Archive - Integrated Supply Chain Management Platform RSS Feed

Supply Chain Management: Preparing for Material Shortages?

Supply Chain Management: Preparing for Material Shortages?Much is made of the impact that natural disaster can have on the supply chain, but businesses in the manufacturing sector are also having to think more strategically about sourcing materials which are becoming ever more rare as we consume more. The British Geological Society has gone on record to state that 52 commonly used minerals are now classified as rare. More troubling still is that 27 of these can only be obtained from China.

Alarm bells ring for supply chain managers whenever their business is forced into a single channel as the margin for knock-on effects on production and stock level is nullified. Where China is the only supplier of elements critical to high tech product development, the best that a business can do is source a number of suppliers to provide fail-over in the event of a disaster. That or stockpile materials, driving up prices in the market and increasing costs through warehousing and the like.

Sourcing additional suppliers can be costly and inefficient, particularly where a high degree of integrated supply chain management between buyer and seller is required. Each new supplier requires significant investment for full onboarding, in both time and money. The provision of a hosted supply chain portal or method by which systems can communicate automatically with minimum onsite intervention can reduce many of these costs whilst delivering the benefits expected of an integrated system.

And although these mineral shortages are currently restricted to high tech electronics manufacturers, other materials are certain to become scarce, affecting the wider manufacturing sector as a whole, regardless of output. The conscientious supply chain manager will be not only scouting for alternate materials and providers, but planning for the capacity required to support and maintain the business relationship.

Does your current supply chain management system provide the flexibility required to add additional capacity as and when required? Can it communicate cross-border without major intervention? If not, perhaps you’d best give Celtrino a call to discuss their Smart Admin platform which can do all this and more.


Posted on February 27, 2012 in Integrated Supply Chain Management Platform, Supply Chain, Supply Chain Management by
Tagged as , , , , , , ,
Comments Off

Boeing Prove Direct Integration Is Not Everything

During late 2011, Boeing finally began shipment of their latest aircraft, the 787 ‘Dreamliner’. Three years late and massively over budget, the Dreamliner has had a troubled route to market but Boeing executives are convinced that the changes the technological and manufacturing advances made during the project, coupled with their new approach to supply chain management will reap major benefits in the future.

Prior to the Dreamliner, Boeing bought parts from suppliers before assembling the finished aircraft themselves. The 787 project however required suppliers to design and build major sections of the aircraft before delivering them to Boeing. The ultimate goal was to reduce the final assembly time by Boeing to just three days.Supply Chain Management in Boeing

To make this ambitious plan a reality, Boeing implemented a collaboration hub which would bring together all 34,000 suppliers involved with producing parts for the Dreamliner. The system allows suppliers access to real time data to ensure that every single part is assembled in the correct order and delivered on time; with a three day assembly window, timing of deliveries is critical so that everything is in place at the right time.

The centralised data system means that every member of the supply chain is immediately aware of any potential delays and can adjust their assembly and delivery schedules accordingly. As the primary buyer, Boeing are able to gain an instant overview of the entire supply chain, so that parts are only ordered as requested and helping to speed payment of invoices between suppliers.

One of the most notable aspects of Boeing’s new supply chain management platform is that it is not reliant on every supplier having the same ERP systems in place in their businesses. Instead of using a proprietary EDI format to join inventory and accounts systems, the new Boeing platform collects and retains information in the online hub.

Although Boeing’s new cloud-based supply chain management system has revolutionised the way that the business operates in terms of efficiencies and future cost savings, there remains room for improvement. Using a platform which allows for transparent data transfer between ERP systems would further reduce complexity and potential data duplication between onsite systems and Boeing’s portal. Time will tell whether Boeing’s supply chain management system undergoes such an evolution.

 


Posted on January 17, 2012 in Cloud Computing, ERP, Integrated Supply Chain Management Platform, Supply Chain Integration, Supply Chain Management by
Tagged as , , , , , , , , , ,
2 Comments

UniPhar Group nominated for “Best Use of Technology in Procurement” at The 2011 National Procurement Awards!

The National Procurement Awards 2011There is always a strong sense of pride when one of your customers is nominated by their peers for a best-in-class award at an annual gathering of industry experts. The sense of pride is in part a vindication that your customer chose well in selecting you to deliver such a strategically important solution, also as we delivered what the customer wanted on time and budget and finally, a well-deserved feeling of confidence in a job well done.

Tonight, at the National Procurement Awards, Uniphar is nominated in the category for ‘Best Use of Technology in Procurement.’ Uniphar has been nominated for its Link service and it is testament to its success as it has been live just over one year. The web-based customer portal enables Uniphar Group to manage all interactions with member pharmacies from a single central point. The pharmacies can place orders online at any time, view up-to-date orders, process invoices and other key information.

