A Model of Value Chain Management Based on Customer Relationship Management
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Competitive and Cooperative Inventory Management in a Two- Echelon Supply Chain with Lost Sales
University of Pennsylvania ScholarlyCommons Operations, Information and Decisions Papers Wharton Faculty Research 11-1999 Competitive and Cooperative Inventory Management in a Two- Echelon Supply Chain With Lost Sales Gerard. P. Cachon University of Pennsylvania Follow this and additional works at: https://repository.upenn.edu/oid_papers Part of the Business Administration, Management, and Operations Commons, and the Operations and Supply Chain Management Commons Recommended Citation Cachon, G. P. (1999). Competitive and Cooperative Inventory Management in a Two-Echelon Supply Chain With Lost Sales. Fuqua School of Business, 1-34. Retrieved from https://repository.upenn.edu/ oid_papers/5 This paper is posted at ScholarlyCommons. https://repository.upenn.edu/oid_papers/5 For more information, please contact [email protected]. Competitive and Cooperative Inventory Management in a Two-Echelon Supply Chain With Lost Sales Abstract This paper studies inventory management in a two echelon supply chain with stochastic demand and lost sales. The optimal policy is evaluated and compared with the competitive solution, the outcome of a game between a supplier and a retailer in which each firm attempts ot maximize its own profit. It is shown that supply chain profit in the competitive solution is always less than the optimal profit. However, the magnitude of the competition penalty is sometimes a trifle, sometimes enormous. Several contracts are considered to align the firms’ incentives so that they choose supply chain optimal actions. These contracts contain one or more of the following elements: a retailer holding cost subsidy (which acts like a buy-back/return policy), a lost sales transfer payment (which acts like a revenue sharing contract) and inventory holding cost sharing. -
Global Trade and Supply Chain Management Sector Economic
Connecting Industry, Education & Training Sam Kaplan, Director, Center of Excellence for Global Trade & Supply Chain Management The Mission of the Center of Excellence for Global Trade & Supply Chain Management is to build a skilled workforce for international trade, supply chain management, and logistics. 2 Defining the Supply Chain Sector “If you can’t measure it, you can’t improve it.” “You can't miss what you can't measure.” – Peter Drucker —George Clinton, Funkadelic 3 Illustrative Companies Segment Subsector/Activity Description and Organizations Domestic and international freight vessels, Marine cargo shipping e.g., Tote, as well as supporting operations Tote Maritime, Foss Maritime such as tugs. Movement of cargo from one mode to another BNSF, UP, SSA Marine, Transloading & Intermodal and consolidation and repackaging of goods, MacMillan-Piper, Oak Harbor including between container sizes. Freight Lines. Transportation, Distribution Air cargo jobs at Alaska & Logistics Freight airlines (e.g., Air China) and air cargo Air cargo shipping Airlines and Delta, Hanjin ground-handling operation. Global Logistics, Swissport. Freight forwarding Freight arrangement and 3rd Party Logistics Expeditors International Warehousing & storage Dry and cold storage facilities and packaging. Couriers Express delivery services DHL, FedEx, UPS Procurement and supply chain management Procurement, sales, import and export of Supply chain and Supply Chain Management across local manufacturers, wholesalers, finished and/or intermediate goods and procurement units within local shippers materials, customer service. manufacturers. Letters of credit and other short-term lending U.S. Bank, Bank of America, Trade finance for exporters and importers. Washington Trust Supply Chain Services Compliance ITAR and other regulatory compliance issues. -
Why Procurement Professionals Should Be Engaged in Supply Chain
