Supply Chain Management (SCM) is a processes improvement tool that promises to have much more staying power than transient business fads. SCM aims to satisfy customer needs efficiently through the planning, implementing and controlling of operations from the point-of-origin to the point-of consumption…
Lean encompasses the various just-in-time approaches. (Bryan, 2002) These two methodologies are the best practice because they fit this framework:
For many managers, lean manufacturing is something that looks great on paper and sounds wonderful in theory, but they want proof that it really works in their ever-changing manufacturing environment. ( Lau, 1996). Now two years into its lean journey, the Grand Rapids, Michigan-based Cascade Engineering (www.cascadeng.com), is trying to avoid the common mistake of just implementing lean on the shop floor. The 1,200-employee plastic components provider in the automotive, home and office, and container industries is implementing lean throughout its enterprise. One thing that becomes clear after you tour Cascade's facilities is that the company is striving to adopt lean as a way of life for the whole company, rather than just in the manufacturing plants. The company's leaders recognize that to reduce waste and create customer value, everyone has to actively take part in the process. Cascade's founder, chairman and CEO Fred P. Keller, sent a message about how important lean was for the company as a whole when he hired G.L. Brown as the company's director of lean manufacturing. Keller is making sure all of the necessary resources are available to make the gains of lean stick. "If this company wants to remain an active leader in the upcoming century, it is crucial that we eliminate waste and dedicate ourselves to becoming a lean enterprise," says Keller. (Klier, 1994, 18).
To further demonstrate his dedication to the employees, Keller stressed that some job responsibilities may change but no employees will be laid off as a result of the company's lean initiatives. Their dedication to employees and their superior performance have not gone unnoticed. Cascade has been recognized nationwide for their commitment to people, most notably by recently winning a Ron Brown award and the Michigan Manufacturers Company of the year award. G. L. Brown knew that one of the hardest parts of lean was going to be creating the right environment for Cascade employees. (Lin, 1999) To ease the transition, Brown started a series of training and support sessions. With many years in operations management during his 34-year tenure at General Motors, Brown understood that the employees must have a firm grip on three crucial aspects before initiating the conversion to a lean enterprise:
- everyone must understand why the company is dedicated to the lean philosophy and what's in it for them;
- the employees must understand the system;
- they must understand that there are a number of techniques in the toolbox to implement the system.
Cascade's training consists of lean manufacturing orientation, eyes for waste and eyes for flow, takt time, standard worksheets, the 5-S processes, natural work groups, and value stream mapping as well as other aspects of the "lean enterprise system." Cascade also invites customers and suppliers to training events and kaizen events as they relate to their products. This ...
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This paper analyses the supply chain network of PepsiCo. The distribution strategies of the company have also been discussed in the paper. Assessing the Supply Chain Management (SCM) strategies of PepsiCo, the paper depicts the relationship of the company with its different suppliers and the inclusion of innovation as well as technology advancements in its overall distribution process.
Moreover, it can be regarded as a management and control of relevant materials, financial resources and information thought the logistic process. Hugo, Badenhorst-Weiss & Biljon (2004, 5), contends that supply chain management is a philosophy that is focused on integration of network of upstream interconnection, internal connections within the organization and downstream interconnection.
This is caused by the fact that supply chain managers in New Zealand and their global counterparts are confronted with pervasive change, growing competition, open market alterations, shorter life cycles, and technological changes (Wisner et al, 20). Economic development and technological advances have led to an increase in market opportunities, although it created more international and domestic competitors, as well as increasingly bigger expectations from the consumers.
Supply chain is thus a business practice that is meant to enhance the processes of product and service delivery from the organization to the final consumers. It ensures timely delivery of quality goods and services to the final consumers through the interaction between chains of market players that determine the nature of the final product (Sweeney, 2002).
As the paper, MIS Usage in Supply Chain Management (SCM), stresses integrating supply chain management and management of information systems results to increase in business efficiency because it ensures that proper coordination of all business components and a timely flow of information from the source of information to the end user.
Knowing in advance the likely changes in customer preferences accelerates the adaptability of the firms to cling to enhanced speed and quality. An efficient supply chain management ably assisted by latest information technology for information sharing and Just-in-Time and other time compression strategies enable firms increase their operational efficiency manifold.
Establishing standards for supply chain management (SCM) has some specifically-stated goals in the article; streamlining interaction throughout the elements of the supply chain, increasing transaction speed, reducing inventory as well as delays, all with
To remain competitive these organizations have resorted to build better relationships with their supply chain partners and most of all with their customers.
This paper looks at the difference between traditional management systems