supply chain management of p&g

8/9/2019 supply chain management of P&G

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Welcome to ThePresentation

Program of SupplyChain Management

Presented byVanguards


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Name of The GroupMembersSerialNo. Members Name ! No.

" Mohammad Azam

114867

# Saba Zarifa Nowshin

114877

$ Somiron Haldar

114909

% Tanzila Tahrin

114911

&Nurr !anna" 114917

' Halima #ad$r Sonia

114941

( Misbah %ddin Sadi

11494&

)'in(u )iswas

11494*

Sazzad Hossain 11 9 7


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Saba ,arifaNo-shin

! No ""%)((


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What is Supply ChainManagement/

The concept of a supply chain

referred to the 0o- of materialsfrom their sources 1suppliers2 tothe company3 and then inside thecompany for processing. Then4nished products -ere mo5ed to

customers.

6 supply chain refers to the 0o-of materials3 information3payments3 and ser5ices3 from

ra- material suppliers3 throughfactories and -arehouses3 to endcustomers.t also includes the organi7ationsand processes that create and

deli5er products3 information3and ser5ices to the end


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Component of SupplyChain Management

The term supply chain comes from a picture of

ho- partnering organi7ations in a speci4csupply chain are lin8ed together.9igure :" sho-s a relati5ely simple supplychain3 -hich lin8s a company -ith its suppliers1on the left2 and its distributors and customers1on the right2.The upper part of the 4gure sho-s a genericsupply chain; the lo-er part sho-s the chain ofa toy manufacturer


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The supply chain islinear and it in5ol5esthree basic parts:

!o-nstreamsupply chainnternal supplychain


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Tan7ila Tahrin! No ""%*""


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Types of Supply Chain Integrated make-to-stock The integrated ma8e:to:stoc8 supply chain modelfocuses on trac8ing customer demand in real time3 sothat the production process can restoc8 the 4nishedgoods in5entory e=ciently.


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Build-to-order

In this model a

company beginsassembly of the

customers

order.


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Continuous replenishment

The idea of the continuous replenishmentsupply chain model is to constantly replenish theinventory by working closely with suppliers and/orintermediaries. the cost may be too high, causingthe supply chain to collapse.


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Channel Assembly Model

In this model, the parts of the product aregathered and assembled as the product moves

through the distribution channel. . A channelassembly may have low or zero inventories, and itis popular in the computer technology industry


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Supply chain Management process


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!ri5ers of Supply ChainManagement

>ogistical !ri5ersacilities!

The ma"or types of facilities areproduction sites and the storage sites.

#conomies of scales are used incentralization of facilities to increasesupply chain e$ciency.

Facilities Related

Decisions:%ocation&apacity'anufacturing 'ethodology or

Technology(arehousing methodology


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n5entoryInventory consists of theraw materials, work inprogress and the )nished

goods.responsiveness of thesupply chain. * basicdecisions to be taken by

the business. Those are+&ycle inventoryafety Inventory

easonal Inventory


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Transportation-efers to the modes and routesfor moving inventory throughoutthe supply chain.aster transportation ensuresmore responsiveness but lesse$ciency of supply chain.

Transportation supports a )rm scompetitive strategy.

Si? basic modes e?ist Air Truck -oad0 -ail hip 1ipeline


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Cross functional!ri5ers

nformation&onnects various supplychain partners and allowsthem to coordinate activitiesInformation is crucial to thedaily operations at eachstage of the supply chainAn information system canenable a )rm to get a highvariety of customizedproducts to customers rapidlyand to understand thechanging customers tastes

and preferences.


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Sourcing1rocess of purchasing thematerials re4uired for theproduction of the )nalproducts&omponents of the sourcingdecisions are the evaluationand the selection of thesuppliers, in house oroutsourcing.

Pricinginvolves determining thecharges for the goods orservices o3ered by themanufacturers.

The price of the product


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Trends of Supply ChainManagement

5emand planning6lobalizationIncreased competition and pricepressure

7utsourcinghortened and more comple81%'&ollaboration betweenstakeholders in the e8tendedsupply chain


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Nurry @annat

! No ""%*"(

C t A d S l


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Computer Aased SupplyChain Management

#lectronic data interchange6athering information directly fromthe sourceuppliers determining order 4uantities#limination of invoices savingadministrative work,9sing barcode labelsAutomation

S l Ch i M t


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Supply Chain Managementin Cloud Computing


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B5er5ie- ofProctor Gamble

1rocter : 6amble &o., alsoknown as 1:6, is an

American multinationalconsumer goods companyhead4uartered in downtown&incinnati, 7hio, 9nitedtates,

founded by (illiam 1rocterand ;ames 6amble, both fromthe 9nited


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Mission StatementDWe -ill pro5ide brandedproducts and ser5ices of

superior Euality and 5alue thatimpro5e the li5es of the -orldFs

consumers. 6s a result3

consumers -ill re-ard us -ithleadership sales3 pro4t3 and5alue creation3 allo-ing our

people3 our shareholders3 andthe communities in -hich -e

li5e and -or8 to prosper.D

Vision statementVision statement centers

around being a lu?ury brand-hile still remaining

M i i f


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Main competitors ofProctor and Gamble

@ohnson and @ohnsonco.

8imberly:clar8 co.


