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MANAGING SUPPLY CHAINS IN THE KITCHEN APPLIANCES & UTENSILS
INDUSTRY IN VIETNAM
PANASONIC Practical Team Report
Lecturer: Axel Marrocco
Team: Pipe Apple_Group 1
Nguyen Thanh Lan S3343934
Doan Van Ben - -S3310034
Tran Trong Nha - S3344172
Truong Minh Xuan Thao - S3324484
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RMIT International University VietnamBachelor of Commerce Program
Assignment Cover Page
Subject Code: OMGT2085
Subject Name: Introduction to Logistics and Supply Chain
Management
Location & Campus (SGS or HN) where
you study:
RMIT Vietnam SGS
Student name: Nguyen Thanh Lan
Doan Van Ben
Tran Trong NhanTruong Minh Xuan Thao
Student Number: S3343934
S3310034
S3344172
S3324484
Teachers Name: Axel Marrocco
Group Number: Group 1
Assignment due date: 29 April 2013
Date of Submission: 28 April 2013
Number of pages including this one: 24
Word Count: 3.395
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Table of Contents
Supply Chain Overview: .................................................................................................................. 4
1. Customer Service Value:....................................................................................................... 4
2. Key Players ........................................................................................................................... 4
3. Channel Map: ....................................................................................................................... 6
Impacting Logistics Activities .......................................................................................................... 7
1. Warehouse Management: ................................................................................................... 7
2. Transportation Management: ............................................................................................. 9
3. Demand Forecasting: ......................................................................................................... 12
Recommendation:......................................................................................................................... 14
Reference: ..................................................................................................................................... 16
Appendix: ...................................................................................................................................... 19
Appendix 1: illustration of the channel map ............................................................................. 19
Appendix 2: Value chain analysis 1 (Warehouse Management) ............................................. 20
Appendix 3: Value chain analysis 2 (Transportation Management) ........................................ 21
Appendix 4: Value chain analysis 3 (Demand Forecasting)...................................................... 21
Appendix 5: MCDM Analysis: .................................................................................................... 22
Appendix 6: Argument Map: ..................................................................................................... 25
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Supply Chain Overview:
Reliability:
Accentures Global Consumer Research 2011states that only 20% of consumers say theyfeel loyal to their current electronics company and 66% of consumers have switched electronic
providers due largely to what they observe as poor customer service. Moreover, According to
Gunawardane (2004), in term of competitive environment, Reliability is a very important
customer service value for every single company in order to keep current customers, expand the
market as it is to attract new customers and also help to achieve higher level of customers
satisfaction and loyalty as well as building the long term relationship.
Therefore, in order to gain competitive advantage, Panasonic decided to create and deliver thereliability value to their customers through supply chain players. "Reliability" value refers to
the delivery of right product in the right condition, right quantity, at the right cost, right place
and right time to the final customers (Chain Store Age, 2004).
All of Panasonic players in supply chain closely collaborate together and contribute to the value
creation of Reliability
Here, our group will mention about 3 key players in the Supply Chain that appreciably helpPanasonic to offer "Reliability" value to the final customers:
a. Manufacturer:
According to Hollaender, (1999), manufacturer take an important role in a whole supply
chain, it helps the company to offer products that are tailored to customer needs with the best
quality.
Right quality:
Overall, almost the manufacturers have to outsource a number of inputs including labor,
raw material and components to produce the finished. Thus, manufacturer can help
Panasonic to offer the reliability value to final customer by selecting the good and
reliable raw material suppliers over the world in order to product the qualitative products.
1.Customer Service Value:
2.Key Players
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Time Utility:
With the accurate demand forecasting, the manufacturer can produce right amount of
product (not too much or too less), so it can help Panasonic to offer the reliability value
by ensuring product always enough and available for customers.b. Warehouse:
Warehouse is a place that the company can potentially handle, hold and store goods or
services for future distributing these products to downstream supply chain partners or the
company can ship directly from warehouse to final consumers or from firm to wholesalers,
retailers (Warehouse Logistic n.d) and (Stuart 2005).
In order to create reliability customer value for our product, there are some critical roles that
warehouse must meet: Convenient locations also contribute to create reliability customers value. It means that
the ability of the firm to fulfill the customer demand quickly by working closely with our
supply chain partners. Therefore, we have two biggest warehouses in Vietnam which are
located in Hanoi and Ho Chi Minh with better transportation channel to replenishment
our retailers demand throughout country with most easy way.
