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Materials management
Materials management is the branch of logistics that deals with the tangible components
of a supply chain. Specifically, this covers the acquisition of spare parts and
replacements, quality control of purchasing and ordering such parts, and the standards
involved in ordering, shipping, and warehousing the said parts.
Benefits
An effective materials management plan builds from and enhances an institutional master
plan by filling in the gaps and producing an environmentally responsible and efficient
outcome. An institutional campus, office, or housing complex can expect a myriad of
benefits from an effective materials management plan. For starters, there are long-term
cost savings, as consolidating, reconfiguring, and better managing a campus’ core
infrastructure reduces annual operating costs. An institutional campus, office, or housing
complex will also get the highest and best use out of campus real estate.
An effective materials management plan also means a more holistic approach to
managing vehicle use and emissions, solid waste, hazardous waste, recycling, and utility
services. As a result, this means a “greener,” more sustainable environment and a
manifestation of the many demands today for institutions to become more
environmentally friendly. In fact, thanks to such environmental advantages, creative
materials management plans may qualify for LEED Innovation in Design credits.
And finally, an effective materials management plan can improve aesthetics. Removing
unsafe and unsightly conditions, placing core services out of sight, and creating a more
pedestrian-friendly environment will improve the visual and physical sense of place for
those who live and work there.
Inventory Management
Inventory is a list for goods and materials, or those goods and materials themselves, held
available in stock by a business. It is also used for a list of the contents of a household
and for a list for testamentary purposes of the possessions of someone who has died. In
accounting inventory is considered an asset.
In business management, inventory consists of a list of goods and materials held available
in stock.
Inventory management is primarily about specifying the size and placement of stocked
goods. Inventory management is required at different locations within a facility or within
multiple locations of a supply network to protect the regular and planned course of
production against the random disturbance of running out of materials or goods. The
scope of inventory management also concerns the fine lines between replenishment lead
time, carrying costs of inventory, asset management, inventory forecasting, inventory
valuation, inventory visibility, future inventory price forecasting, physical inventory,
available physical space for inventory, quality management, replenishment, returns and
defective goods and demand forecasting.
Other definitions of inventory management from across the web:
Involves a retailer seeking to acquire and maintain a proper merchandise assortment
while ordering, shipping, handling, and related costs are kept in check.
Systems and processes that identify inventory requirements, set targets, provide
replenishment techniques and report actual and projected inventory status.
Handles all functions related to the tracking and management of material. This would
include the monitoring of material moved into and out of stockroom locations and the
reconciling of the inventory balances. Also may include ABC analysis, lot tracking, cycle
counting support etc.
Management of the inventories, with the primary objective of determining, controlling
stock levels within the physical distribution function to balance the need for product
availability against the need for minimizing stock holding and handling costs.
Purpose
Inventory proportionality is the goal of demand driven inventory management. The
primary optimal outcome is to have the same number of days (or hours, etc.) worth of
inventory on hand across all products so that the time of run out of all products would be
simultaneous. In such a case, there is no "excess inventory", that is, inventory that would
be left over of another product when the first product runs out. Excess inventory is suboptimal because the money spent to obtain it could have been deployed better elsewhere,
i.e. to the product that just ran out.
The secondary goal of inventory proportionality is inventory minimization. By
integrating accurate demand forecasting with inventory management, replenishment
inventories can be scheduled to arrive just in time to replenish the product destined to run
out first, while at the same time balancing out the inventory supply of all products to
make their inventories more proportional, and thereby closer to achieving the primary
goal. Accurate demand forecasting also allows the desired inventory proportions to be
dynamic by determining expected sales out into the future; this allows for inventory to be
in proportion to expected short term sales or consumption rather than to past averages, a
much more accurate and optimal outcome.
Integrating demand forecasting with inventory management in this way also allows for
the prediction of the "can fit" point when inventory storage is limited on a per product ba
Applications
The technique of inventory proportionality is most appropriate for inventories that remain
unseen by the consumer. As opposed to "keep full" systems where a retail consumer
would like to see full shelves of the product they are buying so as not to think they are
buying something old, unwanted, or stale; and differentiated from the "trigger point"
systems where product is reordered when it hits a certain level; inventory proportionality
is used effectively by just-in-time manufacturing processes and retail applications where
the product is hidden from view.
One early example of inventory proportionality used in a retail application in the United
States is for motor fuel. Motor fuel (e.g. gasoline) is generally stored in underground
storage tanks. The motorists do not know whether they are buying gasoline off the top or
bottom of the tank, nor need they care. Additionally, these storage tanks have a maximum
capacity and cannot be overfilled. Finally, the product is expensive. Inventory
proportionality is used to balance the inventories of the different grades of motor fuel,
each stored in dedicated tanks, in proportion to the sales of each grade. Excess inventory
is not seen or valued by the consumer, so it is simply cash sunk (literally) into the ground.
