˘ˇ ˆ ((pExpress Exporter Plus) · 2017-11-16 · Marketing/sales Holisticsview Finance...
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� � � � � � � ������ �������������������������� (Express Exporter Plus)( p p )
��� “��������������!"�#$�������%�”
&����!��� ��'��*+&����!,#�-�.����%���������������! �����/�����0�1+&����,#��.���%������������ ����/����0�1�
KanokKanok JuthamaneeJuthamanee
k � Prior�to�joining�KNK�Consulting�Center�Co.,Ltd,�Kanok spent�3�i h Ch k i N b di d M di l I i (CNMI)
Kano
years�with�Chakri Naruebodindra Medical�Institute(CNMI),�Faculty�of�Medicine�Ramathibodi Hospital,�MahidolUniversity,�Deputy�Execlutive Director�for�Logistics�and�Supply Chain Management
� BBA�Accounting,�RamkhamhaengUniversity
Supply�Chain�Management.� Prior�to�CNMI,�Kanok was�a�Logistics�Center�Manager�at�
Boonthavorn Ceramic�Co.,Ltd.(Boonthavorn),�and�had�a�team�member to setup Logistics and Supply Chain Management toy
� MSc�Logistics�Management,�King�Mongkut University�
member�to�setup�Logistics�and�Supply�Chain�Management�to�the�business�as�well�as�Distribution�Center�included�WMS�installation.
� Prior to Boonthavorn Kanok was a Logistics and Supplyof�Technology�Thonburi
� Doctor�of�Business�
Prior�to�Boonthavorn,�Kanok was�a�Logistics�and�Supply�Chain�Director�at�Allied�Domecq�Spirits�and�Wine�(Thailand)�Limited�where�he�was�responsible�for�improving�global�Logistics and Supply Chain operation.
Administration�Candidate,�Lyceum�of�the�Philippines�
Logistics�and�Supply�Chain�operation.� Kanok also�lectures�at�Mahidol University,�King�Mongkut
University�of�Thecnology Thonburi and�Thonburi University.
University�
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�������������������������!"�#$�����!"�#$�������%������%���������������������"�#$���"�#$������%������%�
Supply Chain
2 � � � � � �• ����32 ����� ������ ������ �� ����� ��� ����������� �
���� stakeholders ����� ����������! ��� ����� �� �����"����# �� �����#
$ %������ ����&'�������( �� �)�*+�*�#,-$ stakeholders �����-% �-
��)����,�����������.($ �*#���� ��% ������)�������/(% �
(Procurement) ������ (Manufacturing) �������!) (Storage)
�,�*�*�#-�����,1 (Information Technology) ������"����#�,�*�*�#�����,1 (Information Technology) ��������#
(Distribution) ���������� (Transportation)
4 Ref:�(Christopher,�2010)
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Material & Information Flows
Logistics��Distributor Provider ConsumerManufacturer
������, � �� ��, �� ��, �� ����
�
� ������� ��. � ����� �������. � ��������� ��. � ���������������. � ���������������
Supply Chain �������� �� Materials ��� Information �������������������������������
5
Logistics
• ����32 ��)���������� �"������� �����)��� ����� �
���������)��� ,�%���������) ����������! �����������������#�������)�� ,��������) ������������������������#
������ �������!)��2������� �� ��������,1,-$ ��-$#��� �3��-
� � � � � � � �� ' -$ - 3 �����,��+�4�������,���� ��������������&'����,-�-��3.����
�4($ � )�� ������� ���� ������� ���#����&���� ����������
������������ ��5+�4 ����5 ���,�� ����&��,-$,-$� "���
6 Ref:�(Bowersox,�2012)
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Evolution of Supply Chain Management
Demand forecasting
Purchasing
Activity fragmentation to 1960 Activity Integration 1960 to 2000 2000+
Demand forecasting
Purchasing
Activity fragmentation to 1960 Activity Integration 1960 to 2000 2000+
g
Requirements planning
Production planning
Manufacturing inventory
Purchasing/Materials
Management
g
Requirements planning
Production planning
Manufacturing inventory
Purchasing/Materials
Management NodeManufacturing inventory
Warehousing
Material handling
P k i
Logistics
Manufacturing inventory
Warehousing
Material handling
P k i
Logistics
Packaging
Finished goods inventory
Distribution planning
Supply Chain Management
Supply Chain ManagementPhysical
Distribution
Packaging
Finished goods inventory
Distribution planning
Supply Chain Management
