The lack of IT systems within the logistics department of TATCO Yemen - Literature review Example

The lack of IT systems within the logistics department of TATCO Yemen Number Department Outline I. Introduction A. Tatco’s logistical problems B. Technology in logistics C. How IT integrates Logistics D. Reducing inventory II. Bullwhip Effect A. Causes of the Bullwhip Effect i. Demand Forecast Updating ii. Order Batching iii. Price fluctuation iv. Rationing and storage gaming B. Eradicating the Bullwhip Effect i. Demand Forecast Update minimization ii. Reducing Order Batches iii. Price Stabilization iv. Eliminating Gaming in Shortage III. Investigation into variables of slow moving stock A. Poor forecasting B. Hitches in inventory checks C. Duplication IV. Conclusion V. References Abstract Modern-day logistics require the integration of information systems to enhance efficiency and limit errors that are usually common under the conventional, manual data entry system. Technology systems not only reduce inventory but enables customers and other relevant stakeholders to place orders, and monitor the delivery of their items with relative ease. This paper explores the challenges experienced by Tatco-Yemen in its effort to stick to the manual method warehouse management systems (WMS). The bullwhip effects in the company’s operations and the slow moving inventory (SMI) are also examined. Introduction Tatco-Yemen is a branch of Abudawood Group, a diversified group of companies that operates in the Middle East, Europe and the United States (Aboodawood Global, 2012). The company specializes in the professional management of assets in different sectors including trading, sales and delivery of commodities, real estate, education and training of staffs, and financial investment. The company’s logistics focuses on supplying various products to consumers, an area where it has registered significant successes in the recent past. However, due to the rapid growth and expansion of its consumer base, stark challenges in the company’s management of inventory continue to exist. Tatco grapples with multiple problems related with the lack of Information Technology systems within the logistics department; these include, delays in the arrival of hard copies of important documents like invoices, causing unnecessary delays in customs clearance. Moreover, cargoes remain in the Yemeni port for longer due to lack of storage; and wrong information about the date of product. These problems have proved to be costly to the company. The paper explores the challenges of lack of IT systems in Tatco’s logistics department. I. Tatco’s Logistical problems Generally, logistics is an all-encompassing aspect of business involving planning, controlling and organizing the movement of goods and services, communications, real-time facts and people from the one point to another (Slater, 2012). Most of successful companies such as Tatco have in place strong a logistical department that supports the movement of its various assets across the country. The main problem with Tatco, however, is that most of its logistics processes are not properly integrated and built around IT systems. Processes such as handling of the materials, storage, information, shipment, packaging and inventory still lag behind, with the old paper work methods still in place (Safadi, 2003). The company suffers from ineffective logistical support and as such geographical restructuring of unfinished products, and the cleared inventories have been largely unpredictable, leading to products delays and rising operational costs (Von Der Gracht, 2008). Farooquie and Nasir (2010) indicated that in any organization, the logistics department is expected to deliver on everything related with logistics by ensuring that the processes are developed in line with the organizational objectives of cost reduction and maximization of efficiency. However, the lack of IT systems within the organization present grave challenges to the organization’s storage processes distribution of wares, warehousing, and transportation of goods (Raj, 2009). Tracking the freight for better delivery is even more difficult, as the relevant personnel cannot monitor the goods and services due to lack of real-time data processing and access information systems (Von Der Gracht, 2008). Tatco’s inventory processes are implemented through basic warehouse management systems (WMS) where the bulk of the work is manual (David, & Stewart, 2010). The company’s put away lists and select lists are being printed and given to the relevant personnel, who have to record the location of the bin and the pallet identification on the form and return it to the machinist to enter the data into the WMS for data updating. Currently, the company does little to ensure that all the customer requirements are appropriately attended to in a safe manner as would be the case under technologically driven processes. Additionally, there are several challenges related with Tatco’s engagement of third party logistics; safety and opportune dispatch of wares; drafting of plans, regulations and processes for effective logistics system (Raj, 2009). The company’s business goals also do not match the logistics system due to several technical hitches and delays, and as such creating a sustainable customer support has been rarely effective, causing customer disenfranchisement. According to Gross, and Soriano (1969), maintaining strong coordination with customers, transport liaisons and service providers has been problematic. And due to the company’s poor performance on these key logistical processes, fraud has been rife. These challenges call for the introduction of technologically-driven processes to reduce inventory (Gross, & Soriano, 1969). A. Technology in Logistics Tatco faces immense logistical problems compounded by the conventional behaviour of the organization’s paperwork system. As such it requires a systems-driven strategy whereby sophisticated information systems are integrated to demystify large, convoluted logistical processes to restructure production undertakings up to delivery to time they are ready for collection by the customer. A supply chain management solution for Tatco will enable easier integration of the systems and management as well as improving effective decision-making processes. Moreover, the company will be able to present its inventory for view by anybody in the world. Information technologies that need to be incorporated into Tatco’s logistics department encompass systems that can aid effective data collection and processing and the Internet. According to Farooquie and Nasir (2010), data gathering and exchange are important for information management and control of logistics, as they can be restructured to deliver goods to the customer in a safer and more accurate manner. By using technologies such as radio frequency identification system (RFID) and the bar code readers and supporting systems, Tatco would be guaranteed better service delivery and stock clearance. These technologies would enable Tatco to carry out seamless integration of services in order to deliver on the customer’s orders and haulage of the supplies as well as enhance its warehouse management processes. Farooquie and Nasir (2010), indicate that RFID technology is a proven technology used to track goods on transit to achieve greater productivity. B. How IT integrates Logistics In the modern integrated business environment, integrated IT systems separate effective logistics from ineffective ones (Abecassis, 2006). Information system integrates logistics by linking various processes ranging from collection, processing, storage, transmission and retrieval of information for use. In general, integrated Logistic Information systems play out in the whole order processing, ranging from order preparation, order transfer, order entry, order documentation and the access to order status reports (Baiman, Netessine, and Saoumam, 2010). Kim, Cox, and Mabin (2010) suggested that with the materialization of scanning machines and supporting systems, things are now easier. Labels with barcodes are often stuck on the products to allow for scanning with portable wireless machines, for automatic relay of the data into the database. Today, RF scanners are common due to their real-time operation capacity (David, & Stewart, 2010). The operators now have the option of downloading tasks, implementing the processes and sending the completed tasks online to the databases, provided the tasks are complete. The use of technology has not only enhanced the efficiencies of the processes and elimination of delays, but has remarkably improved the inventory management as well as data integrity. According to Raj (2009), technology-backed systems like electronic data interchange (EDI), logistics information system (LIS), knowledge management, enterprise information portals (EIP), and electronic ordering system (EOS) are important tools that if Tatco employs in its logistics departments would result in reduction of inventory and ensure greater profitability. By implementing electronic data interchange, Tatco will achieve better exchange of important transaction details with clients and within its IT systems. According to Kim, Cox, and Mabin (2010), in contrast to the current Tatco business processes, an effective logistics department takes care of all the functions related with supply chains, which encompass the sourcing of raw materials and processing to the delivery of finished products. Tatco needs to exercise control over its transportation expenditure and the inventory while exploring ways to serve the Yemeni clients within set the scope of timeline and costs. Manual processes complicate supply chain management processes, thus the corporation needs real-time tracking tools to achieve optimal knowledge into the movement of products from business partners to the right destination (Raj, 2009). Better visibility of the goods limits the amount of time clients spend waiting for the arrival of their products. Moreover, it also reduces the complexity of inventory management and related costs. Tatco needs a unique IT solution that is developed according to the wide range of business dealings it has; the volumes of items it handles, the economic