Primary packaging can help to protect products. Assembling and suitable instruction will
add value to customer by matching customers states and references.
Safety storage (transit packaging) can minimize the damage caused by storing a large
amount of goods and handling it easily in order to add value to customer and minimize
reverse logistic. These roles can add value to warehouse management and create
reliability to customers.
c. 3PL (Transportation): TTC Express Company
According to Materials management and distribution (2004), in a survey of Fortune 500
corporations' chief logistics executives, there are 85% reported that using 3PL had a positive
or significant positive impact on logistics service levels, and 65% said that it had a significant
effect on customer satisfaction.
Panasonic: by outsourcing 3PL (TTC Express Company who has distribution network in
over 64 cities across Vietnam which 10 trucks (10 tons) and 50 trucks (1.5 tons) (Nam,
2009)) for transportation activity from local Warehouse/distributors to local retailers, it
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allows Panasonics distributors (Panasonic Appliances Vietnam ) to deliver frequently to
2,555 electronic outlets in Vietnam (Euromonitor International, 2011). Specifically, TTC
Express Company helps Panasonic to offer Reliability value through:
Time Utility: with effective 3PL, it allows the effective communication and informationsharing immediately to Distributor. As a result, Panasonic Appliances Vietnam can
make adjustment in time and control the delivery time more effectively.
3.Channel Map:
(See Channel Map Description at Appendix 1)
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Impacting Logistics Activities
a. Definition:
Warehouse generally is distribution facility where the company can hold, store and handle goods
or services for future distribution to downstream players in order to satisfy customer need.
Today, distribution facility management takes a really important role in the whole logistic and
supply chain management, because warehouse management can add value to customers and
other logistic activities.
b. Roles of Warehousing:
(Coyle, Langley, Gibson, Novack and Bardi 2008) Storage Internet order fulfillment
Primary packaging on order to protect products, assemble and instruction to match with
customer tastes and references
Transit packaging like pallet to minimize damage of the products and handle easily
Distribution facility provides a value add fulfillment function in the supplychainc. Customer value:
Help managers or firms to keep accurate record of the flow of products like from firm to
downstream players: from manufacturer to retailers and local store, from retailers to final
consumers. Inventory control: this can supervise the company for production plan.
Safety and secure storage space providing(Gunasekaran, Marri and Mencci 1999)
Minimize damage or defect of the products in the process of material handling
Be flexible to deal with uncertainty supply and demand such as special season or holiday
d. Focus value: Be flexible to deal with uncertainty supply and demand
This value can contribute to the company success by avoiding stock out, because for some
special season like christmas and Tet holiday customer demand for a lot of products, otherwise
customers do not really need to buy our products after those seasons. Therefore, this value can
assist managers to schedule their inventory management plan and the quantity they need to
produce in order to ensure that product always available for customers (Coyle, Langley, Gibson,
Novack and Bardi 2008)
e. Problem/Issue:
1.Warehouse Management:
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Cisco Eagle company (Stone 2012) this company has faced similarly problem with our
Panasonic company of picking error in the warehouse system progress at a local level. It is
because there are many products with similar packaging, but different barcode, they store in the
same area. For example, Panasonic Vietnam not only store one product in their warehouse, butthey offer and store various products like microwaves, fridges, air conditioner and hot water
machines. Therefore, there are two main problems lead to picking errors which are wide range of
products available and labor intensive progress.
Firstly, Cisco Eagles warehouse and Panasonics warehouse receives a huge number of finished
products and a large quantity of items with a similar packaging passing every daily day.
Therefore, the picking errors have occurred more frequently in the warehouse (Riccardo,
Riccardo and Marco 2012).
Secondly, too many staff and intensive of papers work can also lead to error makings. It is
because many orders papers usually pass from one to another staff and employees have to keep
record or rewrite the all of the information into their computers before passing to others.
f. Strategy: ASRS
ASRS stands for Automatic Storage and Retrieval System and consists of a variety of
computer controlled methods for automatically placing and retrieving loads from specific storage
locations (Daifuku Webb n.d and Philippe, Jacques and Angel 2012)
How ASRS solves the problem:SRM can move loads on 3 directions: vertical, horizontal in the aisle and later to store the load in
the space storage location.
