Council of Supply Chain Management Professionals Essay

1. Visit the web positions of companies corresponding Wal-Mart, Dell and Home Depot, and instruct if you can reign discussions of their emerge fibril right smart activities. List entropy you can find on purchasing/supplier issues, logistics, training systems, attribute and client service. Purchasing/supplier issues Wal-Mart al flairs emphasized the unavoidableness to crucify its purchasing costs and offer the dress hat price to its customers. The family procured ripe(p)s straightaway from manufacturers, bypassing all intermediaries. Wal-Mart was a tough negotiator on prices and finalized a corrupt deal only when it was fully confident that the harvest-feasts being bought were not forthcoming elsewhere at a lower price.Wal-Mart spent a note costy amount of while meeting vendors and understanding their cost structure. By making the process transp atomic number 18nt, the retailer could be certain that the manufacturers were doing their best to cut wad costs. Once satisfied, Wal-Mart believed in establishing a long-term relationship with the vendor. In its effort to drive hard bargains, Wal-Mart did not even spare big manufacturers corresponding Procter & gamble. However, the family, generally, preferred local and regional vendors and suppliers. Logistics An important feature of Wal-Marts logistics pedestal was its fast and responsive transportation system. Wal-Mart maintained a strict scout over its drivers by keeping a record of their activities through the head-to-head Fleet Driver Handbook. The purpose of the book was to educate the drivers with bear upon to the code of conduct.Non-compliance to the hand book would result in the termination of the driver. To commence its distribution process more efficient, Wal-Mart also made use of a logistics technique known as cross docking. In this system, the finish goods were directly supplied to the customers. The system stretchd the handling and storage of finished goods, to the high- pitchedest degree eliminating the role of the distribution centers and descents. Information Systems Wal-Mart invested heavily in IT and communications systems to effectively track sales and merchandise inventories in retentivenesss across the country. With the rapid refinement of Wal-Mart stores in the US, it was essential to contribute a good communication system. Wal-Mart tog up its own satellite communication system in 1983.They were satisfactory to reduce unintersectionive inventory by allowing stores to manage their own stocks, trim back pack sizes across many product categories, and condemnationly price markdowns. sort of of cutting inventory across the board, Wal-Mart made full use of its IT capabilities to launch more inventories available in the case of items that customers wanted most, while trim back the boilers suit inventory takes. The order focusing and store replenishment of goods were only executed with the help of computers through the Point-of Sal es (POS) system.Through this system it was likely to monitor and track the sales and merchandise stock levels on the store shelves. Quality and Customer Service When Sam Walton started Wal-Mart in 1962, he matte up that apiece Wal-Mart needed to reflect the vision of the community and the values of each customer. This way of doing business became the Wal-Mart organizational culture. Organizational culture is what a company values and this value reflects on how companies conduct their business. According to clip pickups website, Sam Walton believed that if you work toward excellence and show passion with your work, you pull up stakes gain a loyal customer base. Wal-Mart trains employees on how to problem sort out and develops each employee to focus on pleasing the customer.The slogan of satisfaction guaranteed is something that Wal-Mart says it takes seriously. Wal-Mart says it trains employees to command customers if they need assistance or tutorials on how a particular prod uct functions. An sweet(prenominal) function of Wal-Mart customer strategies is having greeters at the door of every store. Wal-Mart focus feel that if customers are greeted by a friendly face, this enhances their shopping experience. Wal-Mart says it spends time and m unrivaledy on its employees to picture that the philosophy of Sam Walton is instilled into each sassy employee.According to the Wal-Mart website, Wal-Mart trains its employees on excellent customer skills. Wal-Mart believes that if customers gets what they want at a good price, this ordain keep them coming back to the store. 2. Search on the term tote up cooking stove management. How many hits did you get? Describe tailfin of the websites found in your search. How many hits?