A Practical Application Of Supply Chain Management Principles 1st Edition Thomas Schoenfeldt - Solutions

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14. Following the slow start of Project EKIP your team has been asked to visit Turkey 3 months after the project launch to review the status of the project and develop your Project Organization. You could consider the following:(a) Project Organization chart– Steering Team– Project Team–
13. You are a management consultant with particular expertise in the continuous improvement of all types of business. Recommend the appropriate tools for improving the performance of the following operations:(a) A small insurance company(b) The production line of a medium sized manufacturing
12. A privatized national carrier implemented ISO 9000:2000 in selected departments. The management of the organization is considering the next step to roll out EFQM (European Foundation of Quality Management)in all departments. Explain how you would implement the transition and roll out.
11. The EFQM Excellence model enables an organization to carry out periodic self assessments and review its business processes and results. Show how you would use the model and methodology in;(a) continuous self assessment in a multi-site manufacturing company.(b) establishing best practices in a
10. A major European logistics business employing over 10,000 staff and operating in ten countries wishes to implement a performance management system based on the principles of the Balanced Scorecard. What are the key performance indicators (not more than 10) that you would recommend?Outline the
9. A manufacturer of disk brake components has a full order book and adequate manufacturing capacity. However customer service is unsatisfactory as shown by the average order fill efficiency for the current year of only 82 per cent.Explain how the S&OP technique can set up a process to improve the
8. What are the critical success factors of implementing an ERP system in a FMCG (fast-moving consumer goods) multinational company? Recommend the key steps of implementation.
7. Discuss the relative advantages of a ‘best of breed approach’ and a ‘single integrator approach’ to implement supply chain ICT (information and communication technology) systems. What type of industries would be most likely to select which approach and why?
6. What are the major software systems to manage total supply chain management?Discuss how the shifts of technology platforms have increased the effectiveness of supply chain software systems.
5. Explain the various elements of the ‘cost of poor quality’.Why is it that some quality-related costs, after the delivery of goods, are more significant to the supplier?List the key elements of the internal and external failure costs in your organization.
4. What are the features and philosophy common to both TQM and Six Sigma?Explain the new features, if any, in a Six Sigma programme.What are the additional features in Lean Sigma and FIT SIGMA?
3. How would you distinguish between inspection, quality control, quality assurance and total quality management (TQM)?What are the appropriate areas or stages of application for each scheme in supply chain management?What does ‘total’ mean in TQM?
2. Identify from the customer’s viewpoint those dimensions of quality in supply chain management which could be important for the following products/services:(a) Luxury Cruise Ship(b) Medical Centre(c) Supermarket Service(d) Rolex Watch(e) Package Holiday(f) Ford Motor Company(g) Norwich Union
1. Explain the distinctive features of the three dimensions of quality product, process and organization. Discuss and distinguish between the dimensions of quality as presented by Gravin and Parasuraman.
2. Charlie is a customer of the distributors. Consider how Charlie would measure their performance. Compare Charlie’s service requirements to the service he aims to give to his customers, the retailers.
1. Consider and suggest reasons for the fluctuations in demand for Charlie’s warehouse.
15. What are components of the supply chain in a major project? Discuss the challenges and opportunities of applying supply change management principles in a major project.
14. In the Airbus 380 case example in hindsight, which specific measures of traditional supply chain management could be applied to improve the success factors of the project?
13. What is green supply chain? What are the roles of governments, nongovernment organizations (NGOs) , manufactures, retailers and consumers in ensuring a sustainable green supply chain? Comment on so-called‘greenwash’ initiatives such as ‘carbon off setting’.
12. In the case example of Zara apparel company was the strategy a lean supply chain or an agile supply chain? Should Zara continue to roll out this business model? What additional measures would you recommend to ensure Zara’s success in future?
11. How do you distinguish between a lean supply chain and an agile supply chain? Describe the characteristics of both a lean supply chain and an agile supply chain.
10. What are the advantages and challenges in implementing an e-supply chain.Recommend a strategy of developing and rolling out an e-supply chain strategy in a fast-moving consumer goods (FMCGs) multinational enterprise?