Supply Chain ManagementPhysical
Distribution LinkOrder processing
Transportation
Customer service
Order processing
Transportation
Customer serviceHolistics view
Strategic planning
Information services
Marketing/sales
Strategic planning
Information services
Marketing/sales
Holistics�view
FinanceFinance
Stakeholders
Material�flowMaterial�flowMaterial�flow
Information�flow Information�flow Information�flow
Manufacturer Logistics�vs Distributor Provider Consumerg
• Industry (supplier/�manufacturer)�is�one�major�supply chain process (GS1)
• Logistics�provider�(warehousing/shipper)�is one major supply
• Providers�is�one�fundamental�partner�of�the�system�
• Consumers�(Kim, 2005)
supply�chain�process (GS1)• Pharmaceutical�Company�(Kim,�2005)
is�one�major�supply�chain�process�(GS1)
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Supply Chain Management FrameworkA case of Healthcare
Model : Driving Long-Term Optimization of Healthcare Management
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Outlines : ����!"#�
1) Supply�Chain��&�Logistics2) ���������������
• Material�Management�� � � �• ��������� �����������
• ��������
3) ���������������3) ��������������
• ���������
• ������ ����������
• ������� �����������
4) ��������������������������������
� �• ���������������������
• Just�in�Time�&�Lean�Techniques�5) Healthcare Supply Chain5) Healthcare�Supply�Chain
11
Retail�Supply�Chain
Supplier
Distribution Center
Store
12
Store
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Retail�Supply�Chain
Supplier�A Store�1
Supplier�B Store�2
How�to�move�products�from�
suppliers�to�shelves
Supplier C Store�3Supplier�C
Supplier D Store 4Supplier�D Store�4
13
Retail�Supply�Chain�– Issues�
Suppliers located across the country
Hundreds
Frequentpromotion
ThousandsSKUs St
Hundredsof stores
SKUs Storesaround the countries
Thousandsof suppliers
Freshproducts
Dry products
Hundreds of Hundreds of d li
Dry products
Fast moving vs. l i delivery
trucksslow moving
products14
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Retail�Supply�Chain�– Decisions�
Direct or through DC Packaging
When to order
How to keep inventory
order
How muchWhere to locate DC
Cross-dock or not
How muchto order
Pi ki i
D li F
not Picking operations
Transportation Delivery Frequency
15
Business�Stakeholders
Suppliers• Delivery�cost• Inventory�cost
Distribution• Distribution�handling�cost• Transport�costp• Inventory�cost
• Store�handling�cost
Stores• Inventory�cost• Wastage• Lost�sales�cost
Customers• Customers�get�what�they�want�
16
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Supply�Chain�Management�– Global�Optimization
I'm�glad�that�the�hole�is�not�on�our�side!
17
Process-Logistics-Supply chain
Process Improvement
(Eliminate wastes)
Supplier Customer
Internal Supply Chain (End-to-End process)Internal Supply Chain (End to End process)
Logistics activities
(Material/Information Management)
External Supply Chain
(Upstream to Downstream)
( )Logistics Activities (Material /Information management)
Business Process Reengineering
18
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$��������% �'���� 3 ���%����'(�)�* �+�
1 ���������������� ��� (Manage Resource-1. ��������������� ��� (Manage ResourceMaterial Management)
2. ������������� (Material and Information Flows/Links)
3 ������������������������������ (P3. ����������������������������� (Process Analysis and Improvement)
19
1) ��'����������.��� (Manage Resource)
• �������� ��� ����������� �������� (Forecasting�and Inventory Management)and�Inventory�Management)
• ����!"�#��������� �����������!$%�"�����#� ��&'�� ��&���
• ��(�"��� ��(���&��� ��(���)$"���& ��(��!$��� "&����
20
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����������������������������������
(Inventory Management)( y g )
21
��������4& ������������� ���
�������������� ��� ������ ���������
� � � � � ��������� ������������������� �� ��� �
�������! "������ "#$!%&%��% ����&�% ���'% ������"������ "#%&%��% ����&% ���'%
�(�������"����)��*��)��"��!���������� ��� &+!����
22
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Inventory system Information�Management
Customer�ServiceDemand�Forecasting
Supplementary�of�Logistics
Serviceg
Order�Processing�(Prescription)Core�of�Logistics
MovementWarehouse MovementSupplier Sub�Warehouse
Sub�Warehouse
Sub�Warehouse
pp
Inventory�(Healthcare�Products)�Mgmt
Reverse�Logistics�(Returns,�Disposal)
Part & ServiceMaterial�Handling
Packaging
Location�Selection
Part�&�Service�Support�(MSUs,�Sterilize)
23
Packaging
From:�James�A.�Tompkins�Facilities�Planning 3rd ed.�2003
���3�,# �!4& ������������� ���
1. ������������� ��� ������������������!"#�� #%1. ����������� �� ������(����������"#� #%
2. ����������������� �������� ��� &+!���!���
3 $! �! $ , �! $ , �! � �!3. "#$%�+������������� -$%�������� -$%���������
4. "#$!%������.�#��)% /���+���%�&�������"����
�������"�0�'� ,
5 $! �� � 1 ) ) �! � , �5. "#$%�� % ������1�)�)%��%��"��'��%��&
6. "#$!%������1�)����������"� ��+����#$ ,��!�����
���"�0�1�)"#�� #%
24
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,#�./4& ������ ��� �����/� 4& #11�������!���������������� ���������� ��� ����������������� !��������"�� �#$���� % & ���' � 5 ������
11. . � ��������� ��()������ ��������������������� ��()������ �������������� *��� *� �� � �� +������������"�����+������������"����������� (Cycle/Regular Stock)(Cycle/Regular Stock)
22. . � ��������� ��!���� � ��������� ��!���� (Safety Stock)(Safety Stock)
33. . � ���������4���'�"�����6 4�������������4���'�"�����6 4��� (Seasonal Stock)(Seasonal Stock)
44. . � �����89����4�"�������� % :���������:����������89����4�"�������� % :���������:����::���<�����&�� ��4�������<�����&�� ��4����
55. . � ������!�����(���� ���()���=�>��)�� % � ������!�����(���� ���()���=�>��)�� % ((Other Stock)Other Stock)
25
#11����1��������� ��� 1. ���� �����������"&��%&"��)$"� ��( ����� ������!$�!�������*#!������ +��!$�!����������&�'"�
2. ���� �������������)$" � +���� ��( ��������*#!�,��#&�������!$�-���� �#&� ������ ������
3 - � � � �( �( - � � . � & � � �( �3. ��������-���� �������������( ����� ABC ��( �����-���� �����.��������/��&�'"� �������( ����0�
�/��&������� annual�demand�X�cost�per�unit1) A�=�20%�'"��-����������� +�����!$�!�/��&� 80%�'"��/��&��� +����
+ $ +2) B�=�30%�'"��-����������� +�����!$�!�/��&� 15%�'"��/��&��� +����
3) C�=�50%�'"��-����������� +�����!$�!�/��&� 5%�'"��/��&��� +����
� &�� "��'"��/��&�
100
9595
80
A��������A B C
20 50 100 �� "��'"��-���������20���������50��������������� 100�����"��'"�����������
26
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Key Inventory Terms
• Lead�time:���������&����� �$� ������������� ������� +�
• Holding�(carrying)�costs:�%��������1)"��"� ����� �#&�
%������ �"���! + storage handling ��%������( � 20 30%%������,�"���,storage handling���%����� 20-30%
'"��/��&� �����
+• Ordering�costs:�%�����������7) +" &���������( ��������
�&��#��&���� paper�work�������%��%&" )$" ��p p• Shortage�costs:�%��������'������ �����
27
Inventory Usage Over Time
AverageUsage RateOrder quantity = Q (maximum inventory level)
evel
Inventory (Q/2)
entor
y L
Reorder point
Inve
Minimumi t
Reorder point
Time0inventory
Supplier lead time
28 Copyright�©�2014�Healthcare�Supply�Chain�Excellence�Centre�(LogHealth)�Mahidol University,�2014�All�rights�reserved.
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#11������������� ���
11.�.�����'�������! -$ ,%��!������� ����'�������! -$ ,%��!������� (Q(Q��System�:�Economic�Order�Quantity�(EOQ))System�:�Economic�Order�Quantity�(EOQ))
22 �������������! -$ ,%����"���� ��!�����! -$ ,%����"���� ��! (P(P System : Fixed order interval)System : Fixed order interval)22.�.������������� -%����"���� ����� -%����"���� � (P(P��System�:�Fixed�order�interval)System�:�Fixed�order�interval)
29
1) Q – System,EOQ Model
(���,���������! ��#�- )
Annual Cost How�Much�to�Order?