Inventory proportionality minimizes the amount of excess inventory carried in
underground storage tanks. This application for motor fuel was first developed and
implemented by Petrolsoft Corporation in 1990 for Chevron Products Company. Most
major oil companies use such systems today.[2]
Supply chain management (SCM) is the management of a network of interconnected
businesses involved in the ultimate provision of product and service packages required by
end customers (Harland, 1996).[1] Supply Chain Management spans all movement and
storage of raw materials, work-in-process inventory, and finished goods from point of
origin to point of consumption (supply chain).
Another definition is provided by the APICS Dictionary when it defines SCM as the
"design, planning, execution, control, and monitoring of supply chain activities with the
objective of creating net value, building a competitive infrastructure, leveraging
worldwide logistics, synchronizing supply with demand, and measuring performance
globally."
Supply chain management
Organizations increasingly find that they must rely on effective supply chains, or
networks, to compete in the global market and networked economy. In Peter Drucker's
(1998) new management paradigms, this concept of business relationships extends
beyond traditional enterprise boundaries and seeks to organize entire business processes
throughout a value chain of multiple companies.
During the past decades, globalization, outsourcing and information technology have
enabled many organizations, such as Dell and Hewlett Packard, to successfully operate
solid collaborative supply networks in which each specialized business partner focuses on
only a few key strategic activities (Scott, 1993). This inter-organizational supply network
can be acknowledged as a new form of organization. However, with the complicated
interactions among the players, the network structure fits neither "market" nor
"hierarchy" categories (Powell, 1990). It is not clear what kind of performance impacts
different supply network structures could have on firms, and little is known about the
coordination conditions and trade-offs that may exist among the players. From a systems
perspective, a complex network structure can be decomposed into individual component
firms (Zhang and Dilts, 2004). Traditionally, companies in a supply network concentrate
on the inputs and outputs of the processes, with little concern for the internal
management working of other individual players. Therefore, the choice of an internal
management control structure is known to impact local firm performance (Mintzberg,
1979).
In the 21st century, changes in the business environment have contributed to the
development of supply chain networks. First, as an outcome of globalization and the
proliferation of multinational companies, joint ventures, strategic alliances and business
partnerships, significant success factors were identified, complementing the earlier "JustIn-Time", "Lean Manufacturing" and "Agile Manufacturing" practices.[7] Second,
technological changes, particularly the dramatic fall in information communication costs,
which are a significant component of transaction costs, have led to changes in
coordination among the members of the supply chain network (Coase, 1998).
Many researchers have recognized these kinds of supply network structures as a new
organization form, using terms such as "Keiretsu", "Extended Enterprise", "Virtual
Corporation", "Global Production Network", and "Next Generation Manufacturing
System".[8] In general, such a structure can be defined as "a group of semi-independent
organizations, each with their capabilities, which collaborate in ever-changing
constellations to serve one or more markets in order to achieve some business goal
specific to that collaboration" (Akkermans, 2001).
The security management system for supply chains is described in ISO/IEC 28000 and
ISO/IEC 28001 and related standards published jointly by ISO and IEC.
Supply chain management problems
Supply chain management must address the following problems:
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Distribution Network Configuration: number, location and network missions of
suppliers, production facilities, distribution centers, warehouses, cross-docks and
customers.
Distribution Strategy: questions of operating control (centralized, decentralized or
shared); delivery scheme, e.g., direct shipment, pool point shipping, cross
docking, DSD (direct store delivery), closed loop shipping; mode of
transportation, e.g., motor carrier, including truckload, LTL, parcel; railroad;
intermodal transport, including TOFC (trailer on flatcar) and COFC (container on
flatcar); ocean freight; airfreight; replenishment strategy (e.g., pull, push or
hybrid); and transportation control (e.g., owner-operated, private carrier, common
carrier, contract carrier, or 3PL).
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Trade-Offs in Logistical Activities: The above activities must be well coordinated
in order to achieve the lowest total logistics cost. Trade-offs may increase the total
cost if only one of the activities is optimized. For example, full truckload (FTL)
rates are more economical on a cost per pallet basis than less than truckload
(LTL) shipments. If, however, a full truckload of a product is ordered to reduce
transportation costs, there will be an increase in inventory holding costs which
may increase total logistics costs. It is therefore imperative to take a systems
approach when planning logistical activities. These trade-offs are key to
developing the most efficient and effective Logistics and SCM strategy.
Information: Integration of processes through the supply chain to share valuable
information, including demand signals, forecasts, inventory, transportation,
potential collaboration, etc.
Inventory Management: Quantity and location of inventory, including raw
materials, work-in-progress (WIP) and finished goods.
