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Ravi Kanniganti
Have you ever wondered how products appears on the store shelves?
Where were the products designed? Where was the core product assembled or manufactured? How did it get shipped from the factory to store? How many distribution centers it went thorough before it got on store shelf? How many parties were involved in making that happen? Who planned for the item to be on the store shelf? What are the systems that helped the product to move to the store shelf? What is the base cost of the product ex-factory vs. final cost at the store?
Global SC Managers
Suppliers
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CEMEX
1990-2000+
TOYOTA UPS
CISCO DELL
1980-1990s
XEROX
GM
1880-1980s
Integrated Approach
Functional or Departmental
Low
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High
Supply Chain that orients itself to customer pull. Incorporation of Market Orientation. Demand chain begins with customers, then funnels through any resellers, distributors, and any other channels (Multi-Channel Demands).
Demand Chain
Marketing Sales Service
Supply Chain
Purchasing Manufacturing Distribution
Value Chain
Beyond Definitions
Demand chain n. 1. your customers. 2. your customers customers. 3. the network of direct and indirect marketing, sales, and service professionals that provide you with the capability to get, keep, and grow profitable customer relationships better, faster, and bigger. Supply chain n. 1. your suppliers. 2. your suppliers suppliers. 3. the complicated network of direct and indirect manufacturing and distribution professionals that provide you with the capability to design, manufacture, and deliver your products better, faster, and cheaper.
The idea is to balance the Demand and Supply efficiently and effectively to make profits for the firm.
Demand Management
Art and science of managing forecasted demand.
Demand has to be controlled as in the case of demand for constrained resources such as water, energy etc. Policies have to be framed to reduce demand for social security benefits, unemployment benefits etc Demand has to be forecasted right and fulfilled in the case of manufacturing firms. Demand has to be created for new products or services. Educating customer about new product and services.
Supply Chain Planning is the process of Anticipating market demand (Forecasting) Positioning enterprise resources to meet demand (Master Planning) Fulfilling demand as it is realized (Order Management) Delivering and handling returns
Supply Chain planning can be: Strategic (Do we need to build more plants? If so where, what capacity, what product line?) Tactical (What to produce in next 69 months, What regions to focus on?)
Timber Company
Paper Manufacturer
Needs detergent
Customer
Plastic Producer
3rd party DC
Supplies to stores
At minimal cost
Flexibility
Delivery reliability
Inventory level
Supply chain management (SCM) involves Product flow, Information flow and Finances flow both within and among companies
Customer
Product flow Returns Finances flow Payment Information flow Product, pricing, availability info
Wal-Mart
Payment Sales data, Replenishment Order
Pricing Info, Delivery Schedule
W/H or DC
Payment
RM supplier
Manufacturer (P&G)
Growth
Practical to change price or quality image Strengthen niche
Maturity
Poor time to change image, price, or quality Competitive costs become critical Defend market position
Decline
Cost control critical
Company Strategy/Issues
Drive-thru restaurants
Fax machines
Sales
Blu Ray HDTV Product design and development critical Frequent product and process design changes Short production runs High production costs Limited models Attention to quality
DVDs
Internet
OM Strategy/Issues
Forecasting critical Product and process reliability Competitive product improvements and options Increase capacity Shift toward product focused Enhance distribution
Standardization Less rapid product changes - more minor changes Optimum capacity Increasing stability of process Long production runs Product improvement and cost cutting
Little product differentiation Cost minimization Over capacity in the industry Prune line to eliminate items not returning good margin Reduce capacity
Challenges
Solution
Global visibility and rapid response capabilities in order to manage changes in demand Integrate with partners systems
Integrated planning that starts at the stores, create demand forecast and replenishment plans at the store level Each supply chain partner creates their own replenishment plan and shares with other partners Increased visibility of future orders gives time to select cost effective channels
Plan Source
Schedule Production activities, testing, packaging, prepare for delivery, measure quality , production out put & workers productivity
This part is referred to as logistics. Coordinate the receipt of orders from customers, develop a network of warehouses, pick carriers to get products to customers and set up an invoicing system to receive payments.
Make
Choose supplier Set up pricing, delivery & payment process, Receive shipments, verify them, manage inventory, transfer them to mfg facilities, authorize supplier payment
Deliver
Create a network for receiving defective and excess products back from customers and supporting customers who have problems with delivered products.
