‏‏‏‏Supply Chain Management = 3 = .pdf

Building your supply chain
can be one of the
hardest parts of starting an e commerce business.
To
build an effective supply chain , you ll first need
to understand the operational components that
comprise one.
Most supply chains
include many operations, each
of which has its own uniqu e g oals , requirements ,
and indications . These operations work together as
a whole to move goods from your business to the
customer, Q
What you need first t o build an effective supply chain?

1. ةينميلا ةيروهمجلا
يلاعلا ميلعتلا ةرازوحبلاو ث
يملعلا
AR-RASHIDSMART
UNIVERSITY
Republic of Yemen
Ministry of Higher Education &
Scientific Research
:Teaching by
Dr: AbdulkarimAl-Gafri

2. SupplyChainOperations
Building your supply chain can be one of the
hardestpartsof starting an e-commerce business.
To buildan effective supply chain, you’ll first need
to understandthe operationalcomponentsthat
compriseone.
Most supply chains include many operations, each
of which has its own unique goals, requirements,
and indications. These operationswork togetheras
a whole to move goods from your business to the
customer, Q-What you need first to build an effective supply chain?

3. and becausethey all work together, every
operational component has the potentialto
impactthe other components, as well as the
overallsupply chain.
In order to keep your supplychain running
smoothly, it is very importantto understand
precisely/ exactlyhow each operationworks,
as well as how it contributes to revenueand
affects efficiency.
Supply Chain Operations
Q-What should you do to keep
your supply chain running smoothly ?

4. Aggregateplanning
What we mean by “Aggregateplanning”?
Aggregate planning is the process of developing,
analyzing, and maintaining, approximateschedule
of the overalloperations of an organization. The
aggregate plan generally containstargeted sales
forecasts, production levels, inventory levels, and
customer backlogs.
Q-The aggregateplan contains ……………………………… ..

5. What we mean by
“Economicorderquantity(EOQ)”?
Economic order quantity (EOQ) is the idealquantityof
unitsa company should purchase to meet demand
while minimizing inventory costs such as holding costs,
shortage costs, and order costs. This production-
scheduling model was developedin 1913 by Ford W.
Harris and has been refinedover time.
Q-Logisticis notthe ideal quantityof units a company
should to purchase to meet demand ( )
Q-Economicorderquantityis not the ideal quantity of units
a company should to purchase to meet demand ( )

6. Safety stock
Safetystockissurplus inventorythat is kept in
storage in case of a sudden surgein demand or
supply chain issues to reduce the risk of
stockouts. Safety stockis an inventory
managementbest practice relevantto any
business who deals with inventory,from raw
materials, to manufacturing, to consumergoods.
Q-Safety stock is an inventory management for …………………………… ..

7. = = = Safety Stock
Stock inventory usually consists of cycle stocks, or the
inventory that is expected to be sold within a given
period. Safety stock acts as a bufferamount that
accounts for uncertaintiessuch as:
▪Excess demand
▪Supplier delays
▪Inaccurate demand or inventory forecasts
▪Failure to place timely reorders
▪Financial constraints
Q-Stock inventory usually consists of………....….……,
or…………… . that is expected to be ….......…..……
within ………………………… ..
Q-what are the factorsfor keeping
a reasonableinventory?

8. Credit and Collections
Definition of Credit and Collectionsby Matt McGrew
Published on 26 Sep 2017 Generally, creditis definedas
“the process of providing a loan, in which
one partytransfers wealth to anotherwith the
expectation that it will be paid back in full plus
interest”.
Customer credit management lets you manage credit
limits and control the flow of sales orders through the
posting process, based on credit rules that you create.
Q-Define the Credit concept?

9. Product Designand Supply Chain
Product design touchesevery aspectof modern life,
determiningthe form and functionof the products
and technologiesthat we use every day. Product
designis not justconcerned withthe appearanceand
functionalityof products; ithasan important role in
determiningthe cost, pricing, risk,profitability
and profileof the products.
Q-Product Design determines the cost, pricing , risk, profitability
and profile of the products ( )
Q-ProductDesign determinesonlythe cost, and profile of the product ( )
Q-What is the importance
of Product Design ?

