Supply chain and operations

An integrated/synchronized set of supply chain and operations planning tools that cover the strategic planning (facUities, products, suppUes... 

Fahmy Salama et al. (2009) Supply chain and operations audits represent a fundamental step for systematically capturing market changes and for adequately supporting impovement projects in this way. 

This paper reports on the transformational change process being undertaken within the Supply Chain and Operations Area of a major AustrcJicui food manufacturer. Golden Circle Limited and the impact that collaboration with their major customers and suppliers has had on orgcuiizational... 

This improvement was largely bought about by an increased focus on cost control and the benefits of sustained improvement programs in the Supply Chain and Operations Area which has resulted in marked improvements in gross margins (Golden Circle,... 

The Senior Management team had stabilized with the appointment of a new Chief Executive Officer and was working more coherently. A three year business plan to rebuild profitability and shareholder value had been developed and was in the process of being implemented. While the focus of the business plan was company-wide performance improvement, the greatest impact was evident in the Supply Chain and Operations Area. 

Under the leadership of the General Manager, the Supply Chain and Operations Area had embraced the principles of lean thinking developed by Toyota (Liker, 2004) and applied them. Within 12 months the operational sections had been reconfigured into 7 value streams that represented the company s major product lines cross-functional teams had been established to eliminate sources of inefficiency such as waste, non-conformance and duplication communication channels had been unblocked and individuals had been empowered. 

The crucial factors that emerged from the interview data that underpinned the transformation within the Supply Chain and Operations Area were ... 

The results confirmed that at least within the Supply Chain and Operations Area, Golden Circle was well on the way to establishing an environment that nurtured and enabled organizational learning to occur and to translate these learnings into improved financial performance. 

By April 2005, the Supply Chain and Operations management team had indicated that developing closer relationships with their chain partners was now their priority ... 

In summary, an environment that nurtures learning is evolving within the Supply Chain and Operations Area due to changes in leadership that has become more inclusive, in organizational culture that is supportive of innovation and in organizational structures that facilitate open communication and teamwork. Individual and group learning has been enabled by the presence of a clear focus to reduce costs, positive reinforcement and staff development opportunities. 

Management schools and academies and research associations will find this book valuable to fill the visible gap in basics of supply chain management. This text will provide support to both undergraduate and post-graduate courses containing supply chain and operational excellence and as a main textbook for MBA students. 

Drive profit enhancement through reduced supply chain and operational costs while maintaining quality... 

Robb, D.J., Xie, B. and Arthanari, T. 2008. Supply chain and operations practice and performance in Chinese furniture manufacturing. International Journal of Production Economics, 112, 683-699. 

Managing the compatibility issues is critical to lead-free transition. These include materials compatibility (solder, components and PWB), process compatibility (reflow, wave soldering, rework, equipment, and yield), design compatibility, reliability compatibility, and business compatibility (cost, supply chain, and operations). 

Before exploring what we can do in supply chain and operations to help create a profitable, competitive, and valuable company, we need to identify a company s overarching purpose and what is important to CEOs. Primarily, the central purpose of a company is to increase shareholder value. Total return to shareholders (TRS) is frequently used to measure management and company performance. From a CEO s perspective, there is pressure to show returns to shareholders that either meet or exceed shareholder expectations and achieve above-average earnings compared to competitors. If they don t, share price is likely to fall due to unfavorable reviews from financial analysts. CEOs report to numerous audiences, such as ... 

After exploring the performance measures that interest CEOs, we can ask ourselves how we can help our CEO report company performance in a positive light. In other words, what can we do to make all of the performance measures listed earlier stack up against our competitors and while meeting or exceeding the expectations of our board members, shareholders, analysts, investors, and bankers Effective supply chain and operations management provides ample opportunity to add firm value and competitive advantage. 

In addition to the SCOR model that allows us to identify where value is created throughout the supply chain. Porter s value chain (Figure 1.2) provides an overview of where value is created in an organization. Supply chain and operations are responsible for much of the value creation for an organization. Interestingly, a large percentage of the support value activities and all the primary value activities are comprised supply chain and operations functions. 

As the emphasis on supply chain and operations grows, CEOs are beginning to more commonly use supply chain phrases such as ... 

Supply chains and operations functions are important for organizations. If you ask anyone in a supply chain or operations role, they will tell you that what they do each day is incredibly vital—and it is. Those in the field understand the importance of their roles and can articulate why, usually from the standpoint of operational performance. They can tell you the rate of defects, fill rates, order accuracy, inventory turns, and many other operational performance measures. After all, this is how their performance is measured. What is often missing from their explanations is how their actions directly affect the financial performance of the organization. Other than describing their key economic role in the organization as cost reduction, there is little more financial depth to the explanation. With the information and discussion provided by this book, we can change this. 

PwC conducted a study in 2008 that connected supply chain and operations to financial performance using 600 companies that experienced supply chain disruptions. For these companies that experienced disruption, PwC found that shareholder value plunged when compared to their peers. In addition, their stock prices experienced... 

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