scholarly journals Customer Claims in Automobile Spare Parts Industry – A 3PL Perspective

2019 ◽  
Vol 8 (4) ◽  
pp. 7810-7813
Keyword(s):  
Inventory Management ◽  
Enterprise Resource Planning ◽  
Automobile Industry ◽  
Processing System ◽  
Resource Planning ◽  
Spare Parts ◽  
Stock Management ◽  
Warehouse Management ◽  
Customer Order ◽  
Wear And Tear

Automobile OEM (Original Equipment Manufacturer) has two key lines of business. One being the main equipment sales and the other being spare parts associated to the original equipment. This line of business is either called as After Sales Market / After Market / Spares Market. As part of wear and tear of spare parts of original equipment service and replacement of spare parts comes into picture. A 3PL organization is selected by OEMs to manage their after sales service. Primary responsibilities of a 3PL includes warehouse management where the spare parts of OEMs are received, stored, order processed and delivered to OEM’s end customers. Hence, 3PL companies have major share in ensuring accurate delivery of spare parts to OEM’s end customers. Any wrong or shortage or excess delivery (which is termed as Customer Claims) impacts the customer satisfaction level and adds up logistics cost to both 3PL organization and OEM. This paper aims at evaluating the core reasons behind customer claims. In completing this research, the population selected for study is from 3 leading automobile OEMs and 1,00,000 samples. The results have shown that the key drivers of customer claims are due to stock management in warehouse managed by 3PL organization in following areas of operation.  Inbound (Gate entry of vehicles, Unloading, Physical verification of unloaded stock, Physical putaway of parts in warehouse storage locations)  Outbound (Customer order registration, Picking instructions from the sales order processing system, Physical picking of parts, Packaging of picked parts, Despatch and Delivery at customer end) In the above-mentioned key process areas ERP (Enterprise Resource Planning) application or WMS (Warehouse Management System) or Inventory Management application plays a significant role in avoiding or minimizing customer claims. Apart from applications and Information Technology systems, skill of staff and operatives, discipline of operatives, system controls influence extensively in customer claims to be generated. Background/Objective: To investigate deeper into causes that impact customer claims from 3PL service provider view. Methods / Statistical analysis: The results are based on about 1,00,000 samples for a periodicity of 6 years from 3 major automobile industry linked 3PL organization. Results/findings: The claim samples showed significantly higher due to pick issues ~ 41.7% and wrong labelling issues ~ 42.34%. Other reasons contribute about 15.96% Conclusion: The analysis offers a clear distribution of root causes in the collected samples.

Inventory Management, a Decision Support Framework to Improve Operational Performance

2012 ◽  
pp. 581-600
Author(s):  
Jan van den Berg ◽  
Guido van Heck ◽  
Mohsen Davarynejad ◽  
Ron van Duin
Keyword(s):  
Supply Chain ◽  
Decision Support ◽  
Inventory Management ◽  
Enterprise Resource Planning ◽  
Resource Planning ◽  
Performance Improvements ◽  
Decision Support Framework ◽  
Comparable Performance ◽  
Potential Benefits

Enterprise Resource Planning systems have been introduced to support the efficient and effective execution of business processes. In practice, this may not fully succeed. This also holds in particular for inventory management (IM), which forms a part of supply chain management. Within this research, by analyzing the IM business process theoretically, eleven potential benefits are indicated. Next, by using a Business Intelligence approach, key performance indicators (KPIs) are selected to measure the performance of IM sub-processes. Integration of these approaches yields an IM performance decision support framework that can be used to obtain a generic, coherent picture of the fundamental IM processes in an organization. In addition, by tracking and analyzing KPI measurements, adequate decisions can be prepared towards the improvement of the operational IM performance. The proposed framework is validated using experts’ opinions and a comparative case study. The experts’ comments yielded a list of top-10 KPIs, based on the measurements of which a set of quick wins can be determined. The case study results show that some of the identified potential benefits are also observed in practice. Future research may reveal that comparable performance improvements are possible in other IM environments (and even in other supply chain domains) based on similar decision support frameworks.

ERP Adoption in Indian Organizations

2005 ◽  
pp. 1102-1107
Author(s):  
Monideepa Tarafdar
Keyword(s):  
Inventory Management ◽  
Enterprise Resource Planning ◽  
Business Processes ◽  
Resource Planning ◽  
Social Contexts ◽  
Erp Systems ◽  
It Use ◽  
Manufacturing Resource Planning ◽  
Wide Availability ◽  
Erp Software

Enterprise resource planning (ERP) systems integrate various functions and processes in organizations. ERP software is developed in the form of different modules, each of which helps to perform distinct functions within the company. The modules interface with the same database and are integrated so that workflows can be designed across different modules. The software helps standardize business processes and ensures organization-wide availability of transaction data. ERP software evolved from earlier manufacturing resource planning (MRP) systems, which included inventory management, procurement and production planning functions. The implementation of ERP software started in the early 1990s and during the late 1990s, the growth rate of the ERP market was between 30 to 40%. As of 2001, 30,000 companies around the world had implemented ERP and the total value of the ERP market was at $25 billion. There is not much literature relating to ERP implementation and adoption in companies in Asia and other parts of the developing world. These organizations face issues that are significantly different from those faced by organizations in the developed world, because of differences in the sophistication of IT use, and in the cultural and social contexts. In this article, we describe some experiences that companies in India have gone through in implementing ERP systems. We present a framework for analyzing the critical factors and issues that influence the ERP adoption process, and highlight the areas of opportunity and risk. The framework is sufficiently general so as to be extended to other developing countries.

