Food and Wine Value Chains: The Fearne Residency in the Adelaide Thinkers in Residence Program

Andrew Fearne, Professor of Food Marketing and Supply Chain Management and a Director of the dunnhumby Academy of Consumer Research at Kent University, UK, is a current Thinker in the Adelaide Thinkers in Residence (ATIR) program. Professor Fearne is the 14th person to undertake a Thinkers appointment. The residency theme, Food and Wine Value Chains: Prosperity through Collaboration, has provided a timely opportunity for partners, including wine companies, government agencies, universities, an industry association and a regional development board to review micro and macro strategies and policies from a value chain perspective. The residency was initiated to improve sustainable competitive advantage within South Australian food and wine value chains. Its timing has coincided with, and aligns with, community concern and national policy issues in grocery pricing, water policy, drought/climate change, health-wellbeing agendas, waste and food security; all converging and impacting on food and wine supply chains. The paper provides background about the Adelaide Thinkers in Residence program and partner objectives for the residency: it refers to other chain research involving Professor Fearne at dunnhumby and in Tasmania, where better insight to consumer behaviour is the basis for product and process adjustment, with the possibility of better outcomes for consumers and stakeholders; it outlines a major wine value chain analysis project in SA and identifies some main themes to emerge from this Thinker’s program. Professor Fearne will be reporting to the South Australian Government during 2009.value chain analysis, food and wine, planning and policy,

Supply Chain Performance and Challenges (A Casestudy in Anbessa Shoe Share Company: Ethiopia)

Supply chain management is the streamlining of a business' supply-side activities to maximize customer value and to gain a competitive advantage in the marketplace. It represents an effort by suppliers to develop and implement supply chains that are as efficient and economical as possible and cover everything from production, to product development, to the information systems needed to direct these undertakings. The aim of this research was to study the supply chain management performance and challenges of Anbessa shoe manufacturing company. As it has been revealed in the study major challenges mentioned by the respondents in the supply chain management system were low customer service quality, cost controlling problems, poor planning and risk management, supplier/partner relationship management, lack of skilled labor /expert and technology. Furthermore, shortage of raw materials, frequent machinery breakage, shortage of spare parts, lack of accessibility to market,   lack of working capital and other management and management- related  problems were the major   bottlenecks for not working at full capacity .The study also showed that the study firm are operating at low total performance and are faced with many performance problems, mainly with shortage of inputs, poor production planning and control, low productivity, high manufacturing cost and lack of marketing strategy. Keywords: Supply chain, Supply chain management and Supply chain performanc

ANALISA PERFORMANSI PERUSAHAAN MENGGUNAKAN METODE SUPPLY CHAIN OPERATION REFERENCE(SCOR) DI PT. RANGKA RAYA

PT.Rangka Kingdom is a company engaged in the stockist and trading all kinds of iron for both infrastructure and manufacturing. With distribution channels in almost all of Indonesia, PT. Framework Kingdom supports the industry through product development and concrete iron, wiremesh, steel pipe and profile. PT.Rangka Kingdom engaged in trading and stockist already has the structure of performance measurement, but the measurement of supply chain performance has not coordinated and not well enough integrated with the existing network between the company's supply chain as fulfilling consumer demand constraints that sometimes not in accordance with the requests or orders, purchasing less rapidly in the supply of materials, machine jams / damaged so that the distribution process is less constrained and can estimate the purchasing party products that will be a lot of consumer demand resulting in prolonged accumulation of stock in the warehouse, so the concept of supply chain within the company unstable. It makes the imbalance between demand and supply of materials in the company. Supply Chain Management is a solution that is more suitable and in accordance with the conditions and objectives. To determine the performance of the company with a supply chain requires a measurement approach is model Supply Chain Operations Reference (SCOR). With hope PT.Rangka Kingdom to maintain the balance of existing supply chain management, to plan, source, deliver, return to work well, From the measurement results PT performasi supply chain framework Kingdom it is known that the value of supply chain performance in the PT framework Kingdom in May 2011 until April 2012 considered adequate because the resulting value of SCOR performasi 60.21. And the average - average yield performance of supply chain aggregation 65.11 (enough). From the results of the research may also know the value of each KPI are as follows: Forecast Accuracy (62.28); Planning Employee Reliability (62.50); Internal Relationship (85.41); Source Employee Reliability (62.49); Supplier Delivery Lead Time (91.38); Material Order Cost (61.1); Payment Term (49.61); Delivery Lead Time (92.77); Minimum Delivery Quantity (14.05), Number of Customer Complaint ( 38.33), Customer Satisfaction (62.49). From these values it can be seen that there is a KPI that has a low score that needs to be done revamping the priorities that have a value below 50 points Material Payment Term (27.38) ; Minimum delivery Quantity (14.05) and the Number of Customer Complain (38.33). Keywords: Supply Chain, Supply Chain Operations Reference (SCOR)

