Role In The Supply Chain Process

Published Date: 02 Nov 2017

This paper examines the nature and characteristics of project management logistics. Enhanced by providing a framework for critical pairs of concepts in supply chain management and supply chain management are presented. Procurement sets forth guidelines and procedures that must be followed to ensure satisfactory performance of the contractual obligations are measured. In addition, it defines and documents the selection, procurement and contract management and vendor efforts to ensure the quality and timely delivery of best value cost. Attention as a mechanism for improving the uncertainty in the buffer management methods have been purchased. Keywords: supply chain, logistics, supply chain, critical Uncertainty

1. Introduction

Supply chain management (SCM) manages a network of interconnected businesses that provide the ultimate package of products and services required by end customers (Harland, 1996). Supply chain management includes all movement and storage of raw materials, work in process inventory and finished goods from point of origin to point of consumption (supply chain). Another definition of the APICS Dictionary when it defines SCM as the "design, planning, execution, control, and monitoring of supply chain activities with the objective of creating net value, building a competitive infrastructure, leveraging worldwide logistics world, synchronizing supply with demand and measuring performance globally. "SCM Manager is a complete set of business processes that produce and deliver products / services to the final customer.

2. Literature review

international trade, and others. It could be intentional or sheer ignorance of the value function can supplies to any organization (Telgen, Zomer and de Boer, 1997). While functions such as human resources (HR) and its financial performance can be measured, in this case the function is not provided. Failure to establish the performance function of irregular procurement decisions and trends that have implications for any entity which is costly. The need for a coherent approach to the procurement function in public institutions, especially in developing countries, has never been as sound as it is now. Delay performance is now worse, worse, the loss of professional organizations and will continue to impose unnecessary costs (DCD / DAC, 2003). However, it is important that proper implementation is running. Not every performance. involved in producing and delivering a final product from supplier to supplier and customer base of four processes - plan, source, make, deliver - broadly define these efforts, including management of supply and demand, sourcing raw materials and parts, manufacturing and assembly, warehousing and inventory tracking, order entry and order management, distribution across all channels, and delivery to the customer. "Quinn (1997) defines supply chain as" all those activities associated with moving goods from point raw materials through to the end user. includes resources and procurement, production planning, order processing, inventory management, transportation, warehousing, and customer service. importantly, it also embodies the information systems required to monitor All of these activities. "543

In addition to defining the supply chain, several authors have further defined the concept of supply chain management. As by Ellram and Cooper (1993), supply chain management is defined as "integrating philosophy to manage the total flow of a distribution channel from supplier to ultimate customer" is. They argue that the supply chain does not participate in the competition and who will be the strongest competitors are those that "can be fully integrated supply chain, including external customers and suppliers, prime, its suppliers and providers their business management and leadership 'suppliers'. Allair (Canadian Journal of Public Purchasing 2005) co logistics point of contact in an organization, a central repository of organizational knowledge acquisition of goods and services. Logistics Group affecting the company's prospects too much work. They assessed the total cost of ownership of products, offering a durable product while minimizing operational support costs. Logistics functions compile and analyze historical data to identify opportunities for cost avoidance, standard components, and services are based on volume or sensitivity.

3. Key activities of the project

Projects with a number of challenges, namely the dependence of activities, phases overlap, fragmentation, the complex organizational structure, and the uncertainty in predicting the exact results desired. Project activities within the complex depends strongly connected and has a connected complex process. For example, it only upstream activities, downstream activities are not affected, but the reverse is also true. Austin [4] gives an example of the interdependence of design activity, as shown in Fig. Thousands of these complex interdependent activities are related to human activities, is an engineering project. Data transfer is necessary, and repeats the routine. De La Garza [6] considered the various pieces of work, a major challenge [6]. Business owners, design firms, construction companies, equipment suppliers, bankers, lawyers, government agencies, end users, operators, utilities, maintenance and demolition of some of the participants involved in the life cycle of each facility constructed is. Many participants in the project fragmentation problem. Project participants to exchange information back and forth all the time. Adversarial relationships between organizations may also arise due to fragmentation. For some of the activities is unpredictable, especially in negotiations with the approval of the authorities, and international procurement of materials and supplies. International suppliers of capital equipment generally longer lead time, and hence, higher uncertainty on the timely arrival on site. Need to exchange information between plans and providers may delay the time of procurement. Technical Equipment and equipment investment may depend on other subsystems from different suppliers.

