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Integrated Logistics Management
1. Integrated Logistics Management
PRESENTED By:
09- Chirag Bargoti
12- Dhrubajit Malakar
23- Midhun T Clement
31- Pavankumar Nadagoudra
38- Ravindra reddy
42- Sagardeep S D
62- Yogita
2. LOGISTICS
Planning, implementing, and controlling the physical flow
of goods, services, and related information from points of
origin to points of consumption to meet customer
requirements at a profit.
3. INTEGRATED LOGISTICS
Process of anticipating customer needs and
wants
Acquiring the capital, materials, people,
technologies and information necessary to meet
those needs and wants
Optimizing the goods-or-service-producing a
network to fulfill customer requests
Utilizing the network to fulfill customer request in
a timely way
4. INTEGRATED LOGISTICS MANAGEMENT
Cross functional teamwork inside
the company
Building channel partnerships
Third party logistics
5. OBJECTIVES OF INTEGRATED LOGISTICS
MANAGEMENT
Rapid response
Minimum variance
Minimum inventory
Movement consolidation
Life cycle support
6. ACTIVITIES RELATED TO
INTEGRATED LOGISTICS
Physical Distribution
Materials Management
Logistics Engineering
Business Logistics
Logistics Management
Integrated Logistics Management
Distribution Management
Supply Chain Management
9. WHY LOGISTICS?
Effective logistics is becoming a key to winning and
keeping customers
Logistics is a major cost element for most companies
The explosion in product variety has created a need for
improved logistics management
Information technology has created opportunities for
major gains in distribution efficiency
10. TOTAL QUALITY MANAGEMENT
The way of managing organization to achieve
excellence
Total – everything
Quality – degree of excellence
Management – art, act or way of organizing,
controlling, planning, directing to achieve certain
goals
11. “A management philosophy embracing all
activities through which the needs and expectations
of the CUSTOMER and COMMUNITY, and the
objectives of the organization are satisfied in the
most efficient and cost effective manner by
maximising the potential of ALL employees in a
continuing drive for improvement.”
12. EFFECT OF TQM (QUALITY IMPROVEMENT)
Improve Quality (Product/Service)
Increase Productivity (less rejects, faster job)
Lower Costs and Higher Profit
Business Growth, Competitive, Jobs, Investment
14. CRITERIA 1
LEADERSHIP
Top management must realize importance of quality
Quality is responsibility of everybody, but ultimate
responsibility is CEO
Involvement and commitment to CQI
Quality excellence becomes part of business
strategy
Lead in the implementation process
15. CRITERIA 2
CUSTOMER SATISFACTION
Customer is always right – in Japan customer is
“King”
Customer expectations constantly changing – 10
years ago acceptable, now not any more!
Delighting customers (Kano Model)
Satisfaction is a function of total experience with
organization
Need to continually examine the quality systems
and practices to be responsive to ever – changing
needs, requirements and expectations – Retain and
Win new customers
16. CRITERIA 3
EMPLOYEE INVOLVEMENT
People – most important resource/asset
Quality comes from people
Deming – 15% operator errors, 85% management
system
Project teams – Quality Control Circles (QCC), QIT
Education and training – life long, continuous both
knowledge and skills
Suggestion schemes; Kaizen, 5S teams
Motivational programmes, incentive schemes
Conducive work culture, right attitude, commitment
17. CRITERIA 4
CONTINUOUS PROCESS IMPROVEMENT
View all work as process – production and business
Process – purchasing, design, invoicing, etc.
Inputs – PROCESS – outputs
Process improvement – increased customer
satisfaction
Improvement – 5 ways; Reduce resources, Reduce
errors, Meet expectations of downstream
customers, Make process safer, make process
more satisfying to the person doing
18. CRITERIA 5
SUPPLIER PARTNERSHIP
40% prod. Cost comes from purchased materials,
therefore supplier Quality Management important
Substantial portion quality problems from suppliers
Need partnership to achieve quality improvement –
long-term purchase contract
Supplier Management activities
Define product/program requirements;
19. CRITERIA 6
PERFORMANCE MEASURES
Managing by fact rather than gut feelings
Effective management requires measuring
Use a baseline, to identify potential projects, to
asses results from improvement
E.g. Production measures – defects per million,
inventory turns, on-time delivery
Service – billing errors, sales, activity times
Customer Satisfaction measures
20.
21.
22. Six sigma is a business statistical Strategy.
Is to identifying defects and removing them from
the process of products to improve quality.
