I. Introduction The SCM Globe system is a learning tool whose purpose is to provide hands on education in the basic dynamics of supply chain management. During the course of the semester, while using the SCM Globe simulation and performing the activities related to the case study presented, students were afforded the opportunity to manage and operate different supply chains. Students got a firsthand feel of how supply chains operate. A. Overview of Cincinnati Seasonings Supply Chain The Cincinnati Seasonings Supply Chain case study is a basic simulation of a simple supply chain to support a company that designs and markets food seasonings and sells its products in stores throughout the Midwestern United States. The purpose of …show more content…
By modifying the transportation route, the trucks were able to get the product inventory to intended destinations somewhat faster which was another factor in the stores stabilizing product inventory on location. Because the product was leaving the warehouse and getting to stores quicker, I was able to reduce the storage space which was an initial problem so the increase of costs because of it decreased. The stores showed a moderate increase in profit. The actions I took in attempts to reduce or better yet, eliminate the issue of overabundant product inventory, included making my shipments larger so that stores where there was low inventory product could retain a normal or slightly more of the product to reduce risk of shortage. Due to making my shipments larger I added an additional truck to assist in getting the product inventory from the warehouse to the stores. B. How could you have improved Movement along the route was one of the many ways in which I could have improved in using the simulation. I feel that if I could have transported more product inventory along the route and between the warehouses and stores, I could have created a way to lower fuel cost more without increasing storage costs. Finding ways to shorten routes and delivery times between stores would also been a benefit for the company. When I would attempt to fix
A reduction in shelf space and warehouse space could reduce TCC’s revenue and increase transportation and storage expense due to the amplified turnaround time on processing orders.
The company needs to distribute stock from the warehouse to the stores every week, and costs will be incurred in doing so. Since NEXT has decreased in non-current assets; in particular Property, Plant and equipment, they would need to increase the productivity and space in order to operate in warehouses and distribute stock out to additional stores nationwide. Therefore, costs will be incurred when training the work force, and in order to meet the demands of consumers, wages and salaries will increase in time.
The timing of capacity changes also needs to be taken into consideration to achieve maximum efficenty given that demands of their products varies with seasonal changes. The ability to react to market demand changes quickly will determine manufacturers flexibility in keeping up with these demands. Manufacturers needs facilities to produce, whether warehouses to store its raw materials or finished goods, or manufacturing plants to produce their products. Services facilities are needed by certain manufacturing industries such as consumer electronics to cater for returns. Distribution centres also determine the efficenty of production distribution and un-nesessary inventory holding will result in higher holding cost. Such facilities require large investments and are integral of the manufacturer’s supply chain strategy and thus proper planning is needed when making these decisions regardong the size, location which affect the overall operations. How manufacturers run their productions also determine how successful will they be in terms of productivity and quality levels. Different types of equipment and processes also affect the cost and output of the manufacturing plant. Information systems that flow both upstream and downstream affects the forecasting, planning, inventory and production levels, they must be robust to ensure the manufacturing firm is able to react accordingly to changing demands and variations. In addition to their internal environment,
I enjoyed the Global Supply Chain Management Simulation (GSCM). It was exciting to be a Manager of the supply chain of a mobile phone manufacturer. I learned very quickly the pressures of running such a large operation. In this review, I will discuss lessons learned regarding conceptions shown in the simulation. I will explain how if completing the simulation again, what I would complete differently. In conclusion, I will talk about my key overall takeaways from this exercise.
The supply chain management its based on components that enable the process in order to be successful. And the SCM globe simulator give us the a perfect association of a real life process, since these following components, products, facilities, vehicles and routes, are key in order to succeed at the Cincinnati seasoning project.
The facilities need to be made larger. The area that holds the raw materials should be expanded and should be close to the receiving area. Finished products should be close to the shipping area. This would cut down on time by not having to move product from such a long distance. The receiving and shipping should be together on the side where imports and exports are done.
This submission analyzes the results of the supply-chain simulation completed. This analysis will comprise several noted points encountered in the simulation. Each discussion point will include a discussion of the correlation of the author’s actions with the simulation results, comparative success results, and alternate actions to produce better results. Further analysis will be applied to the author’s actions with relation to just-in-time
1. Performance. The driving constraint on this project is the performance. The most important aspect of this project is that the warehouse is able to quickly find needed products. Time wasted in searching for products delays our delivery trucks leaving in a timely manner and also means that walk in customers have to wait for an excessive amount of time
1. Faster delivery times due to decrease in lead time causing an increase in reliability
If company failed to offer the merchandise and services to the customers, which they want, then the sales will be limited and which will cut down their revenues and profits.
In addition, I would design a strategic transportation plan that coordinates inbound and outbound shipments to reduce transportation costs and improve service levels. The warehouse will be designed
The customer could possibly experience longer wait times to receive their products. If this is the strategy assumed by the company, they must be able to handle larger quantities of products to fulfill the same amount of requirements abled to handle prior to the consolidation of warehouses. The personnel on the facilities that remain open must have the adequate training to support larger orders as well. The order fill rate will have a positive impact because since products will be ordered more frequently the warehouses will maintain those products readily available based on POS and customer consumption.
The organization in this study, a multi-billion dollar warehousing and distribution company, has been housed in an old building and will be moved to a new state-of-the-art facility. This move involves the planning, organizing, staging and moving of products from one location to the other. Included in planning needs are signage, warehouse racking placement, warehouseman selector choosing routes, freezer, cooler and dry product placement. Incorporated into this move will be the necessity to deal with contractors who are completing the building as well as contacting all vendors and suppliers to inform them of the change of location and service changes during the two-day transition period. The actual moving of all products will require 16 hours, 30 employees on two shifts at two different locations.
Define the effect of transportation on the situation Greater prospects are available for truckload shipping volumes with consolidated distribution centers and assorted product shipments. This would necessitate fewer outbound shipments, with each in larger quantities for better transportation savings. The possible longer distances from distribution centers to customer locations might be the only disadvantage to transportation cost.
Axsäter, 2006). In this area only large scale multi-national companies have set a number of