Return
Plan
Deliver Source Make Deliver Source Make Deliver Source Make Deliver Source
Suppliers Supplier
Supplier
Firm
Customer
Customers Customer
Plan
Source
Make
Deliver
Return
The supply chain evolution by Maha Muzumdar and Narayan Balachardan APICS Oct. 2001
Phase-2: Integrated
Done
in functional
Shift
silos Ineffective due to limited information visibility and standardization across the enterprise
to a business process focus Increase in effectiveness due to standardization of information across the enterprise Integrated supply chain planning
Collaborative
planning Extension of the planning process beyond the enterprise to include contract manufacturers, key customers and suppliers
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Requests
Adjusted Forecast
Master Plan
Material Requirements
Suppliers
Demand Planning
Master Planning
SIC/ Manf.
Schedule Changes
Schedule Changes
Supply Constraints
It is a constant challenge keeping demand and supply in balance. Planning is easy, replanning is the challenge!
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Phase 1: Functional Silos, limited visibility Capacity & Material Planning Order Promising
Late Promise
daily
Order Modification
weekly
Global Shortage
Forecasting
Forecast Change
Master Planning
weekly
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monthly
ATP Allocation
daily
weekly
Forecasting
Forecast Change
Master Planning
Global Shortage
weekly
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monthly
Suppliers
Firm
Capacity Problems
Customers
Supply constraints
Unexpected Order
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Orders
Customers & Market
Master Planning
Suppliers
Manf B
Order Promise
Suppliers
Roadmap: Balancing
Factories/Technologies/Products
Investment:
All Mfg building and equipment require capital purchase authorizations against roadmap, Includes affordability analysis
Decision Process:
Designed to make specific decisions Strategic, Mfg, Capacity, Factory, Technology and Product
Demand Management
Plan Demand
Influence Demand
Demand Management
Communicate Demand
Fulfill Demand
Prioritize Demand
In Demand Driven organizations , demand information enlightens decisions and drive activities in the organization.
Demand Driven Market Oriented Organizations All decisions start with customer.
Quality is defined by Customers The best ideas come from customers Customer knowledge is a valuable asset and channel members are value-adding partners
Customer loyalty is a key to profitability No sacred cows cannibalize yourself Learn from past mistakes
Market research is decision insurance Paranoia about competition is healthy We know more than our competition
New accounts are what matters Protect the existing revenue stream Avoid mistakes
Market research is a justification tool We can live with our competitors If competition does it, it must be good
Lack of knowledge about the channel and/or its partners. Lack of tools to effectively manage, monitor and measure the channel partners. Lack of effective communication to and from the channel partners. Lack of information to support decisions and develop a channel strategy.
Some Examples
Automobile Sector:
Of 5000 odd car and two wheeler dealers, barely 20% of them are making money. Profits only from selling accessories and its service station. With cut throat competition, dealers are fighting each other with greater discounts at cost of profits. Margins dropped from 4% to 2%. Over 30% of current dealers expected to close shop and switch to other business.
FMCG Sector:
Dealers have to fall in line Increase field force Hold more stock No Credit lines
Durable Sector:
Dealerships are increasing at rate of 8-10/month. Dealer gets dumped when they dont meet sales targets short-term relationships.
Source: Partnering Channel Relationships by Agrawal D.K, Agrawal, D.P and D. Singh (2003)
How can one move from zone of fear and distrust to area of trust and long-term relationship?
Demand Forecasting
Fable on Forecasting
It was October and the Indians on a remote reservation asked their new Chief if the coming winter was going to be cold or mild. Since he was a Chief in a modern society he had never been taught the old secrets. When he looked at the sky he couldn't tell what the winter was going to be like. Nevertheless, to be on the safe side he told his tribe that the winter was indeed going to be cold and that the members of the village should collect firewood to be prepared. But being a practical leader, after several days he got an idea. He went to the phone booth, called the National Weather Service and asked, "Is the coming winter going to be cold?" "It looks like this winter is going to be quite cold" the meteorologist at the weather service responded. So the Chief went back to his people and told them to collect even more firewood in order to be prepared. A week later he called the National Weather Service again. "Does it still look like it is going to be a very cold winter?" "Yes," the man at National Weather Service again replied, "it's going to be a very cold winter." The Chief again went back to his people and ordered them to collect every scrap of firewood they could find.