Cash-Flow: Arranging the payment terms and methodologies for exchanging
funds across entities within the supply chain.
Supply chain execution means managing and coordinating the movement of materials,
information and funds across the supply chain. The flow is bi-directional.
Activities/functions
Supply chain management is a cross-function approach including managing the
movement of raw materials into an organization, certain aspects of the internal processing
of materials into finished goods, and the movement of finished goods out of the
organization and toward the end-consumer. As organizations strive to focus on core
competencies and becoming more flexible, they reduce their ownership of raw materials
sources and distribution channels. These functions are increasingly being outsourced to
other entities that can perform the activities better or more cost effectively. The effect is
to increase the number of organizations involved in satisfying customer demand, while
reducing management control of daily logistics operations. Less control and more supply
chain partners led to the creation of supply chain management concepts. The purpose of
supply chain management is to improve trust and collaboration among supply chain
partners, thus improving inventory visibility and the velocity of inventory movement.
Several models have been proposed for understanding the activities required to manage
material movements across organizational and functional boundaries. SCOR is a supply
chain management model promoted by the Supply Chain Council. Another model is the
SCM Model proposed by the Global Supply Chain Forum (GSCF). Supply chain
activities can be grouped into strategic, tactical, and operational levels. The CSCMP has
adopted The American Productivity & Quality Center (APQC) Process Classification
Framework a high-level, industry-neutral enterprise process model that allows
organizations to see their business processes from a cross-industry viewpoint.
Strategic
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Strategic network optimization, including the number, location, and size of
warehousing, distribution centers, and facilities.
Strategic partnerships with suppliers, distributors, and customers, creating
communication channels for critical information and operational improvements
such as cross docking, direct shipping, and third-party logistics.
Product life cycle management, so that new and existing products can be
optimally integrated into the supply chain and capacity management activities.
Information technology chain operations.
Where-to-make and what-to-make-or-buy decisions.
Aligning overall organizational strategy with supply strategy.
It is for long term and needs resource comittement.
Tactical
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Sourcing contracts and other purchasing decisions.
Production decisions, including contracting, scheduling, and planning process
definition.
Inventory decisions, including quantity, location, and quality of inventory.
Transportation strategy, including frequency, routes, and contracting.
Benchmarking of all operations against competitors and implementation of best
practices throughout the enterprise.
Milestone payments.
Focus on customer demand.
Operational
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Daily production and distribution planning, including all nodes in the supply
chain.
Production scheduling for each manufacturing facility in the supply chain (minute
by minute).
Demand planning and forecasting, coordinating the demand forecast of all
customers and sharing the forecast with all suppliers.
Sourcing planning, including current inventory and forecast demand, in
collaboration with all suppliers.
Inbound operations, including transportation from suppliers and receiving
inventory.
Production operations, including the consumption of materials and flow of
finished goods.
Outbound operations, including all fulfillment activities, warehousing and
transportation to customers.
Order promising, accounting for all constraints in the supply chain, including all
suppliers, manufacturing facilities, distribution centers, and other customers.
Logistics.
Logistics is the management of the flow of goods, information and other resources,
including energy and people, between the point of origin and the point of consumption in
order to meet the requirements of consumers (frequently, and originally, military
organizations). Logistics involves the integration of information, transportation,
inventory, warehousing, material-handling, and packaging, and occasionally security.
Logistics is a channel of the supply chain which adds the value of time and place utility.
Today the complexity of production logistics can be modeled, analyzed, visualized and
optimized by plant simulation software
Origins and definition
The term "logistics" originates from the ancient Greek "λόγος" ("logos"—"ratio, word,
calculation, reason, speech, oration").
Logistics is considered to have originated in the military's need to supply themselves with
arms, ammunition and rations as they moved from their base to a forward position. In
ancient Greek, Roman and Byzantine empires, there were military officers with the title
‘Logistikas’ who were responsible for financial and supply distribution matters.
The Oxford English dictionary defines logistics as: “The branch of military science
having to do with procuring, maintaining and transporting material, personnel and
facilities.” Another dictionary definition is: "The time-related positioning of resources."
As such, logistics is commonly seen as a branch of engineering which creates "people
systems" rather than “machine systems."
Logistics management
Logistics management is that part of the supply chain which plans, implements and
controls the efficient, effective forward and reverse flow and storage of goods, services
and related information between the point of origin and the point of consumption in order
to meet customer & legal requirements. A professional working in the field of logistics
management is called a logistician.
The Chartered Institute of Logistics & Transport (CILT) was established in the United
Kingdom in 1919 and was granted the Royal Charter in 1926. The Chartered Institute is
one of professional bodies or institutions for the logistics & transport sectors that offers
such professional qualification or degree in logistics management.