tag:blogger.com,1999:blog-37347449259552072992024-01-11T04:34:36.178-08:00Supply Chain ManagementA collection of resources and commentary providing an introduction to supply chain management and related systems for students, practitioners, and anyone else interested in learning more about how to design, manufacture, transport, store, deliver, and manage products.Professor Tim Zakhttp://www.blogger.com/profile/16218779575885383268noreply@blogger.comBlogger1447125tag:blogger.com,1999:blog-3734744925955207299.post-67338071624205520022014-12-14T04:39:00.001-08:002014-12-14T04:39:15.214-08:00Advantages and Disadvantages of Ecommerce in Supply Chain
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<span style="font-family: Calibri;">With ecommerce becoming a new trend for companies around the
world to manage their supply networks and delivery products to their target
customers, retail stores now face the possibility of being gradually replaced
in the process. Compared to normal retailing, ecommerce generally offers customers
more convenience and better prices. At the same time, companies are able to
reach more customers and produce and sell their products at lower costs.
However, for every one of these aforementioned advantage, there is at least one
disadvantage accompanying it, and companies should seriously consider both when
deciding whether or not ecommerce is a good strategy.<o:p></o:p></span></div>
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<b style="mso-bidi-font-weight: normal;"><span style="font-size: 12pt; line-height: 115%; mso-bidi-font-size: 11.0pt;"><span style="font-family: Calibri;">Geographical
Limitation vs. Product Selection Limitation<o:p></o:p></span></span></b></div>
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<span style="font-family: Calibri;">With the absence of a physical location, ecommerce allows
companies to sell goods to practically anywhere around the world and greatly
expands its reach to customers. In addition, it can help attract customers by
eliminating the need for them to travel to a store, thus making shopping easier
and more convenient. However, these advantages of online stores also place
limitations on what companies can sell online. For instance, the fact that
anyone can access an online store does not mean that a company can sell and
ship its products in a feasible way. Many products can be damaged during
shipping, and perishable items will spoil if delivery takes too long over too
much distance. Furthermore, the convenience of not having to leave one’s home
when ordering a product can also be offset by the time it takes for that product
to be delivered.<span style="mso-spacerun: yes;"> </span>Even with the fastest
delivery speed available, many products very often take longer to arrive via
ecommerce when compared to shopping at a physical store.<o:p></o:p></span></div>
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<b style="mso-bidi-font-weight: normal;"><span style="font-size: 12pt; line-height: 115%; mso-bidi-font-size: 11.0pt;"><span style="font-family: Calibri;">Product
Information Transparency vs. Increased Competition<o:p></o:p></span></span></b></div>
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<span style="font-family: Calibri;">Ecommerce gives customers easier access to a lot of
information for the products they are interesting in buying. Compared to
regular stores, where the amount of information one can obtain pertaining to a
product is often limited to the availability of sales representatives in these
stores, online stores can provide much wider range of product information in
the forms of customer reviews and price comparisons. Because of this, customers
become much more informed when making purchasing decisions. However, this
empowerment of knowledge can also result in much tougher competition in ecommerce
as compared regular retail. Product information transparency means that
companies must offer more competitive prices and higher quality than the competition
in order to be able to sell their products at profit and stay in business. Product
reviews by customers also means less control in product marketing for
companies; some negative reviews may seriously affect sales. <o:p></o:p></span></div>
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<b style="mso-bidi-font-weight: normal;"><span style="font-size: 12pt; line-height: 115%; mso-bidi-font-size: 11.0pt;"><span style="font-family: Calibri;">Less Need for
Labor vs. Lack of Human Touch<o:p></o:p></span></span></b></div>
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<span style="font-family: Calibri;">Online stores can stay open all the time, and accept and
process orders automatically with less need for human labor. This, when
combined with the fact that no physical store is needed, can save a company a
lot of operating expenses and increase margin. However, this cost-saving feature
of ecommerce can also become a weakness in some situations. For example, many
customers actually value the services that they get when shopping at a store
just as much as – if not more than – the price and quality of a product. To
these people, the act of adding products to the shopping cart and proceeding to
checkout in an online store lacks personal touch and is therefore less
appealing. Companies need to seriously consider their target customers when
deciding whether or not more automation is a good strategy.<o:p></o:p></span></div>
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<b style="mso-bidi-font-weight: normal;"><span style="font-size: 12pt; line-height: 115%; mso-bidi-font-size: 11.0pt;"><span style="font-family: Calibri;">Conclusion<o:p></o:p></span></span></b></div>
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<span style="font-family: Calibri;">As show above, each advantage of ecommerce is accompanied by
at least one disadvantage. Yet, some companies have managed to successfully leverage
the former and avoid the latter, while others have had less success. Can you
think of a few companies that overcame the disadvantages? How did they
accomplish it?<o:p></o:p></span></div>
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<o:p><span style="font-family: Calibri;"> </span></o:p></div>
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<span style="font-family: Calibri;">Sources:<o:p></o:p></span></div>
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<!--[if !supportLists]--><span style="mso-bidi-font-family: Calibri; mso-bidi-theme-font: minor-latin; mso-fareast-font-family: Calibri; mso-fareast-theme-font: minor-latin;"><span style="mso-list: Ignore;"><span style="font-family: Calibri;">1.</span><span style="font-size-adjust: none; font-stretch: normal; font: 7pt/normal "Times New Roman";">
</span></span></span><!--[endif]--><a href="http://ecommerce.about.com/od/eCommerce-Basics/tp/Advantages-Of-Ecommerce.htm"><span style="color: blue; font-family: Calibri;">http://ecommerce.about.com/od/eCommerce-Basics/tp/Advantages-Of-Ecommerce.htm</span></a><o:p></o:p></div>
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<!--[if !supportLists]--><span style="mso-bidi-font-family: Calibri; mso-bidi-theme-font: minor-latin; mso-fareast-font-family: Calibri; mso-fareast-theme-font: minor-latin;"><span style="mso-list: Ignore;"><span style="font-family: Calibri;">2.</span><span style="font-size-adjust: none; font-stretch: normal; font: 7pt/normal "Times New Roman";">
</span></span></span><!--[endif]--><a href="http://ecommerce.about.com/od/eCommerce-Basics/a/Disadvantages-Of-Ecommerce.htm"><span style="color: blue; font-family: Calibri;">http://ecommerce.about.com/od/eCommerce-Basics/a/Disadvantages-Of-Ecommerce.htm</span></a><o:p></o:p></div>
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<o:p><span style="font-family: Calibri;"> </span></o:p></div>
Unknownnoreply@blogger.com32tag:blogger.com,1999:blog-3734744925955207299.post-21674336065144988572014-12-01T11:47:00.003-08:002014-12-01T11:47:50.787-08:00Challenges in Supply Chain<div dir="ltr" style="text-align: left;" trbidi="on">
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<span style="font-family: "Times New Roman",serif; font-size: 12.0pt; mso-fareast-font-family: "Times New Roman";">Deloitte recently conducted a survey
of 600 executives at manufacturing and retail companies to understand their
perception of the risks and challenges they are facing and the strategies they are
deploying. The survey was collected from various large and small companies in a
variety of industries, and from countries around the globe, with the majority
located in North America, Europe and China.<o:p></o:p></span></div>
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<span style="font-family: "Times New Roman",serif; font-size: 12.0pt; mso-fareast-font-family: "Times New Roman";">“The survey’s key findings include:<o:p></o:p></span></div>
<ul type="disc">
<li class="MsoNormal"><span style="font-family: "Times New Roman",serif; font-size: 12.0pt; mso-fareast-font-family: "Times New Roman";">Supply chain risk is a strategic issue.<o:p></o:p></span></li>
<li class="MsoNormal"><span style="font-family: "Times New Roman",serif; font-size: 12.0pt; mso-fareast-font-family: "Times New Roman";">Margin erosion and sudden demand changes often cause
larger impacts.<o:p></o:p></span></li>
<li class="MsoNormal"><span style="font-family: "Times New Roman",serif; font-size: 12.0pt; mso-fareast-font-family: "Times New Roman";">Concern about extended value chain.<o:p></o:p></span></li>
<li class="MsoNormal"><span style="font-family: "Times New Roman",serif; font-size: 12.0pt; mso-fareast-font-family: "Times New Roman";">Supply chain risk management not normally considered
effective.<o:p></o:p></span></li>
<li class="MsoNormal"><span style="font-family: "Times New Roman",serif; font-size: 12.0pt; mso-fareast-font-family: "Times New Roman";">Companies face a wide variety of challenges.<o:p></o:p></span></li>
<li class="MsoNormal"><span style="font-family: "Times New Roman",serif; font-size: 12.0pt; mso-fareast-font-family: "Times New Roman";">Many companies lack latest tools.”<a href="file:///C:/Users/Shravan/Downloads/Om_SCMBlog5.docx#_ftn1" name="_ftnref1" title=""><span class="MsoFootnoteReference"><!--[if !supportFootnotes]--><span class="MsoFootnoteReference"><span style="font-size: 12pt; line-height: 107%;">[1]</span></span><!--[endif]--></span></a><o:p></o:p></span></li>
</ul>
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<span style="font-family: "Times New Roman",serif; font-size: 12.0pt; mso-fareast-font-family: "Times New Roman";"><b><u>Diversity in the chains and markets </u></b><o:p></o:p></span></div>
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<span style="font-family: "Times New Roman",serif; font-size: 12.0pt; mso-fareast-font-family: "Times New Roman";">One of the major challenges for
executives is to understand the nuances of the industries. What works for
Amazon may not work for Amazon Fresh, there is huge difference between the
inventory management for perishables versus managing other goods in the market.
Even the markets where we are trading has a large impact on the profits and
trends of supply chain. Executives have to keep a close watch on what the competitors
in the same industry are doing and see how they can improve their processes and
stay ahead of the competition. <a href="file:///C:/Users/Shravan/Downloads/Om_SCMBlog5.docx#_ftn2" name="_ftnref2" title=""><span class="MsoFootnoteReference"><!--[if !supportFootnotes]--><span class="MsoFootnoteReference"><span style="font-size: 12pt; line-height: 107%;">[2]</span></span><!--[endif]--></span></a><o:p></o:p></span></div>
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<span style="font-family: "Times New Roman",serif; font-size: 12.0pt; mso-fareast-font-family: "Times New Roman";"><b><u>Government Regulations</u></b><o:p></o:p></span></div>
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<span style="font-family: "Times New Roman",serif; font-size: 12.0pt; mso-fareast-font-family: "Times New Roman";">It is said culture eats strategy for
lunch, it would appropriate to say policies and regulations each innovations
for lunch. No matter how far ahead of competition technological innovations can
take us, government policies and regulations restrict a lot of these. <o:p></o:p></span></div>
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEg9viPsEEi-TlYuHpCy6G534-E9bjmYpFp0Sf7H2uz5yrIuxLP8O-oToOo7DF0uV89kLbtADf5VLlYWCLGmul8kRGUAiE4ollNm-xlgJmpdm1ugxAyQ5c_QIqrGKr0Jcqi1Y8fgmsiFm10/s1600/120513_Amazon_Drone.jpg" imageanchor="1" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEg9viPsEEi-TlYuHpCy6G534-E9bjmYpFp0Sf7H2uz5yrIuxLP8O-oToOo7DF0uV89kLbtADf5VLlYWCLGmul8kRGUAiE4ollNm-xlgJmpdm1ugxAyQ5c_QIqrGKr0Jcqi1Y8fgmsiFm10/s1600/120513_Amazon_Drone.jpg" height="227" width="320" /></a><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEibpc_tbntu1f2se8MfKqI-1QcIRxiptT_lLpQ1trs95-x-raAOcNHhqqtHD9DQcMPOqeq93tLQ6LYpl2eUX6tLN8kOyQo_KF0QvFPSagX2YELM2UWRPe6gFM-qeo38hBR5fC3x_i5Qeb4/s1600/d0c.jpg" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEibpc_tbntu1f2se8MfKqI-1QcIRxiptT_lLpQ1trs95-x-raAOcNHhqqtHD9DQcMPOqeq93tLQ6LYpl2eUX6tLN8kOyQo_KF0QvFPSagX2YELM2UWRPe6gFM-qeo38hBR5fC3x_i5Qeb4/s1600/d0c.jpg" height="213" width="320" /></a><span style="font-family: "Times New Roman",serif; font-size: 12.0pt; mso-fareast-font-family: "Times New Roman";">A classic example of this is the
Amazon drones for delivery. <a href="file:///C:/Users/Shravan/Downloads/Om_SCMBlog5.docx#_ftn3" name="_ftnref3" title=""><span class="MsoFootnoteReference"><!--[if !supportFootnotes]--><span class="MsoFootnoteReference"><span style="font-size: 12pt; line-height: 107%;">[3]</span></span><!--[endif]--></span></a>
The Federal Aviation Administration grounded Amazon and did not allow them to
test drones for delivery of products in a faster and efficient manner. Although
Amazon has the infrastructure and capability to support the Prime Air services that
would ensure higher customer satisfaction, it is going to be a few years before
this can become reality due to the air safety regulations that are to be
considered. There are several considerations that need to analysed before we can see this in reality.<o:p></o:p></span></div>
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<span style="font-family: "Times New Roman",serif; font-size: 12.0pt; mso-fareast-font-family: "Times New Roman";">Despite the advancements we can
clearly see that, industry specific challenges and government regulations pose
a great challenge to the executives to formulate strategies. Evidently, there
is no one size fits all formula for success in supply chain. It takes the
experience and keen eye for application of latest innovations to obtain these
small edge over competitors and make them reflect as wins in profit. <o:p></o:p></span></div>
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<span style="font-family: "Times New Roman",serif; font-size: 12.0pt; mso-fareast-font-family: "Times New Roman";">If the world is shifting towards
becoming better at supply chain and expanding horizons to serve global
audience, it is only logical to assume we will see more innovations in supply
chain logistics that reduce wait time, reduce delivery time and ensure bigger gains
for consumer and manufacturer.<o:p></o:p></span></div>
<br />
<div>
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<div class="MsoFootnoteText">
<a href="file:///C:/Users/Shravan/Downloads/Om_SCMBlog5.docx#_ftnref1" name="_ftn1" title=""><span class="MsoFootnoteReference"><!--[if !supportFootnotes]--><span class="MsoFootnoteReference"><span style="font-family: "Calibri",sans-serif; font-size: 10.0pt; line-height: 107%; mso-ansi-language: EN-US; mso-ascii-theme-font: minor-latin; mso-bidi-font-family: "Times New Roman"; mso-bidi-language: AR-SA; mso-bidi-theme-font: minor-bidi; mso-fareast-font-family: Calibri; mso-fareast-language: EN-US; mso-fareast-theme-font: minor-latin; mso-hansi-theme-font: minor-latin;">[1]</span></span><!--[endif]--></span></a> <a href="http://www2.deloitte.com/us/en/pages/operations/articles/supply-chain-risk-ripple-effect.html">http://www2.deloitte.com/us/en/pages/operations/articles/supply-chain-risk-ripple-effect.html</a> - "The ripple effect: How manufacturers
and retail executives view the growing challenge of supply chain risk."<o:p></o:p></div>
</div>
<div id="ftn2">
<div class="MsoFootnoteText">
<a href="file:///C:/Users/Shravan/Downloads/Om_SCMBlog5.docx#_ftnref2" name="_ftn2" title=""><span class="MsoFootnoteReference"><!--[if !supportFootnotes]--><span class="MsoFootnoteReference"><span style="font-family: "Calibri",sans-serif; font-size: 10.0pt; line-height: 107%; mso-ansi-language: EN-US; mso-ascii-theme-font: minor-latin; mso-bidi-font-family: "Times New Roman"; mso-bidi-language: AR-SA; mso-bidi-theme-font: minor-bidi; mso-fareast-font-family: Calibri; mso-fareast-language: EN-US; mso-fareast-theme-font: minor-latin; mso-hansi-theme-font: minor-latin;">[2]</span></span><!--[endif]--></span></a> <a href="http://www.wto.org/english/res_e/booksp_e/aid4tradeglobalvalue13_part3_e.pdf">http://www.wto.org/english/res_e/booksp_e/aid4tradeglobalvalue13_part3_e.pdf</a><o:p></o:p></div>
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<div id="ftn3">
<div class="MsoFootnoteText">
<a href="file:///C:/Users/Shravan/Downloads/Om_SCMBlog5.docx#_ftnref3" name="_ftn3" title=""><span class="MsoFootnoteReference"><!--[if !supportFootnotes]--><span class="MsoFootnoteReference"><span style="font-family: "Calibri",sans-serif; font-size: 10.0pt; line-height: 107%; mso-ansi-language: EN-US; mso-ascii-theme-font: minor-latin; mso-bidi-font-family: "Times New Roman"; mso-bidi-language: AR-SA; mso-bidi-theme-font: minor-bidi; mso-fareast-font-family: Calibri; mso-fareast-language: EN-US; mso-fareast-theme-font: minor-latin; mso-hansi-theme-font: minor-latin;">[3]</span></span><!--[endif]--></span></a> <a href="http://arstechnica.com/tech-policy/2014/06/faa-grounds-amazons-drone-delivery-plans/">http://arstechnica.com/tech-policy/2014/06/faa-grounds-amazons-drone-delivery-plans/</a></div>
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<o:p></o:p><br />
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Unknownnoreply@blogger.com20tag:blogger.com,1999:blog-3734744925955207299.post-9441593585342607202014-12-01T11:31:00.004-08:002014-12-01T11:31:47.132-08:00The next big thing: Drone Delivery Network<h2 style="background-color: white; color: #333333; font-family: Georgia, Times, 'Times New Roman', serif; font-size: 15px; line-height: 1.48em; margin-bottom: 1em; margin-top: 1em;">
<span style="font-family: Helvetica, Arial, sans-serif; font-size: 17px; line-height: 23px;">Introduction</span></h2>
<div style="background-color: white; color: #333333; line-height: 1.48em; margin-bottom: 1em; margin-top: 1em;">
<span style="line-height: 23px;"><span style="font-family: Arial, Helvetica, sans-serif;">Amazon has unveiled the PrimeAir. The goal of this new delivery system is to get packages into customers' hands in 30 minutes or less using unmanned aerial vehicles like drones and mini helicopters. We believe that It is the next big thing in delivery technologies.</span></span></div>
<h2 style="background-color: white; color: #333333; font-family: Georgia, Times, 'Times New Roman', serif; font-size: 15px; line-height: 1.48em; margin-bottom: 1em; margin-top: 1em;">
<span style="font-family: Helvetica, Arial, sans-serif; font-size: 17px; line-height: 23px;">How it works</span></h2>
<div class="style82" style="background-color: white; line-height: 18px; margin-bottom: 10px; margin-top: 10px; padding: 0px;">
<span style="font-family: Arial, Helvetica, sans-serif;">After a customer places an order on Amazon's site and selects Prime Air as the delivery method, which promises 30-minute service, the PrimeAir begins.</span></div>
<div class="style82" style="background-color: white; line-height: 18px; margin-bottom: 10px; margin-top: 10px; padding: 0px;">
<span style="font-family: Arial, Helvetica, sans-serif;">From there, that order gets a special mark indicating PrimeAir treatment, moving down a special conveyor line at the end of which sits a small drone, maybe 2-feet wide plus some wing span that carriers helicopter-type blades on each side. The drone holds a special small container into which the picked product had been placed, and off it flies, arriving some minutes later at the back patio of a consumer.</span></div>
<div class="style82" style="background-color: white; line-height: 18px; margin-bottom: 10px; margin-top: 10px; padding: 0px;">
<span style="font-family: Arial, Helvetica, sans-serif;">The drone drops off the package, and quickly heads back to its DC base. It does not appear to be interested in a tip, nor require a signature. </span></div>
<div class="style82" style="background-color: white; font-family: Verdana, Arial, Helvetica, sans-serif; font-size: 15px; line-height: 18px; margin-bottom: 10px; margin-top: 10px; padding: 0px;">
<br /></div>
<h2 style="background-color: white; font-family: Verdana, Arial, Helvetica, sans-serif; font-size: 15px; line-height: 18px; margin-bottom: 10px; margin-top: 10px; padding: 0px;">
Demo</h2>
<div class="style82" style="background-color: white; font-family: Verdana, Arial, Helvetica, sans-serif; font-size: 15px; line-height: 18px; margin-bottom: 10px; margin-top: 10px; padding: 0px;">
Here is a live demo of drone delivery network.</div>
<div class="style82" style="background-color: white; font-family: Verdana, Arial, Helvetica, sans-serif; font-size: 15px; line-height: 18px; margin-bottom: 10px; margin-top: 10px; padding: 0px;">
<br /></div>
<div class="separator" style="clear: both; text-align: center;">
<iframe allowfullscreen='allowfullscreen' webkitallowfullscreen='webkitallowfullscreen' mozallowfullscreen='mozallowfullscreen' width='320' height='266' src='https://www.youtube.com/embed/98BIu9dpwHU?feature=player_embedded' frameborder='0'></iframe></div>
<div class="style82" style="background-color: white; font-family: Verdana, Arial, Helvetica, sans-serif; font-size: 15px; line-height: 18px; margin-bottom: 10px; margin-top: 10px; padding: 0px;">
<br /></div>
<div class="style82" style="background-color: white; font-family: Verdana, Arial, Helvetica, sans-serif; font-size: 15px; line-height: 18px; margin-bottom: 10px; margin-top: 10px; padding: 0px;">
<br /></div>
<h2 style="background-color: white; font-family: Verdana, Arial, Helvetica, sans-serif; font-size: 15px; line-height: 18px; margin-bottom: 10px; margin-top: 10px; padding: 0px;">
Safety Issues</h2>
<div class="style82" style="background-color: white; font-family: Verdana, Arial, Helvetica, sans-serif; font-size: 15px; line-height: 18px; margin-bottom: 10px; margin-top: 10px; padding: 0px;">
<span style="font-family: arial, helvetica, sans-serif; font-size: 14px; line-height: 19px;">The FAA is actively working on rules and an approach for unmanned aerial vehicles like drons and helicopters that will prioritize public safety. Safety will be the top priority, and all drones will be built with multiple redundancies and designed to commercial aviation standards.</span></div>
<div class="style82" style="background-color: white; font-family: Verdana, Arial, Helvetica, sans-serif; font-size: 15px; line-height: 18px; margin-bottom: 10px; margin-top: 10px; padding: 0px;">
<span style="font-family: arial, helvetica, sans-serif; font-size: 14px; line-height: 19px;"><br /></span></div>
<h2 style="background-color: white; font-family: Verdana, Arial, Helvetica, sans-serif; font-size: 15px; line-height: 18px; margin-bottom: 10px; margin-top: 10px; padding: 0px;">
<span style="font-family: arial, helvetica, sans-serif; font-size: 14px; line-height: 19px;">Question:</span></h2>
<div class="style82" style="background-color: white; margin-bottom: 10px; margin-top: 10px; padding: 0px;">
<span style="font-family: arial, helvetica, sans-serif;"><span style="line-height: 19px;">Suppose the drone delivery technology will be ubiquitous in the near future and nearly every supplier can easily deploy it in delivery, is building its own drone delivery network better than outsourcing it to a specialized drone delivery service company?</span></span></div>
<div class="style82" style="background-color: white; margin-bottom: 10px; margin-top: 10px; padding: 0px;">
<span style="font-family: arial, helvetica, sans-serif;"><span style="font-size: 14px; line-height: 19px;"><br /></span></span></div>
<h3 style="background-color: white; margin-bottom: 10px; margin-top: 10px; padding: 0px;">
<span style="font-family: arial, helvetica, sans-serif;"><span style="font-size: 14px; line-height: 19px;"><br /></span></span><span style="font-family: arial, helvetica, sans-serif;"><span style="font-size: 14px; line-height: 19px;">References:</span></span></h3>
<div class="style82" style="background-color: white; margin-bottom: 10px; margin-top: 10px; padding: 0px;">
<span style="font-family: arial, helvetica, sans-serif;"><span style="font-size: 14px; line-height: 19px;">http://techcrunch.com/2014/08/28/google-challenges-amazon-for-drone-supremacy/</span></span></div>
<div class="style82" style="background-color: white; margin-bottom: 10px; margin-top: 10px; padding: 0px;">
<span style="font-family: arial, helvetica, sans-serif;"><span style="font-size: 14px; line-height: 19px;">http://www.industryweek.com/supply-chain/amazon-unveils-futuristic-drone-delivery-plan</span></span></div>
<div style="background-color: white; color: #333333; font-family: Georgia, Times, 'Times New Roman', serif; font-size: 15px; line-height: 1.48em; margin-bottom: 1em; margin-top: 1em;">
<br /></div>
Unknownnoreply@blogger.com7tag:blogger.com,1999:blog-3734744925955207299.post-19917101183601399372014-12-01T11:12:00.004-08:002014-12-01T11:12:50.894-08:003D Printer and the future of Supply Chain <div class="MsoNormal" style="background: white; line-height: 18.0pt; mso-margin-bottom-alt: auto; mso-margin-top-alt: auto;">
<span style="font-family: "Times New Roman","serif"; font-size: 12.0pt; mso-fareast-font-family: "Times New Roman";">3D
printing has come a long way in an extremely short span of time. Initially built
by Charles Hull in the 1980s as a tool for making basic polymer objects [1].
