Академический Документы
Профессиональный Документы
Культура Документы
305
International Journal of Emerging Technology and Advanced Engineering
Website: www.ijetae.com (ISSN 2250-2459, Volume 2, Issue 5, May 2012)
Use of seasonal workforce B. Managing Inventory
In this approach, a firm uses a temporary workforce
during the peak season to increase capacity to match the Using common components across multiple products
demand. The tourism industry often employs this approach, In this approach, a firm designs common components
in which a base of full time employees exists & the rest are across multiple products, each with a predictably variable
hired only for the peak season. Agriculture also uses this demand but with a relatively constant overall demand.
approach for both harvesting & processing. This approach Using common components across these products will
may be hard to sustain if the labor market is tight. result in the demand for the components being relatively
constant. Therefore a part of supply chain producing
Use of subcontracting components can easily synchronize supply with demand &
In this approach, a firm subcontracts peak production a relatively low inventory of parts will have to be built up.
so that internal production remains level & can be done
cheaply. With the subcontractor handling the peaks, the Build inventory of high demand or predictable demand
company is able to build a relatively inflexible but low cost products
facility where the production rates are kept relatively When most of the products a firm produces have the
constant. A key here is the availability of relatively flexible same peak demand season, the previous approach is no
subcontractor capacity. For example, most of power longer feasible. A firm must then decide which inventory
companies do not have the capacity to supply their to build during the off season. The answer is to build
customers with all the electricity demanded on the peak products with the more predictable demand during the off
days. They instead rely on being able to purchase that season because there is less to be learned about their
power from suppliers & subcontractors who have excess demand by waiting. As more is known about demand
electricity. This allows power companies to maintain a closer to selling season, production of more uncertain items
level supply and a lower cost. should take place.
306
International Journal of Emerging Technology and Advanced Engineering
Website: www.ijetae.com (ISSN 2250-2459, Volume 2, Issue 5, May 2012)
VIII. CONCLUSION
E) Specialization
From the above discussions it can be concluded that; A
Most supply chains provide a variety of products to the supply chain consists of all stages involved, directly or
customers. When inventory is carried at multiple locations; indirectly, in fulfilling the customer request. And the
a key decision for a supply chain manager is whether all prime objective of the managing system is to have a
products should be stocked at every location. Clearly, a strategy and corresponding performance indicators to
product that does not sell in a geographical region should manage the supply chain in the right direction. This can be
not be carried in inventory by the warehouse or retail store better done by firstly identifying the sources of uncertainty
located there. and then by synthesizing the available information and
seeking opportunities to tackle the causes to root out them.
F) Postponement strategy This roadmap will certainly lead to better scheduling, up to
the mark production levels, timely deliveries and ultimately
A postponement strategy aims at delaying some supply greater customer satisfaction.
chain activities until customer demand is revealed in order
to maintain both low systems wide cost and fast response. CASESTUDY
Products in semi-finished forms and can be customized 1) They directly procure the product from
quickly in Production facilities. manufacturers. All intermediate links are
bypassed.
3. Logistics postponement
2) Every time conducting meetings with the vendors
Products in semi-finished forms and can be customized to understand their cost structure
quickly in Production facilities close to customers. 3) For transportation it has company owned 3500
trucks. The driver has to report their hours of
4. Time postponement service to the coordinator on daily basis. The
coordinator arranges the trips according to
Finished products are kept in central location and are available driving time.
distributed quickly to customers. 4) For better communication in store Wall mart is
using bar code systems Due to which the
5. Product development postponement
information like in stock, cost is quickly available.
G) Demand Forecasting
COMPARISON OF WAL-MART WITH
Forecast of future demand are essential to a supply chain COMPETITIORS
manager’s decision making and planning processes.
The Wal-Mart successfully managed the uncertainty
problems .the following table shows difference at various
stages in supply chain between Wal-Mart and the other
competitors.
307
International Journal of Emerging Technology and Advanced Engineering
Website: www.ijetae.com (ISSN 2250-2459, Volume 2, Issue 5, May 2012)
TABLE.3[3]
REFERENCES
308