Showing papers on "Supply chain management published in 1995"

Factory Physics : Foundations of Manufacturing Management

Abstract: PART I THE LESSONS OF HISTORY1. Manufacturing in America 2. Inventory Control: From EOQ to RDP 3. The MRP Crusade4. The JIT Revolution5. What Went WrongPART II FACTORY PHYSICS6. A Science of Manufacturing7. Basic Factory Dynamics8. Variability Basics9. The Corrupting Influence of Variability10. Push and Pull Production Systems 11. The Human Element in Operations Management 12. Total Quality Manufacturing PART III PRINCIPLES IN PRACTICE13. A Pull Planning Framework 14. Shop Floor Control15. Production Scheduling 16. Aggregate and Workforce Planning 17. Supply Chain Management 18. Capacity Management 19. Synthesis-Pulling It All Together References Index

Global Supply Chain Management at Digital Equipment Corporation

Abstract: Digital Equipment Corporation evaluates global supply chain alternatives and determines worldwide manufacturing and distribution strategy, using the Global Supply Chain Model (GSCM) which recommends a production, distribution, and vendor network. GSCM minimizes cost or weighted cumulative production and distribution times or both subject to meeting estimated demand and restrictions on local content, offset trade, and joint capacity for multiple products, echelons, and time periods. Cost factors include fixed and variable production charges, inventory charges, distribution expenses via multiple modes, taxes, duties, and duty drawback. GSCM is a large mixed-integer linear program that incorporates a global, multi-product bill of materials for supply chains with arbitrary echelon structure and a comprehensive model of integrated global manufacturing and distribution decisions. The supply chain restructuring has saved over $100 million (US).

The Evolution of Supply-Chain-Management Models and Practice at Hewlett-Packard

Abstract: Late in the 1980s, Hewlett-Packard HP faced inventories mounting into the billions of dollars and alarming customer dissatisfaction with its order fulfillment process. HP produces computation and measurement products whose supply chains include manufacturing integrated circuits, board assembly, final assembly, and delivery to customers. To reduce inventory and improve order fulfillment, HP called on an internal team of industrial engineers and management scientists augmented by academic collaboration. The team used an iterative process, enriched by the interaction of model development and application. HP reaped benefits well beyond its manufacturing operations, extending to diverse functions throughout the organization. Similarly, the academic partners have infused their research with real-life experience. The supply-chain methodology is now mature, and HP is transferring the technology into the product divisions.

Supply chain performance benchmarking study reveals keys to supply chain excellence

Abstract: Describes a comprehensive set of fact‐based performance measures that can be used to describe accurately a world‐class supply chain of plan, source, make and deliver activities. Aims to help companies take a broad supply‐chain‐process perspective by quantifying performance improvement opportunities across the entire supply chain. Includes quantitative measures such as cash‐to‐cash cycle time and supply chain response time, as well as qualitative analysis of best‐in‐class performance. Best practice benchmarks provide more insight into how to achieve world‐class performance.

Production and operations management manufacturing and services

Abstract: Part 1 Nature and context of operations management: introduction to the field operations strategy and competitiveness project management. Part 2 Product design and process selection product design and process selection - manufacturing, supplement - operations technology product design and process selection - services, supplement - waiting line management quality management, supplement - statistical quality control methods. Part 3 Design of facilities and jobs strategic capacity management, supplement - linear programming just-in-time production systems facility location facility layout job design and work measurement, supplement - learning curves. Part 4 Managing the supply chain: supply chain management forecasting aggregate planning inventory systems for independence demand inventory systems for dependent demand - MRP-type systems, supplement - SAP R/3 operations scheduling, supplement - simulation. Part 5 Revising the system: operations consulting business process reengineering theory of constraints and synchronous manufacturing. Appendices: financial analysis of operations uniformity distributed random digits normally distributed random digits areas of the standard normal distribution areas of the cumulative standard normal distribution negative exponential distribution - values Of e -x Internet tables answers to selected problems.

