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Presentation (logistics)

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Eden Joy
Eden Joy

The document discusses materials management and related concepts. It defines materials management as encompassing activities like anticipating materials requirements, sourcing materials, introducing materials into an organization, and monitoring materials inventory. It also describes the scope and objectives of materials management, including optimizing costs, service levels, quality, and capital investment. Additional concepts discussed include just-in-time systems, kanban, MRP systems, and advantages and challenges of implementing various materials management approaches.

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Presentation (logistics)
To identify the activities of materials management. To identify the role of materials management. To identify and describe the scope and objectives of material management.
Managing Materials Flow (MMF) is an integral part of the logistics management process, which encompasses the administration of raw materials, subassemblies, manufactured parts, packing materials, and in-process inventory. In a formal sense, implementation of a materials management organization will have "a single manager responsible for the planning, organizing, motivating, and controlling of all those activities and principally concerned with the flow of materials into an organization.
Materials management -is critical to the total logistics process. Although materials management does not directly interface with the final customer, decisions made in its portion of the logistics process will directly affect the level of customer service offered. The ability of the firm to compete with other companies, and the level of sales and profits the firm is able to achieve in the marketplace.
Role of Materials Management *as an organizationshave developed and matured, the role of materials management has expanded to meet the challenges of market-driven, rather than production-driven economies.
Materials Management: Old and New Thinking Old thinking New thinking Market -sellers market; low competition; restricted buyers market; keen competition; global export oriented Products - small assortment; long life cycle; low technology wide assortment; short life cycle; high technology Production -full capacity load; low flexibility; large lot sizes; long lead times; low costs; make instead of buy full capacity load; high flexibility; low lot sizes; short lead times; low costs; buy instead of make Service level -high service level; high inventories; slow logistics process; slow transport time high service level; low inventories; quick Information technology - manual data processing; paper logistics process, quick transport time administrator electronic data processing; paperless factory Enterprise strategy -production oriented market oriented
SCOPE OF MATERIALS MANAGEMENT Materials management is typically comprised of four basic activities: 1. Anticipating materials requirements. 2. Sourcing and obtaining materials. 3. Introducing materials into the organization. 4. Monitoring the status of materials as a current asset. Functions performed by materials managers include purchasing, inventory control of raw materials and finished goods, receiving, warehousing, production scheduling, and transportation. The definition of materials management views the activity as an organizational system with the various functions as interrelated, interactive, subsystems.
The objectives of materials management are to solve materials problems from a total company viewpoint [optimize] by coordinating performance of the various materials functions, providing a communications net work, and controlling materials flow.
Materials management encompasses a variety of logistics activities. The primary differences between the process of materials management and that of finished goods distribution are that the items handled in materials management are incoming finished goods, raw materials, component parts, and subassemblies to be further processed or sorted before being received by the final customer. The recipient of the materials management effort is the production or manufacturing group and oilier internal customers, not the final customer.
Integral aspects of materials management include purchasing and procurement, production control, inbound traffic and transportation, warehousing and storage, management information system (MIS) control, inventory planning and control, and salvage and scrap disposal.
OBJECTIVES OF MATERIALS MANAGEMENT: Low costs- to optimize materials costs, capital costs and overhead expenses. High level of service- to optimize response toward production and markets. Quality assurance- to maintain and improve the quality of material. Low level of tied-up capital- to optimize capital tied- up in inventories. Support of other functions- to support sales and design/ development.
Total Quality management (TQM) A philosophy and a set of guiding principles that represent the foundation of a continuously improving organization. -the application of quantitative and human resources to improve the material services supplied to an organization, all the process within the organization, and the degree to which the needs of the customers are met- now and in the future.
TQM integrates fundamental techniques, existing improvement efforts, and technical tools under a disciplined approach focused on continuous improvement.
Additional information related to managing materials
KANBAN/JUST-IN-TIME SYSTEMS Kanban and just-in-time systems have become much more important in manufacturing and logistics operations in recent years. Kanban, also known as the Toyota Production System (TPS), was developed by Toyota Motor Company during the 1950s and 1960s. The philosophy of Kanban is that parts and materials should be supplied at the very moment they are needed in the factory production process. This is the optimal strategy, from both a cost and service perspective. The Kanban system can apply to any manufacturing process involving repetitive operations.
Just-in-time Just-in-time (JIT) systems extend Kanban, linking purchasing, manufacturing, and logistics. The primary goals of JIT are to minimize inventories, improve product quality, maximize production efficiency, and provide optimal customer service levels. It is basically a philosophy of doing business.
JIT has been defined in several ways, including the following: 1. As a production strategy, JIT works to reduce manufacturing costs and to improve quality markedly by waste elimination and more effective use of existing company resources. 2. A philosophy based on the principle of getting the right materials to the right place at the right time. 3. A program that seeks to eliminate nonvalue-added activities from any operation with the objectives of producing high-quality products (i.e. "zero defects"), high productivity levels, and lower levels of inventory, and developing long term relationships with channel members. At the heart of the JIT system is the notion that waste should be eliminated. This is in direct contrast to the traditional "just-in-case" philosophy in which large inventories or safely stocks are held just in case they are needed. In JIT, the ideal lot size or EOQ is one unit, safely stock is considered unnecessary, and any inventory should be eliminated.
