Analyzing the postponement of time production systems in maketostock and seasonal demand

The supply chain management, postponement and demand management functions are of strategic importance to the economic success of organizations because they influence the production process, when viewed in isolation and empirically may hinder understanding of their behavior. The aim of this paper is to analyze the influence of the postponement in an enterprise production system with make-to-stock and with seasonal demand. The research method used was a case study, the instruments of data collection were semi-structured interviews, documentary analysis and site visits. This research is restricted to analysis of the influence that different levels of delay and the company's position in the supply chain have on the practice of demand management in the productive segment graphic, product spiral notebook and also in relation to geographical focus (region of the state São Paulo), in which it will seek to interview the managers and directors. As a way to support the research on the analysis of case study and the final considerations will be discussed the following issues: supply chain management, postponement, demand management and production system make-to-stock. The demand management can be understood as a practice that allows you to manage and coordinate the supply chain in reverse, i.e. the consumer to the supplier, in which consumers trigger actions for the supply of products can make the process more efficient. The purpose of managing the supply chain is able to allow the addition of value, exceeding the expectations of consumers, it is necessary to develop a relationship with suppliers and customers win-win. The postponement strategy must fit the characteristics of the turbulent environment within the markets along with demands that require variety of customized products and services and reasonable costs, aiming to support decision making. The postponement of time can be a way to soften the increase in inventory of finished product in the company, which may have a high value, being necessary to reduce the lead time and also suppliers to change their production strategy of make- to-stock to make-to-order. The production system make-to-stock shows enough interest to organizations that are operating in markets with high demand variability, i.e. variations in seasonal as a way of trying to protect their production and be more responsive to market needs

Application of a mathematical model for the minimization of costs in a micro-company of the graphic sector

Supply chain management, postponement and demand management are one of the operations of strategic importance for the economic success of organizations, in times of economic crisis or not. The objective of this article is to analyze the influence that a mathematical model focused on the management of raw material stocks in a microenterprise with seasonal demand. The research method adopted was of an applied nature, with a quantitative approach and with an exploratory and descriptive objective. The technical procedures adopted were the bibliographical survey, documentary analysis and mathematical modeling. The development of mathematical models for solving inventory management problems may allow managers to observe deviations in trading methods, as well as to support rapid decisions for possible unforeseen market or economic variability

Importância dos Fatores Não-tecnológicos na Implementação do CPFR

According to the Voluntary Interindustry Commerce Standards [VICS], Collaborative Planning, Forecasting, and Replenishment [CPFR] is based on the standardization, registration and electronic synchronization of data, supported by collaborative management among companies (VICS, 2004). Based on this definition, it can be concluded that there are two dominant factors in the implementation of CPFR: one essentially technological and the other non-technological. In this context, the main purpose of this study is to identify the so-called nontechnological factors involved in CPFR reported in the literature and to analyze them in real situations. The importance of these factors is then analyzed through the study of two real cases of CPFR implementation, the first in a large fast food network and the second at a wholesale food distributor operating in Brazil. The main findings indicate that the demand forecast conducted by the company that coordinates CPFR carries the most weight in the understanding of demand by the companies of the whole supply chain, that the collaborative culture is considered a very important factor in the relationships along the chain (albeit not essential to the implementation of processes), and that the monitoring of activities is fundamental in aligning the companies with CPFR management

Entrega não assistida: uma contribuição para a logística colaborativa / Delivery not assisted: a contribution to collaborative logistics

A partir da análise de um sistema de entrega diferenciada, coordenada por um PSL (Prestador de Serviços Logísticos) com objetivo de melhor atender seus clientes, este artigo explora um caso real através de duas abordagens: a entrega não assistida como alternativa para distribuição, e o desenvolvimento de um serviço dedicado ao cliente como atributo da Logística Colaborativa