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alima HaderSonia! No ""%*%"


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Products of P GAeauty Products

=ugo 2oss ,5olce : 6abbana, 6ucci,7lay

Grooming Products

usion, 6illette, 1restobarba andmarc*

ealth Care Products

>icks, 7ral+2, =ead : houlders,1antene,1ampers

9abric Care and ome Care

Tide, Ariel, Ambi pur


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Supply Chain nitiati5es ofProctor and Gamble

6. MaIor initiati5es are

?. &ollaborative 1lanning orecastingand -eplenishment &1 -0@. &onsumer 5riven upply &hainetwork &5 0

A. Bther initiati5e ! &ontrol towerprogram.&1 - Initiative!It recognizes the main cause of threeissues they are!?. Ine3ective trust+ based collaboration.@. Ine3ective planning using visibility17 consumer demand.

*. Ine3ective forecasting.


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?. 5eregulation of thetransport norms! lowertransportation cost.@. 1roduct compactionD moreproducts per truckload.*. ocus on Total Eualitymanagement.B. 5ecrease in product lifecycles from *+F years to ?G+

@B months.

9i5e factors moti5ating supply chainredesign in Proctor and Gamble

Wh P d G bl i


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Why Proctor and Gamble isbetter than others/

". t has high brand loyalty.#. t has a 5ast distributionchannel.

$. t has high inno5ati5eproducts.%. ts pricing strategy.

&. igh Euality of theproducts.


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Jin8u Ais-as! No ""%*%&

n5entory !ri5er


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n5entory !ri5erMaintained by P G

(hile it s very much on top of itssupply chain game, 1rocter : 6amblestill sees opportunity in reducing itsworldwide inventory levels.

That e8plains why the company isputting so much emphasis onemerging Hmulti+echelon inventorymanagement technology to keepinventory levels down and customerservice high.


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6 fresh loo8 atn5entory Bptimi7ation

Many companies are no- acti5elyree5aluating their in5entorymanagement processes andtechnologies3 says research 4rm6berdeen Group.

Nearly t-o:thirds of therespondents to an 6berdeen studysay they ha5e recently made orbeen as8ed to pro5iderecommendations to managementon ho- to impro5e their in5entory

management technology.

The ne- focal point is in5entoryoptimi7ation3 based on ne-insights from mathematicalmodels that allo- managers to

M f t i g d


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Manufacturing andButsourcing

P G has o5er "$+ manufacturingfacilities in o5er %+ countries. Thesefacilities handle the maIority ofP Gs production. Sometimes they use contract

manufacturers on a longer:termbasis for reasons of costeKecti5eness

n addition3 many of theirproducts simply do not lendthemsel5es to shipping longdistances.

The e?ception to this -ould be-here uniEue manufacturingcapability e?ists in one region andthey are able to economically ship

ategory


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ategoryManagement

CustomerDataRetailer

ConsumerDataManufacturer

MarketDataThird Party

Data Integration

Decisions


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6AC 6nalysis

de)nean inventory categorizationtechni4ue often used in materialsmanagement

A IT#' ! very tight control andaccurate records.

2 IT#' ! less tightly controlled

and good records. & IT#' ! simplest controlspossible and minimal records.


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Pareto analysis 1sometimesreferred to as the )+L#+ rule andas 6AC analysis2 is a method ofclassifying items3 e5ents3 oracti5ities according to theirrelati5e importance.

Close control is more importantfor fast mo5ing items -ith a highunit 5alue. Con5ersely3 for slo-mo5ing3 lo- unit 5alue items thecost of the stoc8 control system

may e?ceed the bene4ts to begained and simple methods ofcontrol should be substituted.

Pareto 6nalysis

The n5entory Cur5e


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The n5entory Cur5e6nalysis


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Misbah


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Procter Gamble

nformation is

P Gs uniEueasset.


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(e think, better data analysis is the heart how 1:6will improve productivity

". Getting the Jight Tools and Technology To be a competitive organization, they must have thecapability of getting the right tools as well as enoughtechnological support.

#. Putting the Jight People in the right places 1:6 is pretty well known for grooming managers andtraining people for its future needs. Analytics is now a

skills area of particular focus.

$. Auilding the right culture.It may be called as Kcultural revolution.K which is

more appropriate. Tools like 2usiness phere can

P G !atabase and


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P G !atabase andnformation Systems

Jecently3 P G reali7eda need to audit adatabase. nformationin the M G6repository helped GASEuic8ly identify thedatabase o-ners sothey could be lin8ed

immediately -ith theauditors.

Protecting con4dential

information and


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Sa77ad ossain! No ""%*%(

bl


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Some Problems arose inP Gs Supply Chain

!uring "**+s the organi7ationsales and shares -ent do-n.

n5est in too many things.

Poor ser5ice le5el -ith customer. !ont concern about customer

satisfaction. ired too many people. >ac8 of communication bet-een

employees and customers .


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Solution

n @une #+++ 6lan G >a0eybecomes ne- P G C B.

9ocused in customer 5alue3need and -or8 more closely

-ith the retailers. Auild a strong relationship

-ith customers. Creates a leadership

training centre. Creates Global >eadership

Team. Butsource some acti5ities.


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Somiron alder! No ""%*+*

a enges or roctor an


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a enges or roctor anGamble

!istribution location.Transportation cost.


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Conclusion

The success of a business al-aysdepends on the -ay their product orser5ice is mar8eted and produced asit is the most crucial stage of abusiness. With proper supply chainManagement programs a business-ill 0ourish. With eKecti5eimplementation of supply chain canma8e a company more establishthan other company.


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Thank LouAll

supply chain management of p&g

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