Two weeks later the Chief called the National Weather Service again. "Are you absolutely sure that the winter is going to be very cold?" "Absolutely," the man replied. "It's looking more and more like it is going to be one of the coldest winters ever."
"How can you be so sure?" the Chief asked. The weatherman replied, "The Indians are collecting firewood like crazy."
Demand Forecasting
Demand Forecast should be result of planned marketing efforts.
Sales
Marketing
Demand can be influenced by marketing and sales activities of the organization and/or channel partners.
A consensus demand should be arrived at and communicated throughout the organization for realizing (fulfilling) the demand. Demand forecast is not constrained by supply and capacity at this stage. This is unconstrained demand.
Economy
Demand
Customer
Sales
Marketing
Marketing plans Channel Plans Promotion Plans Pricing Plans Monitor Economic indicators Competitive Analysis New Product Development Product Launch Product Exit Product Life Cycle Brand and Category plans Analysis of competitor product features and tactics
Characteristics of Forecasting
Forecast are always wrong and thus include both the expected value and a measure of forecast error. Long-term forecasts are usually less accurate than short-term forecasts. Aggregate forecasts are usually more accurate than disaggregate forecasts. In general further the supply chain a company is from consumer, the greater is distortion of information and hence less accurate forecast. (Bull Whip Effect).
Demand Types
Lumpy Vs Regular Demand Derived Vs Independent Demand
Factors
Past Demand Lead time of the product Planned advertisement or marketing efforts State of the economy Planned price discounts Actions that competitors have taken
Forecasting Methods
Qualitative: By experts and rely on human judgment. Time Series: Based on historical data and assumption is future is reflective of the past.
Level, Trend and Seasonal factors are important
Casual: Forecasting by correlating the external or internal factors. Simulation: Imitate consumer choices and what-if analysis.
Sourcing
Purchasing or procurement is the process by which companies acquire raw materials, components, products, services and other resources from suppliers Make or Buy decision Outsourcing Core product and competency
Example sourcing from China..
http://www.infosysblogs.com/supply-chain/2010/10/sourcing_from_china_part1_tes.html#more
Plan
Source
Make
Deliver
Return
Merchandising
In the broadest sense, merchandising is any practice which contributes to the sale of products to a retail consumer. merchandising is the practice of making products in retail outlets available to consumers, primarily by stocking shelves and displays Purchasers Vs Buyers Those who buy finished goods, such as clothes or furniture, are called buyers. Those who buy the parts and materials that help make goods are called purchasing agents or purchasers.
Sourcing Processes
Plan Purchases
Plan Contracting
RFQ/RFP
Select Sellers
Contract Administration
Supplier Scoring
Plan Purchases
Is the process of documenting project purchasing decisions, specifying the approach, and identifying potential sellers (PMBOK). Includes consideration of the risks involved with each make-or-buy decision, and reviewing the type of contract planned to be used with respect to mitigating risks, sometimes transferring risks to the seller.
What types of contracts will be used? If independent estimates are needed as evaluation criteria, who will prepare them and when? Will procurement be handled by procurement function or project team? How will multiple providers be managed? Do we have standard procurement documents for use and from where? How can various risks be mitigated?
Plan Contracting
Planning the process, rules and procedures for getting information (e.g., bids, quotes, offers) from prospective contractors / sellers and applying the previously defined selection criteria, and selecting one or more sellers qualified to perform the work and acceptable as seller (s)
Bidders conferences. Proposal evaluation techniques. Independent Estimates. Expert judgment. Advertising. Internet search. Procurement negotiations.
Auctions
Sealed-bid first price auctions. Contract awarded to lowest bidder.
In English auctions, the auctioneer starts with a price and suppliers can make bids as long as each successive bid is lower than pervious bid. The supplier with last (lowest) bid receives the contract. In Dutch auctions, the auctioneer starts with a low price and then raises slowly until one of the suppliers agrees to the contract at that price.
Contract Administration
Procurement performance reviews: Inspections and audits:
Sampling techniques
Performance reporting:
Provides management with information about how effectively the seller is achieving the contractual objectives.
Payment systems:
Payments to the seller are typically processed by the accounts payable system of the buyer after certification of satisfactory work by an authorized person on the project team.