environment in Yemen, and the available infrastructure support in the country to eliminate its logistical problems (Baiman, Netessine, and Saoumam, 2010). As globalization continues to enter its peak, Tatco will need to enhance its supply chain management by implementing information systems integration and monitoring infrastructures. These tools would offer the company an appropriate way of carrying out inventory assessment not only in Yemen but the neighbouring countries in the Middle East as well (Abecassis (2006). Craig and Turner (1975) aver that Tatco will need to focus its logistics management processes on limiting waste; doing inventory management, through standardized processes, and eliminate defects in order to operate in a better way, especially in the current business environment where there is stiff competition and socio-political and economic challenges. Raj (2009) avers that the only way that a company can attain profitability is by providing customers value for their money, regardless of the challenges in the economic environment. In light of this, Tatco needs to make the competitive advantage sustainable by ensuring that its logistics department utilizes the available technical skills. Abecassis (2006) points to the need to leverage on the assets more appropriately to transform its operations and infrastructure into an innovation-led system. C. Reducing Inventory The inefficiency and daunting nature of the basic WMS triggers numerous defects on the data used by Tatco. But by going live on the Internet, the company would cash in on the immense opportunities including making a virtual product catalogue for use by the relevant company operators and business partners as well as suppliers (Abecassis, 2006). This would rapidly expand the corporation’s e-commerce logistics operations and services. The primary aspect of e-inventory is the online medium. The tool triggers immediate cutting of costs in major business processes such as ordering (Farooquie, & Nasir, 2010). According to Bower (2011), an organization’s inventory management system is the backbone of the corporate processes as it forms the launch-pad upon which potential corporate benefits are developed. Abecassis (2006) noted that unlike the manual WMS, where a big storage space for paperwork data is needed, and integrated inventory systems utilizes a substantially smaller space for storage of customers' records including inventory, order, and invoice as well as the shipment data. Eventually, these programs enable the company to gather, keep, arrange and show-case product-based alarms that are derived from different inventory systems, in order to aid the planning for timely delivery of products. This limits the likelihood for items piling up at the ports. According to Baiman, Netessine, and Saouma (2010), e-inventory will eliminate the problem in most of Tatco’s industrial sites, where its current inventory management culture has caused a pile-up of unnecessary freight onsite. Some of Tatco’s clients usually order excessive materials to cushion themselves from late deliveries of the items (Bower, 2011). Others have been forced to grapple with the problem of being in the dark, not knowing the exact position of their items on transit. Bower (2011) indicated that not only does delays result in substantial losses, but the products on transit are more likely to lose quality over time, especially in the hot and unfavourable environment in Yemeni coast and ports. This problem is especially true regarding the supply of chemical substances and pharmaceuticals to its customers in Yemen. When chemicals in a consignment expire, they are usually discarded away, resulting in losses (Wan, & Evers, 2011). Moreover, isolated cases of chemical containers’ fastens loosening due to delayed clearances have also resulted in leaks and higher likelihoods of environmental pollution. Wan and Evers (2011) noted that with an e-inventory, firms like Tatco would easily have its products to be easily tracked from the suppliers to the customer collection points. The systems would enable the consumers to know the exact location and condition of their products, and who is in charge for each consignment. By going online with the details about the containers, including the nature of the commodities, status codes, possession and analytical information, the cost of customers having to make constant trips to the company’s offices to make enquiries is totally eliminated (Jacobs, & Wagner, 1989). This virtual access to information is only beneficial to the property owners, but also can be immensely advantageous to local emergency agencies, who track the transportation of product consignments for safety reasons (Wan & Evers, 2011). According to Razmi, Hosseini, and Sangari (2010), reporting functions permit personnel in charge of cylinders to monitor the handling of commodities and management of inventory levels; aid the creation of precise reports and achievement of access to product details that need to regular viewing quite easily (Jacobs, & Wagner, 1989). And because the servers are not based onsite, various forms of logistical data remain