The importance of non-technological factors on CPFR implementation

De acordo com o Voluntary Interindustry Commerce Standards [VICS], o Collaborative Planning, Forecasting, and Replenishment [CPFR] se baseia na padronização, registro e sincronização de dados eletronicamente, apoiado pela gestão colaborativa existente entre as empresas (VICS, 2004). A partir desta definição, pode-se concluir que existem dois fatores preponderantes na implementação do CPFR: um essencialmente tecnológico e outro não-tecnológico. Nesse contexto, o propósito principal deste estudo é identificar na literatura os chamados fatores não tecnológicos que envolvem o CPFR e analisá-los em situações reais. A importância desses fatores é analisada, então, por meio do estudo de dois casos reais de implementação do CPFR, respectivamente, em uma grande rede de fast food e em um grande distribuidor de alimentos, que operam no Brasil. Os resultados destacam, principalmente, que a previsão da demanda realizada pela empresa coordenadora do CPFR é preponderante sobre o entendimento da demanda por todos os elos da cadeia de suprimentos, que a cultura colaborativa é considerada muito importante no relacionamento ao longo da cadeia (embora não seja determinante para a implementação dos processos) e que o monitoramento das atividades é fundamental para o alinhamento das empresas na gestão do CPFR.According to the Voluntary Interindustry Commerce Standards [VICS], Collaborative Planning, Forecasting, and Replenishment [CPFR] is based on the standardization, registration and electronic synchronization of data, supported by collaborative management among companies (VICS, 2004). Based on this definition, it can be concluded that there are two dominant factors in the implementation of CPFR: one essentially technological and the other non-technological. In this context, the main purpose of this study is to identify the so-called non-technological factors involved in CPFR reported in the literature and to analyze them in real situations. The importance of these factors is then analyzed through the study of two real cases of CPFR implementation, the first in a large fast food network and the second at a wholesale food distributor operating in Brazil. The main findings indicate that the demand forecast conducted by the company that coordinates CPFR carries the most weight in the understanding of demand by the companies of the whole supply chain, that the collaborative culture is considered a very important factor in the relationships along the chain (albeit not essential to the implementation of processes), and that the monitoring of activities is fundamental in aligning the companies with CPFR management

Lean and the circular economy: A systematic literature review

Lean is a well-renowned strategy for increasing the value of products by minimizing waste. The circular economy is a new paradigm designed to mitigate environmental problems in production activities. Considering both perspectives, this article aims to understand how the application of lean can support the achievement of the circular economy. In order to attain this goal, the research presents a systematic literature review using the Scopus and Web of Science databases. Notably, the literature on the theme is still at an exploratory stage, the vast majority of research consisting of case studies. The main lean tools identified in the research are 5S and value stream mapping. The main circular practices, with lean support, are the Rs and ecodesign. The research proposes Circular Lean as a novel concept, one which merges some of the existing lean and circular economy principles. The main idea of this concept is the reutilization of material and energy, adding value and reducing waste within production processes and product life cycles

Processos componentes no CPFR (collaborative planning, forecasting, and replenishment) – Um estudo de caso

Com base em um estudo de implementação e operação do CPFR (Collaborative Planning, Forecasting, and Replenishment), em uma empresa de food service operando no Brasil, este artigo apresenta os processos que envolveram essa prática segundo as quatro atividades propostas pelo VICS – Voluntary Commerce Standards (2004), quais sejam: 1) estratégia e planejamento, 2) gestão da demanda e suprimento, 3) execução e 4) monitoramento. A pesquisa destaca os principais processos que envolvem a implementação do CPFR, observando que nem todos os agentes da cadeia de suprimentos necessitam ter o conhecimento e as informações a respeito das suas atividades, mas devem desempenhar corretamente o papel que lhes foi atribuído pelo agente coordenador do processo. A partir da análise deste estudo, é possível concluir que o relacionamento consolidado entre os agentes da cadeia favorece os processos e a gestão do CPFR, e que o compromisso entre eles, como relatado na literatura, contribui muito para a implementação desses processos.

When less is better: insights from the product mix dilemma from the Theory of Constraints perspective

Perhaps due to its origins in a production scheduling software called Optimised Production Technology (OPT), plus the\ud idea of focusing on system constraints, many believe that the Theory of Constraints (TOC) has a vocation for optimal\ud solutions. Those who assess TOC according to this perspective indicate that it guarantees an optimal solution only in\ud certain circumstances. In opposition to this view and founded on a numeric example of a production mix problem, this\ud paper shows, by means of TOC assumptions, why the TOC should not be compared to methods intended to seek optimal\ud or the best solutions, but rather sufficiently good solutions, possible in non-deterministic environments. Moreover, we\ud extend the range of relevant literature on product mix decision by introducing a heuristic based on the uniquely identified\ud work that aims at achieving feasible solutions according to the TOC point of view. The heuristic proposed is tested\ud on 100 production mix problems and the results are compared with the responses obtained with the use of Integer Linear\ud Programming. The results show that the heuristic gives good results on average, but performance falls sharply in some\ud situations

Natimortalidade na suinocultura moderna : importância e fatores de riscos

00