UH SCM 3301 - Final Exam Study Guide (8 pages)

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Final Exam Study Guide



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Final Exam Study Guide

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The study guide highlights information needed for exam 3. If studied well, you should expect an A.


Pages:
8
Type:
Study Guide
School:
University of Houston
Course:
Scm 3301 - Service and Manufacturing Operations
Edition:
1
Unformatted text preview:

SCM 3301 1st Edition Final Exam Study Guide Lectures 19 25 1 Definition of Logistics Planning Implementing Controlling o Movement from suppliers to customers o Movement from customers to suppliers o Storage of goods in the Supply Chain 2 Difference between time and place utility o Time utility products delivered at the right time o Place utility products delivered to right place 3 Various types of carriers Common Carriers o Offer transportation services to all shippers at published rates between designated locations Contract Carriers o Serve specific customers under contractural agreements Exempt Carriers o Carriers that are exempt from regulation if they transport certain products Private Carriers o Carriers who transport goods from the company owning the carrier 4 TWO QUESTIONS Acronyms LTL TL 3PL LTL Less than truckload TL Truckload 3PL Third party logistics 5 TWO QUESTIONS Modes of Transportation Motor Carriers o LTL vs TL vs CL o General Freight vs Specialized LNG Chemicals etc Rail Carriers o Trailer on Flatcar Container Moved by Rail o RTLS Real time Location System RFID Air Carriers Speed vs Cost Water Carriers Deep sea Container Ships Pipeline Carriers Move petrochemicals Intermodal Truck Ship Rail 6 Intermodal Transportation Intermodal Truck Ship Rail 7 Crossdocking Break bulk repackage Distribution Centers DCs 8 Types of Warehouses Consolidation Warehouses LTL to TL Private Warehouses Wal Mart DCs Public Warehouses 9 Differences between decentralized centralized warehouses Increasing the number of warehouses Known as Decentralized Warehousing vs Centralized Advantages o Increased responsiveness o Increased service levels o Outbound transportation costs decrease Disadvantages o Increased inventory costs o Increased operating and management o Risk of warehouse supplier service distributions 10 Risk Pooling Risk Pooling Centralized Relationship between warehouses inventories and customer service 11 Reverse Logistics Reverse Logistics Returns Management 12 CRM Customer Relationship Management What is Customer Relationship Management o Building and maintaining profitable long term customer relationships Importance of CRM o Organizational Longevity Cost of New vs Existing Customers o Information Flow Across the Supply Chain The Entire Supply Chain Must Meet End Customer Expectations o Improve Capability to Meet Customer Expectations Needs Successful CRM 50 People 30 Process 20 Technology Challenges of CRM as Customer Base Increases o Customer based gets more diverse so their needs get more diverse o Our supply chain must get more responsive to this diversity 13 TWO QUESTIONS Types of factories 6 types Offshore Factory o Manufactures products at low cost with minimal technical and managerial resources Source Factory o Manufactures products at low cost but with skilled workers and significant managerial resources Server Factory o Factory set up to take advantage of government incentives reduce taxes tariff barriers to meet regional needs Contributor Factory o Focused on product development and engineering for products that they manufacturer Outpost Factory o Factory set up in an area with an abundance of advance suppliers competitors research facilities etc Lead Factory o Source of product and process innovation and competitive advantage across the entire organization World Class Notes Factories can evolve several of these categories over the decades 14 Review facility location techniques Weighted Factor Rating Model o Access to markets labor issues access to suppliers utility availability costs QOL right to work land etc o Criteria are weighted o Criteria are measured o Multiply the measures by the weights Break Even Model o When fixed and variable costs can be determined Both Qualitative and Quantitative measures should be considered 15 Business Cluster Research parks and special economic industrial zones Interconnected companies in a particular field co location Variant of JIT Supplier CoLocation 16 Supply Chain Integration Model 1 Identify Critical Supply Chain Trading Partners a These are key partners who will eventually enable the successful sale and delivery of end products to end customers Supplier Evaluation and Development 2 Review and Establish Supply Chain Strategies a Porter s Generic Strategies Cost or Differentiation 3 Align Supply Chain Strategies with Key Supply Chain Process Objectives a If a firm differentiates itself based on quality then the key supply chain process objectives must align with the strategic objective 4 Develop Internal Performance Measures for Key Process Effectiveness a Procedures and metrics must be in place to measure performance 5 Assess and Improve Internal Integration of Key Supply Chain Processes a Measure and improve the key processes 6 Develop Supply Chain Performance Measures for the Key Processes a Develop external performance measures to monitor links with key trading partners 7 Assess and Improve External Process Integration and Supply Chain Performance a Rationalize poor performing suppliers help improve better suppliers 8 Extend Process Integration to Second Tier Supply Chain Partners 9 Re evaluate the Integration Model Annually 17 8 Key Supply Chain Processes Customer Relationship Management Customer Service Management Demand Management Order Fulfillment Manufacturing Flow Management Supplier Relationship Management Product Development and Commercialization Returns Management 18 The Silo Mentality Acting only in regard to a single department within the firm or a single firm with the supply chain local optimization 19 The Bullwhip Effect Indication Symptoms o Poor Capacity Planning Supply Demand Integration Balance o Excess Inventory High inventory Carry Costs Low Turnover o Stock outs Low Customer Service Levels o Excess Supply Chain Costs Demand Forecast Updating o Order variability creates variability in forecasts o Solutions CPFR Vendor Managed Inventory VMI Order Batching o Artificial batching of orders creates additional variation end ofquarter Price Fluctuations o Sales create artificial demand variability Rationing and Shortage Gaming o Rationing of product inflates subsequent orders 20 Shortage Gaming Rationing and Shortage Gaming o Rationing of product inflates subsequent orders 21 Stockpiling Managing Supply Chain Risk o Increase safety stocks and forward buying stockpiling 22 TWO QUESTIONS Business Performance Measures Organizational cost revenue profit o Annual reports balance sheets income statements


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