Approach to Supply Chain Strategy: Combining Lean and Agile Solutions Professor Martin Christopher Cranfield School of Management Cranfield University Cranfield Bedford MK43 0AL United Kingdom Tel : 44 (0)1234 751122 Fax : 44 (0)1234 751806 E-mail : m.g.christopher@cranfield.ac.uk Agenda • • • • • New competitive realities Lean and Agile – what’s the difference? Attacking complexity and waste Improving on-shelf availability Building a consumer-driven supply chain A
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Riley Supply* Jim Riley believed that the North Atlanta suburbs of Cherokee County and Forsyth County were about to take off in the mid-1990s so he‚ along with his next door neighbor‚ started a plumbing and heating supply business to benefit from the expected growth. Fortunately‚ the targeted counties of Cherokee and Forsyth did experience significant growth over the next decade as the following population table indicates. 1995 112‚971 61‚483 2006 195‚327 150‚968 Cherokee Forsyth Yet‚ despite
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the efficacy of its supply chain. Around the world (including India)‚ approximately 85% of McDonald’s restaurants were owned and operated by independent franchisees. Yet‚ McDonald’s was able to run the show seamlessly by outsourcing nine different ingredients used in making a burger from over 35 suppliers spread all over India through a massive value chain. Between 1992 and 1996‚ when McDonald’s opened its first outlet in India‚ it worked frenetically to put the perfect supply chain in place. It trained
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and turbulent markets‚ supply chain vulnerability has become an issue of significance for many companies. As supply chains become more complex as a result of global sourcing and the continued trend to ‘leaning-down’‚ supply chain risk increases. The challenge to business today is to manage and mitigate that risk through creating more resilient supply chains. Supply chain managers strive to achieve the ideals of fully integrated efficient and effective supply chains‚ capable of creating
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Section 1: Social Conditions / Concerns Increase in Employment Population Shifts Increase in College Attendance Civil Rights Movement Arms Race Begins / Technology Breakthroughs Television / Rock and Roll Section 2: Political Conditions / Concerns Harry Truman Dwight D. Eisenhower Korean War McCarthyism Space Race Dangers of the Garrison State Section 3: Economic Conditions / Concerns Inflation Balance of Trade Federal Reserve Board Policies Eisenhower’s Administration Policies
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d s Table of Contents 1.0 Introduction 2.0 Analysis 3.1 Demand and Law of Demand 3.2 Determinants 3.3.1 Demand 3.3.2 Supply 3.3 Elasticity 3.4.3 Determinants of Price Elasticity Demand 3.4.4 Determinants of Price Elasticity Supply 3.4.5 Price Elasticity of Demand 3.4.6 Income Elasticity of demand 3.0 Conclusion 4.0 Reference List 1.0 Introduction This is a good perceptive article written by
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Supply Network Design The Supply Network Perspective: A supply network perspective means setting an operation in the context of all the operations with which it interacts‚ some of which are its suppliers and its customers. Materials‚ parts‚ other information‚ ideas and sometimes people all flow through the network of customer-supplier relationships formed by all these operations. On its supply side an operation has its suppliers of parts‚ or information‚ or services. These suppliers themselves
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Supply chain management From Wikipedia‚ the free encyclopedia | This article needs additional citations for verification. Please help improve this article by adding reliable references. Unsourced material may be challenged and removed. (August 2009) | Supply chain management (SCM) is the management of a network of interconnected businesses involved in the ultimate provision of product and service packages required by end customers (Harland‚ 1996).[1] Supply chain management spans all movement
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Table of Content 1.0 INTRODUCTION 3 2.0 SAINSBURY SUPERMARKET AN OVERVIEW 3 3.0 OPERATIONS OF SAINSBURY 3 3.1 FACILITIES 3 3.2 PROCESS 4 3.3 LAYOUT AND FLOW 4 3.4 INPUT 5 3.5 TRANSFORMATION PROCESS 5 3.6 OUTPUT 5 4.0 SAINSBURY’S VARIETY‚ VARIATION‚ VISIBILITY‚ AND VOLUME CHARACTERISTICS 5 5.0 BENEFIT OF PERFORMANCE OBJECTIVE TO THE OPERATION 6 5.1 COST 6 5.2 DEPENDABILITY 6 5.3 FLEXIBILITY 6 5.4 QUALITY 6 5.5 SPEED 7 6.0 WHAT QUALITY MEANS TO SAINSBURY 7 7.0 THE EFFECT OF OPERATIONS CHARACTERISTICS
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letter on the computer graded answer sheet --- be sure to use a pencil‚ not a pen. If there is any discrepancy between the Scantron sheet and what you may have written on the exam‚ only the Scantron result will be accepted‚ unless there is a major problem‚ like being one row out of alignment. For all short answer questions‚ CLEARLY AND CONCISELY write your answer to the questions in the space provided below each question. Show all your work and explain your answers. I won’t give any partial credit
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