Supply Chain Management System
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21-04-2010, 11:43 PM
What is Supply Chain Management?
Supply Chain Management (SCM) is a combination of science and software that encompasses all operations within the supply chain, including the sourcing, acquisition, and storage of raw materials; the scheduling and management of work-in process; and the warehousing and distribution of finished products. With SCM softwares, businesses can streamline and automate the planning, execution, and control of these key activities.
Since there are often many third-parties involved throughout the end-to-end supply chain, SCM software is proposed to design ro enhance communication, collaboration, and coordination with vendors and suppliers, transportation and shipping companies, intermediaries, and other partners by enabling faster bi-directional information sharing.
Key Benefits of the SCM Software
With a supply chain management software in place, a business can:
More effectively manage its entire network by overseeing all activities across all suppliers, production plants, and storage and distribution facilities.
Streamline and centralize their distribution strategy, to eliminate the logistical errors and lack of coordination that can lead to delays.
Increase visibility and enhance collaboration across the entire supply chain by sharing valuable information such as demand trend reports, forecasts, inventory levels, and transportation plans with suppliers and other partners.
Minimize storage costs and improve cash flow by better managing inventory levels.
Improve logistics tracking, to correct break-downs, inefficiencies, or problems in the supply chain before they become unmanageable.
Features of Supply Chain Management Software
The Proposed SCM softwares offer a comprehensive suite of modules and features to support end-to-end supply chain processes, including:
Inventory management to ensure optimum stock levels of components for production plants, finished goods for customers, and spare parts for field service technicians (if applicable), while minimizing related storage costs.
Order management that includes automated order entry, dynamic supplier scheduling, and pricing and product configuration to accelerate the order-to-delivery cycle.
Procurement to streamline all sourcing, purchasing, and payables across the entire supplier network.
Logistics to enhance the way warehouses are managed and transportation channels are coordinated, so on-time delivery performance can be dramatically improved.
Supply chain planning to improve all related operations by enabling accurate demand forecasting, improving order promising, and eliminating manufacturing over-runs.
Return management to accelerate the inspection and handling of defected goods, and automate the processing of claims with suppliers and insurance companies.
Incentive management to help companies better manage vendor negotiations, discounts, incentive plans, and commissions.
The proposed software can be developed using J2EE Components and MySql
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31-03-2011, 04:26 PM
SYNTHO CHYRALS.doc (Size: 414.5 KB / Downloads: 93)
Supply chain management can be simple or complex, but all supply Chains contain similar elements and are managed in a similar way. Logistics is the management of the flow of goods, information and other resources between the point of origin and the point of consumption in order to meet the requirements of consumers. Logistics involves the integration of information, transportation, inventory, warehousing, material-handling, and packaging, and occasionally security. Logistics is a channel of the supply chain which adds the value of time and place utility. Information, communication, cooperation and trust are keys to effective supply chain management.
Supply chain business process integration involves collaborative work between buyers and suppliers, joint product development, common systems and shared information. It is said that the ultimate goal of any effective supply chain management system is to reduce inventory. Supply chain management flows can be divided into three main flows:
The product flow
The information flow
The finances flow
The product flow includes the movement of goods from a supplier to a customer, as well as any customer returns or service needs. The information flow involves transmitting orders and updating the status of delivery. The financial flow consists of credit terms, payment schedules, and consignment and title ownership arrangements.
Increasing numbers of companies are turning to Web sites and Web-based applications as part of the SCM solution. A number of major Web sites offer e-procurement marketplaces where manufacturers can trade and even make auction bids with suppliers.
The company is undergoing many changes. More funds are being put into research, and the industry is getting bigger.
The company advertises its products and services on websites. Many researchers from the pharmaceutical industry look up information online. Pharma B2B benefits all its participants such as pharma traders, pharma manufacturers, pharma sellers, pharma suppliers, and others. Moreover, B2B also signifies a vibrant market place for business owners and a wide variety of connections and relations between them.