viewable even in the event that a facility is closed. Multiple ways of data entry and scalability would enable Tatco’s to carry on its operations if one of its data collection methods malfunctions (Abecassis, 2006). Bar code stickers on each container or consignment help to automate product identification processes thus enables swifter and more accurate data gathering processes. Because bar code systems can be easily be identified by a laser wand, product classification can take place from far and in congested sites, where fewer staffs are needed. Additionally, with the current manual identification tags on containers stored at the Yemeni ports awaiting clearance, the harsh environment in the outside places often triggers of the attrition of the labels (Burnett, 2003). As a result, the relevant workers usually find it hard to use conventional means of reading the tag. This means identifying the contents of the containers is always a daunting task. Consignment handlers often find it hard to identify which items are delicate, or hazardous, and also how they should be taken care of in the event of a hitch. In contrast, an e-inventory system uses the bar codes system to ease data gathering methods, thus enhances a more efficient reconciliation of cargo inventory information (Abecassis, 2006; Bower, 2011). II. Bullwhip Effect Bullwhip Effect occurs in distribution channels that are premised upon forecasts. Wan and Evers (2011) noted that having the right size of inventory requires forecasts, which mainly help to estimate the impending demand in the market. Tatco needs to explore extra capacity initiatives or set up safety stock to stem the wide variable demand in Yemen. The bullwhip effect happens when the variabilities in the demand order are increased as they rise up the supply chain. In light of this, variable information across the Tatco’s supply chain can trigger substantial inefficiencies. Tatco can effectively stem the bullwhip effect by properly understanding its basic causes. Key among the causes includes; new technology-driven inventory systems; change in organizational ties, and incentive and appraisal systems. A. Causes of the Bullwhip Effect The bullwhip effect may be caused by order variability, stemming from the players' illogical decisions (Shukla, Naim, & Yaseen, 2009). The illogical behaviour of customers is premised upon human actions being driven by ignorance of the demand information. Alternatively, the bullwhip effect may result from the players' meticulous approach to the supply chain's initiatives. The latter concept implies that if Tatco intends to monitor the bullwhip effect, it must concentrate on adjusting its chain’s infrastructure and other related activities rather than the behaviour of the consumer. Bullwhip effect is as a result of four major issues, including; demand forecast updating, order batching; variabilities of price; and rationing and shortage gaming Wangphanich, Kara, and Kayis, 2010). The chain’s infrastructure affects the business operations alongside the four factors to trigger the bullwhip effect. It is important for Tatco’s executive team to come to terms with the causes of the bullwhip effect in order to stem it. i. Demand Forecast Updating Tatco, like any corporate entity in a supply chain often carries out demand predictions for its production planning, capacity scheduling, inventory management, and planning for material requirements (Saikouk, Zouaghi, & Spalanzani, 2012). The company usually bases its projections upon its immediate customer’s order history. The most important issue revolves around each player's decisions in forecasting the demand models based on their observation (Coppini et al, 2010). When Tatco’s downstream consumers complete an order, the company’s relevant logistics managers use that data as a pointer to the product demand in future. Driven by this important signal, the relevant company quarters readjust their demand projections as well as the orders completed with the suppliers working at the upstream operations quarters. In light of these processes, the bullwhip effect has been attributed to demand signal processing. ii. Order Batching Tatco practices order batching whereby all of its consumers usually place orders with it through inventory monitoring systems. As orders come in and continue to exhaust inventory, the firm may not react to the demands right away. It often batches or collects orders before placing an order. According to Wangphanich, Kara, and Kayis (2010), order batching can be executed in two ways namely periodic order system and push ordering. Tatco prefers periodic ordering to regular ordering system because the inventory management system where order cycles used is cost effective and time-efficient (Saikouk, Zouaghi, & Spalanzani, 2012). Additionally, companies that rely on Tatco’s services and order for slow-moving goods may place orders periodically as they may still be having enough stock to sustain them. Such companies often present the supplier with a highly variable flow of orders. There may be a huge number of orders placed at some point, followed by few orders for the remaining