Supply Chain Management in a Catering Firm

Supply Chain Management: An International Journal, Volume 7, Number 5, 2002, pp. 271 – 282;

Reorders are placed at the time of review (T), and the safety stock that must be reordered is:

The Customer relationship, Order fulfillment, and Supplier relationship processes need to be analyzed from the perspective of process structure, process improvement, layout, and capacity.

In the San Diego distribution center (DC) information flow example, dealers not being notified automatically of order status would be classified as

The Wholefoods purchasing department is usually inundated with phone calls and e-mails from new sellers requesting meetings. Therefore, we will contact them with our proposal 90 to 120 days before our launch date. As soon as we are approved to sell in Wholefoods, we will request our access to their Vendor Portal, which will allow us to manage our product data (Grannis, 2015). We will first fill out Trader Joe’s new vendor form. But since they are primarily focused on personal relations, we will also walk in to speak with a crewmember or manager directly. Since this company is highly selective, we will also approach them 90 to 120 days before our launch date in case the process is just as lengthy (Tsuruta,

Supply chain, its management, performance measures and improvement approaches. As an extension of the systems point of view, the system dynamics inherent in the supply chain are illustrated and the coordination in the supply chain is emphasized. Five areas where measurement of supply chain performance should be made are discussed. The five areas are on-time delivery, quality, time (business cycle) total delivered cost and flexibility.

Supply chains represent the procurement, production and distribution activities of an organisation. Within a supply chain, these activities are viewed as linked and reliant on one another to produce the final outcome. It is believed that if one component of the chain fails, the whole chain is broken and product/service delivery goals will not be achieved.

Food and beverage industry today has become one of the most competitive industries in the world. Recognizing that supply chain management is a core strategy and achieving world class performance in this strategy by developing and managing supply chains that provide flexibility, response time and delivery performance that exceed the competition is a key to survival in the food and beverage industry. The largest production sectors of food industry are brewing, milling, baking, confectionery, animal and vegetable oils, sugar, dairy products, fruits and vegetables, soft drinks, fish and meat processing, ethyl alcohol distillation, sprit blending, wines, bottling of natural spring .

Supply chain management is an integral component of operation management and has a direct effect on how successfully organizations function. The purpose of supply chain management is to remove communication barriers and eliminate redundancies by coordinating, monitoring, and controlling processes within an organization. Identifying the components of the supply chain, facilitating better decision-making, creating improved communication, and identifying weak links in the chain causing bottlenecks in an organization are crucial to supply chain integration. There are three principle elements of supply chain integration: management of information and financial flows, inventory management, and management of relationships of

The importance of the supply chain hasn’t always been so critical. It wasn’t until the railroad industry in the early 20th century that we first started to see real focus given to the supply chain. World War II put an even greater focus on the importance of a good supply chain and that emphasis was felt on a global scale. In the 1970s the oil embargo and shortages of other raw materials brought the attention of purchasing and supply management to a new level, once again. As more companies began competing on a global scale, innovative strategies arose. In the 1980s

“The finest supply chains aren’t just swift and cost effective, they are also agile and flexible and they ensure that all their companies interests stay aligned.”- Hall L Lee

The first metric used to measure the supply chain’s performance is called the Balanced Scorecard (BSC). (Kaplan and Norton, 1996) This model is valuable as it informs the company about the level of efficiency of the supply chain in the following four areas: financial, customer satisfaction, internal processes and learning and growth ability. Moreover, it allows to identify which sector is underperforming and requires more attention. Each of the four dimensions has a specific objective and target that are set by the company and are then matched with a metric which will assess performance in each dimension. For instance, related to the financial aspect, if the company’s objective is a 10 percent turnover rise compared to the previous year, it will use the monthly turnover rate to keep track of the progress. The same procedure is to be followed for the three other areas, using different metrics as objectives will be different. The selected measurements must be meaningful to the firm as this model will be used to guide the organisation’s strategy on the long-run.

A supply chain may be defined as an integrated process wherein a number of various business entities (i.e., suppliers, manufacturers, distributors, and retailers) work together in an effort to: (1) acquire raw materials, (2) convert these raw materials into specified final products, and (3) deliver these final products to retailers. This chain is traditionally characterized by a forward flow of materials and a backward flow of information. For years, researchers and practitioners have primarily investigated the various processes of the supply chain individually. Recently, however, there has been increasing attention placed on the performance, design, and analysis of the supply chain as a whole. From a practical standpoint, the supply chain

The activities carried out in the research focuses on understanding the concept of dynamic supply chain in the food retailing industry. The main objective is to assess the need for implementing dynamic supply chain for the growing products and demands in food retailing industry. Different research methodologies and techniques used for research process are explained. Data collection and analysis processes thoroughly described with expected research outcomes.

Partial fulfillment for the award of Master of Science (M.Sc.) Degree in Operations and Supply Chain Management