The first part of diploma work is focused on the description of the basic concepts related to logistics, explanation the terms such as Supply Chain Management or Vendor Managed Inventory. Further there is mentioned the basic arrangement and the parting of the logistics and also there are described the methods used in the logistics, there's also shown company's strategy and its objectives. The second part of diploma work is devoted to the characteristic of the material parts entering to the production of the view ABC analysis, there's also pointed out to the distinctness in character of difficulty with ensurance these items of the view purchase costs and costs of production. Further there's an illustration of usage the ABC analysis as an instrument for inventory management and some possible resource while usage logistic technologies. The objective of the third part is the identification of individual types of productions namely of the view of the characteristic the consumption of parts and recommendation what is the optimal way of supply for a particular kind of the production of the view Vendor Managed Inventory while connection accessories supply by system Kanban-TB. The last part of diploma work is devoted to the process of implementation the system Kanban-TB into the practise, where's dealt with a concrete real example of system implementation to the manufacturing corporation of company Gama. Whole process is described from the starting identification of requirements upon this system, its processing, up to its full implementation including representation of brought effects and savings.

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<p>Today’s business market is highly competitive, therefore companies need to be constantly updated and change the way they operate their business, in order to survive and remain competitive. The situation on today’s market requires that companies have the ability to quickly respond to market changes and new customer demands within short product lifecycles. In order to deal with this new market situation, companies need to improve the integration with other companies within their business. This integration facilitates the companies’ ability to quickly adapt to new market situations and survive on a fast changing market. One of the main underlying concepts of this collaborative commerce is Supply Chain Management (SCM) which integrates and coordinates a company’s processes both internally and externally. Information Technology (IT) could improve the effectiveness of SCM. IT-solutions make the business processes more effective and improves the integration with other actors within the supply chain. The purpose with this thesis is to describe and explain the effects for businesses and the consequences for its processes when implementing a real-time IT-Logistics solution together with identifying the critical success factors. The thesis has been conducted by studying theory regarding supply chain management, business renewal and implementation effects. Further, a case study has been conducted where three actors have been interviewed; a manufacturer (Volvo Powertrain), a subcontractor (Metallfabriken Ljunghäll AB) and a system developer (PipeChain). The analysis of the theoretical framework and the empirical research has contributed with an identification of major effects and consequences when implementing a real-time IT-Logistics solution. Some of the effects are: inventory reduction, higher delivery accuracy, improved relations and increased flexibility. Examples of consequences these effects have caused are: more accurate planning and production, effective production processes as well as an improved delivery process. Additionally, success factors for an implementation have been identified such as mutual trust, understanding of change and evaluation.</p> / <p>Konkurrensen är stor inom dagens affärsmarknad vilket medför att företag ständigt måste vara uppdaterade och förändra deras affärsverksamhet för att kunna överleva och vara konkurrenskraftiga på marknaden. Dagens marknadssituation erfodrar att företag snabbt kan reagera på marknadsförändringar och nya kundkrav vid allt kortare produktlivscyklar. För att företag skall kunna hantera denna nya marknadssituation måste företagen bli integrerade med varandra inom deras affärsområde. Denna integrering underlättar företagens förmåga att snabbt kunna anpassa sig till nya marknadssituationer och överleva på en snabbt föränderlig marknad. Ett utav de största grundläggande koncepten för denna integrering är flödeshantering (Supply Chain Management). Flödeshanteringen integrerar och koordinerar företagets processer både internt som externt. Informationsteknologi (IT) kan förbättra effektiviteten av flödeshanteringen. IT-lösningar skapar effektivare affärsprocesser och förbättrar integrationen med andra aktörer inom företagets försörjningskedja. Syftet med uppsatsen är att beskriva och förklara effekter för affärsverksamheten samt konsekvenser för dess affärsprocesser, vid en implementering av en realtidslogistiklösning. Uppsatsen syftar vidare till att identifiera framgångsfaktorer vid en sådan implementering. Uppsatsarbetet har genomförts genom en litteraturstudie där teori om flödeshantering, affärsförändring och implementationseffekter har behandlats. En fallstudie i uppsatsen har använts där tre aktörer har blivit intervjuade; en tillverkare (Volvo Powertrain), en underleverantör (Metallfabriken Ljunghäll) och en systemutvecklare (PipeChain). Analysen av litteraturstudien och den empiriska undersökningen har bidragit till en identifiering av huvudeffekter samt konsekvenser vid en implementering av en IT-logistiklösning. Några av dessa effekter är: lagerreducering, högre leveranssäkerhet, förbättrade relationer samt ökad flexibilitet. Exempel på konsekvenser dessa effekter har orsakat är: precisare planering och produktion, effektivare produktionsprocesser samt förbättrad leveransprocess. Vidare så har framgångsfaktorer för lyckad implementering identifierats så som ömsesidig tillit, förståelse för förändring samt utvärdering.</p>