A defect is defined as any process output that
does not meet customer specifications.
Statistical measure to objectively evaluate
processes.
23. The Six sigma was founded by Motorola in the
1970s.
Out of senior executive Art Sundry's criticism of
Motorola’s bad quality.
They founded a connection between increases in
quality and decreases in costs of production.
Bill Smith, “Father of six sigma” introduce this
quality improvement Methodology to Motorola.
24. • Quality management program developed by Motorola in
the 1980s.
• Management philosophy focused on business process
improvements to:
Eliminate waste, rework, and mistakes
Increase customer satisfaction
Increase profitability and
competitiveness
25. WHEN SIX SIGMA BE USED?
Depends on the type of business,
“If there are processes that generate a lot of
negative (customer) feedback,
Customers internal or external, components of
Six Sigma considered to study and rectify
problem.”
26. Six Sigma Objectives
Overall Business
Improvement
Six Sigma methodology focuses on business
improvement. Beyond reducing the number
of defects present in any given number of
products.
Remedy Defects/Variability
Any business seeking improved numbers
must reduce the number of defective
products or services it produces. Defective
products can harm customer satisfaction
levels.
27. Reduce Costs
Reduced costs equal increased profits. A
company implementing Six Sigma principles
has to look to reduce costs wherever it
possibly can--without reducing quality.
Improve Cycle Time
Any reduction in the amount of time it takes to produce a
product or perform a service means money saved, both
in maintenance costs and personnel wages. Additionally,
customer satisfaction improves when both retailers and
end users receive products sooner than expected. The
company that can get a product to its customer faster
may win her business.
28. Increase Customer Satisfaction
Customer satisfaction depends upon
successful resolution of all Six Sigma’s other
objectives. But customer satisfaction is an
objective all its own.
29. WHERE CAN SIX SIGMA BE APPLIED?
Production
Design
Service
Purchase
HRM
Administration
Quality Department
Management
IT…
30. SIX SIGMA
Customer first & uses facts and data to derive
better solution
Target:
Improving customer satisfaction
Reducing cycle time
Reducing defects
31. 3 SIGMA VS. 6 SIGMA
Spends 15-25% of
sales dollars on cost
of failure
Inspection to find
defects
Benchmarks against
their competition
Believes 99% is good
enough
Spends 5% of sales
dollars on cost of
failure
Don’t produce
defects
Benchmarks against
the best in the world
Believes 99%is
unacceptable
3 Sigma Company 6 Sigma Company
33. Methodologies
Six Sigma projects follow two project methodologies :
1. DMAIC
2. DMADV
These methodologies, composed of five phases.
34. 1. DMAIC
DMAIC is used for projects aimed at improving an
existing business process.
2. DMADV
DMADV is used for projects aimed at creating new product
or process designs.
35. 1. DMAIC
The DMAIC project methodology has Five
phases:
1. Define
2. Measure
3. Analyze
4. Improve
5. Control
36. 1.Define
2.Measure
Define the system, the voice of the
customer and their requirements, and
the project goals, specifically.
Measure key aspects of the current
process and collect relevant data.
37. 3.Analyze
4.Improve
Analyze the data to investigate and verify cause-
and effect relationships. Determine what the
relationships are, and attempt to ensure that all
factors have been considered. Seek out root
cause of the defect under investigation.
Improve or optimize the current process
based upon data analysis using techniques
such as design of experiments, poka yoke or
mistake proofing, and standard work to create
a new, future state process. Set up pilot runs
to establish process capability.
38. 5.Control
Control the future state process to ensure that any
deviations from target are corrected before they result
in defects. Implement control systems such
as statistical process control, production boards, visual
workplaces, and continuously monitor the process.
39. 2. DMADV
DMADV project methodology has Five
phase:
1. Define
2. Measure
3. Analyze
4. Design
5. Verify
40. 1.Define :
2.Measure
Define design goals that are consistent
with customer demands and the enterprise
strategy.
Measure and identify CTQs (characteristics
that are Critical To Quality), product
capabilities, production process capability,
and risks.
41. 3.Analyze
Analyze to develop and design
alternatives.
4. Design
Design an improved alternative, best
suited per analysis in the previous step
42. 5. Verify
Verify the design, set up pilot runs,
implement the production process
and hand it over to the process
owner(s).
43. • Executive Leadership (CEO and other top level
managers)
• Champions (act as the leaders of black belts. And
also )
• Master Black Belts (chosen by champions, give
their full effort to six sigma. Help to champions and
guide the Black belts and green belts).
