Logistics management - Evaluate the logistics operations carried out within the company highlighting the problems encountered.

The super computer, Telson records all the sales. The order is automatically generated that evening. At midnight, the warehouse fills that order and it sits back on

The Process is that when received, all items are counted manually and taken to the warehouse - loaded on to special shelves. Information is recorded on the computer. Each department identifies goods needed. A list is made and items taken for display and sale in the shop. Department staff replenish the shelves when needed under close supervision and management in order to supply a high class service to customers.

CVS, went live with JDA Software Group 's Portfolio E3 private exchange solution following an implementation that lasted less than seven weeks, and the pharmacy has already begun collaborating with one of its largest suppliers in the health care industry. CVS expects to aggressively expand the CPFR program with other strategic suppliers. The CPFR program is instrumental to CVS ' corporate mission to provide superior customer service as well as to deliver significant benefit to its suppliers, according to Leo Hartnett, vice president of efficient customer response at CVS. JDA 's collaborative framework helps provide simplicity, security, accessibility and a proven methodology. As a result CVS has been able to rapidly adopt the principles of CPFR to achieve the supply chain benefits expected in a collaboration environment, assisted by a new data-driven inventory management system called AIM (Assisted Inventory Management).

In order to effectively do this, the Dillard uses a cross-docking break-bulk process. Shipments are broken down at the docking bay locations as totes are scanned, broken down, and organized. The hanging cart racks are scanned and organized, then the docking bay measure the location’s accuracy and performance. Store management (AIMS) controls random audits for quality assurance. Products are scanned for tracking at the DC location, then are sent through a conveyor belt system for delivery. Products are packaged by the identical clothing articles, mixed clothing articles (same brand or type), or the luxury clothing articles (separated and hung). After that, shipments are loaded onto trucks and ready for delivery to docking bays around the region. The metrics are implemented by the docking bay management to ensure the quality of performances in proper packaging and shipping process from the regional

The ILMS will be kept in an orderly matter, and all inventory locations will be labelled. The inventory database will reflect

All goods purchased pass through a receiving department under the direction of the chief purchasing agent. The duties of the receiving department are to unpack, count, and inspect the goods. The quantity received is compared with the quantity shown on the receiving department’s copy of the purchase order. If there is no discrepancy, the purchase order is stamped “OK—Receiving Dept.” and forwarded to the accounts payable section of the accounting

Mike Sadle is the owner of Mike’s Wrecker Service in Huntsville, Alabama. Mike has been providing tow services in the Huntsville and the surrounding areas for the past 20 plus years. During that span, Mike has experienced firsthand the growth and evolution of the towing industry. The purpose of this project was to help Mike identify an area in his business where a significant contribution could be made to increase the overall success of the company. The goal was to present Mike’s Wrecker Service with a telematics solution that will not only bring added value to the company but also provide a significant competitive advantage.

4. Assume HQ is responsible for replenishing inventory at the stores. a) What information is needed and how is it used to decide what to send to each store? b) Where does the information come from? c) Why didn’t we have each store decide what to order from the warehouse?

The receiver (John) unloads and stages all the items that are gained into the warehouse’s stock. Once the items are unloaded off the delivery vehicle, the receiver delivers all the appropriate paperwork that is attached to the delivered item to the Inventory Manger and the Supply room. All items, excluding repair and returns(R&R) property items, supplies and repair parts, are gained into TEWLS by the Inventory Manager. The Inventory Manger gains new equipment, inductions/turn-ins/RECAP and items that are returned from a vendor.

The ordering process begins with the decision of the customer to submit their order simply by either calling, faxing or mailing their order information. When a customer calls in their order, the customer service representatives takes down pertinent customer information, which includes the customer's name, billing and shipping address, product number and description, quantity and shipping instructions. While taking down the order, the customer service representative access the company's order entry system where inventory checks are conducted as well as credit checks are processed. In addition, delivery options are advised to the customer. Here the customer decides

While the purchasing department is busy working on the inventory other departments are using the sales projections to work on their staffing needs. They have done time studies to determine how many “pickers, and packers” are needed for their peak season. Their customer service department is also using these same sales projections to determine how many phone calls they will receive along with how many representatives they need. They are also meeting with shipping companies to negotiate cost and packing volumes. The shipments begin coming in June, and brought to their receiving area. Once everything is checked and made sure they have received what they should have received it in put into their warehouse. The warehouse is set up from slower movers to faster movers. The faster movers are set up closer to the conveyer lines to minimize the travel time for the pickers. In August they start staffing of the warehouse. While all departments are filling their staffing needs and beginning their training, the purchasing department is watching what costumes are selling early to see if there is

The process of filling and order in a distribution center requires a few people, pickers, sorters, and packers. This means that a lot of money is tied up to labor. Another method the DC’s use to make the process faster is by using automation processes such as conveyors and sorting equipment. These automation-handling systems are very expensive and involve large design cycles that take 12 to 24 month to bring online (article citation). Another drawback is that once they are set, they are set in stone

Once the good are ready for distribution, then the transportation company (Gerimis Baiduri) which is the 3rd party organisation, pick up the goods and ensure they are transported to the APGL warehouse in Singapore in the right temperature and time

Basing on the information provided at the end of Part 1 in the case study my priorities will include, understanding the culture mandates of France, which includes the country’s business laws both local and international, market research, the culture of France and engaging right employees.

According to Vazifehdust and Shahnavazi, (2012) there are nine CSFs. The CSFs determined are: Top management: Top management involvement in CRM and practicing CRM as their organisational vision and mission. The role of top managers is eliminating constraints (such as rigid regulation, hierarchical bureaucracy, lack of funding to CRM programs, close culture and etc) faced by organization when implementing CRM process. Chief executive officer: Leadership is responsible for creating the customer vision of the organization, communicating that vision by internally setting clear objectives, prioritizing customer projects, setting customer strategy and building a culture that regards knowledge as a vital company resource. Culture: Culture is the combination of shared history, expectations, unwritten rules and social customs that compel behaviors. Organizational infrastructure: There are two types of organization Organic and mechanic with different value creation. Mechanic organization leads to insufficient, ineffectiveness, powerlessness and prohibiting sharing knowledge and expertise among employees and managers. Organic organization is flat and network structure has low functional barriers, foster cross communication, allows the sharing of organizational, building new knowledge and seems it can facilitate CRM more effectively. Human resource management: CRM involves variety of Human resource frontline sales, marketing service providers, business analysts, IT professionals,