Minimumtotal cost
O d Q tit
Ordering Cost
O ti l Order QuantityOptimalOrder Quantity (Q*) (����5����$�/(% �� ��% �)
30 Copyright�©�2014�Healthcare�Supply�Chain�Excellence�Centre�(LogHealth)�Mahidol University,�2014�All�rights�reserved.
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EOQ Model Equations
Optimal Order Quantity (EOQ) = =× ×
Q*D SH
2p y ( )
Expected Number of Orders = =
H
N DQ*
Expected Time Between Orders Working days per year = =
Q
TNN
Total Annual Cost = TC = Ordering Cost + Carrying Cost
WhereasQ = Order quantity per order (units)
= DQ S + Q
2H
D = Demand per year (units)S = Ordering cost per order ($)H C i t it ($)H = Carrying cost per unit per year ($)
2�������(���4 �� MIN – MAX
MAXMAX
Q*
Safety�MIN
• '9 +������������!$�#�������-���� DStock
'������������#���������� D�• Q*��!�������%�� D
32
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2) P-System ,Fixed-Order-Interval Model
• �$ ) + !$• ������� �7"���
• Q ���!$�����
• %�"��#(� %("����#&������
!$ & � �• � !�%&" �����'������
33
Fixed Period Model - When to Order?
I t L lInventory Level Target maximum
Q1Q3
Q2
ss
Q1 Q2
ss
TimePeriod PeriodPeriod
34 Copyright�©�2014�Healthcare�Supply�Chain�Excellence�Centre�(LogHealth)�Mahidol University,�2014�All�rights�reserved.
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Objective of Inventory Control
• ����"��'"��/������'���!$%�"����:�%����� �����������/ �
– ����������������� customer�service�(PATIENT�SAFETY)SAFETY)
– %����� ������������
Inventory�turnover is�the�ratio�of ��!'��1�average�cost�of�goods�sold�toaverage�inventory�investment.
�'��1�
��!��%�()=
35
Effective Inventory Management
• �!��������� keep�track�of�inventory
• �!��������"�'��!$�#)$"1)"���
• �/� Lead�times
• �� Holding costs• �/ Holding�costs
• �/� Ordering�costs
• �/� Shortage�costs
36
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Inventory Counting Systems
• Periodic�System - ��������������� ��� ������� ����y�!������ �������( �#&�������!$��&�"�
P t l I t S t � �• Perpetual�Inventory�System�-��������������� ��� ������� �� ���������� �������!��������9�
��������'��-�&�""�
��������'"� ������%&��#���
����� +��!$�!������)$"������������������"����
37
Cycle Counting
A h i l t f it i i t• A�physical�count�of�items��in�inventory
• Cycle counting management• Cycle�counting�management– %�"����������&�-���&��� ?
– �����)$"���& �&"��&��� ?
– �����( ��/��-�������� ?
38
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��.���6%�7�4��������.���6�7�4�����
(Forecasting)( g)
39
What is Forecasting?
� ����������������� �$��!$��������"���%.��#�� ���������������� ���������"���%.��#
'�"�/���"�!%
� ���������"&���!�������
� ��������) +�;��'"����%�� �����#��<������ +�� ���������;��'"����%� ����#�<������
������% ��������������� �������
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1) 7�8��9����6��. (Qualitative Methods)
Briefly,�the�qualitative�methods�are:y, q
Executive�Judgment: �����!��� �)���
Sales�Force�Composite: �����!��� ���#p �
Market�Research/Survey: ������#�"�������/ y
.
41
2) 7�8��9����4�6 (Quantitative Methods)
QuantitativeForecasting
RegressionTime SeriesModels
Time�SeriesModels
2 Moving 3 Exponential2.�MovingAverage1.�Naive 3.�Exponential
Smoothinga) simple a) levelb) weighted b) trend
c) seasonality
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���"6� ���7�4������ (demand)
Trend componentice
Seasonal peaksct
or se
rvior
prod
ucem
and f
o
Actual demand lineRandom
Year1
Year2
Year3
Year4
De
linevariation
1 2 3 4Now let’s look at some time series approaches to forecasting…
43
7�8���� 1 Simple Moving Average
nA+...+A+A+A=F 1n-t2-t1-tt
1t�
�
M thSales(000)
Moving Averagen
Month (000) (n=3)1 4 NA2 6 NA3 5 NA3 5 NA4 ?5 ?
