SUPPLY CHAIN MANAGEMENT: A CASE STUDY OF ISSUES FOR BIOAG

SUPPLY CHAIN MANAGEMENT: A CASE STUDY OF ISSUES FOR BIOAG

Reference Links : http://econpapers.repec.org/article/agsifaamr/34521.htm

http://ageconsearch.umn.edu/handle/34521

http://ageconsearch.umn.edu/bitstream/34521/1/01030435.pdf

Frank J. Dooley and Jay Taylor Akridge
International Food and Agribusiness Management Review, 1998, vol. 01, issue 03
Abstract: Supply chain management has become an increasingly important topic to agribusiness managers during the past five years. Drivers of this trend include buyers seeking higher levels of customer service and efforts by firms to control costs, especially inventory. This case introduces the reader to supply chain management. It would work well either as part of a capstone course, in a special topics course, or in an executive education course. The case explores some of the issues and dilemmas associated with supply chain management efforts at BioAg, a small Midwestern firm that manufacturers agricultural chemicals that are environmentally sensitive.
Keywords: Agribusiness; Industrial Organization (search for similar items in EconPapers)Date: 1998View list of references
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Please use this identifier to cite or link to this item: http://purl.umn.edu/34521
Title:
SUPPLY CHAIN MANAGEMENT: A CASE STUDY OF ISSUES FOR BIOAG
Authors:
Dooley, Frank J.Akridge, Jay T.
Issue Date:
1998
Abstract:
Supply chain management has become an increasingly important topic to agribusiness managers during the past five years. Drivers of this trend include buyers seeking higher levels of customer service and efforts by firms to control costs, especially inventory. This case introduces the reader to supply chain management. It would work well either as part of a capstone course, in a special topics course, or in an executive education course. The case explores some of the issues and dilemmas associated with supply chain management efforts at BioAg, a small Midwestern firm that manufacturers agricultural chemicals that are environmentally sensitive.
URI:
http://purl.umn.edu/34521
Institution/Association:
International Food and Agribusiness Management Review>Volume 01, Issue 03, 1998
Total Pages:
7
Language:
English
From Page:
435
To Page:
441
Collections:
Volume 01, Issue 03, 1998

TEXT BOOK : Reference Books

Handbook of SUPPLY CHAIN MANAGEMENT

Second Edition

JAMES B. AYERS

HD 39.5 H36 2006

Bandkadi Campus Lib.

============================

Supply Chain Project Management

A Strucktured Collaborative and Measurable Approach

James B. Ayers

HD 38.5 A94 2004

Bandkadi Campus Lib.

TA REQUEST

Senior project presentation
(group: SPT, The One, and Inw)

ห้อง 3214 เวลา 16.00 น.

น้องๆ โปรด ใส่รายงาน และ slide ใน Website ด้วยนะครับ (ใส่ที่ Week1 Report และ Presentation slide)

เอกประวัติ

Overview of Supply chain management (SCM) Definition

Supply chain management (SCM) is the management process from supplier to manufacturer to wholesaler to retailer to consumer. The process is about moving goods from the customer order through the raw materials stage, supply, production, and distribution of products to the customer.

The complex of SCM is depend on organization size and the type of product manufactured. Effective management is try to account coordinating all the different pieces of this chain as quickly as possible without losing any of the quality or customer satisfaction, while still keeping costs down.

Six key elements to a supply chain:
Production
Supply
Inventory
Location
Transportation, and
Information

1.Production

This process is focusing on market demand and customer wants. This first stage in developing supply chain agility takes into consideration what and how many products to produce, and what, if any, parts or components should be produced at which plants or outsourced to capable suppliers. These strategic decision

s regarding production must also focus on capacity, quality and volume of goods, keeping in mind that customer demand and satisfaction must be met. Operational decisions, on the other hand, focus on scheduling workloads, maintenance of equipment and meeting immediate client/market demands. Quality control and workload balancing are issues which need to be considered when making these decisions.

2.Supply

Next, an organization must determine what their facility or facilities are able to produce, both economically and efficiently, while keeping the quality high. But most companies cannot provide excellent performance with the manufacture of all components. Outsourcing is an excellent alternative to be considered for those products and components that cannot be produced effectively by an organization’s facilities. Companies must carefully select suppliers for raw materials. When choosing a supplier, focus should be on developing velocity, quality and flexibility while at the same time

reducing costs or maintaining low cost levels. In short, strategic decisions should be made to determine the core capabilities of a facility and outsourcing partnerships should grow from these decisions.

