Service/production demands

Cranium Resources, Production and Demand,]o m. Report of OECD Nuclear Energy Agency and International Atomic Energy Agency, OECD Pubhcations Service, Paris, 1994, p. 17. 

Project is a unique, temporary endeavour undertaken to create a unique product, service, or result within clearly specified time, cost and quality constraints (compare [PMI, (2003)]). It is to attain its objective and then terminate. Software applications development usually demands projects which involve creating something that has not been done in exactly the same way before and which is, therefore, unique and distinct. 

Needless to say, if you have a new innovation—product, service, or business model—it pays for you to configure a work cell design before launching into full production or delivery. In doing so, you ll optimize your processes and reduce the time it takes to meet customer demand. 

Journal of Health Economics. Amsterdam Elsevier. Bimonthly. ISSN 0167-6296. Original articles on production and financing of health services, demand and utilization of services, manpower planning and forecasting, cost-benefit analyses, and more. 

Others see an energy future tied to broad societal goals of economic efficiency and equity and assumes policy changes can achieve the objectives. Energy service demands are developed based on assumed levels of per capita income. Market interventions are promoted which would reduce the energy supply. These could include petroleum product taxes and oil import fees and carbon taxes for greenhouse problems. 

Coextrusion is the process of forming an extru-date composed of more than one thermoplastic melt stream. The process came about because some service demands, particularly from the packaging industry, could not be satisfied by a single polymer although they could be met by a combination of polymers. Coextrusion was first practiced in the production of cast film and is now also used in blown film and sheet extrusion. The intention is normally to produce a laminar structure in which each layer contributes a key property to the overall product performance. Coextruded films may be very complex structures composed of many different functional layers, including tie layers whose purpose is to bond neighboring layers of limited compatibility. Five layers are not uncommon. However, side-by-side coextrusion is also possible. Fluoroplastics can be coextmded with other polymers such as ETFE and nylon. 

This brief outline of how price influences demand does not teU us about the extent to which price and demand are related for each product/service choice, nor does it help us to compare, for example, engineering services per dollar to accounting services per dollar. The concept of elasticity provides a quantitative way of making comparisons across product and service choices. 

Value. Variability stemming from demand shaping activities including price, trade incentives, new products, services, freshness, responsiveness. 

One example of contingency approach applied to supply chain management comes from Fisher (1997). He proposes a framework to define what is the best supply chain for a company s product He argues that the first step in devising an effective supply chain strategy is to consider the nature of the demand for the products. To that end, many aspects are important for example, product lifecycle, demand predictability, product variety, and market standards for lead time and service. He proposes to classify products on two categories They are either primarily Functional or primarily Innovative, as summarized below ... 

Childerhouse et al. (2002) proposed a methodological framework to develop focused demand chain strategy for each cluster of products commercialized by a company. The methodology consists of six steps described below and has the objective to define the best facility, production layout requirements and control mechanisms for each specific product/service offered by the company. 

Dependent demand—Demand that is directly related to or derived from the bill of material structure for other items or end products. Such demands are therefore calculated and need not and should not be forecast. A given inventory item may have both dependent and independent demand at any given time. For example, a part may simultaneously be the component of an assembly and sold as a service part. 

The business is surrounded by and influenced by its environmental uncertainty. This uncertainty arises from a range of areas including demand uncertainty, competitor irregularities and forecasting errors, bandwagon effects ( follow the leader ), technology innovation and change, and the like. Internal business pressures arise from supply uncertainty, production uncertainty, technical uncertainty, and new product/service uncertainty. 

One branch employee wanted to eliminate one- size fits all service offerings. A European banker agreed that in order to increase customer satisfaction. Big Bank should develop products services and promote products actually demanded by our target markets. ... 

Product with high demand uncertainty or forecast errors During the growth phase of a new product, the demand variability is very high. Since risk pooling reduces the variance of the demand, it can reduce the safety stock for the same level of service or increase the service level for the same amount of safety stock. 

Price promotions demand short-term adjustment in the price of an existing product/service. They are often prompted by disappointing sales resulting from an economic downturn, competitor activities, or seasonal trends. Such adjustment must take into account an estimate of price elasticity in order to ensure that the alteration of prices is worthwhile. 

The key elements that form the virtual network in terms of supply chain management are suppliers, who actually perform, provide/sell, and deliver the product/ service in demand intermediaries, who own the supplier/customer relationship and knowledge and customers, who directly purchase and acquire the product/service. Their roles tend to change as a supplier or an intermediary in a given business relationship may play the role of a customer in another one. Not all suppliers and business partners are alike. Some suppliers provide materials that are used in production, while others provide indirect goods (Manthou et al. 2004). 

Managers who plan the impossible schedule or ignore a safety rule to achieve production or service demands, are held responsible for the outcomes. It is acceptable to balance the cost of the action against the level of risk being addressed but it is never acceptable to ignore safety rules or standards simply to get the work done. Courts are not impressed by managers who put profit considerations ahead of safety requiremertts. 

Decisions for or against a specific stabilizer are often influenced by secondary characteristics or side-effects. Fundamental stabilization can be achieved with a number of products however, most of them will not be sufficient to meet specific service demands. Here, a stabilizer with additional properties is required. High molecular side groups, for example, lead to more extraction-resistant stabilizers. Fig. 3.3 [510]. For several target properties, such as good processing stability and hydrolysis resistance, a combination of stabilizers will be necessary [532]. 

Perhaps the best way to manage product service levels is to take into account both the protit contribution and the individual product demand. 

Veneer and solid wood composite products are manufactured for building and construction commodity markets and for specialty markets such as marine applications and aesthetic decor. Bonding systems vary based upon the service demands placed upon the final product, interior versus exterior. Construction and decorative plywood are veneered panel products. Laminated veneer lumber (LVL) is a veneer product which competes with lumber. Lumber laminates form majestic beams often for dual structural and aesthetic applications. 

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