Today, the technology has made impact on several manufacturing areas; from
building aircraft and race car components, to human organs and prostheses.<o:p></o:p></span></div>
<div class="MsoNormal" style="background: white; line-height: 18.0pt; mso-margin-bottom-alt: auto; mso-margin-top-alt: auto;">
<span style="font-family: "Times New Roman","serif"; font-size: 12.0pt; mso-fareast-font-family: "Times New Roman";">Now, the world
is beginning to understand the potential of 3D printing for cost-effective,
efficient and environmentally-friendly manufacturing. It is little wonder that
analyst firm, Canalys see the global market for <a href="http://www.canalys.com/newsroom/3d-printing-market-grow-us162-billion-2018"><span style="color: windowtext; text-decoration: none; text-underline: none;">3D printers
reaching $16.2bn (£10.3bn) by 2018</span></a> [2]. With increasing adoption, the
technology will revolutionize manufacturing as well as the supply chain and
logistics processes which surrounds it.<o:p></o:p></span></div>
<div class="MsoNormal" style="background: white; line-height: 18.0pt; mso-margin-bottom-alt: auto; mso-margin-top-alt: auto;">
<span style="font-family: "Times New Roman","serif"; font-size: 12.0pt; mso-fareast-font-family: "Times New Roman";">Though
manufacturing in certain locations, for example in China and India, can be
low-cost, managing a global supply chain network isn’t, especially considering the
transportation costs involved. <a href="http://www.theguardian.com/technology/3d-printing"><span style="color: windowtext; text-decoration: none; text-underline: none;">3D printing</span></a> can
reduce these costs by enabling businesses to station local manufacturing centers
closer to every regional markets, reducing the length of the supply chain and
helping towards a green world. Regional manufacturing centers can also improve inventory
problems, especially for the industrial spare parts and consumer sectors
selling highly-customized products. 3D printing technology will enable manufacturers
to easily produce goods to order, helping save money and minimize waste.<o:p></o:p></span></div>
<div class="MsoNormal" style="background: white; line-height: 18.0pt; mso-margin-bottom-alt: auto; mso-margin-top-alt: auto;">
<span style="font-family: "Times New Roman","serif"; font-size: 12.0pt; mso-fareast-font-family: "Times New Roman";">As the
cost of 3D printing decreases, we will see a lot of manufacturing businesses
emerge, responsible for providing cheap products such as small replacement
parts. 3D printing will eventually replace traditional manufacturers to only
producing highly technical and specialist products. Less specialist products
will be manufactured by 3D shops, while cheap one-off manufacturing will
eventually be printed by consumers themselves. In the future, simple spare
parts, plastic toys or cases for smartphones for example, will primarily be
sold globally by downloading a 3D printing file.<o:p></o:p></span></div>
<div class="MsoNormal" style="background: white; line-height: 18.0pt; mso-margin-bottom-alt: auto; mso-margin-top-alt: auto;">
<span style="font-family: "Times New Roman","serif"; font-size: 12.0pt; mso-fareast-font-family: "Times New Roman";">In a world
where consumers want products fast, 3D printing will make it possible for
businesses to consistently deliver goods in tighter timescales. It will also
help to meet customers’ growing demands for personalized products. Personalization
is already happening in the clothing and footwear market; consumers can walk
into a store, for example Nike, customize items and take them home on the same
day. In the future, 3D printing might even be used to build personalized
furniture or complex goods like vehicles for same-day collection too.<o:p></o:p></span></div>
<div class="MsoNormal" style="background: white; line-height: 18.0pt; mso-margin-bottom-alt: auto; mso-margin-top-alt: auto;">
<span style="font-family: "Times New Roman","serif"; font-size: 12.0pt; mso-fareast-font-family: "Times New Roman";">Much of
what’s been outlined is still some time away but it’s clear that the potential
increased pace of trade brought on by 3D printing and the new industry models
that are created will require businesses to re-evaluate their supply chain processes.
Manufacturers will need to make their supply chains far more agile and able to
operate in real-time to cope with faster product design and production cycles.<o:p></o:p></span></div>
<br />
<div class="MsoNormal" style="background: white; line-height: 18.0pt; mso-margin-bottom-alt: auto; mso-margin-top-alt: auto;">
<span style="font-family: "Times New Roman","serif"; font-size: 12.0pt; mso-fareast-font-family: "Times New Roman";">There is a
concern that this form of manufacturing, in particular with regards to consumer
goods, will fuel greater consumption and waste. But the materials used for
3D-printing these goods are mostly heat processed recyclable plastics, making
it possible to create a reverse supply chain approach. Customers can recycle
used, damaged or unwanted goods by taking them back to their local 3D print
shops, so that they can be melted back down and made into something new and
useable once more.<o:p></o:p></span></div>
<div class="MsoNormal" style="background: white; line-height: 18.0pt; mso-margin-bottom-alt: auto; mso-margin-top-alt: auto;">
<span style="font-family: "Times New Roman","serif"; font-size: 12.0pt; mso-fareast-font-family: "Times New Roman";">My question about 3D printer is that is this techniques would be restricted to only customized product? Because batch manufacturing will still be more effective and low-cost. How to balance the </span><span style="font-family: 'Times New Roman', serif; font-size: 16px;">reduced</span><span style="font-family: 'Times New Roman', serif; font-size: 16px;"> </span><span style="font-family: 'Times New Roman', serif; font-size: 12pt; line-height: 18pt;">transportation cost by regional manufacturing and the increased cost of goods by 3D printer?</span></div>
<div class="MsoNormal" style="background: white; line-height: 18.0pt; mso-margin-bottom-alt: auto; mso-margin-top-alt: auto;">
<span style="font-family: "Times New Roman","serif"; font-size: 12.0pt; mso-fareast-font-family: "Times New Roman";">Reference:</span></div>
<div class="MsoNormal" style="background: white;">
<span style="font-family: 'Times New Roman', serif; font-size: 12pt; line-height: 18pt;">[1] </span><span style="background-color: transparent; line-height: 24px;"><span style="font-family: Times New Roman, serif;">http://cerasis.com/2014/02/10/3d-printing-supply-chain/</span></span></div>
<div class="MsoNormal" style="background: white;">
<span style="font-family: 'Times New Roman', serif; font-size: 12pt; line-height: 18pt;">[2] </span><span style="background-color: transparent; line-height: 24px;"><span style="font-family: Times New Roman, serif;">http://www.theguardian.com/sustainable-business/2014/nov/25/how-3d-printing-is-set-to-shake-up-manufacturing-supply-chains</span></span></div>
<div class="MsoNormal" style="background: white;">
<span style="font-family: 'Times New Roman', serif; font-size: 12pt; line-height: 18pt;">[3] </span><span style="background-color: transparent; line-height: 24px;"><span style="font-family: Times New Roman, serif;">http://www.industryweek.com/emerging-technologies/how-3-d-printing-could-redefine-supply-chain</span></span></div>
<div class="MsoNormal" style="background: white;">
<span style="background-color: transparent; line-height: 24px;"><span style="font-family: Times New Roman, serif;">[4] </span></span><span style="background-color: transparent; line-height: 24px;"><span style="font-family: Times New Roman, serif;">http://supplychainminded.com/3d-printing-and-the-supply-chains-of-the-future/</span></span></div>
<div class="MsoNormal" style="background: white;">
<span style="background-color: transparent; line-height: 24px;"><span style="font-family: Times New Roman, serif;"><br /></span></span></div>
<div class="MsoNormal" style="background: white; line-height: 18.0pt; mso-margin-bottom-alt: auto; mso-margin-top-alt: auto;">
<span style="font-family: "Times New Roman","serif"; font-size: 12.0pt; mso-fareast-font-family: "Times New Roman";"><br /></span></div>
Unknownnoreply@blogger.com5tag:blogger.com,1999:blog-3734744925955207299.post-12679751610460451692014-12-01T10:42:00.002-08:002015-02-25T12:29:32.451-08:00I believe the children are the future: Harnessing Human Capital and Encouraging Technological Advancement<div class="MsoNormal">
<span style="font-family: 'Times New Roman';">Supply Chain
Management in the 21</span><sup style="font-family: 'Times New Roman';">st</sup><span style="font-family: 'Times New Roman';"> century is inclusive of increasing exposure
to innovation and manufacturing processes. This exposure is to be given to
children and communities who are not likely to gain this experience otherwise. Kitchen-Table
Industrialists (The New York Times, 2011) explains how various technological
companies maintain this idea and work towards making exposure to technology a
reality.</span></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<span style="font-family: "Times New Roman";">As the title
states, taken from a popular Whitney Houston song, “I believe the children are
the future, teach them well and let them lead the way.” Investing in exposing
children to technology and innovation will give America a jump-start on keeping
up with manufacturing trends. Currently, children in low-income families do not
have access to Internet. Specifically, only 33% of children in homes with an
income of $15,000 own computers.<a href="https://www.blogger.com/blogger.g?blogID=3734744925955207299#_ftn1" name="_ftnref1" style="mso-footnote-id: ftn1;" title=""><span class="MsoFootnoteReference"><span style="mso-special-character: footnote;"><!--[if !supportFootnotes]--><span class="MsoFootnoteReference"><span style="font-family: "Times New Roman"; font-size: 12.0pt; mso-ansi-language: EN-US; mso-bidi-language: AR-SA; mso-fareast-font-family: "MS 明朝"; mso-fareast-language: EN-US; mso-fareast-theme-font: minor-fareast;">[1]</span></span><!--[endif]--></span></span></a>
The National Center for Children in Poverty states that 22% of <b style="mso-bidi-font-weight: normal;"><u>ALL </u></b>children live in families
with incomes below the federal poverty level ($23,550).<a href="https://www.blogger.com/blogger.g?blogID=3734744925955207299#_ftn2" name="_ftnref2" style="mso-footnote-id: ftn2;" title=""><span class="MsoFootnoteReference"><span style="mso-special-character: footnote;"><!--[if !supportFootnotes]--><span class="MsoFootnoteReference"><span style="font-family: "Times New Roman"; font-size: 12.0pt; mso-ansi-language: EN-US; mso-bidi-language: AR-SA; mso-fareast-font-family: "MS 明朝"; mso-fareast-language: EN-US; mso-fareast-theme-font: minor-fareast;">[2]</span></span><!--[endif]--></span></span></a>
As we become a much more technological integrated society, stemming from our
workforce, many children are at risk of being left behind.<o:p></o:p></span></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<span style="font-family: "Times New Roman";">Today, one of
the biggest priorities for America is remaining on top of the manufacturing
industry through innovative means. However, it is noted that Germany and China
tend to have more supportive environments for incubating manufacturing
companies at every stage<a href="https://www.blogger.com/blogger.g?blogID=3734744925955207299#_ftn3" name="_ftnref3" style="mso-footnote-id: ftn3;" title=""><span class="MsoFootnoteReference"><span style="mso-special-character: footnote;"><!--[if !supportFootnotes]--><span class="MsoFootnoteReference"><span style="font-family: "Times New Roman"; font-size: 12.0pt; mso-ansi-language: EN-US; mso-bidi-language: AR-SA; mso-fareast-font-family: "MS 明朝"; mso-fareast-language: EN-US; mso-fareast-theme-font: minor-fareast;">[3]</span></span><!--[endif]--></span></span></a>.
In 2009, the White House began to remedy this with the creation of the Office
of Social Innovation and Civic Participation. The stated approach of this
department is, “</span><span style="color: #333333; font-family: "Times New Roman"; mso-fareast-font-family: "Times New Roman";">The Office of Social Innovation and Civic
Participation is focused on developing policies and programs to accelerate
economic recovery and create stronger communities. We do this by harnessing
human capital and facilitating financial capital.<a href="https://www.blogger.com/blogger.g?blogID=3734744925955207299#_ftn4" name="_ftnref4" style="mso-footnote-id: ftn4;" title=""><span class="MsoFootnoteReference"><span style="mso-special-character: footnote;"><!--[if !supportFootnotes]--><span class="MsoFootnoteReference"><span style="color: #333333; font-family: "Times New Roman"; font-size: 12.0pt; mso-ansi-language: EN-US; mso-bidi-language: AR-SA; mso-fareast-font-family: "Times New Roman"; mso-fareast-language: EN-US;">[4]</span></span><!--[endif]--></span></span></a>”
I believe harnessing human capital begins with youth education and exposure. </span><span style="font-family: "Times New Roman";"><o:p></o:p></span></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<span style="font-family: "Times New Roman";">I will profile a
variety of technology-based companies whose sole intention is to get technology
into the hands of children and those who may be technologically challenged.<o:p></o:p></span></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<span style="font-family: "Times New Roman";">Here goes. . .<o:p></o:p></span></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<u><span style="font-family: "Times New Roman";">LittleBits
Electronics<o:p></o:p></span></u></div>
<div class="MsoNormal">
<span style="font-family: "Times New Roman";">LittleBits
Electronics provides kits that enable individuals to prototype and learn with
electronics. “It’s an ever-growing library of electronic modules that snap
together with magnets so you can invent anything.<a href="https://www.blogger.com/blogger.g?blogID=3734744925955207299#_ftn5" name="_ftnref5" style="mso-footnote-id: ftn5;" title=""><span class="MsoFootnoteReference"><span style="mso-special-character: footnote;"><!--[if !supportFootnotes]--><span class="MsoFootnoteReference"><span style="font-family: "Times New Roman"; font-size: 12.0pt; mso-ansi-language: EN-US; mso-bidi-language: AR-SA; mso-fareast-font-family: "MS 明朝"; mso-fareast-language: EN-US; mso-fareast-theme-font: minor-fareast;">[5]</span></span><!--[endif]--></span></span></a>”<o:p></o:p></span></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<u><span style="font-family: "Times New Roman";">Tech4Kids
Inc. <o:p></o:p></span></u></div>
<div class="MsoNormal">
<span style="font-family: "Times New Roman";">The stated mission
is to </span><span style="background: white; font-family: "Times New Roman"; mso-fareast-font-family: "Times New Roman";">create innovative products that put smiles
on the faces of children while providing a quality business opportunity for our
customers, team and partners. To achieve this Tech4Kids infuses classic
play with exciting brands and fresh innovation.<a href="https://www.blogger.com/blogger.g?blogID=3734744925955207299#_ftn6" name="_ftnref6" style="mso-footnote-id: ftn6;" title=""><span class="MsoFootnoteReference"><span style="mso-special-character: footnote;"><!--[if !supportFootnotes]--><span class="MsoFootnoteReference"><span style="background: white; font-family: "Times New Roman"; font-size: 12.0pt; mso-ansi-language: EN-US; mso-bidi-language: AR-SA; mso-fareast-font-family: "Times New Roman"; mso-fareast-language: EN-US;">[6]</span></span><!--[endif]--></span></span></a><o:p></o:p></span></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<u><span style="font-family: "Times New Roman";">Black Girls
CODE<o:p></o:p></span></u></div>
<div class="MsoNormal">
<span style="color: #333333; font-family: "Times New Roman"; mso-fareast-font-family: "Times New Roman";">Black Girls CODE is a non-profit organization
with a focus on introducing girls (ages 7-17) of color to technology and
creating the next generation of tech leaders and creators. Currently there
are over 2,500 students with 7 domestic chapters and 1 international chapter in
Johannesburg, South Africa.</span><span class="MsoFootnoteReference"><span style="font-family: "Times New Roman";"> <a href="https://www.blogger.com/blogger.g?blogID=3734744925955207299#_ftn7" name="_ftnref7" style="mso-footnote-id: ftn7;" title=""><span style="mso-special-character: footnote;"><!--[if !supportFootnotes]--><span class="MsoFootnoteReference"><span style="font-family: "Times New Roman"; font-size: 12.0pt; mso-ansi-language: EN-US; mso-bidi-language: AR-SA; mso-fareast-font-family: "MS 明朝"; mso-fareast-language: EN-US; mso-fareast-theme-font: minor-fareast;">[7]</span></span><!--[endif]--></span></a></span></span><span style="color: #333333; font-family: "Times New Roman"; mso-fareast-font-family: "Times New Roman";"> </span><span style="font-family: "Times New Roman"; mso-fareast-font-family: "Times New Roman";"><o:p></o:p></span></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<u><span style="font-family: "Times New Roman";">Computers4kids
<o:p></o:p></span></u></div>
<div class="MsoNormal">
<span style="font-family: "Times New Roman";">Strives to
improve low-income youth’s computer and learning skills through caring
mentorship, structured training, a vibrant learning environment, and access to
a computer at home. The program uses computers as a catalyst for youth to
challenge themselves, become engages in their own learning, and realized
greater possibilities academically, professionally, and for their community.<span class="MsoFootnoteReference"> <a href="https://www.blogger.com/blogger.g?blogID=3734744925955207299#_ftn8" name="_ftnref8" style="mso-footnote-id: ftn8;" title=""><span style="mso-special-character: footnote;"><!--[if !supportFootnotes]--><span class="MsoFootnoteReference"><span style="font-family: "Times New Roman"; font-size: 12.0pt; mso-ansi-language: EN-US; mso-bidi-language: AR-SA; mso-fareast-font-family: "MS 明朝"; mso-fareast-language: EN-US; mso-fareast-theme-font: minor-fareast;">[8]</span></span><!--[endif]--></span></a></span><o:p></o:p></span></div>
<div align="center" class="MsoNormal" style="text-align: center;">
<br /></div>
<div align="center" class="MsoNormal" style="text-align: center;">
<span style="font-family: "Times New Roman"; font-size: 14.0pt;">Well-known companies
that should be mentioned<a href="https://www.blogger.com/blogger.g?blogID=3734744925955207299#_ftn9" name="_ftnref9" style="mso-footnote-id: ftn9;" title=""><span class="MsoFootnoteReference"><span style="mso-special-character: footnote;"><!--[if !supportFootnotes]--><span class="MsoFootnoteReference"><span style="font-family: "Times New Roman"; font-size: 14.0pt; mso-ansi-language: EN-US; mso-bidi-language: AR-SA; mso-fareast-font-family: "MS 明朝"; mso-fareast-language: EN-US; mso-fareast-theme-font: minor-fareast;">[9]</span></span><!--[endif]--></span></span></a><o:p></o:p></span></div>
<div class="MsoNormal">
<u><span style="font-family: "Times New Roman";">Best Buy</span></u><span style="font-family: "Times New Roman";"><o:p></o:p></span></div>
<div class="MsoNormal">
<span style="font-family: "Times New Roman";">Provides funds
for schools to bring interactive technology into the classroom. So far Best Buy
has donated over $13 Million through the Best Buy Teach Awards<o:p></o:p></span></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<u><span style="font-family: "Times New Roman";">Apple Inc.</span></u><span style="font-family: "Times New Roman";"> <o:p></o:p></span></div>
<div class="MsoNormal">
<span style="font-family: "Times New Roman";">Created a
program called 1 to 1 that works with grades K-12 to provide each student with
access to wireless laptop for school and home. <o:p></o:p></span></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<u><span style="font-family: "Times New Roman";">AT&T</span></u><span style="font-family: "Times New Roman";"><o:p></o:p></span></div>
<div class="MsoNormal">
<span style="font-family: "Times New Roman";">Committed $1.8
billion to philanthropic programs supporting education: community development;
the arts, health and human services, and technology access in communities
across the country.<o:p></o:p></span></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<span style="font-family: "Times New Roman";">Finally, </span><span style="color: #333333; font-family: "Times New Roman"; mso-fareast-font-family: "Times New Roman";">I wish these organizations much success. Additionally, I hope my
classmates take the time to invest in these organizations or develop human
capital centered firms of their own. With the understanding of the importance
of technology and America’s desire for innovative improvement for supply chain
networks, how can we create more incentives, policy based or otherwise, for
larger companies to invest in youth education and technological exposure?</span><span style="font-family: "Times New Roman";"><o:p></o:p></span></div>
<div class="MsoNormal">
<br /></div>
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<a href="https://www.blogger.com/blogger.g?blogID=3734744925955207299#_ftnref1" name="_ftn1" style="mso-footnote-id: ftn1;" title=""><span class="MsoFootnoteReference"><span style="mso-special-character: footnote;"><!--[if !supportFootnotes]--><span class="MsoFootnoteReference"><span style="font-family: Cambria; font-size: 12.0pt; mso-ansi-language: EN-US; mso-ascii-theme-font: minor-latin; mso-bidi-font-family: "Times New Roman"; mso-bidi-language: AR-SA; mso-bidi-theme-font: minor-bidi; mso-fareast-font-family: "MS 明朝"; mso-fareast-language: EN-US; mso-fareast-theme-font: minor-fareast; mso-hansi-theme-font: minor-latin;">[1]</span></span><!--[endif]--></span></span></a> <a href="http://files.eric.ed.gov/fulltext/ED467133.pdf">http://files.eric.ed.gov/fulltext/ED467133.pdf</a>
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<a href="https://www.blogger.com/blogger.g?blogID=3734744925955207299#_ftnref2" name="_ftn2" style="mso-footnote-id: ftn2;" title=""><span class="MsoFootnoteReference"><span style="mso-special-character: footnote;"><!--[if !supportFootnotes]--><span class="MsoFootnoteReference"><span style="font-family: Cambria; font-size: 12.0pt; mso-ansi-language: EN-US; mso-ascii-theme-font: minor-latin; mso-bidi-font-family: "Times New Roman"; mso-bidi-language: AR-SA; mso-bidi-theme-font: minor-bidi; mso-fareast-font-family: "MS 明朝"; mso-fareast-language: EN-US; mso-fareast-theme-font: minor-fareast; mso-hansi-theme-font: minor-latin;">[2]</span></span><!--[endif]--></span></span></a> <a href="http://www.nccp.org/topics/childpoverty.html">http://www.nccp.org/topics/childpoverty.html</a>
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<a href="https://www.blogger.com/blogger.g?blogID=3734744925955207299#_ftnref3" name="_ftn3" style="mso-footnote-id: ftn3;" title=""><span class="MsoFootnoteReference"><span style="mso-special-character: footnote;"><!--[if !supportFootnotes]--><span class="MsoFootnoteReference"><span style="font-family: Cambria; font-size: 12.0pt; mso-ansi-language: EN-US; mso-ascii-theme-font: minor-latin; mso-bidi-font-family: "Times New Roman"; mso-bidi-language: AR-SA; mso-bidi-theme-font: minor-bidi; mso-fareast-font-family: "MS 明朝"; mso-fareast-language: EN-US; mso-fareast-theme-font: minor-fareast; mso-hansi-theme-font: minor-latin;">[3]</span></span><!--[endif]--></span></span></a> <a href="http://www.fastcoexist.com/3018131/the-4-technology-trends-that-could-bring-back-us-manufacturing-and-innovation">http://www.fastcoexist.com/3018131/the-4-technology-trends-that-could-bring-back-us-manufacturing-and-innovation</a>
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<a href="https://www.blogger.com/blogger.g?blogID=3734744925955207299#_ftnref4" name="_ftn4" style="mso-footnote-id: ftn4;" title=""><span class="MsoFootnoteReference"><span style="mso-special-character: footnote;"><!--[if !supportFootnotes]--><span class="MsoFootnoteReference"><span style="font-family: Cambria; font-size: 12.0pt; mso-ansi-language: EN-US; mso-ascii-theme-font: minor-latin; mso-bidi-font-family: "Times New Roman"; mso-bidi-language: AR-SA; mso-bidi-theme-font: minor-bidi; mso-fareast-font-family: "MS 明朝"; mso-fareast-language: EN-US; mso-fareast-theme-font: minor-fareast; mso-hansi-theme-font: minor-latin;">[4]</span></span><!--[endif]--></span></span></a> <a href="http://www.whitehouse.gov/administration/eop/sicp">http://www.whitehouse.gov/administration/eop/sicp</a>
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<a href="https://www.blogger.com/blogger.g?blogID=3734744925955207299#_ftnref5" name="_ftn5" style="mso-footnote-id: ftn5;" title=""><span class="MsoFootnoteReference"><span style="mso-special-character: footnote;"><!--[if !supportFootnotes]--><span class="MsoFootnoteReference"><span style="font-family: Cambria; font-size: 12.0pt; mso-ansi-language: EN-US; mso-ascii-theme-font: minor-latin; mso-bidi-font-family: "Times New Roman"; mso-bidi-language: AR-SA; mso-bidi-theme-font: minor-bidi; mso-fareast-font-family: "MS 明朝"; mso-fareast-language: EN-US; mso-fareast-theme-font: minor-fareast; mso-hansi-theme-font: minor-latin;">[5]</span></span><!--[endif]--></span></span></a> <a href="http://littlebits.cc/intro">http://littlebits.cc/intro</a> <o:p></o:p></div>
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<a href="https://www.blogger.com/blogger.g?blogID=3734744925955207299#_ftnref6" name="_ftn6" style="mso-footnote-id: ftn6;" title=""><span class="MsoFootnoteReference"><span style="mso-special-character: footnote;"><!--[if !supportFootnotes]--><span class="MsoFootnoteReference"><span style="font-family: Cambria; font-size: 12.0pt; mso-ansi-language: EN-US; mso-ascii-theme-font: minor-latin; mso-bidi-font-family: "Times New Roman"; mso-bidi-language: AR-SA; mso-bidi-theme-font: minor-bidi; mso-fareast-font-family: "MS 明朝"; mso-fareast-language: EN-US; mso-fareast-theme-font: minor-fareast; mso-hansi-theme-font: minor-latin;">[6]</span></span><!--[endif]--></span></span></a> <a href="http://www.tech4kids.com/10464/content/content_id/195117/Mission-and-Purpose">http://www.tech4kids.com/10464/content/content_id/195117/Mission-and-Purpose</a>
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<a href="https://www.blogger.com/blogger.g?blogID=3734744925955207299#_ftnref7" name="_ftn7" style="mso-footnote-id: ftn7;" title=""><span class="MsoFootnoteReference"><span style="mso-special-character: footnote;"><!--[if !supportFootnotes]--><span class="MsoFootnoteReference"><span style="font-family: Cambria; font-size: 12.0pt; mso-ansi-language: EN-US; mso-ascii-theme-font: minor-latin; mso-bidi-font-family: "Times New Roman"; mso-bidi-language: AR-SA; mso-bidi-theme-font: minor-bidi; mso-fareast-font-family: "MS 明朝"; mso-fareast-language: EN-US; mso-fareast-theme-font: minor-fareast; mso-hansi-theme-font: minor-latin;">[7]</span></span><!--[endif]--></span></span></a> <a href="http://www.whitehouse.gov/blog/2014/02/28/connecting-kids-diverse-backgrounds-tech-skills">http://www.whitehouse.gov/blog/2014/02/28/connecting-kids-diverse-backgrounds-tech-skills</a>
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<a href="https://www.blogger.com/blogger.g?blogID=3734744925955207299#_ftnref8" name="_ftn8" style="mso-footnote-id: ftn8;" title=""><span class="MsoFootnoteReference"><span style="mso-special-character: footnote;"><!--[if !supportFootnotes]--><span class="MsoFootnoteReference"><span style="font-family: Cambria; font-size: 12.0pt; mso-ansi-language: EN-US; mso-ascii-theme-font: minor-latin; mso-bidi-font-family: "Times New Roman"; mso-bidi-language: AR-SA; mso-bidi-theme-font: minor-bidi; mso-fareast-font-family: "MS 明朝"; mso-fareast-language: EN-US; mso-fareast-theme-font: minor-fareast; mso-hansi-theme-font: minor-latin;">[8]</span></span><!--[endif]--></span></span></a> <a href="http://www.computers4kids.net/">http://www.computers4kids.net/</a> <o:p></o:p></div>
</div>
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<a href="https://www.blogger.com/blogger.g?blogID=3734744925955207299#_ftnref9" name="_ftn9" style="mso-footnote-id: ftn9;" title=""><span class="MsoFootnoteReference"><span style="mso-special-character: footnote;"><!--[if !supportFootnotes]--><span class="MsoFootnoteReference"><span style="font-family: Cambria; font-size: 12.0pt; mso-ansi-language: EN-US; mso-ascii-theme-font: minor-latin; mso-bidi-font-family: "Times New Roman"; mso-bidi-language: AR-SA; mso-bidi-theme-font: minor-bidi; mso-fareast-font-family: "MS 明朝"; mso-fareast-language: EN-US; mso-fareast-theme-font: minor-fareast; mso-hansi-theme-font: minor-latin;">[9]</span></span><!--[endif]--></span></span></a> <a href="http://www.scholastic.com/parents/resources/article/parent-child/companies-care-about-kids">http://www.scholastic.com/parents/resources/article/parent-child/companies-care-about-kids</a>
<o:p></o:p></div>
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Unknownnoreply@blogger.com2tag:blogger.com,1999:blog-3734744925955207299.post-25839132703425172122014-12-01T10:18:00.000-08:002014-12-01T10:18:34.002-08:00What Is Holding The Internet of Things Back<div style="text-align: left;">
</div>
<div class="MsoNormal" style="margin: 0in 0in 10pt; text-align: left;">
<span style="font-family: Calibri;">The Internet of Things (IoT) is a fast growing field that
could become the one thing to revolutionize the world of business operations,
including supply chain management. Imagine how much more efficient and
profitable a company would be if it had technological capabilities to do such
things as: track demand and supply in real-time, make more accurate forecasts,
reduce lead times, manage inventory in a more just-in-time fashion, and achieve
greater production efficiency and customer satisfaction. This may not be a
dream anymore, as rapid advances in technology have enabled companies around
the globe to achieve greater operational efficiency than ever before. But
despite the promises that such technologies bring, there still exist challenges
that must be overcome first. Below is a brief list and description of four main
issues that are holding IoT back from achieving its true potential.<o:p></o:p></span></div>
<br />
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<b style="mso-bidi-font-weight: normal;"><span style="font-size: 12pt; line-height: 115%;"><span style="font-family: Calibri;">Data quality and integration<o:p></o:p></span></span></b></div>
<br />
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<span style="font-family: Calibri;">Some of the biggest challenges facing data collection
include ensuring that enough good data is collected as well as having the
ability to integrate data from multiple sources. Data collection devices such
as sensors cost companies but just the devices themselves, but also expenses
associated with installation, maintenance, connectivity, and power. With the
total costs quickly adding up, implementing good data collection systems can become
a huge financial barrier for many companies. Additionally, some data are just
out of the reach due to existing technologies’ limitations and environmental
constraints. Furthermore, many companies still use legacy systems that do not
have Internet connectivity, making it difficult for data integration.<o:p></o:p></span></div>
<br />
<div class="MsoNormal" style="margin: 0in 0in 10pt;">
<span style="font-family: Calibri;">GE Power & Water is one example of a company that is
facing data quality issues. It is investing heavily into monitoring and
alerting systems that use data collected from various sources and in different
forms, such as those generated from customers’ operational data and their
inventories. Although these data are enough for operational improvements, GE is
not satisfied yet with their level of timeliness, completeness, and accuracy.