Make
Schedule Production activities, testing, packaging, prepare for delivery, measure quality , production out put & workers productivity. Traditional Manufacturing Vs Contract Manufacturing
Plan
Source
Make
Deliver
Return
Deliver
This part is referred to as logistics. Coordinate the receipt of orders from customers, develop a network of warehouses, pick carriers to get products to customers and set up an invoicing system to receive payments.
Plan
Source
Make
Deliver
Return
Traditional Manufacturers Suppliers Logistics Providers Raw material Warehouses Finished Goods DCs Logistics Providers Consumers
Contract Manufacturers
Business Logistics
Sources of Supply
Plants/Operations
Customers
Higher logistics spend as percentage of GDP can be attributed to the overall inefficiency in logistics operations, multiple tax structures, inadequate infrastructure and unorganized nature of the industry in India. US 9% India 13% Europe 10%
Source World Bank Report on trade logistics 2007
Return on Logistics Assets (ROLA) ROLA = (Contribution to revenue logistics operating costs)
Logistics Assets
Inventory Strategy
Customer Service Goals
Transport Strategy
Location Strategy
Product Variations
Consumer Products Vs Industrial Products Weight Bulk Ratio: The ratio of product weight to bulk (volume) is important as it determines logistics costs.
High weight-bulk ratio items: Rolled steel, canned food. Low weight-bulk ration items: Cotton, potato chips, lamp shaded. As product density increases, both storage and transportation costs decline as percentage of the sales price.
FOB Pricing
F.O.B = Free on board location at which the price is effective. F.o.b factory means price at factory. F.o.b destination means price quoted at customers place. Terms of Sale:
f.o.b origin, Freight collect. f.o.b origin, Freight Pre-paid f.o.b origin, Freight Pre-paid and charged back F.o.b destination, Freight collect
Transport Modes
Rail: Long Hauler and slow mover of raw materials and low-valued manufactured products (food, paper and wood products).
In India Freight segment accounts for two thirds of revenue for the railways.
Truck: Trucks transport semi-finished and finished products. Trucks offer contract services in addition to be general carriers. Trucks offer fast and dependable delivery for LTL shipments. Road freight is growing in India compared to rail freight.
Terminal and line-haul expenses. Terminal expenses which include pick-up, delivery, handling, billing and collecting are 15-20% of the total cost.
Air: Air transportation cost is almost two times the trucking cost and 16 times more expensive than rail. Perfect for high-value, perishable or emergency items especially over long distances. Lot of action in India on this front. DHL, Fed-Ex, UPS, Deccan360 and lot of others entering this space as Indian airports are being modernized.
Pipeline: Crude Oil and refined petroleum products. Iron ore used to be transported as slurry from Kudremukh to Mangalore Port. The 1469 KM long Hazira-Bijaipur-Jagdishpur (HBJ) pipeline network is the most noteworthy pipeline in India that carries natural gas. Reliance is doing lot of work in Godavari basin in A.P
Performance Characters
Mode Cost Time Variability Loss and Damage 5 4 2
3 4 1
3 2 5
4 3 5
Pipe Air
2 5
4 1
2 1
1 3
Bill of Lading
Legal contract between shipper and the carrier.
It serves as a receipt of goods by carrier. It certifies that goods described are the once transported. It serves as contract of carriage and associated terms and conditions. Documentary evidence of title. May not contain freight charges. Charges are referred in freight bill.
Vehicle Routing
Separate and Single Origin and Destination Points.
Shortest route method Nodes are connecting points between links and links are costs (distance, times or combination of both) Mapquest/Google Maps can solve this for non-commercial use. PC*Miler and IntelliRoute are examples of commercial software products for finding desirable routes.
Multiple Origin and Destination Points: Linear programming algorithm known as the transportation method is frequently used.
Weak Clustering
Principles
Load trucks with stop volumes that are in close proximity to each other. Stops on different days should be arranged to produce tight clusters Build routes beginning with the farthest stop from the depot. The sequence of stops on a truck route should from a teardrop pattern. (No Crossing) The most efficient routes are built using the largest vehicles available. Pickups should be mixed into delivery routes rather than assigned to the end of the routes. Narrow stop time window restrictions should be avoided.
