<p>We were commissioned by Bulten Stainless AB to identify and analyze their customer order flow. Because the company had problems with delays in the production and deliveries to the customer, the task also included investigation of how the company work with prevention and management of delays. The purpose of the project also included to identify critical factors for effective order flow in smaller workshop companies.</p><p>The information about the flow and how the work takes place within the company were collected through observations on the company and interviews with the staff. This information was used to draw maps over the customer order flow and to write a description of the current situation within the company. Both strengths and weaknesses of the companies work could be identified through analysis of the present situation. Improvement suggestions could then be developed.</p><p>Continuous improvements (kaizen) and 5S are examples of improvement suggestions that are presented in this report. We also came to the conclusion that cooperation is a critical factor for effective customer order flow in smaller workshop companies. Therefore, Bulten Stainless AB should work on promoting cooperation within the company.</p> / <p>Vi fick i uppdrag av Bulten Stainless AB att kartlägga och analysera deras kundorderflöde, samt undersöka företagets arbete med att förebygga och hantera förseningar. Detta eftersom företaget har haft problem med förseningar i produktionen och av leveranser till kunden. I arbetets syfte ingick även att identifiera kritiska faktorer för ett effektivt kundorderflöde i mindre verkstadsföretag.</p><p>Information om flödet och hur arbetet sker inom företaget samlades in genom observationer på företaget och intervjuer med personalen. Denna information användes sedan för att rita kartor över kundorderflödet och skriva en beskrivning av nuläget. Genom en analys av nuläget kunde både styrkor och svagheter i företagets arbete identifieras och förbättringsförslag kunde tas fram.</p><p>I förbättringsförslagen ingår bland annat ständiga förbättringar (kaizen) och 5S. Vi kom även fram till att samarbetet är en kritisk faktor för ett effektivt kundorderflöde i mindre verkstadsföretag. Därför bör Bulten Stainless AB arbeta med att främja samarbetet inom företaget.</p>

<p>Background: Today’s market offers customers many more possibilities to choose than before. With that the customer’s requirements on the company have become higher, products of the best possible quality to the less possible price when the customer demands them,specially concerning seasonal products that become out of date when the seasontime has finished.</p><p>In the recent years the Supply chain management technic has gott attention because of its succesfully way to integrate the companys business processes. Demand Management is an important part of that technic since demand management is dealing with managning the</p><p>demand, with the pourpose to find the balance between supply and demand. In this way the company can satisfy its custormers needs effective and creates good relationships with them.</p><p>Companies that do not succeed to manage the demand, run the risk of taking away from the market.</p><p>Purpose: The purpose of this paper is to examine how Clas Ohlson handles the demand of seasonal products.</p><p>Method: Because this study is a case study of Clas Olhsons demand management, the author has used personal interviews as primary material. The persons interviewed have leading positions within Clas Ohlson. The secondary material consists of information from the annual account, personnel magasine, homepage, etc. The secondary material is a complement of the primary material. In this way the problem will be analyse from different perspectives.</p><p>Conclusion: Today is Clas Ohlson a successful company thanks to the companys product mix, the prices, specially seasonal products which have good prices, and the customer service.</p><p>Clas Ohlson is expanding in Sweden and vill expand outside the Skandinavien in the comming years as well. The company’s business processes work good. The question is whether Clas Ohlson is going to manage to satisfy its future customers demand using its traditional methods in those business processes which have a big impact on the demand.</p><p>Clas Ohlson needs to improve its informationflow. The informationflow and the materialflow have to work together more effectively. This can achive with help of modern technic within information technology. It is true that Clas Ohlson has considered the posibility to use technical solutions, but no final desicions have be made. The company was in the opinion that such solutions weren’t bring benefits to the company at the time the discussion was going on.</p>