Many firms have successfully adopted the JIT approach. Companies in industries such as metal products, automobile manufacturing, electronics, and food and beverage have implemented JIT and realized a number of benefits, including: 1. Productivity improvements and greater control between various production stages. 2. Diminished raw materials, work in process, and finished goods inventory. 3. A reduction in manufacturing cycle times. 4. Dramatically improved inventory turnover rates. In general, JIT produces benefits for firms in four major areas: improved inventory turns, better customer service, decreased warehouse space, and improved response time. In addition, reduced distribution costs, lower transportation costs, improved quality of supplier products, and a reduced number of transportation carriers and suppliers can result from the implementation of JIT.
Problems Associated with Implementation JIT: It has some inherent problems which fall into three categories: production scheduling (plant), supplier production schedules, and supplier locations.
MRP SYSTEMS MRP has been used to signify systems called materials requirements planning (MRPI) and manufacturing resource planning (MRI II). Introduced first, MRP I developed into MRP II with the addition of financial, marketing, and purchasing aspects.
MRP I became a popular concept in the 1960s and 1970s. From a managerial perspective, MRP I consists of: (1) computer system, (2) a manufacturing information system, building on inventory, production scheduling, and administering all inputs to production, and (3) a concept and philosophy of management.
MRP I is a computer-based production and inventory control system that attempts to minimize inventories while maintaining adequate, materials for the production process. MRP I systems are usually employed when one or more of the following conditions exist:
1. When usage (demand) of the material is discontinuous or highly unstable during a firm's normal operating cycle. 'This situation is typified by an intermittent manufacturing or job shop operation, as opposed to a continuous processing or mass-production operation. 2. When demand for the material depends directly on the production of other specific inventory items or finished products. MRP I can be thought of as primarily a component fabrication planning system, in which the demand for all parts (materials) is dependent on the demand (production schedule) for the parent product. 3. When the purchasing department and its suppliers, as well as the firm's own manufacturing units, possess the flexibility to handle order placements or delivery releases on a weekly basis.
MRP I systems offer many advantages over traditional systems, including: 1. Improved business results (i.e., return on investment, profits). 2. Improved manufacturing performance results. 3. Better manufacturing control. 4. More accurate and timely information. 5. Less inventory. 6. Time-phased ordering of materials. 7. Less material obsolescence. 8. Higher reliability. 9. More responsiveness to market demand. 10. Reduced production costs.
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Presentation (logistics)

  • 2. To identify the activities of materials management. To identify the role of materials management. To identify and describe the scope and objectives of material management.
  • 3. Managing Materials Flow (MMF) is an integral part of the logistics management process, which encompasses the administration of raw materials, subassemblies, manufactured parts, packing materials, and in-process inventory. In a formal sense, implementation of a materials management organization will have "a single manager responsible for the planning, organizing, motivating, and controlling of all those activities and principally concerned with the flow of materials into an organization.
  • 4. Materials management -is critical to the total logistics process. Although materials management does not directly interface with the final customer, decisions made in its portion of the logistics process will directly affect the level of customer service offered. The ability of the firm to compete with other companies, and the level of sales and profits the firm is able to achieve in the marketplace.
  • 5. Role of Materials Management *as an organizationshave developed and matured, the role of materials management has expanded to meet the challenges of market-driven, rather than production-driven economies.
  • 6. Materials Management: Old and New Thinking Old thinking New thinking Market -sellers market; low competition; restricted buyers market; keen competition; global export oriented Products - small assortment; long life cycle; low technology wide assortment; short life cycle; high technology Production -full capacity load; low flexibility; large lot sizes; long lead times; low costs; make instead of buy full capacity load; high flexibility; low lot sizes; short lead times; low costs; buy instead of make Service level -high service level; high inventories; slow logistics process; slow transport time high service level; low inventories; quick Information technology - manual data processing; paper logistics process, quick transport time administrator electronic data processing; paperless factory Enterprise strategy -production oriented market oriented
  • 7. SCOPE OF MATERIALS MANAGEMENT Materials management is typically comprised of four basic activities: 1. Anticipating materials requirements. 2. Sourcing and obtaining materials. 3. Introducing materials into the organization. 4. Monitoring the status of materials as a current asset. Functions performed by materials managers include purchasing, inventory control of raw materials and finished goods, receiving, warehousing, production scheduling, and transportation. The definition of materials management views the activity as an organizational system with the various functions as interrelated, interactive, subsystems.
  • 8. The objectives of materials management are to solve materials problems from a total company viewpoint [optimize] by coordinating performance of the various materials functions, providing a communications net work, and controlling materials flow.
  • 9. Materials management encompasses a variety of logistics activities. The primary differences between the process of materials management and that of finished goods distribution are that the items handled in materials management are incoming finished goods, raw materials, component parts, and subassemblies to be further processed or sorted before being received by the final customer. The recipient of the materials management effort is the production or manufacturing group and oilier internal customers, not the final customer.
