¶ … Logistics
The manufacturing of products such as cars or computers has shifted from take-what-you-get to made- to-order. Identify three ways this change has been beneficial to the logistics management process?
The shift from assembly line manufacturing to a wide variety of mixed mode manufacturing techniques including assemble-to-order, build-to-order, configure- and engineer-to-order are all predicated on highly responsive, agile logistics and supply chain processes (Roehrich, Parry, Graves, 2011). Three ways this has been very beneficial for the logistics management process include the following.
First, mixed mode manufacturing and the wide variation in to-order strategies continually forces new constraints on logistics and supply chain systems that require immediate interpretation of demand signals and a shift in procurement and sourcing priorities (Volling, Matzke, Grunewald, Spengler, 2013). Second, the role of logistics and supply chain analytics and reporting become essential for optimizing the variety of mixed mode manufacturing systems and environments (Roehrich, Parry, Graves, 2011). To enable the delivery of any made-to-order in the timeframes committed to customers, auto manufacturers often need to create supplier enablement portals that can share in real time the analytics, reporting and data on supply chain performance across the entire production line (Roehrich,...
Supply Chain Logistics Systems Of the many functional areas of an enterprise, supply chain logistics systems are among the most valuable to any business in differentiating their unique competitive advantages in turbulent, uncertain markets. From controlling the costs of production and service to delighting customers by having products in stock when they want to buy them, supply chain logistics systems often are the strongest differentiating element organizations in commodity-based industries have
Supply Chain Integration How Defining Supply Chain Standards Can Improve Integration and Performance Supply chains by their very nature of often disorganized, lack a cohesive data model or taxonomy for sharing information and knowledge and over time can become exceptionally myopic and inward centered. When these conditions exist in conjunction with dominant firms who seek to create their own unique, proprietary supply chain integration standards, the fragmentation or balkanization of an entire
Second, greater education about the values and benefit of this approach to managing projects needs to be completed (Brady, Maylor, 2010). Third, the inertia and lack of motivation to change needs to be quantified and shown to managers to see how their lack of commitment and urgency are hurting their businesses. All of these factors center on the value of time and its precious nature as a resource (Brady,
This shift in responsibility that a payoff can force over time needs to be dealt with from a business process management and change management standpoint over the long-term (Jacobs, Chase, 2010). By concentrating on the unique requirements and needs of the internal stakeholders, payoff analysis can be profitable and productive over the long-term. References: Juan Alberto Aragon-Correa, & Enrique a Rubio-Lopez. (2007). Proactive Corporate Environmental Strategies: Myths and Misunderstandings. Long-Range Planning,
G. Reza Nasiri, Hamid Davoudpour, & Behrooz Karimi. (2010). The impact of integrated analysis on supply chain management: a coordinated approach for inventory control policy. Supply Chain Management, 15(4), 277-289. Link: http://www.emeraldinsight.com/journals.htm?articleid=1865246&show=pdf The concept of the demand-driven supply network (DDSN) and its implications on inventory control and management are discussed in this analysis, along with examples being shown of how these objectives can be achieved despite uncertainty in key markets. This analysis
This dynamic is more than an experience effect or network effect, as it is multiplicative across the many members of the supplier network, in effect creating an entirely new platform for sharing knowledge and information. The reliance on analytics for creating the necessary integration links and platforms for decision making also dominate this phase of maturity in any supply chain network (Wang, Huang, Dismukes, 2004). With the findings that what
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