business solutions for a sustainable world WBCSD Future Leaders Team (FLT) 2011 Why procurement professionals should be engaged in supply chain sustainability “The Future Leaders Team is an unparalleled of common challenges – across sectors – and learning experience for young managers of WBCSD shared best practices. Above all, they experienced member companies. They have the opportunity to what is recommended here: engaging people in understand the benefits of why sustainability matters sustainability. I am convinced that they brought back to business and to develop a solid international valuable knowledge and information to their jobs.“ and professional network. Sustainability is complex subject is some cases, and it is therefore crucial for Congratulations to Eugenia Ceballos, John Zhao, multinational companies to enrich their work with Baptiste Raymond, and to all participants of the other companies’ experiences through collaboration. Future Leaders Team 2011! FLT 2011’s theme was sustainability in the supply chain, which is increasingly considered as an area of direct responsibility for companies. The following report reflects FLTs’ peer learning experience and team work. This is not the work of experts or consultants. Rather, the three managers from DuPont China, Holcim and Lafarge, took this opportunity Kareen Rispal, to engage with key people across functions and Lafarge Senior Vice President, geographies within their companies. In doing Sustainable Development so, they have deepened their understanding and Public Affairs I. Why procurement functions all stakeholders involved in bringing products and services to market. should be engaged in sustainability for their We believe that a sustainable supply chain can drive supply chain: competition and profit, and is a great opportunity to make a difference to companies, communities 1. -
Supply Chain Management
SUPPLY CHAIN MANAGEMENT WHAT YOU CAN DO WITH IT Identify a company’s purchasing requirements and develop effective sourcing strategies to meet those requirements Design and develop a distribution network that meets desired customer service levels at the lowest total cost Develop and manage an efficient and effective transportation function Manage distribution center or production operations Utilize state-of-the-art information systems and technologies to manage supply chain activities CAREER OPPORTUNITIES Supply analyst, buyer, commodity manager, purchasing manager Inventory analyst, demand manager, production planner, inventory manager, materials manager Operations analyst, quality control specialist, operations manager Transportation analyst, transportation/traffic manager, international logistics operations, logistics manager Customer service manager, distribution center operations, distribution center manager Supply chain analyst, supply chain manager, logistics and SCM consultant SCHOLARSHIPS AND INTERNSHIPS A number of scholarships are available to qualified students majoring in supply chain management. Students have an opportunity to participate in internships at leading companies in the Memphis and Mid-South area, including Autozone, FedEx, Cummins, International Paper, Medtronic, Smith & Nephew, Target, Thomas & Betts, and many others. Course Requirements Major (24 hours) Valid Catalog: 2016 A minimum 2.25 GPA is required in the major. Required Courses: (15 - 18 hours) SCMS 2610 (3) Introduction to Supply Chain Management -
Next Generation Supply Chain: Supply Chain 2020
Supply Chain 2020 Next generation supply chain: Supply chain 2020 July 2013 Copyright © 2013, by McKinsey & Company, Inc. Next generation supply chain: Supply chain 2020 Knut Alicke Balaji Iyer 2 Next generation supply chain Supply chain 2020 3 Contents Acknowledgements 5 Introduction 7 1. Key trends shaping supply chains 9 2. Implications for the next generation supply chain 15 4 Next generation supply chain Supply chain 2020 5 Acknowledgements We would like to thank Sumit Dutta, a partner in our Mumbai office, and Muthiah Venkateswaran, an associate partner in our Chennai office, for their contributions to this whitepaper. We would like to thank Insa Mareen Wente, a consultant based in our Hamburg office; Kerstin Kubik, a knowledge expert based in our Vienna office; and Markus Leopoldseder, a director of knowledge (supply chain management) based in our Vienna office, for their contributions. We would also like to thank Vineeta Rai for the editorial support; Kulsum Merchant for the support in external relations; J Sathya Kumar and Nipun Gosain for their visual aids support. This whitepaper is not based on any primary research that we conducted; it synthesises our perspectives gained from past research and experience in serving multiple stakeholders of supply chains over many years. For the experience and perspectives, we acknowledge our supply chain practice without whose efforts this whitepaper could not have been published. Finally, we would like to thank the Confederation of Indian Industry (CII) and CII Institute of Logistics for the opportunity and the forum to provide our perspective on supply chain evolution. This work is independent and has not been commissioned or sponsored in any way by any business, government or other institution. -