part of the month. In most cases, this variability is different from the projections about the demands the firm made before. Periodic demands triggers variability and results in the bullwhip effect (Coppini et al, 2010). iii. Price Fluctuation Manufacturers cyclically implement promotions like discounted rates on prices and commodities, coupons, and rebates among others (Saikouk, Zouaghi, & Spalanzani, 2012). These promotions affect price fluctuations. Other indirect forms of price discounts that Tatco as a supplier stands to gain from, include trade deals as indirect forms of discounted prices. Such attractive deals may prompt Tatco customers to place orders for amounts of goods that contradict their culture or immediate needs; such clients often tend to make huge purchases for a lasting stock. Such discounts can result in the bullwhip effect, especially when forward purchases turns out to be the culture. iv. Rationing and Shortage Gaming Rushton and Walker (2007) argue that when demand for a company’s products, such as Tatco’s surpasses its supply, the company is often forced to limit its products to customers. Accurate prediction of impending product rationing by manufacturers, especially when the product is limited in stock, usually result in customer inflating their actual demands when they place an order. Eventually orders will sharply reduce to usher in cancellations. The apparent overreaction by customers who predict shortages materializes when business parties base their operations on sound, logical economic choices and predict the impending rationing accurately (Bray, & Mendelson, 2012). The mad rush in placing orders, offer the supplier unpredictable information about the nature of demand in the market, and may result in order shortages. B. Eradicating the bullwhip effect Shukla, Naim, and Yaseen (2009) averred that it is important for Tatco’s managers to understand the triggers of the bullwhip effect in order to devise effective strategies to solve it. This has prompted Tatco to implement new strategies that moderate the effect of the problem. i. Minimization of Demand Forecast Updates Generally, every company or organization with which Tatco has business deals traditionally carries out some kind of predictions regarding its planning operations (Wangphanich, Kara, & Kayis, 2010). Bullwhip effects occur when members of a supply chain use the information they gather from their immediate downstream partners to process the demand inputs, which in turn enable them to generate their internal forecasts. Secondary demand inputs stem from the concerned company’s own forecasting. According to Cannella and Ciancimino (2010), this results in repetition of data processing in a supply chain, a practice that leads to time wastage and may compromise the data integrity. The best remedy for repetition is to avail uniform data, whereby all logistical points can access and modify the system data (Farfah, 2002). Although, the data updating process does not substitute reconciliation of information it provides an avenue for more detailed real-time (Jones, 2004). ii. Reducing Order Batches Tatco needs to consider splitting the order batches to reduce the bullwhip effect. This can be achieved by implementing leaner measures in handling batches. Moreover, when Tatco receives information about the rate of consumption on a predetermined, periodic timeline from its primary suppliers, the managers will not be shocked by an exceptionally large batched order caused by an upsurge in demand (Alizadeh, 2012). The main reason behind extreme order batches is the high costs of issuing the orders and reviving the stock. iii. Stabilize Prices Burnett (2003) indicates that stable prices often stem the bullwhip effect triggered by forward purchases and diversions. This can be achieved by extending the intervals and the intensity of price discounting. Tatco can survive by limiting the discounts for forward ordering processes and purchases by putting in place a uniform pricing method. iv. Gaming in Shortage removal Bray and Mendelson (2012) indicate that when confronted with a situation where there is shortage of commodities, instead of issuing products with respect to orders, a company can allocate the resources based on past proportion details. This will eliminate the likelihood of customers who want to benefit from the windfall by placing indiscriminate orders. Gaming aggravated when customers do not have enough information on the condition of the supply chain (Saikouk, Zouaghi, & Spalanzani, 2012). The uncertainty calls for the implementation of a common platform that supports capacity sharing and inventory information systems, as they will help to eliminate customers' worries and, eventually, discourage them from adopting gaming practices (Burnett, 2003). Despite the significance of information sharing, it may be counterproductive when real shortages strike (Gupta, 2012). It would be prudent for Tatco to consider working with the clientele to place orders beforehand, when the sales season is in the offing. This enables players to modify production capacity or planning from an informed point of