- only 247,000,0005 of the websitesWhat is bring out train focusing? Describing what bring home the bacon stove management is. The hot new M.B.A. tack on- scope caution. Goes into how universities hand recently introduced undergrad uate majors for supply twine management. Council of Supply Chain management Professionals Homepage.They provide education, research, connections for supply kitchen range management. Module 1 What is Supply Chain charge? Its a YouTube video introducing viewers to the correction of SCM. Supply Chain centering Certificate. Describes what SCM is and offers advanced professional supply chain management certificate. 3. Go to www.agrichaincentre.com (or a similar website found when searching on New Zealand supply chain management), and discuss the current state of supply chain (or value chain) management in New Zealand. I went to the site I didnt impose anything on the current state of supply mgmt.. 4. Search for the term bullwhip effect and write a musical theme on the impacts of the bullwhip effect and the companies profiled in the papers you find.IMPACTS OF THE BULLWHIP EFFECTFrom the case study, in the betimes 1990s, P&G faced a problem of extreme prerequisites chromosomal mutation for its Pamper diapers. Although the purchase rate somehow remain steady at the customer end, it has been found that the variation of order rates amplify up the supply chain, from the retailer level to the distributor level. This phenomenon is called bullwhip effect, and the distorted information from one end of a supply chain to the other can use up to tremendous inefficiencies, such as excessive inventory investment, poor customer service, lost revenues, misguided capacity figures, inactive transportation, and missed production schedules.What happens when a supply chain is plagued with a bullwhip effect that distorts its demand information as it is transmitted up the chain? In the past, without being able to figure the sales of its products at the distribution channel stage, HP had to rely on the sales orders from the resellers to make product forecasts, plan capacity, control inventory, and schedule production. big(p) variations in demand were a major problem for HPs management. The common symptoms of such variations could be excessive inventory, poor product forecasts, light or excessive capacities, poor customer service due to inaccessible products or long backlogs, uncertain production planning (i.e., excessive revisions), and high costs for corrections, such as for expedited shipments and overtime.HPs product sectionalization was a victim of order swings that were exaggerated by the resellers relative to their sales it, in turn, created additional exaggerations of order swings to suppliers. P&G still need to be careful when use the information sharing, because it is only an initial shade to reduce the bullwhip effect within a supply chain, if use it from other stages continuously go out lead to other problems. For instance, the POS data for a cosmetics store of P&G is not useful for suppliers of Pamper diapers.Moreover, if P&G cannot ensure its short order lead time, information sharing could be redundant because its supply chain is no t capable of capitalizing on that information. Coordination in the supply chain is the next primary technique. Besides the Vendor-Managed Inventory (VMI) which P&G has already applied, the Collaborative Planning, Forecasting, and Replenishment (CPFR) could also be employ to moderate the bullwhip effect, as well as to reduce cost. Finally, the generous upshot policies that manufacturers offer retailers aggravate gaming. Without a penalty, retailers will continue to exaggerate their take and cancel orders. Not surprisingly, some computer manufacturers are beginning to visit more stringent cancellation policies.The bullwhip effect results from rational close making by members in the supply chain. Companies can effectively counteract the effect by thoroughly understanding its underlying causes. Industry leaders like Procter & Gamble are implementing innovative strategies that pose new challenges integrating new information systems, defining new organizational relationships, and imp lementing new incentive and measurement systems. The cream for companies is clear either let the bullwhip effect paralyze you or find a way to conquer it.5. Search on the term supply chain Management software applications, and write a paper nigh how companies use these to improve their financial performance.software product Application Improve Supply Chain Management Financial PerformanceSupply chain management software is possibly the most fractured group of software applications on the planet. about vendors have assembled many different chunks of software unitedly under a single roof, but no one has a complete software that is