• Black belts (working under Master Black Belts, they
are applying six sigma to specific projects).
• Green Belts (Working under the black belts).
45. FOCUS OF SIX SIGMA
• Accelerating fast breakthrough performance
• Significant financial results in 4-8 months
• Ensuring Six Sigma is an extension of the
Corporate culture, not the program of the
month
• Results first, then culture change!
46. THE ROLES OF SIX SIGMA BREAKTHROUGH
STRATEGY PLAYERS
CHAMPIONS
Create the vision of six sigma for the company
Define the path to implement six sigma across
the organization
Develop a comprehensive training plan for
implementing the break through strategy
Carefully select high-impact projects
Support development of ‘statistical thinking’
47. Ask black belts many questions to ensure that
they are properly focused
Realize the gains by supporting six sigma
projects through allocation of resources and
removal of roadblocks
Hold the ground by implementing black belt
recommendations
Make sure that project opportunities are acted
upon by the organization’s leadership and the
finance department
Recognize people for their efforts
48. MASTER BLACK BELTS
Understand the big business picture
Partner with the champions
Get certified as master black belts
Develop and deliver training to various levels of
the organization
Assist in the identification of projects
Coach and support black belts in project work
Participate in project reviews to offer technical
expertise
49. BLACK BELTS
Act as breakthrough strategy experts and be
breakthrough strategy enthusiasts
Stimulate champion thinking
Identify the barriers
Lead and direct teams in project execution
Report progress to appropriate leadership
levels
Solicit help from champions when needed
50. Influence without direct authority
Determine the most effective tools to apply
Prepare a detailed project assessment during
the measurement phase
Get input from knowledgeable operators, first-
line supervisors, and team leaders
Teach and coach breakthrough strategy
methods and tools
Manage project risk
Ensure that the results are sustained.
51. GREEN BELTS
Function as green belts on a part-time basis,
while performing their regular duties
Participate on black belt project teams in the
context of their existing responsibilities
Learn the six sigma methodology as it applies
to a particular project
Continue to learn and practice the six sigma
methods and tools after project completion
52. SIX SIGMA BREAKTHROUGH STRATEGY
PLAYERS FOR AN ORGANISATION
Executive Team
Champion
Master Black Belt
Black Belt
Green Belt
Board of Directors
Chief Development
Officer
Development Officers
Assistant
Development Officer
Senior Field Officer /
Field Officer
Six Sigma Title Leaders of Extension
53. IMPORTANCE OF SIX SIGMA
Focus on improving productivity and quality by
reducing impact of “Hidden Factor” leads to high
Cost of Poor Quality(COPQ).
Statistical and quality tool to increase capacity,
reduce cost and improve yields without spending
significant capital.
55. WHAT IS DISTRIBUTION ?
Right product
Right quantity
Right place
Right time
CHANNEL ????
“HOW”
56. The major functions include
order processing
warehousing
inventory management
transportation
57.
58. HI(STORY)
-Founded in 1994 as by Jeff Bezos
-Based in Seattle, Washington
-the global leader in e-commerce
- 1995 the company went online
Timely shipment satisfied customers improved market share repeat business
59. CNTD…
Initially…online book retailer…
no warehouse-no stock
located close to INGRAM’s BOOK GROUP
-physically handle and ship the books
Growth in domestic and international volumes
Amazon had to share its profit margins with Ingram
Ingram’s distribution capacity supports many other booksellers.
Service issues for Amazon during peak demand
- had to increase inventory levels and obtain strategically
located distribution facilities
60. PRODUCTS
Books
Movie, Music and Games
Digital Download
Kindle
Computer And Office
Electronics
Home and garden
Grocery, Health and beauty
Toys, kids and baby
Clothing, Shoes and jewelry
Sports equipment and wears
Tools, Auto and industrial
61.
62. Five international stores of
Amazon.com
Amazon Canada, Amazon France, Amazon UK,
Amazon Japan, Amazon Germany.
Reasons:
The Mother-Tongue Issue
The Shipping Issue
The Currency Issue
The Local Product Issue
The National Pride Issue
Proper inventory control
64. DISTRIBUTION CHANNEL-
On-line channel has significant
cost benefit
-E-Books-Kindle reader
-Amazon MP3 & Cloud Player
-Instant Video
-Mac Download store
-App Store for android
-Amazon Cloud drive
-Amazon Game Studios & Softwares
66. DISTRIBUTION CHANNEL-
Centalized distribution centers
Faster response time
Lower transportation cost
Use a hybrid approach in stocking and pricing
Pricing varies for delivery options
Supply Chain Strategy
Pure pull
Push-pull
67.