In order to improve this issue, GE is looking for ways to automate the data
collection processes that are currently still being done manually, and to offer
management better visibility of company data through the use of a data quality
portal that tracks the most pressing problems that the company needs to solve.<o:p></o:p></span></div>
<br />
<div class="MsoNormal" style="margin: 0in 0in 10pt;">
<b style="mso-bidi-font-weight: normal;"><span style="font-size: 12pt; line-height: 115%;"><span style="font-family: Calibri;">Network limitations<o:p></o:p></span></span></b></div>
<br />
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<span style="font-family: Calibri;">Most data are collected, transmitted, and stored via
cellular networks that continue to expand an ever increasing coverage area over
the years. However, these networks are mostly still concentrated in and near
big metropolitan areas. There are still many places where networks – and data –
cannot reach. As a result of this, companies are limited in their ability to
gather data from areas not covered by these networks. <o:p></o:p></span></div>
<br />
<div class="MsoNormal" style="margin: 0in 0in 10pt;">
<span style="font-family: Calibri;">Moreover, network capacity also plays a limiting role on what
a company can achieve operationally regardless of its technology. For instance,
ConocoPhillips spread its radio towers across Texas to transmit sensor data for
the purpose of optimizing gas and oil well production. However, the issue is that
the network transmitting all this data cannot handle the amount of data needed
for the company to conduct real-time analysis. As a result, this lack of
supporting infrastructure impedes the implementation of newer technologies.<o:p></o:p></span></div>
<br />
<div class="MsoNormal" style="margin: 0in 0in 10pt;">
<span style="font-family: Calibri;">Another issue that many companies need to face, when
attempting to incorporate the Internet of Things into their product designs, is
that the network becomes a crucial part of the customer experience and
perception of these products. Yet, networks are outside of these companies’
controls, effectively turning this into an issue of outsourcing of company
brand from the customer perspective. Unsuccessful use of network can cost a
company more than just the network expenses as a result.<o:p></o:p></span></div>
<br />
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<b style="mso-bidi-font-weight: normal;"><span style="font-size: 12pt; line-height: 115%;"><span style="font-family: Calibri;">Data integration versus analysis<o:p></o:p></span></span></b></div>
<br />
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<span style="font-family: Calibri;">Data analysis certainly does require expertise from
data-savvy people in order to generate useful insights for decision making
support. However, all of these analyzed data generate limited value if they are
isolated and stored in silos, instead of being integrated to provide a bigger
picture for an organization to use. This situation is exactly what a lot of healthcare
organizations are struggling with and trying to fix. For instance, hospitals
often use different types of data in different departments, but when these are
not used together to provide a complete picture of patients’ health, a lot of
resources are wasted in healthcare delivery inefficiencies such as duplicate
tests and medical errors. <o:p></o:p></span></div>
<br />
<div class="MsoNormal" style="margin: 0in 0in 10pt;">
<b style="mso-bidi-font-weight: normal;"><span style="font-size: 12pt; line-height: 115%;"><span style="font-family: Calibri;">Data security inadequacy<o:p></o:p></span></span></b></div>
<br />
<div class="MsoNormal" style="margin: 0in 0in 10pt;">
<span style="font-family: Calibri;">Although the information technology (IT) industry has had
nearly two decades of experience in data security, this experience does not
translate as well to the Internet of Things world of operational technology
(OT). Simply adding more IT security does not solve OT problems. Compared to IT
datacenter security, OT involves much more frequent physical maintenance and
repairs of machines, which necessitate that the amount and type of security
measures needed be different. An example of this is the monitoring system used
on large power plant turbines that can continuously keep track of the
activities of maintenance crews and decide whether or not these activities pose
security threats.<o:p></o:p></span></div>
<br />
<div class="MsoNormal" style="margin: 0in 0in 10pt;">
<o:p><span style="font-family: Calibri;"> </span></o:p></div>
<br />
<div class="MsoNormal" style="margin: 0in 0in 10pt;">
<span style="font-family: Calibri;"><b style="mso-bidi-font-weight: normal;"><i style="mso-bidi-font-style: normal;"><u>Questions:</u></i></b> Do you feel that the Internet of Things has
enough potential to generate good ROI for companies despite all of the existing
challenges mentioned above? If not, how long do you feel it will take for all of the
necessary supporting infrastructures to be in place before IoT can start showing
its true promise?<o:p></o:p></span></div>
<br />
<div class="MsoNormal" style="margin: 0in 0in 10pt;">
<span style="font-family: Calibri;"><b style="mso-bidi-font-weight: normal;"><i style="mso-bidi-font-style: normal;"><u>Source</u></i>:</b> </span><a href="http://www.informationweek.com/strategic-cio/it-strategy/internet-of-things-whats-holding-us-back/d/d-id/1235043?page_number=1"><span style="color: blue; font-family: Calibri;">http://www.informationweek.com/strategic-cio/it-strategy/internet-of-things-whats-holding-us-back/d/d-id/1235043?page_number=1</span></a><o:p></o:p></div>
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<div class="MsoNormal" style="margin: 0in 0in 10pt;">
<o:p><span style="font-family: Calibri;"> </span></o:p></div>
Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-3734744925955207299.post-71527759717705691192014-12-01T10:11:00.000-08:002014-12-01T10:11:09.294-08:00Privacy, the Internet of Things, and Blenders<span style="font-size: large;"><b>Privacy, the Internet of Things, and Blenders </b></span><br />
<br />
<span style="font-size: small;">From this:</span><br />
<span style="font-size: small;"><img class="rg_i" data-sz="f" height="162" name="JY2fbucPOw5n4M:" src="data:image/jpeg;base64,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" style="height: 170px; margin-left: 0px; margin-right: 0px; margin-top: 0px; width: 209px;" width="200" /> </span><br />
<span style="font-size: small;">To this:</span><br />
<span style="font-size: large;"><span style="font-size: small;"><img height="320" id="irc_mi" src="http://images.fasterskier.com/2011/12/04_BlendTecBlener.jpg" style="margin-top: 0px;" width="212" /></span><b> </b></span><br />
<br />
One of the course readings for this week was proclaiming the virtues and business advantages of the internet of things. How more and more devices are going to be connected to the internet, giving manufacturers more information to design and produce better products. While there certainly are some advantages to be had (for both producers and consumers) there are also some potential issues, specifically privacy. What if I dont want my brand new Blendtec blender to message Blendtec headquarters to tell them about how I use my blender? Sure they could use that information to learn that I never use anything besides the pulse buttons which is something they could then incorporate into future designs, but at what cost?<br />
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The article gave the notion of privacy mere lip service before going on about all the advantages the internet of things provides. One sentence in a whole article that said something to the effect of (paraphrased) "while there would be privacy implications its no big deal". To some it might not be, but to others it certainly is. During Thanksgiving I was presented the opportunity to ask my very opinionated family what they thought. For the example I used the blender telling Blendtec headquarters about your blending usage/habits. This is probably one of the least intrusive privacy violations out here, especially compared to communicating toilets, communicating pill dispensers, or communicating bathroom scale. <br />
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My mother had the strongest opinions about the blender. She simply did not want a blender knowing anything about her, and used the word "creepy" atleast six different times as she explained why she didn't want her blender on the internet. In her view that is totally private (whether important or not). Even though she acknowledged it would help Blendtec design better blenders at less cost, should would rather pay slightly more and have them find some other way to determine customer preferences for blender usage. <br />
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Conversely my cousins really didn't care at all. This could partially be a generational thing, as me and my cousins my age have all grown up with connected technology. Our definition of privacy may be totally different, as noted by my aunt who cited the stuff we post to Facebook. It would seem we want privacy in our lives, but we also want the ability to share whatever we want via un-private channels, even if that concept seems entirely foreign to our parents. I would rather have a better blender (higher quality at the same price) than a private blender. Personally I don't care who knows about my blending habits.<br />
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As companies go forward they should do more than just brush off privacy concerns. While there are certainly advantages for producers, manufacturers, and suppliers, these should be weighed with the value of privacy to consumers. It is clear there are many out there that consider their privacy a priority, and the will let companies know that by how they spend their money.<br />
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My question to you is what devices in your home or that you use frequently would you be comfortable having connected to the internet? Where would you draw the privacy line? Is it with communicating blenders? Communicating lamps? Communicating toilets? Communicating chairs? Would it bother you if companies knew how much time you spent sitting around or how many times you flushed during your last visit to the loo? As we go forward we may have to actually answer these questions as we look to purchase products, so start thinking about it now!<br />
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In case you haven't seen it yet, check out Blendtec's "Will it blend" series. His grin at 1:56 is just about the most perfect thing ever:<br />
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<br />Unknownnoreply@blogger.com2tag:blogger.com,1999:blog-3734744925955207299.post-87139599125243969242014-12-01T09:34:00.001-08:002014-12-01T09:34:12.031-08:00The Biggest Innovation for Global Supply Chains: Reducing that MPG<div dir="ltr" style="text-align: left;" trbidi="on">
Global supply chains move goods all across the globe many times over. A truly global supply chain will likely incorporate various modes of transportation: plane, train, ship, truck, and car. Transportation costs are often times a massive cost for organizations running global supply chains. Therefore, innovation in cheaper transportation methods will be a necessary future step for all supply chains interested in cutting costs.<br />
<br />
With new services like Uber and Lyft looking into the delivery space, and Amazon's Drone delivery service, we see various stakeholders stepping up to meet the demand for cheaper delivery. Companies like Tesla and SpaceX are pushing other boundaries - one leading the charge into alternative fuels for mass market automobiles and the other toying with outer atmospheric travel for a quicker delivery method around the globe. One interesting source of data to support this claim is the trend of vehicle miles per gallon.<br />
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As seen above, MPG from 1975 - 1979 (5yrs) improved 2.8 MPG's. MPG from 2009 - 2013 (5yrs) improved only 1.6 MPG's. This data seems to show that transportation efficiency improvement is slowing in its traditional form. For truly innovative supply chain approaches to change transportation costs must be reduced via alternative and creative means, such as using services like Uber, drone delivery, or outer space travel. </div>
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<span style="background-color: #f2f2f2; font-family: 'Open Sans', 'Helvetica Neue', Helvetica, Arial, sans-serif; font-size: 14px; line-height: 21px; text-indent: -35px;">http://www.fueleconomy.gov/feg/pdfs/420r13011_EPA_LD_FE_2013_TRENDS.pdf>.</span></div>
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Unknownnoreply@blogger.com2tag:blogger.com,1999:blog-3734744925955207299.post-61927155973345976882014-11-30T22:26:00.001-08:002014-12-01T08:30:30.221-08:00The Uber Concept - Supply Chain Management in the 21st Century Last weekend, I went to San Francisco for a small conference organized by my German scholarship organization. As many of us (including myself) had traveled across the whole continent for this purpose, we were given some time to explore the city and its surrounding areas. My group had decided to hike on Land's End trail, but in order to do so, we first had to get to "Lands End Lookout", the starting point of our tour.<br />
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The only possible way of transportation was by car - neither subway nor bus would have brought us there. As taking a cab was considered too expensive, some local students suggested to use Uber instead. This was the first time I did not only read about this new business model, but actually saw it operate in real life.<br />
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For those of you who are not familiar with Uber, I will briefly describe the idea behind this company.<br />
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<a href="http://blog.uber.com/2013/06/15/celebrating-dads-uber-style/">Source</a></div>
<ul>
<li>Key concept: connect P2P (people to people) for a ride via a smartphone app, i.e. a driver and a passenger</li>
<li>Unique features: </li>
<ul>
<li>First P2P search engine in the world</li>
<li>Drivers use their own cars</li>
<li>Automatic payment via app (and no tip necessary)</li>
</ul>
<li>Procedure:</li>
<ul>
<li>A person wants to get from A to B and opens the Uber smartphone app</li>
<li>Optional: rough calculation (range) of trip costs with "Fare Quote" (integrated in the app)</li>
<li>She chooses the appropriate car service (a capital "U" indicates a relatively more expensive service)</li>
<ul>
<li>uberX = low cost Uber (e.g. Toyota Camry)</li>
<li>UberBLACK = original (expensive) Uber (e.g. limo)</li>
<li>uberXL = low cost Uber for groups (e.g. Toyota Highlander)</li>
<li>UberSUV = premium Uber for groups (e.g. Cadillac Escalade)</li>
<li>uberT = normal taxi (mainly in NYC) - grab a cab via the Uber app, but pay the taxi driver without the Uber app</li>
</ul>
<li>Then, she sets her pickup location (thanks to GPS and GoogleMaps, this is very easy).</li>
<li>According to the type of service she has chosen, the closest (unoccupied) car will be matched and confirmed; the respective number plate and the driver's name pop up on her smartphone screen along with the estimated time of arrival and the most efficient (and therefore most likely) route.</li>
<li>The car arrives. She gets in and tells the driver where to go.</li>
<li>As soon as the car reaches the desired destination, the passenger's credit card will be automatically charged and the receipt sent to her via e-mail.</li>
</ul>
</ul>
<div>
As the topic of this week's class is supply chain management in the 21st century, my intention was to write about something new and innovative, something that probably most of us do not even think of in this context. When I reflected on my Uber experience, I realized out of a sudden that the Uber concept actually could be interpreted as a new kind of supply chain. Let us go back to the definition of supply chain management we were provided with in class:</div>
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<i>Supply chain management is the profitable </i></div>
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<i>organization of the flow and storage of </i></div>
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<i>materials, in-process inventory, finished goods, </i></div>
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<i>financial resources, and related information </i></div>
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<i>from point of origin to point of consumption and </i></div>
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<i>disposal to satisfy customer requirements. </i></div>
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Obviously, we do not have a tangible product but a service, which is the car ride (and maybe a nice chat with the driver, a cool bottle of water and some sweet snacks). Inventory management is not even necessary anymore - as the service is available at any time and in any place (of course only in the cities where Uber operates) thanks to the real-time matching performed by the smartphone app. The same is true for forecasting (the emphasis here is on the "real-time" aspect). </div>
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Information about the estimated price of the product can be accessed by the potential passenger using "Fare Quote", and the information on the actual price of the ride is delivered via e-mail after its completion. And, what is more, the implied financial transaction (payment) is fully automated. </div>
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Here, we have a great example for a supply chain network - extremely complex in its entirety, but astonishingly simple due to its direct connections between two points - the driver and the passenger. </div>
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This leads to another interesting feature - the company itself. So far, I have been talking about the drivers and passengers only. The question is - how does Uber come into play, apart from the fact that it provides the technology required for the operation of these numerous individual services? Well, there is a commission drivers have to pay to the company. Usually, it is 20% (for San Francisco it was just raised to 25%). This means that you might not even make money as a driver. The reason why still so many people drive for Uber is the following: When they offer their services during peak times, the price for a ride is a little higher and therefore, at least a small incentive exists. </div>
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It is now time to summarize what we have discovered so far: the P2P business concept (and presumably not only in the realm of services) offers a new understanding and way of supply chains and SCM. By integrating individuals into the business strategy (if the company is big enough), a market is being created that basically regulates itself (and generates money). </div>
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The concept reminds me of Adam Smith's theory of the invisible hand - only that in this case the hand is not invisible but visibly collects the profits (parts of the aforementioned generated money).</div>
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As always, there are several questions that still need to be answered.</div>
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<ul>
<li>A company's most important goal is usually to grow. Uber, however, does not seem to follow this simple rule. While its competitor "Lyft" (only operating in the U.S.) incentivizes its drivers to work rather more than less by reducing commission the longer they offer their services, Uber sends the opposite signal to its drivers: as the commission is 20% no matter how long they work, it is inefficient for them to drive outside of peak times. Why does Uber NOT change the incentive system as the whole strategy relies on a sufficient amount of people who are willing to sign up as drivers? As soon as the Uber hype comes to an end, the company will face serious "inventory" and "delivery" problems. </li>
<li>Apart from the commission the drivers have to pay to Uber - how does the interaction work? My research tells me that the company uses mainly automatically generated to answer questions or to deal with concerns/problems of its "direct customers" (the drivers). Apparently, this is not a good idea, as many issues cannot be solved in an automated way. Here, the mainly technological approach results in the dissatisfaction of Uber drivers. In SCM terms the question would be: why does information not flow smoothly in this context between the "producer" and the customer? Are there limits to the use of technology in SCM? Does customer service - or should it - always imply human interaction?</li>
<li>And finally - who actually is, in such a complex supply chain network, the customer? At first, I thought the passengers are. But after having written this blog entry, I am convinced that I better revise this initial evaluation of the system. The drivers are customers as well - customers of the company with the (in)visible hand... The less an institution or company is visible, the less accessible and approachable it is. This feels a bit like the set up for a psychological experiment where people you never see let you figure out how to deal with a new system in your habitat without intervention. Only that they claim money from you if you decide to become part of it...</li>
</ul>
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To end on a more positive note, let me show you a picture I took during our Land's End tour. I am so glad we made it there - thank you, Uber! :-)</div>
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Sources:</div>
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<ul>
<li><a href="http://consumerist.com/2014/09/18/how-do-uber-and-lyft-work-and-why-should-i-even-care/">http://consumerist.com/2014/09/18/how-do-uber-and-lyft-work-and-why-should-i-even-care/</a></li>
<li><a href="https://www.uber.com/en-US/features">https://www.uber.com/en-US/features</a></li>
<li><a href="http://www.pbs.org/newshour/making-sense/what-its-really-like-to-be-an-uber-driver/">http://www.pbs.org/newshour/making-sense/what-its-really-like-to-be-an-uber-driver/</a></li>
</ul>
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Unknownnoreply@blogger.com44tag:blogger.com,1999:blog-3734744925955207299.post-2234384682386768502014-11-30T17:52:00.001-08:002014-11-30T17:52:30.474-08:00Big Data and 21st century Supply Chains<div dir="ltr" style="text-align: left;" trbidi="on">
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Data is everywhere and manufacturing companies today are
collecting increasingly massive amounts of data with the help of digital
technologies. New strategies, improved skills and more powerful tools are
needed to make sense of that data and crunch the numbers, and find useful
insights that are buried in the data. This situation is elevating the
importance of Big Data analytics as a critical business capability.<o:p></o:p></div>
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To share few statistics about the amount of data:<o:p></o:p></div>
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<li>More than
90% of data in the world today has been created in the last two years, with 80%
of it being unstructured, such as images, audio, video, social media, web pages
and emails.</li>
<li>1.8
trillion gigabytes of new data were created in 2011.</li>
<li>Data is
expanding at a rate that doubles every two years.</li>
<li>By 2020,
the digital universe will be 40 trillion gigabytes.</li>
<li>Most U.S.
companies have at least 100 terabytes stored.</li>
</ul>
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<span style="text-align: justify;">All companies understand the
importance of big data and acknowledge that data analytics of the huge
digitized data can help their supply chain process, but the challenge is how to
implement it. However, the increased understanding of </span><a href="http://www.accenture.com/us-en/strategy/analytics/big-data-technology/Pages/index.aspx" style="text-align: justify;" target="_blank"><span style="color: windowtext; text-decoration: none; text-underline: none;">big data analytics i</span></a><span style="text-align: justify;">s leading to action, and is becoming a
reality.</span><span style="text-align: justify;"> </span><span style="text-align: justify;">The trend to implement
analytics is on its way and companies have serious plans to incorporate role of
analytics in their supply chains.</span></div>
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Optimized supply chain–i.e.
delivering the right amount of product to meet market demand while minimizing
production, inventory and transportation costs–is a smoothly functioning,
comprehensive proposition sought after by all companies. Advances in data analytics,
combined with proliferation of data acquisition mechanisms and huge volume of
data points, is generating a plethora of possibilities for improving
efficiencies in this integrated view of the supply chain. Earlier, most of the
companies sought methods to centralize data to help run their businesses via
ERP systems. Now, the concentration is shifting to analytics in to effective
decisions with respect to predict customer demand, supplier availability,
inventory management, delivery route, etc.<o:p></o:p></div>
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Big Data extends the ability to
respond, to predict and, in some cases, even recommend subsequent action, based
on insights retrieved from these sources. This takes companies a step ahead in
increasing efficiencies in the supply chain. Consequently, the focus is
evolving from “supply to replenish” through “supply to forecast” to “supply to
prediction based on dynamic pattern analysis.”<o:p></o:p></div>
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Big Data analytic capabilities
even have the capacity to reduce supply-side disruptions. For instance, process
industries have plant control systems that capture thousands of data points a
second. With Big Data techniques, it is possible to proactively adjust
parameters in order to improve yield and reduce waste. By identifying potential
bottlenecks ahead of time, planners now can account for alternative scenarios
and maximize payoff. Moreover, this capability can be used to predict, prevent,
or even adapt to equipment failures in transportation, logistics, and
warehousing.</div>
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<span style="font-family: Calibri, sans-serif; line-height: 18pt; text-align: left;"><b> References: </b></span></div>
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<a href="http://www.ftpress.com/articles/article.aspx?p=1998950" style="line-height: 18pt;"><span style="font-family: "Calibri","sans-serif"; font-size: 11.0pt; mso-ascii-theme-font: minor-latin; mso-bidi-font-family: "Times New Roman"; mso-bidi-theme-font: minor-bidi; mso-fareast-font-family: Calibri; mso-fareast-theme-font: minor-latin; mso-hansi-theme-font: minor-latin;">http://www.ftpress.com/articles/article.aspx?p=1998950</span></a></div>
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<span style="font-family: "Calibri","sans-serif"; font-size: 11.0pt; mso-ascii-theme-font: minor-latin; mso-bidi-font-family: "Times New Roman"; mso-bidi-theme-font: minor-bidi; mso-fareast-font-family: Calibri; mso-fareast-theme-font: minor-latin; mso-hansi-theme-font: minor-latin;"><a href="http://www.mbtmag.com/articles/2014/08/supply-chains-big-data-and-advanced-analytics">http://www.mbtmag.com/articles/2014/08/supply-chains-big-data-and-advanced-analytics</a></span></div>
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<span style="line-height: 18pt;"><b>Questions:</b></span></div>
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<b>1. Will Big data analytics help in meeting demand with accurate supply?</b></div>
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<b>2. Can the predictive analysis on historical data be worth to estimate supply chain key parameters such as customer demand and bottlenecks?</b></div>
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Unknownnoreply@blogger.com2tag:blogger.com,1999:blog-3734744925955207299.post-32523549486232489142014-11-24T20:52:00.000-08:002014-11-24T20:52:04.128-08:00Goya - Going mobile and role of internet and mobile technologies in supply chain<div dir="ltr" style="text-align: left;" trbidi="on">
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<span style="font-family: "Times New Roman",serif; font-size: 12.0pt; line-height: 107%;"> The role of
internet in managing global supply chain management is emerging and growing
exponentially. It allows for
collaboration and greater flexibility and focused service offering. <o:p></o:p></span></div>
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<span style="font-family: "Times New Roman",serif; font-size: 12.0pt; line-height: 107%;"> These the
functions of the internet in supply chain in three broad categories. <o:p></o:p></span></div>
<div class="MsoNormal">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEg7OxlwZzbwk_aD5ea-9HVUqBNxU1DQ3rmCV24l91qpWoWXdDwS4o9v7-PodyVfdYcijSWobYLEP4QDWNY3YfUxEqnLKAXEZE1roIaHaqoeTeNcjeHpj3QL1B-Vybtkv9N814lRG_3m71I/s1600/2013specialreportfigure8.jpg" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEg7OxlwZzbwk_aD5ea-9HVUqBNxU1DQ3rmCV24l91qpWoWXdDwS4o9v7-PodyVfdYcijSWobYLEP4QDWNY3YfUxEqnLKAXEZE1roIaHaqoeTeNcjeHpj3QL1B-Vybtkv9N814lRG_3m71I/s1600/2013specialreportfigure8.jpg" height="320" width="300" /></a><span style="font-family: "Times New Roman",serif; font-size: 12.0pt; line-height: 107%;"><br /></span></div>
<div class="MsoNormal">
<b><span style="font-family: "Times New Roman",serif; font-size: 12.0pt; line-height: 107%;">Procurement:<o:p></o:p></span></b></div>
<div class="MsoNormal">
<span style="font-family: "Times New Roman",serif; font-size: 12.0pt; line-height: 107%;">Internet not only tends to reduce cost by providing
quick access to information, it allows for members to cooperate to ensure the
availability of this information seamlessly. When all the information is
available in secure folders that are accessible to people with correct login
rights, it becomes easier to identify the best source to make a purchase. The
actual costs associated remain the same, however cost to reach out for various tenders
and industry standards reduces significantly.<o:p></o:p></span></div>
<div class="MsoNormal">
<span style="font-family: "Times New Roman",serif; font-size: 12.0pt; line-height: 107%;"><br /></span></div>
<div class="MsoNormal" style="background: white; line-height: 15.0pt; margin-bottom: .0001pt; margin-bottom: 0in; mso-outline-level: 2; vertical-align: baseline;">
<b><span style="font-family: 'Times New Roman', serif; font-size: 12pt;">Supply:<o:p></o:p></span></b></div>
<div class="MsoNormal" style="background: white; line-height: 15.0pt; margin-bottom: .0001pt; margin-bottom: 0in; mso-outline-level: 2; vertical-align: baseline;">
<b><span style="font-family: 'Times New Roman', serif; font-size: 12pt;"> </span></b><span style="font-family: 'Times New Roman', serif; font-size: 12pt; line-height: 15pt;">It increases the size of the accessible market.
Suppliers can use the internet to market goods and services. Internet increases
the transparency in pricing and allows for the supplier to find the customers
easily. Reduced transaction costs of the consumer, helps supplier tap the
potential for volume sales etc.</span></div>
<div class="MsoNormal" style="background: white; line-height: 15.0pt; margin-bottom: .0001pt; margin-bottom: 0in; mso-outline-level: 2; vertical-align: baseline;">
<br /></div>
<div class="MsoNormal" style="background: white; line-height: 15.0pt; margin-bottom: .0001pt; margin-bottom: 0in; mso-outline-level: 2; vertical-align: baseline;">
<b><span style="font-family: 'Times New Roman', serif; font-size: 12pt;">Direct
Transactions:<o:p></o:p></span></b></div>
<div class="MsoNormal" style="background: white; line-height: 15.0pt; margin-bottom: .0001pt; margin-bottom: 0in; mso-outline-level: 2; vertical-align: baseline;">
<b><span style="font-family: 'Times New Roman', serif; font-size: 12pt;"> </span></b><span style="font-family: 'Times New Roman', serif; font-size: 12pt; line-height: 15pt;">The web and internet has removed the need for
middle –man or intermediaries in transactions. Suppliers can contact the
consumers directly and consumers can contact producers directly go get the prices
and quotes from producers directly. This results in reduced cost and time, the
final outcome is increased efficiency.</span></div>
<div class="MsoNormal" style="background: white; line-height: 15.0pt; margin-bottom: .0001pt; margin-bottom: 0in; mso-outline-level: 2; vertical-align: baseline;">
<span style="font-family: 'Times New Roman', serif; font-size: 12pt; line-height: 15pt;"><br /></span></div>
<div class="MsoNormal">
<span style="font-family: 'Times New Roman', serif; font-size: 12pt; line-height: 107%;">Mobile
and Handheld technologies are vastly being used in supply chains to give
real-time updates. The wireless technology enables sales personnel to track
products in a timely fashion and be better prepared for anticipated delays. Some
direct advantages<a href="file:///C:/Users/Shravan/Downloads/Om/Om/CMU_Mini1/SCM/Om_SCM_Week6Blog.docx#_ftn1" name="_ftnref1" title=""><span class="MsoFootnoteReference"><!--[if !supportFootnotes]--><span class="MsoFootnoteReference"><span style="color: black; font-size: 12pt; line-height: 107%;">[1]</span></span><!--[endif]--></span></a>
are<o:p></o:p></span></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
</div>
<div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEg48iHZogLj6SaHaznYyoKAJVQT9PMmkhraXGfiX2A_AvCqUFx4dDjacU4ok-CwdtOugeMIOC_XA4ES8EChrEGOgFhD-nu-hudL0ePGIpXir-bsdMGpa07IXzNaVqRHiVhMgWqnk9pPjmE/s1600/datex-mobile-computers.png" imageanchor="1" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEg48iHZogLj6SaHaznYyoKAJVQT9PMmkhraXGfiX2A_AvCqUFx4dDjacU4ok-CwdtOugeMIOC_XA4ES8EChrEGOgFhD-nu-hudL0ePGIpXir-bsdMGpa07IXzNaVqRHiVhMgWqnk9pPjmE/s1600/datex-mobile-computers.png" height="153" width="320" /></a></div>
<ol style="text-align: left;">
<li><span style="font-family: 'Times New Roman', serif; font-size: 12pt; line-height: 107%;">Improve
the information flow in supply chain</span></li>
<li><span style="font-family: 'Times New Roman', serif; font-size: 12pt; line-height: 107%;">Push
notifications in real-time</span></li>
<li><span style="font-family: 'Times New Roman', serif; font-size: 12pt; line-height: 107%;">Ability
to work offline – Asynchronous Synchronization</span></li>
<li><span style="font-family: 'Times New Roman', serif; font-size: 12pt; line-height: 107%;">Track
the products</span></li>
<li><span style="font-family: 'Times New Roman', serif; font-size: 12pt; line-height: 107%;">Higher
user interactivity</span></li>
<li><span style="font-family: 'Times New Roman', serif; font-size: 12pt; line-height: 107%;">Data
capture and analytics</span></li>
</ol>
<br />
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal" style="line-height: 16.5pt; margin-bottom: 9.0pt;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEh0jMHkQ-m3wg7CCa5btqnc7lwkuVFIoor3VerTpEjOXAFWO7qCfeEbnKXPMgxC1piJVp44uerBDXuVrUL86jO4EtbIg_FBuFmgjqLivgG83af95cvHpTNO1OosFBsOpvUHE3v5RMTR8UI/s1600/goya.jpg" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEh0jMHkQ-m3wg7CCa5btqnc7lwkuVFIoor3VerTpEjOXAFWO7qCfeEbnKXPMgxC1piJVp44uerBDXuVrUL86jO4EtbIg_FBuFmgjqLivgG83af95cvHpTNO1OosFBsOpvUHE3v5RMTR8UI/s1600/goya.jpg" /></a><span style="font-family: Georgia, serif; font-size: 11.5pt;">Goya
Foods is a supply chain based in Secaucus New Jersey and used mobile tools to
achieve greater efficiency through increased visibility and connectivity. The
company is also leveraging mobile technologies within its facilities. One of
their executives says that "We're employing mobile data collection devices
to gain inventory visibility.” They use mobile handhelds on local network to
assist with putaway, picking, and order verification."<o:p></o:p></span></div>
<div class="MsoNormal" style="line-height: 16.5pt; margin-bottom: 9.0pt;">
<span style="font-family: Georgia, serif; font-size: 11.5pt;">Using
Avalanche, a mobile device management system from South Jordan, Utah-based
technology provider Wavelink, Goya manages 250 wireless devices at 14 warehouse
locations. The solution allows Goya to deploy new applications on a regular
schedule or on the fly, without requiring an IT worker to travel to the various
sites.<a href="file:///C:/Users/Shravan/Downloads/Om/Om/CMU_Mini1/SCM/Om_SCM_Week6Blog.docx#_ftn2" name="_ftnref2" title=""><span class="MsoFootnoteReference"><!--[if !supportFootnotes]--><span class="MsoFootnoteReference"><span style="color: black; font-size: 11.5pt; line-height: 107%;">[2]</span></span><!--[endif]--></span></a><o:p></o:p></span></div>
<div class="MsoNormal" style="line-height: 16.5pt; margin-bottom: 9.0pt;">
<span style="font-family: Georgia, serif; font-size: 11.5pt;">Pickers
carry handheld devices and wear headsets, enabling both bar-code scanning and
voice-directed picking. In order to be use same handhelds across morning and
night shifts, they refrain from using voice based recognition.<o:p></o:p></span></div>
<div class="MsoNormal" style="line-height: 16.5pt; margin-bottom: 9.0pt;">
<span style="font-family: Georgia, serif; font-size: 11.5pt;">Goya used
Wavelink's <i>Speakeasy</i> mobile emulation-based voice application
provides this capability.<a href="file:///C:/Users/Shravan/Downloads/Om/Om/CMU_Mini1/SCM/Om_SCM_Week6Blog.docx#_ftn3" name="_ftnref3" title=""><span class="MsoFootnoteReference"><!--[if !supportFootnotes]--><span class="MsoFootnoteReference"><span style="color: black; font-size: 11.5pt; line-height: 107%;">[3]</span></span><!--[endif]--></span></a><o:p></o:p></span></div>
<div class="MsoNormal" style="line-height: 16.5pt; margin-bottom: 9pt; text-align: left;">
</div>
<ol>
<li><span style="font-family: Georgia, serif; font-size: 11.5pt; line-height: 16.5pt;">Picking
up any device and select either English or Spanish, then using a calibration
wizard feature to help the device understand them</span></li>
<li><span style="font-family: Georgia, serif; font-size: 11.5pt; line-height: 16.5pt;">Pulling items
from inventory</span></li>
<li><span style="font-family: Georgia, serif; font-size: 11.5pt; line-height: 16.5pt;">Scanning
the task ticket, then a voice directs them where to go and confirms each step
and item quantity</span></li>
</ol>
<br />
<div class="MsoNormal" style="text-align: left;">
</div>
<div style="text-align: left;">
Going mobile worked for Goya. All the manufacturing firms are shifting towards mobile , internet and cloud technologies. What is important is the organizations understand and identify the process that needs change and improvisation. This can result in highly efficient process and customer satisfaction. </div>
<div style="text-align: left;">
<hr size="1" style="text-align: left;" width="33%" />
<!--[endif]-->
<div id="ftn1">
<div class="MsoFootnoteText">
<a href="file:///C:/Users/Shravan/Downloads/Om/Om/CMU_Mini1/SCM/Om_SCM_Week6Blog.docx#_ftnref1" name="_ftn1" title=""><span class="MsoFootnoteReference"><!--[if !supportFootnotes]--><span class="MsoFootnoteReference"><span style="font-family: "Calibri",sans-serif; font-size: 10.0pt; line-height: 107%; mso-ansi-language: EN-US; mso-ascii-theme-font: minor-latin; mso-bidi-font-family: "Times New Roman"; mso-bidi-language: AR-SA; mso-bidi-theme-font: minor-bidi; mso-fareast-font-family: Calibri; mso-fareast-language: EN-US; mso-fareast-theme-font: minor-latin; mso-hansi-theme-font: minor-latin;">[1]</span></span><!--[endif]--></span></a> http://www.genco.com/Logistics-Articles/article.php?aid=800674665<o:p></o:p></div>
</div>
<div id="ftn2">
<div class="MsoFootnoteText">
<a href="file:///C:/Users/Shravan/Downloads/Om/Om/CMU_Mini1/SCM/Om_SCM_Week6Blog.docx#_ftnref2" name="_ftn2" title=""><span class="MsoFootnoteReference"><!--[if !supportFootnotes]--><span class="MsoFootnoteReference"><span style="font-family: "Calibri",sans-serif; font-size: 10.0pt; line-height: 107%; mso-ansi-language: EN-US; mso-ascii-theme-font: minor-latin; mso-bidi-font-family: "Times New Roman"; mso-bidi-language: AR-SA; mso-bidi-theme-font: minor-bidi; mso-fareast-font-family: Calibri; mso-fareast-language: EN-US; mso-fareast-theme-font: minor-latin; mso-hansi-theme-font: minor-latin;">[2]</span></span><!--[endif]--></span></a> http://www.inboundlogistics.com/cms/article/mobile-communication-connecting-supply-chains-on-the-go/<o:p></o:p></div>
</div>
<div id="ftn3">
<div class="MsoFootnoteText">
<a href="file:///C:/Users/Shravan/Downloads/Om/Om/CMU_Mini1/SCM/Om_SCM_Week6Blog.docx#_ftnref3" name="_ftn3" title=""><span class="MsoFootnoteReference"><!--[if !supportFootnotes]--><span class="MsoFootnoteReference"><span style="font-family: "Calibri",sans-serif; font-size: 10.0pt; line-height: 107%; mso-ansi-language: EN-US; mso-ascii-theme-font: minor-latin; mso-bidi-font-family: "Times New Roman"; mso-bidi-language: AR-SA; mso-bidi-theme-font: minor-bidi; mso-fareast-font-family: Calibri; mso-fareast-language: EN-US; mso-fareast-theme-font: minor-latin; mso-hansi-theme-font: minor-latin;">[3]</span></span><!--[endif]--></span></a> http://www.inboundlogistics.com/cms/article/mobile-communication-connecting-supply-chains-on-the-go/<o:p></o:p></div>
<div class="MsoFootnoteText">
<span style="font-family: "Calibri",sans-serif; font-size: 11.0pt; line-height: 107%; mso-ansi-language: EN-US; mso-ascii-theme-font: minor-latin; mso-bidi-font-family: "Times New Roman"; mso-bidi-language: AR-SA; mso-bidi-theme-font: minor-bidi; mso-fareast-font-family: Calibri; mso-fareast-language: EN-US; mso-fareast-theme-font: minor-latin; mso-hansi-theme-font: minor-latin;">Image
Source : http://vertassets.blob.core.windows.net/image/cadc3d6b/cadc3d6b-e386-4acb-8955-4ef092c8514f/2013specialreportfigure8.jpg</span></div>
</div>
</div>
<div>
<div id="ftn3">
</div>
</div>
</div>
Unknownnoreply@blogger.com1tag:blogger.com,1999:blog-3734744925955207299.post-5787071097927961992014-11-24T11:49:00.001-08:002014-11-24T11:49:08.768-08:00Ever wondered why companies have increased spend on IT from 2.6% in 1970 to 80% in 1999?<div dir="ltr" style="text-align: left;" trbidi="on">
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
There are several reasons why IT has been helping the supply
chain for several companies: <o:p></o:p></div>
<div class="MsoListParagraphCxSpFirst" style="mso-list: l1 level1 lfo1; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: Symbol; mso-bidi-font-family: Symbol; mso-fareast-font-family: Symbol;">·<span style="font-family: 'Times New Roman'; font-size: 7pt; font-stretch: normal;">
</span></span><!--[endif]-->Focused e-business solution improves customer satisfaction<o:p></o:p></div>
<div class="MsoListParagraphCxSpMiddle" style="mso-list: l1 level1 lfo1; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: Symbol; mso-bidi-font-family: Symbol; mso-fareast-font-family: Symbol;">·<span style="font-family: 'Times New Roman'; font-size: 7pt; font-stretch: normal;">
</span></span><!--[endif]-->Improved efficiency allows company personnel to
focus more on essential business activities<o:p></o:p></div>
<div class="MsoListParagraphCxSpMiddle" style="mso-list: l1 level1 lfo1; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: Symbol; mso-bidi-font-family: Symbol; mso-fareast-font-family: Symbol;">·<span style="font-family: 'Times New Roman'; font-size: 7pt; font-stretch: normal;">
</span></span><!--[endif]-->e-Business solutions improve information quality<o:p></o:p></div>
<div class="MsoListParagraphCxSpLast" style="mso-list: l1 level1 lfo1; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: Symbol; mso-bidi-font-family: Symbol; mso-fareast-font-family: Symbol;">·<span style="font-family: 'Times New Roman'; font-size: 7pt; font-stretch: normal;">
</span></span><!--[endif]-->They support planning collaboration, and improved
agility of the supply network <sup><a href="http://lrg.tkk.fi/logistics/publications/IT_in_SCM.pdf">[2]</a></sup><o:p></o:p></div>
<h1>
<span style="color: #0b5394;">IT with customers</span> <sup><a href="http://www.idosi.org/wasj/wasj4(1)/13.pdf">[3]</a></sup><o:p></o:p></h1>
<div class="MsoNormal">
IT appears to be an important factor to customers. IT has
enabled collaborative relationships. IT has affected companies in the following
way:</div>
<div class="MsoNormal" style="text-align: left;">
</div>
<ul>
<li><span style="text-indent: -0.25in;">Enhances inventory management</span></li>
<li><span style="text-indent: -0.25in;">Increases processing capabilities of suppliers</span></li>
<li><span style="text-indent: -0.25in;">Decreases transaction costs</span></li>
<li><span style="text-indent: -0.25in;">Optimizes shipping and reduces order delays and
inventory emergencies</span></li>
<li><span style="text-indent: -0.25in;">Decreases
the delivery lead time and inventory</span></li>
</ul>
<div style="text-indent: -24px;">
<br /></div>
<div style="text-align: center; text-indent: -24px;">
<img src="http://media-cache-ak0.pinimg.com/236x/72/b0/96/72b0962a40382e51fc346cdec1d8594f.jpg" /></div>
<div style="text-indent: -24px;">
<br /></div>
<div style="text-indent: -24px;">
<br /></div>
<br />
<div class="MsoListParagraphCxSpLast" style="margin-left: 38.25pt; mso-add-space: auto; mso-list: l2 level1 lfo2; text-indent: -.25in;">
<o:p></o:p></div>
<div class="MsoNormal">
<span class="Heading1Char"><span style="font-size: 16.0pt; line-height: 107%;"><br /></span></span></div>
<h1>
<span style="color: #0b5394;">IT on Operation</span></h1>
<div class="MsoNormal">
IT introduces a human element in buyer-supplier interaction,
building trust by <o:p></o:p></div>
<div class="MsoListParagraphCxSpFirst" style="mso-list: l0 level1 lfo3; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: Symbol; mso-bidi-font-family: Symbol; mso-fareast-font-family: Symbol;">·<span style="font-family: 'Times New Roman'; font-size: 7pt; font-stretch: normal;">
</span></span><!--[endif]-->minimizing delays <o:p></o:p></div>
<div class="MsoListParagraphCxSpMiddle" style="mso-list: l0 level1 lfo3; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: Symbol; mso-bidi-font-family: Symbol; mso-fareast-font-family: Symbol;">·<span style="font-family: 'Times New Roman'; font-size: 7pt; font-stretch: normal;">
</span></span><!--[endif]-->improving the communication between vendors<o:p></o:p></div>
<div class="MsoListParagraphCxSpMiddle" style="mso-list: l0 level1 lfo3; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: Symbol; mso-bidi-font-family: Symbol; mso-fareast-font-family: Symbol;">·<span style="font-family: 'Times New Roman'; font-size: 7pt; font-stretch: normal;">
</span></span><!--[endif]-->optimizing transport<o:p></o:p></div>
<div class="MsoListParagraphCxSpLast">
<br /></div>
<h1>
References<o:p></o:p></h1>
<div class="MsoNormal">
<a href="http://lrg.tkk.fi/logistics/publications/IT_in_SCM.pdf">sloanreview.mit.edu/article/the-trouble-with-enterprise-software/</a></div>
<div class="MsoNormal">
<a href="http://lrg.tkk.fi/logistics/publications/IT_in_SCM.pdf">http://lrg.tkk.fi/logistics/publications/IT_in_SCM.pdf</a><o:p></o:p></div>
<br />
<div class="MsoNormal">
<a href="http://www.idosi.org/wasj/wasj4(1)/13.pdf">http://www.idosi.org/wasj/wasj4(1)/13.pdf</a><o:p></o:p></div>
</div>
Unknownnoreply@blogger.com1tag:blogger.com,1999:blog-3734744925955207299.post-39360630268753054782014-11-24T11:31:00.002-08:002014-11-24T11:33:11.688-08:00How UPS adopts New Cloud-Based Technology Platform to Improve International Supply Chain Management<div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjl_Miiu70Oh-tBagF-Mw2UlhrTXS-Jm9Vr7KQzZ2LwBJ43BwmmYxVu3zYQncTHTpADVB6q_I4m8pi3X4qW3TMQ5YPmy0ae8u5jo-4y89iuOkZE-YK4kUAfRkqa1coU8HrHYs4RhFGODZDq/s1600/Screen+Shot+2014-11-24+at+2.29.54+PM.png" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjl_Miiu70Oh-tBagF-Mw2UlhrTXS-Jm9Vr7KQzZ2LwBJ43BwmmYxVu3zYQncTHTpADVB6q_I4m8pi3X4qW3TMQ5YPmy0ae8u5jo-4y89iuOkZE-YK4kUAfRkqa1coU8HrHYs4RhFGODZDq/s1600/Screen+Shot+2014-11-24+at+2.29.54+PM.png" height="492" width="640" /></a></div>
<h2>
<span style="-webkit-text-stroke-width: initial; background-color: white;"><u>Introduction</u></span></h2>
<div style="-webkit-text-stroke-color: rgb(0, 53, 54); -webkit-text-stroke-width: initial; font-family: Arial; font-size: 12px;">
<span style="background-color: white;">UPS has adopted cloud-based technology platform to improve the quality of international supply chain management. The UPS Order Watch, a cloud-based technology platform has allows UPS customers to more efficiently collaborate with international suppliers and better manage their supply chain and inventory.</span></div>
<div style="-webkit-text-stroke-color: rgb(0, 53, 54); -webkit-text-stroke-width: initial; font-family: Arial; font-size: 11px; min-height: 12px;">
<span style="background-color: white;"><br /></span></div>
<h2>
<span style="background-color: white;"><u>Functionality</u></span></h2>
<div style="-webkit-text-stroke-color: rgb(0, 53, 54); -webkit-text-stroke-width: initial; font-family: Arial; font-size: 11px; min-height: 12px;">
<span style="background-color: white;"><br /></span></div>
<div style="-webkit-text-stroke-color: rgb(0, 53, 54); -webkit-text-stroke-width: initial; font-family: Arial; font-size: 11px;">
<span style="background-color: white;">The Order Watch platform includes various services that adding value to supplain:</span></div>
<br />
<ol>
<li><span style="-webkit-text-stroke-color: rgb(0, 53, 54); -webkit-text-stroke-width: initial; background-color: white; font-family: Arial; font-size: 11px;">Adding capabilities to enable greater accuracy and timeliness of overseas vendor bookings.</span></li>
<li><span style="-webkit-text-stroke-color: rgb(0, 53, 54); -webkit-text-stroke-width: initial; background-color: white; font-family: Arial; font-size: 11px;">Improving processing and management of suppliers.</span></li>
<li><span style="-webkit-text-stroke-color: rgb(0, 53, 54); -webkit-text-stroke-width: initial; background-color: white; font-family: Arial; font-size: 11px;">Automated exception management.</span></li>
<li><span style="-webkit-text-stroke-color: rgb(0, 53, 54); -webkit-text-stroke-width: initial; background-color: white; font-family: Arial; font-size: 11px;">Near real-time shipment status and detailed line-level visibility of in-transit inventory</span></li>
<li><span style="-webkit-text-stroke-color: rgb(0, 53, 54); -webkit-text-stroke-width: initial; background-color: white; font-family: Arial; font-size: 11px;">Improving internal operational process.</span></li>
<li><span style="-webkit-text-stroke-color: rgb(0, 53, 54); -webkit-text-stroke-width: initial; background-color: white; font-family: Arial; font-size: 11px;">Facilitation of purchase order consolidation.</span></li>
<li><span style="-webkit-text-stroke-color: rgb(0, 53, 54); -webkit-text-stroke-width: initial; background-color: white; font-family: Arial; font-size: 11px;">Optimizing shipping plans.</span></li>
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<span style="background-color: white;"><u>Benefits</u></span></h2>
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<span style="background-color: white;">The improved UPS order watch vendor booking system will dispatch system-generated exception alerts to ensure vendor meeting customer’s requirements and providing an online system for approvals. It also eases the PO-specific communication between vendor and customers. The improvements to the supplier management service will eliminate time-consuming email communications and enhance monitoring of vendor bookings against purchase order details. </span></div>
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<span style="background-color: white;">Once the order is placed, PO-level shipment planning capabilities enable visibility and control from order creation all the way through shipment delivery, providing customers with a virtual on-hand inventory view of incoming orders.</span></div>
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<span style="background-color: white;"><u>Conclusion</u></span></h2>
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<span style="background-color: white;"><br /></span></div>
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<span style="background-color: white;">“This can provide opportunities to consolidate ocean freight shipments and improve container usage to realize cost savings, which is increasingly important as COOs are looking for ways to mitigate ocean transportation costs following the ocean carrier rate increases in 2014” said Tom Boike, The vice president of supplier management at UPS. Now UPS Order Watch has enables 50,000 companies to streamline management of vendors and manage all of their inbound shipments in a single ease-to-use platform.</span></div>
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Reference:</div>
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1. UPS supply management : http://www.ups.com/content/us/en/bussol/browse/supplier_mgmt.html</div>
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2. UPS order watch blog : http://blog.ups.com/tag/ups-order-watch/</div>
Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-3734744925955207299.post-68018708085633606452014-11-24T11:26:00.002-08:002014-11-24T17:13:42.634-08:00Mix & Mingle Online - Social Media Use in Supply Chain Management <div class="separator" style="clear: both; text-align: left;">
Have you ever thought about social media in the context of supply chain management (SCM)? To be honest - I had not. But when we talked about the impact of technology and the web on SCM in class, I started to wonder about the role of Twitter, Facebook, LinkedIn & Co. in modern supply chains. And indeed - social media has become an integral part of SCM across all industries.</div>
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A paper by Daniel E. O’Leary on the use of social media in the supply chain explains what the big advantage of social media is from an economist's perspective: the gathering of information in order to reduce asymmetric information (let us remember from economics that asymmetric information is a type of market failure that we love to avoid whenever this is possible!). </div>
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And why is that? Well, in a supply chain, various pieces of information are bound to particular processes and cannot be accessed all at once by any individual. If information is now being drawn from a common basis, i.e. a common information platform, it can be spread more evenly across the different sections of a supply chain. This platform (I named it that way to make the idea more tangible) is then not only fed by experts (which is usually the case) but also by customers (who now become directly involved in the supply chain process).</div>
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O'Leary further elaborates on the effects of social media on SCM (I present only four out of five as one of his arguments does not seem to be very compelling):</div>
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<ol>
<li>The <b>integration of information</b> into supply chain transaction processing systems (e.g. RFID)</li>
<ul>
<li>Social media provides a new platform (he calls it "context") via which information about supply chain events can be communicated and shared</li>
</ul>
<li>The change from unidirectional to <b>multidirectional</b> <b>communication</b></li>
<ul>
<li>Experts and customers are directly involved in the supply chain process and turn communication between those in the supply chain (company) and themselves into a dialogue</li>
</ul>
<li><b> Insights </b>into [potential] customer's thoughts that could otherwise not be gained</li>
<ul>
<li>[Reputation of company]</li>
<li>we remember from statistics - the larger the sample size, the more reliable our findings, i.e. the risk of asymmetries of information due to a biased source of evaluation can be reduced</li>
</ul>
<li>The <b>increase in velocity </b>when it comes to the generation and processing of information</li>
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<li>In particular when knowledge comes in through social media that is directly linked to knowledge management systems (the system is being fed more quickly)</li>
</ul>
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To illustrate some of the results of the aspects mentioned, it might be worth looking at this chart, as it clearly and in a very concise way shows the positive affects on the supply chain:</div>
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhnlkvGpGW3-n2Zf9_Jq-Hxf7136VdVPG6kvrPCIqvFoe1sdDVpkdVXHZk1ppckrOHHYFObh8RG4cL6xomq7lstKxibDr7zGzMAb074AkquHPlymMTfktcMVlphgURhWRBRDhJQC92bQJkQ/s1600/social-2.png" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhnlkvGpGW3-n2Zf9_Jq-Hxf7136VdVPG6kvrPCIqvFoe1sdDVpkdVXHZk1ppckrOHHYFObh8RG4cL6xomq7lstKxibDr7zGzMAb074AkquHPlymMTfktcMVlphgURhWRBRDhJQC92bQJkQ/s1600/social-2.png" height="228" width="400" /></a></div>
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In addition to the advantages of social media in SCM already described, there are even more benefits. Ed Rusch, who is vice president of corporate marketing at Elemica, emphasizes in his article "Using Social Media In The Supply Chain" the potential for innovation and improvement of existing processes implied in the use of social media in SCM. </div>
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But - can all these findings be quantified? The answer is yes! Apparently, the logistics and supply chain industries can generate profits from the use of social media.</div>
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In the area of market intelligence, customer engagement, business intelligence, and leads, companies reported a significant impact of social media use (based on a survey: <a href="http://blogs.dcvelocity.com/productivity/2014/10/the-logistics-and-supply-chain-industries-are-realizing-benefits-from-social-media.html">click here</a>):</div>
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjLNxDbB6tgRr38lr6CPNYTllmbsOUr2LSA7e_QOFh3unhzd9N7VKZEHmVUaNiQGgZP8-bqeTu6Omf3AyOQtFaqSici9XqFuzgqT_9YmK6EIygwSBYPWlX9cazhkoC8g9iRRJkJnioQg6Eu/s1600/6a0120a4de92fb970b01bb0795928e970d.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjLNxDbB6tgRr38lr6CPNYTllmbsOUr2LSA7e_QOFh3unhzd9N7VKZEHmVUaNiQGgZP8-bqeTu6Omf3AyOQtFaqSici9XqFuzgqT_9YmK6EIygwSBYPWlX9cazhkoC8g9iRRJkJnioQg6Eu/s1600/6a0120a4de92fb970b01bb0795928e970d.jpg" height="222" width="640" /></a></div>
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<a href="http://blogs.dcvelocity.com/productivity/2014/10/the-logistics-and-supply-chain-industries-are-realizing-benefits-from-social-media.html">Source: DC Velocity</a></div>
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Also very interesting is that these companies found LinkedIn and Twitter very beneficial (55 - 60%), while only 15% made the same statement about Facebook.</div>
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Although I tried to base this blog article this time less on personal experience but more on academic papers and professional articles, there are still some questions for which the answer does not seem to be obvious:</div>
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<ol>
<li>Apart from the increased velocity of generating and processing information due to its easy accessibility - is social media really the unique tool described in O'Leary's paper? When a company uses Facebook or Twitter, it still needs followers in order to be able to spread its message. So where is the big difference to, let us say, frequent updates on the company's website or e-newsletters? </li>
<li>A company, as already mentioned in question 1, needs followers. And the followers should and will be in particular customers and potential customers. But - I need a very good reputation already BEFORE I can use social media tools efficiently due to the fact that only if the company and its products were popular, people would like to or at least consider to follow it.</li>
<li>Also, especially when the company IS popular, there might be some people who just try to use the company's profile for their own purposes. The more people (and this holds true for a virtual room, too!) are gathered in one place, the higher the risk of uncontrollable events.</li>
<li>And finally, although the impact-study mentioned in the last paragraph of my blog gives some basic information on the benefit of social media use in SCM, it does not provide us with "real" facts and figures. It would be very interesting to know what an impact of 80% means in financial terms.</li>
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Have a great day and please contact me if you know the answers to any of these questions! :-)</div>
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Best,</div>
<div>
Kyra</div>
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________________________________________________________________________</div>
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Sources:</div>
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<ul>
<li>http://www.mbtmag.com/articles/2014/08/using-social-media-supply-chain</li>
<li>http://csuitepen.files.wordpress.com/2013/03/social-2.png</li>
<li>file:///C:/Users/reisefreak/Downloads/SSRN-id1963980.pdf</li>
<li>http://blogs.dcvelocity.com/productivity/2014/10/the-logistics-and-supply-chain-industries-are-realizing-benefits-from-social-media.html</li>
</ul>
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<br />Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-3734744925955207299.post-87835287548903726382014-11-24T10:26:00.002-08:002014-11-24T10:26:30.069-08:00Kiva Systems - Adding Robotic Technology to Warehouse Operations<div style="text-align: center;">
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<span style="font-size: x-large;">Kiva Systems - Adding Robotic Technology to Warehouse Operations</span></div>
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<span style="font-size: large;"> Ian McIntyre, 11/24/2014</span></div>
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In the past warehouse operations have typically hinged on two roles, pickers and packers. Pickers would travel throughout the warehouse, selecting goods that had been ordered by a customer. Those goods would be given to a packer, who would then prepare the order for shipping. These two components would work together, with the picker insuring the packer had a steady stream of the right goods to be packed for shipment. Kiva Systems, based in Massachusetts, has developed a robotic-based system that entirely transfers the role of the pickers to robots leaving the packers as the sole human element.<br />
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The Kiva system is simultaneously incredibly simple and dauntingly complex. Hundreds of orange robots the size of suitcases are built to transport carefully designed modular shelving units. These shelving units are organized into groups 2 wide and 5 deep, creating what is effectively a street system of "blocks" with open "streets" running in between them. The robots can drive under a shelving unit, lift it up over them (so the footprint remains the same), then carry the shelving unit over to where the packers are packing. A number of algorithms coordinate the movement of robots so there are no crashes, and designates what goods are on what shelving units so the robots can bring the right shelving units to the packers. At that point the packer just grabs what they need off the shelf right in front of them, after which the robot brings the shelving unit back to the "human exclusion zone" where are the shelves are organized.<br />
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<img class="rg_i" data-sz="f" name="I34Gq878WAWyLM:" 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" 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" 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" 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The robots cover an average of 12 miles a day and only need to spend 5 minutes out of every hour charging. Amazon was so impressed by this technology and the possible impact it could have that they bought out Kiva Systems in March 2012 for over 700 million dollars. Since then most of Kiva's work has been exclusively with Amazon, as they work to refine their systems in a proprietary manner. <br />
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While Amazon has found a use for it in their fulfillment networks, the question is what is the next step for this sort of technology? While this system may work in a massive warehouse with hundreds of thousands of SKUs, does it scale down to smaller operation? A break-even point definitely exists where it becomes less costly to use employee pickers than robotic pickers, but the exact location of that point is difficult to locate. Lacking sufficient background or data, I imagine its on the larger end of the spectrum, as the fixed up-front costs of retooling an entire warehouse and purchasing the robot units needed is definitely costly and not to be taken lightly. <br />
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Another question to ask is if the picker-half of the picker-packer duo can be automated, is there a way to move in a direction where the entire warehouse is automated? In some industries this is easier to do, especially when the product is uniform. My father used work at a plant that made bricks, and while as a company they were technological dinosaurs, he took me to look at their process and it was easy to see how much of the work in their warehousing operations could be executed by robots since the dimensions of the objects being shipped were so similar. For Amazon, where they need to pack everything from jackets to computers to chairs, it may simply be too difficult to develop robotic packers that can handle all those different sorts of objects. One solution may be to develop specialized robots for different types of goods (one robot only packs clothes, another only packs small electronics, etc.) but programming them to handle every single possible SKU is likely beyond the realm of feasibility. With specialized robots it also would be difficult to adapt to changing orders, as bottlenecks may form (new fashion line comes out so everyone orders clothes, but one clothing packing robot would be quickly overwhelmed) but in this case human packers who can adapt are able to handle every type of good that comes their way.<br />
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While the future of Kiva's robotic picking fleet remains to be seen, it will certainly be interesting. A huge number of companies stand to possibly benefit by implementing the same or similar technology. My question to you is what direction should Amazon take with Kiva technology? Should they spin it out and make it available to the market as a business solution (similar to how their cloud services evolved?) or should they keep it proprietary to maximize their business advantage? Should they look to explore if humans in the packing process can be replaced like they in the picking process, or is that a futile effort and a waste of money?<br />
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Or should they look to form the worlds first robotic ballet company? Who knows what direction Amazon will choose to go with Kiva.<br />
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Additional links, sources, and resources:<br />
http://en.wikipedia.org/wiki/Kiva_Systems<br />
http://www.wimp.com/kivarobots/<br />
https://www.yahoo.com/tech/amazons-warehouse-robots-at-work-and-play-103129789109.html<br />
http://guardianlv.com/2014/11/robots-serve-amazon/Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-3734744925955207299.post-40199336896977935482014-11-24T09:31:00.003-08:002014-11-24T09:31:40.411-08:00Re-inventing the warehouse by inverting the roles of humans and robots: Kiva Systems<div dir="ltr" style="text-align: left;" trbidi="on">
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Today, eCommerce requires that global product companies have the ability to deliver their product to the customer at the very least, on an expected delivery date. Reducing the time of that expected delivery date while still maintaining accurate predictions is the key to winning market share in many industries. One new technology helping businesses reduce their expected delivery time is the Keva System. </div>
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As shown in the video below Kiva Systems is deviating from the traditional warehouse model by inverting the usual roles humans and products take on. In a traditional warehouse, products are stocked on shelves in aisles of large buildings and when orders are received humans walk the aisles and retrieve the particular product for shipping. In the Kiva Systems model, human employees stay stationary packaging products for shipment while robots continuously bring them inventory. The process is more efficient and allows for warehouses to actively organize themselves bringing more popular items to the front and keeping less popular items toward the back or even in mezzanine floors for more storage. </div>
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The Kiva System represents a futuristic technological solution existing in the present to tackle the immense challenge of constantly cutting costs and improving the speed at which companies deliver products to customers. In the future, technology will likely be used in other increasingly innovative ways to work towards that goal of instantaneous delivery of goods to customers.</div>
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Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-3734744925955207299.post-67656795786194785192014-11-24T08:32:00.001-08:002014-11-24T08:32:48.425-08:00The Dark Side of Information Sharing: Protect yoself!<br />
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As the use of cloud computing is consistently on the rise so
is the occurrence of “hacktivists.” These individuals are labeled as
“sophisticated cybercriminals” who have the ability to cause operational
disruption and intellectual property loss.<a href="https://www.blogger.com/blogger.g?blogID=3734744925955207299#_ftn1" name="_ftnref1" title=""><span class="MsoFootnoteReference"><span class="MsoFootnoteReference"><span style="font-family: Cambria; font-size: 12.0pt; mso-ansi-language: EN-US; mso-ascii-theme-font: minor-latin; mso-bidi-font-family: "Times New Roman"; mso-bidi-language: AR-SA; mso-bidi-theme-font: minor-bidi; mso-fareast-font-family: "MS 明朝"; mso-fareast-language: EN-US; mso-fareast-theme-font: minor-fareast; mso-hansi-theme-font: minor-latin;">[1]</span></span></span></a>
McKinsey authors David Chinn, James Kaplan, and Allen Weinberg explain that
there is up to $3 trillion dollars lost due to the slowing down of
technological and business innovation caused by cyber attacks. In the words of
sweet brown, “Aint nobody got time for that!” <a href="https://www.blogger.com/blogger.g?blogID=3734744925955207299#_ftn2" name="_ftnref2" title=""><span class="MsoFootnoteReference"><span class="MsoFootnoteReference"><span style="font-family: Cambria; font-size: 12.0pt; mso-ansi-language: EN-US; mso-ascii-theme-font: minor-latin; mso-bidi-font-family: "Times New Roman"; mso-bidi-language: AR-SA; mso-bidi-theme-font: minor-bidi; mso-fareast-font-family: "MS 明朝"; mso-fareast-language: EN-US; mso-fareast-theme-font: minor-fareast; mso-hansi-theme-font: minor-latin;">[2]</span></span></span></a> nor
the available funds. In fact, enterprise-technology executives understand that
there are necessary changes that must occur but these executives may not be heeding the
warnings.<br />
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More organizations are investing in preventative methods for
security protection. The department of Homeland Security explains that reactionary
technology is not sufficient on its own and that security must be utilized as a
“constant constraint on all cyber activities.” To further assist organizations
