Some interesting thesis topics in supply chain management for business operations are:
Becoming a better global competitor is just the icing on the cake. In order to "wring the fat out of the supply chain process," a company needs to understand that it is part of an extended enterprise.
You and your company officers need to look beyond the physical and political boundaries that are currently constraining and restraining you—whether you realize it or not—and break Thesis on green supply chain management in manufacturing company the walls separating you and the other members of your supply chain, in a rational, easily codifiable way.
The Tri-Level View is that code. In the short space we have here, let us summarize the Tri-Level View, and then turn immediately to opportunities for achieving our global objectives with the Tri-Level View. Essentially, you need to break down your supply chain into three levels or layers.
Layer one comprises your physical assets, layer two comprises processes; layer three comprises measurements. By looking at your company's supply chain from this perspective, you can go on to break down the walls that prevent you from optimizing your supply chain.
Company Assets First, let us zoom in on the top level of the Tri-Level View and look at your company's assets. Your assets are, well, your assets, the physical portion of your supply chain—that is, all the physical things that have anything to do with distribution or delivery.
That means, principally, your distribution centers and your means of transport: These are your assets. Well, maybe not dirigibles.
But you get the picture. At the same time, let us see how we can relate these assets to your global objectives. In a nutshell, what you and your logistical optimization team are aiming to do is minimize your assets, and optimize their location while maximizing the efficiency of your operations by introducing economies of scale.
Distribution Centers Now, let us go into a little more detail about those assets. Let us start with distribution centers.
How many of these should you have, and where should they be located? In answering this question you need to consider trade-offs between costs for inventory, transportation, the facility itself, handling, and potential lost sales and production time. And then there's the question of whether it is better to be closer to the final end consumer, to the sources of supply, somewhere in between, or in different locations, depending on which product line we are talking about.
Once you're comfortable that your distribution centers are in the right place, how large should each warehouse be? Develop a forecast of demand for your organization's products to help you determine how much space you need. Would a flow-through warehouse, or cross dock, help move products through the distribution center more quickly?
This is different from a warehouse, where the whole point is that goods are buffered for a period of time. Should you own all your distribution centers, or could you rent space in a warehouse owned by someone else?
Consider how stable demand is for your product, and how much control you feel you need over the facility. Also consider the financial investment you are gaining versus the flexibility you need to meet your changing needs. And remember, there is always the option to hire a third party to actually operate the distribution center that you, in fact, own.
These are some of the questions you should be asking yourself as you schematize, rationalize, and optimize your company's supply chain with the Tri-Level View.
There will be more questions, and hopefully, more clarity as your new prismatically clear view comes into focus. Are you a believer in a greater number of small distribution centers distributed across the markets you serve, or do you prefer fewer, larger, more centralized centers?
Usually only larger firms need to consider this question. Normally, the trade-offs between these two sides of the logistical equation tend to be driven by the concentration of customers in specific regions versus their equal distribution and ability to be serviced by a single, better equipped, central facility.
More questions, more clarity. How should your distribution center be laid out? Consider how much capacity you need, how many employees you need, how productive each employee can be. At the same time, you should consider the opportunities for mechanizing the distribution process, as well as ways to maintain a consistent flow of goods through the distribution center.
As they say, you can't know the answer if you don't know the question. Which items should be stocked in which distribution centers? In determining whether all locations should carry the entire product line, should your distribution center be limited to processing one particular product line?
These are some of the other questions you and your logisticians need to be asking yourselves as you measure your company's logistical I. Transportation Now let us turn to transportation More questions, more factors to be considered.The good news is that models do exist to strengthen and improve the health-care supply chain.
We believe that by learning from the experience of industries such as fast-moving consumer goods (FMCG), the health-care sector could cut production lead times and obsolescence, while manufacturers, distributors, hospitals, and pharmacies could carry significantly smaller inventories (Exhibit 1).
suppliers, and supply chain management providers. At the same time, there is a focus on security across these complex information networks, led by the need to manage. on Supply Chain Performance By Jin Sung Rha A THESIS Presented to the Faculty of Table Categories of green supply chain management from literature (Zhu and Sarkis, ) stands for the chain connecting each element of the manufacturing .
Supply Chain Management: Some Issues and Challenges - A Review Abstract India is becoming a global manufacturing hub. Increasing demand in domestic and international markets is opening a new world of opportunities for the Indian Industry.
Increasing competition, due to globalization is making inevitable for company‟s “supply chain. International Journal of Managing Value and Supply Chains (IJMVSC) Vol. 3, No.
1, March GREEN SUPPLY CHAIN MANAGEMENT: A REVIEW AND RESEARCH DIRECTION environmentally conscious manufacturing strategy, and supply chain management literature . 5. ANALYSIS OF DANFOSS DHBA SUPPLY CHAIN MANAGEMENT 53 WHY DHBA IS FOCUSING ON SUPPLY CHAIN MANAGEMENT 53 DH SUPPLY CHAIN VISION AND STRATEGIES 54 Customer Service Strategy 55 Manufacturing Strategy 57 Outsourcing Strategy 59 Purchasing Strategy 60 Infrastructure 61