The document provides an overview of key concepts related to measuring performance in supply chain management. It defines supply chain management and its objectives such as value creation, sustaining competitive advantage, and customer satisfaction. It discusses why measuring performance is important for decision making, communication, and innovation. Finally, it outlines some of the topics that will be covered in the course, including supply chain performance indicators, measurement tools, and challenges of measuring performance.
This document provides an overview of operations management concepts through a lesson outline and objectives. It defines operations management as transforming inputs into outputs through processes. Key points include:
1. The transformational model shows how resources are transformed through processes to create goods and services.
2. The scope of operations management involves designing, planning, controlling, and improving transformation systems.
3. Competitive priorities like cost, quality, flexibility influence the operations strategy and how an organization achieves competitive advantage.
4. Operations managers are responsible for efficient resource management, cost control, quality assurance, and developing strategic and operational objectives. Strong leadership, analytical, and communication skills are required.
Production, Logistics, and Purchase strategyPrashant Mehta
The document discusses production, logistics, and purchase strategies. It covers key topics such as production system formulation, operations planning and control, logistics strategies, supply chain management, outsourcing considerations, and purchasing strategies. The main points are: production strategy involves decisions around capacity, technology usage, and meeting customer needs; logistics strategies must address transportation and inventory management; and successful supply chain management requires integration between suppliers, manufacturers, and customers.
The document provides an introduction to operations and supply chain management. It defines operations management as the area of business concerned with producing products and services efficiently and effectively to satisfy customers. It also defines supply chain management as managing the network of businesses involved in providing products and services to end customers. The document then discusses key concepts in operations and supply chain management including inputs, processes, outputs, quality management, and various functions.
Operations management deals with managing the transformation of inputs into outputs through production systems. It involves decisions related to capacity, facilities, workflow, quality, and production systems. Operations management has shifted focus from cost reduction to value creation. Key decisions include selecting production systems, product and process design, technology selection, and resource allocation. Developing an effective operations strategy is important to support the organization's overall corporate strategy through competitive priorities like cost, quality, time, and flexibility.
This document provides information about an executive PGDM course in operations management. It outlines the course outcomes, modules, topics to be covered, books recommended, and functional areas of management. The first module introduces key concepts like the importance and functions of operations, relationships between operations and other functions, and different production systems. It also discusses the differences between manufacturing and service operations, and defines productivity and productivity measurement.
LOGISTICS AND SUPPLY CHAIN MANAGEMENT.pptxranganayaki10
The document discusses supply chain management. It defines supply chain management as the process of delivering a product from raw material to the consumer. It notes that supply chain management includes planning, sourcing, production, delivery, and handling customer complaints. It also discusses the importance of supply chain management in improving customer satisfaction and business performance. Finally, it outlines the key components of an effective supply chain management process.
1.0 operations management and integration with supply chain management slide1Charan Reddy
Operations management involves planning, organizing, directing, and controlling activities related to producing goods and services. It aims to improve efficiency and effectiveness. The document discusses key operations management functions including production processes, differences between goods and services operations, and competitive priorities like cost, quality, and delivery. It also covers supply chain management concepts like integrated planning, procurement, and logistics to minimize costs and ensure the right products reach the right customers at the right time.
Chapter no .07 performance measurement and controls in scmIsrar Khan Raja
The document discusses performance measurement in supply chain management. It describes benchmarking as identifying best practices from other organizations to improve performance. The Supply Chain Operations Reference model (SCOR) is presented as a standard for measuring and benchmarking supply chain performance. SCOR defines core processes, performance attributes, and metrics across five process categories: plan, source, make, deliver, and return. Key metrics include order fulfillment, customer satisfaction, costs, inventory levels, and supply chain response time.
This document provides an overview of operations management concepts through a lesson outline and objectives. It defines operations management as transforming inputs into outputs through processes. Key points include:
1. The transformational model shows how resources are transformed through processes to create goods and services.
2. The scope of operations management involves designing, planning, controlling, and improving transformation systems.
3. Competitive priorities like cost, quality, flexibility influence the operations strategy and how an organization achieves competitive advantage.
4. Operations managers are responsible for efficient resource management, cost control, quality assurance, and developing strategic and operational objectives. Strong leadership, analytical, and communication skills are required.
Production, Logistics, and Purchase strategyPrashant Mehta
The document discusses production, logistics, and purchase strategies. It covers key topics such as production system formulation, operations planning and control, logistics strategies, supply chain management, outsourcing considerations, and purchasing strategies. The main points are: production strategy involves decisions around capacity, technology usage, and meeting customer needs; logistics strategies must address transportation and inventory management; and successful supply chain management requires integration between suppliers, manufacturers, and customers.
The document provides an introduction to operations and supply chain management. It defines operations management as the area of business concerned with producing products and services efficiently and effectively to satisfy customers. It also defines supply chain management as managing the network of businesses involved in providing products and services to end customers. The document then discusses key concepts in operations and supply chain management including inputs, processes, outputs, quality management, and various functions.
Operations management deals with managing the transformation of inputs into outputs through production systems. It involves decisions related to capacity, facilities, workflow, quality, and production systems. Operations management has shifted focus from cost reduction to value creation. Key decisions include selecting production systems, product and process design, technology selection, and resource allocation. Developing an effective operations strategy is important to support the organization's overall corporate strategy through competitive priorities like cost, quality, time, and flexibility.
This document provides information about an executive PGDM course in operations management. It outlines the course outcomes, modules, topics to be covered, books recommended, and functional areas of management. The first module introduces key concepts like the importance and functions of operations, relationships between operations and other functions, and different production systems. It also discusses the differences between manufacturing and service operations, and defines productivity and productivity measurement.
