Supply chain description

To tackle these problems successfully, new concepts will be required for developing systematic modeling techniques that can describe parts of the chemical supply chain at different levels of abstraction. A specific example is the integration of molecular thermodynamics in process simulation computations. This would fulfill the objective of predicting the properties of new chemical products when designing a new manufacturing plant. However, such computations remain unachievable at the present time and probably will remain so for the next decade. The challenge is how to abstract the details and description of a complex system into a reduced dimensional space. 

All concepts can be related to the supply chain planning matrix most of them are a re-branded description of short-term and operative supply chain planning problems. Concluding, SCM reached the highest level of crossfunctional and cross-company orientation of management concepts in the value chain with the emphasis on supply. 

We give only a short description of the three supply chain configurations and their simulation models for details we refer to Persson and Olhager (2002). At the start of our sequential bifurcation, we have three simulation models programmed in the Taylor II simulation software for discrete event simulations see Incontrol (2003). We conduct our sequential bifurcation via Microsoft Excel, using the batch run mode in Taylor II. We store input-output data in Excel worksheets. This set-up facilitates the analysis of the simulation input-output data, but it constrains the setup of the experiment. For instance, we cannot control the pseudorandom numbers in the batch mode of Taylor II. Hence, we cannot apply common pseudorandom numbers nor can we guarantee absence of overlap in the pseudorandom numbers we conjecture that the probability of overlap is negligible in practice. 

Effective assessments will be possible only through close co-operation along the materials supply chain. This approach is, however, of only limited use unless it is taken in parallel with a more realistic assessment of the real potential for exposure of consumers to these substances. The traditional approach is to use a series of worst-case assumptions which, whilst workable for most intentionally added substances, becomes um-ealistically onerous for these traces of non-intentionally added substances. The need for realistic exposure assessment and a description of some of the tools now emerging to facilitate this is covered elsewhere in this book. 

Summary This chapter describes how to use materials standards in a procurement specification, the types and acceptability of product certifications, the roles of responsible parties in the supply chain, and how to develop accurate computerized descriptions. Also discussed is the issue of replica pans. 

The remainder of this chapter wiU be devoted to a description of some of the available analytical models of manufacturing and service systems and supply chains. The discussion will emphasize analytical models that yield a formula-type result, as such results are most readily implementable. When no formula exists, we will outline the general principles of the computation algorithms. We will also illustrate a number of approximate approaches for determining performance. 

Consider a supply chain consisting of a single manufacturer who produces a product and sells it to a retailer, who, in turn, sells the product to the final customer. Suppose that in order to produce the product, the manufacturer has to choose to reserve a capacity level A"at a cost per unit of Retail price per unit is r, the wholesale price is set at w, and the cost per unit to manufacture is set at c. This notation and description we follow is from Ozer and Wei [81]. 

The next sections provide a set of specific problem contexts along with a description of an adjustment of the supply chain architecture that improved performance of the supply chain. 

Chapters on coordination provides a description of the spare parts inventory supply chain at the US Coast Guard (USCG) [27]. We summarize the specific features of the spare parts system and the changes made to improve performance. The main supply chain support for air assets for the Coast Guard is the Aircraft Repair and Supply Center (ARSC) located in Elizabeth City, NC. Aircraft failures in the airstations are often tracked to part failures. Those parts are replaced with working parts from field inventory at the air station and the salvageable broken components are shipped to ARSC for repair. In turn, ARSC replenishes field inventory. 

Eisenstein and Iyer [33] provide a description of a project to improve supply availability in the Chicago Public School System. The supply chain consisted of a warehouse that supplied products to 600 public schools. The products included engineering and educational supplies. Engineering supplies, also called Class A, included toilet paper, paper towels, rock salt, and so on, and accounted for about 50% of dollar value of the warehouse shipments but 1% of the items and 70% of the shipment volume. Educational supplies, also called Class B, accounted for 99% of the items, 50% of the dollar volume, and 30% of the physical volume. In the original system, all items shared a common truck capacity to minimize waste shipment space. Each school had a scheduled delivery once every two weeks. 

Graves and Willems [50] describe an approach to set safety stocks in a supply chain in order to provide the desired customer lead time. Their approach provides a conceptual basis to consider location of service parts inventory across a supply chain to optimize overall performance. The data for a sample five-stage serial supply chain is shown in Figure 6.7, with the supply chain details in the stage description row. 

Monomer Feedstock Supply Chain 10.4.1 Description of Supply Chain... 

Chapter 6 - Communication in the Supply Chain - this chapter is divided in two sections The first section is dedicated to the description of general communication... 

A detailed and robust description of the concepts and components that makeup a Demand Driven Supply Chain. 

In order to have formal evidence that the proposed framework is robust, methodological consistent and practical, supply chain directors for the first implementation will be asked to provide their feedback about the five-level maturity model descriptions and the proposed approach using AHP model. 

Job description updated and detailing key responsibilities and skills requirements based on supply chain strategy. 

This model is based on the concepts of constraints management and synchronous flow, which are rooted in the fundamental laws of physics. (See Chapter 7 for a further description of Constraints Management.) Focusing on a single control point and subordinating all other resources and processes to that point can synchronize any system. The obvious point to use as the control of a supply chain is the market that it serves. It makes no sense to produce or process any more than the market demands and it is fully intuitive that the entire system should be focused on producing just what the market wants. While this seems like a statement of the obvious, there is ample evidence that the business world does behave in this manner. To quote Mark Twain Common sense is not very common. ... 

Missions, listed at the top of Table 6.1, are broad in nature. The supply chain manager may have none of these, one, a few, or all those on the list of four missions. Chapter 1 described SCM as a function that integrates supply and demand management within and across companies. Does that mean that for companies at any supply chain position in Figure 6.2, a single manager should have that job description This is a decision many face, particularly if the job is described as end-to-end operating responsibilities. ... 

The remainder of Table 6.1 defines roles and responsibilities for the supply chain manager. These, of course, depend on the assigned mission. The purpose of the list is to present some of the possible options sorted by time horizon. Long-term items, often one to five years, are infrastmc-ture decisions described in the description of Hayes and Wheelwright s manufacturing strategy model in Section 4.3. 

ABC requires definition of supply chain activities, including a cost driver for each. The cost driver is the principal variable associated with the activity. The next subsections are brief descriptions of how this might be done in the supply chain context. Chapter 32 provides additional details. 

Chapter 28 closed with a description of process capabilities and the tolerances that must be met. An important success factor in supply chain management (SCM) is certainly the design of the products that the supply chain must source, make, and deliver. It has been observed by many that the engineering department largely determines the cost of operations. This certainly applies to the manufacturing department in the company that must fabricate and assemble the product. It is just as tme for suppliers who must meet their customers specifications. If the tolerances described in the Chapter 28 are too tight, the product cannot be made cost effectively. Thus, the quotation above is one to keep in mind when addressing supply chain costs. 

This case describes the role of consolidation centers in the lean supply chain. The description here articulates the rules for designing a consolidation center, a supply chain middle man that makes the total chain more effective. Consolidation centers are playing an increased role in many supply chains, particularly as feeders to manufacturing operations that produce complex products with many components. Every supplier cannot or will not link its operations with its customers. The consolidation center enables this linkage — at least until better suppliers can be found. In some cases, consolidation centers are under the control of third-party logistics providers responsible for ordering material, its transportation, and its preparation for the manufacturing center. 

SCOR Supply Chain Operations Reference model. An activity model developed by the Supply-Chain Council to standardize descriptions of supply chain processes. 

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