68.
69.
70.
71.
72.
73. -most advanced order processing and fulfillment
operations
"Amazon's goal is to collaborate
with our suppliers to increase
efficiencies and improve inventory
turnover,"
74. -Large quantity of small
parcels and packages are
involved in
e-commerce related
merchandise
-variety of delivery
options, including
overnight and various
international shipping
options
WHOLESALER
AMAZON.COM
CUSTOMER
INFORMATION
INFORMATION PRODUCT
PRODUCT
78. -HIGHLY AUTOMATED PICK-PACK-SHIP PROCESSES
WHOLESALER
AMAZON
CUSTOMER
INFORMATION
INFORMATION
PRODUCT
PRODUCT
PUBLISHER/
SUPPLIER
INFORMATION
Other Sellers
INFORMATION
79. SUPPLY CHAIN FEATURES OF AMAZON
It has world’s largest Linux Database, with a total capacity of
7.8 terabytes, 18.5 TB and 24.7 TB respectively.
The Central Amazon Data warehouse is made up of 28
Hewelett Packard server, with four CPUs per node, running
Oracle 9i database software.
The architecture handles millions of back-end operations
and third party seller queries.
It operates 7 websites that support their business operation
globally and offers 20 million items for sale.
80. A PLETHORA OF APPROACHES
Outsourcing
Bar-Coding / RFID
Collaborative Transportation Management
Just in Time Inventory
Vendor Managed Inventory
Quick Response
Collaborative Planning, Forecasting and
Replenishment
Activity Based Costing
Build to Order Partnerships / Alliances
Auctions / Exchanges
85. HOW DEALS THE SUPPLY CHAINS WITH
FLUCTUATING DEMAND?
Amazon.com carries high-demand title in inventory,
whereas it purchases low-demand titles from
distributor in response to a customer orders .
Reduction in various costs like ;-
- Inventory cost
- Facility cost
- Transportation costs
- Information costs
85
For an example, we can get the pen.Pen point, case,
To begin with…distribution is all about making available …..to put it in a single word-DELIVER
Distribution channel just answers the question HOW for the above….
The answer includes….
For the next few mins I’ll give an overview of the distribution channels of……one of the largest E-tailers in business
Amazon has created a tremendous amount of loyalty among its customers through superior marketing and execution
Jeff wanted amazon to be the world’s most customer centric company where customers could buy anything
The company aimed to get big fast……and the strategy was…
Pure online book retailer…i.e Zero inventory….
So…company’s HQ was…the wholesaler of many titles…...which was its largest book supplier…..later
To add to it aquisition of ingrams by barnes&nobles-its main competitor forced ……….
The amzon store offers nearly 3.7 million products…..
The operation of amazon is divided into 2---North america and international….internationally….they have their own websites due to language,cultural and logistics issues…..
When everything is E exploit the D
On-line channel has significant cost benefit if books are downloadable
Many e-books are available for kindle reader and other e book readers-amazon states that e-book sales has surpassed hardcover sales
Allows for Buffering and downloading of music from the records of EMI/warnerbros/sony&universal
Provides softwares and apps for apple products
Provides cloud services for small businesses
Various games and softwares are also there for download through……
-Tdy amzn is the world’s largest online retailer
it delivers to millions of customers each day around the world with accuracy and efficiency
Covering different geographical areas
This have a competitive edge as they need not pay the taxes of the other serving state as they do not have their physical presence….
They provide for standard and expedited shipping costs and also on delivery urgency……
Amazon established several warehouses, where the inventory is procured using a push strategy, orders are shipped using a pull strategy
May still use a pure pull strategy for slower items
amzon has become one way where customer can find products and amazon fullfilment is the way how products find its way to the customers.
21
18
9-
Operates in india through junglee.com and is ready &set for australia…
They have an holding inventory of 15days and an inventory turnover of 26…..
And also it has a credit period of 45 days from its suppliers….
Exercises …for some b2b and international shipping
transfers customer orders and shipment details to either the manufacturer or a wholesaler, who then ships the goods directly to the customer
Which is delivered through 3pl
The customer knows in less than a minute how long it will take to
ship the items and whether they will come in one package or separately
ASIN