ANALIZA TRŽIŠNIH SUDIONIKA KOJI UPRAVLJAJU POVRATNIM LOGISTIČKIM TOKOVIMA I POSLOVNIM OPERACIJAMA

While segregating the direct and reverse logistics flows, due to the complexity of the returns process management, there have emerged specific market players unique only for these flows. Regarding the organizational aspect, these entities can be formed by the participants of the direct flows, but can also be engaged as specialized external aid. The analyses carried out in practice concerning this topic show that the biggest number of entities involved in managing the reverse logistics processes are within the category of specialized business subjects, which only perform this type of work and which are independent from the actors of regular flows. The subject of this paper is to analyse in depth the volume and importance of reverse logistics flows, focusing on the specifics and types of entities specialized in managing these flows, such as centralized return centres, 3PL and 4PL providers for reverse flows, as well as various business entities of the secondary market. The aim of the paper is to indicate the complexity of tasks performed by specialized entities involved in the reverse logistics process, their scarcity in numbers on a global scale and thus the huge unexploited business potential lying in this market segment. That is a unique chance not only for regional, but also global business milieu.Prilikom razdvajanja izravnih i povratnih logističkih tijekova uslijed složenosti upravljanja povratnim procesom pojavili su se specifični tržišni sudionici koji su svojstveni jedino za ove tijekove. Uzimajući u obzir organizacijski aspekt ovi entiteti mogu biti formirani od strane sudionika izravnih tijekova, ali mogu biti angažirani i kao specijalizirana eksterna ispomoć. Analize provedene u praksi vezane za ovu tematiku pokazuju da je najveći broj sudionika angažiranih u okviru povratnih logističkih procesa u kategoriji specijaliziranih poslovnih subjekata koji samo obavljaju ovu vrstu posla i koju su neovisni od sudionika regularnih tijekova. Predmet razmatranja u radu je dubinska analiza obujma i značaja povratnih logističkih tijekova fokusirajući se na specifičnosti i tipove entiteta koji su specijalizirani za upravljanje ovim tijekovima, kao što su centralizirani centri za povrat, 3PL i 4PL pružatelji usluga za povratne tijekove kao i različiti poslovni subjekti sekundarnog tržišta. Cilj rada je ukazati na kompleksnost zadataka koje provode specijalizirani subjekti angažirani u okviru povratnog logističkog procesa, na njihovu rijetkost na globalnoj razini te stoga i na ogroman neiskorišten poslovni potencijal koji leži u ovome tržišnom segmentu. To je jedinstvena šansa ne samo za regionalno već i za globalno poslovno okruženje

A strategic decision-making model for optimal alignment of 3PL providers with SASOLs outbound supply chain