The Supply Chain Manager's Handbook
THE SUPPLY CHAIN MANAGER’S HANDBOOK A PRACTICAL GUIDE TO THE MANAGEMENT OF HEALTH COMMODITIES 2017 JSI THE SUPPLY CHAIN MANAGER’S HANDBOOK A PRACTICAL GUIDE TO THE MANAGEMENT OF HEALTH COMMODITIES ABOUT JSI THE SUPPLY CHAIN John Snow, Inc. (JSI) is a U.S.-based health care consulting firm committed to improving the health of individuals and communities worldwide. Our multidisciplinary staff works in partnership MANAGER’S HANDBOOK with host-country experts, organizations, and governments to make quality, accessible health care a reality for children, women, and men around the world. JSI’s headquarters are in Boston, A PRACTICAL GUIDE TO THE MANAGEMENT Massachusetts, with U.S. offices in Washington, D.C.; Atlanta, Georgia; Burlington, Vermont; Concord, New Hampshire; Denver, Colorado; Providence, Rhode Island; and San Francisco, OF HEALTH COMMODITIES California. JSI also maintains offices in more than 40 countries throughout the developing world. RECOMMENDED CITATION John Snow, Inc. 2017. The Supply Chain Manager’s Handbook, A Practical Guide to the Management of Health Commodities. Arlington, Va.: John Snow, Inc. ABSTRACT The Supply Chain Manager’s Handbook: A Practical Guide to the Management of Health Commodities is the starting point for anyone interested in learning about and understanding the key principles and concepts of supply chain management for health commodities. Concepts described in this handbook will help those responsible for improving, revising, designing, and operating all or part of a supply chain. John Snow, Inc. (JSI) has written The Supply Chain Manager’s Handbook based on more than 30 years of experience improving public health supply chains in more than 60 countries. -
Issue: Ethics and the Supply Chain Ethics and the Supply Chain
Issue: Ethics and the Supply Chain Ethics and the Supply Chain By: Tam Harbert Pub. Date: April 25, 2016 Access Date: September 25, 2021 DOI: 10.1177/237455680209.n1 Source URL: http://businessresearcher.sagepub.com/sbr-1775-99621-2728048/20160425/ethics-and-the-supply-chain ©2021 SAGE Publishing, Inc. All Rights Reserved. ©2021 SAGE Publishing, Inc. All Rights Reserved. Can businesses police the behavior of global suppliers? Executive Summary Under pressure from a growing movement of activists determined to make supply chains more ethical, businesses that once disclaimed responsibility for their overseas suppliers' behavior are re-examining that stance. Companies are scrutinizing the supply chain on questions ranging from environmental standards and product safety to the treatment of workers. Some businesses are adopting corporate responsibility codes, while others are wielding new technologies to enhance transparency. As they try to meet this challenge, companies are confronting numerous obstacles, including far-flung supply chains and regulatory standards that vary by country. But the consequences of failure can be high: Bad news about a company's supply chain can damage reputation, depress sales and alienate investors—and the negative reviews can spread quickly in today's hyperkinetic information environment. These are among the issues companies and their critics are debating: Do ethical supply chains enhance profitability? Is it possible for a company to ensure its supply chain is ethical? Are voluntary standards, industry certifications and governmental regulations doing enough? Overview A little more than a year ago, Lumber Liquidators was on top of the world. The Virginia-based company was the largest retailer of hardwood flooring in North America, with net sales topping $1 billion annually and a stock price that had soared to more than $51 a share from $14 in 2011. -
Supply Chain Relationships in Procurement: Is Collaboration Reality? Wesley S