LOGISTICS AND SUPPLY CHAIN MANAGEMENT.pptxranganayaki10
The document discusses supply chain management. It defines supply chain management as the process of delivering a product from raw material to the consumer. It notes that supply chain management includes planning, sourcing, production, delivery, and handling customer complaints. It also discusses the importance of supply chain management in improving customer satisfaction and business performance. Finally, it outlines the key components of an effective supply chain management process.
1.0 operations management and integration with supply chain management slide1Charan Reddy
Operations management involves planning, organizing, directing, and controlling activities related to producing goods and services. It aims to improve efficiency and effectiveness. The document discusses key operations management functions including production processes, differences between goods and services operations, and competitive priorities like cost, quality, and delivery. It also covers supply chain management concepts like integrated planning, procurement, and logistics to minimize costs and ensure the right products reach the right customers at the right time.
Chapter no .07 performance measurement and controls in scmIsrar Khan Raja
The document discusses performance measurement in supply chain management. It describes benchmarking as identifying best practices from other organizations to improve performance. The Supply Chain Operations Reference model (SCOR) is presented as a standard for measuring and benchmarking supply chain performance. SCOR defines core processes, performance attributes, and metrics across five process categories: plan, source, make, deliver, and return. Key metrics include order fulfillment, customer satisfaction, costs, inventory levels, and supply chain response time.
Operations management involves planning and controlling the processes that transform inputs into finished goods and services. It includes responsibilities like ensuring customer satisfaction and cost effectiveness. The key functions of operations management are production planning, quality control, inventory management, and facilities layout and material handling. Operations management aims to deliver the right quality, quantity, time and cost of products and services to meet customer needs.
This document provides an overview of operations management. It discusses the scope and objectives of operations management, which include understanding operational activities in manufacturing and services sectors. The learning outcomes are for students to differentiate operations strategies, understand differences between manufacturing and service processes, and discuss concepts like SCM, TQM, JIT. It also defines key terms like transformation process, operations as a process, services versus goods. It outlines the functions of operations managers and discusses historical developments and current issues in the field.
This document provides an overview of operations management. It discusses the scope and objectives of operations management, which include understanding operational activities in manufacturing and services sectors. The learning outcomes are also outlined, which are for students to differentiate operations strategies, understand differences between manufacturing and service processes, and demonstrate concepts of supply chain management, quality management, and project management. Key aspects of operations management discussed include the importance of retaining customers, defining operations management, why study it, transformations processes, and operations as a process of inputs, transformations and outputs.
Training Slides of Supplier Assessment and Performance Measurement, discussing the importance of Suppliers.
For further information regarding the course, please contact:
info@asia-masters.com
www.asia-masters.com
Module-1 Introduction to Operations ManagementNirajMishra67
This document provides an introduction to operations management. It defines operations as the part of a business responsible for producing goods or services. Operations management is defined as the management of systems or processes that create goods and/or provide services. It also discusses the differences between goods and services, and provides examples of each. Finally, it introduces key concepts in operations management including supply chains, inputs and outputs in production processes, and the importance of production functions.
This document discusses strategies for measuring supply chain performance. It describes performance measurement, classification of measures as qualitative or quantitative, and examples of quantitative measures including cycle time, customer service level, inventory levels, resource utilization, and financial measures. It then discusses two models for measuring supply chain performance: the SCOR model, which focuses on planning, sourcing, making, delivering, and returning, and the balanced scorecard, which measures performance across financial, customer, internal processes, and learning and growth perspectives. The document emphasizes using multi-dimensional strategies and these models to continuously improve supply chain performance.
Operations strategy and startaegic sourcing 0113ashish1afmi
The document discusses various aspects of operations strategy. It covers defining operations strategy and linking it to corporate strategy. It also discusses developing strategies at different time horizons - strategic/long term, tactical/medium term, and operational/short term planning. Key aspects include product/service profiling, implementation of strategies, and adapting strategies to dynamic market conditions. The overall purpose is to effectively manage operations and add value for customers.
This document discusses quality control and ISO standards. It defines quality as characteristics that satisfy customer needs and fitness for use. Quality control aims to prevent defects and ensure economical and uniform production. The ISO 9000 standard represents international consensus on good management practices to consistently meet quality requirements. Certification provides benefits like access to global markets, streamlined processes, improved performance and reduced costs.
Today Operations Management is dominated by concerns in supply chain such as design of a good performance measurement system, revenue or resource sharing, customer centric and/or process view of the supply chain.
Operations management involves transforming resources into valuable products or services. There are three main production systems: job production which is low volume and high variety; batch production which produces similar items in batches; and flow/mass production which is high volume and low variety. Key functions of operations management include production planning and control, quality control, inventory management, and work measurement. Challenges include globalization, rising customer expectations, technological changes, and environmental issues. Priorities are relating operations to customers and addressing environmental concerns. World class manufacturing techniques involve just-in-time, total quality management, and employee involvement.
How to implement operational excellence in organizationsglobalsevensteps
Operational excellence is about achieving full potential of organisations performance. It goes beyond cutting costs. Many organisations struggle to achieve the most obvious deliverables to the customers.
Quality of products and services
Delivery performance in line with customer requirement – CRD
Fulfilment of ordered quantity.
Cost of goods in line with the market demand.
This document provides an overview of a management systems operations strategy course. It includes discussions on competitive priorities and operations performance objectives like quality, speed, dependability, flexibility and cost. It discusses how the meaning and importance of these objectives can vary across different industries and companies. It also covers topics like developing an operations strategy through reconciling market requirements with operations resources, capabilities and processes. Trade-offs between objectives and building competitive capabilities over time are also summarized. The instructor engages participants in exercises to analyze specific companies' market needs, resources and how to develop focused strategies.