Abstract in English, Afrikaans and SesothoThe study was inspired by the global phenomenon of failure rates of outsourcing ventures; yet, the outsourcing value proposition of 3PL providers is promising and potentially lucrative. The approach of the outsourcing venture was thus investigated, specifically how to align and integrate outsourcing parameters appropriately at the inception of the outsourcing venture in order to attain the benefits brought about by the outsourcing decision over the projected life of the outsourcing venture. To this effect, a strategic decision-making model, with the objective of ascertaining optimal alignment and integration was developed. The model comprises a dualistic development followed by a methodological process path to operationalise the strategic decision-making model. A services continuum (development one) is established, which is a permutation matrix that classifies four aspects of importance (service type, category of 3PL provider, strategic alignment and investment), in order to align the aspects optimally and enable appropriate model application. The services continuum is a conglomeration of nine models: a capabilities matrix for 3PL provider services; a framework for evaluating the supply chain role of 3PL providers; a mathematical model; a supplier selection and evaluation process; a presentation of the Hayes–Wheelwright framework; an outsourcing variables differentiated model; four categories of the 3PL providers model; an estimated path model; and a process integration via survey data collection model. The services continuum was extended for utilisation with risk management practices, and an outsourcing risk matrix (development two) was established. The enablement of the outsource risk matrix is an element review, consisting of three categories: collaboration and integrated planning systems; performance measurement; and broad-based black economic empowerment. The strategic decision-making methodology process path was developed as having three phases, which operationalise the strategic decision-making model. The research was primarily focussed on literature reviews, with the models classified according to the services continuum. To a lesser extent, the research focussed on primary data, which served as model application input specifically for application requirements related to Sasol. The study established a universally applicable strategic decision-making model, as well as the application of the model for Sasol’s outbound (final packaged product) supply chain.Thuto e ile ya kgothaletswa ke tshebetso ya lefatshe mabapi le maemo a ho hloleha ha ho nyaolwa/ntshuwa ha diprojeke kgwebong; leha ho le jwalo, tlhahiso ya boleng ba ditshebeletso tsa 3PL e a tshepisa ebile e ka ba le hlahiso ya tjhelete e ngata. Ka tsela eo, mokgwa wa ho tswa kgwebong o ile wa phenyekollwa, haholoholo mabapi le ho tsamaisana le ho kenyelletsa maemo a ho ntshetsa pele maruo ka mokgwa o nepahetseng ha ho thehwa kgwebo ya ho ntshetsa pele ho fumana melemo e tliswang ke qeto ya ho ntshetsa pele ka bophelo ba morero wa ho nyaolwa kgwebong. Ka lebaka lena, ho ntshetswa pele mokgwa/motlolo o motle wa ho etsa diqeto, ka sepheo sa ho netefatsa hore ho na le boemo bo nepahetseng le ho kopanngwa ho tsitsitseng. Motlolo ona o na le ntshetso pele e habedi e latelwang ke tshebetso ya mokgwa wa ho kenya tshebetsong tsela ya ho nka diqeto. Tatellano ya ditshebeletso e tswelang pele (ntshetsopele ya pele) e a thehwa, e leng phethoho ya tikoloho e kgethollang dikarolo tse nne tsa bohlokwa (mofuta oa tshebeletso, mokga wa mofani wa 3PL, kemiso ya moralo le matsete), e le ho dumellana le dintlha ka tsela e nepahetseng le ho etsa hore ho sebediswe motlolo hantle. Ditshebeletso tse tswelang pele ke kopano ya dimotlolo tse robong: bokgoni ba maemo a tikoloho bakeng sa ditshebeletso tsa bafani ba 3PL; sebopeho sa ho hlahloba phepelo ya tatellano ya ho nka karolo ha bafani ba 3PL; mokgwa/motlolo wa mathemathiks; kgetho ya mofani le mokgwa wa o hlahloba; tlhaloso ya