International Sourcing and Supply Chain Stability

Abstract: An international supply chain is conceptualized as a complex, dynamic system in which disruptions interact with long shipping and lead times to generate costs. Findings from a case study and simulation model indicate that demand-related disruptions created substantial and unexpected costs in terms of expedited shipping, high inventories, and lower demand fulfillment. Production-related disruptions declined over time, but demand-related disruptions did not. Implications for management are discussed.

Research frameworks in logistics: three models, seven dinners and a survey

Abstract: Although there is growing enthusiasm for supply chain managementand integrated logistics, much prescriptive writing rests on a flimsyempirical base. Explores the methodological dilemmas which arise inresearch in logistics practice. Presents three contrasting models ofresearch frameworks. Outlines the experiences of a novel investigationinto supply chain integration in the UK carried out in the first half of1994. Makes recommendations about the use of secondary data, andstrategies for future research.

Cooperative supply chain management: the impact of interorganizational information systems

Abstract: The impact of interorganizational information systems on the structure and management of a supply chain in the textile industry is analysed from a managerial perspective. Case data from detailed, partial longitudinal studies of manufacturer and retail organizations are presented. The competitive strategies of organizations in the supply chain are described and their associated patterns of communication are analysed. It is shown that companies are moving towards cooperative relationships in an effort to make the supply chain as a whole more competitive. The resulting market structure is an electronic hierarchy in which business processes are integrated across organizational boundaries using interorganizational information systems. The strategies of the individual firms are evolving as new opportunities arise and different problems present themselves. The results are compared with current theories on market structure and competition in an electronic trading environment and future trends are outlined.

The integrated logistics management system: a framework and case study

Abstract: Presents a framework for distribution companies to establish and improve their logistics systems continuously. Recently, much attention has been given to automation in services, the use of new information technology and the integration of the supply chain. Discusses these areas, which have great potential to increase logistics productivity and provide customers with high level service. The exploration of each area is enriched with Taiwanese logistics management practices and experiences. Includes a case study of one prominent food processor and retailer in Taiwan in order to demonstrate the pragmatic operations of the integrated logistics management system. Also, a survey of 45 Taiwanese retailers was conducted to investigate the extent of logistics management in Taiwan. Concludes by suggesting how distribution companies can overcome noticeable logistics management barriers, build store automation systems, and follow the key steps to logistics success.

International Comparisons of Supply Chain Management in Grocery Retailing

Abstract: This paper discusses a neglected area of international retailing research, namely an international comparison of supply chain management practices. The focus of this research is on the grocery industry sector and the comparative analysis is between US retailers and their counterparts in parts of Europe. The research shows that the logistical environment differs markedly between and even within countries. The amount of stock held in the grocery supply chain varies from over 100 days in the US to 29 days in the UK. The main reasons for these differences can be attributed to the intensity of price competition, conflict rather than collaboration between suppliers and retailers, commodity purchasing and holding of promotional stock and the varying rates of adoption of information technology, especially EDI usage. No two countries are the same, however; and range of factors such as geography and distribution ‘culture’ will require the international rnarketeer to assess all these factors in developing a logistic...

Product universality and design for supply chain management

Abstract: We describe our experience of developing models in which the principles of design for supply chain management (DFCM) have been implemented for new product development at Hewlett-Packard Company (HP). This experience arises from the development of a new product that is scheduled to be released in 1995. A key design decision faced by the product development team was whether to use a universal module or regionally dedicated modules to satisfy global market requirements. We describe a wide range of factors—including manufacturing and logistics costs—that could be used to support the design decision; these factors associated with product and process design contribute to tolal supply chain costs. We review the analytical model used to evaluate the cost and service implications of the two design alternatives. Finally, we discuss qualitative considerations that might influence the eventual decisions as well as the lessons learned from this real world experience.

