Presented By: Abhishek Mandvakar Ankur Kejriwal Hari Mohan Nikhil Abraham Prabhat Singh Vinay Singh BMW’S New Plant In May 2005 at Leipzig area ‚Germany Gerhard Schroder‚ Germany Chancellor opened Plant with Helmut Panke‚the Chairman of Company. BMW invested € 1.3 billion. Manufacture BMW 3-Series car’s. Max annual capacity: 650 cars/day Expected to create 5500 jobs in that area. 2 The ceremonial process of signing the Plant Establishment Contract. 3 BMW History
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Sept 23‚ 2013 Online Beer Game Please: • bring your own notebook • use IE explorer • have wifi access right in MBA center • know how to clear your browser’s cache B4 you come • be punctual (will start the game on time 6:45 pm) • 2 persons each group (desirably)‚ please get a partner • install the beer game (come together with the textbook) 1 Logistics Network 2 Issues in Facility Location • • • • Proximity to customers Business climate Total costs Infrastructure Issues in Facility
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failure: strategic or tactical Nike the world leader in sports apparel manufacturer with a market share of 32 percent and market cap at $20billion decided to implement i2 demand planning engine to manage its supply chain at a cost of $400million. It was supposed to help Nike with its supply chain and to reduce the lead time for the manufacturing of sneakers from nine months down to six. The i2 system worked on the principle of using the data from the previous sales figures and predicting the productions
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its operations. The resolution has gained considerable backing and Amazon says it will address the request. At the heart of Amazon’s operations rests its supply chain‚ complicated by the volume of transactions and associated companies and individuals selling on its website. Managing and disclosing sustainability issues in Amazon’s supply chain will be a difficult task. While that may require an organizational shift‚ Amazon can leverage the success it had with reinventing the customer experience
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PROOF CHAPTER 1 LOGISTICS AND SUPPLY CHAINS Contents Learning objectives 3 Role of logistics 4 Supply chains 8 Aims of logistics 14 Activities of logistics 18 Importance of logistics 22 Chapter review 28 Case study – Ace Dairies 29 Project – useful websites 30 Discussion questions 31 References 31 Further reading 32 LEARNING OBJECTIVES After reading this chapter you should be able to: • understand the broad role of logistics • see how logistics support the operations of an organisation
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SUPPLY CHAIN COORDINATION UNDER SALES EFFORT FREE RIDING By DAHAI XING Bachelor of Science in Electronics Engineering Beijing University of Aeronautics and Astronautics Beijing‚ China 2004 Submitted to the Faculty of the Graduate College of Oklahoma State University in partial fulfillment of the requirements for the Degree of DOCTOR OF PHILOSOPHY July‚ 2012 COPYRIGHT c By DAHAI XING July‚ 2012 SUPPLY CHAIN COORDINATION UNDER SALES EFFORT FREE RIDING Dissertation Approved: Dr. Tieming
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AMUL SUPPLY CHAIN MODEL BACK END TO FRONT END FARMERS CHILLING PLANTS MILK PROCESSING UNION & WAREHOUSES MILK SOLD TO VILLAGE AND LOCAL RESTAURANTS VILLAGE COOPERATIVE SOCIETIES (WITH CHILLING UNITS) LOCAL RESTAURANTS/OTHER MILK RELATED BUSINESSES VILLAGE COOPERATIVE SOCIETIES (WITH OUT CHILLING UNITS) UPSTREAM NETWORK SERVICES VETERINARY ANIMAL HUSBANDRY ANIMAL FEED FACTORY MILK CAN PRODUCERS AGRICULTURE UNIVERSITY RURAL MANAGEMENT CONSUMERS CONSUMERS HOME DELIVERY CONTRACTORS
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effective? 1. (40%) Bullwhip a) (10%) Why bullwhip occurs in a supply chain? b) (15%) Does that contradict with the risk pooling in terms of variability? Explain. c) (15%) Can the bullwhip be alleviated if the number of levels for the supply chain is reduced (e.g. eliminate the distributors)? If so‚ why don’t we just keep the supply chain as flat as possible (i.e. reduce the number of the levels required in the supply chain as much as possible)? 2. (60%) Case: “The Great Inventory Correction”
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“SUPPLY-CHAIN MANAGEMENT” 1. GLOBAL COMPANY PROFILE: VOLKSWAGEN ’S RADICAL EXPERIMENT IN SUPPLY-CHAIN MANAGEMENT Volkswagen ’s major suppliers are assigned space in the VW plant‚ but supply their own components‚ supplies‚ and workers. Workers from various suppliers build the truck as it moves down the assembly line. Volkswagen personnel inspect. Volkswagen plant‚ however‚ VW is buying not only the materials but also labor and the related services. Suppliers are integrated tightly into
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Agri-Supply Chain Management To Stimulate Cross-Border Trade in Developing Countries and Emerging Economies Jan van Roekel‚ Director‚ Agri Chain Competence center Sabine Willems‚ Agri Chain Competence center Dave M. Boselie‚ Wageningen UR – Agricultural Economics Research Institute (LEI) ‘s-Hertogenbosch‚ 19 August 2002 World Bank PaperCross-Border Agri Supply Chain Management Table of Contents Summary .............................................................................
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