Figure 1 Interdependence Activity

Figure 2 overlapping phases

Overlapping phases of engineering / design, procurement and construction is shown in Fig. 2 increase the risk of time and cost overruns on the project, given the lack of information and frequent changes, especially those related to external factors. Project modifications and variations of the main factors that cause project delay and failure. These projects are always challenging, and the more complex the project is. Dependency management of the project activities will become increasingly critical as widely overlapping phases in order to compress the schedule. 544th

4. Future for better performance

There has been no attempt to improve the performance of engineering projects. New models' abound. Fast, concurrent engineering, logistics management, JIT, Business Process Reengineering and cooperation are well known examples. Each model has its own focal point and emphasis on higher performance can be achieved. Listed below is an example of such proposals is to improve project use or reuse of proven and conservative design engineeringï‚·performance. Select and use familiar and trusted vendors toï‚·changes to reduce risk. simplify and shorten the procurement process and to reduce the duration of the Participants downsï‚·project. tream of upstream activities to play a more active emphasis on closerï‚·role in order to reduce duplication and re-design problem. cooperation between purchasing and production functions directly from the ï‚·suppliers of materials to the workshop as a work in progress (WIP) to enable. Re-organized business processes and flow of project activities and information. To minimize or eliminate non-value added processes. Of information storage, The use ofï‚·retrieval and processing of information in order to improve. partnerships as a way to deal with the problems of fragmentation, the lack of break the boundaries between performanceï‚·integration and hostile relationship. project to improve communication, coordination and cooperation.

5. Focus on logistics

Various research projects focusing on various aspects of recovery. Bulk Purchase Project construction engineering, main equipment and It is the linkï‚·services will be covered. Vital supplies to the following: ï‚·between engineering and construction. Material made from the Foundation; materials costs represent a significant portion of the total cost of the It relies heavily on foreign companies, suppliers and subcontractorsï‚·project; need to contact the logistics and negotiating with external parties.ï‚·are; Every engineering project is unique, even if you are involved in a similar design. Plan is prepared for each project is unique. The new site, a new client or new suppliers in different countries and can lead to new project requirements. Considerable overlap of the engineering / design phase by buying up phase ambiguities. Purchase the entire production process and uncertainty may affect the overall project schedule allows.

6. New Management Paradigms

A few percent improvement in acquisition costs can be a long way to improving the overall profitability of the manufacturing industry. Achievable improvements, including some currently available to management paradigms can be used to manage uncertainty in the project are produced. Our only connection of the two ideas related to supply chain management (SCM) and Critical Chain ï‚·Project Management (CCPM) focus. SCM

The essence of SCM SCM strategic management process moving and storage (if necessary) of materials, components and finished products from the source, through the manufacturing process to the customer or end user, as well as the associated information flows. Procurement and logistics is probably the SCM philosophy adopted. Initially, the goal is to reduce logistics Logistics 545

