Part III: Advanced Modeling and Expanding to Multiple Echelons
by Sara Lewis, Michael Watson, John Bell, Thomas J. Golds, Peter Cacioppi, Jay Jaya
The Definitive Guide to Modern Supply Chain Management (Collection)
- About This eBook
- Title Page
- Copyright Page
- Table of Contents
- Global Macrotrends and Their Impact on Supply Chain Management: Strategies for Gaining Competitive Advantage
- Title Page
- Copyright Page
- Dedication Page
- Acknowledgments
- About the Authors
- Preface
- Part I: Global Macrotrends Impacting the Supply Chain Environment
- Part II: Macrotrend Implications for Supply Chain Functionality
- Part III: Macrotrend Risk-Mitigation Strategies
- Index
- FT Press
- Supply Chain Network Design: Applying Optimization and Analytics to the Global Supply Chain
- Copyright Page
- Dedication Page
- Praise for Supply Chain Network Design
- Acknowledgments
- About the Authors
- Preface
- Part I: Introduction and Basic Building Blocks
- 1. The Value of Supply Chain Network Design
- What Is Supply Chain Network Design and Why Is It Important?
- Quantitative Data: Why Does Geography Matter?
- Quantitative Data: Why Have Warehouses?
- Quantitative Data: Why Have Multiple Plants?
- Solving the Quantitative Aspects of the Problem Using Optimization
- Data Precision Versus Significance: What Is the Right Level in Modeling?
- Nonquantifiable Data: What Other Factors Need to Be Considered?
- Nonquantifiable Data: What Are the Organizational Challenges?
- Where Are We Going with the Book?
- End-of-Chapter Questions
- 2. Intuition Building with Center of Gravity Models
- 3. Locating Facilities Using a Distance-Based Approach
- 4. Alternative Service Levels and Sensitivity Analysis
- What Does Service Level Mean?
- Supply Chain Design Service Levels
- Consumer Products Case Study: Chen’s Cosmetics
- Consumer Products Case Study: Chen’s Cosmetics European Warehouse Selections
- Mathematical Formulation
- Service-Level Constraints
- The Importance of Sensitivity Analysis on Any Solution
- Lessons Learned from Alternative Service Levels and Sensitivity Analysis Modeling
- End-of-Chapter Questions
- 5. Adding Capacity to the Model
- Case Study: Swimming Pool Chemicals
- Case Study: Warehouse Capacity Utilization
- Case Study: Paint Company and Capacity
- Adding Capacity to the Model
- Mathematical Formulation
- Possible Difficulty with Models That Have Capacity Constraints
- How Capacity Constraints Can Change a Model
- Lessons Learned for Adding Capacity to Our Models
- End-of-Chapter Questions
- 1. The Value of Supply Chain Network Design
- Part II: Adding Costs to Two-Echelon Supply Chains
- 6. Adding Outbound Transportation to the Model
- Formulating and Solving the Problem
- Demand is Expressed in Total, Not Shipment by Shipment
- Transportation Costs Per Unit
- Determining All the Transportation Costs
- Regression Analysis for Building a Rate Matrix
- Estimating Multistop Costs
- Transportation Case Study
- Lessons Learned with Transportation
- End-of-Chapter Questions
- 7. Introducing Facility Fixed and Variable Costs
- 8. Baselines and Optimal Baselines
- 6. Adding Outbound Transportation to the Model
- Part III: Advanced Modeling and Expanding to Multiple Echelons
- 9. Three-Echelon Supply Chain Modeling
- JADE’s Corporate Background
- Determining Warehouse Locations with Fixed Plants and Customers
- The Problem and the Mathematical Formulation
- JADE Case Study Continued...
- Plant Locations Considering the Source of Raw Material
- Linking Locations Together for More Than Three Echelons
- Lessons Learned from Three-Echelon Supply Chain Modeling
- End-of-Chapter Questions
- 10. Adding Multiple Products and Multisite Production Sourcing
- Why Model Products?