Performance measurement is a key part of total quality management. It helps identify progress towards goals, opportunities for improvement, and compare performance internally and externally. Traditional cost-based measures provide little insight for quality improvement. A good performance measurement framework focuses on customers and measures effectiveness, efficiency, and productivity. It establishes goals, metrics, collects data, identifies gaps, and initiates improvement actions through an ongoing cycle.
Operations management refers to managing the processes involved in the production of goods and services. It aims to ensure business operations are efficient and effective. Key priorities for operations management include high quality, low cost, quick response times, adaptability, reliability, and high service levels. Operations management seeks to provide an operational-based competitive advantage through areas like adaptability, reliability, and service delivery. It uses models like the transformation model to conceptualize operations as processes that transform inputs into outputs.
The document discusses supply chain management (SCM). SCM involves coordinating the flow of materials, information, and finances as goods move from suppliers to manufacturers to distributors and finally to consumers. The goal of SCM is to reduce inventory levels while meeting customer demand. Effective SCM requires planning, sourcing materials, manufacturing products, delivering products to customers, and managing returns. It also requires coordinating functions like forecasting, purchasing, inventory management, and quality assurance. Companies implement SCM to achieve economies of scale, improve focus, meet rising customer expectations, and add customer value through quick customized responses. The ultimate goal of SCM is efficient operations that improve business metrics like revenue, asset utilization, and cost reduction.
1. INTRODUCTION TO OPERATIONS MANAGEMENT.pptxIvanIISeballos
The document provides an overview of operations management. It discusses the three major business functions of marketing, operations, and finance. It defines operations management as the management of systems or processes that create goods and/or provide services. Key aspects of operations management discussed include value-added, process management, supply chain management, variations in processes, and quantitative and qualitative decision-making approaches. The document also outlines how operations management has evolved with developments like e-commerce, Six Sigma, agility, and lean systems.
Managing Operations, Quality and Productivity by nabeelNabeel Ehmed
The document introduces a student project team and discusses key concepts in operations management including operations, quality management, productivity, and technology. It defines operations management as the set of activities used to transform inputs into products/services. Ensuring efficient operations is important for competitiveness, performance, quality and productivity. Total quality management and just-in-time inventory systems are discussed as approaches to improve quality and productivity.
Hello Everyone
The concept of Operations Management applies to all industries. Through this presentation, I\'ve tried to publish a small piece of information on this topic. Kindly go through it and let me know your inputs or suggestions.
Regards
Nilesh Bhanushali
Chapter wise All Notes of First year Basic Civil Engineering.pptxDenish Jangid
Chapter wise All Notes of First year Basic Civil Engineering
Syllabus
Chapter-1
Introduction to objective, scope and outcome the subject
Chapter 2
Introduction: Scope and Specialization of Civil Engineering, Role of civil Engineer in Society, Impact of infrastructural development on economy of country.
Chapter 3
Surveying: Object Principles & Types of Surveying; Site Plans, Plans & Maps; Scales & Unit of different Measurements.
Linear Measurements: Instruments used. Linear Measurement by Tape, Ranging out Survey Lines and overcoming Obstructions; Measurements on sloping ground; Tape corrections, conventional symbols. Angular Measurements: Instruments used; Introduction to Compass Surveying, Bearings and Longitude & Latitude of a Line, Introduction to total station.
Levelling: Instrument used Object of levelling, Methods of levelling in brief, and Contour maps.
Chapter 4
Buildings: Selection of site for Buildings, Layout of Building Plan, Types of buildings, Plinth area, carpet area, floor space index, Introduction to building byelaws, concept of sun light & ventilation. Components of Buildings & their functions, Basic concept of R.C.C., Introduction to types of foundation
Chapter 5
Transportation: Introduction to Transportation Engineering; Traffic and Road Safety: Types and Characteristics of Various Modes of Transportation; Various Road Traffic Signs, Causes of Accidents and Road Safety Measures.
Chapter 6
Environmental Engineering: Environmental Pollution, Environmental Acts and Regulations, Functional Concepts of Ecology, Basics of Species, Biodiversity, Ecosystem, Hydrological Cycle; Chemical Cycles: Carbon, Nitrogen & Phosphorus; Energy Flow in Ecosystems.
Water Pollution: Water Quality standards, Introduction to Treatment & Disposal of Waste Water. Reuse and Saving of Water, Rain Water Harvesting. Solid Waste Management: Classification of Solid Waste, Collection, Transportation and Disposal of Solid. Recycling of Solid Waste: Energy Recovery, Sanitary Landfill, On-Site Sanitation. Air & Noise Pollution: Primary and Secondary air pollutants, Harmful effects of Air Pollution, Control of Air Pollution. . Noise Pollution Harmful Effects of noise pollution, control of noise pollution, Global warming & Climate Change, Ozone depletion, Greenhouse effect
Text Books:
1. Palancharmy, Basic Civil Engineering, McGraw Hill publishers.
2. Satheesh Gopi, Basic Civil Engineering, Pearson Publishers.
3. Ketki Rangwala Dalal, Essentials of Civil Engineering, Charotar Publishing House.
4. BCP, Surveying volume 1
Operations management involves planning and controlling the processes that transform inputs into finished goods and services. It includes responsibilities like ensuring customer satisfaction and cost effectiveness. The key functions of operations management are production planning, quality control, inventory management, and facilities layout and material handling. Operations management aims to deliver the right quality, quantity, time and cost of products and services to meet customer needs.