3.Inventory

Further strategic decisions focus on inventory and how much product should be in-house. A delicate balance exists between too much inventory, which can cost anywhere between 20 and 40 percent of their value, and not enough inventory to meet market demands. This is a critical issue in effective supply chain management. Operational inventory decisions revolved around optimal levels of stock at each location to ensure customer satisfaction as the market demands fluctuate. Control policies must be looked at to determine correct levels of supplies at order and reorder points. These levels are critical to the day to day operation of organizations and to keep customer satisfaction levels high.

4.Location

Location decisions depend on market demands and determination of customer satisfaction. Strategic decisions must focus on the placement of production plants, distribution and stocking facilities, and placin

g them in prime locations to the market served. Once customer markets are determined, long-term commitment must be made to locate production and stocking facilities as close to the consumer as is practical. In industries where components are lightweight and market driven, facilities should be

located close to the end-user. In heavier industries, careful consideration must be made to determine where plants should be located so as to be close to the raw material source. Decisions concerning location should also take into consideration tax and tariff issues, especially in inter-state and worldwide distribution.

5.Transportation

Strategic transportation decisions are closely related to inventory decisions as well as meeting customer demands. Using air transport obviously gets the product out quicker and to the customer expediently, but the costs are high as opposed to shipping by boat or rail. Yet using sea or rail often times means having higher levels of inventory in-house to meet quick demands by the customer. It is wise to keep in mind that since 30% of the cost of a product is encompassed by transportation, using the correct transport mode is a critical strategic decision. Above all, customer service l

evels must be met, and this often times determines the mode of transport used. Often times this may be an operational decision, but strategically, an organization must have transport modes in place to ensure a smooth distribution of goods.

6.Information

Effective supply chain management requires obtaining information from the point of end-use, and linking i

nformation resources throughout the chain for speed of exchange. Overwhelming paper flow and disparate computer systems are unacceptable in today's competitive world. Fostering innovation requires good organization of information. Linking computers through networks and the internet, and streamlining the information flow, consolidates knowledge and facilitates velocity of products. Account management software, product configurations, enterprise resource planning systems, and global communications are key components of effective supply chain management strategy.

LINKs:

http://en.wikipedia.org/wiki/Supply_chain_management

(http://www.techtarget.com/)

http://searchmanufacturingerp.techtarget.com/sDefinition/0,,sid193_gci214546,00.html

http://rockfordconsulting.com/supply-chain-management.htm
http://www.mariosalexandrou.com/definition/scm.asp
http://www.braindeals.in/SupplyChainManagement/tabid/74/Default.aspx

Related Topics : Supply Chain management DefinitionBy wikipedia

Supply Chain management Definition By techtarget

Topic : SCM Thailand‏

Effective supply chain management (SCM) has
become an emergent strategy for Thai manufacturers
to secure competitive advantage and improve organizational
performance in today’s highly volatile global
market. This research identifies eight strategic characteristics
of SCM (interand
intraorganizational
communication,
organizational flexibility, interorganizational
relationships, supply chain coordination,
outsourcing, inventory management and mass customization
manufacturing strategy) among Thai
manufacturers and empirically tests their relationships
with organizational performance.
Data for the study were collected from 294
manufacturing organizations in Thailand and the
relationships proposed in the research model were
tested using Person’s correlation analysis. The
results illustrate the significant positive relationships
between the eight SCM characteristics and
organizational performance. This indicates the
importance of these SCM strategic characteristics
which firms need to develop and implement
effectively in order to maximize organizational performance.
The findings reveal that organizational
flexibility has the strongest relationship with performance.
Therefore, it should be a top priority of
management in SCM implementation. Moreover,
firms need to communicate, coordinate, collaborate,
and build trusting relationship among members of
the supply chain network, as well as implement
outsourcing, (justintime)
inventory, and mass
customization strategy in order to improve longterm
performance of the individual organization and the
supply chain as a whole. The study helps manufacturers
in the development and implementation
of effective SCM which is a key to sustaining
competitiveness in today’s globalizing economy.

Supply chain management (SCM) is an important
issue facing many organizations worldwide. SCM is
an important area that helps maximize competitiveness
and profitability for the company as well as other
supply chain members which integrate and coordinate
across their whole extended network (Lambert
and Cooper, 1998). Managing the supply chain has
become a way of improving competitiveness by
reducing uncertainty and enhancing customer service.
Not all firms are successful in achieving a higher
level of performance even if they have implemented
the SCM concepts. In order for firms to succeed,
survive, and sustain their competitive positions,
certain characteristics of SCM have to exist. This
research tries to identify the characteristics that bring
or create strategic advantages to Thai manufacturers
as well as help them sustain their competitive
advantages and maximize performance. In the long
run, these SCM characteristics add value to the firms,
their stakeholders, and their supply chain partners.

