Supply chain processes commercialization

Conclusion with regard to stock of hypotheses and model Two important actors of the supply chain (auxiliary producers and textile finishers) have been involved in the ARS-system. The clothing industry and the commercial enterprises (bulk good) did not participate. Although the latter supply directly to the customers, assessment systems concerning process related emissions (ARS or OKOTEX 1000) have not yet been of interest (hypotheses 8). The ARS-system and its environmental requirements for waste water motivated the commercial actors in the supply chain to apply to (to strive for ) more transparency and for an environmentally friendly (orientation in the choice of products (hypotheses 7). In addition, (at the) auxihaty producers research activities have been activated, (hypotheses 2). 

In the pharmaceutical industry, distributors fall under intense scrutiny, as critical players in the supply chain. From the early development of many drug products to production and commercialization, distributors are integral parts of the entire process— supplying equipment, active pharmaceutical ingredients (APIs), and excipients—the focus of this chapter. 

The lure of parametric release to commercial organizations is undoubtably monetary, either as reduced inventory costs or as reduced lead times within the supply chain. The cost balancing this out is better process control. From the standpoints of quality, sterility assurance, and responsibility to the recipient of the sterile product, the loss of a wholly inadequate end-product test is a low price to pay for more attention being given to the process characteristics that really influence sterility. 

The process of operation of the supply chain is as follows. When aircrafts generate demand for replacements, also called service parts. These service parts are supplied from the local inventory at air stations. This inventory is replenished by the central warehouse facility at Elizabeth City. In 2001, the total number of individual parts managed at the central facility exceeded 60,000 parts, and the total value of the inventory exceeded 70 million. When working parts are shipped from the warehouse to the air station to satisfy aircraft demand, the salvageable broken components, from all air stations, are shipped back to the warehouse for repair and reuse. The aircraft from all air stations also come for periodic overhaul (depot maintenance) to the Elizabeth City facility, and thus generate demand for parts. Of the total parts in the system, about 6,000 are repaired both internally and by outside commercial vendors. The total annual budget for parts purchases, parts repair, and depot-level maintenance exceeds 140 million. 

As the supply chain matures, supply chain leaders partner with the commercial teams to design outside-in processes that can better sense and shape demand. They use these insights to drive a more profitable response. In our interviews for this book, 5 percent of companies were at this stage of maturity, which is often termed demand driven. 

Developed a five level maturity model to measure safety culture in the Brazilian oil and gas companies Reviews the effect of demand amplification in the supply chain and also proposes a seven step process to eliminate it Proposed methodological framework to develop focused demand chain strategy for each cluster of product commercialized by a company... 

Product development and commercialization is the process that provides the structure for developing and bringing to market products jointly with customers and suppliers. Effective implementation of the process not only enables management to coordinate the efficient flow of new products across the supply chain, but also assists other members of the supply chain with the ramp-up of manufacturing, logistics, marketing, and other activities necessary to support the commercialization of the product... 

Executing, or execution, processes recognize three supply chain business models Make-to-Stock (MTS), Make-to-Order (MTO), and Engineer-to-Order (ETO). In the MTS company, forecasts drive production requirements. Customer shipments are made from a finished goods inventory. An MTO company has an order in hand before it produces. Boeing s commercial aircraft business and Dell computers are examples. An ETO company must design parts of the product for customer requirements. Each delivered product to a customer is unique. A Configure-to-Order company, not specifically addressed in SCOR, is a hybrid of the MTO and the ETO models. 

In recent years, the question of how to ensure process continuity in relationships between supplier and customer has been getting more attention in academic discussion and commercial practice. This is due to a significant increase in levels of risk, in particular in international supply chains. The main reasons for this increase are the following ... 

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