Business process re-engineering the supply chain

Abstract: Common foundations which underlie thinking in the supply chain management (SCM), Business process re-engineering (BPR) and business process improvement (BPI) philosophies are highlighted. The view that BPR is a new concept is argued against by highlighting die work performed in other fields, namely SCM from the systems perspective. It is argued that those who have already implemented the SCM philosophy will have already travelled the same path as BPR and indeed re-engineered their own processes. Once businesses have integrated their supply chain the greatest benefits will have already been achieved, however system dynamics analysis does show significant on-cost differences dependent on the redesign strategy implemented. A generic structured model for SCM is enhanced through this comparison with BPR with the following characteristics being added; do not be afraid to be radical with respect to internal integration and continually search for step change improvement ideas which can be strategically p...

Distribution network design

Abstract: Discusses the design of large‐scale distribution networks which entails taking decisions on a large number of issues that are all closely interrelated, making it difficult to develop a competitive distribution strategy. Many support systems for distribution planning have been developed, but, they do not facilitate a coherent approach to the design process. Presents a logistic planning system that provides dedicated support for all issues involved in distribution planning. The foundation of which is an integrated planning support framework. Proposes that small models dedicated to only part of the total design process provide the best support for logistic planning and that such models encapsulated in a framework lead to optimal system design. Suggests that when the support system is applied to strategic/tactical distribution planning, the design process requires less time and less expert capacity, while resulting in a more competitive logistic supply chain.

Operations Management: Concepts in Manufacturing and Services

Abstract: Section 1 Introduction to operations management: preview of operations management manufacturing operations service operations Section 2 Operations strategy: operations strategy. Section 3 Strategic decision categories in operations management: forecasting demand for goods and services product planning and process design long-range capacity planning and facility location managing quality technological developments in operations management organization and human resources. Section 4 Operation planning and control: global supply chain management aggregate production planning independent demand inventory management dependent demand inventory management - material requirements planning medium- and short-range capacity planning shop floor control just-in-time production design and scheduling of service systems project management quality analysis, measurement and improvement. Section 5 Operations strategy revisited: building competitive advantage through world-class manufacturing. Section 6 Tutorials: transportation problems decision analysis linear programming simulation waiting line models.

Distribution: Planning and Control

Abstract: Part 1 Defining the logistics and distribution environment: enterprise integrative management defining the logistics function today's logistics operations challenge evolution of modern logistics and distribution management enterprise integrative management questions for review the distribution management environment defining the term "distributor" types of distributors role of the distributor understanding the wholesale industry enterprise organization the physical management of distribution questions for review. Part 2 Top management planning: business and strategic planning defining business goals and strategies the strategic planning process trends in distribution management logistics as a competitive weapon developing the business plan questions for review forecasting in the distribution environment forecasting in the distribution environment forecasting - an overview forecasting types qualitative techniques quantative techniques casual types developing the forecast why forecasts fail problems questions for review marketing, sales and logistics planning - defining marketing, sales and logistics planning trends in marketing, sales, logistics developing distribution channels products and services developing markets logistics resource requirements planning integration of plans questions for review. Part 3 Logistics operations planning: managing distribution inventories nature and function of inventory trend in inventory the inventory management process inventory costs inventory valuation inventory control ABC analysis and cycle counting performance management problems questions for review replenishment inventory planning inventory planning techniques inventory replenishment techniques - an overview defining the order point order point methods order quantity techniques inventory replenishment planning process inventory operations in a multiechelon environment problems questions for review distribution requirements planning problems with statistical techniques historical view basics of DRP DRP processing DRP compared to statistical order point DRP in a multiechelon environment DRP planning process detailed logistics capacity planning issues in distribution requirements planning just-in-time questions for review problems. Part 4 Logistics operations execution: customer service and order management defining customer service managing customer service characteristics of customer service leaders order management quick response questions for review.

