The idea of having a supply chain within management became of immense importance in the beginning of the 20th century, when assembly lines were created. However it was not until the 1980s that the phrase SCM was by a consultant in the U.S. industry coined. The characteristics of the creation era of SCM include the need for re-engineering, large-scale changes, downsizing and extensive attention accorded to the practice of management by the Japanese (Lavassani et al., 2008b).
The Integration era of SCM studies was brought around by Electronic Data Interchange (EDI) systems developments which occurred from the 1960s-1990s due to the launching of the Enterprise Resource Planning systems (Lavassani et al., 2008b). Given the advancement in collaborative systems that is internet based, the Integration era has continued to develop. It is characterized not only by cost reduction using integration but by the increase in value addition as well.
Globalization era is the third movement of SCM development. The attention accorded to global systems dealing with supplier relationships and the getting bigger of organizations’ supply chains across national boundaries into other continents is what characterizes this era. The supply chain of organizations, especially those organizations in the oil industry, started using global sources several decades ago.
However it was not until the late 1980s that global sources were integrated into the core businesses of considerable numbers of organizations according to Lavassani et al. (2008b). The globalization of SCM in organizations with the aim of boosting their value addition, competitive advantage and cost reduction through global sourcing is what characterizes the globalization era.
Phase one of the specialization era revolves around Outsourced Manufacturing and Distribution (OMD). Adoption of a specialization era and renewed focus on core
Supply Chain Management is a mix of science and art that go into improving the way a business finds raw materials, uses the raw materials to manufacture a product and delivers the finished product to its customers (Handfield & Nichols, 1998). It can also be viewed as the…
If the global demand for crude oil increases, its price also rises. This means that the acquisition of the raw material used in the manufacture of gasoline will cost more than usual, and the effect of this will be an increase in gasoline prices. The processing of crude oil is done through the refinery after which the product is transported to a terminal where it is delivered directly to the retail location or sold to wholesaler.
ks to endure and thrive in its environment for a long time. All the decisions and actions performed in its operations have the direct influence on the foundation on which that organization is capable to do that (Mills et.al, 2002). Thus, the manner in which an organization secures, deploys and uses its resources determines the range in which it can productively pursue particular performance objectives.
The objective of lean production is to minimize the expenses and to make a business more effective along with reactive to market requirements. This approach is used in order to cut every activity which does not augment value to the manufacturing procedure. The core thought behind the incorporation of lean is to enhance customer value (Black, 2008).
The Tesla Roadster is the creation that put the company on the map for its sportiness despite being fully electric, and not the Tesla Model S is responsible for arguably cementing its place in the automotive industry. The Model S is the most successful production car that the company has made, and is responsible for the turn of luck towards the profitable end.
and lack of real-time report; (b) the automated filling equipment is not exclusively designed for Greasex line purposes and has no regular schedule for maintenance; (c) purchaser(s) do not have knowledge on the quality of spare parts needed for the equipment; and (d) lack of
This research will begin with the statement that responding to the increased level of competitiveness in the business environment in terms of quality, productivity and lead times, the function of Production and Operations Management has evolved significantly over the history to its current standing within organizations.
Thus, the manner in which an organization secures, deploys and uses its resources determines the range in which it can productively pursue particular performance objectives.
iii. Speed: the ability of doing things
The scope of operations management ranges from the tactical to strategic and operational levels (MITSloan, 2014). This makes the operations manager to have the function of determining the size and location of the manufacturing plant, making decision on what type of structure