Automated Storage and Retrieval System can be various in sophistication from relatively simple,
control manually from order picking machines and it operate in storage structure. Hence, the
computer control system will be integrated into manufacturer complexity and distribution
processes. Therefore, Sorting and picking system will be able to workers to communicate with
electronic equipment regarding to the location and quantity of goods to be distributed or placed.
For example, according to Daifuku (n.d) light are lit at particular points on the shelving system
indicating the location of the item to be picked and a number is displayed by providing direction
of the quantity specified on order.
Advantages:
Reduce labor cost
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ASRS can reduce paper work in process and prevent reverse from picking and shipping
wrong items in warehouse logistic.
Tracking where products are stocked
Modeling and managing the logical of physical storage facility (Wikipedia 2009) Disadvantage:
Relatively high costs to install ASRS system and it will cost a lot of money for maintaining this
system.
g. KPI (Key performance indicators to evaluate the effect of ASRS to solve the problem):
Formula:
( )In order to check the performance of working process in the warehouse system, we can take
the number of picking error per 100 shipments in the current month compared with the
number of picking error per 100 shipments in the previous month
According to Albright (2009), Transportation management does not take part in one role, but
rather plays various roles that drive the performance of a whole supply chain. And by
understanding of how transportation management influences all areas of a business, it
allows transportation managers to build up a supply chain that drives customer service value.
Link to the Panasonic case, at the different levels of supply chain (See appendix 3),
transportation offers different customer service value. In this report I just focus on transportation
between local distribution (Panasonic Appliances Vietnam) and local retailers in order to have
to a good and deep insight about at retail transportation.
a) How transportation can create customer service value at the retail level?
Time Utility: According to Surti (2009), retailers usually hold a little amount of inventory so the
on time delivery is very important for the company to satisfy customers. Moreover, according to
2. Transportation Management:
Month
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Euromonitor International (2011), during 2010, there are 2,555 electronic outlets in Vietnam. It
means Panasonic Appliances Vietnam has to transport and deliver frequently to so many
individual retailers around Vietnam. Therefore, with the effective transportation management, it
helps Panasonic Appliances Vietnam to satisfy the customers as well as achieve competitiveadvantages by allows customers to get products immediately when they need in the right
quantity and at the right place.
b) Problems:
Crate and Barrel is a really big house wares and furniture retailer; it has extended the
operations to over 160 stores and more than 7,000 associates serving customers in 29 markets.
Therefore, to complete annual deliveries of 300,000, Crate and Barrel has 80 to 85 delivery
trucks on the road each day. And almost these trucks and delivery are performed by third party
logistics providers.
Problem: because of 3PL based, they are lack of real time visibility and management into the
status of its deliveries.(Crate and Barrel case study)
Link to Panasonic Appliances Vietnam case, with 2,555 electronic retailers in Vietnam
(Euromonitor 2011), it requires the distributor deliver frequently and effectively to so many
individual outlets. Thus, in order to reduce trucks investment cost and also ensure that customers
can get product when they need, Panasonic Appliances Vietnamdecided to work in partnership
with 3PL (third party player logistics).
However, according to Vietnam Supplychain Insight (2012), almost 3PL in Vietnam is lack of
IT software application lead to lack of data sharing between company and 3 PL.
Problems: because of 3PL based and lack of information sharing, Panasonic
Appliances Vietnam could not manage the route, the time of the delivery as well as
the product quality.
c. Logistics strategy: Approved vendor List
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According to Mahmood et al. (2011), approved vendor list is the process of evaluating
potential supplier by quantitative assessment; next the company can list out the number of
vendors that fitting with companys requirements, and then going to select the most suitable one.
How it work:
For Panasonic Appliances Vietnam, they still have to work with 3PL but instead of working with
the 3PL that do not apply transportation software, they can select another 3PL that have
transportation management system (TMS) already.
Selection Process:
Result:
By choosing the 3PL that already have TMS, it is automatically allow EDI (Electronic Data
Interchange) between Panasonic distributors and 3PL Company. Its mean, distributors and 3PL
can share delivery data immediately with each other through computer to computer. To illustrate,
when 3 PL Company type the information about the time when driver starting to deliver on their
computer, Panasonic Appliances Vietnamwill get this information immediately. As the result,
Panasonic AppliancesVietnamcan know where the trucks are in order to make adjustments in
time to manage and ensure that customers can get products on time.