Uniphar LinkTom McKenna who is the Commercial Director at Uniphar Wholesale puts everything in context when he says, “Identifying that a large group of independent pharmacies buying together could get the same type of purchasing discounts as a chain – that is not innovation, it is just plain economics. Where the innovation lies is in creating a procurement system that will save pharmacy managers time and effort, as well as money.”

As the clock ticks down to the ceremony tonight, we wish Tom and his team every success and do hope that they pick up the top award. It would be the icing on the cake to a job well done!


Posted on November 17, 2011 in Announcements, Cloud Computing, eProcurement, Integrated Supply Chain Management Platform, Pharmacy Sector, SaaS by
Tagged as , , , , , , , , ,
Comments Off

Dockets in Pockets

What is ‘Dockets in Pockets Syndrome’?  Here at Celtrino we use the phrase to describe a situation which any warehouse manager or other staff member working in goods receipt will recognise only too well. Dockets in Pockets Syndrome boils down to an incomplete paper trail which is a cause of major headaches and financial problems for buyers, suppliers and any other parties involved in the supply chain.Missing delivery notes - Dockets in Pockets

Essentially the whole situation tends to boil down to a couple of well-worm excuses to explain away missing paperwork:

  • “I forgot”
  • “I thought someone else had done it”
  • “It’s not my fault”

Fundamentally the whole “Dockets in Pockets Syndrome” can be distilled into two words; “human” and “error”.

What causes the Syndrome?

We call the problem “Dockets in Pockets” because one of the major causes of supply chain woes is an important piece of paperwork, such as a delivery note, being thrust into a pocket and promptly forgotten about. Several days or weeks later, as the hunt for the paperwork heats up, the offender realises their mistake and wheels out one of the excuses above.

For the worker caught in possession of the missing paperwork, denial becomes the default position in an attempt to ensure self-preservation. As realisation dawns on the errant worker they begin to consider the long term implications of their oversight and ask themselves “what will happen to me if I admit my fault?”

The fact that a major problem can arise from a minor transgression immediately makes them fearful and means they never get around to asking themselves “what will happen to my business if I don’t own up?”

When can diagnosis begin?

In a business reliant on paper-based purchasing, it may take several weeks for identification of a missing document, and even more to trace where it went and why. Factor in the time it takes to resolve such a problem and there could be a significant impact on the purchaser in terms of penalties incurred for failing to meet payment terms.

The problem will go unnoticed however until the Accounts Payable department realises that an invoice cannot be reconciled against a matching delivery receipt. If the receipt is missing, so too is the required paper trail to prove delivery required for payment.

The prognosis

If paperwork goes missing, even infrequently, severe financial consequences can follow. Resolving a gap in the paper trail can be time consuming and extremely expensive. Someone at both supplier and purchaser must investigate the issue to identify where the problem arose and to whom responsibility must be assigned.

Unfortunately a few high profile outbreaks of “Dockets in Pockets” syndrome could be enough to permanently damage a company. The only solution is to implement some form of procedure which removes the chances for human error to impact.

The Future

To combat Dockets in Pockets, processes need to be put in place to ensure:

  1. Was this delivery received?
  2. Was it fully accepted, or partially accepted?
  3. Is the invoice an accurate reflection of what was accepted at the back door?
  4. Whose job was it to receipt it?
  5. Why wasn’t it receipted?

The majority of issues that disrupt the supply chain occur outside the accounts payable department, but it is usually left to accounts payable to resolve them.  Effective supply chain management will ensure that these issues are identified and resolved long before the invoice hits the purchaser’s accounts payable department. In this example the non-return of an electronic goods receipt confirmation would have triggered a process within the supply chain notifying the various stakeholders that the failure has occurred and requires intervention.

The implementation of an electronic system to handle dockets will dramatically reduce the potential for human error. In fact a system like Celtrino’s Smart Admin is probably the only way to permanently prevent future outbreaks of Dockets in Pocket Syndrome.

 

 


Posted on November 16, 2011 in Business Process Automation, Electronic Proof of Delivery, ePOD, Integrated Supply Chain Management Platform, Supply Chain Performance by
Tagged as , , , , , , , ,
2 Comments

e-Invoicing Platform to partner with Microsoft Azure

Celtrino showcased the innovative SaaS-based integrated supply chain management solution at Microsoft Worldwide Partner Conference in Los Angeles.

Read more about our partnership with Microsoft Azure.