9. Explain how CPFR network is assisting suppliers, manufacturers and retailers in planning and delivering products and services. Comment on the risks in rolling out CPFR in a regulated business like a pharmaceutical company.
8. Identify the role of e-business in a retail supply chain. TESCO supermarkets are selling ‘on-line’ household grocery products especially to professional workers. In which product categories does on-line sale offer greatest advantage and smallest advantage for TESCO?
7. In 1997, Haier Group from China entered the market for wine coolers in the USA and captured 60 per cent of that specialized segment by 2002.What was their strategy and why was it a success? Should Haier roll out this strategy for marketing larger refrigerators in the USA?
6. In the Hindustan Lever Limited (HLL) case study of rural supply chain should HLL enter the informal sector in this way?What are the threats and opportunities of such a step?Should HLL roll out this business model?If the company rolls out this model, what do you think is needed in order to ensure
5. Discuss, with appropriate examples, the new growth opportunities and supply chain challenges in the emerging markets of:• China• India• Latin America
4. What are the common and uncommon supply chain management practices between a profit and non-profit organizations? What are your recommendations to apply the supply chain management expertise of the profit sector to the relief organizations responding to major natural or political disasters?
3. Describe the key features of the market-based ‘transactional’ relationship and the longer-term ‘partnership’ relationship with ‘suppliers’. It is unlikely that any service business will benefit from engaging exclusively in one type of ‘supplier relationship’, discuss this in the
2. Discuss the role of applying the traditional supply chain approach of manufacturing industries to a service industry such as hotel management.Explain how you would adapt the processes of supply chain building blocks in such a service environment.
1. Describe a supply chain management approach in managing a major event like an international book fair. Explain the nine-stage purchasing chain of decision in the event management.
9. The final stage is a review. Did the purchased product or service deliver as expected and as required? The review will inform the next set of decisions about a similar service/product. Review after the event, when successes and problems are still fresh in the mind, is essential. Consider and
8. The goods and services should be delivered as expected. In many instances within the events industry the actual delivery and consumption will be simultaneous. For example, a rock band delivers its services at the moment it is playing for the audience.
7. When the event manager is satisfied that the goods and services are as required in all respects, including competitive price and appropriate provision, then an agreement can be made with the supplier. This may be called a purchase order, but in reality what happens is that a contractual
6. The price and quality and reliability may be compared against in-house provision where that is possible. If you buy on price alone, you will get what you pay for. Cheap can be expensive!!
5. When the quotations are returned, it is important that they are examined fairly and checked to see that what is being offered is as per specification.
4. Suppliers should be approached for a price and an overview of what they could provide – Can the exact specification be provided? Is there flexibility of provision?
3. Some organizations may have a list of preferred suppliers. This provides useful contacts regarding reliable companies who are known to deliver as per specification of quality and who also respect and value working with the event manager’s organization.
2. The next stage is to create a clear specification of what is required.
1. When it is initially considered that an event should go ahead, there is a need for a range of products and services. There should be detailed discussion regarding how these might best be procured – in-house or from an external company.
3. What is aggregate planning? Explain the type of industry or product where aggregate planning would be most appropriate. How would you apply aggregate planning in a business with high demand uncertainties?
2. Which method of demand planning would you recommend and why for products with a low market share and which also have seasonality of demand:(a) A computerized demand planning software with appropriate formulae to smooth forecast.(b) A process of demand forecast regularly reviewed by Marketing,
1. What is required from forecasting in the following cases:(a) Stock holding for a manufacturer of FMCG (fast-moving consumer goods).(b) A make to order just-in-time product supplier.(c) A mail order firm.