Benefits and costs of strategy:
1. Identify thecompany needs
and requirements
2. Research anddevelop the 3PL
list
3. Evaluate 3 PLcapability and
reliability4. 3PL Selection
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d. KPI (Key Performance Indicator)
As the problem ofPanasonic Appliances Vietnam is could not manage the route and delivery
time, so in order to measure the approved vendor list strategy, we should compare the percentage
of not on time deliveries before and after applying the strategy.
Firstly, we assume that the number of delivery per month is remain stable. And here we have a
formula:
By taking the number of late delivery divide by the total of order per month, we will have the
percentages of order that not delivery on time. And then, we can compare this number with last
month numbers in order to identify the approved vendor list strategy is effective or not.
a) DefinitionAccording to Coyle at el (2009), Demand forecasting is estimation of the amount of specificgoods that will be bought by consumers in the future. As a result, demand forecast will certainlybe utilized in making pricing decisions, capacity needed and a good way to enter the market.
b) Role of demand forecastingAccording to Wisner et al (2012), there are some remarkable roles of Demand Forecasting
Lower inventories Reduced stock outs
Benefit: speedy, efficient, and
accurate means of electronicallyexchanging transportation data,
delivery time and routingbetween distributors and 3PL
company.
Cost: take time andcost for finding,evaluation and
selection of the 3 PLProvider.
3. Demand Forecasting:
(Lee and Lee, 2010) (Beil, 2009)
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Smoother production plans Reduced operating costs Improved customer service
c) Value:
Time utility: According to Smart, C. N. (2002), demand forecast plays an important role inimproving customer service to increase customer satisfaction. Indeed, demand forecasting is
definitely important since the basic operations process, raw materials were delivered from
suppliers to the end customers, takes time. Panasonic cannot only wait for customers demands
and react to it. They definitely need to predict the future demand and make demand planning. As
a result, they can be able to react immediately when customers demand. It means that
Panasonics manufacturer needs to make to stock rather than make to order through planning
before manufacturing and deploying inventories into warehouses to ship to distributors and
retailers. Therefore, when there is a customer order, he/she can get products immediately.
Issue:
One of the significant issue that leads to this forecast error is weak communication and
collaboration among players in a supply chain system to get accurate demands data from
customers that results in bullwhip effect (xuancuong, 2011)
One obvious example is Procter & Gamble Company headquartered in Cincinnati, Ohio, USA. It
is an American multinational consumer goods company focus on selling personal care products.
According to Lee et al (1997), While the executive of the company check the order patterns for
the popular product - Pampers, they discovered that the order swings were magnified from one
end of the supply chain to the other .Similarly in Panasonic Company, upstream players like
manufacturer in the supply chain system need to rely on the orders from the next downstream
resellers to make demand forecasts. Hence, during selling season, order quantities probably vary
that leads to under and over stock.
d) Strategy:
CPFR Model (Collaborative Planning, Forecasting and Replenishment)It include many business processes that contain players in the supply chain system and consumer
.All players together with support from Internet base technology can have a better collaboration
There are 4 significant states in this Model:
Analyzing data collected from previous reports.
Players cooperate together to make a collaborated planning
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Base on the historical data, making a demand planning that will be shared with each other
among players
After that, cooperating together to execute the plan
(Kamalapurkar, D., 2011)
e) The Benefit and Problem of CPFR Model:
According to Wisner et al (2012), CPFR model will significantly recover the forecasting
problems of the company, which will lead to less stock outs and lower inventory cost.
Nevertheless, Bowersox et al (2007) argues that the implementation cost of this model is
expensive, because it required multifaceted tools and systems such as MRP and ERP system
f) KPI (Key Performance Indicators)
Formula:
By taking the number of Forecast Demand in a month divide by the Actual Sale in the same
month, we will have the percentages of forecast error. And then, we can compare this number
with last month numbers in order to identify the CPRF strategy is effective or not.
Recommendation:
After analyzing MCDM (See Appendix 5) and making argument map (See Appendix 6), we
recommend that Panasonic should apply AVL strategy (Approved Vendor List). Following are
the evidences that supporting for our recommendation.