International Logistics

Abstract: Implementing effective logistics strategies when operating internationally differs from managing domestic logistics because of specific factors such as shipping regulations, transportation concerns, and cultural differences. This indispensable guide presents a coherent perspective on contemporary global logistics from raw materials through production to the customer. Now in its second edition, the book includes sections on: the roles of governments and intermediaries * international sourcing * the application of local trade*laws * ocean, air, and surface carriers and systems. Plus, this second edition has been revised with new information on supply chain management, important updates of U.S. shipping regulations, new case studies, chapter review questions, and standardized international terms of sale.

Information technology trends in logistics

Abstract: One of the enabling factors of effective supply‐chain management is the effective use of information technology (IT). Highlights a number of IT trends which can be grouped together as four key themes. These four key themes affect the way in which technology is used to support logistics operations in order to deliver competitive advantage. Shows how some of these themes have been developed and utilized to provide an in‐cab computing system which delivers competitive advantage to Exel Logistics. Concludes by showing how the four themes will support future trends in logistics.

Volatile demand calls for quick response: the integrated supply chain

Abstract: Highlights the problems encountered by a traditional supply chain system and shows how these problems can be eradicated by implementing an integrated supply chain. Discusses the workings of an integrated supply chain with the example of a US sports clothing manufacturer. Concludes by including a supply chain diagnostic guide which can be used to assess the efficiency of a company′s supply chain.

The effect of less-than-truckload rates on the purchase order lot size decision

Abstract: Supply chain management (SCM) is a coordinated approach for managing the flow of goods from suppliers to ultimate consumers. The goal of SCM is to meet customer service objectives while minimizing inventory and related costs. Inherently, SCM should be based on the exchange of substantial quantities of information among the buyer, supplier, and carrier. Buyers, suppliers, and carriers share the information to increase the efficiency and effectiveness of the supply chain. Although the SCM concept has gained wide acceptance, and has been examined extensively in the logistics literature, the role of the carrier, and transportation service, in realizing the benefits of SCM has not received much attention. This research illustrates the effect that pragmatic transportation costs can have on the purchase order lot size decision.

Developing integration through total quality supply chain management

Abstract: Interest in the extension of quality management programmes into customer‐supplier relationships in manufacturing is increasing. The potential for joint quality improvement initiatives to yield mutual benefits is increasingly being recognized as a natural development of internal total quality programmes. Reports on research with eight suppliers into the telecommunications and electronics industries. Documents a number of findings in relation to a number of propositions for effective total quality partnerships. Concludes that such partnerships are essentially integrating mechanisms for the development of joint customer‐supplier total quality management. Progress towards such partnerships is currently limited among the sample of companies studied.

The dynamics of customer dissatisfaction in supply chains

Abstract: This paper describes field research and its findings that investigate the relationship of a firm's position in the supply chain to behaviour. Specifically, perceptions of requirements, performance and customer satisfaction/dissatisfaction are the behavioural issues of interest here. The field research was carried out in four European supply chains in the automotive aftermarket, or spares industry. It was proven statistically and qualitatively that, in the chains studied, upstream relationships contained more customer dissatisfaction and more misperceptions about performance than did downstream relationships. Delivery performance was identified as the major cause of these problems, This has implications for planning and control. First, the Forrester-type swings in information upstream, proven in industrial dynamics, make planning and control decisions more difficult; this research identifies the detrimental effect of this on customer satisfaction. Secondly, measurement of delivery performance is i...

Re-positioning the supplier: an SME perspective

Abstract: As manufactured products become more complex, their design and manufacturing demands more and more resource which is being increasingly shared between the supply/value chain members. Competition is being typified less by firm versus firm and more by supply chain versus supply chain. The final assemblers are simplifying their supply chain to reduce logistics complexity and provide best value to the final customer. To suppliers, particularly SMEs, this gives rise to both opportunities for increasing 'added value', as well as threats of being dropped from rationalized supplier bases. Historically, SMEs have been sandwiched between large customers and suppliers and have always reacted to their superior bargaining power. Now, if the SMEs want to survive and grow, they have to adopt a more proactive stance to re-position themselves in response to these supply chain trends. In this paper, we present a technique for re-positioning the supplier in terms of'physical value added' and competency/practice-bas...