- Adding Products to the Model—Mathematical Formulation
- Case Study—Value Grocers, Grocery Retailer
- Addition of Product Sourcing
- Modeling Bills-of-Material (BOMs)
- Bills-of-Material Example—Beer Manufacturing Process Modeling
- Lessons Learned from Adding Products
- End-of-Chapter Questions
- 11. Multi-Objective Optimization
- 9. Three-Echelon Supply Chain Modeling
- Part IV: How to Get Industrial-Strength Results
- 12. The Art of Modeling
- Understanding the Supply Chain
- Start with Small Models and Iterate
- Run a Lot of Scenarios—Don’t Be Afraid to Experiment
- Don’t Be Afraid of Including Things in the Model That Don’t Exist in the Actual Supply Chain
- Models Are Not a Substitute for Due Diligence and Decision Making
- Optimization Will Do Anything to Save a Penny
- Debugging Models
- Fixing Infeasible Models
- Fixing Feasible Models
- Lessons Learned for the Art of Modeling
- End-of-Chapter Questions
- 13. Data Aggregation in Network Design
- Aggregation of Customers
- Validating the Customer Aggregation Strategy—National Example
- Validating Customer Aggregation—Regional Example
- Aggregation of Products
- Testing the Product Aggregation Strategy
- Aggregation of Sites
- Aggregation of Time Periods
- Aggregation of Cost Types
- Lessons Learned on Aggregation
- End-of-Chapter Questions
- 14. Creating a Group and Running a Project
- 12. The Art of Modeling
- Part V: Case Study Wrap Up
- Index
- FT Press
- Demand and Supply Integration: The Key to World-Class Demand Forecasting
- Copyright Page
- Praise for Demand and Supply Integration
- Dedication Page
- Acknowledgments
- About the Author
- Preface
- 1. Demand/Supply Integration
- The Idea Behind DSI
- How DSI Is Different from S&OP
- Signals that Demand and Supply Are Not Effectively Integrated
- The Ideal Picture of Demand Supply Integration
- DSI Across the Supply Chain
- Typical DSI Aberrations
- DSI Principles
- Critical Components of DSI
- Characteristics of Successful DSI Implementations
- DSI Summary
- 2. Demand Forecasting as a Management Process
- 3. Quantitative Forecasting Techniques
- 4. Qualitative Forecasting Techniques
- 5. Incorporating Market Intelligence into the Forecast
- 6. Performance Measurement
- 7. World-Class Demand Forecasting
- 8. Bringing It Back to Demand/Supply Integration: Managing the Demand Review
- Index
- The Supply Chain Management Casebook: Comprehensive Coverage and Best Practices in SCM
- Copyright Page
- Dedication Page
- Acknowledgments
- About the Author
- Preface
- 1. Comprehensive Coverage of Supply Chain Issues
- 2. Supply Chain Risk Management
- Case 3. Improving Stanford Blood Center’s Platelet Supply Chain1
- Case 4. Financial and Operational Risk Management at Molson Coors1
- Case 5. Toyota China: Matching Supply with Demand1
- Case 6. Cisco Systems, Inc.: Supply Chain Risk Management1
- Case 7. BESSI: The Importance of Coordinating Product Development with Supply Chain Planning in the Fashion Goods Industry
- Company Background
- BESSI Leather Goods
- The Central Role of Planning
- The Challenge
- Discussion Questions
- Appendix 7-1 Gantt Chart of the Fashion Product Collection Definition (from Grid Definition to Start of Production)
- Appendix 7-2 Fashion Product Collection Definitions
- Appendix 7-3 Demand Forecasting Process
- 3. Supply Chain Analytics
- Case 8. Queuing at eCycle Services
- Case 9. Multi-Echelon Inventory Decisions at Jefferson Plumbing Supplies: To Store or Not to Store?
- Case 10. Global Pharma: Managing Uncertainty
- Case 11. Supplier Selection at Kerneos, Inc.
- Case 12. The Interface between Demand Management and Production Strategies at TractParts
- Case 13. Analyzing Distribution Network Options at Remingtin Medical Devices
- Case 14. NunaSacha: A Facility Redesign in the Ecuadorian Andes1
- Case 15. Sherman’s Supply Chain Challenge: Stopping the Retailer from Overcharging for Soda
- 4. Short but Sweet
- Case 16. Ethical Product Sourcing in the Starbucks Coffee Supply Chain
- Case 17. Tmall, The Sky Cat: A Rocky Road Toward Bringing Buyers and Suppliers Together
- Case 18. Make to Demand with 3-D Printing: The Next Big Thing in Inventory Management?
- Case 19. Airbus’ Overstretched Supply Chain: Just How Far Can You Go Before Your Supply Chain Snaps?
- Case 20. How to Keep Your Food Supply Chain Fresh
- Case 21. The End of Lean?: Automobile Manufacturers Are Rethinking Some Supply Chain Basics
- 5. Unique Challenges from Around the Globe
- Case 22. A Brazilian Dairy Cooperative: Transaction Cost Approach in a Supply Chain
- Case 23. Continuous Process Reforms to Achieve a Hybrid Supply Chain Strategy: Focusing on the Organization in Ricoh
- Case 24. Improving Preparedness in Supply Chain Risk Management at Jacket
- Case 25. Supply Chain Strategy at Zophin Pharma
- Case 26. Waste to Wealth—A Distant Dream?: Challenges in the Waste Disposal Supply Chain in Bangalore, India
- Case 27. Transitioning the Supply Network of Chennai Engineering Ltd to Cloud Computing1
- About the Company
- The Power Sector in India
- The Challenge
- Cloud Computing
- Supply Chain Structure of CEL
- IT in SCM
- Discussion Questions
- References
- Appendix 27-1: CEL’s Balance of Plants Business in the Power Sector
- Appendix 27-2: Trends in Installed Generating Capacity of Electricity Nonutilities in India from 1970–71 to 2010–11
- Appendix 27-3: Business Process of CEL Sourcing
- Case 28. Tussle between Maintaining Customer Satisfaction and Supply Chain Constraints: IGNYS Automotive1
- Case 29. When a Western 3PL Meets an Asian 3PL, Something Magical Happens
- Case 30. Supply Chain Risk Management for Macro Risks
- Index
- FT Press
Part III: Advanced Modeling and Expanding to Multiple Echelons
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