10. Product Design and Supply Chain
Product Design and the Supply Chain
showshow decisionstaken at the design
stageof a product's life cycle go on
to affect that product's subsequent value to a
company.
Q-. Productdesignis not justconcerned withthe
appearanceand functionalityof products( )

12. ProductionScheduling
Production scheduling is the process in
manufacturing where all production activities
areplanned for a time period.
Production scheduling includesplanning
manufacturingactivities like procuringinput
goods, investment, labor, logisticsetc…..
fora specifictime periodin a sequentialmanner...
Q-What we mean by the term “ ProductionScheduling”?
Q-Production Scheduling includes onlyplanning for input goods ( )

14. EPCglobal Network for Product Data
EPCNetwork is a global data sharing
infrastructure based on standards that are built
around theElectronic Product Code(EPC), an
unambiguous numbering scheme for the
designation of physical goods.
The goal of this study is to introduce a new
design approach of the EPC global network
considering activities of actors in a supply chain
via agent-based simulation (ABS).
Q-What is thecode( EPC)?

15. Mission-Strategy-Tactics-
Decisions
Mission, Mission statement
The reasonfor existenceof an organization
Strategy,
A planfor achieving organizationalgoals
Tactics,
The actionstaken to accomplishstrategies
Operationaldecisions:
Day to day decisions to support tactics
Q-What we mean by each of-Mission‘ Strategy?

16. Facility Management
Facility management (FM)
isa profession that encompassesmultiple
disciplinesto ensurefunctionality,
comfort, safetyand efficiencyof the built
environmentby integratingpeople, place,
processand technology.
Q-What is the Facility Management ?
Q-HowtheFacility Management built the environment of business?

17. And also, Facilities management canbe
definedas the tools and services that
supportthe functionality, safety, and
sustainabilityof buildings, grounds,
infrastructure, and real estate.

18. Facilitiesmanagementincludes:
1)Capital project planning and
management
2)Maintenance and operations
3)Energy management
4)Occupancy and space management
5)Employee and occupant experience
6)Emergency management and business
continuity
7)Real estate management
Q-What are the benefits of Facilitiesmanagement?= 4

19. SixSteps to AlignSupply Chain with
Corporate Strategy
Here are six steps to align your supply chain with your corporate strategy:
1.Define and communicate a clear
corporate strategy.
One of the biggest failurepoints in aligning
strategy is when the supply chain organization doesn't
knowwhat to align with. Corporate strategy needs to
define how you are going to be different and better
than your competitors, and it needsto setspecific,
measurable goals. Then the strategy needs to be
communicated to the organization carefully and
frequently.

20. SixSteps to Align Supply Chain with Corporate
Strategy
2.Identify the areasof your corporate strategy
that are enabled by the supply chain.
You need to connect the dotsbetween your
strategic goalsand how those getdelivered by the
company. This process defines what your supply
chain needs to be good and itallows you to prioritize
supply chain objectives.
This step is especially critical in making in-
house/outsource decisions.
Q-Mention to threeSteps to Align Supply Chain with Corporate Strategy?

21. Six Steps to Align Supply Chain with Corporate
Strategy
3. Align supply chain performancemetrics
with the corporate strategy.
One of the most common issues we see is the belief that there
arestandardsupply chain performance measures, and the
company should strive to maximizethemall.
Goals should be set based on your performance relative to your
competitors.
Relaxing that delivery requirement opened up a significant
opportunity for inventory improvement. It is important to
note that they didn't stop delivering in a timely manner
or stop measuring delivery performance; they just
re-prioritizedtheir goals to optimize a different objective.

22. Six Steps to Align Supply Chain with Corporate
Strategy
4.Structureyour supply chain
to optimize/ improve the strategicgoals.
This step is where you addressthe elementsof
supply chain design.
Supply chains that are optimized for cost efficiency
will look differentthansupply chains that are
optimizedfor flexibilityand responsiveness.
Your organization and the skill sets of your people
will be different, too.

23. Six Steps to Align Supply Chain with Corporate
Strategy
5. Align incentives end to end.
Internal performance evaluations and bonus structures need to
match the aligned metrics that have been set. Supplier performance
management and business models should align the suppliers'
incentives with yours.
One common failure is when salesand marketinghave no
incentiveto controlinventory. They will overdrivethe
forecastto guaranteeavailabilityand then the supply chain
organizationis left withthe excessinventory.
6.Keep refreshing the strategy and alignment process.
Most companies have strategic planning cycles of one to three
years, but we have seen companies that literallygo decades
withoutre-aligningtheir supply chain strategy.

24. Home assignment:
Answer the
Supposed questions
which
Inside the slides for the next
lecture?