This document provides an overview of operations management. It discusses the scope and objectives of operations management, which include understanding operational activities in manufacturing and services sectors. The learning outcomes are for students to differentiate operations strategies, understand differences between manufacturing and service processes, and discuss concepts like SCM, TQM, JIT. It also defines key terms like transformation process, operations as a process, services versus goods. It outlines the functions of operations managers and discusses historical developments and current issues in the field.
This document provides an overview of operations management. It discusses the scope and objectives of operations management, which include understanding operational activities in manufacturing and services sectors. The learning outcomes are also outlined, which are for students to differentiate operations strategies, understand differences between manufacturing and service processes, and demonstrate concepts of supply chain management, quality management, and project management. Key aspects of operations management discussed include the importance of retaining customers, defining operations management, why study it, transformations processes, and operations as a process of inputs, transformations and outputs.
Training Slides of Supplier Assessment and Performance Measurement, discussing the importance of Suppliers.
For further information regarding the course, please contact:
info@asia-masters.com
www.asia-masters.com
Module-1 Introduction to Operations ManagementNirajMishra67
This document provides an introduction to operations management. It defines operations as the part of a business responsible for producing goods or services. Operations management is defined as the management of systems or processes that create goods and/or provide services. It also discusses the differences between goods and services, and provides examples of each. Finally, it introduces key concepts in operations management including supply chains, inputs and outputs in production processes, and the importance of production functions.
This document discusses strategies for measuring supply chain performance. It describes performance measurement, classification of measures as qualitative or quantitative, and examples of quantitative measures including cycle time, customer service level, inventory levels, resource utilization, and financial measures. It then discusses two models for measuring supply chain performance: the SCOR model, which focuses on planning, sourcing, making, delivering, and returning, and the balanced scorecard, which measures performance across financial, customer, internal processes, and learning and growth perspectives. The document emphasizes using multi-dimensional strategies and these models to continuously improve supply chain performance.
Operations strategy and startaegic sourcing 0113ashish1afmi
The document discusses various aspects of operations strategy. It covers defining operations strategy and linking it to corporate strategy. It also discusses developing strategies at different time horizons - strategic/long term, tactical/medium term, and operational/short term planning. Key aspects include product/service profiling, implementation of strategies, and adapting strategies to dynamic market conditions. The overall purpose is to effectively manage operations and add value for customers.
This document discusses quality control and ISO standards. It defines quality as characteristics that satisfy customer needs and fitness for use. Quality control aims to prevent defects and ensure economical and uniform production. The ISO 9000 standard represents international consensus on good management practices to consistently meet quality requirements. Certification provides benefits like access to global markets, streamlined processes, improved performance and reduced costs.
Today Operations Management is dominated by concerns in supply chain such as design of a good performance measurement system, revenue or resource sharing, customer centric and/or process view of the supply chain.
Operations management involves transforming resources into valuable products or services. There are three main production systems: job production which is low volume and high variety; batch production which produces similar items in batches; and flow/mass production which is high volume and low variety. Key functions of operations management include production planning and control, quality control, inventory management, and work measurement. Challenges include globalization, rising customer expectations, technological changes, and environmental issues. Priorities are relating operations to customers and addressing environmental concerns. World class manufacturing techniques involve just-in-time, total quality management, and employee involvement.
How to implement operational excellence in organizationsglobalsevensteps
Operational excellence is about achieving full potential of organisations performance. It goes beyond cutting costs. Many organisations struggle to achieve the most obvious deliverables to the customers.
Quality of products and services
Delivery performance in line with customer requirement – CRD
Fulfilment of ordered quantity.
Cost of goods in line with the market demand.
This document provides an overview of a management systems operations strategy course. It includes discussions on competitive priorities and operations performance objectives like quality, speed, dependability, flexibility and cost. It discusses how the meaning and importance of these objectives can vary across different industries and companies. It also covers topics like developing an operations strategy through reconciling market requirements with operations resources, capabilities and processes. Trade-offs between objectives and building competitive capabilities over time are also summarized. The instructor engages participants in exercises to analyze specific companies' market needs, resources and how to develop focused strategies.
Performance measurement is a key part of total quality management. It helps identify progress towards goals, opportunities for improvement, and compare performance internally and externally. Traditional cost-based measures provide little insight for quality improvement. A good performance measurement framework focuses on customers and measures effectiveness, efficiency, and productivity. It establishes goals, metrics, collects data, identifies gaps, and initiates improvement actions through an ongoing cycle.
Operations management refers to managing the processes involved in the production of goods and services. It aims to ensure business operations are efficient and effective. Key priorities for operations management include high quality, low cost, quick response times, adaptability, reliability, and high service levels. Operations management seeks to provide an operational-based competitive advantage through areas like adaptability, reliability, and service delivery. It uses models like the transformation model to conceptualize operations as processes that transform inputs into outputs.
The document discusses supply chain management (SCM). SCM involves coordinating the flow of materials, information, and finances as goods move from suppliers to manufacturers to distributors and finally to consumers. The goal of SCM is to reduce inventory levels while meeting customer demand. Effective SCM requires planning, sourcing materials, manufacturing products, delivering products to customers, and managing returns. It also requires coordinating functions like forecasting, purchasing, inventory management, and quality assurance. Companies implement SCM to achieve economies of scale, improve focus, meet rising customer expectations, and add customer value through quick customized responses. The ultimate goal of SCM is efficient operations that improve business metrics like revenue, asset utilization, and cost reduction.
