Input Management AG BM 460. Supply Chain Management Implies working with customers and suppliers to...
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Transcript of Input Management AG BM 460. Supply Chain Management Implies working with customers and suppliers to...
![Page 1: Input Management AG BM 460. Supply Chain Management Implies working with customers and suppliers to get everything to work as well as possible with efficiency,](https://reader038.fdocuments.net/reader038/viewer/2022110101/56649ead5503460f94bb4c58/html5/thumbnails/1.jpg)
Input Management
AG BM 460
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Supply Chain Management
• Implies working with customers and suppliers to get everything to work as well as possible with efficiency, quality, and cost control
• Requires recognition of system’s existence and everyone’s roles
• Must identify critical steps
• Jointly manage these steps, sharing gains
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Input Management
• What are your inputs?
• Can you store them?
• Is it expensive?
• Are they perishable?
• Where do you get them?
• What problems do your have with them?
• Can you work together and do better?
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Input Management
• Start with long-term goals - Profitability, market share, consumer satisfaction
• Then short-term goals – inventory costs, quality, price, product loss, efficiency
• Then identify critical control points
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Vegetable Cannery
• Some inputs very perishable – peas
• Some more storable – carrots
• Growing season short
• Cost of idle plant high
• Other inputs – cans, boxes, sugar, energy – not a problem
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Cannery (cont.)
• Scheduling of plant essential
• Scheduling of growing season also essential
• Also control of sprays, varieties, etc. essential
• So how do you manage your inputs?
• What could you do better?
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Cannery
• Start with calendar
• Block out most important product – e.g., tomatoes
• What other seasons are there? Before tomatoes. After tomatoes
• What crops mature before tomatoes? If you can them, can you sell them for a profit?
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Cannery
• Can you work with grower to risk an early season variety? – share risks, pay a premium
• If bad weather, who bears the cost?• The point here is to structure contracts to
help cannery get what it needs, while provide farmer with what he needs.
• This may be facilities use, profits, quality, food safety, other stuff – but work together
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Milk Plant
• Milk comes every day
• Flows can vary
• Demand can vary – school year vs. summer
• Quality important, esp., bacteria, drugs, etc.
• What do you do?
• What could you do better?
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Milk Plant
• Can you work with farmers to improve quality
• Premiums, financing a super-cooler to quick chill milk before it goes in tank
• Once again, input management involves working with suppliers to get exactly what you need on a long-run basis
• May pay more to get it – reliability has value
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Beef Plant
• Plant most efficient at capacity
• Product not especially storable
• Holding live animals expensive
• Odd-sized animals hurt efficiency
• Individual suppliers small
• What do you do?
• What could you do better?
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Feed Mill
• Limited storage space at mill• Limited storage space at most farms• Corn major ingredient• Many trace ingredients• Rail service has good rates, but handling
big shipment a problem• Lots of small farmer suppliers• Major sources elsewhere
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Feed Mill (cont.)
• What do you do?
• What could you do better?
• How do you induce your farmer-suppliers to store grain and dry it and do other valuable things?
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Chocolate Company
• Inputs sugar, cocoa, milk• Non-farm inputs – wrappers, other
ingredients, boxes• Cocoa from overseas – price varies• Sugar from domestic sources • Milk from local sources• What do you do?• What could you do better?
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Hog Farm
• Buy feed
• Buy feeder pigs
• Feed formula changes with age
• Limited storage space
• Cost of running out very high
• What do you do?
• What could you do better?
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McDonalds
• Limited storage space at store
• Perishable inputs
• Payoffs to large scale purchases
• Very rigid uniformity requirements
• What do you do?
• What could you do better?
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Weis Markets
• Limited back room space at store
• Warehouse space, but inventory costs may be high
• Need mixed loads to store
• Want truckloads to warehouse
• Movement of trucks through warehouse productivity measure
• Don’t want stock outs
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Weis (Cont.)
• Many perishable items
• Some fragile items
• Don’t want spoilage or old produce
• What do you do?
• What could you do better?
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Concluding Comments
• Each firm has key measures• Bottlenecks • High cost items• Quality determining items• Space limitations• Just in time • Structure of suppliers important• Hot topic throughout food system