(4+6+5)/3=55 ?6 ?
44
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Simple Moving Average
Forecast�for�Month�5?
Sales Moving AverageMonth (000)
Moving Average(n=3)
1 4 NA1 4 NA2 6 NA3 5 NA3 5 NA4 35 ?
5(6 5 3)/3 4 6675 ?
6 ?(6+5+3)/3=4.667
7�8���� 2 Exponential Smoothing
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To Use a Forecasting Method
• ��(�'�"����"�!%���'"�/���"�%
• ��)"�.����
– Moving�average�methodsExponential smoothing– Exponential�smoothing
• Select �
� ���!���!�.����
�small error� Error = Demand - Forecast
Computer Program – but “Data”
47
Computer�Program� but� Data
2) �����������
(Manage Flow/Links)
48
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To smooth flows and links
� l• ��������� (Facility�Layout)
• ������ ���������� (Line�Balancing)
• ������� ����������� (Routing and Scheduling)������ ���������� (Routing�and�Scheduling)
49
Business�Decision
Route to StoreRoute�to�Store
50
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Direct to StoreDirect�to�Store
Supplier�A Store�1
Supplier�B Store�2
S li CSupplier�C Store�3
Supplier�D Store�4
51
DC Holding InventoryDC�Holding�Inventory
Supplier�A Store�1
Supplier�B Store�2
Supplier C Store 3Supplier�C Store�3
Supplier�D Store�4
Distribution�Center
52
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Cross dockCross�dock
Supplier�A Store�1
Supplier�B Store�2
Supplier C Store 3Supplier�C Store�3
Supplier�D Store�4
Distribution�Center
53
DC Holding InventoryDC�Holding�InventoryInventory Inventory Inventory
OrderOrder
Supplier StoreDistribution�Center
Delivery Delivery
Lead time from order to delivery
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Cross dockCross�dockInventory Inventory Inventory
Order
Supplier StoreDistribution�Center
Delivery
Lead�time�from�order�to�delivery
Business StakeholdersBusiness�StakeholdersDC�Holding�Inventory Cross�dock
Suppliers• Delivery�cost• Inventory costInventory�cost
• Distribution�handling�costDistribution • Transport�cost
• Inventory�cost
St h dli t
Stores
• Store�handling�cost• Inventory�cost• Lost�sales�cost
C t
• Wastage
• Customers�get�what�they�
56
Customers want�
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Business�DecisionP k Q tit d Sh lf SPack�Quantity�and�Shelf�Space
57
Pack Quantity and Shelf SpacePack�Quantity�and�Shelf�Space
Pack QuantityPack�Quantity
Sale�Rate
q yDelivery�Frequency
Shelf Space
Commercial�Factors
58
Shelf�Space
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Business StakeholdersBusiness�StakeholdersLarge�Pack�Quantity
Small�Pack�Quantity
Suppliers• Delivery�cost• Inventory costInventory�cost
• Distribution�handling�costDistribution • Transport�cost
• Inventory�cost
St h dli t
Stores
• Store�handling�cost• Inventory�cost• Lost�sales�cost
C t
• Wastage
• Customers�get�what�they�
59
Customers want�
Business�DecisionO d d D li FOrder�and�Delivery�Frequency
60
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Order and Delivery FrequencyOrder�and�Delivery�Frequency
Higher�FrequencyS ll l d
Order Order Order• Smaller�volume�per�order
• Quicker�reaction�to�change
Day�1 Day�2 Day�3• More�transactions
Lower Frequency
Order Order
Lower�Frequency• Larger�volume�per�order
• Slower�reaction�to�change
Day�1 Day�2 Day�3
g
• Fewer�transactions
61
Business StakeholdersBusiness�StakeholdersHigher�
frequencyLower�
frequency
Suppliers• Delivery�cost• Inventory costInventory�cost
• Distribution�handling�costDistribution • Transport�cost
• Inventory�cost
St h dli t
Stores
• Store�handling�cost• Inventory�cost• Lost�sales�cost
C t
• Wastage
• Customers�get�what�they�
62
Customers want�
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Inter�LinkageInter Linkage
63
Decision Variables are Inter LinkedDecision�Variables�are�Inter�Linked�
Route�to�Store
Total�Cost
d
O d d
and�
ConstraintsPack�Quantity�and�Shelf�Space�
Order�and�Delivery�Frequency
64
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������4�����������4�������
(Line balancing)( g)
65
Line Balance (Link to vdo)Line Balance (Link to vdo)
66
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3) ��7������%�����'����'7���3) ��7���������'�����'7���
(Process Analysis and Improvement)( y p )
67
�<��4����� ����'7����<��24���� ����'7���
)$ ) !$� � � 9 � +• ���)"��)"�!�#����������9�'�"�/�'"�������������
������������% ��)"����������-��������%&��?�����������% ��"�����������������%��?
