Report on order entry points in the spectrum of supply management - Coursework Example

Review of all the references quoted in my report and eliminated those which obstructed the flow of the report I have also reviewed the relevancy of the case studies and made improvement over them. At the end I would like to say big thanks to Dr. Rob Dekkers who help me and made me to produce such a model report.A firm to be successful in the global environment should manage its supply chain in such a way that the problems caused by distance, language, time ones, business practices, tariffs and other impediments to an efficient flow materials are eliminated or minimized to the maximum possible extent.

Irrespective of. Report on order entry points in the spectrum of supply management Case studies enlightening the excellence and achievements in various fields of management are also included to make the report more interesting to the reader. Unlike the earlier reports, this one encompasses the relationship of order entry point to different fields of management like supply management, engineering management, production management and logistics and distribution which makes the report unique. A firm to be successful in the global environment should manage its supply chain in such a way that the problems caused by distance, language, time ones, business practices, tariffs and other impediments to an efficient flow materials are eliminated or minimized to the maximum possible extent.

Irrespective of the time of placing the order or providing complete details with respect to his expectations, the customer always wants his delivery in the appointed time and date. The delivery date for the final product or service appears to be a strong concrete wall which will never move and every person and process walking towards this wall has to adjust their course of movements such that there is no direct hit against wall. An efficient distribution management has resulted in a higher sales turnover for ‘Timberland’ from $ 293 million in 1992 to $862 million in 1998.

Based on the increase in the demand for boots and other products, the company made a reengineering of inventory management and distribution processes. With this reengineering process the company reduced the number of distribution centers to three from the unwieldy state of having thirteen distribution centers spread allover the country.