Bullwhip

What are the key success factors and failure reasons of VMI process implementation? Till this point, we saw many benefits of Vendor managed inventory like improved customer service level, better inventory planning and to some extent cost reduction. But in this section of the study we will focus on factors drive VMI to achieve this success. Conventional thinking about VMI states that it can be achieved by the quality of the information shared. The study by Marloes J.T. Claassen, Arjan J. van Weele

relationships of trust with suppliers. In JIT, Zara order the actual need quantity in production to lower inventory, in terms of the supplier, they can forecast the actual demand quantity as to avoid the cost or inventory or production waste cause by bullwhip

Introduction Barilla is the world’s largest pasta producer that started from a family owned business in Italy. Barilla began expanding their operations by building a massive pasta plant. This plant became the largest and most technologically advanced pasta plant in the world. Eventually this growth caused Barilla to go into debt, which forced them to sell it to the U.S. firm, W.R. Grace. After 10 years, Barilla was able to buy the company back after they secured the funds to do so. With the investments

Assignment 2 (Due December 13) Please read the following instructions carefully. • Please submit your answer report at the beginning of class on December 13. • Late analyses will not be accepted. • You may discuss the assignment with your classmates. • You should individually prepare and submit your report. • The answers should show all steps but be concise and to the point. • Your answer report should be prepared in WORD and printed in A4 or letter size sheets

ALTERNATIVES AND OPTION The proposed new system, Just-In-Time Distribution (JITD), is one solution I suggest to resolve the demand fluctuation issues and lower costs. PROS: 1- Resolve the demand fluctuation that often lead to the bullwhip effect. 2- Offer additional service to the customer at no extra cost 3- Increase supply chain visibility and there by fewer stock outs 4- Reduce forecasting errors 5- Lower cost of capital tied up in inventory 6- Improve customer service 7-

QUESTION 1: SUPPLY CHAIN CONFIGURATION Tehindo consists of various key players in their supply chain configuration, which helps with the smooth and efficient flow of products and information throughout the company. Some of these key players in key positions include the various factories across Indonesia, the distribution facilities such as the wholesalers and retails and raw material suppliers of tea leaves in which are at 3 plantations across Indonesia. OWP – One Way Produts However it is

Assignment 3: Critique e-business operations from each of the following four perspectives: on-line payments, customer satisfaction, supply chain management, and advertising products/and services On-line shopping has continued to spike as more and more people turn to the convenience of the internet. Although it is convenient to shop from the privacy of your home, the perspective of on-line payment does present some challenges. Both the customer and the vendor are concerned about

This phenomenon is called “batching orders” and it is one of the causes of the Bullwhip effect. Another problem identified was that, sales and storage responsibilities were not clearly split. In fact, it was up to the warehouse manager to deal with the customer once a sale had been made. Thus, instead of managing the warehouse, they

Module: 1 Question 1 All of the following are key components of the definition of supply chain management, EXCEPT: A. monitoring of supply chain activities with the objective of creating net value B. synchronizing of supply and demand C. building a competitive infrastructure D. selecting suppliers Question 2 Which of the following is a key supply chain process? A. forecast B. source C. benchmark D. analyze Question 3 Supply chains create value by: A. increasing profitability

other hand. This report explains, why the company and their distributors are troubled with this situation and how Barilla intends to solve it. The problem Barilla experiences is called the “Bullwhip Effect”, i.e. that demand variability increases when moving up the supply chain. Several factors enforce this Bullwhip Effect, e.g. high lead times, poor demand forecasting, and batch ordering. In this report we will point out, that exactly those aspects can be identified as the underlying reasons for Barilla’s