UHT Milk: Supply Chain Based Shelf Life Assessment and Risk Mitigation

Transportation and storage conditions in the perishable food supply chain play a vital role in product shelf life. This study focuses on UHT milk, a variant of milk that has a shelf life of up to 12 months in ideal conditions. However, poor transportation and storage practices can diminish its shelf life and result in quality losses resulting from milk spoilage. UHT milk literature focuses on chemical and physical analysis of changes in milk. There have been limited number of studies that characterize supply chain effects on the shelf life of milk and other perishable products. This study analyzes supply chain effects on UHT milk shelf life using four methods: 1. Accelerated shelf life study of UHT milk spoilage factors, 2. Physical simulations of supply chain scenarios, 3. Predictive model for UHT milk degradation, and 4. Supply chain planning software for managers. The accelerated shelf life study quantifies changes in UHT milk using color (L*, a* and b*), enzymatic activity (lipase and protease) and pH at varying temperatures (70°F, 80°F, 90°F and 100°F) and constant relative humidity (60%) over a period of 88 days. It is observed that a* color value provided the best correlation coefficient to quantify milk degradation. Physical simulations are designed based on actual supply chain conditions of UHT milk. The a* color value for UHT milk samples is measured at the start and end of each scenario. An iterative piecewise linear model predicts the end value of a* based on parameters from the accelerated shelf life analysis. The accuracy of the predictive model is 88%. A graphical user interface (GUI) software is designed to simplify planning the supply chain timeline of the UHT milk using the predictive model

Perancangan E-scm Pada PT Superpoly Industry

Manufacturing companies always strives to improve performance, namely in production of goods in time, management of material supply to prevent out of stock by exchanging information with suppliers, and on time delivery of goods to distributors to meet customer satisfaction on manufactured products. The purpose of this study is to analyse the supply chain management and to design the electronic supply chain management (e-SCM) on Superpoly Industry Company so it able to give accurate and reliable information also support the better supply chain acitivity for the company. The used research methods are preliminary steps (energize the organization, enterprise vision, supply chain value assessment, opportunity identification, and strategy decision) for the analysis and for the design consist of supply chain management strategic, customer and service management, manufacturing and supply chain planning, supplier relationship management, logistics resource management, and architecting. The conclusion is the e-SCM application will make it easier for the distributor to order merchandise from the company because information channel is open, which is website and information flow between supplier, company, and distribution is getting better

Lean supply chain planning: Simulation of lean techniques integration

Lean Supply Chain (LSC) has become a strategic configuration in order to satisfy customer's expectations efficiently and effectively. LSC concept is the implementation of Lean principles and techniques outside single company boundaries, creating the flow and making SC reacting instead of foreseeing. Supply Chain Planning (SCP) is a part of SCM management strategy that allows managers to align operations of different companies and so improve operations efficiency and effectiveness. Lean Supply Chain Planning (LSCP) is a new SCP model that is growing interest among both academics and practitioners, but it is not well studied yet. This paper aims at providing a theoretical and practical guidelines about Lean techniques implementations impact in SCP. To reach it, a Discret-event-simulation (DES) simulation model of a three-echelon and multi-product supply chain has been set. This research focuses on three principles of Lean production: identifying the value, creating flow to the customer and pull. The results achieved demonstrate that LSCP techniques have a positive impact on inventories levels and in particular, they demonstrate synergy among techniques so that total benefit is greater than the sum of benefits of single technique implementations

