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  • Inventory Management Systems - SCM | Supply Chain Resource Cooperative (SCRC) | North Carolina State University
    Experts Cecil Bozarth Ph D Clyde M Crider MBA Donavon Favre MA Tracy Freeman MBA Robert Handfield Ph D Jeffrey Stonebraker Ph D Don Warsing Ph D SCM Professionals SCM Research Resources SCM Pro Resources SCM Articles SCM White Papers SCM SCRC Director s Blog SCM Tutorials SCM Video Insights Library SCM Insights Polls SCM Topics SCM Research SCRC Article Library Inventory Management Systems Inventory Management Systems Published on Jan 19 2011 Software applications that permit monitoring events across a supply chain These systems track and trace inventory globally on a line item level and notify the user of significant deviations from plans Companies are provided with realistic estimates of when material will arrive With Inventory visibility organizations are able to make decisions that optimize supply chain performance Information is available to reduce costs by removing inventory from the supply chain reducing obsolescence decreasing operational assets lowering network operations cost and decreasing transportation costs Visibility also increases competitiveness by improving customer satisfaction and market responsiveness Source http www apics org 10th ed See Supply Chain Visibility Categories SCM Supply Chain Management Definitions Terms Information Flows SCM Topics Inventory Management Supply Chain Read the Supply Chain Management Professional Newsletter Read the latest supply chain research articles and news as soon as we post them Privacy Policy Professional Resources SCM Articles SCM Resources SCM Terms Supply Chain Management Basics SCM Basics Tariffs and Tax Primer NAICS Navigator SCM Blog Business Process Outsourcing Forecasting Healthcare Supply Management Supply Chain Analytics SCM Tutorials CPFR Forecasting Inventory Management Procurement SCM Features Hot Topics Lessons Learned Facts Figures SC Security SCM Topics Inventory Management Supply Chain Procurement Process Six Sigma SC Risk Supplier Partnerships SCM Supplier Evaluation Logistics Global Logistics Logistics Definition SCM Procurement E Procurement SCM Video Insights Library SCM Research Production Labor Sourcing SCM

    Original URL path: https://scm.ncsu.edu/scm-articles/article/inventory-management-systems (2016-04-30)
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  • Methodology: A Managerial Framework for Reducing the Impact of Disruptions to the Supply Chain - SCM | Supply Chain Resource Cooperative (SCRC) | North Carolina State University
    Research SCRC Article Library Methodology A Managerial Framework for Reducing the Impact of Disruptions to the Supply Chain Methodology A Managerial Framework for Reducing the Impact of Disruptions to the Supply Chain Published on Jan 18 2011 by Robert B Handfield PhD Jennifer Blackhurst PhD Christopher W Craighead PhD Debra Elkins PhD Methodology To benchmark risk planning and mitigation practices we conducted a series of focused interviews and captured various insights into the area of supply chain disruptions We interviewed executives from a pharmaceutical company two international logistics providers three large retailers the head of a US Department of Defense military branch and a nuclear power company The executives had various job titles such as Chief Operating Officer Chief Logistics Officer Vice President of International Supply Chain and Senior Manager of Import Operations We also performed an in depth study of an automotive supply chain which included interactions with various executives at the OEM first tier suppliers and key points of distribution With the exception of the interviewee from the nuclear power industry the common theme among their responsibilities was they managed product flow originating from overseas sources It should be noted that the nuclear power company was not dealing with a mass of global product flow but we selected the company for inclusion in the study as it is one where managing risk and disruptions is critical an understatement We primarily sought insights into disruptions that impact material availability quantity quality timeliness Categories SCM Topics SC Risk Read the Supply Chain Management Professional Newsletter Read the latest supply chain research articles and news as soon as we post them Privacy Policy Professional Resources SCM Articles SCM Resources SCM Terms Supply Chain Management Basics SCM Basics Tariffs and Tax Primer NAICS Navigator SCM Blog Business Process Outsourcing Forecasting Healthcare Supply