1. INTRODUCTION TO OPERATIONS MANAGEMENT.pptxIvanIISeballos
The document provides an overview of operations management. It discusses the three major business functions of marketing, operations, and finance. It defines operations management as the management of systems or processes that create goods and/or provide services. Key aspects of operations management discussed include value-added, process management, supply chain management, variations in processes, and quantitative and qualitative decision-making approaches. The document also outlines how operations management has evolved with developments like e-commerce, Six Sigma, agility, and lean systems.
Managing Operations, Quality and Productivity by nabeelNabeel Ehmed
The document introduces a student project team and discusses key concepts in operations management including operations, quality management, productivity, and technology. It defines operations management as the set of activities used to transform inputs into products/services. Ensuring efficient operations is important for competitiveness, performance, quality and productivity. Total quality management and just-in-time inventory systems are discussed as approaches to improve quality and productivity.
Hello Everyone
The concept of Operations Management applies to all industries. Through this presentation, I\'ve tried to publish a small piece of information on this topic. Kindly go through it and let me know your inputs or suggestions.
Regards
Nilesh Bhanushali
Similaire à Performance Measures for Supply Chain Management.pptx (20)
Chapter wise All Notes of First year Basic Civil Engineering.pptxDenish Jangid
Chapter wise All Notes of First year Basic Civil Engineering
Syllabus
Chapter-1
Introduction to objective, scope and outcome the subject
Chapter 2
Introduction: Scope and Specialization of Civil Engineering, Role of civil Engineer in Society, Impact of infrastructural development on economy of country.
Chapter 3
Surveying: Object Principles & Types of Surveying; Site Plans, Plans & Maps; Scales & Unit of different Measurements.
Linear Measurements: Instruments used. Linear Measurement by Tape, Ranging out Survey Lines and overcoming Obstructions; Measurements on sloping ground; Tape corrections, conventional symbols. Angular Measurements: Instruments used; Introduction to Compass Surveying, Bearings and Longitude & Latitude of a Line, Introduction to total station.
Levelling: Instrument used Object of levelling, Methods of levelling in brief, and Contour maps.
Chapter 4
Buildings: Selection of site for Buildings, Layout of Building Plan, Types of buildings, Plinth area, carpet area, floor space index, Introduction to building byelaws, concept of sun light & ventilation. Components of Buildings & their functions, Basic concept of R.C.C., Introduction to types of foundation
Chapter 5
Transportation: Introduction to Transportation Engineering; Traffic and Road Safety: Types and Characteristics of Various Modes of Transportation; Various Road Traffic Signs, Causes of Accidents and Road Safety Measures.
Chapter 6
Environmental Engineering: Environmental Pollution, Environmental Acts and Regulations, Functional Concepts of Ecology, Basics of Species, Biodiversity, Ecosystem, Hydrological Cycle; Chemical Cycles: Carbon, Nitrogen & Phosphorus; Energy Flow in Ecosystems.
Water Pollution: Water Quality standards, Introduction to Treatment & Disposal of Waste Water. Reuse and Saving of Water, Rain Water Harvesting. Solid Waste Management: Classification of Solid Waste, Collection, Transportation and Disposal of Solid. Recycling of Solid Waste: Energy Recovery, Sanitary Landfill, On-Site Sanitation. Air & Noise Pollution: Primary and Secondary air pollutants, Harmful effects of Air Pollution, Control of Air Pollution. . Noise Pollution Harmful Effects of noise pollution, control of noise pollution, Global warming & Climate Change, Ozone depletion, Greenhouse effect
Text Books:
1. Palancharmy, Basic Civil Engineering, McGraw Hill publishers.
2. Satheesh Gopi, Basic Civil Engineering, Pearson Publishers.
3. Ketki Rangwala Dalal, Essentials of Civil Engineering, Charotar Publishing House.
4. BCP, Surveying volume 1
How to Make a Field Mandatory in Odoo 17Celine George
In Odoo, making a field required can be done through both Python code and XML views. When you set the required attribute to True in Python code, it makes the field required across all views where it's used. Conversely, when you set the required attribute in XML views, it makes the field required only in the context of that particular view.
Gender and Mental Health - Counselling and Family Therapy Applications and In...PsychoTech Services
A proprietary approach developed by bringing together the best of learning theories from Psychology, design principles from the world of visualization, and pedagogical methods from over a decade of training experience, that enables you to: Learn better, faster!
ISO/IEC 27001, ISO/IEC 42001, and GDPR: Best Practices for Implementation and...PECB
Denis is a dynamic and results-driven Chief Information Officer (CIO) with a distinguished career spanning information systems analysis and technical project management. With a proven track record of spearheading the design and delivery of cutting-edge Information Management solutions, he has consistently elevated business operations, streamlined reporting functions, and maximized process efficiency.
Certified as an ISO/IEC 27001: Information Security Management Systems (ISMS) Lead Implementer, Data Protection Officer, and Cyber Risks Analyst, Denis brings a heightened focus on data security, privacy, and cyber resilience to every endeavor.
His expertise extends across a diverse spectrum of reporting, database, and web development applications, underpinned by an exceptional grasp of data storage and virtualization technologies. His proficiency in application testing, database administration, and data cleansing ensures seamless execution of complex projects.
What sets Denis apart is his comprehensive understanding of Business and Systems Analysis technologies, honed through involvement in all phases of the Software Development Lifecycle (SDLC). From meticulous requirements gathering to precise analysis, innovative design, rigorous development, thorough testing, and successful implementation, he has consistently delivered exceptional results.
Throughout his career, he has taken on multifaceted roles, from leading technical project management teams to owning solutions that drive operational excellence. His conscientious and proactive approach is unwavering, whether he is working independently or collaboratively within a team. His ability to connect with colleagues on a personal level underscores his commitment to fostering a harmonious and productive workplace environment.