  • 10. Integral aspects of materials management include purchasing and procurement, production control, inbound traffic and transportation, warehousing and storage, management information system (MIS) control, inventory planning and control, and salvage and scrap disposal.
  • 11. OBJECTIVES OF MATERIALS MANAGEMENT: Low costs- to optimize materials costs, capital costs and overhead expenses. High level of service- to optimize response toward production and markets. Quality assurance- to maintain and improve the quality of material. Low level of tied-up capital- to optimize capital tied- up in inventories. Support of other functions- to support sales and design/ development.
  • 12. Total Quality management (TQM) A philosophy and a set of guiding principles that represent the foundation of a continuously improving organization. -the application of quantitative and human resources to improve the material services supplied to an organization, all the process within the organization, and the degree to which the needs of the customers are met- now and in the future.
  • 13. TQM integrates fundamental techniques, existing improvement efforts, and technical tools under a disciplined approach focused on continuous improvement.
  • 14. Additional information related to managing materials
  • 15. KANBAN/JUST-IN-TIME SYSTEMS Kanban and just-in-time systems have become much more important in manufacturing and logistics operations in recent years. Kanban, also known as the Toyota Production System (TPS), was developed by Toyota Motor Company during the 1950s and 1960s. The philosophy of Kanban is that parts and materials should be supplied at the very moment they are needed in the factory production process. This is the optimal strategy, from both a cost and service perspective. The Kanban system can apply to any manufacturing process involving repetitive operations.
  • 16. Just-in-time Just-in-time (JIT) systems extend Kanban, linking purchasing, manufacturing, and logistics. The primary goals of JIT are to minimize inventories, improve product quality, maximize production efficiency, and provide optimal customer service levels. It is basically a philosophy of doing business.
  • 17. JIT has been defined in several ways, including the following: 1. As a production strategy, JIT works to reduce manufacturing costs and to improve quality markedly by waste elimination and more effective use of existing company resources. 2. A philosophy based on the principle of getting the right materials to the right place at the right time. 3. A program that seeks to eliminate nonvalue-added activities from any operation with the objectives of producing high-quality products (i.e. "zero defects"), high productivity levels, and lower levels of inventory, and developing long term relationships with channel members. At the heart of the JIT system is the notion that waste should be eliminated. This is in direct contrast to the traditional "just-in-case" philosophy in which large inventories or safely stocks are held just in case they are needed. In JIT, the ideal lot size or EOQ is one unit, safely stock is considered unnecessary, and any inventory should be eliminated.
  • 18. Many firms have successfully adopted the JIT approach. Companies in industries such as metal products, automobile manufacturing, electronics, and food and beverage have implemented JIT and realized a number of benefits, including: 1. Productivity improvements and greater control between various production stages. 2. Diminished raw materials, work in process, and finished goods inventory. 3. A reduction in manufacturing cycle times. 4. Dramatically improved inventory turnover rates. In general, JIT produces benefits for firms in four major areas: improved inventory turns, better customer service, decreased warehouse space, and improved response time. In addition, reduced distribution costs, lower transportation costs, improved quality of supplier products, and a reduced number of transportation carriers and suppliers can result from the implementation of JIT.
  • 19. Problems Associated with Implementation JIT: It has some inherent problems which fall into three categories: production scheduling (plant), supplier production schedules, and supplier locations.
  • 20. MRP SYSTEMS MRP has been used to signify systems called materials requirements planning (MRPI) and manufacturing resource planning (MRI II). Introduced first, MRP I developed into MRP II with the addition of financial, marketing, and purchasing aspects.
  • 21. MRP I became a popular concept in the 1960s and 1970s. From a managerial perspective, MRP I consists of: (1) computer system, (2) a manufacturing information system, building on inventory, production scheduling, and administering all inputs to production, and (3) a concept and philosophy of management.
  • 22. MRP I is a computer-based production and inventory control system that attempts to minimize inventories while maintaining adequate, materials for the production process. MRP I systems are usually employed when one or more of the following conditions exist:
  • 23. 1. When usage (demand) of the material is discontinuous or highly unstable during a firm's normal operating cycle. 'This situation is typified by an intermittent manufacturing or job shop operation, as opposed to a continuous processing or mass-production operation. 2. When demand for the material depends directly on the production of other specific inventory items or finished products. MRP I can be thought of as primarily a component fabrication planning system, in which the demand for all parts (materials) is dependent on the demand (production schedule) for the parent product. 3. When the purchasing department and its suppliers, as well as the firm's own manufacturing units, possess the flexibility to handle order placements or delivery releases on a weekly basis.
  • 24. MRP I systems offer many advantages over traditional systems, including: 1. Improved business results (i.e., return on investment, profits). 2. Improved manufacturing performance results. 3. Better manufacturing control. 4. More accurate and timely information. 5. Less inventory. 6. Time-phased ordering of materials. 7. Less material obsolescence. 8. Higher reliability. 9. More responsiveness to market demand. 10. Reduced production costs.