view, regarding demand trends. Barrera (2007) established that by implementing attractive return policies, the customers will likely participate in gaming According to Bhattacharya and Bandyopadhyay (2011), a lack of penalty may make the retailers to overstate their demands and engage in order cancellations. III. Investigating slow moving stock Tatco’s managers might think they are doing great business by engaging in speeding inventory (Barrera, 2007). However, slow moving inventory (SMI) is equally important to the company, especially when stocked in small amounts. Tatco’s SMI is the stock that sits idle in its stores. Generally, products that may stay in the warehouse for one year or more without registering sales can be referred to as slow moving (Ketzenberg, & Ferguson, 2008). According to Schultz (1989), the primary challenge with SMI is that it occupies the storage space and ties financial assets without yielding any return on investment (ROI). De Wit (1983) on his part avers that no retailer is keen on stocking commodities that remain in stock for longer. Slow inventory is caused by poor forecasting, inaccurate inventory appraisals, and duplication. A. Poor forecasting As McKinley (2001) noted, poor planning for the future, alongside lack of new information systems is perhaps the greatest reason behind inventory getting stuck at Tatco. The company’s lack of computer systems to help in providing accurate assessments for demand for products, especially when dealing with new products in the current rapid expansion programs, usually result in SMI. Wagner et al (2012) indicates that sometimes a company may discover that its sales projections were slightly exaggerated. Then the company records these undersold commodities and removes them from the warehouses, which translates into profit reductions. B. Hitches in inventory checks Babiloni et al (2010) indicated that a failure to review the stock on a regular basis and using faulty techniques to carry out the processes is another challenge faced by Tatco. Again these challenges can be traced to the lack of modern information systems to support these operations. As MacDonald (2002) suggested, the lack of automated services has complicated the company’s operations, especially with regard to what sits idle in the warehouses and the definition of the company’s current stock levels in a virtual manner; what needs restocking; and products that need back-ordering (Sharafali et al, 2009). Checking out these variables will enable the company to deflate any chances of an accumulation of SMI that will present challenges to the company during liquidation (Leone, 2010). C. Duplication For Tatco, storage and transportation of merchandise from several regions is effective as far as order fulfilment processes are concerned because it enables the company’s customers receive their ordered items at reduced costs. However, the company may experience changes in its effort to carry out inventory analysis (Okonkwo, & Obaseki, 2011). During low turnover seasons, the company tends to stretch its inventory lightly across many sectors in the expectation that most its operations if not all, would pay off. Even though, this small quantity of SMI might not appear outstanding in one warehouse, it is a wise business decision. Numerous small stocks of untouched inventory spread across different locations, usually stretches the capacity of the business and space, and thus calls for the need to eliminate the problem. Conclusion Generally, inventory management contributes immensely to the successes of business organizations because the effective inventory keeping enables firms to manage costs arising from running the business. In light of this, Tatco needs to introduce e-inventory to help it in tracking and updating the inventory that not only meets but exceeds customers’ expectations, especially for ordering and shipping processes. The lack of an effective, system-backed inventory management in Tatco puts the company at higher risk of experiencing the bullwhip effect. Conceptually, the bullwhip effect can be a dream if all the orders match the customer demand of a given period (Schaefer, 1998). In most cases, the bullwhip effect is a hitch that arises from focus-based business processes in supply chains such as the one in which Tatco operates. Owing to the fact that bullwhip effect impacts profits, meticulous control of the repercussions should be a priority for Tatco. The company needs to monitor the fine details of customer demand if business success is to be achieved. It can eliminate the bullwhip effect by setting up a supply chain that is driven by demand, as the most effective way of responding to customer actual customers orders. Moreover, Tatco-Yemen grapples with the problem of slow moving inventory. This means extra costs of storage and tied up capital. The assets would otherwise be used to serve other meaningful purposes such as expansion programmes. It is important, though, for the company to keep track of its inventory, mark the SMI, and consider reducing them from its stock to avoid loses. 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