˘ˇ ˆ ((pExpress Exporter Plus) · 2017-11-16 · Marketing/sales Holisticsview Finance...

70
(Express Exporter Plus) “” Kanok Kanok Juthamanee Juthamanee k PriortojoiningKNKConsultingCenterCo.,Ltd,Kanok spent3 ih Ch k i N b di d M di lI i (CNMI) Kano yearswithChakri Naruebodindra MedicalInstitute(CNMI), FacultyofMedicineRamathibodi Hospital,Mahidol University,DeputyExeclutive DirectorforLogisticsand Supply Chain Management BBAAccounting, Ramkhamhaeng University SupplyChainManagement. PriortoCNMI,Kanok wasaLogisticsCenterManagerat Boonthavorn CeramicCo.,Ltd.(Boonthavorn),andhadateam member to setup Logistics and Supply Chain Management to MScLogistics Management,King Mongkut University membertosetupLogisticsandSupplyChainManagementto thebusinessaswellasDistributionCenterincludedWMS installation. Prior to Boonthavorn Kanok was a Logistics and Supply ofTechnology Thonburi DoctorofBusiness PriortoBoonthavorn,Kanok wasaLogisticsandSupply ChainDirectoratAlliedDomecqSpiritsandWine(Thailand) Limitedwherehewasresponsibleforimprovingglobal Logistics and Supply Chain operation. Administration Candidate,Lyceum ofthePhilippines LogisticsandSupplyChainoperation. Kanok alsolecturesatMahidol University,KingMongkut UniversityofThecnology Thonburi andThonburi University. University

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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)

8

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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?

� ����������������� �$��!$��������"���%.��#�� ���������������� ���������"���%.��#

'�"�/���"�!%

� ���������"&���!�������

� ��������) +�;��'"����%�� �����#��<������ +�� ���������;��'"����%� ����#�<������

������% ��������������� �������

40

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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�

68

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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

)$ ) !$� � � +• ���)"��)"����������!�#������%���%��'��%"����

�-����"&�����"!������"�����"�

• ��( ��������������)$"����������!$�!����&� ""�����

��������!$��&�!����&� ����-���������������������%&

+ � !��'��%"�����"&�����"!�

72

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�6��� ������4��6�� �����4

��������!������)�

���%�"������������

��������!1�)������)��&)�+�"�0

�����������-���( �������-��������

+

��������!1�)������)�

+���%"�����������

����������<!����-�������

�&�'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�:

74

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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��”

78

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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

!$ ) k . � �– �**���!�"���� move���)" make�.��#���� scan– �#���� 1��!�!$�&��������

– ��'� +�%"� ������

• %��"&��• %�"��

– Barcode– Vendor�manage�inventory�(VMI)

91

Example of Kanban

92

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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

93

����Y����' Supply Chain

• '�"�/���%�;��

• ����#)$"�.����������!$�'�"�/�/

• �#�%� +��%& Supplier�–Manufacturer�– Distributor�–R il CRetailer�– Customer

• ����%��� "��"����� (Traceability)y• ������"�A�'"��/����.A�

94

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Traceability ��������4�>�����4�����'���'��������=�$Z�������

��� &�+ ,� 1� ����+ ,� �����4 (Tracking)

��� ����+ ,� 1� &�+ ,� ��'���' (Tracing)

Logistics Distributor P id CManufacturer Logistics��Distributor Provider ConsumerManufacturer

Materials ��� Information �����'�$Z���������= 4�7������Y � �����+������� , �������Y' ,

( � � � � � G� � � � �

95 Ref:�GS1�Japan,�2013

�����(9� ��42�������� ������Y �4��[����G�����7������������4�>�����4�����'�������'�� (Traceability)

��)�����.'(� Supply Chain

1. ��"����� ��� Stakeholders ���������������������� 1. ��"����� � Stakeholders ������������������� 2. 2��'' (format) ��42� ���!"#!�������$����������%���������������������� 3. ���4�4���+���4+�(����+���� �����% ���������!�#�� stakeholder �&#���!"#���������$��

&#��'��������%����������#� $����������*�+��

96

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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)

5. ����������� ����������������(� (Warehousing and Storage)

6. �������'� &������������ ����� (Transportation and Distribution)

7. ����-���%�;��'�"�/����#�

97

��� ���� "�$ ,% ��� ��� ���� "�$ ,% ��� �����+�"�0�2����1�������+�"�0�2����1����

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����/��/������/��/��

DITP &�% ���"�0���#�;������! "��$!% �$%%����6 "��//���DITP &% ���"����#;����� "��% �%%����� "��//��

��������2.�#������������ ���� '% �(�����%���� /����� �)�"�$!%�) �������#�;���� , � ,�������) �����������%�������������"�%�������#;��� ������ �����(����%����������

"#!������2.�#��������*����/�*6��� ���� ����% ������

���"�0�����1��"#!�'� ,1�)&+!���)� 30%, �����2.�#�����+� ���"�����1�"#�'1�&���� 30%, �����2.�#������ �

"#!�'� , 20% �� 30%, ������*��� �� 1�)�%���)� 25%����������)� DITP �� &�% ���"�0������&�% '% �&<%���������������� DITP � &% ���"������(�&% '% �&%����

��!���"�0����� �����������(�1�)�%���)� 99 % "#$!%�) ���/�*6

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��+6����1,#�/0�.������������ �����&����!��1 ��6 ����������&�,#�/0�.������/-� �������#��� ������7�8��&&�&�����1 � ��������&�,#/0.������/� �������#��� ��������8�&&��������+���������&#8&����!��1 1� ��� ��8�����1�����6&��<��,#�/0�.����/-� ��"���78��"��������#&�����1 1� � ��8����1��� & <��,#/0.� ��/� ��"��8�"������#��<�� �������We need to improve productivity without breaking thep p y gbank. We also have to show a strong ROIWe need productivity improvement to meet earlier cutofftimes

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�,� �����"�#���3�,# �!��,�1,� �,� �����"�#���3�,# �!��,�1,�

�,� �����d h hRedesign or renovating warehouse to assure the

availability of effective service to achieve outcomes���3, �!��3�,# �

Renovate existing warehouses (infrastructure, layoutplanning equipment special storage security and safetyplanning, equipment, special storage, security and safetyprocedure)Warehouse operation improvements (warehouseWarehouse operation improvements (warehouseactivities on put�away, picking and controlling, roll trackutilization)Improvement for business benefit (WMS, Barcode)

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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��1���/+6/��/�����& %�������*���1���/+6/��/�����& %�������*�

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���������� ��������������� �����

Layout

E i &

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

�"��)�������!)

Hardware Selection for Racking Systems

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Equipment�&�Material�Handling

)��) ��&���

Barcode

Barcode ??

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�������! ���)"��%�;�� EAN (European Article Number)

Barcode Technology for Tracking and Identification of Products

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�� ��������� (� ��)

������ EAN.UCC ������������������ ���������!��"�� ������#��#$ �� �����/� ��%������ EAN.UCC ������"�������"�

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�������������-#+1���

�0��&' Rack ���'��������� /�����&'�&'! ����$� (1.1.2, 1.1.3,…)

Barcode Technology for Tracking and Identification of Products

RFID

����#! +�&������)$�����1!$����

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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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6����&�������0�,� (Transponder, Tag)

������� ����� � RFID ��� Barcode

RFID Barcode

� ����&*�����"�-�� � ������"�-���* ���&*�

,��������� ����+1���-�� +1���-���� ����&*�

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� 9 � � � � & ��� �,:��������� �1 � 97 ����� �� ��� �� ,:����������&;������� ��������

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Equipment�&�Material�Handling

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Equipment�&�Material�Handling

�,�*�*�#-�����,1

�,�*�*�#-�����,1

��Electronic Data Interchange (EDI)

�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)

$Enterprise Resources Planning (ERP) �$% ���������

���<�����'"�"�����.���� ��( ������!$�#���������������

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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]