Date: May 29, 2024
Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
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Training: ISO/IEC 27001 Information Security Management System - EN | PECB
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বাংলাদেশের অর্থনৈতিক সমীক্ষা ২০২৪ [Bangladesh Economic Review 2024 Bangla.pdf] কম্পিউটার , ট্যাব ও স্মার্ট ফোন ভার্সন সহ সম্পূর্ণ বাংলা ই-বুক বা pdf বই " সুচিপত্র ...বুকমার্ক মেনু 🔖 ও হাইপার লিংক মেনু 📝👆 যুক্ত ..
আমাদের সবার জন্য খুব খুব গুরুত্বপূর্ণ একটি বই ..বিসিএস, ব্যাংক, ইউনিভার্সিটি ভর্তি ও যে কোন প্রতিযোগিতা মূলক পরীক্ষার জন্য এর খুব ইম্পরট্যান্ট একটি বিষয় ...তাছাড়া বাংলাদেশের সাম্প্রতিক যে কোন ডাটা বা তথ্য এই বইতে পাবেন ...
তাই একজন নাগরিক হিসাবে এই তথ্য গুলো আপনার জানা প্রয়োজন ...।
বিসিএস ও ব্যাংক এর লিখিত পরীক্ষা ...+এছাড়া মাধ্যমিক ও উচ্চমাধ্যমিকের স্টুডেন্টদের জন্য অনেক কাজে আসবে ...
LAND USE LAND COVER AND NDVI OF MIRZAPUR DISTRICT, UPRAHUL
This Dissertation explores the particular circumstances of Mirzapur, a region located in the
core of India. Mirzapur, with its varied terrains and abundant biodiversity, offers an optimal
environment for investigating the changes in vegetation cover dynamics. Our study utilizes
advanced technologies such as GIS (Geographic Information Systems) and Remote sensing to
analyze the transformations that have taken place over the course of a decade.
The complex relationship between human activities and the environment has been the focus
of extensive research and worry. As the global community grapples with swift urbanization,
population expansion, and economic progress, the effects on natural ecosystems are becoming
more evident. A crucial element of this impact is the alteration of vegetation cover, which plays a
significant role in maintaining the ecological equilibrium of our planet.Land serves as the foundation for all human activities and provides the necessary materials for
these activities. As the most crucial natural resource, its utilization by humans results in different
'Land uses,' which are determined by both human activities and the physical characteristics of the
land.
The utilization of land is impacted by human needs and environmental factors. In countries
like India, rapid population growth and the emphasis on extensive resource exploitation can lead
to significant land degradation, adversely affecting the region's land cover.
Therefore, human intervention has significantly influenced land use patterns over many
centuries, evolving its structure over time and space. In the present era, these changes have
accelerated due to factors such as agriculture and urbanization. Information regarding land use and
cover is essential for various planning and management tasks related to the Earth's surface,
providing crucial environmental data for scientific, resource management, policy purposes, and
diverse human activities.
Accurate understanding of land use and cover is imperative for the development planning
of any area. Consequently, a wide range of professionals, including earth system scientists, land
and water managers, and urban planners, are interested in obtaining data on land use and cover
changes, conversion trends, and other related patterns. The spatial dimensions of land use and
cover support policymakers and scientists in making well-informed decisions, as alterations in
these patterns indicate shifts in economic and social conditions. Monitoring such changes with the
help of Advanced technologies like Remote Sensing and Geographic Information Systems is
crucial for coordinated efforts across different administrative levels. Advanced technologies like
Remote Sensing and Geographic Information Systems
9
Changes in vegetation cover refer to variations in the distribution, composition, and overall
structure of plant communities across different temporal and spatial scales. These changes can
occur natural.
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Performance Measures for Supply Chain Management.pptx
1. PSM
503
Performance Measures
for Supply Chain
Management
Facilitated by:
Muhammad Adnan Rahman
Deputy Project Director
Modern Food Storage Facilities Project, Ministry of
Food &
Executive Engineer, Public Works Department
(PWD)
BRAC Institute of Governance and
Development
BRAC University
2. 4
0
Final Exam
Assessment- Written/MCQ or
Both Time- within 2.0 hours
2
0
Midterm Exam
Assessment- Written/MCQ or
Both Time- within 1.5 hours
2
0
1
0
Quiz (Best 2 out of
3)
Term Assignment
Spot
Assessment
Attendance
05
05
Total:
10
0
Marks
Distributions
4. Supply-Chain Management (SCM) can be described as
follows:
• Managing the broad range of activities required to plan,
execute and control a product’s flow, from acquiring
raw materials and manufacturing execution through
distribution to the final customer, in the most
streamlined and cost- effective way possible.
• The management of the flow of goods and services
involves the movement and storage of raw materials, of
work-in- process inventory, and of finished goods from
point-of-origin to point-of-consumption.
Concept of Measuring Performance
of SCM
What is Supply Chain
Management
5. SCM can be further characterized as the design,
planning, execution, control, and monitoring of supply-
chain activities with the following objectives:
•Value Creation: Creating maximum value for its
customers while utilizing the minimum amount of
resources.
•Sustaining Competitive Advantage:
Developing and sustaining a competitive
infrastructure.
•Responding to the market: Market Synchronizing
supply with demand across the supply chain.
•End to end visibility: Effectively measuring end-
to-end supply-chain performance, thus driving
continuous improvement.
• Customer satisfaction
Objectives of Supply Chain
Management
Concept of Measuring Performance
of SCM
6. • Productivity Pressure
• Scarce Resource
• Intensified Competitions
• Blurred industry boundaries
• Rapid change in technologies
etc.
