TAILIEUCHUNG - Lecture Advances in supply chain management - Chapter 27

In this chapter students will be able to: Identify some of the main reasons organizations need to make location decisions, explain why location decisions are important, discuss the options that are available for location decisions,. | PART IV ARCHITECTURE OF SELECTED APS SUMMARY of Last Lecture The Strategic Network Optimization model described above and the Production Scheduling model have gone “live” some years ago. To identify major mistakes in the implementation, both the new APS and the old planning system ran in parallel for just a few weeks. Thus the question on benefits can now be answered with several years’ experience of practical use. The most important improvements measured are: Reduced planning time: The planning time needed to create the weekly master plan was reduced to less than 30% of the time required before the implementation of the APS. About 95% of the decisions proposed by the planning system are put into practice without changes. This shows the reliability of the planning model and enables the planner to examine what-if analysis to evaluate process changes. Reduced inventory levels: Without affecting customer service, it was possible to avoid buffers which were used to protect against planning inaccuracy and uncertainty. This also attributed to a new way of controlling inventories which is based on the inventory analysis methodology introduced in Chap. 2. Reduced overtime: The bottleneck production lines can be identified very early. Therefore, production can be shifted to alternative sites, if necessary. Less emergency transports between DCs: More accurate planning balances production and transports in advance. Long-Term Production and Distribution Planning Long-term planning tasks in the food and beverages business comprise a time horizon between 1 and 5 years. In this range strategic decisions on the product program to be offered, the opening or closing of production lines or plants, and the distribution network are made. But in case of the company described here, the long-term production and distribution planning is restricted to 18 months, as in this time horizon production lines can be built up or moved from one site to another. Furthermore, changes in .

• Quản trị kinh doanh
• Supply chain management
• Advances in supply chain management
• Supply chain analysis
• Advanced planning
• Supply chain analysis
• Advanced planning
• Manufacturing planning
• Control for supply chain management
• Supply chain logistics
• Management of supply chain logistics
• Supply chain logistics framework
• Warehouse replenishment systems
• Supply chain
• Lecture Supply chain management
• Chuỗi cung ứng
• Quản lý chuỗi cung ứng
• Supply chain relationship management
• Global supply chain management
• Guide to supply chain management
• Source in supply chain management
• Guide to deliver in supply chain management
• Supply chains
• Operations planning
• Strategic sourcing initiatives
• Competitive supply chain
• Supply chain processes
• Goods producing processes
• Effective operation
• Supply chain strategy
• Essentials of supply chain management
• Supply chain operations
• Supply chain coordination
• Business strategy
• Measuring performance
• Supply chain metrics
• Supply chain opportunities
• Developing supply chain systems
• Logistics and supply chain management
• Synchronous supply chain
• Managing the global pipeline
• Managing risk in the supply chain
• Supply chain integration
• Strategic lead time management
• The synchronous supply chain
• The supply chain
• Lean supply chains
• Lean production
• Lean supply chain design