Posted on November 9, 2011 in Announcements, B2B Platform in the Cloud, Integrated Supply Chain Management Platform, Smart Admin, Supply Chain Management, Windows Azure by
Tagged as , , , , , , , , ,
Comments Off

Supply Chain Integration Introduction Part 5 – The Future

For businesses looking to implement their first supply chain integration systems, or those looking to improve that which they already have, the future of the methodology will remain of interest. The continued explosion of hosted systems (also known as Software as a Service – SaaS), has already begun to radically alter the supply chain integration landscape.

As discussed elsewhere throughout this short series of articles, supply chain integration is currently a job requiring extensive (expensive) expertise due to the complexities inherent in joining multiple computer systems. As with most technological advances, implementation of integrations should get inherently easier as on-site complexity is reduced. Suppliers will be faced with the choice of rolling out the exact same ERP system in each of their own businesses, or to outsource the EDI functions required to communicate between disparate systems to a third-party.The Future written on the white board

As cloud-based software and services continue to mature, the use of on-site systems becomes more expensive and effectively redundant. By outsourcing functions to the cloud such as invoicing and billing, businesses immediately benefit from a reduction in complexity and duplicated effort. An ideal Business Process Outsourcing (BPO) platform will take input from any ERP or accounting system, as Celtrino’s Smart Admin product does, and seamlessly convert and transfer the data to a receiving system. The onus for translation and EDI connectivity becomes the responsibility of the hosted service provider.

In such a scenario, the cloud service provider configures and maintains the EDI connectors for the systems of all of their service users, for the same subscription fee. The clients are then able to make savings on the costs of hiring EDI consultants every time a reconfiguration of the data interchange layout is required.

Business Process Outsourcing as part of a Supply Chain Integration is a hot topic and looks set to remain so for some time. As demand for BPO increases, service providers will be forced to further tune and improve their offerings. All this is great news for the customer and their customers in turn.

If you would like to know more about how Celtrino’s Smart Admin platform can be used to assist your business in Supply Chain Integration, please do not hesitate to contact us.

 
Supply Chain Integration Part 1

Supply Chain Integration Part 2

Supply Chain Integration Part 3

Supply Chain Integration Part 4

 


Posted on October 26, 2011 in B2B Platform in the Cloud, Business Process Outsourcing, Integrated Supply Chain Management Platform, Supply Chain Integration, Supply Chain Management, Supply Chain Performance by
Tagged as , , , , , , , , ,
Comments Off

Upstream and Downstream – Navigating the Supply Chain

Upstream and Downstream in Kanuti River, Alaska.In terms of metaphors, the river is a perfect picture of a general supply chain. At the river’s source lies the producer of the raw materials. He loads his wares onto a boat and sails downstream until he reaches his buyer whereupon he offloads his goods, takes his payment and sails back upstream to his home. The buyer then assembles the raw materials into a product and ships them further downstream to his buyer. The goods travel downstream and a payment is returned upstream. This process continues down the length of the river until the finished goods are sold to the consumer.

In terms of the river, two things always happen. Goods travel downstream and money travels upstream. And so it is with the supply chain.

In the event that the supplier at the start of the river delivers directly to the end customer, the supply chain is a simple two stage process. Once there are multiple buyers and suppliers involved however, the supply chain becomes more complicated.

Also worthy of consideration is the fact that the cost of the intermediate goods rises with each stop. Value is added to the product at each intermediate stage and prices must also rise to cover mounting costs.

At this level, everything is still quite simple without any obvious room for efficiency savings. However, add an accounts department at each stop and the process immediately becomes more complex. The buyer has to send a purchase order to the supplier upstream before the goods can be sent downstream adding another journey to the supply chain. An invoice can be sent along with the goods, but payment and remittance advice will not be available immediately upon presentation, so that means another trip upstream to clear the account. Suddenly the supply chain is slowed considerably. Instead of a simple there-and-back trip, the are now three or four journeys required for one hop in the overall supply chain.

At this point, only the introduction of a system which links both up and downstream but which exists outside both can make the efficiency savings required to maximise profit and ensure value added is retained as profit. Adding an electronic supply chain integration platform such as Celtrino’s Smart Admin system obviates all the journeys back and forth with bits of paper between suppliers and buyers – almost like sending a carrier pigeon between both parties and saving the ship’s captain a number of trips.

Less trips, means lower costs. Tying seller and buyer together with an integrated supply chain management helps increase efficiency and everyone shares in the increased profits.


Posted on October 24, 2011 in B2B Platform in the Cloud, Electronic Remittance Advice, Integrated Supply Chain Management Platform, Supply Chain Integration, Supply Chain Management, Supply Chain Performance, Supply Chain Upstream and Downstream by
Tagged as , , , , , , , ,
Comments Off