Essay Case Study 1: Integrated Logistics for Dep/Gard

| |iv. Service quality cost savings – Controllable and relevant – With the 6 supplier option the company saves $100,000 in|

Manufacturing support performance cycles serve as the logistics of production. These functions maintain orderly and economic flow of materials and work-in-process inventory to support production schedules. The goal is to support manufacturing requirements in the most efficient manner. These are internal cycles to the firm, thus they are rarely affected by behavioral uncertainty. Customer accommodation performance cycles are those associated with processing & delivering customer orders. They link customers through timely & economical product availability. Physical distribution integrates marketing and manufacturing efforts. To improve the effectiveness forecast accuracy must improve to reduce uncertainty.

ISOL + Group produces and sells a variety of products within France, Spain, and Italy. The general manager Mr. Dupont has initiated a thorough rethinking of logistics matter for the group. Based on his recommendations, the management team must identify, analyzed, discuss, and recommend the most appropriated solutions for the recommendations made by Mr. Dupont.

Furthermore, it is our goal to ensure that all of the necessary visibility and metrics currently being used by each department remains as transparent as possible. The ability to manage and view the general ledger, accounts payable and receivable, inventories for each manufacturing vertical and project, and provide these through customized reports that should be not only tailored to each group but they should provide for greater control of the enterprise as a whole without the reliance on individual accounting teams to maintain accuracy and performance of their business units.

Apply time, money, people and other resource involve in early supply and supplier to assure continuous availability at the lowest cost in strategy spend.

Variable order cycle – lead time from placement to receiving of the order = 4 days.

Our supplier, Beta Manufacturers has the second-most expensive cost. Because its fair labor standards are slightly questionable, additional costs may apply for Beta Manufacturers to abide to Wahl’s values. This may offset the saving from the most expensive supplier option. Due to the high cost of partnering with a reputable supplier, Wahl will be in a greater risk of a budget shortage which would restrict it to some less desirable alternatives in upcoming decisions. An expensive supplier has a high opportunity cost on the project, because it limits a significant portion of the budget that can be used to develop other aspects of the project, such as quality control, salary of employees, and distribution.

This round I continued to increase the production schedule. Daze is about 1,900, Dell is about 1,600, Dixie is about 920, Dot is about 700, and Dune is about 700. Dot is the only product that has an inventory of about 20. I decided to increase the capacity to 9 for all the segments. This complemented the increase of production because the investment workforce is about $1,163. I have to say that the total labor cost for each unit is accurate enough to help with the financial budgeting. Daze is about $17.21, Dell is about $11.97, Dixie is about $22.70, Dot is about 21.33, and Dune is about $21.20. I did not touch the automation because it was not necessary to do so. I noticed that units sold have fluctuated for each of product. Daze is about 1782, Dell is about 1386, Dixie is about 891, Dot is about 574, and Dune is about 584 with a 99% plant utilization through each of the products. Our competitors such as cake are about 3,784 with units sold of 228 on inventory and 151% in plant utilization. Cedar is

8. Shorter cycle and lead times – Improved relationships with suppliers and involvement in product and process improvement

I would enforce rules in chat and have more staff in sky wars and kitpvp

Chase, R. (2011). Operations and supply chain management (13th ed.). Boston, MA McGraw – Hill Irwin ..

Communication is a very important aspect for Wolfe & Swickard’s target customers. Accurate and timely communication can be achieved through constant share of information. Both companies must work together and communicate in order to ultimately produce a satisfactory end product for the U.S. military. It is important for Wolfe & Swickard to keep its customers in the loop and communicate any potential problems with the manufacturing process as soon as possible. It is also important for Wolfe & Swickard to communicate accurate timelines to its customers.

* Supply chain represents approximately 55-58 calendar DOH of dry goods (30 in the CDC, 14 at the Distributor, 11-14 at the Supermarket or Independent Shops)

In addition to the adequate amount of suppliers, a third criterion would be based on the supplier’s ability to use ePass. The fourth criterion is the ability to repeat the sourcing method yearly in order to make the system effective for a long term basis. The last criteria that the sourcing team should consider ensuring that the overall ePass system requires less time while lowering the cost of sourcing. The sourcing teams needs to ensure that the overall process increases the firms’ efficiency and that it doesn’t put Betapharm at risk.

In the article Time Compression and Supply Chain Management - A Guided Tour (Towill, 1996) the author contends that cycle time compression (CT), when coordinated with advanced production scheduling techniques incouding Just-In-Time (JIT) supply chain , can deliver signification financial performance gains for an enterprise. The authors also provide the foundational elements of the Demand-Driven Supply Network (DDSN) that has been proven throughout industries that have exceptionally rapid lifecycles and inventory turns (Ashayeri, Tuzkaya, 2011). The author also is careful to provide a full analysis of the most complex, time-constrained supply chains across a broad spectrum, all unified by goal of showing how time delay and transmission lags can be trimmed with the entire set of lean supply chain and production techniques. Using lean principles to achieve significant improvements in supply chain performance through value stream workflows is comparable to managing supply chains with cycle time compression (CT). The intent of this analysis is to evaluate how this can be achieved.