    Original URL path: https://scm.ncsu.edu/scm-articles/article/methodology-a-managerial-framework-for-reducing-the-impact-of-disruptions-t (2016-04-30)
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  • Introduction: A Managerial Framework for Reducing the Impact of Disruptions to the Supply Chain - SCM | Supply Chain Resource Cooperative (SCRC) | North Carolina State University
    their supply chain The supply chain encompasses all organizations and activities associated with the flow and transformation of goods from the raw materials stage through to the end user as well as the associated information flows Handfield and Nichols 2002 Supply chain management SCM is the integration and management of supply chain organizations and activities through cooperative organizational relationships effective business processes and high levels of information sharing to create high performing value systems that provide member organizations a sustainable competitive advantage As Western organizations continue to outsource manufacturing to low cost countries in Asia the Caribbean Eastern Europe and Latin America the rise i e increased frequency and severity of supply chain disruptions increases significantly Research has shown that most organizations are not adequately prepared to manage supply chain risks Recent studies suggest that only between 5 and 25 percent of Fortune 500 companies are prepared to handle crises or disruptions Mitroff and Alpaslan 2003 and that a 50 million to 100 million cost impact can be incurred for each day a company s supply chain network is disrupted Stock market reaction to supply chain disruptions have also been shown to be significant firms who have announced major supply chain problems have seen their shareholder value drop by 10 28 on average with an average recovery time of 50 trading days Hendricks and Singhal 2003 Knight and Pretty 1996 In high tech markets companies such as Sony have even pulled their manufacturing out of China and into Japan Jiang 2003 Why Sony executives recognized that difficulty of coping with the unpredictability of market requirements for digital cameras was not aligned with the slow responsiveness potential for disruption and inflexibility of the long supply lines from China The lesson learned from Sony is that manufacturing in China is not a cure all for pricing pressure especially in fast changing high tech consumer markets Companies sourcing from low cost countries such as China are at an increased risk of experiencing detrimental disruptions due to the poor communication in global supply networks the long lead times associated with purchasing goods overseas and the inherent complexity of the distribution channels associated with import regulations and security multiple transfers and customs legal requirements This is made even more difficult given the increased security of cargo containers The Department of Homeland Security has experienced an increasing incidence of stowaways and contraband in containers With the focus of law enforcement on global supply chain security there has also been a rapid increase in the extent of organized retail theft with major diversions of consumer and pharmaceutical goods en route in particular The cost and expense associated with these occurrences is often overlooked but if left unchecked can result in major losses to a company Typically risk is characterized by both the probability of an event and its severity given that an event occurs Risks or disruptions in the supply chain are not only increasing in frequency but the severity of their impact can be costly and

    Original URL path: https://scm.ncsu.edu/scm-articles/article/introduction-a-managerial-framework-for-reducing-the-impact-of-disruptions- (2016-04-30)
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  • Executive Summary: A Managerial Framework for Reducing the Impact of Disruptions to the Supply Chain - SCM | Supply Chain Resource Cooperative (SCRC) | North Carolina State University
    probability of product and service flow disruptions in global sourcing networks A major disruption in the offshore supply chain can shut down a company and have dire consequences on profitability This was felt most drastically in the last few years when such events as 9 11 the war in Iraq the West Cost port workers strike and increased regulatory and customs delays have brought supply chain operations to a standstill Other less serious events that can also impact customer service include natural disasters fire and theft poor communication of customer requirements part shortages poor and quality problems These disruptions can be costly and have in many cases brought distribution and production to a screeching halt Supply chain disruptions have been found to negatively impact shareholder value by as much as 8 10 and is amplified in time sensitive environments where early market introduction is critical to success Based on a set of interviews with key executives in multiple industries we discovered several key themes associated with supply chain disruptions First companies should develop supply chain strategies that explicitly consider two parameters that amplify the negative impact of disruptions on customer and brand performance 1 globalization and 2 product process complexity Second companies should craft strategies with countermeasures that mitigate the impact of these effects namely 1 improved visibility to key supply chain nodes that can quickly detect disruptions 2 well positioned resources that enable quick short term recovery plans and 3 long term collaborative approaches to eliminate disruptions in the future Our research also suggests that there is a relationship between companies that experience amplifiers and the strategies they use Specifically companies with a high exposure to global supply chain risk invest more in improved inventory and capacity visibility systems Companies with complex products and processes are more likely to

    Original URL path: https://scm.ncsu.edu/scm-articles/article/executive-summary-a-managerial-framework-for-reducing-the-impact-of-disrupt (2016-04-30)
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  • Amplifiers of Supply Chain Disruptions: A Managerial Framework for Reducing the Impact of Disruption - SCM | Supply Chain Resource Cooperative (SCRC) | North Carolina State University
    so does the time that a firm has to react to a disruption which therefore may reduce the potential impact Consider the following A major retailer that imports the majority of its products from China was devastated by the West Coast Port strike which caused many of its products to be out of stock during the critical Christmas season Although the exact number of lost sales is unknown estimates are that millions of dollars were lost due to out of stocks when customers could not find the items they wanted and went elsewhere to purchase them Further the cost of recovering containers and shipments that were lost in the melee ran into millions of dollars A retailer stated that the most severe types of supply chain disruptions occurred in overseas location due to poor communication and customs procedures at major shipping ports as well as slowdowns attributed to labor disputes in specific countries He also noted however that planning around these disruptions was possible as some of them were predictable For example labor strikes in shipping trains and transportation seem to occur almost every year in the summer between Wednesday and Friday so that workers get an extended holiday weekend At a major textile chemical company lead times for raw materials from a sole source supplier in Japan were six months The raw material was designed in by the customer and subcontracted for manufacturer When the final customer a large retail chain decided to abruptly discontinue the product the company was stuck with a six month inventory of material that could not be allocated to other products The large number of tiers in the supply chain and the poor communication between tiers led to a multi million dollar write off for the company The complexity of the product or process The second amplifier of supply chain disruptions and risk we discovered is product and process complexity defined as the degree of difficulty in measuring and managing the number of different components and entities in the supply chain from supplier to end customer Complexity is driven by several factors As shown in Table 1 product process complexity is driven by several factors For example when a proprietary product is sourced from a single supplier as in the Ericsson case the disruption is likely to be amplified Other elements that can increase the amplitude of a disruption include stringent mandated regulated quality requirements and unique parts are used Such factors tend to increase the number of constrained interdependencies that exist in complex supply chains which limits the degree of freedom around the possibilities of recovery As constrained dependencies increase so does the magnitude of the domino effect as the disruption ripples through multiple nodes of the supply chain On the other hand as companies simplify their supply chains there are fewer nodes to monitor and supply chain designs offering simple solutions become easier to create For example a major logistics provider noted that a product s complexity quality requirements number of unique