moralo wa Hayes-Wheelwright; mefuta e fapaneng ya ho nyaola dikarolo tse fapaneng; ntho tse mene tsa bafani ba 3PL; mohlala wa tsela ya dimotlolo; le mokgwa wa ho kopanya ka mokgwa wa ho bokella lesedi la dipatlisiso. Dishebeletso tse tswelang pele di ile tsa atoloswa bakeng sa tshebediso ya mekgwa ya taolo ya dikotsi, mme maemo a tikoloho a kotsing ya boipheliso (ntlafatso ya bobeli) a thehwa. Ho kengwa tshebetsong ha kotsi ya maemo a tikoloho ke ntho e shejwang botjha e nang le mekga e meraro: mekgwa ya ho sebedisana le meralo e kopanetsweng; tekanyo ya tshebetso; le ho matlafatsa bofuma ba batho batsho lehlakoreng la moruo. Mokgwa wa ho etsa diqeto o ile wa ntlafatswa e le o nang le mekgahlelo e meraro, e sebetsang ka mokgwa o motle wa ho etsa diqeto. Phuputso e ne e lebisitswe haholo ditabeng tsa tlhahlobo ya dingodilweng, le dimotlolo tse kgethollwang ho latela ditshebeletso tse tswelang pele. Ho ya ka tekanyo e nyenyane, dipatlisiso di lebisitse tlhokomelong ya lesedi la mantlha, le neng le sebetsa e le mokgwa wa ho kenya letsoho bakeng sa ditlhoko tsa kopo tse amanang le Sasol. Phuputso ena e thehile mokgwa wa ho etsa diqeto tse amohelehang lefatsheng ka bophara, hammoho le ho sebediswa ha setshwantsho sa phepelo ya tlhahiso ya Sasol (thlahiso ya ho qetela).Dié studie is deur die globale verskynsel van die falingstempo van uitkontrakteringsondernemings geïnspireer; ten spyte hiervan lyk die uitkontrakteringswaardevoorstel van 3PL-verskaffers belowend en is dit potensieel winsgewend. Die benadering wat die uitkontrakteringonderneming volg, is derhalwe ondersoek en in die besonder hoe om die uitkontrakteringparameters by die aanvang van die uitkontrakteringonderneming toepaslik in lyn te stel en te integreer om die voordele te benut van die uitkontrakteringsbesluit oor die geprojekteerde lewe van die uitkontrakteringsonderneming. ’n Strategiesebesluitnemingsmodel wat ten doel het om optimale inlynstelling en integrasie te verseker, is dus ontwikkel. Die model bestaan uit ’n dualistiese ontwikkeling, gevolg deur ’n metodologiese prosesbaan om die strategiese besluitnemingsmodel te operasionaliseer. ’n Dienstekontinuum (ontwikkeling een) is op die been gebring, wat ’n permutasiematriks is wat vier aspekte van belangrikheid (dienssoort, kategorie van die 3PL-verskaffer, strategiese inlynstelling en investering) klassifiseer, ten einde die aspekte optimaal in lyn te stel en toepaslike modeltoepassing moontlik te maak. Die dienstekontinuum bestaan uit ’n versameling van nege modelle: ’n bekwaamheidsmatriks vir 3PL-diensverskafferdienste; ’n raamwerk om die voorsieningskettingsrol van 3PL-verskaffers te evalueer; ’n wiskundige model; ’n verskafferseleksie en evalueringsproses; ’n aanbieding van die Hayes-Wheelwright-raamwerk; ’n uitkontrakteringsveranderlike-gedifferensieerde model; vier kategorieë van die 3PL-verskaffersmodel; ’n geraamde baanmodel; en prosesintegrasie deur middel van ’n ondersoekdata-insamelingsmodel. Die dienstekontinuum is uitgebrei vir gebruik by risikobestuurspraktyke en ’n uitkontrakteringrisikomatriks (ontwikkeling twee) is op die been gebring. Die bemagtiging van die uitkontrakteringsrisikomatriks is ’n elementhersiening, wat uit drie kategorieë bestaan: samewerkings- en geïntegreerdebeplanningstelsels; prestasiemeting; en breë swart ekonomiese bemagtiging. Die strategiese besluitnemingsmetodologieprosesbaan is met drie fases ontwikkel, wat die strategiese besluitnemingsmodel operasionaliseer. Die navorsing het hoofsaaklik op literatuuroorsigte gefokus, met die modelle wat volgens die dienstekontinuum geklassifiseer is. Die navorsing het in ’n mindere mata op die primêre data gekonsentreer, wat as die modeltoepassingsinset gedien het, in die besonder vir die toepassingsvereistes wat op Sasol betrekking het. Die studie het ’n universele, toepaslike strategiesebesluitnemingsmodel daargestel, asook die aanwending van die model op Sasol se uitgaande voorsieningsketting (finaal verpakte produk).Business ManagementD. Phil. (Management Studies