right for every company. For example, most companies need to track demand, supply, manufacturing status, logistics (i.e. where things are in the supply chain), and distribution. They also need to share data with supply chain partners at an ever increasing rate. While products from large ERP (enterprise resource planning) vendors like SAPs Advanced Plann er and Optimizer (APO) can perform many or all of these tasks, because each industrys supply chain has a unique set of challenges, many companies decide to go with targeted best of breed products instead, even if some integration is an inevitable consequence.Its worth mentioning that the old adage about systems only being as good as the information that they contain applies doubly to SCM. If the information entered into a demand forecasting application is not accurate, then you will get an inexact forecast. Similarly, if employees bypass the supply chain systems and try to manage things manually (using the telefax machine or spreadsheets), then even the most expensive systems will provide an incomplete picture of what is happening in a companys supply chain. Effective supply chain management boosts positivity by systematically reducing the overall costs associated with goods and services.Using SCM Software could increase the return on your investment by using the equal principle s that are used in big software companies abilities increase quality, upper production, and reduce costs, and extending them to your supply network. You collaborate with your suppliers in real time, improving the relationships and the overall management of your supply chain. SCM software manages the entire process, from requisitioning to purchase order creation, receiving, neb payment, and the tracking of supplier performance. It supports high- flashiness repetitive deliveries with supplier schedules specifying date and hour of delivery. unyielding term plans can be shared with suppliers allowing them to order raw materials, plan production, and arrange deliveries based on accurate, reliable data.SCM software helps to avoid the costly fines and penalties associated with defaults on regulatory compliance by maintaining the spherical knowledge demand to fulfill cross-border transactions within governmental and customs regulations. Supply chain management (SCM) is the process of planning, implementing, and controlling the operations of the supply chain as efficiently as possible. Supply chain management goes into improving the way a company finds the raw components it needs to make a product or service and deliver it to customers. Using supply chain management software and tools can bring greater speed and accuracy to the way a company do business thereby saving you time and money.6. Search on colour supply chains, and write a paper regarding the global regulatory status of environmental legislation and how it is impacting supply chain management.Impact of Environmental Legislation on Supply Chain ManagementOne of many challenges in environmental management is compliance with new environmental regulations. For instance, the EU recently requested all electrical and electronic products being exported to the region to follow the restrictions of hazardous substances (RoHS) directives in order to reduce certain substances used in products. Another regulation, w aste electrical and electronic equipment (WEEE), aims at promoting reuse, recycling, and other forms of recovery in order to reduce the waste. Those regulations presented precious challenges to international supply chains. Failing to comply with the regulations could result in injury of sales and reputation. For instance, in 2001, over one million SONY Play station were rejected by Dutch customs for containing environmentally hazardous substances.From the horizon of supply chain management, environmental regulations impose immediate pressure on manufacturing firms from different countries along a supply chain to work together to ensure the elimination of any hazardous substances. As component suppliers regenerate their products, contract manufacturers retool their manufacturing lines, and OEMs redesign many of their products.There is an unprecedented level of change in international supply chains because of this new wrap of environmental movements. In the case of regulation com pliance, many small manufacturers from exploitation countries lack the necessary experience and resources to respond to new environmental requirements obligate by downstream partners from developed countries. As developed countries move toward high value-adding products and services, developing countries would assume a larger share of manufacturing functions in the global supply chain, thereby shouldering greater environ- mental burden.Whether supplier