Improvement of Material Flow in the Production and Supply Chain of ...

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separately and the supply chain emphasizes rigor and tough bargaining. But in present, the supply chain links up all the players in a horizontal supply chain and emphasizes seamless delivery, optimization and integration (Li, 1990). An integrative supply chain strategy recognized would create value for both the firms and customers. Recent years, lots of persons study the topic of integrative supply chain and some of them get a conclusion that higher the degree of integration across the supply chain, the better a firm performs (Vickery, Jayaram & etc, 2003). Supply chain is based on “Competition – Cooperation - Harmony” and harmony is the foundation of a steady supply chain. There are two sides of supply chain harmony; one is harmony inside of a firm and the other is the harmony among different cooperative associates. The first one scope includes material flow, funds flow, and information flow among different departments in one enterprise. While the second one means harmony among suppliers, manufacturers, and venders. An effective and efficient harmony among different cooperative associates could reduce cost, enhance manage supply chain and improve the efficiency (Jiang, 2006). Figure 5.2 Supply Chain in the Past and Present In this research the goal is optimize the material flow and inventory, the follow section will focus on them based on an integrative supply chain strategy. In this chapter, the main research focuses on material flow between suppliers and factory. 38
5.1 Rules and methods of selecting suppliers Supplier is one of the main roles in a supply chain and contributes to the comprehensive performance of a supply chain. Poor supplier performance affects the whole chain’s performance. As Araz and Ozkarahan (2007) said, selecting the wrong supplier could be enough to deteriorate the whole supply chain’s financial and operational position. The key to achieve the goal of get a supply chain with good performance is to develop a healthy buyer–supplier relationship (Sarkar & Mohapatra, 2006). While the foundation of healthy relationship is select suitable suppliers. Supplier selection decisions are complicated by the fact that various criteria must be considered in the decision-making process. Meanwhile, supplier selection and evaluation is increasingly seen as a strategic issue for companies (Araz & Ozkarahan, 2007; Choy et al., 2002). During past several years, many scholars researched in the filed and got the conclusion that cost, quality, and delivery performance were the three most important criteria in supplier selection process (Sarkar & Mohapatra, 2006). Among the three, quality is the most important selection criterion (Weber et al., 1991). The quality is followed by delivery and cost. However, with the development of society, especially the increasing significance of strategic sourcing and competition of global environment, the criteria of supplier changed (Choy et al., 2005). Except the traditional factors: quality, cost and delivery, supplier practices which includes managerial, quality and financial, etc. and supplier capabilities that range over co-design capabilities, cost reduction capabilities, technical skills, and so on have to be considered (Sarkar & Mohapatra, 2006; Dowlatshahi, 2000). There are lots of methods to select suppliers. And some mathematical models have been developed for modeling the supplier selection problem (Kheljania et al., 2007). Supplier selection problem typically consists of four phases as De Boer et al. reported in 2001: first step is problem definition; second is formulation of criteria; third one is the qualification of suitable supplier (or pre-qualification) and the last is final selection. Following the steps the first thing to do is investigation current situation and find out the problems. 5.2 Current situation and problems of suppliers For the assembly line, the assignment is assembly. All of the components are prepared before this step. Because of the globalization, competition becomes keener day by day. Factories have to manufacture productions flexible, economical, effective and efficient. According to the circumstance, most of the components Haldex uses in the production of ADB are machining or produced by the suppliers. 39
Page 1 and 2: ROYAL INSTITUTE OF TECHNOLOGY Impro
Page 3 and 4: Needs to be pointed out is that in
Page 5 and 6: TABLE OF CONTENTS ABSTRACT.........
Page 7 and 8: List of Tables Table 3.1 Descriptiv
Page 9 and 10: CHAPTER 1 INTRODUCTION OF THE RESEA
Page 11 and 12: 1.2 Present problems Haldex faces i
Page 13 and 14: CHAPTER 2 RESEARCH THEORY AND METHO
Page 15 and 16: mindset simply does not accurately
Page 17 and 18: the customers. Both of them are pri
Page 19 and 20: processing in station 5b. In the re
Page 21 and 22: After deleting the un-normal data i
Page 23 and 24: data of preassembly line accords wi
Page 25 and 26: Standard Deviation 68.49 Standard D
Page 27 and 28: Table 3.6 Values of Parameters of T
Page 29 and 30: line. In order to simplify the mode
Page 31 and 32: Table 4.3 Output Date Come From the
Page 33 and 34: Table 4.5 Current Production Volume
Page 35 and 36: Table 4.7 listed the simulation res
Page 37 and 38: 4.3.3 Increasing the operation time
Page 39 and 40: ottlenecks. Obviously, from the poi
Page 41 and 42: the first one. For the third soluti
Page 43: and unforeseen events by keeping sa
Page 48 and 49: 5.2.1 Current distribution of suppl
Page 50 and 51: Table 5.2* Delivery Information of
Page 52 and 53: ecause this only gets from experien
Page 54 and 55: 5.3.2 Inventory and suppliers’ se
Page 56 and 57: Table 5.3 Integrative Estimation of
Page 58 and 59: CHAPTER 6 INVENTORY REDUCTION AND D
Page 60 and 61: How to get the best value from a su
Page 62 and 63: calculation, 420 pallets can be suc
Page 64 and 65: each day. The maximum load of one t
Page 66 and 67: and can also overworking during wee
Page 68 and 69: CHAPTER 7 CONCLUSION AND FUTURE WOR
Page 70 and 71: Reference Books and papers • Ahma
Page 72 and 73: y Chapman&Hall. • Vickery, Shawne
Page 74 and 75: Appendix A Table 1 TTF & TTR Data o
Page 76 and 77: Table 5.1 Suppliers & Suppliers’
Page 78 and 79: Appendix B Figure 1 Assembly line M
Page 80 and 81: Figure 3 Current Assembly Line Mode
Page 82 and 83: Figure 5 Assembly Line Model in Sol

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