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Pipeline management & control.

Extracts from this document...

Introduction

PIPELINE MANAGEMENT & CONTROL CASE STUDY PIPELINE MANAGEMENT & CONTROL CASE STUDY Table of Content Table of Content 2 Part 1: Clearly state the case for streamlining product/service flow through supply chain pipelines 3 1.1 Introduction 3 1.2 Major problems of supply chain: 3 1.3 using postponement and mass customisation 5 1.4 Benchmarking 6 1.5 spontaneous build to order 7 1.5.1 Modular Product Design as Enabler of "Built-to-Order". 8 1.5.2 Manufacturing Under "Build-to-Order". 9 Part 2: Automotive industry has been chosen and identifies steps that have been made by companies to improve synchronisation processes and activities across the supply chain. What are barriers to such change? 11 2.1 Introduction 11 2.2 E-procurement under "Build-to-Order". 11 2.3 B2B: Transforming or Reinforcing Supplier Relationships? 12 2.3.1 Open architecture and transparency. 13 2.3.2 Automation of steps in the purchasing process 13 2.3.3 Auction 13 2.3.4 New tools to facilitate collaborative product design of complex components or modules 14 2.4 Barrier of change: 15 2.4.1 Culture blame 15 2.4.2 Security is uncertain 15 2.4.3 Sharing information 16 2.4.4 Lack of knowledge 16 Implementing e-supply chain is likely need expertise to know how to work well. And mainly people who have been working in supply chain field for a long time is likely to realise the importance of e-commerce and hiring not enough expertise in their company. 16 Part 3: What changes are likely to occur in the future with late configuration of vehicle build for the 3-day car? And identify the role that web-based technology may play? 17 3.1 The role that web-based technology may play 18 Conclusion 19 Part 1: Clearly state the case for streamlining product/service flow through supply chain pipelines 1.1 Introduction In order to provide competitive advantage and competing with your competitors, the resources and operations, that are required to flow the product along the supply chain from raw material to finished product and ultimately the customer. ...read more.

Middle

Predictability is necessary because lean production also emphasizes the extreme levelling of production, or heijunka, to avoid the waste of idle capacity or of overproduction. A production system based on 100% build-to-order might have too much volatility to allow for this degree of production leveling. Thus lean production could accommodate "build-to-order" only with production scheduling that combines "pull"- and "push"-derived demand. The customer front-end would need to support such a scheduling system by helping to steer customers towards those combinations that can be most readily built, given production and parts supply constraints at any given point in time. Part 2: Automotive industry has been chosen and identifies steps that have been made by companies to improve synchronisation processes and activities across the supply chain. What are barriers to such change? 2.1 Introduction The Internet will still offer new economies, new capabilities, and opportunities for new business development. We focus here on three areas: business-to-consumer links (B2C) affecting automotive retailing; business- to-business links (B2B) affecting procurement; and a new arena for competition: business to- vehicle (B2V) products and services. The key feature of e-commerce is the de-specification of information technology assets: the ability of firms to achieve fast, cheap, asynchronous communication without investing in proprietary electronic data interchange software or training. Another important aspect is that it seems that the Internet is most useful for transferring this information if it is codified-that is, can be written down and understood similarly by many people. 2.2 E-procurement under "Build-to-Order". Electronic, Internet-mediated procurement will provide the underpinning for "build-to-order" by facilitating the rapid and low-cost dissemination of order information, production scheduling, engineering changes, and other crucial information. While a variety of alternate methods of communication between OEMs and suppliers, such as proprietary electronic data interchange (EDI), now exist to accomplish this task, the Internet offers the low cost, high speed, and universal connectivity necessary to make build-to-order economically feasible. ...read more.

Conclusion

Such an infrastructure wourld greatly reduce the search cost for the buyer. For the supplier- in particular, for the small supply- the platform offers unparalleled access to potential markets. Richness refers to the quality of information in terms of its accuracy, bandwidth, currency, customisation, interactivity, relevance, security, etc. reach simply refers to the number of people sharing that information. A catalog is capable of transmitting ric, customised information to the customer before they decide to buy any car. Also internet appears to mitigate this trade-off. For example, manufacturing company should able to provide greater reach that a call centre, while affording considerable richness for key corporate customers through "premier pages", which are customised web-based interfaces between manufacturing industry and customers. Uing internet can actually transparent the data through the whole automotive industry. When a customer place an order, the whole supply chain can react immediately, this is called synchronisation. internet is the common platform to the whole supply chain and Internet has been used to streamline the products or services flow through the supply chain pipeline. Conclusion For the most value to be gained from customer fulfilment, vehicle build-to-order systems will continue to be implemented in Europe and, eventually, across the globe. Vehicle distribution's role in this crucial as the right product, at the right price at the right time is the key to success in the new business model. However, reducing delivery lead-times for customers who will not wait is only half the solution, reliable delivery exactly when and where the customer wants it, will become a key selling point whether that is three days from order or 10 days, and whether it is to a traditional dealer, supermarket or home delivery. A number of changes to the current process will be required to enable deal in such a short time period at the right cost. At the end, if company cannot fulfil this expectation at an acceptable cost will lose out in the coming build-to-order revolution. Reference [V1]p.5 [V2]D:\pipeline\Benchmarking.htm [V3]1. As we discuss in Scenario 2, most of these changes would require reform of automotive franchising laws. 2 2 ...read more.

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