Contract Manufacturers
They also manage the flow of transportation-related information, documents, and money. TMS also include performance management and collaboration capabilities
Optimize transportation plans Resource selection, carrier communication, Fleet Asset Management
Appointment scheduling and yard management Monitor shipments through to completion Transportation finance (audit, payment and claims)
Execute
Schedule
Monitor
Reconcile
Container
A Container (or Isotainers) is a freight transport cargo object made using ISO standards that can be loaded and sealed intact onto container ships, railroad cars, planes, and trucks.
LTL
Less than Truck Load
FTL / TL / FCL
Full Truck Load Truck Load Full Container Load
Cross Dock
A transit shipment facility in which incoming shipments are sorted, consolidated with other shipments and transferred directly onto outgoing transport implements without intermediate storage or order picking.
A Trailer
These carry customer orders, especially high-volume ones, for delivery to the store.
Warehousing Basics
A Warehouse is a building used for the storage and re-distribution of goods.
Inventory Storage Types Pallet Storage Case Storage Unit Storage
Material Handling Equipment Lift Trucks Racking Dock Equipment Conveyor Systems Automated Material Handling Equipment.
Key Warehouse Processes Receiving Putaway Picking Packing Shipping Replenishment Cycle Counting
Types of Warehouses
Commodity warehouses Bulk storage warehouses Temperature controlled warehouses Household goods warehouses General merchandise warehouses Miniwarehouse Custom bonded warehouse Repair parts distribution center Catalog fulfillment center 3PL warehouse
Business Decisions
Build or Lease Site selection Size of the facility Manual or Automated Layout of the warehouse (Retail Vs Non Retail Flow) Reverse logistics processing
Warehouse Terms
Receiving: Update inventory into the WMS, typically against a purchase order Putaway: Transfer inventory from the receiving dock to a storage location Picking: Transfer inventory from a storage location into a tote Packing: Transfer inventory from a storage location or tote into a shipping carton Shipping: Update inventory from the WMS against a pick ticket Replenishment: Transfer inventory from a bulk storage location to a forward pick location Cycle Count: Count storage location inventory to compare against WMS Pallet Storage: Storage location designed for full pallets Carton Rack: Storage location designed for full cases Bin Storage: Storage location designed for small pieces RF: Radio Frequency, typically referring to a hand-held scanning device
Inside a Warehouse
A Pallet
CARTON
Outbound Containers
Locations
Reserve locations are huge locations to stock the goods for shipping out. The Reserve locations are generally above the CASE PICK/ACTIVE locations, made easier to replenish. (Pick 115 units) There are separate locations also dedicated for reserve storage, if required.
Reserve Locations (Above) Active Locations (Side) Locations can be dedicated or random
CASE / CARTON
CASES Boxes/packages coming into Warehouse CARTONS boxes that are shipped out of the Warehouse
SKU Barcode
Inside a Warehouse
Inside a Warehouse
Cycle Count
Cycle Count: Physically counting the inventory and see the variance between inventory in books Vs physically Discrepancy is result of shrinkage
Damage Theft Mistakes by employees Inventory in wring location/lost
Automation
Pick to light Put to light Unit sorter Conveyors Value added service
Capacity is a services supply chain replacement for inventory in that it allows a supply chain to increase its level of production to respond to customer demands. The services supply chain will include responsiveness, efficiency, and control.
Understanding and managing the services supply chain. Journal of Supply Chain Management. Publication Date: 22-SEP-04
Historically, "service level agreements" and "statements of work" have not been as precise and finely tuned as specifications for manufactured goods.
Service Processes
Process of identifying demand, sharing information, establishing expectations through a service level agreement or statement of work, and clearly defining the scope of the work, the skills required of service providers, and feedback on the performance Capacity and Skills Management
Service Processes
Demand management in the professional services sector focuses on how to meet, and in many cases how to generate, customer demand similar to manufacturing sector. Customer Relationship Management. Customer relationship management (CRM) entails developing a good understanding of what the customer needs as well as focusing efforts on meeting those needs (Srivastiva and Shervani 1999; Bitner 1995). It includes customer segmentation and requires monitoring the relationship for customer satisfaction to ensure that the customer's needs are met, and changing behaviors as needed to better meet these needs (Zeithaml and Bitner 2003). The key measurement in this area is customer profitability.