It’s a concept where an organization is made up of NOT
only its employees, owners, board members and
executives but also its partners like suppliers, customers,
even the competitors.
Why the concept of Extended Enterprise is being popular:
• Globalization of Market
Characteristics :
Concept of Extended
Enterprise
Concept of Measuring Performance
of SCM
• Virtual Integrations
• Outsourcing
• Collaborative
Marketing
• R&D Partnerships
• Joint Ventures
• Customer Cares
7. The Vocabulary of
Performance
Concept of Measuring Performance
of SCM
• Performance measurement can be defined as the process of
quantifying the EFFICIENCY and EFFECTIVENESS of past
action.
• A performance measure can be defined as a parameter used
to quantify the efficiency and/or effectiveness of past action.
• A performance metric is the definition of the scope, content
and component parts of a broadly-based performance
measure.
• A performance measurement system enables informed
decisions to be made and actions to be taken because it
quantifies the efficiency and effectiveness of past actions
through the acquisition, collation, sorting, analysis and
interpretation of APPROPRIATE DATA.
Give an Example of
A performance Measure and related Performance Metrics
8. Concept of Measuring Performance
of SCM
Why Measuring Performance is
Important
• Performance management systems provide an effective
framework for management decision-making
• Performance measures facilitate all-directional and
cross- functional, performance-focused
communication
• Performance measures direct the behaviour of the
members of the organisation and supply chain in
pursuit of desired goals
• Effective performance management fosters innovation
and improvement, by encouraging people to identify
and pursue improvement opportunities
• Performance measures help organisations and supply
chains to evaluate their competitive positioning and
capabilities
9. Supply chains are fluid, because of-
• change in supply and demand
• change in customer need
• change in organizational strategy and
structure
• development of science and IT
• globalization
• environmental factors and so on………..
What you cannot
measure, You
cannot manage
Concept of Measuring Performance
of SCM
Why Measuring Performance is Important
in SC
10. Concept of Measuring Performance
of SCM
Why Measuring Performance is
Important
For remain
competitive in the
ever changing
market environment
For
identifying
and
Reduction
of waste
For better
understanding the
operational
process
Ensuring
value
addition
What
MORE?
Encourag
e
innovatio
n
Helps
decision
making
11. Concept of Measuring Performance
of SCM
Measuring Performance is Important
BUT…
in very complicated.
• Operating a performance
measuring system is highly
resource intensive. (Time/
Money/ effort) n
s
e
e
• It me create conflict betwee
business units
• It may be misleading for busines
operations. How?
• Value addition of performanc
measurement my be less than th
operational cost of the same.
• Establishing an appropriate system
M
IND
IT
The game my not
be worth the
candle
12. Concept of Measuring Performance
of SCM
Different Aspects of SC Performance
Measurement
Performance of a supply chain can be measured in the context
of-
• Alignment with Organizational Strategy
• Buyer or sellers’/ suppliers’ perspective
• Operational outcome (product quality, lead time, inventory
etc…….)
• Relationship with the stakeholders
• Social and Environmental impact
• Innovation and improvement
• Customer satisfaction and many more….
What will We
learn in this
course?
13. Indicative Course
Outlines Concept of Measuring Performance of
SCM
Strategic Position of SCM in an
Organization
Understanding
Competitiveness
Models of Markets and their Supply
Chain
Value Chain
Analysis
Achieving Strategic
FIT
Supply Chain Performance
indicators
Supply chain Performance
Categories
Data Collection and
Evaluation
Performance Measurement
Tools
Challenges of measuring performance of
SCM
Concept of Measuring Performance of
SCM Strategic Position of SCM in an
Organization Understanding
Competitiveness
Models of Markets and their Supply
Chain Value Chain Analysis
Achieving Strategic FIT
Supply Chain Performance
indicators Supply chain
Performance Categories Data
Collection and Evaluation
Performance Measurement Tools
Challenges of measuring performance of
SCM
14. • Anything that transforms or information into something the
customer wants
• Value is what the customer is actually willing to pay for
• The utility derived from any action/ activity.
• Value adding activity
• Value for money
• What is not “Valuable?”
The Concept of
VALUE
Value Chain
Analysis
16. Value Chain
Analysis
Porter’s Value
chain
Primary Value
Activities
• Inbound logistics- receiving, storing and disseminating
inputs:
materials handling, warehousing, inventory control etc.
• Operations- transformation of inputs into finished goods or
services.
• Outbound logistics- storing, distributing and delivering the
finished goods to customers.
• Marketing and sales- communication with the customers to
provide a means by which they can purchase the product (as
well as an inducement to do so).
• Service- occur after the point of sale to enhance or maintain
the value of the product for the customer.
17. Value Chain
Analysis
Porter’s Value
chain
Secondary Value Activities
• Firm infrastructure refers to systems and assets for planning,
finance, quality control and management.
• Human resources are all the activities involved in
recruiting, deploying, retaining and developing people in
the organisation.
• Technology development activities relate to both equipment,
systems and methods of work organisation: product design and
improvement of production processes and resource utilisation.
• Procurement is all activities to acquire inputs for primary
activities.
18. Value Chain
Analysis
How SCM can add
value
• By selecting appropriate suppliers they can improve the quality of
inputs, with consequent improvement in the quality of outputs.
• By effective negotiation and tendering they can reduce the cost of
inputs.
• By effective functional management they can reduce the cost of
processing purchase transactions.
• By effective dialogue with user departments they can
improve specifications
• By effective liaison with user departments and suppliers they can
ensure that inputs surplus to requirements are eliminated.