    Original URL path: https://scm.ncsu.edu/scm-articles/article/amplifiers-of-supply-chain-disruptions-a-managerial-framework-for-reducing- (2016-04-30)
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  • How Do Supply Chain Risks Occur?: A Managerial Framework for Reducing the Impact of Disruptions to t - SCM | Supply Chain Resource Cooperative (SCRC) | North Carolina State University
    the news to others inside Nokia including Pertti Korhonen Nokia s top troubleshooter Mr Korhonen decided that the situation needed closer scrutiny and initiated a process of collaborating with Phillips on recovery efforts He suggested that two Nokia engineers fly to Albuquerque to help Phillips When they arrived they realized it would take weeks to restore the cleanrooms and restart production Disruption Recovery Executives put in stop gap measures to quickly recover from the disruption and prevent it from impacting their operations or worse yet their major customers This element of management involves developing methods for supply chain disruption recovery both in proactive anticipatory and reactive modes Mr Korhonen from Nokia quickly realized that the disrupted supplies would prevent the production of some 4 million handsets and could impact 5 of their annual production The team quickly ascertained the availability of alternate sources for the parts Three of the five parts could be purchased elsewhere Japanese and American suppliers could each provide a million chips and their relationship with these suppliers led to agreements to ship with only five days lead time But two of the parts came from Phillips only Nokia s chairman spoke directly with Phillips CEO Cor Boonstra and demanded to know details about other Phillips plants The Nokia team dug into the capacity of all Phillips factories and insisted on rerouting that capacity Mr Korhonen recalls that The goal was simple For a little period of time Phillips and Nokia would operate as one company regarding those components The Finns actions got results A Phillips factory in Eindhoven would provide 10 million chips while another in Shanghai worked to free up more capacity for Nokia s needs Nokia engineers developed new ways to boost production at the Albuquerque plant creating an additional two million chips when the plant came back on line Through these actions Nokia was able to avoid disrupting any shipments to its customers Supply Chain Redesign Executives once they recover from the disruption learn from the event and take steps to redesign their supply chains to minimize the probability that the problem will occur again or better yet eliminate the possibility of it ever occurring again This involves the development of tools for dynamic management of supply chain systems and redesigning re optimization of the supply chain In systems such as supply chains optimization cannot be a single static model Rather tools which adjust with the dynamic nature of supply chain events are needed These tools should have global enterprise scope for enterprise redesign considerations and need to provide solutions in real time or near real time It should be noted that that for the most part current network optimization models in use are optimized for a snapshot in time and provide the optimal solution for the current operating and economic environment What is needed is a set of tools that can track changes in the supply chain and work under a variety of operating and economic environments Following this event Nokia put