Reference : http://www.bu.ac.th/knowledgecenter/epaper/july_dec2008/Titinan.pdf

TOPIC : SCM North America‏

Supply Chain Management

Leading organizations recognize that supply chains are critical to growth and profitability, especially in a world in which supply chains have become increasingly global, complex, time-sensitive, and laden with uncertainty and risk, especially financial and liquidity issues. In other words, smart enterprises understand that superior supply chain management can make them, and ineffective supply chain management can break them.

In most companies, there's room for improvement when it comes to supply chain operations.. The keys are to define which processes need to be improved, align those improvements to strategic goals, and excel at execution.

The event brings together the people who deliver and create value in the supply chain — especially those accountable for supply chain results — to learn the latest trends and research, network, and discover critical strategies for supply–chain management through four concurrent tracks:

Superior supply chain management is critical to organizational growth and profitability, especially in a world in which supply chains have become increasingly global, complex, time–sensitive, and risk sensitive. Smart enterprises understand that there's room for improvement when it comes to their supply chain operations. The keys are to define which processes need to be improved, align those improvements to strategic goals, and excel at execution.

Attend the 2009 Supply–Chain World Conference & Exposition and learn how some of the world's leading businesses developed and implemented innovative supply chain strategies — some with the help of the Supply–Chain Operations Reference model that have enabled them to substantially out–execute their competitors and achieve strong financial results year over year.

Take advantage of four content–rich educational tracks designed to help you.

Conference Educational Tracks

Supply–Chain World 2009 will address critical areas of supply chain management through four concurrent tracks.

Globalization and Standardization

For most organizations today, supply chain globalization at some level is a given, and achieving global supply chain excellence a necessity. This track will profile companies that have achieved world–class global supply chain performance by aligning business strategy with supply chain execution. For many of these companies standardizing business processes has been one way to simplify the complexity, knowledge sharing, teaming and performance measurement and risk management challenges assumed by extending the supply chain to the ends of the earth.

Sustainability and the Green Supply Chain

Environmental and corporate social responsibility are at or near the top of most company's agendas as it becomes increasingly clear that the cost of an enterprise's carbon footprint will be high both in terms of its overall financial performance and its global reputation. Hear what your peers are doing to: measure the environmental impact of their supply chain practices, identify and implement greening opportunities, improve waste management, reduce water or packaging usage, and comply with new environmental regulations and guidelines.

Convergence for Total Lifecycle Management Success

Organizations have successfully combined many concepts, resources, methods and tools for achieving superior enterprise performance. Hear how your peers have created integrated strategy, tactics and execution with not only SCOR, Lean, and Six–Sigma, but also with APICS and CSCMP bodies of knowledge, standards as diverse as ISO and Baldrige, and other approaches to supply chain optimization. Learn how to align these concepts, methods and tools, and create united teams, end–to–end processes, metrics, and best practices focused on achieving accelerated results with your supply chain.

The People Side of Supply Chains

As supply chains evolve so must the skills of the people who manage and run them. For individuals working in supply chain management, this means learning and understanding how to apply the most advanced tools, models, techniques, skills and behaviors required to be most effective in the job. For supply chain leaders it means defining the skill sets needed today (and those that will be needed tomorrow), and finding, training, and retaining the people who have them. This track will profile how successful supply chain organizations are developing supply chain resources, addressing the global skills shortage, empowering and engaging their people in the pursuit of supply chain excellence, and building cross–functional and cross–enterprise teams with the right skill sets to excel in the future.

Common tools for many of the companies presenting at Supply–Chain World 2009 are the SCOR, DCOR and CCOR process reference models. Today, hundreds of organizations are reaping the benefits of using the SCOR methodology, diagnostic and benchmarking tools to define supply chain needs, align processes with practices, and excel at supply chain execution. The conference will also feature opportunities for attendees to increase their understanding of and proficiency with SCOR as a foundation for achieving supply chain excellence.