Pharma B2B helps pharmaceutical business owners to come on a single platform to discuss common issues and improve business relations. It provides a world wide platform for buying and selling as well as listing their products and services. Pharma B2B helps pharma business owners to get the best out of the Indian pharmaceutical industry. For pharma companies and industries in India, any pharma B2B setup helps them to:
• Supply their products to a widespread geographical market
• Access newer categories of potential buyers
• Communicate with supply chain managers around the world
• Locate alternative channels of buying
• Access quality customers
Moreover, pharma B2B also helps businesses on both sides of the table to converge and meet world wide pharma industry players and offer tailor made solutions for day to day business needs. Further, it offers a dedicated platform for promotion and communication of the pharma sellers' products to the prospective pharma buyers. Additionally, such a business platform provides an opportunity to buy and sell products and services that are about mutual business concerns. In this manner, they will be able to utilize optimal resources for the best way of promoting mutual business interests
At the same time, any pharma B2B setup provides suppliers an opportunity to offer their products and services to a wide geographical market. It also opens door to new categories of potential pharma buyers. Thus both pharma sellers and pharma buyers stand to benefit from this arrangement. Decision makers on both sides stand to gain from easy accessibility to supply chain managers located across a wide geographical area. Pharma buyers also gain from newer and more competent suppliers and get a better choice of sellers than the conventional ones. Thus, pharmaceutical industry members as well as pharma buyers, pharma sellers and pharma suppliers can be mutually benefited from a pharma B2B establishment. Such a concern can go a long way in establishing gainful relations in the pharmaceutical industry.
A supply chain is a network of facilities and distribution options that performs the functions of procurement of materials, transformation of these materials into intermediate and finished products, and the distribution of these finished products to customers. Supply chains exist in both service and manufacturing organizations, although the complexity of the chain may vary greatly from industry to industry and firm to firm.
In a very simple supply chain for a single product, where raw material is procured from vendors, transformed into finished goods in a single step, and then transported to distribution centers, and ultimately, customers. Realistic supply chains have multiple end products with shared components, facilities and capacities. The flow of materials is not always along an arborescent network, various modes of transportation may be considered, and the bill of materials for the end items may be both deep and large.
Traditionally, marketing, distribution, planning, manufacturing, and the purchasing organizations along the supply chain operated independently. These organizations have their own objectives and these are often conflicting. Marketing's objective of high customer service and maximum sales dollars conflict with manufacturing and distribution goals. Many manufacturing operations are designed to maximize throughput and lower costs with little consideration for the impact on inventory levels and distribution capabilities. Purchasing contracts are often negotiated with very little information beyond historical buying patterns. The result of these factors is that there is not a single, integrated plan for the organization---there were as many plans as businesses. Clearly, there is a need for a mechanism through which these different functions can be integrated together. Supply chain management is a strategy through which such an integration can be achieved.
Supply chain management is typically viewed to lie between fully vertically integrated firms, where the entire material flow is owned by a single firm, and those where each channel member operates independently. Therefore coordination between the various players in the chain is key in its effective management.
The mode choice aspect of these decisions are the more strategic ones. These are closely linked to the inventory decisions, since the best choice of mode is often found by trading-off the cost of using the particular mode of transport with the indirect cost of inventory associated with that mode. While air shipments may be fast, reliable, and warrant lesser safety stocks, they are expensive. Meanwhile shipping by sea or rail may be much cheaper, but they necessitate holding relatively large amounts of inventory to buffer against the inherent uncertainty associated with them. Therefore customer service levels, and geographic location play vital roles in such decisions. Since transportation is more than 30 percent of the logistics costs, operating efficiently makes good economic sense. Shipment sizes (consolidated bulk shipments versus Lot-for-Lot), routing and scheduling of equipment are key in effective management of the firm's transport strategy.
OBJECTIVES OF THE STUDY
• The main objective of the study is to analyze the overall management of logistics in the SynthoChirals Ltd.
• To examine supply chain management at SynthoChirals Ltd., during the Study period.
• To develop entrepreniual skills in supply chain management.
• To implement multiple replenishment techniques, including sequence delivery, supplier managed inventory, and scheduled delivery of the products.
• To reduce supply chain risks with access to up-to-date performance management information
• To improve data availability and data sharing by integrating functional and departmental business intelligence systems
• To increase customer service levels with global visibility of material flow throughout the supply chain.
To examine documentation for invoices, cargo insurance, letters of credit, ocean bills of lading or air waybills, and inspections
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06-07-2011, 02:50 PM
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06-03-2012, 12:27 PM
to get information about the topic "supply chain management system" full report ppt and related topic refer the link bellow
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23-04-2012, 11:52 AM
Supply Chain Management System
7.ppt (Size: 1.21 MB / Downloads: 29)
What Is the Supply Chain?
Also referred to as the logistics network
Suppliers, manufacturers, warehouses, distribution centers and retail outlets – “facilities”
Work-in-process (WIP) inventory
that flow between the facilities
What Is Supply Chain Management (SCM)?
A set of approaches used to efficiently integrate
So that the product is produced and distributed
In the right quantities
To the right locations
And at the right time
System-wide costs are minimized and
Service level requirements are satisfied
Why Is SCM Difficult?