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Både logistiken och detaljhandeln har under de senaste årtiondena haft en kraftig utveckling. För detaljhandeln har logistiken en allt mer växande betydelse, då de med rätt logistik kan korta sina ledtider, enklare ge kunderna de varor de önskar och vid rätt tidpunkter. Den interna logistiken syftar på de logistikaktiviteter som utförs inom detaljhandelsföretagen, d.v.s. de aktiviteter som får det interna varuflödet att fungera. Ett vanligt problem hos detaljhandelsföretag är ”slut i hyllan”. Orsaker till detta kan vara brister i inköp och logistik, bristande rutiner i butiken eller fel i leveranser och varuflöden. Det krävs således att detaljhandelsföretagen arbetar med sin logistik och skapar ett effektivt internt varuflöde för att kunna tillfredställa behovet utav varor ute i butik. Syftet med denna studie är att kartlägga det interna varuflödet i ett detaljhandelsföretag och att undersöka vilka faktorer som är de viktigaste för ett effektivt internt varuflöde. Vidare är syftet att ge förslag till hur det interna varuflödet kan effektiviseras. En kvalitativ undersökningsmetod har använts där en fallstudie genomförts på Gekås Ullared. Personer från olika delar utav företaget har intervjuats genom öppna individuella intervjuer. Dessa intervjuer har även kombinerats med observationer. Efter att ha fullföljt studien har vi kommit fram till vilka faktorer som är de viktigaste för ett effektivt internt varuflöde i detaljhandelsföretag, nämligen informationssystem, inköpsavdelningens påverkandegrad och arbete, förpackningar, lagrets layout och utrustning, lagerpersonalens arbete och interna transporter. Vid studerandet utav de olika faktorerna har vi även kunnat se att de har en inbördes påverkan, vilket vi har utvecklat en modell för. Genom att detaljhandelsföretag kontinuerligt arbetar med och utvecklar de sex faktorerna kan ett effektivt internt varuflöde skapas.

Background: Today’s market offers customers many more possibilities to choose than before. With that the customer’s requirements on the company have become higher, products of the best possible quality to the less possible price when the customer demands them,specially concerning seasonal products that become out of date when the seasontime has finished. In the recent years the Supply chain management technic has gott attention because of its succesfully way to integrate the companys business processes. Demand Management is an important part of that technic since demand management is dealing with managning the demand, with the pourpose to find the balance between supply and demand. In this way the company can satisfy its custormers needs effective and creates good relationships with them. Companies that do not succeed to manage the demand, run the risk of taking away from the market. Purpose: The purpose of this paper is to examine how Clas Ohlson handles the demand of seasonal products. Method: Because this study is a case study of Clas Olhsons demand management, the author has used personal interviews as primary material. The persons interviewed have leading positions within Clas Ohlson. The secondary material consists of information from the annual account, personnel magasine, homepage, etc. The secondary material is a complement of the primary material. In this way the problem will be analyse from different perspectives. Conclusion: Today is Clas Ohlson a successful company thanks to the companys product mix, the prices, specially seasonal products which have good prices, and the customer service. Clas Ohlson is expanding in Sweden and vill expand outside the Skandinavien in the comming years as well. The company’s business processes work good. The question is whether Clas Ohlson is going to manage to satisfy its future customers demand using its traditional methods in those business processes which have a big impact on the demand. Clas Ohlson needs to improve its informationflow. The informationflow and the materialflow have to work together more effectively. This can achive with help of modern technic within information technology. It is true that Clas Ohlson has considered the posibility to use technical solutions, but no final desicions have be made. The company was in the opinion that such solutions weren’t bring benefits to the company at the time the discussion was going on.

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Logistics planning for a construction site is usually limited by traffic flow to and from the workplace. The geographical location of the construction site is determined by roads around the workplace and opportunities for well-functioning logistics. Inventory of material is often impossible because of the frequently small workspaces. As a result, a concern relating material handling remains . Even before the establishment of a construction site, it is required in the construction industry to eliminate errors that might arise in the planning stage. The aim of this study was to contribute with better understanding of the relationship between well-planned logistics and reduced costs at the Swedish construction company Peab. To clarify this a survey was submitted at two construction sites and a sample of calculations were performed on reduced / additional costs at examples of "good" and "bad" planning of logistics, to show how to reduce costs. Higher requirements are placed on construction firms and demand such as shorter project times and lower costs and this is supposed to lead to a high profitability. To increase the profitability it is required that the construction industry is planning the amount of resources, manpower, material and time in the absolutely best way. Logistics is a part of the construction industry which may help reduce costs and provide greater profitability, if it is seen as a saving and not just a cost. There should, in other words, be a greater emphasis on planning of the logistics already at early stages of projects. There is a great amount of work on purchase of materials in the company Peab in the current situation, but if the company also put equal work on logistics, the planning could be optimized even before the project starts. Through good planning Peab will not only save on cost of purchase, but may also contribute to a better handling of material. Better handling of material also contributes to reduced costs for the project. Material is not only bound capital but can also disappear in waste, thievery or even destroyed. This is also appreciated by both professional workers and employees in the workplace. The opportunities for improvement and efficiency of logistics at Peab are great. By selecting a logistics manager at each construction project and also having a specialist in charge of the region that serves as support for the projects, Peab can save on logistics. The purpose of this report is to look at changing the view of logistics today on construction sites. The result of the calculation examples and survey shows where the largest cost items located in the various projects and how to achieve lower costs through better planning. This in turn helps the company increase profitability in the long term. Keyword: Logistic, Planning, Lean, Profability