Smart moves in supply chain integration.

Abstract: SUBTITLE: LINKING THE SUPPLY CHAIN ELEMENTS IS ESSENTIAL, BUT NOW YOU CAN CALL ON ABLE PARTNERS THAT CAN HELP YOU.

The role of supply chain management within the industrial ecosystem

Abstract: The field of environmentally conscious design and manufacturing has focused primarily on internal functions and activities within an organization. However, external enterprise practices and relationships are of equal concern and often overlooked. External relationships serve as links in the development of a closed loop industrial ecosystem and are an integral part of supply chain management and environmental management strategy. This paper identifies emerging and potential research and development issues within supply chain management and the industrial ecosystem.

Benchmarking of aftermarket supply chains

Abstract: In today's increasingly competitive markets, knowledge of customer expectations and an understanding of an organization's current performance can provide companies with a competitive edge. Companies must identify how they compare with world leaders thereby highlighting areas that need improvement and the methods by which they can obtain world class status. 'Best practice benchmarking' sets forth to address these issues and this paper aims lo provide a critical insight into the benchmarking procedure, identify the criteria important to obtaining aftermarket supply chain excellence, and compare the supply chain networks used by best practice companies. The research findings reveal that benchmarking of supply chain activities can provide companies with the ability to achieve aftermarket supply chain excellence through improved service to customers. Supply chain excellence is regarded as vital to the long-term success of world class companies. Furthermore, when it is achieved through the use of best ...

Re-Engineering for Time-Based Competition: Benchmarks and Best Practices for Production, R & D, and Purchasing

Abstract: Illustrations Acknowledgments The Value of Time in Supply Chain Management The Product/Value Supply Chain The Beginning of the Supply Chain: Sales Order Entry Reducing Development and Delivery Time through Better Designs The "Dark" Side of Concurrent Engineering The Supply Side of Time-based Competition Leveraging Information Technology from Time-based Competition Reducing Non-Value Added Time through Just-in-Time Manufacturing Creating a Time-based Culture in the Face of Increasing Complexity Selected Bibliography Index

Neural networks in supply chain management

Abstract: Neural networks, an emerging technique in artificial intelligence, has a strong appeal for a wide range of applications. Seldom has the concept been related directly to supply chain management, it has however been applied in a number of areas which constitute the core elements of supply chains. This paper gives a general introduction to neural networks and explains the ways in which it can contribute to supply chain management.

Supply Chain Management in the National Health Service

Abstract: Much of the research in the UK on logistics and distribution management has focused upon the manufacturing sector, in particular the automobile industry, and the retail sector, notably the grocery sector. The purpose of this paper is to report on the status of research currently being carried out by the authors into supply chain management in a public sector organization, the National Health Service (NHS). The main focus of the research is to evaluate the performance of the Supplies Services from the perspective of three main groups: the NHS Supplies Managers ‐ the providers of the service, Trust Hospital Chief Executives ‐ the purchasers of the service and companies supplying goods to the NHS.

Environmentally-conscious supply chain management

Abstract: Extensive vertical disintegration in the computer industry over the past decade has widely dispersed manufacturing activities both organizationally and geographically. Although most major computer companies have made significant strides towards proactively monitoring and managing their own internal environmental performance and have begun to integrate design-for-environment programs into their new product development processes, management of suppliers for environment soundness remains a challenge. These design-based organizations often have little direct interaction with, much less control over, their diffuse supply network making it difficult to completely understand the full set of issues associated with being environmentally-sound or to manage the overall system for environmentally-conscious performance. In this research, we explore the key issues associated with environmentally-conscious supplier management through specific examination of selected firms in the computer industry, and postulate approaches to better understand and manage environmental programs in dispersed networks.