Uncertainty is inherent to every supply chain
Breakdowns of machines and vehicles
Weather, natural catastrophe, war
Local politics, labor conditions, border issues
The complexity of the problem to globally optimize a supply chain is significant
Minimize internal costs
Deal with remaining uncertainty
Supply Chain Integration – Push Strategies
Classical manufacturing supply chain strategy
Manufacturing forecasts are long-range
Orders from retailers’ warehouses
Longer response time to react to marketplace changes
Unable to meet changing demand patterns
Supply chain inventory becomes obsolete as demand for certain products disappears
Increased variability (Bullwhip effect) leading to:
Large inventory safety stocks
Larger and more variably sized production batches
Unacceptable service levels
Inefficient use of production facilities (factories)
How is demand determined? Peak? Average?
How is transportation capacity determined?
Examples: Auto industry, large appliances, others?
Joined: Apr 2012
29-06-2012, 03:56 PM
SUPPLY CHAIN MANAGEMENT
SUPPLY CHAIN MANAGEMENT.pdf (Size: 891.51 KB / Downloads: 27)
Mother Dairy is a leading marketer of dairy products and
fruit & vegetable products in the Indian sub-continent.
• Mother Dairy has set up a 100 per cent Export Oriented
Unit with a capacity for processing over 15000 metric
tones of fresh produce annually.
• New state-of-the-art plant with an installed capacity for
processing 10 metric tones of fruit per hour in Bangalore.
• The units are ISO 9001-2000 and HACCP certified, and
the products are Kosher certified.
• Established a marketing and distributional office in
Rotterdam which is another step towards providing
quicker and better service to its international customers .
Processing of milk
Unprocessed milk may contain small dirt
particles invisible to the naked eye. In
order to remove these particles the milk
has to be processed.
Dispatching of milk
silos and further chilled to about 2 C. by the glycol
chilling system, and then dispatched to the Milk
Shops in insulated road milk tankers. Prior to the milk
being dispatched in tankers, it is tested for quality to
make sure that it meets the quality standards. When
the tanker arrives at the shop the milk is transferred
into a large refrigerated tank.
Quality control all the way
A final quality check of the mill is also
made at the shop itself. This ensures that
milk reaching the customers is of same
quality as dispatched from the Dairy.
Joined: Apr 2012
25-08-2012, 09:59 AM
Supply Chain Management
1Supply Chain.ppt (Size: 168 KB / Downloads: 43)
What is Supply Chain Management?
Managing supply chain flows and assets, to maximizesupply chain surplus
What is supply chain surplus?
Competitive and Supply Chain Strategies
Competitive strategy: defines the set of customer needs a firm seeks to satisfy through its products and services
Product development strategy: specifies the portfolio of new products that the company will try to develop
Marketing and sales strategy: specifies how the market will be segmented and product positioned, priced, and promoted
Supply chain strategy:
determines the nature of material procurement, transportation of materials, manufacture of product or creation of service, distribution of product
Consistency and support between supply chain strategy, competitive strategy, and other functional strategies is important
Achieving Strategic Fit
Consistency between customer priorities of competitive strategy and supply chain capabilities specified by the supply chain strategy
Competitive and supply chain strategies have the same goals
A company may fail because of a lack of strategic fit or because its processes and resources do not provide the capabilities to execute the desired strategy
Example of strategic fit -- Dell
Understanding the Customer and Supply Chain Uncertainty
Identify the needs of the customer segment being served
Quantity of product needed in each lot
Response time customers will tolerate
Variety of products needed
Service level required
Price of the product
Desired rate of innovation in the product
Understanding the Supply Chain
How does the firm best meet demand?
Dimension describing the supply chain is supply chain responsiveness
Supply chain responsiveness -- ability to
respond to wide ranges of quantities demanded
meet short lead times
handle a large variety of products
build highly innovative products
meet a very high service level
There is a cost to achieving responsiveness
Supply chain efficiency: cost of making and delivering the product to the customer
Increasing responsiveness results in higher costs that lower efficiency
Figure 2.3: cost-responsiveness efficient frontier
Figure 2.4: supply chain responsiveness spectrum
Second step to achieving strategic fit is to map the supply chain on the responsiveness spectrum
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27-12-2012, 01:01 PM
to get information about the topic "Supply chain management" FULL REPORT PPT AND RELATED TOPIC REFER THE LINK BELLOW
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04-04-2013, 06:11 PM
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05-04-2013, 10:01 AM
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