Managing operations across the supply chain pdf download

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You just bumped into a website that offers you the best Operations management books pdf free download and a whole lot more. What more could you ask for? Based on this analysis the orders are repeated and new designs are given to internal and external suppliers. Thereby the design teams with market specialists bridge the merchandising and back end production process Kasra Ferdows. Zara sources fabrics, threads and other components from external supplier with help of purchasing offices in Barcelona, Hong Kong along with sourcing personal in headquarters located at Arteixo, Spain.

About one half of the purchased fabric is not dyed in order to provide latest season fashion with maximum flexibility, thereby reducing the waste cost. Comditel deals with dyeing, patterning and finishing undyed fabric. After cutting and dyeing, the items are stitched with help of many local cooperatives. Zara has a global distribution centre that functions as mentioned below: There is more risk involved in most fashionable item hence these type of items are produced on small scale and if the customer response is positive then these items are reordered depending upon the demand.

Zara has the ability to create rapid product turnover due to limited stock production and controlled inventory. This creates opportunities in retail stores of Zara. The quick response system of Zara is unique which consists of human resources and Information technology. Zara focuses on ultimate customers and emphasizes on the use of quick backward vertical integration rather than manufacturing efficiencies.

It becomes crucial for Zara to speed up the information flow from consumer desires to apparel designers. The combination of vertical integration, technology-orchestrated coordination of suppliers, fined tuned logistics and just in time manufacturing makes Zara so much competitive. The average time taken by Zara to implement an idea into a final product is maximum 15 days as compare to other firms which takes four to five months.

Zara is twelve times faster than its competitors in delivering a product. Generally, there is a lead time of about four to five weeks for new garments and two weeks to restock. In this period, Zara is able to find the response of fashion items that are selling well and items that are to be discontinued. The inventory of Zara is regulated and the items are been revealed on different stages as per modified designs to maintain curiosity among the customers and not unlike other industries where the designs are revealed in one stage and the same stock is repeated throughout the season , thereby creating monotony among customers.

In order to deliver the raw materials on time, the transport logistics should be strong and reliable. Zara makes sure the order of raw material is placed before start of season in order to avoid any last minute rush. Moreover, Zara has a very strong and flexible transport system that ensures timely delivery of raw materials. Also, majority of the fabric suppliers are based in Europe and Spain, hence the delivery of raw materials is speedy.

The raw materials that have cost constraint and no money constraint are usually delivered from across the world mainly HongKong and rest part of Asia. Zara has a system which is about These finished items are then directed to Zara store in the world twice a week during regular periods and twice during sale seasons. New models of items are incorporated with each delivery for constant refreshing stock maintenance in stores.

The products are inspected in order to check if there are any defects in the stock that has to be delivered, after proper inspection the stock is immediately shipped.

There is a rule in Zara that the stock will not be kept on hold in warehouses for longer period. As a result the items are shipped as soon as the stock arrives from various suppliers after inspection. In order to increase the delivery speed, the shipments are scheduled by time zones and the stock is shipped either through land or air. The retail stores that are located closeby Spain recieves the stock through land transport.

Rest the shippment is done through air across the world for speedy delivery. On an average it takes 24 hours to deliver the order within Europe and 48 hours for order delivery in America or Asia. The distribution center moves around 2.

Trucks serve closer locations like Europe and chartered cargo flights serve destinations that are far from central distribution center. Zara focuses on backward vertical integration instead of manufacturing efficiencies to determine the next order of customers. As the inventories are strictly control, hence Zara ensures that backward vertical integration is been tracked carefully so that the following orders can be delivered on time with new designs and latest fashion inventory.

The merchandising and store operations help in achieving the goal for the firm. The deadlines to order items are very strict and are been followed across the world. If any store misses the deadline then it has to wait for the next upcoming deadline. The orders are closely tracked through centralized IT system that helps in maintaing the track record of incoming orders across the globe. Since Zara has zero advertising policy hence the expenses saved in zero advertising is utilised in international expansion of the market making it more economical.

This signifies Zara mainly relies on its store to project the image of clothing. This is the reason why Zara acquires global prime locations acroos the world. There are special departments in Zara that do an extensive reasearch in finding the prime locations where Zara stores will be made. For example droughts, or disease may cause certain beans to be less available. To mitigate this risk, larger inventories can be held, but other strategies such as sourcing from several different plantation areas should be implemented.

Comprehensiveness is key for successful forecasting management. For example farmers may be informed of future new products and impact on coffee bean needs. In this way, farmers can start their process to provide the supply of coffee beans and sell it at the right timing and quantity. Unlike a traditional SC management where the relationship tends to adversarial, this collaborative approach can benefit both parties involved in the SC.

One the quality management methodologies promoted by Deming is to stop dependency on product inspection. This point is relevant with Starbucks where the consistency of products mainly coffee beans is a key factor to the business operation. To ensure the quality of the product being processed, the company needs to have a proper QA procedure from suppliers. Other things need to be done to ensure quality such as proper training of employees, conducting regular check ups on the roasting equipment, so that the company can reduce inspection frequencies.

This ultimately will save costs because the inspection is non-added value activity. In implementing quality management, it is important to do continuous improvement by doing planning, implementation, checks, and taking appropriate actions to use the previous improvement to plan the next one.

Therefore, it is also important to keep on the lookout of areas to be improved, leading to new targets to be achieved. In a retail operation, they have high interaction with customers and a relatively low level of service customization. Since The company has been focusing on developing order-winning characteristics which is their premium service, it is also important to develop standardization in the way service is delivered to the customer.

The company needs to develop standardization of the last production process which is preparing coffee drinks that engages barista, to ensure quality and consistency of product being served. This requires observing how staff assist customers in choosing products and placing orders, the waiting time required to serve customer orders, the satisfaction towards their orders, personalization pg.

However, the traditional approach in closed-loop SC may not be relevant in the context of Starbucks due to the nature of products and services being offered. This concern then being compensated in other ecological efforts such as launching a campaign to be a resource- positive company, aspiring to give more than it takes from the planet by targeting to reduce carbon emissions, water usage, and waste produced by As a global brand of a coffee shop, Starbucks is enforcing ethical standards and social responsibility within its company by different measures in different stages of the business process.

Execution of ethical and sustainable sourcing for the company is carried out by implementing supplier management. From the early phase of sourcing, they have introduced the commitment to the so called fair trade system. Under this, they help local farmers with infrastructure to improve the quality of their crops and improve their methods to be more sustainable, through Farmers Support Centers, regardless of who the farmers sell their crops to.

Starbucks is also involved as a founding member of the Sustainable Coffee Challenge as an effort to make coffee a sustainable agricultural product. Appendix — Fishbone diagram pg. An integrated location-routing-inventory model for sustainable design of a perishable products supply chain network. Journal of Cleaner Production. Chahal, H. Operations Management research grounded in the resource-based view : A meta-analysis.

International Journal of Production Economics. Green, K. International Journal Production Economics. Li, J. The course will operate on a weekly schedule of Monday through Sunday. You will complete and submit application assignments online, use the Internet as a communication and research tool, and create your own home page as required.

Expect to spend a minimum of ten to twelve hours each week in studying on your own, contact with class members and the instructor via e-mail, discussion board forums, virtual classroom sessions, and ongoing-guided application and Internet projects. There will be over fifty assignments, including review quizzes, and exams to complete. You will be required to log onto Blackboard at least three times a week.

All lecture review quizzes and exams will be administered online. In order to succeed in a hybrid course setting, you must be especially self-motivated. You must be able to work independently without a tutor, and be able to actively participate in your own learning experiences! Have a backup plan in the event you run into problems with your computer.

Evaluation and Grades: Weekly Assignments: Weekly assignments worth up to points each. All assignments will be posted to BlackBoard or on Connect. Quizzes: Quizzes will be worth up to points each.

Projects: You must discuss all projects with the Instructor on an individual basis. Your projects must receive approval before beginning your project. Plan to do three projects. As we study works related to the themes for this course.

Each of these projects will be worth up to points. You will be advised if projects are required Midterm and Final Exam: You will be advised as to the time and location of each exam. You must take all exams to pass this course. There will be no reviews for these exams. Worth up to points. There are no excused absences from these exams.

The final presentation will also be given on campus during the day, if a room is available. From time to time during the course, I will post grades for work so far completed so you can check your standing in the course.

Such grades will always be posted to BlackBoard. Since I use a "point" scale, you will need to earn points based on the Grading Scale below. Grading Rubric Black Board Postings at least 2 per week as directed points Assignments during the semester. Varied number or spot quizzes points Projects points There will be two major exams during the semester.