I need help with the following questions for my 5 page paper:
1. Is Vendor Managed Inventory a valid method for reducing the Bullwhip effect (BWE)?
2. How does it compare to other inventory management methods for reducing the BWE?
3. What conclusions can be drawn from these comparisons?
The articles I've read (see below):
Schreibfeder, J. (n.d.). Why is inventory turnover important? Effective Inventory Management, Inc. Retrieved on December 12, 2014, from http://www.effectiveinventory.com/inventory-turnover-2/.
Ravichandran, N. (2008). Managing bullwhip effect: Two case studies, Journal of Advances in Management Research, 5(II).
The Ravichandran article presents two examples based on real life experiences where the BWE in supply chain is considerably reduced. Both examples relate to the consumer durables industry in India. The first example uses enterprise resource planning and vendor managed inventory as tools to reduce the BWE. The second example uses a modification of the classical inventory control policies to eliminate BWE.
In addition, I need help with finding more research items that would help supply chain researchers and managers to understand why some companies are able to contain BWE and others are not.
Keywords: India, Supply chain management, Demand management, Consumer durables© BrainMass Inc. brainmass.com October 17, 2018, 1:11 pm ad1c9bdddf
Vendor Managed Inventory and Bullwhip Effect
The increased pace of technological development has had its effect on the supply chain management and traditional definitions of manufacturers, suppliers and customers are changing. Supply chain has become a network of different agents which cooperate to fulfill common goals. Vendor Managed Inventory (VMI) is a centralized link between suppliers and customers that enable faster and less complex transactions without creating individual lines of communication for every business relationship. It is a distribution channel operating system that monitors inventory at distributor/retailer level and manages at manufacturer/vendor level (Portes & Viera, 2006). For VMI to work effectively there has to be information sharing between members of supply chain. In this process the supplier takes decisions for buyer as to when replenishment has to be done and how much quantity has to be dispatched so that there are minimum chances of stock-out. Hence, the manufacturer or a reseller or distributor monitors inventory levels of buyer and periodically makes decisions for order quantities, shipping and timing. VMI takes away the problem of supply chain which is coordinating with different buyers, putting pressure on suppliers' performance for faster and accurate deliveries. Instead, suppliers are given responsibility and authority to manage the entire reordering process. There are many benefits which are reaped by organizations from VMI partnerships:
Reduction in costs for the organization as there is better coordination resulting in improved production and transportation
Improvement in service levels because of better coordination for replenishment of orders and deliveries across multiple suppliers
Reduced chances of stock outs as there is better inventory ...
Importance of vendor managed inventory and how it can help in reducing bullwhip effect is provided.
Essential Inventory Management
Then in a 3-4 page paper discussing this question. Be sure to use additional articles and resources to support your arguments.
Is VMI a valid method for reducing the BWE?
How does it compare to other inventory management methods for reducing the BWE?
What conclusions can you draw?
Use at least 3 different sources of information and annotate your sources of information appropriately on your references page and within the text as necessary. You will be assessed on how well you develop this case and demonstrate your understanding of VMI and its many benefits and challenges. Submit your assignment for grading by the end of this module.
For this case study please read the article below concerning vendor-managed inventory (VMI) and the Bull Whip Effect (BWE).
Ravichandran, N. (2008). Managing BullWhip Effect: Two Case Studies, Journal of Advances in Management Research, Vol. 5(II)
Purpose: The purpose of this paper is to present two examples based on real life experiences where the Bullwhip effect (BWE) in supply chain is considerably reduced. Both examples relate to the consumer durables industry in India.
Design/methodology/approach: The first example uses enterprise resource planning and vendor managed inventory as tools to reduce the BWE. The second example uses a modification of the classical inventory control policies to eliminate BWE.
Research limitations/implications: This paper could initiate research in an area which would help supply chain researchers and managers to understand why some companies are able to contain BWE and others are not.
Findings: Based on these two empirical case studies, the paper argues that managing BWE is a strategic initiative by organization and the best approach is a combination of several tactical initiatives.
Originality/value: This paper briefly summarizes the managerial approaches to tame BWE in two different contexts. The two examples have some similarities, differences and offer unique insights related to managing BWE.
Keywords: India, Supply chain management, Demand management, Consumer durables
For your case assignment, please research a different organization that has also gone through a major logistics quality initiative recently and write up a 4-5 page case paper reviewing that process.
Discuss why the company took on this initiative, what were the results, and how did this effort help improve the logistics/supply chain management in this company?
Be sure to provide the different steps in this change process and any issues or problems that occurred.
Be sure to use at least three references. The references that you find must be recent, within the last 6 years and they must be first hand references. You may not use references that are other students' research. AND You CANNOT be Home Depot.
Welcome to the second case study for this course. Please read the following article (along with the others in the required readings) and learn how Cessna went through a very substantial and well-documented quality initiative program to improve its logistics systems.
Cessna aims to drive SCM to its very core, Purchasing; Boston; Jun 6, 2002; James P Morgan.
When Michael R. Katzorke, vice president of supply management at Cessna Aircraft in Wichita, Kan., began working on the company's supply chain management system in 1998, Cessna was still a traditional aerospace firm. It had a functional orientation, was vertically integrated, had traditional processes and practices, and there was no provision for Total Quality Management or Six Sigma. To bring about the more fundamental and permanent changes they were seeking, Katzorke and his Cessna colleagues - both at the executive level and in supply management - have developed and deployed no fewer than twenty-one practices and tools aimed at: 1. driving the best possible supply-base rationalization decisions, 2. accelerating the supply-base rationalization process, 3. improving suppliers' performance, and 4. integrating key suppliers with Cessna's critical business, manufacturing, and design processes. Brief discussions of each of these steps are presented.View Full Posting Details