Today’s business market is highly competitive, therefore companies need to be constantly updated and change the way they operate their business, in order to survive and remain competitive. The situation on today’s market requires that companies have the ability to quickly respond to market changes and new customer demands within short product lifecycles. In order to deal with this new market situation, companies need to improve the integration with other companies within their business. This integration facilitates the companies’ ability to quickly adapt to new market situations and survive on a fast changing market. One of the main underlying concepts of this collaborative commerce is Supply Chain Management (SCM) which integrates and coordinates a company’s processes both internally and externally. Information Technology (IT) could improve the effectiveness of SCM. IT-solutions make the business processes more effective and improves the integration with other actors within the supply chain. The purpose with this thesis is to describe and explain the effects for businesses and the consequences for its processes when implementing a real-time IT-Logistics solution together with identifying the critical success factors. The thesis has been conducted by studying theory regarding supply chain management, business renewal and implementation effects. Further, a case study has been conducted where three actors have been interviewed; a manufacturer (Volvo Powertrain), a subcontractor (Metallfabriken Ljunghäll AB) and a system developer (PipeChain). The analysis of the theoretical framework and the empirical research has contributed with an identification of major effects and consequences when implementing a real-time IT-Logistics solution. Some of the effects are: inventory reduction, higher delivery accuracy, improved relations and increased flexibility. Examples of consequences these effects have caused are: more accurate planning and production, effective production processes as well as an improved delivery process. Additionally, success factors for an implementation have been identified such as mutual trust, understanding of change and evaluation. / Konkurrensen är stor inom dagens affärsmarknad vilket medför att företag ständigt måste vara uppdaterade och förändra deras affärsverksamhet för att kunna överleva och vara konkurrenskraftiga på marknaden. Dagens marknadssituation erfodrar att företag snabbt kan reagera på marknadsförändringar och nya kundkrav vid allt kortare produktlivscyklar. För att företag skall kunna hantera denna nya marknadssituation måste företagen bli integrerade med varandra inom deras affärsområde. Denna integrering underlättar företagens förmåga att snabbt kunna anpassa sig till nya marknadssituationer och överleva på en snabbt föränderlig marknad. Ett utav de största grundläggande koncepten för denna integrering är flödeshantering (Supply Chain Management). Flödeshanteringen integrerar och koordinerar företagets processer både internt som externt. Informationsteknologi (IT) kan förbättra effektiviteten av flödeshanteringen. IT-lösningar skapar effektivare affärsprocesser och förbättrar integrationen med andra aktörer inom företagets försörjningskedja. Syftet med uppsatsen är att beskriva och förklara effekter för affärsverksamheten samt konsekvenser för dess affärsprocesser, vid en implementering av en realtidslogistiklösning. Uppsatsen syftar vidare till att identifiera framgångsfaktorer vid en sådan implementering. Uppsatsarbetet har genomförts genom en litteraturstudie där teori om flödeshantering, affärsförändring och implementationseffekter har behandlats. En fallstudie i uppsatsen har använts där tre aktörer har blivit intervjuade; en tillverkare (Volvo Powertrain), en underleverantör (Metallfabriken Ljunghäll) och en systemutvecklare (PipeChain). Analysen av litteraturstudien och den empiriska undersökningen har bidragit till en identifiering av huvudeffekter samt konsekvenser vid en implementering av en IT-logistiklösning. Några av dessa effekter är: lagerreducering, högre leveranssäkerhet, förbättrade relationer samt ökad flexibilitet. Exempel på konsekvenser dessa effekter har orsakat är: precisare planering och produktion, effektivare produktionsprocesser samt förbättrad leveransprocess. Vidare så har framgångsfaktorer för lyckad implementering identifierats så som ömsesidig tillit, förståelse för förändring samt utvärdering.