Service Processes
Supplier Relationship Management. From the buyer's standpoint, the process of procuring professional services should always begin with the identification and specification of a need, just as in the case of the purchase of goods. Ideally, once the needs are clarified, potential suppliers should be identified and qualified. Service delivery management: Service delivery management is about making promises to the customer, enabling service providers (internal or external) to meet those promises, and meeting the promises (Zeithaml and Bitner 2003; Bitner 1995).
Services Vs Product
Inventory What is inventory in services Forecasting error Profit Margins Variability high in services Let us discuss IT services delivery and its supply chain
Professional sector in the auditing, accounting, and financial consulting. Airline Industry Big-five (Andersen, Deloitte & Touche, Ernst & Young, KPMG, and PricewaterhouseCoopers). Currently the multinational accounting and auditing firms are using supply chain management between the headquarters and its branches. Comfort Taxi in Singapore, which adopted the GPS (Global Positioning Systems) dispatch system to overcome information asymmetry by changing the push-pull boundary of transportation service for achieving speed-to market purpose.
SCOR defines five generic performance attributes and then suggests appropriate metrics for each attribute. Different companies will choose different metrics as KPIs, depending on the nature of the industry, the supply chain, and the performance that the company seeks to monitor and improve.
Bench Marking
Best Practices
Capture AS IS state of the process and derive the desired TO BE future state
Quantify the operational performance of similar companies and establish internal targets based on the best-inclass results
Characterize the management practices and software solutions that results in bestin-class performance.
Includes all the Three (BPR, Bench Marking and Best Practices
SCOR
BPR
#
1
Description
Comments Level 1 defines the scope and content for the Supply chain Operations Reference-model. Here basis of competition performance targets are set.
Deliver Return
A companys supply chain can be configuredto-order at Level 2 from the core process categories. Companies implement their operations strategy through the configuration they choose for their supply chain. Level 3 defines a companys ability to compete successfully in its chosen markets, and consists of: Process element definitions Process element information inputs, and outputs Process performance metrics Best practices, where applicable System capabilities required to support best practices Systems/tools
P1.3
Balance Production Resources with Supply-Chain Requirements
P1.4
Establish and Communicate Supply-Chain Plans
P1.2
Identify, Assess, and Aggregate Supply-Chain Requirements
Not in Scope
SCOR Level 2
SCOR Level 1 Name Plan Level 2 Configurations Plan Source Plan Make Plan Deliver Plan Return
Source
Make
Deliver
Return
Performance Attributes
Reliability
Metric
% Schedules Generated with Suppliers Lead Time. % Schedules Changed within Suppliers Lead Time.
Average Release Cycle of Changes Average days per Schedule Change. Average Days per Engineering Change Product Management and Planning Costs as a % of Product Acquisition cost
SCORe Card
Transportation Metrics
Freight cost per unit shipped: Calculated by dividing total freight costs by number of units shipped per period. Useful in businesses where units of measure are standard (e.g., pounds). Can also be calculated by mode (barge, rail, ocean, truckload, less-thantruckload, small package, air freight, intermodal, etc.).
Outbound freight costs as percentage of net sales: Calculated by dividing outbound freight costs by net sales. Most accounting systems can separate "freight in" and "freight out." Percentage can vary with sales mix, but is an excellent indicator of the transportation financial performance.
Inbound freight costs as percentage of purchases. Calculated by dividing inbound freight costs by purchase dollars. It is important to understand the underlying detail. The measurement can vary widely, depending on whether raw materials are purchased on a delivered, prepaid, or collect basis.
Transit time: Measured by the number of days (or hours) from the time a shipment leaves your facility to the time it arrives at the customer's location. Often measured against a standard transit time quoted by the carrier for each traffic lane. Unless you are integrated into your customers' systems, you will have to rely on freight carriers to report their own performance. This is often an important component of lead-time. Transit times can vary substantially, based on freight mode and carrier systems.
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References
APICS Dictionary Supply Chain Excellence by Peter Bolstorff, Robert Rosenbaum. Balance score card by Robert Kaplan and David Norton. Supply Chain Management by Sunil Chopra, Peter Meindl, and D.V. Kalra. Demand Chain Management by D.K. Agrawal, D.P Agrawal and Deepali Singh. http://www.supplychainmetric.com www2.isye.gatech.edu/~lfm/8851/SCOR.ppt Surveying the TMS Landscape ARC Advisory Group Report -2007
Thank you
Ravi Kanniganti rkanniganti@gmail.com