• .��-����'� +�%"���������� ��&�""���( ����:��
%&��? 5 ����A�
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�<��4����� ����'7����<��24���� ����'7���• '� +�%"�'"�����B���%��������������� 79$�.���%�����( �
��������!$�!������!$��������:�� ��)" �� ���%�'"���%1Operations
���������������������:�� ��" ��� ��%'"��%1�
Transportation • '� +�%"�'"�������)$"�����%1� ��)"������)$"��!$'"�%��������
�"� 79$�.���%�����( ���������!$�!������!$����� 1���!$�"� 7�.���%������������������������ 1���
Inspection • '� +�%"�'"����%��� "��)$"��( ����)���������!$����� .�
�( ) � ����%��� "�"����( ����%��� "����A� ��)"������
69
�<��4����� ����'7����<��24���� ����'7���
+ $ $ +• '��%"�'"�����"�"�)"���������������������9�����'9� "����)$"���� �!"�� ���'��'��� ��)"������&��"�'"��������1����
Delay
Storage• '� +�%"�'"���������(��/��"&��1��� .��!$��������(���)"�����&�
Storage ""�����%�"����������"����%�����/��!"-����"����%�� !�&"�
70
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�<��24�������7����<��2
• Cross functional flowchart / Swim lane diagram
• ���)$"��)"�!$�#����������9�'�"��'"������������ +�• ���"��"��#���������'"�/�'"������������
������������% ��)"����������-��������%&��? ?
• .�����'!���� ��'� +�%"�����-���� ��� �����!$
+ +������#"�������-�'� +�%"��� +�
71
��7������%$������=����>�4��7�����$��������>�4
)$ ) !$� � � +• ���)"��)"����������!�#������%���%��'��%"����
�-����"&�����"!������"�����"�
• ��( ��������������)$"����������!$�!����&� ""�����
��������!$��&�!����&� ����-���������������������%&
+ � !��'��%"�����"&�����"!�
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�6��� ������4��6�� �����4
��������!������)�
���%�"������������
��������!1�)������)��&)�+�"�0
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+
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+���%"�����������
����������<!����-�������
�&�'9 +� ����'9 +�
�����&�� ����� +�������������������-����
.���� 2 ��������'����������� ����-����
�&�'9 +�
�������-��������������&��! +""����
����������-����
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5W 1H�2�����+� �������� �� "�$%�%$! �2������!�����"�0
+ 1 + 1 � + + ) $! 1 � � $ 1 ) + 1�+�%�1�: �+�1�&% �+�: �+�%�� %1�%���%1�: ����+�%�1�:
�+�"�$!%1��) : �+�1�&�% �+�&%� ,: �+�"���%$!1��%����$%1�) : ����+�&%1�:
�+���!1�: �+�1�&�% �+���!�!: �+���!%$!1��%����$%1�) : ����+���!1�:
���"�0 ��+�: �+�1�&�% ����� ,�+�: ����+�1��%����� : ������"�0 ��+�:
�+�%�)� 1�: �+�1�&�% �+�"*)� ,: �+�/���2�%$!1��%��1��: ����+�%�)� 1�:
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������(�����'����'7��� (Lean)� ( )
• ����+����&���% ���!1�)�+�"�0 %%�1� (Eliminate)• �������&��% ��1���"�%%�1� (Eliminate)
• ������ � (Combine)
• ���"���!� (Rearrange)
• ����+���� � )��'� , (Simplify)( p y)
75
Process Scope (Supply Chain SCOR Model)
PLAN ���������, "����)" Trigger��!$�&"������������� �#&� "�
�����)" ����%�"�'"��/���� ��( �%��
� � ) + � ) � � ) � � L dSOURCE
MAKE
�������� ���7)", ��������)"��/�'� ��������)"� ����� Lead�Time������ �$�7) +" �������!$%�"�7) +" ��( �%��
��������(� �����, �#&� ��(� �����"&���� ������ ����� -��"����� MAKE
DELIVER
,"������ ���)$"��)"����������(� ��( �%��
���'� &� ���)$"��� ����&� �����
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������(�����'�����'7���
%�)����&����������"��55
77
������(�����'�����'7���
“�������"���!���������.��� &�%
1�)�) �������1��� ��������%$!
