Demand-Driven Inventory Optimization and Replenishment : Creating a More Efficient Supply Chain.
Robert A. Davis
Bok Engelsk 2016 · Electronic books.
| Annen tittel | |
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| Utgitt | John Wiley & Sons
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| Omfang | 1 online resource (323 pages)
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| Utgave | 2nd ed.
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| Opplysninger | Cover -- Title Page -- Copyright -- Contents -- Preface -- Acknowledgments -- About the Author -- Chapter 1 Creating Demand-Driven Supply -- The Path to Demand-Driven Supply -- Shifting From Supply-Driven to Demand-Driven Methodologies -- So you Think you can do Better? -- Moving to a Demand-Driven Supply -- Creating my Island of Efficiency -- What is an Island of Efficiency? -- The Intended Island of Efficiency -- The Unintended Island of Efficiency -- Notes -- Chapter 2 Achieving Timely and Accurate Responses to Customer Demand -- Push and Pull Supply Chains -- Enter Toyota and the Kanban System -- From Kanban to Just-in-Time Production -- What is Needed for a JIT System to work Efficiently? -- A Broader View of JIT/Kanban in Action -- The Known Demand Becomes the Predictable Demand -- The JIT Production Supply Chain Weaknesses Become Amplified in the Distribution Chain -- Some Distribution Issues -- The Customer Pushes Back -- The Squeeze is On -- Creating an Efficient Supply Chain Using JIT Functionality -- Push-Pull Tipping Points -- In Search of true Demand -- Notes -- Chapter 3 Just-in-Time and Enterprise Resource Planning Rise Together -- Denormalized Tables -- Sequential Optimization -- Upstream Service Levels -- Accumulated Demand Variance -- Multiple Hierarchies of Service Level Requirements -- The Effects of ERP Shortcomings -- The Result of Performing High-Powered Analytics and Optimization with Normalized Tables -- Shifting Costs on a Balance Sheet -- Moving the Focus Away From Inventory to Replenishment -- Segmentation -- Monitoring -- Reacting -- The Long Tail -- Making Mistakes Faster -- Working with One Hand Tied Behind Your Back -- So, Here we are -- Notes -- Chapter 4 How Does Days of Supply Wreak Havoc on the Supply Chain? -- Rule-of-Thumb Days/Weeks of Supply Exposed -- Inefficiencies of Rule-of-Thumb Days of Supply.. - Distribution: Being In the Middle of Siblings who Don't Play well with Each Other -- Key Distribution Problems -- Distributor Benefits of Inventory Optimization -- Consumer Packaged Goods Manufacturing: Where It all Began -- Walking the Tightrope -- Why? -- Consumer Packaged Goods Manufacturing Benefits of Inventory Optimization -- Hey, Wait a Minute: Where are you Getting These Time-Phased Numbers? -- Notes -- Chapter 13 Pulling It All Together -- Aligning the Inventory Optimization Goals to Correct Deep-Seated Business Actions in a Company -- Inventory Optimization can't do What was Done Before -- How to Change the Playing Field -- Overarching Business Issues Impede Positive Inventory Control -- Supply Chain Organization -- Supply Chain Network Design -- Customer Service Policies -- Safety Stock Policies -- Degrees of Freedom for Inventory Decisions -- Management of Tradeoffs -- Supply Chain Inventory Strategies Benchmark Report Recommendations -- In Closing -- Notes -- Epilogue -- Index -- EULA.. - Forecasting -- Inventory Optimization -- Operations Research Segmentation -- Business Rules -- The Ultimate Matas Goal -- The Matas Results -- Reflections on the Project -- Chapter 10 The Strategic Value Assessment -- Looking Beyond the Request for Proposal -- The Strategic Value Assessment -- The Lynchpin -- The First Step in the SVA: Setting the Stage -- The Second Step in the SVA: Understanding the Supply Chain Network -- The Third Step in the SVA: Understanding the Current Processes -- The Fourth Step in the SVA: Understanding the Metrics of Measurement -- The Fifth Step in the SVA: Against Whom do you Measure Yourself? -- The Results of the SVA -- Strategic Value Assessment Benefit Analysis -- So, What Does the SVA Accomplish? -- Chapter 11 A View of an Inventory Optimization Installation -- What Does an Inventory Optimization Project Look Like? -- How is the Project Split up for Best Results? -- How to Create Trust When Installing Inventory Optimization -- What Kinds of Information are Required from the Customer to Ensure a Good Installation of Inventory Optimization? -- What Happens If the Customer Lacks Certain Data Requirements? -- What Creates Complexity in Doing an