By Robert A. Davis
Use call for pushed optimized stock and replenishment to beat your offer chain weaknesses, and convey business-maximizing results
Reviewing the basics of stock optimization for you to reach a demand-driven offer, Demand-Driven stock Optimization and Replenishment offers a company examine why current stock structures sub-optimize the availability chain and defective replenishment approaches result in wasted effort and time. straight forward and obviously written, this e-book permits readers to come back away with an outstanding realizing of why optimized stock and replenishment is helping triumph over in-system weaknesses and carry effects.
- Discusses how multi-echelon stock optimization and replenishment permits put in platforms to move from a sequential, "islands of potency" method of a scientific distribution approach operating as a whole network
- Provides case stories throughout
- Reveals how optimized stock and replenishment promises effects throughout verticals
With a old view of the 3 significant offer chain efforts of the final thirty years, this e-book discusses mathematical shortcuts organize within the transitional and provide chain administration platforms that make it very tricky for firms to achieve offer chain excellence.Content:
Chapter 1 developing Demand‐Driven offer (pages 1–16):
Chapter 2 attaining well timed and exact Responses to shopper call for (pages 17–38):
Chapter three Just‐in‐Time and firm source making plans upward push jointly (pages 39–61):
Chapter four How Does Days of offer Wreak Havoc at the offer Chain? (pages 63–82):
Chapter five what's going to You Accomplish with stock Optimization? (pages 83–103):
Chapter 6 becoming limitless Optimization right into a Constraining international (pages 105–123):
Chapter 7 Reviewing the 3 evidence of worth Engagements (pages 125–156):
Chapter eight stock Optimization within the actual global: Matas A/S (pages 157–180):
Chapter nine A Consultant's View of stock Optimization (pages 181–200):
Chapter 10 Pulling all of it jointly (pages 201–214):
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Additional resources for Demand-Driven Inventory Optimization and Replenishment: Creating a More Efficient Supply Chain
2). Kanban is not an inventory control system. It is a scheduling system that enables users to determine what to produce, how to produce it, and how much to produce. However, the technique helps drive the inventory into position where it is delivered just in time for it to be used. In Kanban, inventory is evil. Therefore, the less you hold, the better. The key to Kanban that Toyota quickly learned is the ability to communicate outside of the island. If you didn’t communicate, the lean inventories could be quickly eaten up by unforeseen activities.
Dell works on a JIT-pull supply chain methodology where a customer can order a computer with various options and Dell will build it to specifications. In order for this JIT system to work, Dell cannot keep large amounts of computer part inventories on site so it relies on a supplier network to react to parts consumption just like that of Toyota. Dell expects the supplier to provide a high service level and speed of replenishment in order to be considered part of the Dell supplier system. So what did the Dell suppliers do to accommodate the Dell requirements?
Very few modern supply chains are built to sustain that kind of production schedule. Once we have production schedules and cost of change to production increases, there needs to be some kind of predictability to the demand stream. This allows for anticipation. The tipping points between a full-blown built-to-order supply chain and a build-to-inventory supply chain fall into four categories. Let’s take a look at Mary’s situation. 1. How much customization is required? In the make-to-order/pull situation, there can be as much customization as required because each unit of production is based on a known order.
Demand-Driven Inventory Optimization and Replenishment: Creating a More Efficient Supply Chain by Robert A. Davis