how to create barcode in vb.net 2010 Strategic Supply Chain Management in Software

Creator DataMatrix in Software Strategic Supply Chain Management

Strategic Supply Chain Management
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right vehicles but sent them to the wrong dealers because there was no mechanism in place for matching production with demand. Now GM does its best to make sure that dealers get the vehicles they want. To speed order delivery, the new process looks for the fastest way to fill orders. Is a desired vehicle already in production Scheduled for assembly Available at another dealer s lot Close enough to a vehicle currently in production that a few adjustments will seal the deal Orders are viewed daily, and assembly schedules are adjusted accordingly. When desired options are constrained by parts availability, those constraints are systematically flagged, analyzed, and minimized through a new constraint-elimination process. Strategic parts buffering has been a useful new approach to minimizing parts shortages (and order constraints); a new tool has been implemented that enables GM to stock up on select parts and materials that are potential bottlenecks. Getting the right part to the right operator in the plant at the right time is critical. With better supply chain visibility and a focus on strategic parts buffering, GM has been able to improve parts availability overall, boosting quality and cutting costs. Although demand forecasts still drive production long lead times for certain materials make this the most practical approach GM now balances its traditional build-to-stock model with more build to order to lower inventory levels throughout the distribution chain and better respond to customer needs. The company now accepts new orders on a daily basis and can schedule them for the assembly plant the same day and have them come off the line in the same week. As a result of these changes, lead times for special orders and dealerreplenishment orders have improved by 60 percent, and customer surveys show that GM customers receive their vehicles eight days faster than vehicles from competitors. Delivery reliability also has improved dramatically. Today, GM meets its delivery date commitments 90 percent of the time. Now recognized as one of the most reliable suppliers to the commercial fleet market, GM recently received Fleet Magazine s Best Order to Delivery Fleet Company award for the second consecutive year. And since production better matches demand, customers have a greater probability of receiving their first-choice vehicle. Orders affected by constraints have been reduced by over 90 percent. GM received its best-ever National Automobile Dealers Association (NADA) survey results for OTD/distribution elements for allocation system, product availability, and timeliness of delivery. And it s realizing higher margins on vehicles that are built to customer order.
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GENERAL MOTORS PROFILE: Driving Customer Satisfaction
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A NEW ORGANIZATION
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One of the greatest obstacles to transforming GM s OTD organization into one that would be customer driven was the company s functional silos. Too often different groups worked at cross-purposes rather than together. This led to finger pointing and an added layer of complexity while boosting schedule changes and increasing parts shortages, causing unnecessarily high inventory levels and carrying costs. GM created a global cross-functional OTD organization to ensure that operating objectives were aligned and to eliminate competition for resources. It is organized around GM s three core supply chain subprocesses: supply operations, order fulfillment, and logistics. Order fulfillment deals with dealer-facing and planning activities; supply operations manages materials, internal plant activities, and supplier interaction, and logistics coordinates the movement of parts inbound from the suppliers to the assembly plant and outbound transportation of vehicles to the dealer. Each of these subprocesses is run by a global leader. Together, the three leaders formed a global leadership team that drove the OTD transformation. The new organization colocates the people who support each other and depend on each other for information. Supply operations was aligned within manufacturing, for instance. Likewise, order fulfillment was embedded within sales and marketing. Outbound logistics was colocated with order fulfillment and inbound logistics with supply operations. In the old organization, GM had two order-management groups. Vehicle order management reported to sales and marketing, production order management reported to production control and logistics. The OTD team realized that only one order-management process was needed. Accordingly, both processes were combined under OTD within sales and marketing. (See 3 for more detail on designing processes first and then realigning organizational structure to empower the processes.) When the dust had settled, GM was able to cut back on the number of people needed to run the global OTD organization by nearly 30 percent, achieving far greater efficiency and a major reduction in costs.
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