Supply Chain Management

Supply string was one of the key market verticals for my ex-girlfriend or boyfriend employer – Motorola Solutions, which has an array of technical gadgets to manage and optimize the supply chain. Mobile computers, RFID, WiFi infrastructure in the manufacturing facility, warehouse, and even in retail shops ‘attempts’ to offer an integrated approach to supply chain for just about any business.

Even within the developing market there has been increasing demand for tools and processes to manage the supply chain of businesses that range from medium range to large size operations. A deeper take a look at these kinds of technology and tool deployment suggests that businesses are keen on investing to improve the supply chain processes.

Client conferences and system studies conducted by me within my tenure at Motorola Solutions tasks a clear idea that motivation for source string improvements is not mere ‘getting the merchandise fast to the customer at the cheapest cost possible’. The articles ‘Outcome powered supply chain’ and ‘Best source value chain’ provides the backdrop for this surge of opportunities in supply-string improvements.

As supply string gets more integrated across functional areas and much more importantly across business involved in delivering a product/service to customer, it is essential that collaborating organizations synchronize their creation, ordering, storage, and dispatching cycles. For doing so, supply chain information systems are an absolute necessity. Considering the Unilever example: The confectionery department of the conglomerate acquired started to face severe competition in the Indian tier-1 and tier-2-metropolitan areas.

The pricing and quality were just right and in reality the band still commanded reputable lead in terms of market talk about. That calls for an investigation. The devil is at the system without a doubt. The operational systems used to track orders from partners to distributor to the vendor company was entangled that the finish gadgets, tools, and processes couldn’t offer any help.

So in essence, the various tools are that – tools just. As indicated in the reading material, from the 6 possible outcomes of supply chain optimizations, one value should stick out that would be the main focus area and driving factor for the project. And, tools and procedures have to aligned to attain the desired goal. In Unilever case the key focus area was responsiveness and the answer was built around it.

But in Motorola’s own case there is no single focus area, which led to chaos and sub-optimal performing framework. As consultants, we have to ensure that the supply chain issues that we are trying to solve are clearly defined and moreover the expected outcomes are unambiguously listed down. But the relevant question is how? I am wondering if there are any frameworks for the same. If so, I hope to bump across them through the course research.

It feels so good to get something within the banking institutions for once. Now let’s take a look at why I have two bank cards rather than one. My declaration day on the Natwest Charge is the 17th of the month and it is direct debited on the 6th of every month. The Amex is the 29th and the direct debit is the 10th of the month.

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So I use the Natwest between your 17th and the 28th and the Amex between the 29th and the 16th of the month. This implies I am maximizing my interest free days from each card. Now on the whole this formulation works fine but sometimes the Amex is not accepted so I then use the Natwest but I acknowledge this to doing business.

Spend your cash twice. Bank cards also enable you to invest your money to double, firstly if you buy something using the credit card (that’s the first time) and then when you get your statement (that’s the second time). So, after the statement will come in it allows you to track all of your expenditures but it additionally reminds you of those stupid purchases you make. This is a great thing if you want to develop better spending patterns. I favor using Bank cards because each time I make a purchase I have to remember that I must pay for it at the end of the routine. No excuses I must come up with the cold income.