Overview of Profish Value Stream

Local procurement of materials provides an ease in production at the plant in Hangzhou. Costs are one area that attention is paid so that they can be kept within reason ensuring an affordable product. Throughout the process careful negotiations must be done to ensure there are adequate materials as well as manpower to fulfill the orders that have been placed by customers. The plant has the ability to produce a large amount of stock fans as well as special order merchandise. With specialty orders the process for procurement shift slightly because of the unique nature of the order and the variety of materials that may be used as well. With the procurement of the polymer done locally this also expedites the production process simply because logistics will not be an issue. The necessary machinery for manufacturing is onsite for quick manufacturing times that can quickly move into the production lines for assembly. Assembly leads way into storage for sales. Orders can be filled at the plant as well as shipped directly to the buyer both within China and internationally. Depending on the final destination of the merchandise there are multiple companies that are used to ensure the fastest shipping time to the buyer.

However external factors they cannot control, because of the economically uncertainties, it’s hard for the brand to forecast operating results. Therefore one of the main risks they could be facing in the near future is the slowdown in the worldwide economy and more particularly in China. If there is a slow down in the Asian economy it would greatly impact the company’s profit since Asian- Pacific region accounts for 24% of their biggest market sales.

Before Soup King can build upon our strengths, there are vulnerabilities within our supply chain that must be addressed. Amid shipment delays and unacceptable perfect order rates, we need

At the request of the Chief Operations Officer and the Vice President Operations, Riordan Manufacturing, an evaluation was requested for the development of a Material Requirements Planning (MRP) system. The system is to track and manage raw materials as well as finished product inventory throughout Riordan Manufacturing. Overall, the objective of implementing an MRP is to reduce on hand raw materials and finished goods inventory costs. The intent of this paper is to provide summary information to upper management by demonstrating the business requirements

With reference to the Vickers Industrial Supplies request for a distributorship and associated pricing discount, I have prepared a decision report to assist you in taking a decision. The report contains the analysis of the situation, the options available, my recommendation and an action plan. The recommendation has been arrived at by evaluating the options based on criteria which are aligned with the company’s objectives.

Value stream mapping tools are specifically designed to reduce the waste and lost efficiencies of complex production and manufacturing systems (Braglia, Carmignani, Zammori, 2006). They can also be used to complete complex simulations designed to troubleshoot supply chain-related problems and challenges over time (Y-H, H, 2007). Their most prevalent use is in addressing the seven main wastes that occur in any manufacturing environment incouding overproduction, waiting, transport, inappropriate processing, unnecessary inventory, unnecessary motion

Identified with conceivable disturbances from the abundantly pitched 'thousand years bug '. Y2K passed apparently without episode, however the boundless disturbances brought on by fuel dissents and at that point Foot and Mouth Disease in the UK, and by terrorist assaults on the USA have underlined the powerlessness of cutting edge supply chains.

The two most important businesses processes at Summit Electric are supply chain management and batch management. Supply chain management is a business process. It is a system that connects customers, suppliers, manufacturers, distributors and retailers. (Laudon and Laudon, 2014, p. 342-343). Summit Electric Supply is a distributor in the supply chain process. According to Laudon & Laudon (2104), Summit Electrical Supply distributes supplies and industrial electrical equipment, making them one of the top wholesale distributors in the United States. Two categories of products that are popular at Summit’s are cable and wire. The challenge Summit faced is that they purchased reels of wire and cable. The problem was determine how much product they had on hand and how much was sold. The solution was for Summit to implement a batch management. They used SAP’s ERP materials management software to assist them. The software’s solution to the problem was to treat each reel as a batch instead of a single product. This method allowed Summit to track how much of the reel was used each time a customer purchase wire or cable. Each time a customer purchased an amount of wire or cable it was entered into the system. This process aided Summit to track which customers purchased from a reel and trace it back to the supplier ((Laudon and Laudon, 2014, p. 366- 367).

spent several years in the military trying to convince leaders to use Lean principles to improve their operations. But even when presented with an action plan based on the Value Stream Analysis (VSA) of a costly process, the action plan was rarely implemented by the very organizational leaders who requested the analysis in the first place.

Note – We find in the map a significant drain on finance to labor and resources, due to incorrect material, prolonged project time, causing further overhead and loss in profit. We redirected our investigation to further questions to the key players in the ordering and estimating of materials. This accounts for a majority of the devastating overhead and lost time of the stakeholders. Further note – a bottleneck with the supplier and unskilled workforce are also evident. We will utilize the measurement phase to help

This project work has given very good information on the usage of the major tools of Value stream mapping. It has also provided me knowledge on the Single piece flow, Cell design, material presentation & super market to support for the Takted manufacturing assembly cell. A lot of analysis like PQ, Capacity Analysis, line balancing for cell design and super market, material presentation & water spider for wastes elimination from the assembly process.

International transportation elements of supply chains are shortened and distance driven costs are lower because supply sources are relocating closer to consumers (Russell et al., 2014). With near sourcing, from places like the United States, Latin America, and the Caribbean, offers advantages. For example, with imports coming in from Latin America and the Caribbean through the U.S East Coast ports, shippers not only avoid the congestions on the West Coast entry ports, they are able to bypass cross country movement that are expensive from West Coast ports to populated distribution centers in the east (Russell et al., 2014). Business can quickly adjust freight movements to change at the request of customers’ demands, by means of shortened distance and lower risk of congestion and delays (Russell et al.,

The manufacturing process is monitored using an on-line, collaborative package developed in-house to cater to the specific needs of the garments industry. This package gives a bird's eye view as well as the intricate details of each stage of manufacture. These enables us to formulate production plans and provides means of implementing and monitoring production, dispatch, etc. and provide timely alerts enabling us to take corrective actions as and when required.

Table of Contents Page Introduction Cargo Spot Scope of this Manual How to Start CargoSpot? Initial Layout and Tools of the System Forwarders AWB Stock Allotment Booking Availability Flight Export Sell Prices Sell Adhocs Reports 3 4 5 6 8 10 13 17 19 21 24 30 32 34

The distance between the two locations may pose certain inconsistencies in communication of orders and demands which make the first phase of supply chain long and tedious. Secondly, Finnforest suffers high inventory because of the need for storing the products before they are transported to the actual market which is in another country. Finnforest’s supply chain generally consists of 161 days of inventory which is more than the 20 days of actual activity time for each step in the supply chain process to be undertaken. The high inventory will cause problems with the financial status of the company because products in inventory do not generate income and the binding capital in those inventories prohibits the company from investing in other projects that would gain actual return (1997). Finally, the company has long lead time of exactly 50 days with each step of the supply chain process contributing to the total lead time except warehousing. The primary cause of the lead time is the complex arrangement of suppliers, distributors, manufacturers and retailers involved in the company’s supply chain. Different entities handle the harvesting of logs, processing them into timber, and transporting them to the second location which add conflicts to the entire process as these various entities