Identifying supply chain strategies of firms with best supply chain performance

Thesis (S.M. in System Design and Management)--Massachusetts Institute of Technology, Engineering Systems Division, System Design and Management Program, 2010.Cataloged from PDF version of thesis.Includes bibliographical references.The Global Business Climate has been rapidly changing and has become more competitive. Enterprise now not only needs to operate at a lower cost to compete, it must also develop its own core competencies to distinguish itself from competitors and stand out in the market. The focus has now moved towards improving operational efficiency to stay competitive. Supply Chain is one of the important areas which almost every company is currently working to improve their operation efficiency. Improving operational efficiency in supply chain has three aspects including improving supply chain strategies, following better supply chain management practices, and aligning supply chain strategy with overall business strategy. Our thesis research objective is to understand what policies, capabilities, and strategies of an enterprises leads to best supply chain management. The research is cross industry, across all supply chain management domain and will shed light on what makes companies "best performer" by identifying and exploring the distinctive capabilities required in five key supply chain domains that contribute to high performance in the relevant operational metrics. The domains studied in our research are supply chain planning, fulfillment, service management, product lifecycle management, and, manufacturing. Another objective of our thesis is to relate domain performance of the firm with the firm's value proposition. The three value propositions considered in the thesis are product leadership/innovation, cost competitiveness, and customer service.by Nitin Gulati & Amar Sharma.S.M.in System Design and Managemen

A unit cost adjusting heuristic algorithm for the integrated planning and scheduling of a two-stage supply chain

Purpose: The stable relationship of one-supplier-one-customer is replaced by a dynamic relationship of multi-supplier-multi-customer in current market gradually, and efficient scheduling techniques are important tools of the dynamic supply chain relationship establishing process. This paper studies the optimization of the integrated planning and scheduling problem of a two-stage supply chain with multiple manufacturers and multiple retailers to obtain a minimum supply chain operating cost, whose manufacturers have different production capacities, holding and producing cost rates, transportation costs to retailers. Design/methodology/approach: As a complex task allocation and scheduling problem, this paper sets up an INLP model for it and designs a Unit Cost Adjusting (UCA) heuristic algorithm that adjust the suppliers’ supplying quantity according to their unit costs step by step to solve the model. Findings: Relying on the contrasting analysis between the UCA and the Lingo solvers for optimizing many numerical experiments, results show that the INLP model and the UCA algorithm can obtain its near optimal solution of the two-stage supply chain’s planning and scheduling problem within very short CPU time. Research limitations/implications: The proposed UCA heuristic can easily help managers to optimizing the two-stage supply chain scheduling problems which doesn’t include the delivery time and batch of orders. For two-stage supply chains are the most common form of actual commercial relationships, so to make some modification and study on the UCA heuristic should be able to optimize the integrated planning and scheduling problems of a supply chain with more reality constraints. Originality/value: This research proposes an innovative UCA heuristic for optimizing the integrated planning and scheduling problem of two-stage supply chains with the constraints of suppliers’ production capacity and the orders’ delivering time, and has a great practical significance to the dynamic relationship establishment of multi-supplier-multi-customer in current market.Peer Reviewe

PENGURANGAN BULLWHIP EFFECT DALAM RANTAI PASOK DENGAN METODE COLLABORATIVE PLANNING, FORECASTING AND REPLENISHMENT (CPFR

Abstract The supply chain is a network system of several interconnected organizations with the same goal of distributing production goods and services to their customers. PT. Samudera Gemilang Plastindo (PT SGP) is a company engaged in the processing of plastic seeds, one of the products produced is HDPE T-Shirt Bag. The supply chain system studied at PT. SGP consists of a Manufacturing (Vendor) and 3 Sales Offices (SIM Jember, Depo Bali and 3S Bogor) because they often experience inaccuracies in forecasting data which causes the Bullwhip Effect phenomenon or information distortion to meet customer needs. Initially, forecasting was carried out at each level of the supply chain using different forecasting methods and inventory planning was carried out separately and not coordinated with each other. Therefore, we need an equation in choosing a forecasting method to synchronize the forecasting results and the implementation of production in each supply chain actor. This study uses the Collaborative Planning and Replenishment (CPFR) method, which is a method that combines production planning, forecasting and inventory control. The results of testing several forecasting methods, the method chosen is the Winter's Method because it has the smallest error value. Inventory control is done by calculating the optimal lot, namely Economic Order Quantity (EOQ). The results of demand forecasting and determining the optimal lot are used to calculate the value of the Bullwhip Effect that occurs after the use of the CPFR approach in the supply chain at the vendor level (PT SGP) has changed from 1.285 to 0.729, while in the three Sales Offices there has been a change from 1.321 to 0.528 in SIM Jember sales office, 1.266 to 0.602 at Bali Depo sales office, 1.377 to 0.412 at 3S Bogor sales office