Assessment Of Supply Chain: Case Study Of Virginia Owens And Minor (O & M?
Assessment of Supply Chain: case study of Virginia Mason (VM) and Owens and Minor (O&M)
1. Assessment of Total Supply Chain Cost (TSCC)
CostTrack program has become Total Supply Chain Cost (TSCC). These two programs were developed by Owens and Minor (O&M), the contrast between these two programs was that TSCC was focus on performance driven in the supply chain. TSCC was created as an activity-based pricing model which was related to products supplied in the pharmaceutical area, rather than volume of product and process cost that other vendor and customers were familiar with. TSCC explained both Owens and Minor (O&M) and Virginia Mason (VM) with operational efficiencies, supply chain information, and the capacity to compare distributors when …show more content…
On the provider side, VM is a company that was practicing a lean demonstrate while using modified model of the Toyota Generation Framework, so they had to search the right distribution partner that would work with them in idealizing and coordination their supply chain. As a lean company VM was already working towards communication with their distributors about decreasing defects which fit right into what O&M was looking to do. O&M had realized that 7.4% of that cash that they spent on distribution and purchasing functions was rework money. O&M offer their ability in lowering costs for suppliers through “services designed to streamline the supply chain” and their inventory management ability included just-in-time administrations which is precisely what VM practiced on a day by day. However, they found out that their JIT demonstrate was not precisely working as well as they deal with VM. But with any lean practicing company they were willing to analyze the process and find some solution that were more …show more content…
VM spent 580 workdays at 8 hours per day working on improving their processes to create that in perspective. That means 4,640 hours and if there was an normal of 8 employees in each RPIW at that point that was 37,120 hours that VM paid their workers in 2007 to improve their organization. In spite of the fact that this is a much of resource that VM pay towards their VMPS, it was assets well went through as their length of remain went down, waiting times to have a surgery and to see a doctor diminished, and financially their persistent care net income, working salary and profit margin all developed substantially from the year
1. Assessment of Total Supply Chain Cost (TSCC)
CostTrack program has become Total Supply Chain Cost (TSCC). These two programs were developed by Owens and Minor (O&M), the contrast between these two programs was that TSCC was focus on performance driven in the supply chain. TSCC was created as an activity-based pricing model which was related to products supplied in the pharmaceutical area, rather than volume of product and process cost that other vendor and customers were familiar with. TSCC explained both Owens and Minor (O&M) and Virginia Mason (VM) with operational efficiencies, supply chain information, and the capacity to compare distributors when …show more content…
On the provider side, VM is a company that was practicing a lean demonstrate while using modified model of the Toyota Generation Framework, so they had to search the right distribution partner that would work with them in idealizing and coordination their supply chain. As a lean company VM was already working towards communication with their distributors about decreasing defects which fit right into what O&M was looking to do. O&M had realized that 7.4% of that cash that they spent on distribution and purchasing functions was rework money. O&M offer their ability in lowering costs for suppliers through “services designed to streamline the supply chain” and their inventory management ability included just-in-time administrations which is precisely what VM practiced on a day by day. However, they found out that their JIT demonstrate was not precisely working as well as they deal with VM. But with any lean practicing company they were willing to analyze the process and find some solution that were more …show more content…
VM spent 580 workdays at 8 hours per day working on improving their processes to create that in perspective. That means 4,640 hours and if there was an normal of 8 employees in each RPIW at that point that was 37,120 hours that VM paid their workers in 2007 to improve their organization. In spite of the fact that this is a much of resource that VM pay towards their VMPS, it was assets well went through as their length of remain went down, waiting times to have a surgery and to see a doctor diminished, and financially their persistent care net income, working salary and profit margin all developed substantially from the year