.���% �6��”
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“���������� ����������&�% 7���������%�����”
“END�to�END ProcessEND�to�END�Process�2���!���"��
�Lean��Value StreamMappingValue�Stream�Mapping��BUT�NOT�LEAN�w/i department�WE NEED SUPPLY CHAIN LEAN d�WE�NEED�“ SUPPLY�CHAIN�LEAN” and�LOGISTICS�REENGINEERING
79
Just In Time and Lean Techniques
80
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Just-in-Time (��<����''����7��.���)
� - !$ � � )$���������������-�����!������������'"��� ����)"����%�"������&��� +�
�#� +������1/��9� (pull) ��)$"�����!$%�"������&��� +�
$������������������������*���!$ root causes
81
What Does Just-in-Time Do?
���-����'"�� ! �-����'"�� ! ((���"&���!$��&��$�����&����"&���!$��&��$�����&�))
�������� ������������ ��������
�������������������'"���������������������������'"����������������������������'"��������������������������'"����������
82
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��+���4+���������) �+� Lean – ������ ������
�S f W t
)
�Sources�of�Waste�Overproduction�Waiting��Unnecessary�transportationU ecessa y t a spo tat o� Inventory� Inefficient work methods� Inefficient�work�methods� Inefficient�processing�Unnecessary�motions�Product�defects
83
��������G��(� Just in Time (JIT) Pull Systems
� ll 9 � ! � )$ ! ��Pull�system:���������9������ /& 1��!1���� ��)" 1��!1����
%�"������&��� +�
vs.
�Push�system:��#����������� /& 1��!1������)$"����� +�� �(�
84
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��+���4+����(9� ����7�� KANBAN
� � �� ����������� �������“signal”��“visible�record”������������
�����,��,���!��, , �
�Kanban:��������"#$ �%&�����'&��'���(*�+���*-$��������'.� ./�0
�Paperless�production�control�system
85
9��� �� KANBAN
Empty�Space Nearby
Few�partsSmall�batchesInfrequent�changes
p y p
Empty�Containersq g
Kanban�Cards
Trigger�Boards
Far�AwayElectronic
Many�partsLarge�batchesFrequent changesFrequent�changes
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1) Empty Space
!$– ��������&��! ��
– �#���� 1��!����? ���
– �#� “empty�space” ��� �**����� move�or�make�– "���!����-���� MIN/MAX��)"'!�%-$� �"����������� MIN/MAX��"'�%� ��
� &• %��"&��
���� drive�through�$ +��!$�&����#� +���� supermarket�
87
2) Empty Container
! � �� � � ��� � ! � )$ �( � � �– 1��!1���� &�%���� ����&������ 1��!���% �)"��( � �**�������
�%�� �����
– �#�����������!$�&��" ����
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3) Kanban Card
!$ ! � � � � k– ��%��!�!'�"�/� &������ move�or�make�– ��%��!$ &���� 1��!1���� ���� 1��!���%���� &'�"�/������"!�����
89
4) Trigger Board
� - & !$ � � �– �"���� ��%-����&��!%�"���� �����
– 1��!1����"���-��� ����'���)$" 1��!���%����(� (%���"�����%��)���
���%�� �����
90
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5) Electronic
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Other Logistics Areas
• Warehouse�design�and�Operations�managementsg
• Material�Handling�Equipments�and�Material�Storage EquipmentsStorage�Equipments
• Logistics�Management�Information�Systems• Logistics�Techiques
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Traceability ��������4�>�����4�����'���'��������=�$Z�������
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Logistics Distributor P id CManufacturer Logistics��Distributor Provider ConsumerManufacturer
Materials ��� Information �����'�$Z���������= 4�7������Y � �����+������� , �������Y' ,
( � � � � � G� � � � �
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����"�����6�.�#�������'% ����/���&��6 7 �&
1. ������&�������������� (Organization and Staffing)
2. �������� �� ���G��������� .��� %�� � (Logistics Management Information System)
3. ������������������ ���7) +"�� ��A��0� (Obtaining Supplies and Procurement)
4. ������������������������������ ����������� (Forecasting & Inventory Control
Processes)
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4&1�4�4& �� ��4&1�4�4& �� ��
Warehouse Design and Layout PlanningWarehouse Infrastructure PlanningLayout PlanningWarehouse EquipmentsSpecial Storage RequirementSecurity and Safety
Business Process AssessmentInventory ManagementHuman ResourcesWarehouse Performance Measurement
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What is a
Equipment�&Material�Handling
What�is�a�warehouse?
