customers, products, etc. in order of magnitude Calculate % that each item contributes to total value derive a cumulative % list evaluate the cumulative list and identify appropriate breakpoints (A, B and C).
8. Customer Service
8. Customer Service
8. Customer Service
8. Customer Service
Customer response
What did you like most/least about doing business with us? What will you tell others about us? How can we serve you better?
8. Customer Service
8.4. Suggestions
8. Customer Service
8. Customer Service
fill rate:
how much of a specific product is available to satisfy customer demand
8. Customer Service
flexibility:
ability to handle extraordinary customer requests
malfunction recovery:
contingency plans for recovering from service failures.
8. Customer Service
commitment to:
continuous service quality improvement.
8. Customer Service