Reference : http://www.supplychainworld.org/scw_overview.htm

Endnote literature file‏

Sent: Wednesday, July 01, 2009 9:42:05 AM
น้องๆ Senior project

ทางอาจารย์ติดงานด่วนในวันพฤหัสนี้ จึงขอเลื่อนการนำเสนองาน ไปเป็นพฤหัสหน้า เวลาเดิม ส่วนสถานที่จะแจ้งให้ทราบต่อไป

อย่างไรก็ตาม ขอให้น้องๆมาพบกันเพื่อตรวจดูความก้าวหน้างาน และ ฟังการอธิบายการใช้งาน Website สำหรับกรอกรายงาน รวมทั้งสอบถามข้อสงสัยต่างๆ ในวันพฤหัสนี้ เวลา 15.00 น. ที่ชั้น 6 อาคารสิรินธรครับ

Ekkprawatt Phong-arjarn

การใช้กรอกรายงานประจำสัปดาห์ใน reserach website PART2

เมื่อคลิกไปแล้ว หากระบบแจ้งว่า “This topic does not exist yet” ให้คลิกที่ “Create this page” เพื่อสร้าง page ขึ้นเอง แล้วก็จะสามารถกรอกข้อมูลรายงานได้
5. การเขียน จะคล้ายๆกับการใช้ ms word หรือ webboard ทั่วๆไป โดยสามารถศึกษาการใช้งานจากเอกสารที่แนบมา หรือ ศึกษาเพิ่มเติมได้จาก google โดยให้ หาบทความที่เกี่ยวกับ “dokuwiki” เช่น
CLICK HERE

การใช้งานเบื้องต้น CLICK HERE

การใช้กรอกรายงานประจำสัปดาห์ใน reserach website‏

การใช้กรอกรายงานประจำสัปดาห์ใน Reserach Website‏

ขณะนี้ research website สำหรับให้น้องๆเข้าไปกรอกรายงาน Senior Project พร้อมใช้งานในเบื้องต้นแล้ว

url ของ Website คือ http://chawalit.siit.tu.ac.th/

ซึ่งสามารถเข้าใช้งานได้ทั้งในและนอกมหาวิทยาลัย
ขอให้ทำการกรอกรายงานที่ทำในแต่ละสัปดาห์ลงใน Website นี้เพื่อที่อาจารย์จะได้ตรวจงานต่อไป

การใช้งาน
1. Login โดยกรอก username ตามชื่อและอักษรตัวแรกของนามสกุลของแต่ละคน เช่น ชื่อ ”Somsak Komol” username คือ “somsakm” (ตัวอักษรตัวเล็กทั้งหมด) ส่วน password คือ “pass” เมื่อ login ได้แล้ว สามารถแก้ไข password ใหม่ได้เองตามที่ต้องการที่ “Update profile”

2. การกรอกข้อมูลรายงาน ให้ไปที่ Member area ด้านขวา “Senior projects > 2009”

3. ไปที่ Topic ของกลุ่มตนเอง แล้วคลิกที่ Report ของสัปดาห์ที่จะกรอกข้อมูล (ปัจจุบันคือ week1)

Endnote literature file‏

http://www.mediafire.com/?sharekey=6190dc5351fa1d74e62ea590dc5e5dbbe04e75f6e8ebb871

All Project Member E-mail

earth_salskjaer@hotmail.com

kriangsak17@hotmail.com

tong_kao@hotmail.com

=======SPT=========

luang_014@hotmail.com

punehyper@hotmail.com

tanick89@yahoo.com

kireinajung_honey@hotmail.com

or_baolong@hotmail.com

rung_noorung@hotmail.com

TA Request 001

Sent:
Sunday, June 28, 2009 2:39:04 PM

สำหรับน้องๆที่ยังไม่ได้แจ้งเวลาว่างจากตารางเรียน สำหรับทำงาน Senior Project ขอให้รีบแจ้งมาด้วยครับ
เพื่อใช้กำหนดวันที่จะมี meeting ประจำสัปดาห์ และ สำหรับการกำหนดวันเข้าไปที่ site

น้องๆกลุ่มที่ยังไม่ได้ส่ง > Mavellous, Inw

ปล. โปรดระบุด้วยว่าเป็นกลุ่มใด

เอกประวัติ

=================================

Senior Project Presentation 1‏จากที่ดูตารางเรียนจากทุกกลุ่มแล้ว

วันที่ว่างตรงกันที่สุดคือวันพฤหัส ช่วงบ่ายจึงขอกำหนดวัน meeting และ presentation

ประจำสัปดาห์เป็นวันพฤหัส เวลา 15.00 น. (เนื่องจาก อ.ชวลิตมีสอนช่วงบ่าย)

สำหรับ Presentation สัปดาห์นี้ คือวันพฤหัสที่ 2 กค เวลา 15.00 น.

สำหรับห้องจะแจ้งให้ทราบต่อไปครับ

เอกประวัติ

===============================

*สรุปแล้ว นัดคุย Senior PJ. ทุกวันพฤหัสบ่าย

Test 002 Topic 002

Test Set Template 001 Test Text Here

test blog

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