resistance will stymie progress toward green supply chain management is vital to compliance with environmental regulations. Currently, the practices of, and barriers to various supply chain parties to cope with environmental regulations are not fully understood. It is possible that the trend of globalization and the enforcement of regulations have increased the impact of industry on green manufacturing practices. More studies should be conducted to re-examine the effects of the cultural and industry factors.Effort is made to ensur e the quality of this case study. For example, the study selected theoretically useful cases, used double investigators and respondents, conducted reliability and validity tests, collected multiple sources of evidence, and systematically searched for cross-case patterns. There are still some potential shortcomings regarding the generalization of the findings. For instance, the findings confirm the value of green partnerships but not the specific involvement of individual supply chain parties.African Journal of business line Management Vol. 5(26), pp. 10601-10614, 28 October, 2011 Available online at http//www.academicjournals.org/AJBM DOI 10.5897/AJBM11.518 ISSN 1993-8233 2011 Academic JournalsLee, Hau L., V. Padmanabhan, and Seungjin Whang. The Bullwhip Effect In Supply Chains1. Sloan management retread 38.3 (1997) 93-102. iii J. D. Sterman, Modeling managerial behavior misperceptions of feedback in a dynamic decision making experiment, Management Science, vol. 35, pp. 321339, 1 989. iiiii Lee, H.L., V. Padmanabhan, and S. Whang. Comments on Information Distortion in a Supply Chain The Bullwhip Effect, Management Science, 50(12), 1887-1893, 2004. iiiiv Wilck, Joseph H. Managing the Bullwhip Effect.Unpublished Ph. D. Dual Degree, Industrial applied science and Operations Research, College of Engineering (available at http//www. engr. psu. edu/symposium2006/papers/Session% 203D% 20-% 20Modeling% 20and% 20Engineering% 20Applications/Wilck. pdf, accessed July 2009) (2006). ivv Gilbert, K. An ARIMA Supply Chain Model, Management Science, 51(2), 305-310, 2005. vvi Chopra, S. and P. Meindl. Supply Chain Management. Second Edition, Prentice Hall, 478-504, 2004. vivii 4 Dejonckheere, J., S.M. Disney, M.R. Lambrecht, and D.R. Towill. Measuring and Avoiding the Bullwhip Effect A Control Theoretic Approach, European Journal of Operational Research, 147, 567-590, 2003. viiviii Chen, Frank, et al.Quantifying the bullwhip effect in a simple supply chain The impact of for ecasting, lead times, and information. Management science 46.3 (2000) 436-443. 1. This initiative was engineered by Kurt chromatic Associates but propelled by executives from a group of innovative companies like Procter & Gamble and Campbell Soup Company. See Kurt Salmon Associates, ECR Enhancing Consumer Value in the Grocery Industry (Washington, D.C. report, January 1993) and F.A. Crawford, ECR A Mandate for sustenance Manufacturers? Food Processing, bulk 55, February 1994, pp. 3442. 2. J.A. Cooke, The $30 Billion Promise, Traffic Management, volume 32, December 1993, pp. 5759. 3.J. Sterman, Modeling Managerial Behavior Misperception of Feedback in a Dynamic Decision-Making Experiment, Management Science, volume 35, number 3, 1989, pp. 321339. 4. Sterman (1989) and P. Senge, The Fifth Discipline The wile and Practice of the Learning Organization (New York Doubleday/Currency, 1990). 5. For a theoretical treatment of this subject, see H.L. Lee, P. Padmanabhan, and S. Whang, Info rmation Distortion in a Supply Chain The Bullwhip Effect, Management Science, 1997, forthcoming. 6. M. Millstein, P&G to Restructure Logistics and Pricing, Supermarket News, 27 June 1994, pp. 1, 49. 7. V. Carroll, H.L. Lee, and A.G. Rao, Implications of Salesforce Productivity, Heterogeneity and Demotivation A naval forces Recruiter Case Study, Management Science, volume 32, number 11, 1986, pp. 13711388. 8. Salmon (1993).9. P. Sellers, The Dumbest Marketing Ploy, Fortune, volume 126, 5 October 1992, pp. 8893. 10. P. Kotler, Marketing Management Analysis, Planning, Implementation, and Control (Englewood Cliffs, New island of Jersey Prentice Hall, 1997). 11. R.D. Buzzell, J.A. Quelch, and W.J. 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Smart, Jack Welchs Cyber-Czar, Business Week, 5 August 1996, pp. 8283. 24. G. Stern, Retailers of P&G to Get New Plan on Bills, Shipment, paries Street Journal, 22 June 1994. 25. Reid (1995).26. H.L. Richardson, How Much Should You Outsource?, Transportation and Distribution, volume 35, family 1994, pp. 6162. 27. Z. Schiller, Ed Artzts Elbow Grease Has P&G Shining, Business Week, 10 October 1994, pp. 8486. 28. R. Mathews, CRP Moves Towards Reality, Progressive Grocer, volume 73, July 1994, pp. 4344.