Integrated Logistics for DEP/GARD Case Study -Tin Yeung Ma -2/27/2014 Tom Lippet‚ sales representative for DEP‚ feels the challenge when the successor of Mike O’Leary‚ Richard Binish‚ becomes the new purchasing agent at GARD who plans to trim the product line in the next three years. His plan to narrow the service window for suppliers from the original 5 days to 3 days in the next three years to the eventually 1 day window forces Tom to consider ways that can increase the performance and service
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Department SE 405 (062) Lab # 1 INTRODUCTION AND MANUAL SIMULATION Objective 1: Introduction to Simulation. A comprehensive introduction to the problem of simulation is given in this lab. The students are introduced to the area by giving several examples from daily life. The different nature of simulation-based programming is emphasized. The concepts of timing and event list are illustrated through the use of relevant examples. Introduction to the following concepts: 1. Need of simulation in
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manager at GARD‚ succeeding Mike O’Leary. If DEP are to continue supplying polymer products to GARD‚ changes will be required. In 3 ½ years from now‚ DEP will be expected to provide exact day delivery to GARD from 10 days of when the order is placed‚ and this needs to occur 96.5% of the time. Currently‚ DEP’s performance cycle ranges from between 9 and 20 days. DEP need to aim to reduce this performance cycle to 10 days and below to retain the business in the long term. DEP is efficient
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reviewing the Supply Chain design for DEP/GARD‚ there are various stages which add value‚ and some which fail to add value. Looking at figure 1. below‚ you will see the diagram outlining the supply chain value stream enabling DEP to delivery product to GARD. Areas which fail to add value‚ and have the potential to erode DEP’s ability to remain a valued supplier for GARD include the following: 1. Failure to utilize LEAN manufacturing principles causing DEP to carry excess inventory: Inventory
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Case 1 Integrated Logistics Overview This case finds Tom Lippert‚ sales representative for DuPont Engineering Polymers (DEP)‚ in a situation common to today’s competitive sales environment. His company‚ as a supplier to a major manufacturer (GARD)‚ is faced with changing times. GARD is in the midst of a “changing of the guard” as Mr. Lippert’s long-time contact‚ Mike O’Leary‚ retires. O’Leary’s successor‚ Richard Binish‚ brings a new set of supplier expectations to the fore of GARD’s
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Munnelly Business Logistics & Transportation Case Study 1 Integrated Logistics for DEP/GARD Company: C1 C2 C3 C4 C5 C6 Percentage: 60‚60‚15‚15 25‚25‚15‚15 15‚15‚25‚25 60‚60 25‚25 25‚25 Compound: A B E F A B C D A B E F C D E F C D DEP Materials Inventory (7 Days) Manufacturing (6-8 Days) Distribution Warehouse DEP Truck (since destination is within 200 miles) GARD 1. As illustrated
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The Hog Problem: Integrated Logistics Executive Summary The hog slaughtering plant located in Brendon‚ Manitoba has the capacity to slaughter 2.5 million hogs per year‚ around 50‚000 per week and 10‚000 per day. Hogs arrive at the slaughter plant from all over Manitoba and certain parts of Saskatchewan via truck. Every farm is located within a different distance from the slaughter facility and delivery lead times vary from as low as half an hour to as high as three and a half
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roles in effective and right way CIPD developed what they called HR Profession Map and divided it into 10 professional areas as follow: 1. strategy insights and solutions 2. leading and managing the human resources function 3. organization design 4. organization
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CASE A3 Atlas Tire and Rubber Company1 Executive Summary Faced with financial and competitive challenges in 200X‚ Atlas Tire and Rubber Company’s new CEO developed a strategic plan that included an initiative to build industry leading supply chain management capabilities. As the organization strives to establish a “superior supply chain” in the U.S. tire division‚ numerous internal changes have been made. Over the last three years‚ the organization has built a hierarchy of collaborative teams to
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Question 1 Does MAP understand its transportation needs in a changing environment? What role does transportation play in MAP’s supply chain? How is this role different or the same as other companies (multi-nationals‚ retail‚ manufacturing‚ etc.)? Answer: Yes Stanley is aware of the transportation issues plaguing MAP and he is not sure what to do about it. Role of transportation played in MAP’s supply chain:- Stanley received multiple calls from customers complaining about late shipments for
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