Risk Adjustment and Reinsurance: A Work Plan for State Officials

Outlines the decisions and actions states need to take to implement the risk adjustment and reinsurance provisions of the 2010 health reform law, including risk adjustment model, reinsurance parameters, stakeholder engagement, and program administration

A Roadmap for Acquisition of Legacy Parts Through an On-demand Solution Aimed at the Energy Sector on the Norwegian Continental Shelf - A Case Implementation

\section{Abstract} Equinor has initiated a Field Life Extension (FLX) project to prolong the end-life operational capabilities of their installations by innovative methods, including Stafjord A. One of these innovative methods is to implement an on-demand solution for re-supplying the installation with spare parts manufactured through alternative methods, such as additive manufacturing (AM) and rapid casting. However, due to the age of specific components, the documentation for design, material specification, and manufacturing may be missing, i.e., legacy parts. The main aim of this thesis is to map the path from notification of a potential failure of a legacy part to the installation of a near-identical part. The life extension implies that mechanical equipment, such as valve bodies for the fire deluge systems must maintain their integrity throughout the expanded life cycle. Unfortunately, this component has exceeded its life expectancy by twice. Hence, increased degradation and risk for potential accidents introduce the need for acquiring new valve bodies. A literature review investigated the challenges and requirements for implementing the on-demand solution for legacy parts. Standards and manufacturing methods have been studied and compared. An Analytical Hierarchy Process was used to analyze the input from experts within AM and rapid casting. Finally, a case review processed the valve body through the Reverse Engineering Process (REP) activities. A roadmap is proposed based on regulations governing the manufacturing of mechanical components used on the Norwegian Continental Shelf (NCS). Furthermore, requirements for implementing the on-demand solution for legacy parts are described, including a proposition for an explicit criticality assessment for metal AM. A recommendation for operational part-monitoring and identification linked with a digital warehouse of the corresponding part is made to finalize the proposed roadmap for acquiring legacy parts on the NCS. The Analytical hierarchy process (AHP) reveals that rapid casting outperforms metal AM for valve body manufacturing. In addition, metal AM and rapid casting are benchmarked regarding realistic cost and lead time procurement limitations. The results include the AHP output and indicate that the cost of ordering the valve body favour rapid casting, but the lead time for metal AM is lower than rapid casting. The total cost for metal AM per part is nearly equal to the cost of the initial requested batch of 26 valve bodies produced by rapid casting

Enabling supply chain cooperation with information sharing

Thesis (M.B.A.)--Massachusetts Institute of Technology, Sloan School of Management; and, (S.M.)--Massachusetts Institute of Technology, Engineering Systems Division; in conjunction with the Leaders for Global Operations Program at MIT, 2009.Cataloged from PDF version of thesis.Includes bibliographical references (p. 74-77).Virtual Business System (VBS) is a system with software and hardware components designed by Raytheon employees to improve operational performance by facilitating and reinforcing lean behavior. It has helped contribute to four years in a row of twenty-percent yearly reductions in costs by providing near real-time metrics information, visibility into the details underlying those metrics, and publishing results to provide accountability for continuous improvement efforts. Originally designed for use in a manufacturing cell, its use has since expanded to include project management, engineering, quality, and other functions. This thesis examines how VBS has contributed to internal alignment at Raytheon and explores whether it can fulfill Raytheon's external supply chain coordination needs as well. VBS was successfully upgraded to allow supplier access over Citrix; the next step is to conduct a pilot implementation to test the system in practice. As a "homegrown" system, VBS can be made to do nearly anything, and in time could fulfill Raytheon's supply chain integration needs. In the near term, additional work is likely to be necessary in the areas of data access control, user interface, and extension from stand-alone system to a peer-to-peer information sharing network. The VBS team will also need to continue gathering executive sponsorship and support in order to motivate the necessary change in business processes. A number of lessons applicable to supply chain integration systems in general can be learned from the success of VBS.(cont.) These include: the importance of ensuring client control and security of the data; the potential gains made possible by sharing functionality in addition to data; the need to include information about improvement processes when sharing information; and the critical need that the application remain flexible and responsive to change in user needs.by Akiva Holzer.S.M.M.B.A

Simulation and analysis of material transport system in automotive industry area

This research presents simulation analysis and suggestions for improvement of a material handling scenario in an automotive industry. The material handling technology studied here is in the form of forklifts movement. The methodology is developed based on the case study of PHN Industry Sdn.Bhd. In order to complete the goal set, the simulation approach was adjusted to the specified task. A simulation model of the existing system was developed and analysed to comprehend the state of the current manufacturing operations. The important aspect of the simulation was to illustrate by solving series of practical tasks to diagnose the problems, evaluate possible solutions and optimize the operations. The utilisation of workforce and waiting time at the various processes were analysed to identify the bottleneck issues in the system. A new proposal based on the findings of the simulation process that would improve the efficiency of the manufacturing activities was made. This will help the industry to determine the appropriate number and capacity to obtain more optimum working time. Based on the simulations, it was found that the use of existing materials transportation still has room for improvement. By adding the use of forklift in the zones that experienced high waiting time, increase in the efficiency of the material transportation system and reduces the waiting time for the movement of the work piece. A reduction time of 23 percent was in the working zones. The simulation improvements is in the productivity and reduction in term of amount time in material handling are more beneficial