Purpose - The purpose of this paper is to investigate the feasibility of implementing the Vendor Managed Inventory (VMI) model in an MRO (maintenance, repair, and operations) partnership, and highlight its potential economic, environmental, and organizational benefits, as well as limitations. Approach - First, a comprehensive literature review was conducted on fields relevant to VMI. Second, empirical data was gathered from a single exploratory case study with Momentum Industrial, and its customer Stora Enso. Semi-structured interviews were used to gather data from the case companies. Findings - Results suggest that VMI results in benefits for the supply chain in general, such as reduced administration and inventory costs, improved service levels, reduced information distortion, and improved relationship among partners. For the particular case of VMI in an MRO partnership, improved service levels can be obtained by a reduced risk of production downtime for the customer. Moreover, the implementation of VMI has potential environmental benefits, such as reduced paper use, and higher transportation fill rate. Limitations of implementing VMI include the difficulty in system integration, and information sharing. Trust could be a potential issue that limits information sharing amongst supply chain partners. Moreover, the difference in organizational cultures and policies of partners should be taken into consideration. Limitations - The study is limited to opinions from one MRO customer in the paper and packaging industry. Even though the questions asked to informants in Momentum and Stora Enso tackled benefits to MRO customers in general, a broader image could have been achieved by interviewing customers from different industries. Moreover, the case companies do not currently adopt VMI in their partnership, so the case study results are based on what they think would be the potential benefits and limitations of implementing VMI in an MRO partnership. Practical Implications - This paper can serve as a guideline for logistics managers who are considering VMI in an MRO partnership specifically, as it provides them with the benefits and limitations associated with VMI. More generally, any company considering VMI can also benefit from the theoretical framework presented.

For many retailers, manufacturers, and wholesalers, inventory is their single largest investments of corporate assets. Problems such as stock-outs and bullwhip effect due to sales fluctuation and poor visibility are normal for manufactures. Unnecessary activities, in the purchasing process internally and externally, such as double order handling, cost both money and time. It is widely known that firms no longer can compete effectively in isolation of their suppliers and other entities. The future success of many businesses depends on co-operation and the co-ordination of efforts; making Supply Chain Management important. JIT and VMI are two of the philosophies that have been used to update supply chain relationships and management. By recognising your own supply weaknesses, the need for a supply strategy and a purchasing portfolio which classify suppliers emerges. There is an interest in examining what possible benefits and drawbacks, JIT and VMI collaboration can bring and how they differ from each other. In order to have a successful collaboration and implementation, it is important to know what basis to choose suppliers on and understand what needs to be in place, internally and externally, before starting either a JIT or VMI relationship with different suppliers. An inductive method was used in order to transform the literature review into a case study research. Explanatory and exploratory strategy was combined as well as qualitative and quantitative data collection such as oral interviews and written questionnaires. The case study was carried out at an accessory purchasing department at a large production company referred to as the “Focal company” in this thesis. Also, participating in the study were selected suppliers of the Focal company. The literature review and the case study data was analysed which led to the results that: • JIT and VMI can shorten lead time, improve quality and relationships if used properly, otherwise it can lead to increased inventory levels. • Key factors for enabeling JIT and VMI are common goals, management commitment, accurate information and suitable software systems. • Suitable suppliers for JIT and VMI are companies that have equal dependency and/or have interdependency and are willing and able to contribute to the competitive advantage of the buying firm. • Supplier selection criteria are price, quality, delivery, flexibility, reliability organizational culture, structure and strategy. • Implementation of JIT is not an option today at the Focal company. • With a few IT-system updates, a little bit of education and training the Focal company and most of the suppliers in this study are ready for VMI. • Because of the good balance of power and dependence in the relationships between the Focal company and their suppliers there is a good chance of a successful outcome. • The Focal company’s rating criteria are well correlating with the literatures findings, which further support that they are ready to select suppliers for integrated relationships.

Vendor Managed Inventory (VMI) policy has been widely used in various supply chains due to the benefits such as lower inventory levels and costs of retailer, and less frequent stock outs. In this study, the benefits of VMI policy in a manufacturer-retailer setting are analyzed under three different scenarios (Traditional Decision Making, VMI agreement and Centralized Decision Making). A manufacturer that produces a particular product is considered and that product is sold to a retailer operating under known demand forecasts. Under Traditional Decision Making System, each party is responsible for its own costs. Under VMI, manufacturer controls the replenishment decisions of the retailer and solves a Constrained Two-Echelon Lot Sizing Problem with Backordering. Under Centralized Decision Making, manufacturer and retailer act like merged, the problem under consideration is Two-Echelon Single Item Lot Sizing with Backordering. Through an extensive numerical study, three different scenarios&rsquo / results are compared and the conditions beneficial under VMI are identified. Under VMI, a Lagrangean Relaxation algorithm is proposed to reduce solution time. In terms of computational effort, solution times of proposed algorithm and MIP model are compared.