3. The sales figures of the first 12 weeks of 2006 at Domino Pizza shop are shown below:Week Demand Week Demand Week Demand 1 110 5 98 9 116 2 116 6 122 10 112 3 120 7 100 11 96 4 128 8 106 12 92
2. A call centre in Bangalore recorded the incoming overseas calls as shown in the following table. This data is to be used for forecasting the staff and investment in facilities.Year 1998 1999 2000 2001 2002 2003 2004 2005 2006 Call minutes 35 39 44 49 56 63 73 84 96(millions)(a) Plot the data on
1. A popular product at Beaconsfield Garden Centre is orchid plants imported from South East Asia. These plants are nurtured in temperature and humidity controlled green houses. The monthly sales figures of orchid plants for 2006 are shown in the following table:Jan Feb Mar Apr May Jun Jul Aug Sep
12. How frequently do you analyse channels of distribution up- and downstream in the supply chain?
11. Do you have a serious partnership with customers to help them gain a competitive edge?
10. How closely is your operations manager involved with customers to achieve a good understanding of customers needs?
9. How well are you aware of opportunities and constraints of the emerging markets such as India and China?
8. Are staff other than sales and marketing encouraged to meet with customers?
7. How close are your links and sharing of information with other components, upstream and downstream in the supply chain?
6. How close is your link with internal functions of marketing, planning and operations?
5. How is customer satisfaction measured (on time delivery, accuracy of delivery, lead time, order fill, after sales service)?
4. How well are customer complaints handled and recorded?
3. How often do you conduct market research of trade and customer needs out to the end user?
2. Is your CRM database up to date and is it readily accessible to all key members of your organization?
1. How well do you know the relative importance of your main customers?
7. Do you regularly benchmark your performance against the competition?8. Do you have a dashboard of key performance indicators for your supply chain?
6. Do you know the capacity of your competitors manufacturing and distribution centres?
5. Do you actively monitor your competitor’s acquisitions, expansion and divestments?
4. How well do you know and compare the service level your competition provides?
3. How good is your knowledge of the strengths and weaknesses of your top three competitors?
2. Who are your three main competitors?
1. How well do you know the true market size and share for your product/service?
9. Describe the appropriate applications of supply chain strategies and processes to achieve competitive advantage:– The use of inventory to improve customer service.– How transportation can be used to increase the efficiency of product supply?– The increase of capacity to meet customer
8. Describe with appropriate examples the cycle and push/pull views of a supply chain.
7. What are new challenges and opportunities in supply chain management?Explain why it is necessary to consider the management of the total supply chain.
6. Explain what you understand by ‘total supply chain’. What are the components or building blocks of supply chain management?
5. Explain the concept of delivering value by supply chain management.Comment on the link between supply chain management and Porter’s value chain.
4. Consider the over the counter service of a fast food restaurant like McDonald’s:(a) What are the present objectives (RU/CS) for the operation? Highlight the relative importance in a scale 1–3 (3 being most important and 1 being least important).(b) Identify conflicts between parameters, if
3. What is the primary goal of supply chain management? Explain the role of resource utilization/customer service (RU/CS) analysis as a first step in achieving this goal.
2. What are inbound and outbound logistics? Are there any differences between logistics and supply chain management? Discuss.
1. How would you define supply chain management in a business environment?Describe in brief the major impacts of supply chain management in both manufacturing and service industries.
What are your expectations at a restaurant?
What are your expectations at a hotel? Why?
What can you learn from a customer? Can they help your processes improve?
Why do you believe that the consumer has to be satisfied?
What would it take to make a bad experience a good experience?
Describe a bad experience that you have had as a consumer.
Describe a good experience that you have had as a consumer.
How can forecasting software help an organization? What should be considered when justifying the purchase of the software package?
What can a statistical package do for data analysis?
Which of the software packages discussed may be the hardest to implement? Why?
What types of businesses can use software packages for improvement?
Will installation of a software package that improves your operations efficiency always help with customer and supplier relationships? Why? Why not?
How has the Internet helped the process of supply chain management?
Will installing more modules in an ERP system create better data?Why? Why not?
What are the three inputs to an MRP system?
How can information technology benefit supply chain management?
Why would a company want to import materials?
What actions can an organization take to compensate for potential delays that could be incurred at a customs inspection?
What are some things that can happen to materials that are in inventory? What actions can be taken to prevent some of these things?
Why would a company want to have a just-in-time inventory system?
Why are logistics important in supply chain management?
What are some of the benefits of using a third-party logistics provider?
What is 3PL and how can it be used?
How can an order quantity be determined? What are some methods that can be used?
On a visit to a supplier, would you want to visit the warehouse as well as the production area? Why?
How does inventory impact the profits of an organization?

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