• By effective inventory management they can minimize the
costs of acquiring and holding stock
19. • Waste categories
(Ohno)-
• Transport and
handling
• Inventory
• Motion
• Waiting
• Over-processing
• Over-production
• Defects
• Continuous Improvement: Long-term process of
regular, incremental changes to improve processes and
reduce waste
REDUCED
Lead time
Process
time
Defect
Cos
t
Concept of WASTE/ Continuous Improvement/
Kaizen
IMPROVED
Quality
Sustainabilit
y
Environmen
t
20. Strategic Position of SCM in an
Organization
The vocabulary of
strategy
TERM EXAMPLE
Mission Provide all customers with access to quality products
Vision
(strategic intent)
Provide best value for money in the market, based on
lean and competitive supply
Values Zero waste, cost-focused, value-adding, fair and responsible pricing
Goal Achieve lowest cost responsible supply
Objective Reduce external spend by 30% over five years
Scope Externalise logistics, transport and warehouse management to
specialist outsource providers
Strategic capability
(or competitive
strengths)
Well developed partnership agreements and integration with
suppliers with lean or agile supply capability
Strategies Low-cost country sourcing
Leverage of supply chain relationships for waste and cost reduction
Business model Lean supply, based on a collaborative supply network with
integrated information systems
Ref.
-
1.CIPS ( Chartered Institute for Procurement and Supply)Modules
2
. https://www.linkedin.com/pulse/order-vision-mission-goals-strategies-objectives-tactics-
germaise/
21. Hierarchy of
objectives
Missio
n
Goal
s
Objective
s
Strateg
y
Tactic
s
Operation
al Plan
• Corporate strategies apply to the whole organization.
• Tactical or business level strategies apply to particular
divisions, functions or strategic business units.
• Operational strategies and plans apply to functions
and departments.
Levels of
strategy
Strategic Position of SCM in an
Organization
22. Corporate level
strategy
• The range and diversity (or diversification) of the organisation in terms
of its products and markets
• Corporate growth (by market development, product
development, innovation, horizontal or vertical integration)
• The geographical range of the organisation in terms of its supply
markets, product markets and/or areas of operation
• The scope of the organisation within the value chain
• Changes in organisational structure or culture
• How corporate resources are to be allocated across the activities
and parts (business units) of the organisation
Strategic Position of SCM in an
Organization
23. Business level
strategy
• What products or services the business unit will offer, and in what
markets
• How the business unit will obtain and maintain competitive
advantage or ‘edge’ over competitors
• How the business unit will develop flexibility, innovate,
exploit opportunities and so on
Functional strategy
• Functional specialisms and disciplines are effectively utilised to
deliver strategies
• Activities within each functional area are integrated, and
resources allocated, in order to optimise delivery of
strategies
• Functional objectives are aligned with higher levels of strategy
Strategic Position of SCM in an
Organization
24. CORPORATE
OBJECTIVES
PROCUREMENT AND SUPPLY CHAIN
OBJECTIVES
Maintain and
increase market
share
Provide supplies to match customer needs;
assure quality; reduce delivery lead time;
reduce cost
Improve profits,
cashflow, and return
on capital
Reduce stocks; improve reliability; more
frequent deliveries
Shorten time to market Early supplier involvement; simultaneous engineering
Eliminate non-
core activities
Develop effective make-or-buy policy; integrate
sourcing, procurement and capacity planning
Introduce
continuous
improvement
Optimise the supplier base; partnership and
co- makership approaches; reduce product
complexity; increase accuracy and reliability
Become world
class supplier
Work with suppliers to establish world class
standards; improve flexibility of response to
market conditions; liaison with technological
sources
Strategic Position of SCM in an
Organization
Link between Corporate & SC
Objectives
25. Strategic implications of
SCM
A strategic SCM approach implies the need to develop
strategies for:
• The role and positioning (or repositioning) of an organisation
within the total supply chain
• The configuration of the chain or network, and the
competitive or collaborative nature of the relationships
within it
• The selection of strategic supply chain partners
• Internal and trans-organisational processes for materials and
information flow
• Collaborative and integrative arrangements, where appropriate
Strategic Position of SCM in an
Organization
26. The goals of strategic
SCM
• Reducing non-value-adding (waste) activities
• Reducing total costs throughout the supply chain
• Reducing cycle times
• Improving responsiveness to customer requirements
• Giving access to complementary resources and
capabilities
• Enhancing quality and service
• Improving supply chain communication
• Optimising the balance of service levels and costs
• Greater transparency for cost and risk management
• Greater supply chain visibility
Strategic Position of SCM in an
Organization
Lead
time
vs
Cycle
time
27. Potential problems with
SCM
• SCM requires both internal support and supplier willingness
• there must be sufficient resources and appropriate systems in
place to develop suppliers effectively
• Investment in integrated systems, supplier development and so on
may not be worth the potential gains for a given organisation
• Risks of over-investment in relationship-specific assets,
dependence on a smaller supply base or association with
suppliers
• Network information-sharing may expose the firm to loss of control
over commercial informational, intellectual assets and distinctive
competencies
• It is difficult to measure the effectiveness of (or business case for)
SCM co- operation in meaningful ways
Strategic Position of SCM in an
Organization
28. • Vertical alignment
•ensuring that goals set at every level contribute towards the
overall or higher objectives of the business
• Horizontal alignment
•ensuring that the plans of every unit or activity in an
organisation (or supply chain) are co-ordinated with those of
others, so that they facilitate the flow of value to customers –
and present a consistent, coherent face to the world
Strategic Alignment
of SC
Strategic Position of SCM in an
Organization