First of all, AVL can help the company to solve the uncontrollable delivery time problem. In
fact, at the retail level, because of 3PL based Panasonic Appliances Vietnamcannot manage the
delivery time due to lacking of information sharing. Here, AVP can help the company to solve
this problem by selecting the 3PL that fit to Panasonic Appliances Vietnams requirement. To
illustrate, by choosing the 3PL that already have TMS, it is automatically allow EDI (Electronic
Data Interchange) between the distributor and 3PL Company. Its mean, distributor and 3PL can
share delivery data immediately with each other through computer to computer. For instance,
when 3 PL Company typing the information about the time of driver starting to deliver on their
Month
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computer, Panasonic Appliances Vietnamwill get this information immediately. As the result,
Panasonic Appliances Vietnam can make adjustment in time in order to ensure that their
customers can get product on time.
At the first time, AVL was previous recommended to solve uncontrollable delivery time
problem, however if AVL is applied in Panasonic supply chain, it can solve under stock and
overstock problems as well. As the problem under demand forecasting errors is lack of
communication and information sharing between distributors/retailers and manufacturer, by
listing and selecting the distributors that has EDI (Electronic Data Interchange) already, the
selling information and demand forecasting information are shared immediately from
distributors/retailers to manufacturer. As a consequent, Panasonic can solve under/overstock
problem due to accurate demand forecasting.
Furthermore, another reason for we to use AVL is because ASRS and CPFR strategies either
more complicated to implement or have less benefits than AVL. Specifically, about ASRS
(Automated Storage and Retrieval System), it is a really effective strategy to solve the picking
error, however it is cost a huge amount of money for install and maintenance of system; and it
also not really feasible for local warehouse (Haslam et al. 2002,). For instance, according to
Jewels (2003), ASRS is a fully automatically system so the numerous of the control software
being required for the system to run effectively such as A graphical user interface (GUI), a
database to accumulate information of transactions and "product mover" (PM). Therefore, it is
very complicated, costly and unsuitable for a local warehouse like Panasonic to be applied
ASRS. In case of CPFR (Collaborative Planning, Forecasting and Replenishment) strategy, it
helps the company to solve only one problem is under tock and overstock, while it is more
expensive and complicated to apply than AVL. The evidence show that the establishment cost of
this model is expensive, because it required complex communication systems and tools such as
MRP and ERP. Besides that, CPFR system is very difficult and complicated to implement due to
requirement of all supply chain member working closely together with effective communication
(Bowersox et al 2007)
Finally, AVL help Panasonic to improve customer service value (Reliability). In fact, with AVL,
Panasonic can solve not on time delivery and under/overstock problems so it allow finished
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goods always available for customer and they can get products when they need. Therefore, it can
satisfy the customer as well as achieve the customer loyalty (as I mention above, loyalty is the
most important factor in electric market). Even though it is take time for researching, evaluating
and selecting the 3PL that has TMS as well as Distributors that has EDI already, AVL brings abig efficiency and benefits to Panasonic.
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Philippe, JG, Jacques, R & Angel, R 2012, Measuring warehouse performance: how areyou doing?, Annual International conference proceedings- American production andinventory control society, p. 218-23.
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picking/.
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Appendix:
Appendix 1: illustration of the channel map
According to Bowersox and Closs (1996, p. 90), channel map can be defined as a
structure of intercompany units and extra company agents and dealers, wholesaler and retailer,
through which a commodity, product, or service is marketed. Moreover, it is limited in a value
chain in terms of organizations upstream and downstream logistics flows (Porter, 1985). From
the information that we researched for our product (Panasonics microwave), inbound logistics
includes 2 players: suppliers and manufacturer. In particular, raw materials (stainless steel, glass)
are purchased from suppliers and shifted to Panasonic Corporations raw materials testing and
warehousing department where raw materials will be put on a quality testing process to make
sure that the sources are reliable and stored here to keep them safe until they are delivered to
Panasonic Corporation factory to go through a manufacturing process to make finished goods..
In addition, Panasonic Vietnam, 3PL Distributors and retailers players in the supply chain
belong to outbound logistics. After being produced, finished goods are shifted to Panasonic
Appliances Vietnam Company in Vietnam by boats in order to be packaged and labeled. The
lead time for this process is probably 14 days. Next, all of products will be transported to 2 main
retailers, distributors in Ho Chi Minh City and Ha Noi by 3PL (TTC Express Company) and the
lead time is 7 days. Here, products are sorted and stored before they are delivered to different
retailers (supermarket, electronic store) with the leading time from 1 days to 10 days (Nguyen
Kim, n.d).REVERSE FLOW:
Sometimes, when the product is damaged or unfit to customers order the damage goods
may deliver from the final consumers back to distributors and manufacturer to fix or recall
defective goods.