the department of Homeland Security created the Defense-In-Depth Strategic
Framework. There are six basic tenets in the framework<a href="https://www.blogger.com/blogger.g?blogID=3734744925955207299#_ftn3" name="_ftnref3" style="mso-footnote-id: ftn3;" title=""><span class="MsoFootnoteReference"><span style="mso-special-character: footnote;"><span class="MsoFootnoteReference"><span style="font-family: Cambria; font-size: 12.0pt; mso-ansi-language: EN-US; mso-ascii-theme-font: minor-latin; mso-bidi-font-family: "Times New Roman"; mso-bidi-language: AR-SA; mso-bidi-theme-font: minor-bidi; mso-fareast-font-family: "MS 明朝"; mso-fareast-language: EN-US; mso-fareast-theme-font: minor-fareast; mso-hansi-theme-font: minor-latin;">[3]</span></span></span></span></a>:</div>
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<li><span style="text-indent: -0.25in;">Know the security risks that an organization
faces</span></li>
<li><span style="text-indent: -0.25in;">Quantify and qualify risks</span></li>
<li><span style="text-indent: -0.25in;">Use key resources to mitigate security tasks</span></li>
<li><span style="text-indent: -0.25in;">Define each resource’s core competency and
identify any overlapping areas</span></li>
<li><span style="text-indent: -0.25in;">Abide by existing or emerging security standards
for specific controls</span></li>
<li><span style="text-indent: -0.25in;">Create and customize specific controls that are
unique to an organization</span></li>
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More organizations are investing in sourcing software from
public cloud environments. These methods come at a great cost. McKinsey reports
that corporate spending on third-party-managed and public-cloud environments
will grow from $28 billion (2011) to more than $70 billion in 2015.<a href="https://www.blogger.com/blogger.g?blogID=3734744925955207299#_ftn4" name="_ftnref4" style="mso-footnote-id: ftn4;" title=""><span class="MsoFootnoteReference"><span style="mso-special-character: footnote;"><!--[if !supportFootnotes]--><span class="MsoFootnoteReference"><span style="font-family: Cambria; font-size: 12.0pt; mso-ansi-language: EN-US; mso-ascii-theme-font: minor-latin; mso-bidi-font-family: "Times New Roman"; mso-bidi-language: AR-SA; mso-bidi-theme-font: minor-bidi; mso-fareast-font-family: "MS 明朝"; mso-fareast-language: EN-US; mso-fareast-theme-font: minor-fareast; mso-hansi-theme-font: minor-latin;">[4]</span></span><!--[endif]--></span></span></a>
This does not include the cost of building and accessing private cloud
environments. For most companies the investment in accessing public cloud
environments is worth the price tag as some executives claim to achieve up to
60-70 percent savings through “software-as-a-service” alternatives. <o:p></o:p></div>
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Understandably, these savings provide very attractive
incentive to host public and private cloud sourcing. However, it must be
simultaneously understood that preventative methods for security protection are
crucial. The greatest issue of cyber hacking is that it greatly reduces an
organization’s competitive advantage, as they must slow down operations to
address the attack. Obviously the risk of an attack is worth it to achieve much
more efficient supply chain networks, however executives much remain vigilant
against cyber attacks and should equally invest in a variety of cyber security
methods.<o:p></o:p></div>
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<br /></div>
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEh9DdjG03NqsVJdhPi7_5n95wrJ8dYDSZcexeKavL5TrQEGqrHsNYK7qIYAY2S2R67xhYAHcvwJKQntQ9yI0QMXP3YcIQ50YFOrA7B_w5P6NtnPUd93wk3j-62CaDuAjCGcfKdB_cgXx2be/s1600/The+Un-Level+Playing+Field.jpg" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEh9DdjG03NqsVJdhPi7_5n95wrJ8dYDSZcexeKavL5TrQEGqrHsNYK7qIYAY2S2R67xhYAHcvwJKQntQ9yI0QMXP3YcIQ50YFOrA7B_w5P6NtnPUd93wk3j-62CaDuAjCGcfKdB_cgXx2be/s320/The+Un-Level+Playing+Field.jpg" height="305" style="-webkit-user-select: none;" width="400" /></a>Aside from this it is my thought that some cyber hacktivists
may be motivated by the privatization of cloud access. They may be driven to
reduce cost of access, leveling the competitive advantage experienced by
companies with the highest monetary capacity. With the knowledge that overall
cyber security for every organization is the most socially efficient outcome
for operational costs and business innovation, is it ethical for protection to
come at such a great cost?</div>
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<a href="https://www.blogger.com/blogger.g?blogID=3734744925955207299#_ftnref1" name="_ftn1" style="mso-footnote-id: ftn1;" title=""><span class="MsoFootnoteReference"><span style="mso-special-character: footnote;"><!--[if !supportFootnotes]--><span class="MsoFootnoteReference"><span style="font-family: Cambria; font-size: 12.0pt; mso-ansi-language: EN-US; mso-ascii-theme-font: minor-latin; mso-bidi-font-family: "Times New Roman"; mso-bidi-language: AR-SA; mso-bidi-theme-font: minor-bidi; mso-fareast-font-family: "MS 明朝"; mso-fareast-language: EN-US; mso-fareast-theme-font: minor-fareast; mso-hansi-theme-font: minor-latin;">[1]</span></span><!--[endif]--></span></span></a><a href="http://www.mckinsey.com/insights/business_technology/risk_and_responsibility_in_a_hyperconnected_world_implications_for_enterprises">http://www.mckinsey.com/insights/business_technology/risk_and_responsibility_in_a_hyperconnected_world_implications_for_enterprises</a>
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<a href="https://www.blogger.com/blogger.g?blogID=3734744925955207299#_ftnref2" name="_ftn2" style="mso-footnote-id: ftn2;" title=""><span class="MsoFootnoteReference"><span style="mso-special-character: footnote;"><!--[if !supportFootnotes]--><span class="MsoFootnoteReference"><span style="font-family: Cambria; font-size: 12.0pt; mso-ansi-language: EN-US; mso-ascii-theme-font: minor-latin; mso-bidi-font-family: "Times New Roman"; mso-bidi-language: AR-SA; mso-bidi-theme-font: minor-bidi; mso-fareast-font-family: "MS 明朝"; mso-fareast-language: EN-US; mso-fareast-theme-font: minor-fareast; mso-hansi-theme-font: minor-latin;">[2]</span></span><!--[endif]--></span></span></a> <a href="https://www.youtube.com/watch?v=zGxwbhkDjZM">https://www.youtube.com/watch?v=zGxwbhkDjZM</a>
<o:p></o:p></div>
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<a href="https://www.blogger.com/blogger.g?blogID=3734744925955207299#_ftnref3" name="_ftn3" style="mso-footnote-id: ftn3;" title=""><span class="MsoFootnoteReference"><span style="mso-special-character: footnote;"><!--[if !supportFootnotes]--><span class="MsoFootnoteReference"><span style="font-family: Cambria; font-size: 12.0pt; mso-ansi-language: EN-US; mso-ascii-theme-font: minor-latin; mso-bidi-font-family: "Times New Roman"; mso-bidi-language: AR-SA; mso-bidi-theme-font: minor-bidi; mso-fareast-font-family: "MS 明朝"; mso-fareast-language: EN-US; mso-fareast-theme-font: minor-fareast; mso-hansi-theme-font: minor-latin;">[3]</span></span><!--[endif]--></span></span></a> <a href="https://ics-cert.us-cert.gov/sites/default/files/recommended_practices/Defense_in_Depth_Oct09.pdf">https://ics-cert.us-cert.gov/sites/default/files/recommended_practices/Defense_in_Depth_Oct09.pdf</a>
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<a href="https://www.blogger.com/blogger.g?blogID=3734744925955207299#_ftnref4" name="_ftn4" style="mso-footnote-id: ftn4;" title=""><span class="MsoFootnoteReference"><span style="mso-special-character: footnote;"><!--[if !supportFootnotes]--><span class="MsoFootnoteReference"><span style="font-family: Cambria; font-size: 12.0pt; mso-ansi-language: EN-US; mso-ascii-theme-font: minor-latin; mso-bidi-font-family: "Times New Roman"; mso-bidi-language: AR-SA; mso-bidi-theme-font: minor-bidi; mso-fareast-font-family: "MS 明朝"; mso-fareast-language: EN-US; mso-fareast-theme-font: minor-fareast; mso-hansi-theme-font: minor-latin;">[4]</span></span><!--[endif]--></span></span></a><a href="http://www.mckinsey.com/insights/business_technology/protecting_information_in_the_cloud">http://www.mckinsey.com/insights/business_technology/protecting_information_in_the_cloud</a>
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Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-3734744925955207299.post-84467278627945488972014-11-24T07:58:00.002-08:002014-11-24T07:58:50.872-08:00Reducing healthcare supply chain costs with new technology
<b style="mso-bidi-font-weight: normal;"><span style="font-family: Calibri;">The challenge:<o:p></o:p></span></b><br />
<br />
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<span style="font-family: Calibri;">For the healthcare industry, the top strategic imperative
has been to reduce costs while delivering high quality care. This is usually
achieved by primarily by focusing on waste reduction in clinical operations,
such as reduce unnecessary tests and the length of hospital stays. However, the
healthcare supply chain consumes from a third to two-thirds of all hospital
operating budgets, yet remains overlooked. In terms of healthcare expenses, supplies
are only second to labor. Given the sheer quantity of product going through the
supply chain on a daily basis, any inefficiency in the process can raise the
overall costs very quickly. <o:p></o:p></span></div>
<br />
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<span style="font-family: Calibri;">Healthcare supply chain is one of the oldest and more
complex, yet still remains relatively immature in terms of level of
coordination, data standardization, and overabundance of errors. Inefficiencies
such as long cycle times and manual data processing are the results of a lack
of data standardization among product, trading partner and customer locations. These
inefficiencies can also impact on the quality of patient care because paper-based
process and lack of data standards slow down clinical operations and increase
the likelihood of medical errors.</span></div>
<div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiAMn3bKS243WkeS8zHLPvU0WKrjNajSYF3ZUg3n5NykaibNR1rlyhZWhWzYJZHjNDc0_QF6JtIY9PEGuSh_ohCqQcGs6kYc7Pk6NQWvWom9qruDcI9tNuBZIDPHf4RU6z0cMBdqXV8Isc/s1600/supply+chain.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiAMn3bKS243WkeS8zHLPvU0WKrjNajSYF3ZUg3n5NykaibNR1rlyhZWhWzYJZHjNDc0_QF6JtIY9PEGuSh_ohCqQcGs6kYc7Pk6NQWvWom9qruDcI9tNuBZIDPHf4RU6z0cMBdqXV8Isc/s1600/supply+chain.jpg" height="462" width="640" /></a></div>
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<span style="font-family: Calibri;"><o:p></o:p></span> </div>
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<span style="font-family: Calibri;">In order to address the current issue of high costs and low
quality of healthcare, a two-pronged solution focusing on data standardization
and mobile technology in supply chain automation is necessary. Data needs to
flow seamlessly and automatically around the globe from providers to
distributors and manufacturers in real-time and be easily tracked. <o:p></o:p></span></div>
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<b style="mso-bidi-font-weight: normal;"><span style="font-family: Calibri;">Data standardization
for location and product identification:<o:p></o:p></span></b></div>
<br />
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<span style="font-family: Calibri;">One such technology that answers this need is the universal
GS1 data standard identifier – a single data standard for location and product
identification. Created by the healthcare industry itself, these standards
provide a single, rich, global repository of accurate up-to-date information
that care be leveraged by healthcare providers, distributors and manufacturers to
simply inventory management. GS1 data standards include:<o:p></o:p></span></div>
<br />
<div class="MsoListParagraphCxSpFirst" style="margin: 0in 0in 0pt 0.5in; mso-list: l0 level1 lfo1; text-indent: -0.25in;">
<!--[if !supportLists]--><span style="font-family: Symbol; mso-bidi-font-family: Symbol; mso-fareast-font-family: Symbol;"><span style="mso-list: Ignore;">·<span style="font-size-adjust: none; font-stretch: normal; font: 7pt/normal "Times New Roman";">
</span></span></span><!--[endif]--><span style="font-family: Calibri;">The Global Location Number (GLN) to identify the
location of transacting entities<o:p></o:p></span></div>
<br />
<div class="MsoListParagraphCxSpLast" style="margin: 0in 0in 10pt 0.5in; mso-list: l0 level1 lfo1; text-indent: -0.25in;">
<!--[if !supportLists]--><span style="font-family: Symbol; mso-bidi-font-family: Symbol; mso-fareast-font-family: Symbol;"><span style="mso-list: Ignore;">·<span style="font-size-adjust: none; font-stretch: normal; font: 7pt/normal "Times New Roman";">
</span></span></span><!--[endif]--><span style="font-family: Calibri;">The Global Trade Identification Number (GTIN)
for the identification of the products<o:p></o:p></span></div>
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<span style="font-family: Calibri;">Providers, distributors,
manufacturers and GPOs along the supply chain can access all of the data that
is stored in a GLN Registry by subscribing to the Global Data Synchronization
Network (GDSN) to register and access data standards. The GS1 data standards eliminate
the need to transpose order information and improve processing speed and data
accuracy. GS1 DataMatrix 2D barcodes can be permanently etched into the surface
of a product or a product component, allowing for easy tracking and tracing of
surgical instruments.<o:p></o:p></span></div>
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<b style="mso-bidi-font-weight: normal;"><o:p><span style="font-family: Calibri;"> </span></o:p></b><div class="separator" style="clear: both; text-align: center;">
<b style="mso-bidi-font-weight: normal;"><span style="font-family: Calibri;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgrmZaUCFp8Cx8eC94hDZ_iO5TrJIdLdjr5od_KW_jsk0IFE-mMrY02S-SZ48rydZdIJWyTJt8ETyy7-rIHTpisDD0p6Wz97xYo2runTLf-UMuq5dUzvfkVihLPh1AbdRZBoIH_edF9MvU/s1600/barcode.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgrmZaUCFp8Cx8eC94hDZ_iO5TrJIdLdjr5od_KW_jsk0IFE-mMrY02S-SZ48rydZdIJWyTJt8ETyy7-rIHTpisDD0p6Wz97xYo2runTLf-UMuq5dUzvfkVihLPh1AbdRZBoIH_edF9MvU/s1600/barcode.jpg" height="475" width="640" /></a></span></b></div>
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<b style="mso-bidi-font-weight: normal;"><span style="font-family: Calibri;">Mobile automated data
capture:<o:p></o:p></span></b></div>
<br />
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<span style="font-family: Calibri;">With the data standards and identifiers in place, the next step
is to have the ability to automatically identify and capture information from the
point of arrival (POA) to the point of use (POU). This kind of automation will
greatly reduce the time and cost involved in logistics throughout the entire healthcare
supply chain. Not only that, bar codes scanning can also be done at patient
bedside, which improves information access and reduces medical errors.<o:p></o:p></span></div>
<br />
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<b style="mso-bidi-font-weight: normal;"><span style="font-family: Calibri;">Real-time locationing
for mobile medical equipment:<o:p></o:p></span></b></div>
<br />
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<span style="font-family: Calibri;">Unlike medical consumables which have specific storage spot,
medical equipment does not. IV pumps, wheelchairs, and heart monitors rarely
ever sit in one spot inside a hospital. If GS1 identifier is encoded for these
devices on a Wi-Fi or RFID tag, then the hospital is able to track their
locations easily in real-time. This not only improves operations efficiency by
reducing the resources needed to keep track of all medical equipment, but also
enhances patient safety by lowering medical errors.<o:p></o:p></span></div>
<br />
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<b style="mso-bidi-font-weight: normal;"><span style="font-family: Calibri;">Implementation and
looking ahead:<o:p></o:p></span></b></div>
<br />
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<span style="font-family: Calibri;">This innovative use of technology in healthcare supply chain
can undoubtedly help to improve operations efficiency and the quality of
patient care, but the final challenge is the implementation part. Not every
organization in the supply chain is using standardized data and real-time
tracking and monitoring technology, and some people are still attached to the
idea of using legacy systems and doing manual processing. It is uncertain how
long it will take for everyone to embrace the new technology in supply chain management,
and only time will provide us the answer. But how long do you think is
necessary to fully streamline the entire healthcare supply chain?<o:p></o:p></span></div>
<br />
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<o:p><span style="font-family: Calibri;"> </span></o:p></div>
<br />
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<span style="font-family: Calibri;"><u>Source:</u> <a href="http://www.motorolasolutions.com/web/Business/Products/_ChannelDetails/_Documents/_StaticFiles/Healthcare-Industry-Brief-0610.pdf">http://www.motorolasolutions.com/web/Business/Products/_ChannelDetails/_Documents/_StaticFiles/Healthcare-Industry-Brief-0610.pdf<o:p></o:p></a></span></div>
</div>
Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-3734744925955207299.post-14079363680797518112014-11-24T06:46:00.000-08:002014-11-24T06:46:13.184-08:00Implementing RFID in Supply Chain<div class="MsoNormal" style="background: white; line-height: 150%; margin-bottom: 6.0pt; margin-left: 0in; margin-right: 0in; margin-top: 6.0pt;">
<span style="font-family: 'Times New Roman', serif; font-size: 12pt; line-height: 150%;">RFID has become a revolutionary technology in
supply chain management. It is not just a replacement for barcodes. RFID
ensures that the right goods are available in the right place with no errors.
It makes the supply chain considerably more precise and improves the efficiency
and reliability of the entire process. As real-time information is available because
of RFID, administration and planning processes can be significantly improved as
well.<o:p></o:p></span></div>
<div class="MsoNormal" style="background: white; line-height: 150%; margin-bottom: 6.0pt; margin-left: 0in; margin-right: 0in; margin-top: 6.0pt;">
<b><span style="font-family: 'Times New Roman', serif; font-size: 12pt; line-height: 150%;">RFID in Production<o:p></o:p></span></b></div>
<div class="MsoNormal" style="background: white; line-height: 150%; margin-bottom: 6.0pt; margin-left: 0in; margin-right: 0in; margin-top: 6.0pt;">
<span style="font-family: 'Times New Roman', serif; font-size: 12pt; line-height: 150%;">The market of fast moving consumer goods (FMCG)
is one of the fastest moving markets in the world. In this industry, products
have to be counted several times already in the manufacturing process: during
the stages of production, washing, and packing. Traditionally, these
operations are performed manually. But by utilizing RFID tags and readers,
products can be counted in seconds. This is due to the fact that RFID tags can
be automatically scanned without having to be put in a line and multiple tags
can be scanned simultaneously. For manufacturers, this directly reduce the
costs as labor intensive tasks can be carried out faster and more accurately.<o:p></o:p></span></div>
<div class="MsoNormal" style="background: white; line-height: 150%; margin-bottom: 6.0pt; margin-left: 0in; margin-right: 0in; margin-top: 6.0pt;">
<span style="font-family: 'Times New Roman', serif; font-size: 12pt; line-height: 150%;">In addition to faster validation of produced
goods, manufacturers can also benefit from increased information gathered with
the help of RFID. RFID tags can store far more information than barcode labels.
This information can be used to optimize production processes. Accurate
knowledge of the real-time movements of raw materials and the time needed for
specific production steps can be integrated into efficient production planning.<o:p></o:p></span></div>
<div class="MsoNormal" style="background: white; line-height: 150%; margin-bottom: 6.0pt; margin-left: 0in; margin-right: 0in; margin-top: 6.0pt;">
<b><span style="font-family: 'Times New Roman', serif; font-size: 12pt; line-height: 150%;">RFID in Inventory Management</span></b><span style="font-family: 'Times New Roman', serif; font-size: 12pt; line-height: 150%;"><o:p></o:p></span></div>
<div class="MsoNormal" style="background: white; line-height: 150%; margin-bottom: 6.0pt; margin-left: 0in; margin-right: 0in; margin-top: 6.0pt;">
<span style="font-family: 'Times New Roman', serif; font-size: 12pt; line-height: 150%;">Once production has been completed, FMCG
producers pack the products into cartons, and deliver the cartons to the
warehouse of the freight forwarder or the buying company. After the cargo
reaches its destination, it is not uncommon that it ends up in a warehouse
first.<o:p></o:p></span></div>
<div class="MsoNormal" style="background: white; line-height: 150%; margin-bottom: 6.0pt; margin-left: 0in; margin-right: 0in; margin-top: 6.0pt;">
<span style="font-family: 'Times New Roman', serif; font-size: 12pt; line-height: 150%;">Keeping track of the large number of cartons is
a very complex and time and labor consuming process. However, RFID can be
implemented to mitigate this situation since it can improve information
management. Usually, read-write equipment is installed at the entry to a
warehouse. Every cargo unit is equipped with RFID tags and all the information
relating to the tags is stored in the central computer of the warehouse. When
the cargo is moved in or out of the warehouse, the read-write equipment
registers it and forwards the data to the backend system. This allows the
management center to manage the huge amounts of products going into and leaving
the storage, recognize cargo and help with placement of the cargo in the
warehouse.<o:p></o:p></span></div>
<div class="MsoNormal" style="background: white; line-height: 150%; margin-bottom: 6.0pt; margin-left: 0in; margin-right: 0in; margin-top: 6.0pt;">
<span style="font-family: 'Times New Roman', serif; font-size: 12pt; line-height: 150%;">The information that is gathered with RFID can
lead to significant improvements as the tracking and handling of the products
can be done in real-time and with great accuracy. In the warehouse, products
are easily located as all product movements are tracked and this information is
automatically registered in the system. While stock is accurately tracked
valuable information concerning losses is also recorded.<o:p></o:p></span></div>
<div class="MsoNormal" style="background: white; line-height: 150%; margin-bottom: 6.0pt; margin-left: 0in; margin-right: 0in; margin-top: 6.0pt;">
<b><span style="font-family: 'Times New Roman', serif; font-size: 12pt; line-height: 150%;">RFID in Shipping and
Distribution<o:p></o:p></span></b></div>
<div class="MsoNormal" style="background: white; line-height: 150%; margin-bottom: 6.0pt; margin-left: 0in; margin-right: 0in; margin-top: 6.0pt;">
<span style="font-family: 'Times New Roman', serif; font-size: 12pt; line-height: 150%;">Around the world, the most popular way to
transport large amounts of cargo is to use shipping containers. Container
transports are oftentimes chosen as they ensure safe and secured
transportation, low costs, standard packaging and high transport density.
Companies that use RFID in tracking and managing of shipping containers are
able to track containers in each link of the supply chain. Active RFID Tags can
be used to track containers in real-time in anywhere. Ultra-high frequency RFID
technology has long identification distance and speeds up identification.<o:p></o:p></span></div>
<div class="MsoNormal" style="background: white; line-height: 150%; margin-bottom: 6.0pt; margin-left: 0in; margin-right: 0in; margin-top: 6.0pt;">
<span style="font-family: 'Times New Roman', serif; font-size: 12pt; line-height: 150%;">Implementation of RFID technology can also add
advantages to distribution processes. Usage of RFID will greatly accelerate the
speed of delivery management, improve efficiency, and increase accuracy in
selection and distribution processes. It will also reduce distribution costs.
When products marked with RFID tags enter a distribution center, the RFID
read-write equipment at the entry gate can register the RFID tags, and send the
information to the distribution centers' backend system. This information can
be used to put the cartons in proper places, sort them quickly and efficiently,
and dispatch the cartons to the retailing centers in less time with improved
accuracy. Usage of RFID also ensures accurate inventory control.</span></div>
<div class="MsoNormal" style="background: white; line-height: 150%; margin-bottom: 6.0pt; margin-left: 0in; margin-right: 0in; margin-top: 6.0pt;">
<span style="font-family: 'Times New Roman', serif; font-size: 12pt; line-height: 150%;"><br /></span></div>
<div class="MsoNormal" style="background: white; line-height: 150%; margin-bottom: 6.0pt; margin-left: 0in; margin-right: 0in; margin-top: 6.0pt;">
<span style="font-family: 'Times New Roman', serif; font-size: 12pt; line-height: 150%;">Reference:<o:p></o:p></span></div>
<div class="MsoNormal" style="background: white; line-height: 150%; margin-bottom: 6.0pt; margin-left: 0in; margin-right: 0in; margin-top: 6.0pt;">
<span style="font-family: 'Times New Roman', serif; font-size: 12pt; line-height: 150%;">[1] Barcode & RFID in Supply Chain Putting
the Pieces Together. <a href="http://www.slideshare.net/existco/barcode-rfid-in-supply-chain">http://www.slideshare.net/existco/barcode-rfid-in-supply-chain</a><o:p></o:p></span></div>
<div class="MsoNormal" style="background: white; line-height: 150%; margin-bottom: 6.0pt; margin-left: 0in; margin-right: 0in; margin-top: 6.0pt;">
<span style="font-family: 'Times New Roman', serif; font-size: 12pt; line-height: 150%;">[2] Benefits of Implementing RFID in Supply
Chain Management. <a href="http://www.rfidarena.com/2013/11/14/benefits-of-implementing-rfid-in-supply-chain-management.aspx">http://www.rfidarena.com/2013/11/14/benefits-of-implementing-rfid-in-supply-chain-management.aspx</a><o:p></o:p></span></div>
<div class="MsoNormal" style="background: white; line-height: 150%; margin-bottom: 6.0pt; margin-left: 0in; margin-right: 0in; margin-top: 6.0pt;">
<span style="font-family: 'Times New Roman', serif; font-size: 12pt; line-height: 150%;">[3] RFID & Barcodes. <a href="https://www.zebra.com/us/en/solutions/getting-started/rfid-printing-encoding/rfid-and-barcodes.html">https://www.zebra.com/us/en/solutions/getting-started/rfid-printing-encoding/rfid-and-barcodes.html</a><o:p></o:p></span></div>
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<br /></div>
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<br /></div>
Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-3734744925955207299.post-44872413508196494582014-11-23T18:47:00.002-08:002014-11-23T18:48:18.378-08:00Starbucks and technology Technology and the web have a major role on global supply chains. With increasing innovations in technology, companies have had the opportunity to do more in less time. Also, the web has made searching and ordering easy to use and available anywhere. The article on Home Depot's E-commerce growth showed a prime example of a large company using technology and the web to create such a large, reliable customer network.<br />
<a href="http://s.hswstatic.com/gif/clover-coffee-maker-4.jpg" imageanchor="1" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img border="0" src="http://s.hswstatic.com/gif/clover-coffee-maker-4.jpg" height="139" width="200" /></a>After reading about Home Depot's great success, I steered my attention to Starbucks, a very successful business that has innovated throughout many years. Starbucks has taken risks at many ends to innovate. One advancement that continues to innovate is that of technology. By beginning ahead of the game in the early 2000's, Starbucks has used technology to remain ahead of it's competitors. Through the use of Web, Starbucks has allowed content on laptops and mobile phones through major websites, such as ESPN and USA Today.<br />
In addition to allowing easy access via the Web, Starbucks has also introduced Apple's iBeacon System, which allows customers to order through an app on their phone and be notified upon completion of their order. This increases the efficiency and decreases customer wait time.<br />
Finally, Starbucks also has a coffee machine which allows customers to smell different whiffs of their favorite drinks, thus amplifying the scent. This same machine can access customer preferences and compile data. Once the data is compiled, this can be transported back to the headquarters to be further analyzed. Keeping customer preference in mind, Starbucks has found ways to rise above their competitors using the technology that is available to all.<br />
<br />
In 2013, Starbucks' mobile wallet contained 11% of their sales volume. Thus, customers are using this mobile app frequently for their transactions. Also, in 2013, Starbucks began to integrate Web technology into their supply chain network. As mentioned above, the new machines at Starbucks' locations allows data to be retrieved and analyzed to further satisfy customer needs at all locations.<br />
<br />
Based on these two articles for Home Depot and Starbucks, it seems as if technology and the use of the web is limitless. Innovations can continue to increase efficiency and effectiveness of supply chains everywhere. Technology makes information ready and available on the go and nearly everywhere. At some point, however, technology could become too complicated and interfering that it becomes less effective and efficient.<br />
Is Starbucks focusing too much on the use of technology in the front of the business and not as much behind the scenes? Could the use of mobile apps to retrieve orders quicker backfire when orders come at once and become too backed up?<br />
<br />
Sources:<br />
http://www.forbes.com/sites/quora/2014/06/13/why-is-the-starbucks-mobile-payments-app-so-successful/<br />
http://blog.integratelecom.com/starbucks-brews-up-tech-innovation/<br />
http://www.vcpost.com/articles/16837/20131022/starbucks-moves-wifi-supply-chain.htm<br />
http://electronics.howstuffworks.com/gadgets/kitchen/clover-coffee-maker5.htmUnknownnoreply@blogger.com0tag:blogger.com,1999:blog-3734744925955207299.post-20617126825475953952014-11-23T17:46:00.001-08:002014-11-23T17:46:46.464-08:00ERP Technology and Global Supply Chains<div dir="ltr" style="text-align: left;" trbidi="on">
<div class="MsoNormal" style="text-align: center;">
<div class="MsoNormal" style="background: white; line-height: 13.5pt; margin-bottom: 11.25pt; text-align: justify;">
<span style="color: #181818; font-family: "Times New Roman","serif"; font-size: 12.0pt; mso-fareast-font-family: "Times New Roman"; mso-font-kerning: 18.0pt;">“The
Only Thing That Is Constant Is Change” is a famous quote by Greek philosopher
Heraclitus, and it very much applies in today technology dependent business
world. Every company ranging from small to Fortune 500 is working every day to
implement new technological solutions or keep their existing technology
solutions running effectively. This is
just with a goal to increase their customer outreach, run their business
operations effectively, run their internal operations, or optimize their supply
chain processes.<o:p></o:p></span></div>
</div>
<div style="background: white; line-height: 16.8pt; margin-bottom: 6.0pt; margin-left: 0in; margin-right: 0in; margin-top: 6.0pt; text-align: justify;">
<span style="color: #181818; mso-font-kerning: 18.0pt;">In this article, we will look at
ERP solutions that companies implement to</span><span style="color: #252525;">
collect, store, manage and interpret data from many bus</span><span style="color: #181818; mso-font-kerning: 18.0pt;">iness activities, including:<o:p></o:p></span></div>
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<div style="text-align: justify;">
<!--[if !supportLists]--><span style="color: #181818; font-family: Symbol; font-size: 10.0pt; mso-bidi-font-family: Symbol; mso-bidi-font-size: 12.0pt; mso-fareast-font-family: Symbol; mso-font-kerning: 18.0pt;">·<span style="font-family: 'Times New Roman'; font-size: 7pt; font-stretch: normal; line-height: normal;">
</span></span><!--[endif]--><span style="color: #181818; font-family: "Times New Roman","serif"; font-size: 12.0pt; mso-fareast-font-family: "Times New Roman"; mso-font-kerning: 18.0pt;">Product
planning<o:p></o:p></span></div>
</div>
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<div style="text-align: justify;">
<!--[if !supportLists]--><a href="https://www.blogger.com/blogger.g?blogID=3734744925955207299" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"></a><a href="https://www.blogger.com/blogger.g?blogID=3734744925955207299" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"></a><a href="https://www.blogger.com/blogger.g?blogID=3734744925955207299" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"></a><a href="https://www.blogger.com/blogger.g?blogID=3734744925955207299" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"></a><a href="https://www.blogger.com/blogger.g?blogID=3734744925955207299" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"></a><a href="https://www.blogger.com/blogger.g?blogID=3734744925955207299" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"></a><span style="color: #181818; font-family: Symbol; font-size: 10.0pt; mso-bidi-font-family: Symbol; mso-bidi-font-size: 12.0pt; mso-fareast-font-family: Symbol; mso-font-kerning: 18.0pt;">·<span style="font-family: 'Times New Roman'; font-size: 7pt; font-stretch: normal; line-height: normal;">
</span></span><!--[endif]--><span style="color: #181818; font-family: "Times New Roman","serif"; font-size: 12.0pt; mso-fareast-font-family: "Times New Roman"; mso-font-kerning: 18.0pt;">Manufacturing
or service delivery<o:p></o:p></span></div>
</div>
<div class="MsoNormal" style="background: white; line-height: 16.8pt; margin-bottom: 1.2pt; margin-left: 19.2pt; mso-list: l0 level1 lfo1; mso-margin-top-alt: auto; tab-stops: list .5in; text-align: justify; text-indent: -.25in;">
<div style="text-align: justify;">
<!--[if !supportLists]--><span style="color: #181818; font-family: Symbol; font-size: 10.0pt; mso-bidi-font-family: Symbol; mso-bidi-font-size: 12.0pt; mso-fareast-font-family: Symbol; mso-font-kerning: 18.0pt;">·<span style="font-family: 'Times New Roman'; font-size: 7pt; font-stretch: normal; line-height: normal;">
</span></span><!--[endif]--><span style="color: #181818; font-family: "Times New Roman","serif"; font-size: 12.0pt; mso-fareast-font-family: "Times New Roman"; mso-font-kerning: 18.0pt;">Marketing
and sales<o:p></o:p></span></div>
</div>
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<div style="text-align: justify;">
<!--[if !supportLists]--><span style="color: #181818; font-family: Symbol; font-size: 10.0pt; mso-bidi-font-family: Symbol; mso-bidi-font-size: 12.0pt; mso-fareast-font-family: Symbol; mso-font-kerning: 18.0pt;">·<span style="font-family: 'Times New Roman'; font-size: 7pt; font-stretch: normal; line-height: normal;">
</span></span><!--[endif]--><span style="color: #181818; font-family: "Times New Roman","serif"; font-size: 12.0pt; mso-fareast-font-family: "Times New Roman"; mso-font-kerning: 18.0pt;">Inventory
management<o:p></o:p></span></div>
</div>
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<div style="text-align: justify;">
<!--[if !supportLists]--><span style="color: #181818; font-family: Symbol; font-size: 10.0pt; mso-bidi-font-family: Symbol; mso-bidi-font-size: 12.0pt; mso-fareast-font-family: Symbol; mso-font-kerning: 18.0pt;">·<span style="font-family: 'Times New Roman'; font-size: 7pt; font-stretch: normal; line-height: normal;">
</span></span><!--[endif]--><span style="color: #181818; font-family: "Times New Roman","serif"; font-size: 12.0pt; mso-fareast-font-family: "Times New Roman"; mso-font-kerning: 18.0pt;">Shipping
and payment<o:p></o:p></span></div>
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<span style="color: #181818; font-family: "Times New Roman","serif"; font-size: 12.0pt; mso-fareast-font-family: "Times New Roman"; mso-font-kerning: 18.0pt;"><br /></span></div>
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<span style="color: #181818; font-family: "Times New Roman","serif"; font-size: 12.0pt; mso-fareast-font-family: "Times New Roman"; mso-font-kerning: 18.0pt;">Personally, I worked
in the technology consulting industry focusing on SAP ERP implementations and
was a part of four lifecycle projects. The exposure was a considerable one
because all the implementations were for fortune 500 companies. ERP is key
business management software that has been running large businesses under
varied industries such as Consumer Products, Healthcare and Life Sciences,
Transportation. <o:p></o:p></span></div>
<div style="text-align: justify;">
<span style="color: #181818; font-family: "Times New Roman","serif"; font-size: 12.0pt; mso-fareast-font-family: "Times New Roman"; mso-font-kerning: 18.0pt;"><br /></span></div>
</div>
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<span style="color: #181818; font-family: "Times New Roman","serif"; font-size: 12.0pt; mso-fareast-font-family: "Times New Roman"; mso-font-kerning: 18.0pt;">The SAP solution
provides different modules to manage processes such as Procurement to Pay,
Order to Cash, Finance and Controlling, Material Management, Inventory
Management, and Warehouse Management. Let us look at the ‘Procurement to Pay’ module
and how is<b> it</b> implemented by SAP to support business operations for
large fortune 500 clients. <o:p></o:p></span><br />
<span style="color: #181818; font-family: "Times New Roman","serif"; font-size: 12.0pt; mso-fareast-font-family: "Times New Roman"; mso-font-kerning: 18.0pt;"><br /></span></div>
<div class="MsoNormal" style="background: white; margin-bottom: 1.2pt; margin-left: 1.2pt; text-align: justify;">
<span style="color: #181818; font-family: "Times New Roman","serif"; font-size: 12.0pt; mso-fareast-font-family: "Times New Roman"; mso-font-kerning: 18.0pt;">Procure to pay
(purchase to pay or P2P) is the process of obtaining and managing the raw
materials needed for manufacturing a product or providing a service. The P2P
process involves the management of the vendors, get the best quotations, place
an order based on the customer needs, and pay the vendor (P2P module interfaces
with the Finance module). This entire process becomes very complex when we talk
about global fortune 500 clients. Thus, companies need to use sophisticated but
well integrated ERP solutions.<o:p></o:p></span><br />
<span style="color: #181818; font-family: "Times New Roman","serif"; font-size: 12.0pt; mso-fareast-font-family: "Times New Roman"; mso-font-kerning: 18.0pt;"><br /></span></div>
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<div class="separator" style="clear: both; text-align: center;">
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<a href="https://www.blogger.com/blogger.g?blogID=3734744925955207299" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"></a><a href="https://www.blogger.com/blogger.g?blogID=3734744925955207299" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"></a><a href="https://www.blogger.com/blogger.g?blogID=3734744925955207299" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"></a><a href="https://www.blogger.com/blogger.g?blogID=3734744925955207299" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"></a><a href="https://www.blogger.com/blogger.g?blogID=3734744925955207299" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"></a><a href="https://www.blogger.com/blogger.g?blogID=3734744925955207299" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"></a><span style="color: #181818; font-family: "Times New Roman","serif"; font-size: 12.0pt; mso-fareast-font-family: "Times New Roman"; mso-font-kerning: 18.0pt;">Whenever a manufacturing
company receives a Customer Order, the system checks for the available stock. A
request is sent to the Inventory Management module of the integrated system.
The module checks if the order can be served using the given inventory or a new
order needs to placed to the vendor. If the order can be served using the
available stock, then Warehouse Management module is used to find the
respective Storage Bin and start the Distribution/Delivery process. Warehouse
Management module is used to manage warehouse in terms of good movements,
storage and planning, storage bin management, and optimize storage. Otherwise,
if the inventory is not available, then system generated Purchase Requisition document
is sent to all the available vendors on the system. In response, Vendors send
their respective Quotations and best Quotation based on key parameters (such as
Cost, Delivery time) is selected by the company. Once the Vendor is finalized,
a Purchase Order is created and sent to the vendor. </span> <br />
<o:p></o:p><br />
<div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiV6QswO7_SxdNTaUltjWarN-5c35uN1NbgF-fxENGgEoEQ5Tmv8eOglTd1YaDR4mYMBFgsULwmaoMB0933NTSjuJiO_e4livJDak1RwowYHDuRpBTRrDvSHMqfoimXqasSKSqAXTKSDzg/s1600/3.png" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiV6QswO7_SxdNTaUltjWarN-5c35uN1NbgF-fxENGgEoEQ5Tmv8eOglTd1YaDR4mYMBFgsULwmaoMB0933NTSjuJiO_e4livJDak1RwowYHDuRpBTRrDvSHMqfoimXqasSKSqAXTKSDzg/s1600/3.png" height="192" width="320" /></a></div>
<br /></div>
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<!--[if gte vml 1]><v:shape
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<div class="MsoNormal" style="background: white; margin-bottom: 1.2pt; text-align: justify;">
<a href="https://www.blogger.com/blogger.g?blogID=3734744925955207299" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"></a><a href="https://www.blogger.com/blogger.g?blogID=3734744925955207299" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"></a><a href="https://www.blogger.com/blogger.g?blogID=3734744925955207299" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"></a><a href="https://www.blogger.com/blogger.g?blogID=3734744925955207299" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"></a><a href="https://www.blogger.com/blogger.g?blogID=3734744925955207299" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"></a><a href="https://www.blogger.com/blogger.g?blogID=3734744925955207299" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"></a><span style="color: #181818; font-family: "Times New Roman","serif"; font-size: 12.0pt; mso-fareast-font-family: "Times New Roman"; mso-font-kerning: 18.0pt;">On the agreed delivery time, the company
receives the goods to their warehouse with a Good Receipt document and an
Invoice. On receiving the goods/raw materials, the company uses Warehouse Management
module to figure out storage bin for the material storage. This mapping of good
in the warehouse is based on factors such as optimization, speed of delivery,
storage type.<o:p></o:p></span><br />
<span style="color: #181818; font-family: "Times New Roman","serif"; font-size: 12.0pt; mso-fareast-font-family: "Times New Roman"; mso-font-kerning: 18.0pt;"><br /></span></div>
<div class="MsoNormal" style="background: white; margin-bottom: 1.2pt; margin-left: 1.2pt; text-align: justify;">
<span style="color: #181818; font-family: "Times New Roman","serif"; font-size: 12.0pt; mso-fareast-font-family: "Times New Roman"; mso-font-kerning: 18.0pt;">After receipt of goods
is verified, the system uses the received Invoice and creates a Payment
document against it. This process recalls the integration of Finance module of
SAP. The payment is either done using a Check, Credit card or ACH payments (as
per the agreement between Vendor and the company). <o:p></o:p></span><br />
<span style="color: #181818; font-family: "Times New Roman","serif"; font-size: 12.0pt; mso-fareast-font-family: "Times New Roman"; mso-font-kerning: 18.0pt;"><br /></span></div>
<div class="MsoNormal" style="background: white; margin-bottom: 1.2pt; margin-left: 1.2pt; text-align: justify;">
<span style="color: #181818; font-family: "Times New Roman","serif"; font-size: 12.0pt; mso-fareast-font-family: "Times New Roman"; mso-font-kerning: 18.0pt;">This entire cycle uses
various modules of SAP and is automation of a key business process in
manufacturing companies. Similarly, SAP provides automation of various other
key processes such as Order to Cash, Material Management, Asset Management,
etc. Scalability of SAP helps these global companies to run their businesses
effectively and efficiently. <o:p></o:p></span><br />
<span style="color: #181818; font-family: "Times New Roman","serif"; font-size: 12.0pt; mso-fareast-font-family: "Times New Roman"; mso-font-kerning: 18.0pt;"><br /></span>
<span style="color: #181818; font-family: "Times New Roman","serif"; font-size: 12.0pt; mso-fareast-font-family: "Times New Roman"; mso-font-kerning: 18.0pt;"><br /></span></div>
<div class="MsoNormal" style="background: white; margin-bottom: 1.2pt; margin-left: 1.2pt; text-align: justify;">
<b><span style="color: #181818; font-family: "Times New Roman","serif"; font-size: 12.0pt; mso-fareast-font-family: "Times New Roman"; mso-font-kerning: 18.0pt;">References:</span><o:p></o:p></b></div>
<div class="MsoNormal" style="background: white; line-height: 16.8pt; margin-bottom: 1.2pt; margin-left: 1.2pt; mso-margin-top-alt: auto; text-align: justify;">
<a href="http://yourfinancebook.com/order-cash-procurement-payment-sap-otc-p2p/"><span style="font-family: "Times New Roman","serif"; font-size: 12.0pt; mso-fareast-font-family: "Times New Roman"; mso-font-kerning: 18.0pt;">http://yourfinancebook.com/order-cash-procurement-payment-sap-otc-p2p/</span></a><span style="color: #181818; font-family: "Times New Roman","serif"; font-size: 12.0pt; mso-fareast-font-family: "Times New Roman"; mso-font-kerning: 18.0pt;"><o:p></o:p></span></div>
<div class="MsoNormal" style="background: white; line-height: 16.8pt; margin-bottom: 1.2pt; margin-left: 1.2pt; mso-margin-top-alt: auto; text-align: justify;">
<a href="http://www.nytimes.com/2010/11/21/business/21ping.html"><span style="font-family: "Times New Roman","serif"; font-size: 12.0pt; mso-fareast-font-family: "Times New Roman"; mso-font-kerning: 18.0pt;">http://www.nytimes.com/2010/11/21/business/21ping.html</span></a><span class="MsoHyperlink"><span style="font-family: "Times New Roman","serif"; font-size: 12.0pt; mso-fareast-font-family: "Times New Roman"; mso-font-kerning: 18.0pt;"><o:p></o:p></span></span></div>
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<span style="color: #181818; font-family: "Times New Roman","serif"; font-size: 12.0pt; mso-fareast-font-family: "Times New Roman"; mso-font-kerning: 18.0pt;"><a href="http://www.supplychainredesign.com/publications/practix032006.pdf">http://www.supplychainredesign.com/publications/practix032006.pdf</a></span></div>
</div>
Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-3734744925955207299.post-3686130988953451622014-11-23T15:44:00.003-08:002014-11-23T15:44:51.241-08:00<div class="MsoNormal">
<b style="mso-bidi-font-weight: normal;"><span style="font-family: "Times New Roman";"><span style="font-size: large;">Walmart: Advanced Energy Efficiency in
China<o:p></o:p></span></span></b></div>
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgey4428iEvrvYm4igg9vo951LxEuy8xbL4R157eCpvA39Njp5LdoGU-uKvlqEQRlrFHgOf2RPNZrBmbOTuPVAZEx79qPAfCOXUaXmyCKG8LUVzX21bHkMRTTXwbsRFUcjJyd3AD4uynp16/s1600/Walmart_Exterior_web300.jpg" imageanchor="1" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgey4428iEvrvYm4igg9vo951LxEuy8xbL4R157eCpvA39Njp5LdoGU-uKvlqEQRlrFHgOf2RPNZrBmbOTuPVAZEx79qPAfCOXUaXmyCKG8LUVzX21bHkMRTTXwbsRFUcjJyd3AD4uynp16/s1600/Walmart_Exterior_web300.jpg" height="183" width="200" /></a></div>
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<span style="font-family: 'Times New Roman';">Walmart recently
announced a new commitment to advance the energy efficiency of its China-based
manufacturers, further strengthening the sustainability of its global supply
chain. Effectively, this announcement (to boost energy efficiency and reduce
environmental impact on China supply chain) will continually pave the way for
operations to become a more sustainable (global) force.</span></div>
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<span style="font-family: 'Times New Roman';"><br /></span></div>
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<span style="font-family: 'Times New Roman';">Currently, 40
factories in China have participated in a 2014 pilot program; moreover,
approximately 500 factories will be invited to participate in the program by
2017. To achieve this goal for China-based manufacturers, Walmart will assist
in providing tools and resources to help suppliers identify energy efficient
projects custom-tailored for each facility. Moreover, Walmart will also track
overall project performance and impact, as well as coordinate necessary
training when needed to overcome implementation barriers.</span></div>
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<span style="font-family: 'Times New Roman';"><br /></span></div>
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<span style="font-family: 'Times New Roman';">Sean Clarke, CEO
of Walmart China stated: “China is a key market for Walmart’s long-term
sustainability strategy, and as a company, we’re focused on being part of a
solution to help improve environmental issues facing the country.”
Additionally, he states, “Walmart has made significant progress in advancing
factory efficiency in China in recent years, and today’s announcement [on
energy efficiency] is an expansion of our efforts to drive a larger impact.”</span></div>
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<span style="font-family: 'Times New Roman';"><br /></span></div>
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<span style="font-family: 'Times New Roman';">Walmart has a deep-rooted
history of collaboration with key partners in China, including government
representatives, local NGOs and suppliers; moreover, it has been built on
experience and lessons learned to create new, innovative solutions and models
for sustainable growth. Henceforth, the company’s operations in China have been
able to successfully reduce environmental impact while providing benefits that
translate into their ‘everyday low costs’ for customers. Since early 2008,
Walmart has successfully implemented an energy efficiency program in its China
facilities, resulting in a 20 percent energy reduction in 2010 ($279 million
savings in energy costs).</span></div>
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<span style="font-family: 'Times New Roman';"><br /></span></div>
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<span style="font-family: 'Times New Roman';">Over the past
two years, Walmart’s China operations have had several other successful
milestones. One such milestone included invested over $16 million to provide
LED lighting to China facilities, which avoided 33,000 tons of CO2 emissions.