Installation? -- Typical Problems and Hurdles to Overcome when you are Dealing with Forecasting -- How Do These Problems Translate into Inventory Optimization? -- What Happens When the IO Output Has Problems at the Start of the Project? What Needs to Be Done? -- How Much Time Is Spent Onsite versus Offsite When Developing a Project? -- When it is not Possible to be Onsite the Whole Time, Where Should you Focus Your Onsite Time? -- What about Project Management in IO Implementations? -- In Closing -- Note -- Chapter 12 Inventory Optimization in Supply Chain Verticals -- Retail: Life at the end of the Chain -- The Long-Tail Problem -- Retail Benefits of Inventory Optimization.. - The Single-Source/Single-Delivery/Short-Term Event -- The Single-Source/Single-Delivery/Long-Term Event -- The Multisource/Multidelivery/Single Event -- Replenishment as a Means to Inventory Optimization Harmony -- Chapter 8 Reviewing the Three Proof of Value Engagements -- Proving That Inventory Optimization is a Good Business Rationale -- The Good: When Proof of Value Engagements work -- Setting up the Proof of Value -- The Results -- The Bad: When Proof of Value Engagements Don't work -- Viewing the POV from a Project Management Perspective -- Viewing the POV from an Analytical Perspective -- The Results of the POV -- Looking Back -- The Best: A Complete Proof of Value Engagement -- Enhance versus Replace -- The POV Assessment -- The Goals of the POV -- Proof of Value Steps That Lead to Success -- The POV Process -- A Different Product Perspective -- The Eye-Opening Moment: Discovery and Insight -- Why the ERP System Had Trouble With Most of the MRO Products -- Simulation of the Replenishment Policies -- Simulation of the ERP/SCM Module Reaction -- Simulation of the Optimization System -- The Effect of Policy -- How Big an Effect Can This Policy Change Have? -- Quadrant II: Attention Focused -- Quadrant IV: Mixed Management -- POV Results: Inventory Optimization Enhances the ERP System -- How Long will it Take to Achieve the Reductions? -- Were There Improved Buyer Efficiencies? -- Looking Back -- Chapter 9 Inventory Optimization in the Real World: Matas A/S -- Matas A/S: Automated Forecasting and Replenishment -- What were the Problems at Matas? -- DC Replenishment -- Store Replenishment -- A Project in Inventory Optimization -- The Matas Requirements -- The Requirements of Matas -- A Pilot Program Versus a Proof of Value Process -- Rolling out the Project to the Enterprise -- The Matas Network -- A Closer Look at the Optimization Process.. - Turning Days of Supply on its Head -- Creating the Efficiency Envelope -- The Journey, so Far -- Notes -- Chapter 5 What Will You Accomplish with Inventory Optimization? -- How Does Inventory Optimization Improve the ERP Systems? -- Development of the Inventory Policies and Replenishment Plans -- The Network Structure -- The Service Level -- The Lead Time and Lead-Time Variance -- Ordering Rules -- Demand -- Developing Policy Outputs -- The Single Echelon -- The Two-Echelon Distributions -- The Multiechelon Distribution with Replenishment -- Chapter 6 Shifting the Focus from an Algorithm Discussion to a Business Discussion -- Putting the Algorithms Into the Hands of the Business Users for Best Results -- Working in a Business User Environment -- Changing the Service Level of a Group of Products at a Customer-Facing Location -- Placing a Budget Constraint on Customer-Facing Locations -- Changing the Lead Time at a Location -- The Business User Solution -- The Technical Analyst Solution -- Working in the Technical Analyst Environment -- Shifting of the Safety Stock Based on a Finite Inventory Budget -- Aligning a True Service Level to the Importance of the Product to the Portfolio -- Adjusting the Lead-Time Variance to Provide a True Capturing of Vendor Performance -- The Business and Analyst Persona Chasm -- Chapter 7 Fitting Unlimited Optimization into a Constraining World -- The Current State of Affairs in Replenishment Planning -- How Alerts Take on More Significance when Customer Service is Paramount -- Time -- Space -- The Comingling of Demand -- The Short Supply or Allocated Product -- Where Does "Optimized" Replenishment Need to go in Order to Encompass the Entire Distribution Chain? -- The Upstream Reaction -- Moving Upstream Reactions Into Real Replenishment -- Turn Volume versus Promotional Volume.
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| Emner | |
| Sjanger | |
| Dewey | |
| ISBN | 1-118-58572-0
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