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Appendix 2: Value chain analysis 1 (Warehouse Management)
Transport
Purchasing raw materials
Factory in Japan
(working in process inventories )
Transport Unfinished goods
Panasonic Vietnamese
Warehouse (WIP)
(Labeling and add instruction )
Finished goods and ready for sale
Transport
Point of Sale
Value of Warehouse Management
(Coyle, Langley, Gibson, Novack and
Bardi 2008)
* Help managers or firms to keep
accurate record of the inventory in
Panasonic Vietnam warehouse
* Inventory control
* Safety and secure storage space
providing(Gunasekaran, Marri and
Mencci 1999)
* Minimize damage or defect of the
products
* Be flexible to deal with uncertainty
supply and demand
Adds value to firms products
creating time utility for raw
material, industrial goods
and finished goods
Allows firms to use
customer service as a
dynamic value-adding
competitive tool
Products Flow Problem/Issue
Cisco Eagle Company
(Stone 2012)
Problem: Picking errors (Riccardo,
Riccardo and Marco 2012) Brought
about by:
Wide range of items available
Labor intensive process
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Appendix 3: Value chain analysis 2 (Transportation Management)
Appendix 4: Value chain analysis 3 (Demand Forecasting)
Purchasing raw materials
Factory in Japan
(Working in process inventories)
Transport
Transport unfinished goods
Transport
Value of Demand Forecasting
Lower inventories - Reducing cost of
storing and warehousing
Reduced stock outs - Avoiding
decrease in revenue and gain
customer satisfaction
Smoother production plans -
Reducing risks in manufacturing
process and avoid wasting time
Improved customer service-
Improving relationship with
customer and gain customer loyalty
(Wisner et al, 2012)
Adds customer loyalty
through avoiding waiting
time because of inaccurate
demand forecast
Gain customer satisfaction
through making demand
planning to ensure
customers get products
immediately at the time they
demand.
(Smart, C. N. 2002)
Products Flow Problem/Issue
Procter & Gamble Company
Problem: Poor collaboration and
communication among levels of suppchain to get accurate consumption d
(xuancuong89, 2011)
Upstream players (manufacturer) in t
supply chain system have to rely on t
orders from the next downstream
resellers to make forecasts.
Order quantities vary
dramatically => over or under-stock.
(Lee et al. 1997)
Local distributors
Point of Sales
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Appendix 5: MCDM Analysis:
Balance cost and value considerations:
Considerations Criteria Weight Reason
Desire to
Create Value
Picking errors 10% By picking errors, the
company may deliver
wrong product to the
wrong customer.
Cannot control the
delivery time
30% When the company
may not control
delivery time =>
customers cannot get
product when they
need => affect a lot on
reliability value.
Lack of inventory
information sharingamong levels of
supply chain =>
over/under stock
15% Because of stock out,
product is notavailable at the time
customer need.
Concern aboutComplexity of the
implementation
20% At the local and retail
level, there is limited
on knowledge and
55%45%
Desire to
Create Value
Concern about
Difficulties
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Table 2:
Strategies
Picking
Error
Cannot
control the
delivery time
Lack of inventory
information sharing
among levels of supply
chain => over/under
stock
Complexity of
Implementation
Cost of
Implementat
ASRS
8 1 0 3 2
Approved
vendor List1 8 4 6 7
CPFR 1 2 8 2 5
Difficulties ability to implementstrategies
Cost of the
implementation
25% At the local market,
cost is a really big
concern factors for the
company when
deciding to apply the
strategies
Total: 100%
Issues
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A rating from 1 (the worst) to 10 (the best) is given to each strategy based on
solving each issue
Pickingerrors
Cannot
controlthe
delivery
time
Lack of inventory
informationsharing among
levels of supply
chain leads to
over/under stock
Complexity
of theimplementati
on
Cost of the
implementation
Rating
(x) Weighand
=
result
10% 30% 15% 20% 25%
SRSAutomated
orage andetrieval
ystem)
8 1 0 3 2
2.3
pproved
endor List
3 8 4 6 7
6.25
PFRCollaborative
anning,
orecasting and
eplenishment)
1 2 8 2 5
3.55
0.8 0.3 0 0.7 0.5
Issues
trategies
0.3 2.4
0.6 1.2 1.75
0.1 0.6 1.2 0.4 1.25
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Appendix 6: Argument Map: