The Intelligent Organization: Winning the global competition with the supply chain idea - Hardcover

Inhaltsangabe

I Short Version For Readers In A Hurry.- 1. The Market.- 2. The Objectives.- 3. The Supply Chain Concept.- 4. How to design the supply chains in your company to be on time and on schedule.- 4.1 The main cause of tardy supply chains.- 4.2 The vision of an enterprise that is consistently on time.- 4.3 Realizing an enterprise that is continuously true to schedule.- 4.3.1 Supply chain management (SCM).- 4.3.2 Visualization of the supply chain.- 4.3.3 Realistic supply chain planning.- 4.3.4 Planning and control that eliminate bottlenecks and waste.- 4.4 Your enterprise is now an attractive supply chain partner.- 5 Be even more successful with inter-company supply chains.- 5.1 What good is a supply chain that consists of optimized individual firms?.- 5.2 The lucrative supply chain partnership.- 5.3 What needs to be done?.- 5.4 The advantages of supply chain implementation.- 5.5 There is no Good unless it is done.- 6 What other benefits can you derive from the supply chain concept?.- 6.1 Lower your artificial overhead costs.- 6.1.1 Perform a value analysis of your supply chains.- 6.1.2 Dimension your overhead and engineering departments to meet demand.- 6.1.3 Control your overhead and engineering just like your value adding workforce.- 6.1.4 Identify your "cost drivers".- 6.1.5 Lower overhead costs permanently.- 6.2 Better decisions on the basis of process costs.- 6.3 Lower the break-even point for your enterprise.- 6.4 Organize storage levels in your supply chains.- 6.5 determining your inventory volume yourself.- 6.6 Your employees as entrepreneurs.- 6.7 An organization structure geared to the supply chain.- 7. Fine tuning your enterprise with Supply Chain Management (SCM).- 8. Evaluation of economic efficiency.- 9. Prospects of the supply chain concept.- 9.1 The supply chain-compliant software environment.- 9.2 System leaders offer single-source supply chain accelerators.- 9.3 Real-time control of the supply chain.- 10. Notes on the following detailed chapters.- II. The Intelligent Enterprise.- III. The intra-corporate Wassermann Supply Chain Philosophy.- 1. Objectives of the intelligent enterprise.- 2. The tasks.- 3. The basic elements of the Wassermann Supply Chain Philosophy.- 3.1 The human element at the heart of things.- 3.2 The efficiency rule.- 3.3 The 20/80 rule.- 3.4 The simulation concept.- 4. Revenue and time-saving potentials within supply chains.- 5. An incredibly profitable vision.- 5.1 The proactive harmonization of resources.- 5.2 The continuous reduction of throughput times.- 5.3 Quintessence for a profitable enterprise.- 5.4 The backlog-free performance process.- 6. Actual Situation: the performance process riddled with bottlenecks and waste.- 6.1 Cause 1 : No one feels responsible.- 6.2 Cause 2: The inaccuracy of basic data.- 6.3 Cause 3: Imminent bottlenecks are not identifiable.- 6.3.1 The fatal consequence of backlog.- 6.3.2 The unrealistic logic in planning of most ERP systems.- 7. Professional Planning and Control.- 7.1 Supply chain management.- 7.2 Visualization of the supply chain.- 7.3 Requirements for realistic and feasible planning.- 7.3.1 Supply chain simulation.- 7.3.2 Bottleneck workplaces.- 7.3.3 Primary data for the supply chain simulation.- 7.3.4 Output of the Supply Chain Simulation.- 7.4 Intelligent planning and control.- 7.4.1 Complete resource harmonization.- 7.4.2 Guaranteed on-time, feasible work on hand.- 7.4.3 Paperless control.- 7.4.4 Snow and rain events.- 7.4.5 Simple acknowledgment.- 7.4.6 The unnecessary electronic control station.- 7.4.7 Accurate planning and scheduling for your suppliers.- 7.4.8 Trigger production documents.- 7.4.9 Expert groups in a customer/supplier relationship.- 7.4.10 Your process drivers react immediately to changing market demands.- 8.The proactive delivery and inventory policy.- 8.1 Reasons of excessive capital tie-up.- 8.1.1 Throughput times which are much too long.- 8.1.2 The performance process that has yet to be harmonized.- 8.1.3 The unspecific, ove...

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