    Original URL path: https://scm.ncsu.edu/scm-articles/article/how-do-supply-chain-risks-occur-a-managerial-framework-for-reducing-the-imp (2016-04-30)
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  • References: What Should the Professional Supply Chain Manager Know about Six Sigma? - SCM | Supply Chain Resource Cooperative (SCRC) | North Carolina State University
    content c020506a asp Accessed on March 3 2003 5 Calcutt R 2001 Why is Six Sigma so Successful Journal of Applied Statistics Vol 28 Nos 3 4 301 306 6 Phadnis S Selection of Project Metrics http www isixsigma com library content c011008a asp Accessed on April 2 2003 7 Brue G 2002 Six Sigma for Managers New York McGraw Hill 8 Eckes G 2003 Six Sigma for Everyone Hoboken New Jersey John Wiley Sons 9 New Products Abound for Managing Six Sigma Projects http www sme org cgi bin get newsletter pl SIGMA 20030226 5 Accessed on March 29 2003 10 Failure Modes and Effects Analysis FMEA http www isixsigma com tt FMEA Accessed on March 29 2003 11 Pyzdek T 2001 The Six Sigma Handbook New York McGraw Hill 12 Leavitt P 1994 Lessons Learned in Six Sigma Implementation American Productivity Quality Center http www kmadvantage com docs leadership articles Lessons Learned in 6Sigma Implementation pdf Accessed on March 31 2003 13 Waxer C Six Sigma Costs And Savings The financial benefits of implementing Six Sigma at your company can be significant http www isixsigma com library content c020729a asp Accessed on April 2 2003 14 Hunter D Schmitt B 1999 Six Sigma Benefits and Approaches Chemical Week 10 6 99 Vol 161 Issue 37 15 Waxer C Quantify the Benefits of Six Sigma Projects http www isixsigma com library content c011112a asp Accessed on April 2 2003 16 Howell D 2000 The power of six Professional Engineering Jul 19 2000 17 Clifford L 2001 Why You Can Safely Ignore Six Sigma Fortune 01 22 2001 Vol 143 Issue 2 p140 18 Six Sigma Plus http www honeywell com sixsigma Accessed on March 2 2003 19 Waxer C Is Six Sigma Just For Large Companies What about Small Companies http healthcare isixsigma com library content c010325a asp Accessed on April 4 2003 20 Pande P S Neumann R P Cavanagh R 2000 The Six Sigma Way how GE Motorola and other top companies are honing their performance New York McGraw Hill 21 Barney M 2002 Motorola s Second Generation Six Sigma Forum Magazine May 2002 http mu motorola com pdfs Mot Six Sigma pdf Accessed on March 23 2003 22 Frequently Asked Questions and Answers about the Malcolm Baldrige National Quality Award http www isixsigma com offsite asp A Fr Url http www biperformance com mbaldrige mb faq1 htm Accessed on March 17 2003 23 Motorola University http mu motorola com index shtml Accessed on March 23 2003 24 Honeywell Our Culture http www honeywell com about page1 2 html Accessed on March 23 2003 25 Better Understand Six Sigma Plus With Honeywell s Special PowerPoint Presentation http www honeywell com sixsigma page4 1 html Accessed on March 23 2003 26 Honeywell success snapshots http www honeywell com sixsigma page2 1 html Accessed on March 23 2003 27 Melymuka K 1998 GE s quality gamble Computerworld Jun 8 1998 28 GE s Evolution towards Quality http www ge

    Original URL path: https://scm.ncsu.edu/scm-articles/article/references-what-should-the-professional-supply-chain-manager-know-about-six (2016-04-30)
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  • Six Sigma Articles - SCM | Supply Chain Resource Cooperative (SCRC) | North Carolina State University
    Airplanes Group Top Suppliers Boeing Commercial Airplanes Group Boeing Commercial Airplanes Group BCAG is a firm that demonstrates excellence in the area of supplier evaluation 22 It has Categories SCM Topics Six Sigma Expected Costs and Benefits What Should the Professional Supply Chain Manager Know about Six Sigma By Zach Breitenbach MBA 03 Manuela Eilert MBA 03 Posted 01 18 2011 Expected Costs and Benefits Benefits Costs Benefits By becoming more competent in supplier evaluation firms can expect a number of financial and non financial benefits Each particular quality sought in a Categories SCM Topics Six Sigma Implementation Issues What Should the Professional Supply Chain Manager Know about Six Sigma By Zach Breitenbach MBA 03 Manuela Eilert MBA 03 Posted 01 18 2011 Implementation Issues Infrastructure Training Project Selection and Execution In order for firms to increase their ability to effectively utilize Six Sigma they must focus their resources on three major areas Categories SCM Topics Six Sigma Associated Technologies What Should the Professional Supply Chain Manager Know about Six Sigma By Zach Breitenbach MBA 03 Manuela Eilert MBA 03 Posted 01 18 2011 Associated Technologies Statistical Process Control SPC Software Critical to quality CTQ trees Process maps Histograms Pareto charts Process summary worksheets Cause effect diagrams Scatter diagrams Affinity diagrams Run charts Control charts Categories SCM Topics Six Sigma Performance Measurements and Metrics What Should the Professional Supply Chain Manager Know about Six Sigma By Zach Breitenbach MBA 03 Manuela Eilert MBA 03 Posted 01 18 2011 Performance Measurements and Metrics Brainstorming Balanced Scorecard Four Perspectives Approach When six sigma is used as a metric it means that defects per million opportunities DPMO must be below 3 4 Categories SCM Topics Six Sigma Definitions What Should the Professional Supply Chain Manager Know about Six Sigma By Zach Breitenbach MBA

    Original URL path: https://scm.ncsu.edu/scm-articles/all-articles/category/six-sigma (2016-04-30)
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