slide1 n.
Download
Skip this Video
Download Presentation
Practical Supply Chain Management.

Loading in 2 Seconds...

play fullscreen
1 / 16

Practical Supply Chain Management. - PowerPoint PPT Presentation


  • 83 Views
  • Uploaded on

Practical Supply Chain Management. An Operational Approach. Kevin M. Moriarty Melville NY Sept 9 th , 2014. A GENDA. Mature systems Managing the change Supply Chain Networks Process improvement programs Efficient & Effective methods Vertical & Horizontal Integration.

loader
I am the owner, or an agent authorized to act on behalf of the owner, of the copyrighted work described.
capcha
Download Presentation

PowerPoint Slideshow about 'Practical Supply Chain Management.' - basia-santiago


Download Now An Image/Link below is provided (as is) to download presentation

Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author.While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server.


- - - - - - - - - - - - - - - - - - - - - - - - - - E N D - - - - - - - - - - - - - - - - - - - - - - - - - -
Presentation Transcript
slide1

Practical Supply Chain Management.

An Operational Approach

Kevin M. Moriarty

Melville NY

Sept 9th, 2014

a genda
AGENDA
  • Mature systems
  • Managing the change
  • Supply Chain Networks
  • Process improvement programs
  • Efficient & Effective methods
  • Vertical & Horizontal Integration.
  • Building a Slender Enterprise (not just Lean Manufacturing)
  • Getting the most “Value” out of your Supply Chain
  • Exploiting partnership & long term

relationship value.

  • Future technologies

2

personal bio
Personal - Bio
  • Held senior management positions with a number of New York Corporations and has served as a senior executive, Vice President and General Manager for several Long Island high tech manufacturing companies throughout his career.
  • A full time faculty member at Stony Brook University’s College of Engineering and Applied Sciences. In the Department of Technology and Society. Teaching graduate and undergraduate courses in the Technological Systems Management and Global Operations Management programs since 1997.
  • Also an active member of the teaching staff of Dowling College’s, School of Business teaching graduate MBA and undergraduate business courses.
  • Recently (2014) joined the Board of Directors of APICS NYC-LI chapter as the VP of Marketing.
  • Managed company operations with over $150 million in annual sales and over 300 employees. Executive management positions with companies which are considered leaders in the industrial automation, controls and instrumentation industries, such as
    • AFC Industries, General Manager.
    • Thermo Fisher, Vice President of Operation.
    • Festo Corp, Vice President of North American Operations.
    • Siemens Communication Corporation Plant Manager.
    • Dayton T. Brown Inc., Plant Manager & Business Unit Manager
    • B.S.in Engineering from New York Institute of Technology
    • M.B.A. from Dowling College.

3

mature supply chain systems
Mature Supply Chain Systems
  • The MATURE SCM SYSTEM
    • Years or even decades of evolution
      • Bin Cards, re-order cards, bin/box systems, min/max, etc.
  • Purchasing, Inventory Control, Material Control separate departments.
  • Introduction of Computer Systems
    • MRP, MRPII, DRP, CRM & ERP
      • JD Edwards, SAP, Oracle, MAPICS, DataWorks, etc.

4

slide5

MANAGING CHANGE

Manual to computerized systems

  • A deficient base creates a defective system.
    • Don’t start with a poor foundation.

Re-order Point to KANBAN Systems

  • Pull vs Push process (TRY TO PUSH A ROPE)

Make to Order vs Process Production

The introduction of automation

  • Bar Codes, RFID, WIFI, Web based systems.

Buyers & Planners vs Buyer/Planners

5

m anaging c hange continued
MANAGING CHANGEcontinued
    • COMPUTER TECHNOLOGIES
  • Conversions;
    • - Garbage in garbage out.
    • - BOM’s are critical. SAP, JD Edwards, Oracle, & DataWorks.
    • - Routings and structures.
    • - Lean concepts; eliminate waste & create value!

6

slide7

MANAGING CHANGEcontinued

  • Embrace Change,
    • COMPUTER TECHNOLOGIES are not the only solutions??
  • Innovation;
    • - Open channels of communication.
    • - Empowerment.
    • - Brainstorming.
    • - Reward new ideas.
    • - Lean concepts; eliminate waste & create value!

7

s upply c hain n etworks
SUPPLY CHAIN NETWORKS
  • Supply Chain Networks
      • Consortiums
      • Buy clubs
      • Wholesalers, Distributers, Manufactures, etc.
    • Logistics & Transportation
    • Negotiations – who does it now?
    • Matrix organizations – centralized SCM

8

slide9

PROCESS IMPROVEMENTS

  • Performance measures, metrics
  • Inventory turns. Why is this important???
  • Terms & Conditions, (ThermoFisher, discounts, but verify)
    • FOB who owns the product when (damage & ins.)
    • 10/2/net30, etc.. (10DAYS, 2%, otherwise 30days)
    • Product cycle times and net 60???
  • What is productivity?
    • Dollars, hours, value.

9

effective efficient
Effective & Efficient
  • Effective – doing the “Right Things”
  • Efficient – doing them “Right”

10

slide11

INTEGRATIONS; Vertical & Horizontal

Vertical; suppliers and customers.

Horizontal; competition, & parallel markets.

Always perform due diligence on make or buy decision.

  • Cost vs Savings $$$
  • Value; lead times, customer service levels, & quality.
  • Profitability volume index, “covering overhead”.

11

slide12

THE SLENDER ORGANIZATION

Not just Lean - The Lean Enterprise.

More than direct labor, Lean Manufacturing.

Support functions,

  • Accounting, Sales, Customer Service, Planning, etc.

12

slide13

Maximizing SCM

Getting the most value from;

  • Suppliers
  • Vendors
  • Agents
  • Consultants
  • CUSTOMERS

Clear; scope, direction, objectives and communications

13

slide14

PARTNERSHIPS & LONG TERM RELATIONSHIPS

Exploit (Capitalize) on value creation relationships!

It’s not always just - $ MONEY $

14

slide15

FUTURE TECHNOLOGIES

Virtual inventories ???

Amazon; drown deliveries???

Others???

15