Costs. This is now being expanded with the construction of logistics as a strategic merits of the company. Most of the supplies include improving manufacturing flexibility, reduce lead levels and fill orders at the time of ordering. Strategy is to integrate the core functions of logistics functions of marketing, production and financial. SCM approach advocates that a company should focus its domestic suppliers and suppliers are developing [20]. Essence of supply chain management in the trust between members increased to createï‚· ï‚·of the supply chain and business process re-engineering IT Recruitment / to speed up the flow ofï‚·a model of a network organization and information within and between organizations. SCM integrates all activities throughout the supply chain by improving supply chain communication ship, to achieve a sustainable competitive advantage. SCM has three components: materials management, information systems, strategic management, and management of supply theï‚·chain relationships. Therefore, the drivers of supply chain management: process and coordinate the entire attitude is sharedï‚· ï‚·sharing of information, by all members of the chain. Poirrer [12] gives a summary of the essence of SCM, the future belongs to the most successful value chain constellations, not Develop strategic andï‚·individual companies. . to maximize shareholder value; tactical plans to ensure timely delivery of materials and equipment to protect develop a network of information systems toï‚·the project completion date; ensure timely information on project schedule, site, track moving materials, and business process redesign to reduceï‚·final delivery date promised administrative delays, simplifying or eliminating non-value added paperwork and ï‚· Procurement; ï‚·process redesign techniques to reduce the length of pipes continuous improvements to eliminate bottlenecks and or limitations of the process and increase throughput of projects by eliminating the uncertainties of insensitive to the pressure of late as possible,ï‚·supply and demand, logistics To achieve JITï‚·while the order of the critical item as soon as possible; logistics partner interests and sensitive to their needs and demand of their colleagues if necessary. SCOR model for project logistics supply chain operations reference (SCOR) model developed by Supply Chain Council, to describe the business activities associated with all phases of satisfying a customer demand. It integrates well known concepts of business process reengineering (BPR), benchmarking and analysis in the context of cross-functional work. SCOR model includes all customer interactions, from order entry through paid invoice, all physical transactions from the source material, customer, and market interactions, from the understanding of aggregate demand to the fulfillment of each order. SCOR model consists of a set of design functions MakeDelivery supply chain wide constellation is shown in Fig. 546th

ï‚·

Table 1 presents the proposed resource management model to understand the needs of the project procurement plan for project planning, resource availability and market conditions, make or buy decision of the contract. Planning application and tender documents for bidding, supply chain configuration. Applicants requesting a conference or briefing (if required), providing a source of advertising or requests Transport Management and Installation trafc, transportation, import / export requirements, installation time, temporary storage

Contract negotiation, supplier selection policy with respect to the procurement, screening, weighing and handling systems for the evaluation of systems and processes, quality control, engineering change control, contract performance (speed) Report and Payment

Placing Orders

The final contract documentation for procurement audits, closeout of contract files and the formal acceptance and closure

Figure 3 SCOR Model

Translated from the SCOR model for the provision of engineering, procurement processes and sequences similar to those described in the PMBOK project [5], which can be combined as shown in Table 1. As a result, disparate industries can be linked to describe the depth and breadth of virtually any supply chain. SCOR model has been able to provide a basis for supply chain improvement for global projects as well as site-specific projects. Critical Chain Project Management Critical Chain Goldratt proposed method (CCPM) method to overcome some of the problems with traditional project planning and scheduling to critical path method based Special (CPM). Critical chain method, using the Theory of Constraints (TOC), provides an improved method for managing risk and uncertainty in the value chain to achieve improved performance in the management of the project and project The Theory of Constraints Theory of Constraints (TOC) is a common-senseï‚·time. understanding of system performance. United TOC,'' Every system must have a constraint that limits its output.'' Restraint systems, such as the weakest link of the chain into account. No matter what you do to improve the other links in the chain, the chain is no stronger than the weakest link so you can improve. Chain Goldratt uncertainty inï‚·Figure 4 shows a sequence of five stages. project estimates that three kinds of uncertainty in project planning and scheduling, ie: "when task uncertainty'' Time'' uncertainty'', and'' there are sources of uncertainty .'' In general, when 547

A planned project to build a program, her safety "authorized'' or'' cushions in the estimated time to visit local conservation work to add., For the image is shown in Fig. 4, each activities assigned to a unit of TG, time is desired. likely to end up enforcement activities TG, for example, is 80 percent above the average of 30 percent, TM. problem is that, in practice, Not all activities need to finish TG. enforcement activities may well operate in fewer than TG or TM finish. however, the only performer to work in TG, the estimated date'' ' 'to send. therefore, Goldratt opposed the idea of ​​the medium encourages too much time wasting time. wasting time with regard to a number of factors which include: the

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10. Resources

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