2 Involvation Training - Tactisch Voorraadbeheer SC levels of designStrategic objectivesFootprintPlanningInformationOperationsFootprint: Where are my operations located? Where are my inventories located? How do operations and inventories interface (flow of goods, modality etc)Planning: Push (MRP) or pull (JIT), integrated or non-integratedInformation: What planning systems do I use? SIC, MRP, ERP, APSOperations: Execution and organisationSource: Hessel Visser, Ad van Goor, ‘Werken met Logistiek’, 2004Voorraadmanagement in de Keten
3 External collaboration Involvation Training - Tactisch VoorraadbeheerExternal collaborationSupplierCustomerStrategic objectivesStrategic objectives1FootprintFootprint2PlanningPlanningFour levels of collaboration:Footprint: Sharing manufacturing facilities, distribution networks. Example: Distrivaart (Heineken, Coca-Cola),Planning: Collaborative planning, suppliers have access to systems from their retail customers, so they can optimize its planning. Example: automotive suppliers delivering JIT to automotive plantsInformation sharing: all sorts of EDIOperations: shared palletpools, in the flower business: rolling containers that are being used by all links in the chainInformation3InformationOperations4OperationsAdapted from: Hessel Visser, Ad van Goor, ‘Werken met Logistiek’, 2004Voorraadmanagement in de Keten
4 Involvation Training - Tactisch Voorraadbeheer Examples(in TFC)Strategic objectivesFootprintPlanningInformationOperationsOutsourced warehouse/MCCVMI(Promotion horizon)Supplier DevelopmentAdapted from: Hessel Visser, Ad van Goor, Werken met Logistiek, 2004Voorraadmanagement in de Keten
5 Objectives of external collaboration are on chain level Involvation Training - Tactisch VoorraadbeheerObjectives of external collaboration are on chain levelIncrease speed and flexibilityIncrease customer serviceLower cost levelsIncrease usage of capacityPrevent wasteDecrease effects of non conformityVoorraadmanagement in de Keten
6 Involvation Training - Tactisch Voorraadbeheer Important to knowOnly three new collaborations can be added per round (MCC, VMI and supplier development)Strategic objectivesFootprintPlanningInformationOperationsMCCVMIPromotion horizonSupplier DevelopmentAdapted from: Hessel Visser, Ad van Goor, Werken met Logistiek, 2004Voorraadmanagement in de Keten
7 Strategy into action Levels in version 2013 ThemeSalesSCMOperationsPurchasingLevel 1ReliabilityService levelOrder deadlineShortage ruleSafety stocks# Shifts# Pallet locations# FTEDelivery windowDelivery reliabilityLevel 2Batches and frequenciesShelf lifeTrade unitLotsizing in production and purchasingSMEDIncrease speedLevel 3Speed and qualityPayment termsFrozen periodIntake timePreventive maintenanceSolve breakdowns trainingRaw materials inspectionSupplier selectionQualityTransport mode
8 Extensions in version 2013 Theme Sales SCM Operations Purchasing Extension aS&OPPromotional pressureCategory managementForecastingProduction interval toolResource selectionDual sourcingExtension bExternalcollaborationPromotion horizonVMIOutsourcing warehouse (MCC) Inflate PETSupplier developmentExtension cCO2 footprintSustainabiltyCO2 slaDecrease of water usageDecrease of energy usageDecrease of start up productivity lossExtension dKPIs and targetsKPI selectionExtension eSupply chain risk managementRisk eventsRelaunch (horizon)ScenarioplannerTracking & tracingQuarantinePooling warehouse FTEContract duration
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