Processes�and�Devices
People
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LayoutLayout
Layout
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Warehouse�OperationsWarehouse�Operations
10%10%
15% 55%15% 55%
15%
7�7�Principles�of�World�Class�WarehousePrinciples�of�World�Class�Warehouse
• Profile• Profile• Benchmark• Simplify• Computerizep• Mechanize• Layout• Layout• Humanize
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Equipment�&�Material�Handling
$�"��)�����($ �#��#
Pallet Trucks
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Walkie Stackers
Walkie stackers are used in applications where loads can be stored up to 15 feet and generally require minimal travel distances.
117
Counterbalanced
Counterbalanced lift trucks are designed to handle a wide variety of material handling tasks, also providing added benefits of load handling attachments.
118
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Man-Up
Man-up trucks are often used in very narrow-aisle applications when the operator must be elevated toapplications when the operator must be elevated toperform the task at hand, such as order picking and
stock replenishment.
119
ReachReachRider reach trucks are generally used in narrow-aisle applications where storagenarrow aisle applications where storage
density and material handling productivity requirements are high.
120
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Equipment�&�Material�Handling
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Hardware Selection for Racking Systems
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Barcode Technology for Tracking and Identification of Products
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Barcode Technology for Tracking and Identification of Products
RFID
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(Radio Frequency Identification - RFID)
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&������"�����? '"� RFID
�Reader�Reader
�Tags
� �"���G (A t ) �-������!$ &� � �����)$��� �"���G (Antenna) ������ ���������
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$�'����� (Coding) �-������!� � �**�� (Modulation)
1"� �**�� (Demodulation)
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6����&�������0�,� (Transponder, Tag)
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RFID Barcode
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Equipment�&�Material�Handling
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����%�&/��& (Automated Storage/Retrival System – AR/RS)
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� - 9 � � � � 79$ � R l Ti1/�%"� ���������������� ���1����������7�'"�/� Real Time ���
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Equipment�&�Material�Handling
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�,�*�*�#-�����,1
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�E t i R Pl i (ERP)�Enterprise Resources Planning (ERP)
�Warehouse Management System(WMS)�Warehouse Management System(WMS)
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EDI in Supply Chain…ePOS
EDIGlobal Location Number
Supplier
A li i
Manufacturer Customer DCs Retailer
ApplicationIdentifier forbatch, date,measurement, etc. (GS1-128)
Trade Unit (GTIN-14)
Logistics Unit(e.g. SSCC-18)
Retail Unit (EAN/UPC)
Trade Unit (GTIN-14)
ePOSePOS
RFID/BARCODERFID/BARCODE
Enterprise Resources Planning (ERP)
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Inventory Control & Warehouse Management System
ProductionMaterial Issue/ Receive
Optimization Logic
Purchasing/Receiving Inventory Control Sales/Picking
Material Handling integrated
AR/RSBarcode/RFID GPSAR/RSBarcode/RFID GPS
, ���&'���� WMS ���� �!�������� Inventory Control ������ ERP ���•�����0'���0�+�, ���� Decision Making �1 � ���������� +����,0�����&'+����&',� �����&��*���+����������+�,���� Decision Making �1� ����������+����,����+���,7� ������*���+������*��*���*�&',7�•����1�'��� �� �� Material Handling Tools �������'����+����1&�� ����0����;�0�: �<J� Barcode, RFID ��� GPST k M t / Sl tti O ti i ti•Task Management / Slotting Optimization
THANK YOUTHANK YOUTHANK�YOUTHANK�YOU
Mr.�Kanok JuthamaneeMobile��:��[email protected]