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

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Table 5.2* Delivery Information of Current Suppliers Name of Suppliers Delivery Condition Delivery Way Supplementary Item Posting Type Land 42
Quality is the most important factor to select supplier. Table 5.1 above indicates the suppliers and their information about the location, quality certification, environment certification, etc. All of the suppliers follow their standards, so at least the quality should satisfy the requirements of the products. In a word, in normal situation the suppliers can guarantee quality. In case a certain supplier produces products imperfectly or the company asks for a higher quality, it is easy for the factory communicates with supplier or even brings their own technologist to the supplier’s factory since all of the suppliers except one locate in Europe. There is only one supplier, who lies in India, far away from the company. If it is necessary, the company may send delegates to India or hire some permanent delegates in India and help the supplier to improve their technology. From the measurement of quality, all of the current suppliers can satisfy the requirements. In traditional theory, quality is the most important selection criterion and it is followed by delivery and cost. The information of delivery is shown in Table 5.2. It is well known that in a similar area, the shorter the distance is, the cheaper it cost on transportation. Although the suppliers pay the transportation fee, the company should consider it as well because the transportation cost is more or less counted into the price of products. From Table 5.2, all of the suppliers except the supplier locate in Denmark and India ask DHL deliver their productions. The cost could not have very huge difference. For the Indian supplier the cost is 17,000 SEK per truck (transport by land). If productions transported by the waterway the cost will much lower with a longer lead time. But there is a benefit for the Indian supplier that the salary there is much cheaper than in Europe. Considering this factor, the total cost may be similar or even lower than suppliers locate in Europe. Beside of this, it can be as a support center to the Asian market. Customers in Asia can get a better technology support in this way the. In fact this is also one of the reasons that more and more global enterprises invest in Asia during recently years. As discussed in section 5.1, supplier capabilities are one of important measurement in the global circumstance. This can be evaluated by three views co-design capabilities, cost reduction capabilities, and technical skills. In respect that Dulmin and Mininno (2003) define the co-design criteria as supplier’s effort within the project team (Araz & Ozkarahan, 2007). First of all, the research focuses on the co-design capabilities. The company does not have any plan to invest R & D department in India so far, though there locates its furthest supplier. It plays a role only as a manufacturer. But it cannot be concluded that this supplier’s co-design capability is worse than other suppliers. German companies are always well known for their advanced technology, high quality and the very positive attitude during work, as well as seeking for greater perfection. Therefore, in the field of technology, the German suppliers hold an advantage to some extent. Regarding the cost reduction capabilities, more detail information is needed in order to discuss from this aspect. Based on the discussion around the supplier capabilities from different views, German suppliers are in some range better than the others. But this cannot be considered as a comparing result 43
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 46 and 47: separately and the supply chain emp
Page 48 and 49: 5.2.1 Current distribution of suppl
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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