supply chain management plan. supply chain complexities best practices for crm enhancing...

Supply Chain Management Plan

Supply Chain ComplexitiesBest Practices for CRMEnhancing EfficienciesOutcome PredictionsProcess ImprovementsCollaboration and SCMOperational ImprovementsConclusion

Table of Contents

Riordan Corporate Office San Jose California

Custom plastic parts manufacturing

Pontiac, Michigan

Electric fans manufacturing and

assemblyHangzhou, China

Plastic beverage containers

manufacturing Albany, Georgia

Riordan Operational Structure

Customer RelationshipRiordan Manufacturing – Electric fans, custom plastic, plastic beverage containers

United States

Asia

Europe

South America

Electric fans

Electrical

components

Plastic Pellets,

adhesives,

solvents

Cardboard, plastic

film, packing

straw

Supplier Relationship

Custom plastic parts

Electricity, light bulbs, natural

gas

Plastic pellets,

dyes, inks, adhesives, solvents

Cardboard, paper, plastic film,

styrofoam

Plastic beverage containers

Electricity, light bulbs, natural

gas

Plastic Pellets,

ink, solvents

Cardboard

Plastic Bottle

Division – Albany, GA

Huffman Trucking Company

External Support Functions

Electric Fans

Division - China

FedEx

China based freight carrier

Riordan Manufacturing Corporate Office –

Research and Development

Order and Data Output

Custom parts

division

Plastic bottles division

Plastic fan division

Flow of InformationServers, computer hardware,

and software

Servers, computer hardware,

and software

Servers, computer hardware,

and software

The customer’s definition of value -

Quality product or service How do customers feel or think about the products provided?

Reasonable pricing How competitive are the prices compared to others?

Innovation How many new items do we have?

Flexibility How far are we willing to go?

Delivery of merchandise How fast and accurately can we get the products to customers?

Customer Relationship Management

Customer satisfaction within the supply chain-

Quality controlItems free from defects

ShipmentOrders are delivered in a cost effective and timely

manner

TechnologyOnline environments for order management

Ongoing improvementChanging based on economic and customer needs.

Delivering Supply Chain Value and Satisfaction

Efficiencies - Opportunities

Moving Corporate Office

Consolidating facilities

Raw materials inventory

Logistics management

Efficiencies - Implementation

Buy-in from leadership

Employee support

Funding

Supplier relationship

Relocating plant

Lead to lower overhead

Higher visibility between plants and suppliers

Lower shipping cost

Raw Materials Management

Lower costs

Lower inventory

Higher visibility into suppliers

Supplier Relationship

Lower costs

Have quicker response for new products

Combine certain tasks

Plant Duties - Current

LocationPurchasi

ng & Sales

Ledger &

Payments

Invoicing &

AP/AR

Reporting & EDSS

Payroll

Barcoding

R&D

Manuf.

San Jose Yes Yes Yes Yes Yes Yes Yes No

Albany Yes Yes Yes No No No No Yes

Pontiac Yes Yes Yes No No No No Yes

Hangzhou Yes Yes Yes No No No No Yes

Plant Duties – Proposed Option #1

Location

Purchasing & Sales

Ledger &

Payments

Invoicing &

AP/AR

Reporting & EDSS

Payroll

Barcoding

R&D

Manuf.

Albany Yes Yes Yes Yes Yes Yes Yes Yes

Pontiac Yes Yes Yes No No No No Yes

Hangzhou Yes Yes Yes No No No No Yes

Plant Duties – Proposed Option #2

Location

Purchasing & Sales

Ledger &

Payments

Invoicing &

AP/AR

Reporting & EDSS

Payroll

Barcoding

R&D

Manuf.

Albany Yes Yes Yes Yes Yes Yes Yes Yes

Pontiac Yes Yes Yes Yes Yes Yes Yes Yes

Hangzhou Yes Yes Yes Yes Yes Yes Yes Yes

SCM – Operational Flow

SCM – Information Flow

Strong focus on all supply chain components

Firm understanding of Riordan’s supply chain design

“Core” supply chain issues are focused on rather than symptoms (perceived problems)

This ensures the proposed changes to Riordan’s supply chain will have a maximized effect.

Operational Improvements

• Proposed improvements require full company participation and consensus.

• Improvements provide new opportunities to grow, and allow supply chain components to communicate with greater efficiency.

• Strong data and projections provide convincing evidence to support the improvements.

Operational Improvements

Supply Chain ComplexitiesBest Practices for CRMEnhancing EfficienciesOutcome PredictionsProcess ImprovementsCollaboration and SCMOperational Improvements

Conclusion

Blanchard, D. (2006). Supply chain management: Best practices. Hoboken, NJ: John Wiley & Sons.

Fawcett, S., & Ellram, L. (2007). Supply chain management: From vision to implementation. Upper Saddle River, NJ: Pearson/Prentice Hall.

Riordan Manufacturing. (2004). Riordan Manufacturing. Retrieved from https://ecampus.phoenix.edu/secure/aapd/cist/vop/business/Riordan/Internet/IndexPort.htm

If Supply Chain Is the Answer, Then What’s the Question? (Blanchard, D 2006) David Blanchard copyright © 2006 John Wiley & Sons ISBN: 9780471781417

Anatomy of a Supply Chain (Blanchard, D 2006) David Blanchard copyright © 2006 John Wiley & Sons ISBN: 9780471781417

References

https://ecampus.phoenix.edu/secure/aapd/cist/vop/business/Riordan/Internet/IndexPort.htm



supply chain management plan. supply chain complexities best practices for crm enhancing...

Documents

satisfaction slide

plastic film

supply chain value

software slide

solvents cardboard slide

freight carrier slide

plastic bottle division

natural gas plastic