Additionally, they retrofitted refrigerators at 250 China stores with glass
doors, effectively reducing energy consumption by nearly 30 percent (new stores
will be equipped with such next-generation refrigerators with glass doors,
which will further avoid 30,000 tons of CO2 emissions). Finally, in 2010,
Walmart completed the installation of solar system mounted on the roof at
Walmart’s Xiangmihu store in Shenzhen; this roof was the first non-state owned
solar power project under China’s ‘Golden Sun Solar Program.’ Finally, Walmart
announced a $2 million grant to launch The Sustainability Consortium (TSC) in
China. TSC is an independent research organization that engages industries,
universities and other global experts to develop specific measuring and
reporting systems for product sustainability for consumer goods.</span></div>
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<span style="font-family: "Times New Roman";"><br /></span></div>
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<b><span style="font-family: "Times New Roman";">Discussion</span></b><span style="font-family: 'Times New Roman';">:</span></div>
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<span style="font-family: "Times New Roman";">By interpreting
Walmart’s success on a global level, one can understand its many different
paths to success. As a result of being so efficient, their strategic edge
against other competitors allows for such high achievements. Walmart depends on
huge-scale operations to keep profit margins low; its return on assets of
around 8.39 percent results from an asset turnover of 2.39 percent with a net
profit margin of 3.51 percent. Although some competitors have higher profit
margins (Target, for example), Walmart uses its assets more efficiently and
leverages its superior size to achieve economies of scale that allows it to
maintain lower prices. Does global energy efficiency provide a deeper insight as
to how well Walmart operates? More specifically, what can we learn from
Walmart’s global efficiencies in relation to their successful financial
outcomes?</span></div>
<div class="MsoNormal">
<b><span style="font-family: "Times New Roman";"><br /></span></b></div>
<div class="MsoNormal">
<b><span style="font-family: "Times New Roman";">Sources</span></b><span style="font-family: 'Times New Roman';">:</span></div>
<div class="MsoNormal">
<span style="font-family: "Times New Roman";">http://news.walmart.com/news-archive/2014/08/27/walmart-continues-to-strengthen-global-supply-chain-sustainability-announces-new-commitment-to-advance-factory-energy-efficiency-in-china</span></div>
<div class="MsoNormal">
<span style="font-family: 'Times New Roman';"><br /></span></div>
<div class="MsoNormal">
<span style="font-family: 'Times New Roman';">http://www.prnewswire.com/news-releases/walmart-announces-new-commitments-to-drive-sustainability-deeper-into-the-companys-global-supply-chain-175738411.html</span></div>
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<span style="font-family: 'Times New Roman';"><br /></span></div>
<div class="MsoNormal">
<span style="font-family: 'Times New Roman';">http://www.greenretaildecisions.com/news/2014/09/04/walmart-commits-to-advance-factory-energy-efficiency-in-china</span></div>
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<span style="font-family: 'Times New Roman';"><br /></span></div>
<div class="MsoNormal">
<span style="font-family: 'Times New Roman';">http://smallbusiness.chron.com/companies-high-asset-turnover-low-profit-margin-76515.html</span></div>
<div class="MsoNormal">
<br /></div>
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Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-3734744925955207299.post-89936856546461152602014-11-21T21:01:00.000-08:002014-11-21T21:01:27.952-08:00Coca-Cola Freestyle's Innovative Approach to Supply Chain Management
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In preparing for this week’s class, I was particularly
interested in the article “How technology can drive the next wave of mass
customization.”<span style="mso-spacerun: yes;"> </span>First, I started to
consider all the customized products that I could think of, for example:
vistaprint.com, Hungry Howie’s pizza, Charles Tyrwhitt shirts and
Starbucks.<span style="mso-spacerun: yes;"> </span>When I then started to
consider technology and supply chains alongside customization, I focused on
Coca-Cola’s Freestyle machines.</div>
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" style="height: 168px; margin-left: -1px; margin-right: 0px; margin-top: 0px; width: 300px;" /> </div>
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You may have seen these machines at local restaurants, like
Five Guys Burgers and Fries, Qdoba or Moe’s.<span style="mso-spacerun: yes;">
</span>The machines are soft drink dispensers that allow customers to choose
their own beverage from more than 100 options or customize their own drink.<span style="mso-spacerun: yes;"> </span>The machines are fun and excite customers,
but they do more than just amuse customers, they provide valuable supply chain
information for Coca-Cola and its partners.</div>
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<span style="mso-bidi-font-family: "Times New Roman"; mso-fareast-font-family: "Times New Roman";">Sean Culley wrote “Transformers: Supply
Chain 3.0 and How Automation will Transform the Rules of the Global Supply
Chain,” which discusses the innovative Coca-Cola Freestyle project.<span style="mso-spacerun: yes;"> </span>Culley explains that the machine was designed
by an Italian car firm and that it uses pharmaceutical technology to create its
specialized beverages.<span style="mso-spacerun: yes;"> </span>The machine
automatically reports supply and demand information to both Coke and the
restaurant/organization where the Freestyle is located.</span></div>
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<span style="mso-bidi-font-family: "Times New Roman"; mso-fareast-font-family: "Times New Roman";"><img class="rg_i" data-src="https://encrypted-tbn3.gstatic.com/images?q=tbn:ANd9GcRbbI3J_bbSuzQrfLMJUpJfEwL-a3C3K0s0vSAp2hTZacgpQsX-Cw" data-sz="f" name="jkvTb5emMUD6wM:" src="https://encrypted-tbn3.gstatic.com/images?q=tbn:ANd9GcRbbI3J_bbSuzQrfLMJUpJfEwL-a3C3K0s0vSAp2hTZacgpQsX-Cw" style="height: 175px; margin-left: 0px; margin-right: 0px; margin-top: -7px; width: 233px;" /> </span></div>
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<span style="mso-bidi-font-family: "Times New Roman"; mso-fareast-font-family: "Times New Roman";">The article quotes a Coca-Cola
spokesman, who says, “Freestyle’s data tracking technology gives us the
ability to gather consumption data to optimise our product offering and assess
where there are opportunities to create new retail brands. These machines also
help our trade customers to manage their beverage inventory more effectively so
they have the right brands in stock.” Not only does the Coca-Cola Freestyle
help the supply chain, it also drives sales up by hundreds of percentage points
where it is installed.<span style="mso-spacerun: yes;"> </span></span></div>
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In another article, “Driving the Top Line with Technology,”
Coca-Cola’s CIO, <span style="mso-bidi-font-family: "Times New Roman"; mso-fareast-font-family: "Times New Roman";">Ed Steinike, discussed the
consumer-packaged goods’ trend of demand driven supply chain systems, and he also
talked about the Coca-Cola Freestyle, explaining that it “is effectively a
complex and sensitive enterprise-resource-planning environment.” </span></div>
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<span style="mso-bidi-font-family: "Times New Roman"; mso-fareast-font-family: "Times New Roman";">Steinike describes the machine’s supply
chain system: <i style="mso-bidi-font-style: normal;">“The computer records all
the data involved in every single pour. Each fountain knows when it’s running
low on certain products. We are also using automated ordering in many Coca-Cola
Freestyle locations, whereby the fountain can build its own orders for supplies
and place them directly into the system. It would even optimize the order so
that you pay the lowest possible delivered cost.”</i></span></div>
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<br /></div>
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<span style="mso-bidi-font-family: "Times New Roman"; mso-fareast-font-family: "Times New Roman";">The article also conveys that while the
machines make customers happy and aid the supply chain, they also serve as an
important source of customer data for Coca-Cola.<span style="mso-spacerun: yes;"> </span>Coke is able to monitor the drink choices of
customers, which enables them to develop new products and predict their demand
in different regions.</span></div>
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<span style="mso-bidi-font-family: "Times New Roman"; mso-fareast-font-family: "Times New Roman";">Finally, “Coca-Cola Freestyle Provides
Company with Valuable Supply Chain Research” is a blog article that further
details the way that Coca-Cola Freestyle gathers continuous and instant data on
the preferences of their customers.<span style="mso-spacerun: yes;">
</span>Richard Gross, Group Director of Enterprise Business Solutions for
Coca-Cola, describes the Coca-Cola Freestyle project as allowing Coke to have a
“pure demand driven Supply Chain ecosystem.”</span></div>
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<span style="mso-bidi-font-family: "Times New Roman"; mso-fareast-font-family: "Times New Roman";">I was instantly intrigued when I first
saw the Coca-Cola Freestyle, and I thought about all the marketing innovations
it brought, but I never considered its ability to aid the supply chain.<span style="mso-spacerun: yes;"> </span>The technology’s ability to provide instant
information on supply levels and demand for products should simplify some of
Coke’s business processes and allow them to avoid stock outs.<span style="mso-spacerun: yes;"> </span>I know that the machines have been used for
several years, but I wonder what their plan is for further expansion.</span></div>
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<span style="mso-bidi-font-family: "Times New Roman"; mso-fareast-font-family: "Times New Roman";">I am also interested to see if other
industries or companies will be able to use this technology to create
additional instant customization opportunities.<span style="mso-spacerun: yes;">
</span>Maybe a popcorn manufacturer could create a machine for movie theaters
that allows customers to choose special flavors or mixes to create their own
personalized snack.<span style="mso-spacerun: yes;"> </span>Gyms could develop a
machine where customers could input preferences and goals, and the machine
would create customized, original workouts for them.<span style="mso-spacerun: yes;"> </span>This machine would be able to collect data
about gym preferences to allow the gyms to meet the needs of customers by
assuring that the right amount of the right equipment was available.<span style="mso-spacerun: yes;"> </span>These ideas may already exist or may not be
worth the investment, but it is exciting to think about what the future might
hold for customization.</span></div>
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</div>
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</div>
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</div>
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<span style="mso-bidi-font-family: "Times New Roman"; mso-fareast-font-family: "Times New Roman";"></span><b>Questions:
</b></div>
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1.<span style="mso-spacerun: yes;"> </span>Have you ever used
a <span style="mso-bidi-font-family: "Times New Roman"; mso-fareast-font-family: "Times New Roman";">Coca-Cola Freestyle?<span style="mso-spacerun: yes;">
</span>What was your experience?<span style="mso-spacerun: yes;"> </span>Was it
easy to use?<span style="mso-spacerun: yes;"> </span>Did you notice people
experimenting with flavors or sharing ideas for new beverages?<span style="mso-spacerun: yes;"> </span>Do you think Coke should expand the program
further?</span></div>
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<span style="mso-bidi-font-family: "Times New Roman"; mso-fareast-font-family: "Times New Roman";">2.<span style="mso-spacerun: yes;">
</span>Can you think of ways to apply this idea or technology to other products
or industries?</span></div>
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<b>Sources:</b></div>
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<div class="MsoNormal">
1. <a href="http://www.coca-colacompany.com/innovation/driving-the-top-line-with-technology-an-interview-with-cokes-chief-information-officer">http://www.coca-colacompany.com/innovation/driving-the-top-line-with-technology-an-interview-with-cokes-chief-information-officer</a></div>
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2. <a href="http://blog.lib.umn.edu/baker990/myblog/2012/11/coca-cola-freestyle-provides-company-with-valuable-supply-chain-research.html">http://blog.lib.umn.edu/baker990/myblog/2012/11/coca-cola-freestyle-provides-company-with-valuable-supply-chain-research.html</a></div>
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3.<span style="mso-spacerun: yes;"> </span><a href="https://supply-chain.org/f/2013-ec-culey-supply-chain-30.pdf">https://supply-chain.org/f/2013-ec-culey-supply-chain-30.pdf</a></div>
Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-3734744925955207299.post-47374373069388411592014-11-19T05:48:00.003-08:002014-11-20T19:49:35.907-08:00The Role of Supply Chain Management in My Life As a Ramp Agent<span style="font-family: Times, Times New Roman, serif;">After my high school graduation, I took some time off in order to work before I would then enter university. As I had always dreamed of becoming a pilot, I decided to at least apply to the airport next to my hometown for a temporary job in "OPS" (ground operations). It turned out that I was not eligible to work for AirPart GmbH, a subsidiary of <span style="background-color: white; color: #545454; line-height: 18.2000007629395px;">Flughafen Nürnberg </span>GmbH, directly. Instead, I was told to send my application to Faulhaber-Remke Services GmbH, a temporary employment agency. Apparently, there had been a shift from internal sourcing (AirPart GmbH) to outsourcing (Faulhaber). As a temporary worker back then, I was paid an hourly salary of 8.50 Euro, while the full-time employees (and there were only very few of them compared to number the temporary workers) received twice this amount of money. </span><br />
<span style="font-family: Times, Times New Roman, serif;"><br />
For my purposes, this was still perfectly fine. I was an unskilled worker and, first of all, had to be trained for my new job: ramp agent. </span><br />
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<span style="font-family: Times, Times New Roman, serif;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiUt2rQn3GDEahiBJuRSYWq-yW-6iaBD1RFWOJ-uu7y4tok59kTq9V5S_d1WEPk28PnBljh4BZQgatHx8CmiFbR2SLnqcVDnV53qaGO3iX9XJoDyXwN1-1ih6obshOCU7iRAjdZFcTqC-48/s1600/Zertifikat+Ramp+Agent+001+-+Copy.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiUt2rQn3GDEahiBJuRSYWq-yW-6iaBD1RFWOJ-uu7y4tok59kTq9V5S_d1WEPk28PnBljh4BZQgatHx8CmiFbR2SLnqcVDnV53qaGO3iX9XJoDyXwN1-1ih6obshOCU7iRAjdZFcTqC-48/s1600/Zertifikat+Ramp+Agent+001+-+Copy.jpg" height="320" width="232" /></a></span></div>
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<span style="font-family: Times, Times New Roman, serif;"><span style="font-size: x-small;">Ramp Agent Certificate</span></span></div>
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Interestingly - and at this point it becomes clear why the airport utilized the temporary work model -, the incoming ramp agents had been employed particularly for the "winter hub" of AirBerlin, a German airline. This hub used to start in late October and then ran until late April.</span><br />
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I still remember my shifts as if they took place yesterday:</span><br />
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgboFvNwGm9bj7AXIR4pKg-cRbUSamcSqdE6BWCiN1oaf9EbWlA0R2RjfzUsZn77gHIVvP3hiccg58LI7vy_k_LrdvWTHGn41MR0SEz0LYyDWyX-Bpwrk5cM-9HhYMIBA6l0GxqcgPAVW1j/s1600/DSC07740.JPG" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><span style="font-family: Times, Times New Roman, serif;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgboFvNwGm9bj7AXIR4pKg-cRbUSamcSqdE6BWCiN1oaf9EbWlA0R2RjfzUsZn77gHIVvP3hiccg58LI7vy_k_LrdvWTHGn41MR0SEz0LYyDWyX-Bpwrk5cM-9HhYMIBA6l0GxqcgPAVW1j/s1600/DSC07740.JPG" height="240" width="320" /></span></a><span style="font-family: Times, Times New Roman, serif;">All "rampies" gathered in the OPS building at 5.30 a.m. and were each assigned an airplane. The most important information on the respective sheet we were handed out was the departure airport of "our" flight and its next destination. On this so-called "ramp sheet", we, the ramp agents, also had to check several boxes and to fill in various cells. [A ramp agent is the liaison between ground operations and the flight crew, and manages the overall handling procedure at the airplane. One of the cells on the ramp sheet, for example, asks for the fuel request the pilots would make. This information then had to be passed on to OPS by radio.] </span><br />
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At 5.45 a.m., the first flights would arrive. The responsible ramp agent would hop on the "OPS" car driven by a key person (who would also provide each ramp agent with the necessary documents, for example the passenger list for the upcoming flight) and wait for the airplane to reach its final parking position. Usually, the last flight came in around 7 a.m. Depending on the weekday and on the passenger volume estimated by AirBerlin, up to approximately 20 airplanes arrived within this time frame. The same scenario repeated itself in the evening, beginning at around 6 p.m. and - if there were no delays - ending at 9 p.m.</span><br />
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The reader of this blog might wonder why so many planes of the same carrier gathered at such a small airport like Nuremberg. To answer this question, I would like to introduce an important supply chain management concept: the "hub-and-spoke" network. </span><br />
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Let us look at the following map that shows AirBerlin's destinations from Nuremberg in 2009:</span><br />
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<span style="font-family: Times, Times New Roman, serif;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhMBOB_c89n2_dDjFeC1de4eiJdV0fC36kQZjozvWphya7cY3HIMEtIpzJ-2hmxMVvp-l7_gglLrCXuAJDgdo2Tsr0CXTZUIXEkW65M5f46A55cVRyVLslm_WfGwkRIoLJPdiKJHJKWtfFX/s1600/AirBerlin.gif" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhMBOB_c89n2_dDjFeC1de4eiJdV0fC36kQZjozvWphya7cY3HIMEtIpzJ-2hmxMVvp-l7_gglLrCXuAJDgdo2Tsr0CXTZUIXEkW65M5f46A55cVRyVLslm_WfGwkRIoLJPdiKJHJKWtfFX/s1600/AirBerlin.gif" /></a></span></div>
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<span style="font-family: Times, Times New Roman, serif;">Some of these destinations are operated by Air Berlin, others by its "Oneworld" [= airline alliance] partners . Some of them are vacation destinations (like Palma), some are short trip destinations (like Barcelona). AirBerlin's fleet mainly consists of B737-800 for short and medium distances. This type of aircraft can transport up to 186 people at once. </span><br />
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<span style="font-family: Times, Times New Roman, serif;">An this is now the idea behind the hub-and-spoke network: especially during winter, people who live in Germany want to escape the bad weather and book a flight to a more or less popular vacation destination. The total passenger volume for these flights, however, is lower than during summertime when most of the families are on summer break - which poses a problem to an airline like AirBerlin: these flights are not fully booked and therefore cost the airline a lot of money. The capacity (= supply in this case) exceeds demand, but as the product (= a seat on a flight) cannot be easily separated from up to 185 other products of the same kind (seats available on a B737-800), the airline must weigh its competitive advantages (low cost, route network, frequency of flights) against the increasing costs due to the lack of passengers. The solution for AirBerlin was the implementation of the winter hub. </span><br />
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<span style="font-family: Times, Times New Roman, serif;">In the morning of every weekday, feeder flights would bring passengers from all over Germany with a vacation destination to Nuremberg. There, passengers exited the airplanes and went to the waiting hall of the airport. In the meantime, the incoming planes were cleaned, refueled and (un-)loaded. Then, all the passengers from all incoming flights with the same final destination boarded one of these planes with a destination of origin like, for example, Leipzig, that then flew to a vacation destination like, for example, Palma. This resulted in a higher percentage of seats sold per flight, as AirBerlin could redistribute its passengers from all over Germany instead of having to try to fill a flight only with passengers from Nuremberg. In the evening, then, the whole process was reversed.</span><br />
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<span style="font-family: Times, Times New Roman, serif;">This graphics nicely demonstrates the increased efficiency thanks to hub-and-spoke networks and alliances:</span><br />
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiDjfebk149blUbE4mc9FUbJflNSuSCGBl_DkVKjIq61gIjvyd8iwO4MauDNg8Q7Hrej7jnAIBxKqUAkmPzhuTf8GtrQPL9pHmfdTgvLelUhJ5UqG01ZXz_khdWCoLwQPWRbM58F35HVkaG/s1600/Capture.JPG" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><span style="font-family: Times, Times New Roman, serif;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiDjfebk149blUbE4mc9FUbJflNSuSCGBl_DkVKjIq61gIjvyd8iwO4MauDNg8Q7Hrej7jnAIBxKqUAkmPzhuTf8GtrQPL9pHmfdTgvLelUhJ5UqG01ZXz_khdWCoLwQPWRbM58F35HVkaG/s1600/Capture.JPG" height="261" width="320" /></span></a></div>
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<span style="font-family: Times, Times New Roman, serif; font-size: x-small;">From https://people.hofstra.edu/geotrans/eng/ch3en/conc3en/hubspokederegulation.html</span></div>
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<span style="font-family: Times, Times New Roman, serif;">To sum up, I can only say that I enjoyed my time as a ramp agent a lot. I could write a whole book about all the fantastic, weird, unique and funny stories I experienced during this time, but this goes beyond the constraints of this blog. </span></div>
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<span style="font-family: Times, Times New Roman, serif;">Unfortunately, AirBerlin has been struggling for a long time and Nuremberg became to expensive for the winter hub strategy (remember at this point that all the other ramp agents and I had already been outsourced and worked for half of the original salary). This is the reason why this blog was mainly written in past tense. It makes me feel a little nostalgic...</span></div>
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<span style="font-family: Times, Times New Roman, serif;">Last, but not least, I would like to point out that one of the most successful companies over the past decades (according to the book "Great by Choice"), Southwest Airlines, does not use the hub-and-spoke approach, but still prefers a point-to-point system. Why is that? What are the incentives for Southwest to stick to the "old" system? </span></div>
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<span style="font-family: Times, Times New Roman, serif;">Also, I am wondering how the alliance systems works in terms of revenue of each airline within the network. What happens if AirBerlin offers a flight to Pittsburgh (what it does), but the flight from New York to Pittsburgh is actually codeshared flight with American Airlines (what it is), i.e. the passenger books via AirBerlin but finds him- or herself sitting on an American Airlines airplane from New York to Pittsburgh? Will AirBerlin keep all the money that was paid by the passenger for the ticket? Will it be shared equally between AirBerlin and American? Or will the money be split relative to the distance covered per flight and airline? If so, the airline that serves as the shuttle for the longer flight might be at a disadvantage as short haul flights are relatively more expensive for an airline than long haul flights (as the most fuel efficient flight phase is when the plane has reached its cruising altitude). And - related to this point - what is the minimum amount of destinations within the shuttle range and the minimum amount of vacation destinations that must be offered such that the hub-and-spoke system becomes less expensive than the traditional point-to-point approach? In the case of AirBerlin, this minimum might not have been reached.</span></div>
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<span style="font-family: Times, Times New Roman, serif;">Sources: </span></div>
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<span style="font-family: Times, Times New Roman, serif;">About hub-and-spoke networks and Southwest Airlines:</span></div>
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<span style="font-family: Times, Times New Roman, serif;">http://science.howstuffworks.com/transport/flight/modern/airline3.htm </span></div>
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<span style="font-family: Times, Times New Roman, serif;"><br /></span></div>
<span style="font-family: Times, Times New Roman, serif;">About flight phases and efficiency:</span><br />
<span style="font-family: Times, Times New Roman, serif;">http://www.fp7-restarts.eu/index.php/home/root/state-of-the-art/objectives/2012-02-15-11-58-37/71-book-video/parti-principles-of-flight/126-4-phases-of-a-flight</span><br />
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<span style="font-family: Times, Times New Roman, serif;"><br /></span>Unknownnoreply@blogger.com1tag:blogger.com,1999:blog-3734744925955207299.post-22907379153937109312014-11-17T11:57:00.003-08:002014-11-17T12:20:53.904-08:00Pepsico - What Supply Chain Model made it grab the Supply Chain Innovation Award<div dir="ltr" style="text-align: left;" trbidi="on">
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjuSxoeJRnqnPY9x1ZXDVLfuR_-2X4J9e4Z575KkuL7alQJfW6YaUSpdWAEt-XxJadzsaE4G6MYrWk60ApfayYt84KLADobw8gtfidSE3s_1_wN9PH_lZBPOaMrJR9Hi-D6E6F32-zA3us/s1600/images.jpg" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjuSxoeJRnqnPY9x1ZXDVLfuR_-2X4J9e4Z575KkuL7alQJfW6YaUSpdWAEt-XxJadzsaE4G6MYrWk60ApfayYt84KLADobw8gtfidSE3s_1_wN9PH_lZBPOaMrJR9Hi-D6E6F32-zA3us/s1600/images.jpg" height="147" width="320" /></a>Not long ago, Pepsico won the Supply Chain Innovation award.
So what did it do differently? What was so ground breaking about the supply
chain network it established and how did it help PepsiCo realize fiscal profits
from it? Let’s take a closer look at it. <o:p></o:p></div>
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Firstly, after completion of mergers with Pepsi Bottling
Group and PepsiAmericas. PBC – Pepsico Beverages Company came into the being
and they were set to change the landscape of their supply chain network to gain
more profits and save costs related to storage and handling of the products –
bottles. <o:p></o:p></div>
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The executives came to the realization that with product
addition in the order of millions every day, the warehouse and distribution centers
were reaching their maximum capacity, the only way to turn the situation around
was to find a way to source the products out without having to store them for
an intermediary time. They decided to implement a direct to store delivery
transformation initiative. They benefits they realized from the network model are
as follows. <o:p></o:p></div>
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<!--[if !supportLists]-->1.<span style="font-size: 7pt; font-stretch: normal;">
</span><!--[endif]-->It provided more unlimited SKU growth and also
resulted in breakthrough warehouse cost savings.<o:p></o:p></div>
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEh8uUMC6geYxQyApBlPVTx6OiZmLv9dysea0wv9117mnaYSw1k3ol8U-LEwLAP4B4IyAXYJfXI-wdirFLcvgeHyqKJsHu-tHES8Dkm0gO5au5xgknaCOKUZCK4Ea-wOV2P_xHoISSHNypU/s1600/stock-photo-scm-supply-chain-management-word-cloud-94963795.jpg" imageanchor="1" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEh8uUMC6geYxQyApBlPVTx6OiZmLv9dysea0wv9117mnaYSw1k3ol8U-LEwLAP4B4IyAXYJfXI-wdirFLcvgeHyqKJsHu-tHES8Dkm0gO5au5xgknaCOKUZCK4Ea-wOV2P_xHoISSHNypU/s1600/stock-photo-scm-supply-chain-management-word-cloud-94963795.jpg" height="254" width="320" /></a></div>
2.<span style="font-size: 7pt; font-stretch: normal;">
</span>They initiated a new case picking order fulfillment
strategy that combined the utility of the existing order management tools. The
automation moved 85 % of the processing to satellite based systems .<br />
<br />
<span style="font-size: 12pt; line-height: 107%; text-indent: -0.25in;"><span style="font-size: 7pt; font-stretch: normal; line-height: normal;"> </span></span><span style="background: white; line-height: 107%; text-indent: -0.25in;">“A
typical PBC distribution zones consist of a large manufacturing plant or a distribution
warehouse that sends product to five to eight satellite warehouses facilities
within a driving distance of 165 miles. Before selecting the zone in Tampa,
Florida, PBC assessed 18 different zones to ensure the optimization.”</span><a href="file:///C:/Users/Shravan/Downloads/Om_SCM4.docx#_ftn1" name="_ftnref1" style="text-indent: -0.25in;" title=""><span class="MsoFootnoteReference"><span style="font-size: 12.0pt; line-height: 107%; mso-bidi-font-size: 11.0pt;"><span class="MsoFootnoteReference"><span style="font-family: "Calibri",sans-serif; font-size: 12.0pt; line-height: 107%; mso-ansi-language: EN-US; mso-ascii-theme-font: minor-latin; mso-bidi-font-family: "Times New Roman"; mso-bidi-font-size: 11.0pt; mso-bidi-language: AR-SA; mso-bidi-theme-font: minor-bidi; mso-fareast-font-family: Calibri; mso-fareast-language: EN-US; mso-fareast-theme-font: minor-latin; mso-hansi-theme-font: minor-latin;">[1]</span></span></span></span></a><br />
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<!--[if !supportFootnotes]-->3. The benefit also extended to the people perspective, where better inventory management translated to easier handling of the products while unloading and stocking in the store. The better designed pallets ensured the stacking in truck could be easily moved in carts and placed in stores directly. This went easier on workers backs and resulted in lesser medical compensations , which in turn reduced costs.<br />
<br />
This strategy though very simple resulted in reducing costs in the potential bleeder zones for pricing. Direct to store model resulted in success quickly became a research for most of us to investigate. But the essence here is to understand, this worked for Pepsi at the current time frame, it certainly raises questions for the future.<br />
<br />
Is this sustainable in the long run ? Will the profit margin continue being large and how soon will this innovation in supply chain need to be replaced for the sake of competitors who can ape a similar model.<br />
<br />
Keep a close eye price and brand wars of Cola and we will soon find out , whether this strategy was for the long run or like most innovations just a competitive edge for the short run.<br />
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<a href="file:///C:/Users/Shravan/Downloads/Om_SCM4.docx#_ftnref1" name="_ftn1" title=""><span class="MsoFootnoteReference"><!--[if !supportFootnotes]--><span class="MsoFootnoteReference"><span style="font-family: "Calibri",sans-serif; font-size: 10.0pt; line-height: 107%; mso-ansi-language: EN-US; mso-ascii-theme-font: minor-latin; mso-bidi-font-family: "Times New Roman"; mso-bidi-language: AR-SA; mso-bidi-theme-font: minor-bidi; mso-fareast-font-family: Calibri; mso-fareast-language: EN-US; mso-fareast-theme-font: minor-latin; mso-hansi-theme-font: minor-latin;">[1]</span></span><!--[endif]--></span></a> http://www.supplychainbrain.com/content/research-analysis/supply-chain-innovators/single-article-page/article/direct-to-store-model-delivers-top-line-benefits-to-pepsi-beverages-1/</div>
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<span style="background-color: white; font-family: Verdana, Helvetica, sans-serif; font-size: 14px; line-height: 22px;">Westfalia Technologies, </span><a href="http://www.westfaliausa.com/" style="background-color: white; color: #336699; font-family: Verdana, Helvetica, sans-serif; font-size: 14px; line-height: 22px; text-decoration: none;" target="_blank">www.westfaliausa.com</a><br />
<span style="background-color: white; font-family: Verdana, Helvetica, sans-serif; font-size: 14px; line-height: 22px;">Dematic, </span><a href="http://www.dematic.com/" style="background-color: white; color: #336699; font-family: Verdana, Helvetica, sans-serif; font-size: 14px; line-height: 22px; text-decoration: none;" target="_blank">www.dematic.com</a><br />
<span style="background-color: white; font-family: Verdana, Helvetica, sans-serif; font-size: 14px; line-height: 22px;">RedPrairie, </span><a href="http://www.redprairie.com/" style="background-color: white; color: #336699; font-family: Verdana, Helvetica, sans-serif; font-size: 14px; line-height: 22px; text-decoration: none;" target="_blank"><u>www.redprairie.com</u></a><br />
<span style="background-color: white; font-family: Verdana, Helvetica, sans-serif; font-size: 14px; line-height: 22px;">Kuka Systems, </span><a href="http://www.kuka-systems.com/" style="background-color: white; color: #336699; font-family: Verdana, Helvetica, sans-serif; font-size: 14px; line-height: 22px; text-decoration: none;" target="_blank">www.Kuka-Systems.com</a><br />
<span style="background-color: white; font-family: Verdana, Helvetica, sans-serif; font-size: 14px; line-height: 22px;">Kuka Robotics, </span><a href="http://www.kuka-robotics.com/" style="background-color: white; color: #336699; font-family: Verdana, Helvetica, sans-serif; font-size: 14px; line-height: 22px; text-decoration: none;" target="_blank">www.Kuka-Robotics.com</a><br />
<span style="background-color: white; font-family: Verdana, Helvetica, sans-serif; font-size: 14px; line-height: 22px;">Lightning Pick, </span><a href="http://www.lightningpick.com/" style="background-color: white; color: #336699; font-family: Verdana, Helvetica, sans-serif; font-size: 14px; line-height: 22px; text-decoration: none;" target="_blank">www.lightningpick.com</a></div>
</div>
Unknownnoreply@blogger.com1