View metadata, citation and similar papers at core.ac.uk brought to you by CORE provided by University of Missouri, St. Louis University of Missouri, St. Louis IRL @ UMSL Dissertations UMSL Graduate Works 7-21-2014 Supply Chain Relationships in Procurement: Is Collaboration Reality? Wesley S. Boyce University of Missouri-St. Louis, [email protected] Follow this and additional works at: https://irl.umsl.edu/dissertation Part of the Business Commons Recommended Citation Boyce, Wesley S., "Supply Chain Relationships in Procurement: Is Collaboration Reality?" (2014). Dissertations. 233. https://irl.umsl.edu/dissertation/233 This Dissertation is brought to you for free and open access by the UMSL Graduate Works at IRL @ UMSL. It has been accepted for inclusion in Dissertations by an authorized administrator of IRL @ UMSL. For more information, please contact [email protected]. Supply Chain Relationships in Procurement: Is Collaboration Reality? Wesley S. Boyce MBA, Marketing, Missouri State University, 2008 BS, Administrative Management, Missouri State University, 2007 A Dissertation submitted to the Graduate School at the University of Missouri – St. Louis in partial fulfillment of the requirements for the degree Ph.D. in Business Administration with an emphasis in Logistics and Supply Chain Management August 2014 Advisory Committee Ray A. Mundy, Ph.D. Chair John L. Kent, Ph.D. Haim Mano, Ph.D. Keith Womer, Ph.D. Copyright, Wesley S. Boyce, 2014 Supply Chain Collaboration Boyce Table of Contents Table of Figures .................................................................................................................. -
Bachelor of Applied Science in Supply Chain Management Program Code T400
Bachelor of Applied Science in Supply Chain Management Program Code T400 Career Pathway: Industry, Manufacturing, Construction & Transportation (IMCT) Location(s): Program specific courses for this program are offered at the Miramar West Center and Online. Program Description: The Bachelor of Applied Science (BAS) program in Supply Chain Management (SCM) is designed to develop a professional and competent supply chain manager. Broward College does this through a learner-centered degree program that provides specific program learning outcomes in logistics and supply chain management. Students who successfully complete the Supply Chain Management degree program will gain technical hands-on skills through case studies and an independent study research project or practicum/internship which will include analysis and problem solving through simulations and similar activities. This program will focus on current and emerging issues in global logistics and supply chain management, such as the planning and management of all activities involved in sourcing and procurement, conversion, and all logistics management activities, including coordination and collaboration with channel partners, which can be suppliers, intermediaries, third party service providers, and customers, and will focus on developing comprehensive solutions to real-world problems associated with current management and organizational leadership challenges. Students will acquire knowledge related to the major concepts, principles, and techniques associated with leading cultural diversity in the global marketplace. General program outcomes for the Supply Chain Management degree are comprised of specific learning objectives embedded into each of the courses. The Bachelor of Applied Science program in Supply Chain Management uses a 2+2 model designed to provide individuals who have obtained an Associate of Science (AS) or Associate of Arts (AA) degree from a regionally accredited college or university the opportunity to further their education. -
Supply Chain and Operations Management Checklist
BACHELOR OF BUSINESS ADMINISTRATION SUPPLY CHAIN AND OPERATIONS MANAGEMENT CHECKLIST Please use this document to explore your intended major, track your degree progress and prepare for your advising appointments. ADVANCEMENT TO THE MAJOR Students are eligible to advance to their major when the following requirements have been completed: Attain Junior standing (56 credits) Satisfy Oral and Written Communication requirement (complete the English sequence [English 100/101 and 102] with a “C” or better in English 102, or place out of English 102, or transfer in an OWCB course with “C” or better) Satisfy Quantitative Literacy requirement (complete the math sequence [92/102/75 + 105, 94 + 105, or 98/108] with a grade of “C” or better in Math 105/108, or place out of Math 105/108, or transfer in a QLB course with a “C” or better) Complete the Business Foundation courses with a GPA of 2.25 or above Obtain a cumulative GPA of 2.50 or above in ALL coursework, including transfer coursework *If you were admitted to UWM as a business major Fall 2020 or thereafter, follow this curriculum. GENERAL EDUCATION BUSINESS FOUNDATION COURSES: REQUIREMENTS: 24 CREDITS 21 CREDITS ENGLISH 205 Business Writing (OWC-B requirement) ECON 103 Principles of Microeconomics Arts 3 credits ECON 104 Principles of Macroeconomics Humanities 6 credits BUS ADM 201 Intro to Financial Accounting (“B” or better Social Science 6 credits required for Accounting majors) (cannot include ECON, other than 100 or 193 or 248) BUS ADM 230 Intro to Information Technology Management Natural Science 6 credits (including one lab; cannot include (“C” or better required for ITM majors) Math 211/231) MATH 208 Quantitative Models for Business (or equivalent) UWM Foreign Language Requirement COMMUN 103 Public Speaking UWM Cultural Diversity Requirement or One course from the Arts, Humanities, or Social Sciences must also COMMUN 105 Business and Professional Communication satisfy UWM’s Cultural Diversity requirement. -
Business Process Modelling and Improvement – the Case of an Oil and Gas Company
UNIVERSITY OF LJUBLJANA FACULTY OF ECONOMICS MASTER'S THESIS BUSINESS PROCESS MODELLING AND IMPROVEMENT – THE CASE OF AN OIL AND GAS COMPANY Ljubljana, September 2018 ANA PETROVSKA AUTHORSHIP STATEMENT The undersigned Ana Petrovska, a student at the University of Ljubljana, Faculty of Economics, (hereafter: FELU), author of this written final work of studies with the title ”Business process modelling and improvement – the case of an oil and gas company“, prepared under supervision of Prof. Peter Trkman Ph. D. DECLARE 1. this written final work of studies to be based on the results of my own research; 2. the printed form of this written final work of studies to be identical to its electronic form; 3. the text of this written final work of studies to be language-edited and technically in adherence with the FELU’s Technical Guidelines for Written Works, which means that I cited and / or quoted works and opinions of other authors in this written final work of studies in accordance with the FELU’s Technical Guidelines for Written Works; 4. to be aware of the fact that plagiarism (in written or graphical form) is a criminal offence and can be prosecuted in accordance with the Criminal Code of the Republic of Slovenia; 5. to be aware of the consequences a proven plagiarism charge based on the this written final work could have for my status at the FELU in accordance with the relevant FELU Rules; 6. to have obtained all the necessary permits to use the data and works of other authors which are (in written or graphical form) referred to in this written final work of studies and to have clearly marked them; 7. -
Improving Customer Service Through Just-In-Time Distribution Fitting Into the Customer’S Service Offer in Case of ELECTROLUX LAUNDRY SYSTEMS
Improving Customer Service through Just-in-Time Distribution Fitting into the customer’s service offer in case of ELECTROLUX LAUNDRY SYSTEMS Authors: Katsiaryna Kazak Wing Yee Choi Tutor: Joachim Timlon Program: Growth Through Innovation and International Marketing Subject: Business Administration Level and semester: Masterlevel Spring 2009 Baltic Business School Abstract The international environment today has been undergoing unprecedented change and many companies are seeking new ways to stand out from the competition by sustaining their competitive advantage. Internationalization and firms’ consolidation increase competition in the dynamic marketplace .Companies are no longer staying competitive simply through focusing on product quality and pricing as customers are becoming more high-demanding related to customer service offer. This issue directs the companies’ main focus today to address the customer needs in the ever- changing environment. In order to be the winners in the marketplace, timing and superior customer service are becoming the keys to attain competitive advantage for a company. Time-based competition is an important issue that many companies are facing currently as customers are becoming more time-sensitive and time-oriented in terms of better services, reliability and delivery. To keep up with the changes in demand from customers, it is important to satisfy customers’ objectives and needs in order to provide superior customer service, thus, establish good relationship with them. In the ever-changing and dynamic business environment company needs to adapt and exploit the changes in order to meet the new challenges in the marketplace. It is crucial for the company to respond to changing needs of existing customers and seeking to serve new customers externally.