<p>For many retailers, manufacturers, and wholesalers, inventory is their single largest investments of corporate assets. Problems such as stock-outs and bullwhip effect due to sales fluctuation and poor visibility are normal for manufactures. Unnecessary activities, in the purchasing process internally and externally, such as double order handling, cost both money and time.</p><p>It is widely known that firms no longer can compete effectively in isolation of their suppliers and other entities. The future success of many businesses depends on co-operation and the co-ordination of efforts; making Supply Chain Management important. JIT and VMI are two of the philosophies that have been used to update supply chain relationships and management. By recognising your own supply weaknesses, the need for a supply strategy and a purchasing portfolio which classify suppliers emerges.</p><p>There is an interest in examining what possible benefits and drawbacks, JIT and VMI collaboration can bring and how they differ from each other. In order to have a successful collaboration and implementation, it is important to know what basis to choose suppliers on and understand what needs to be in place, internally and externally, before starting either a JIT or VMI relationship with different suppliers.</p><p>An inductive method was used in order to transform the literature review into a case study research. Explanatory and exploratory strategy was combined as well as qualitative and quantitative data collection such as oral interviews and written questionnaires. The case study was carried out at an accessory purchasing department at a large production company referred to as the “Focal company” in this thesis. Also, participating in the study were selected suppliers of the Focal company.</p><p>The literature review and the case study data was analysed which led to the results that:</p><p>• JIT and VMI can shorten lead time, improve quality and relationships if used properly, otherwise it can lead to increased inventory levels.</p><p>• Key factors for enabeling JIT and VMI are common goals, management commitment, accurate information and suitable software systems.</p><p>• Suitable suppliers for JIT and VMI are companies that have equal dependency and/or have interdependency and are willing and able to contribute to the competitive advantage of the buying firm.</p><p>• Supplier selection criteria are price, quality, delivery, flexibility, reliability organizational culture, structure and strategy.</p><p>• Implementation of JIT is not an option today at the Focal company.</p><p>• With a few IT-system updates, a little bit of education and training the Focal company and most of the suppliers in this study are ready for VMI.</p><p>• Because of the good balance of power and dependence in the relationships between the Focal company and their suppliers there is a good chance of a successful outcome.</p><p>• The Focal company’s rating criteria are well correlating with the literatures findings, which further support that they are ready to select suppliers for integrated relationships.</p>

Baigiamajame magistro darbe nagrinėjama viena iš pagrindinių tiekimo grandinių valdymo problemų ─ neapibrėžtumo efektas, didinantis įmonių veiklos sąnaudas, sandėlio lygį ir mažinantis konkurencingumą. Pagrindinis baigiamojo darbo tikslas yra pateikti galimus neapibrėžtumo efekto mažinimo būdus tiekimo grandinėse. Darbe yra analizuojama neapibrėžtumo efekto samprata, įtaka tiekimo grandinėms, identifikavimo būdai, atsiradimo priežastys ir efektą mažinančių priemonių panaudojimo efektyvumas. Išnagrinėjus teorinius ir praktinius neapibrėžtumo efekto aspektus, pateikiamos baigiamojo darbo išvados ir siūlymai. Darbą sudaro 5 dalys: įvadas, analitinė-metodinė, eksperimentinė-tiriamoji dalis, išvados ir siūlymai, literatūros sąrašas. Darbo apimtis – 62 p., 23 iliustr., 4 lent., 34 bibliografiniai šaltiniai. Atskirai pridedami darbo priedai. / The main topic of this thesis is bullwhip effect, under which influence negative factors such as increased warehouse level, demand variations, big internal expenditures and decreased competition can seriously affect efficiency of whole supply chain. The main goal of this thesis is suggest possible ways of bullwhip effect reduction in supply chain. In this is thesis author is analyzing: conceptions of bullwhip effect influence on supply chain, ways of effect identification; search for methods to decrease bullwhip effect. Main tolls of bullwhip effect reduction are: proper information sharing; reducing of shipment transportation time; using of efficient demand forecasting method; development of VMI system, and installation of up-to-date IT systems. Structure: introduction, analytical part, experiment, conclusions and suggestions, references. Thesis consist of: 62 p., 23 pictures, 4 tables, 34 bibliographical entries. Appendixes included.

The diploma thesis deals with the increasing of elasticity level in supply chain in automotive industry, especially with the import of new cars Peugeot for Czech customers. It solves discrepancy between production and consumption from point of capacity, sentimental, position and time view. It uses a method for demand forecasting by multiple temporal regression and method Vendor Managed Inventory.