The Swedish Textile industry has since the beginning of the 70-ties moved their production to countries with cheap labour further and further away. The production in the Baltic countries and Asia has become reality for many Swedish manufacturing companies. With today’s technology the communication with remote countries has ceased to be a problem. The difficulties have instead turned out to be more focused on transportation of goods and just in time deliveries to Sweden. In cooperation with Fristads AB we have made a study of Fristads AB´s flow of merchandise and their surrounding logistics. Our focus has mainly been on the production in Vietnam.The purpose with our study has been to clarify which important parts Fristads AB must include in their flow of materials and choices of suppliers, to be able to create an even more efficient supply chain. An effectiveness that will make Fristads AB maintain their leading position on the market. Fristads AB`s expressed ambition was that their producer in Vietnam would take over the responsible for purchase and stock keeping of the accessories.The scientific approach of the study has mainly been qualitative and we have performed several interviews with key figures within Fristads AB. We have also carried out a field study at Fristads AB’s warehouse of raw materials and productions unit at Jurkalnes in Riga, Latvia.In our theoretic frame of references we have chosen theories of Arjan J. Van Weele, Michael Porter, Ralf Blomqvist, Stig-Arne Mattsson and Peter Kraljic. The different theories discuss business logistics, effectiveness in supply chains, chain of values and strategies of choosing suppliers.1We rather quickly realized the complexity of the company and the ways they handled their raw materials. This partly because Fristads AB has many different articles, but also because they are a member of a larger organisation where many decision are made centrally. During our study we kept coming back to the fact that the absence of an integrated business system caused unnecessary redundant work of many documents. In our analysing part we compare our empiric material with our theoretic frame of reference.Our conclusions and recommendations to Fristads AB were that they should develop an even closer cooperation with their suppliers and producers, to maintain their strong position at the market. Further more we found out that an integrated business system, where all involved parties are integrated, are necessary for Fristads AB to create an effective supply chain. / <p>Program: Textilekonomutbildningen</p><p>Uppsatsnivå: C</p>

Made available in DSpace on 2016-04-04T12:25:59Z (GMT). No. of bitstreams: 2 13.pdf: 5315026 bytes, checksum: 54aacf315b7a4b56bb0807d69be5ef29 (MD5) license.txt: 1748 bytes, checksum: 8a4605be74aa9ea9d79846c1fba20a33 (MD5) Previous issue date: 2015 / Fundação Oswaldo Cruz. Instituto de Tecnologia em Fármacos/Farmanguinhos. Rio de Janeiro, RJ, Brasil. / O laboratório objeto deste estudo é um laboratório oficial do governo federal que atua na produção de medicamentos para atender aos programas de saúde pública do Ministério da Saúde e na pesquisa e desenvolvimento (P&D) e parcerias de desenvolvimento produtivo (PDP). Devido a necessidade das empresas trabalharem com processos logísticos organizados foi necessário realizar uma mudança na forma com a logística interna do laboratório operava para adequá-la aos conceitos e práticas modernos de gestão, visto que o modelo ali utilizado atuava de forma descentralizada com algumas atividades-chave da logística sendo realizada fora do Departamento de Logística, dificultando a sua integração com as atividades de apoio. Neste sentido, a pesquisa buscou identificar, através do mapeamento dessas atividades e dos processos logísticos da empresa, os pontos que precisavam ser melhorados para realização dos ajustes necessários. Para propor um modelo diferente de gestão utilizou-se de forma experimental a centralização da gestão de algumas atividades que estavam descentralizadas, tais como: gestão do catálogo de materiais; obtenção de itens de consumo comum utilizados na produção e nas pesquisas; gestão do consumo de materiais de contratos já celebrados; e gestão da operação logística para expedição dos medicamentos. Com a intervenção feita e a reorganização dos processos logísticos do laboratório, resultados como a redução dos níveis de estoque; redução da quantidade de materiais entregues com atraso pelos fornecedores; melhorias nos níveis de serviço; redução do tempo de entrega dos medicamentos que compõem os programas do Ministério da Saúde; entre outros, puderam ser alcançados. / The target laboratory in this work is an official government laboratory actingon medicine production to answer public health programs of Health Ministry, search and development and productive development partnership. Due the need of enterprises working with organized logistic procedures, it was essential to performance a change on how the laboratory internal logistic worked to suit it to the modern concepts and practices of management, since the concept used acted on a decentralized way with some key activities of logistic being realized outside of the Logistic Department, hampering its integration with the support activities. Therefore, the work tried to identify, through mapping of these activities and business logistic procedures, the spots that needed to be improved to the necessary fit ment. To propose a differen tmodel of management it was used experimentally, the centralization of management of some activities that were decentralized, such as: material catalog management;ordinary consumption items achievement used on production and search; signed contract material management; logistic cooperation management to medicament dispatch. With thein tervention done and the logistic procedure reorganization, results as the stock level sreduction; amount of materials given by providers with delay reduction; improvement on service levels; delivery time reduction of medicines composing the Health Ministry programs; among others, could be reached.