LSM 815

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JIT and KANBAN • For suppliers, JIT means: stable production, inventory- on-hand, shifting i the inventory cost from manufacturer to supplier, or flexible production processes that can produce on demand. d • Buffering has advantages where demand or supply conditions are unstable. • If expanding demand led to shortages and longer lead times for key components, leaving some companies unprepared, p facing shortages that limit production, “just- in-time” ” may become “just-in-trouble”, the risk shifts from supplier to buyer.
Production Planning • MRP replaced a system in which factories produced for inventory to meet forecast market demands. • Original MRP was purely a production scheduling system. It expanded as and information system to organise procurement, transport, forecasting, etc. • Its failing is that it oriented to the factory alone.
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Integrated International Supply Cha
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Logistics & Supply Chain Management
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3 กระบวนการหล
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ั Logistics & Supply Chain Manage
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Global Supply Chain Management •
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Logistics Management Asst. Prof. Dr
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ี ็ การประกอบ
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Evolution of Logistics / SCM • Ph
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ิ Logistics & Supply Chain Manage
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Logistics Systematic Concept Carrie
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A Total Cost Concept Cost, in dolla
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Concept of Trade-Off Before Trade O
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Heart of Supply Chain and Logistics
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Responsiveness vs. Efficiency Suppl
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Business Logistics ชิ้นส
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ั ํ ิ Integrated Logistics Su
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Quick Response Logistics - QRL ก
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How to manage Logistics & Supply Ch
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ุ Logistics & Supply Chain Manage
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สวนประกอบอะ
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Asst. Prof. Dr. Taweesak Theppitak
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Supply Chain Management • กา
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Supply Chain Management • หว
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ขอบเขตการบร
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ั ่ ุ Logistics & Supply Chai
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Who’s logistics manager??? Or Chi
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7R for Logistics Managers • 7Rs -
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ู ประเด็นหลั
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ปญหาที่เกิด
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Logistics Management Asst. Prof. Dr
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แนวทางในการ
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ความตองการเ
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ั การออกแบบ
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หัวใจของระบ
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ต.ย. ประเด็นเ
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• What is JIT? Just In Time; JIT
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3 rd Party Logistics Service Provid
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Relationship between Shippers & Log
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การตอบสนองผ
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“E” Terminology E-Business Gene
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Benchmarking เมื่อตอ
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Logistics & Supply Chain Strategy t
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Logistics & Supply Chain Strategy a
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Case Study for Post Office • อ
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Objectives • to explain a termino
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Texts, Books and Materials • Scha
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Texts, Books and Materials •Intro
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What is a Value Chain? •A A value
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Primary and Support Activities •P
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Primary and Support Activities •
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Primary and Support Activities •P
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Primary and Support Activities •S
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Horizontal Integration Across the V
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Value Chain Management Issues •Co
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Fig. 1 Current business framework P
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Commodity chain • Commodity chain
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Introduction to the Supply Chain De
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Introduction to the Supply Chain Th
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Introduction to the Supply Chain
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The characteristics of the Supply C
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The framework of the Supply Chain
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Five operating processes in supply
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The management tasks •Fig. 6 The
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The 5 new corporate environments
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The Global Supply Chain • It comp
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Introduction to the Supply Chain An
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Concept of Trade-Off Before Trade O
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Integrated International Supply Cha
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Structure and Process • Logically
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Structure and Process • The barri
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Business process re- engineering (B
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Business process re-engineering eng
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The Structure of the Supply Chain
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What are activities • one of SC o
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Activity shifting in the SC • Fig
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What are activities • Specialised
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What are activities • Most activi
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Core competencies & outsourcing •
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Scale, scope & specialisation • E
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Postponement • Cooper (1998) outl
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Logistics postponement • Logistic
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Manufacturing postponement, MP •
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Factors that determine postponement
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Structure and Process Any Question?
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Introduction • Global l logistics
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Definition of Global Logistics •
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Managing Global Logistics • The f
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Managing Global Logistics • Wareh
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Distribution • Distribution ib ti
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Distribution • Distribution’s r
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New environment of Distribution •
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Distribution • The 3 categories w
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Garments • Clothing is normally s
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automobiles • Most dealers have a
Page 229 and 230: Distribution • The logistics i of
Page 231 and 232: Changes in the supply network • C
Page 233 and 234: Total Cost of Distribution dollars
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Page 237 and 238: Scale and cross-docking Cross Docki
Page 239 and 240: The surge in e- commerce • E-comm
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Page 243 and 244: Elements shaping e-commerce • Ele
Page 245 and 246: Reverse logistics • Reverse logis
Page 247 and 248: S Reverse logistics • Fig. 4 Reve
Page 249 and 250: Reverse e logistics • Recycling p
Page 251 and 252: Distribution Any Question???? Or Co
Page 253 and 254: • Fig. 1 Production Production Is
Page 255 and 256: Supply chain requirements • A glo
Page 257 and 258: Supply chain requirements • Other
Page 259 and 260: The production environment 1. The c
Page 261 and 262: Production Environments • Wider p
Page 263 and 264: Product design for the supply chain
Page 265 and 266: Concurrent engineering (CE) • SCM
Page 267 and 268: Design for logistics • Location o
Page 269 and 270: Strategic perspectives on manufactu
Page 271 and 272: Options in production technology
Page 273 and 274: Reflective production • The major
Page 275 and 276: Cellular manufacturing • Producti
Page 277 and 278: Computer-integrated manufacturing(C
Page 279: JIT and KANBAN • JIT and KANBAN a
Page 283 and 284: Production planning framework Forec
Page 285 and 286: Materials requirements planning (MR
Page 287 and 288: Virtual manufacturing • The key i
Page 289 and 290: Virtual Manufacturing • Solid mod
Page 291 and 292: Virtual Manufacturing • Transmitt
Page 293 and 294: Case study of Smart Car in global p
Page 295 and 296: Smart Car in global production issu
Page 297: Global Production Issues for the Su
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LSM 815

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