scholarly journals Pemodelan Enterprise Resource Planning pada Perusahaan Ritel

2021 ◽  
Vol 17 (1) ◽  
pp. 17
Author(s):  
Tri Retnasari
Keyword(s):  
Open Source ◽  
Enterprise Resource Planning ◽  
Resource Planning ◽  
Warehouse Management ◽  
End User

Perusahaan ritel yang bergerak di bidang perdagangan produk olah raga yang memiliki lebih dari 900 cabang di beberapa kota besar di Indonesia. Tidak semua jenis produk ternama masuk ke satu ritel, namun dibagian "Inventory and Merchandise" dapat memilih produknya masing-masing. Produk yang masuk disesuaikan dengan kategori brand ritel tergantung lokasi dan Store (Warehouse Management). Odoo adalah aplikasi web open source yang digunakan sebagai aplikasi sistem IT untuk menyelesaikan masalah manajemen transaksi bisnis. Sistem Enterprise Resource Planning (ERP) digunakan sebagai salah satu solusi bagi perusahaan yang memiliki kompleksitas bisnis yang cukup tinggi. Sistem ERP sendiri di buat untuk mendukung jalannya proses bisnis dengan cara menyediakan informasi yang cepat update dan saling terintegrasi setiap departemen fungsional perusahaan. Sistem ERP dapat menggunakan lebih dari Intranet, tetapi juga menghubungkan jaringan dengan internet, sehingga memudahkan pengguna untuk memasukkan data, mengolah dan menghasilkan hasil berupa laporan yang dapat diselesaikan secara online. Pengguna hanya perlu menginstal modul yang diperlukan. Standar yang tersedia adalah sistem secara global. Dalam penelitian ini, penulis mencoba menggunakan Odoo pada sistem perusahaan retail. Sistem yang dirancang dengan maksud agar mempermudah end user atau administrator dalam mengelola proses bisnis dalam hal pertukaran data ketika tidak terhubung dengan internet, kemudian dapat mempermudah melakukan proses sinkronisasi data ketika akses internet setelah terhubung.

A Challenge in Organizations

2021 ◽  
pp. 1-15
Author(s):  
Dário Ribeiros ◽  
Paula Ventura ◽  
Silvia Fernandes
Keyword(s):  
Cloud Computing ◽  
Enterprise Resource Planning ◽  
Resource Planning ◽  
Planning System ◽  
Stock Management ◽  
Gas Distribution ◽  
Enterprise Resource Planning System ◽  
Current Process ◽  
Dmaic Method ◽  
Reduce Execution Time

The chapter intends to exemplify process innovation challenges and trends. A case is studied—stock management—at an important enterprise in Portugal. It involves the analysis and improvement of this process within a firm related with gas distribution. Stock management is critical to deliver value to other processes such as sales. This issue has led to a focus on improving the inventory process. As it involves sub-value chains, this work highlights a comparison between current process and its proposed redesign. DMAIC method (define-measure-analyze-improve-control) is systematically applied, and new data emerge from tests made in the ERP (enterprise resource planning system) of the company. The improved process tends to greatly reduce execution time, as well as the number of actors and amount of information circulating outside the system. Other aspects are studied in line with new trends in ERP platforms due to cloud computing.

ERP Adoption in Indian Organizations

2008 ◽  
pp. 2232-2243
Author(s):  
Monideepa Tarafdar
Keyword(s):  
Inventory Management ◽  
Enterprise Resource Planning ◽  
Business Processes ◽  
Resource Planning ◽  
Social Contexts ◽  
Erp Systems ◽  
It Use ◽  
Manufacturing Resource Planning ◽  
Wide Availability ◽  
Erp Software

Enterprise resource planning (ERP) systems integrate various functions and processes in organizations. ERP software is developed in the form of different modules, each of which helps to perform distinct functions within the company. The modules interface with the same database and are integrated so that workflows can be designed across different modules. The software helps standardize business processes and ensures organization-wide availability of transaction data. ERP software evolved from earlier manufacturing resource planning (MRP) systems, which included inventory management, procurement and production planning functions. The implementation of ERP software started in the early 1990s and during the late 1990s, the growth rate of the ERP market was between 30 to 40%. As of 2001, 30,000 companies around the world had implemented ERP and the total value of the ERP market was at $25 billion. There is not much literature relating to ERP implementation and adoption in companies in Asia and other parts of the developing world. These organizations face issues that are significantly different from those faced by organizations in the developed world, because of differences in the sophistication of IT use, and in the cultural and social contexts. In this article, we describe some experiences that companies in India have gone through in implementing ERP systems. We present a framework for analyzing the critical factors and issues that influence the ERP adoption process, and highlight the areas of opportunity and risk. The framework is sufficiently general so as to be extended to other developing countries.

scholarly journals Gap Analysis between ERP procedures and Construction procedures

2019 ◽  
Vol 266 ◽  
pp. 03011
Author(s):  
F.S.T. Hewavitharana ◽  
A.A.D.A.J. Perera
Keyword(s):  
Construction Industry ◽  
Inventory Management ◽  
Enterprise Resource Planning ◽  
Asset Management ◽  
Ad Hoc ◽  
Gap Analysis ◽  
Resource Planning ◽  
Erp Systems ◽  
Chi Square ◽  
Finance Management

Although Enterprise Resource Planning (ERP) offers many benefits to the construction industry, construction companies still hesitate to adopt ERP systems. This may be due to long-term practiced ad-hoc behaviors in the construction industry, which do not match with the standard procedures embedded in ERP systems. Therefore, through this research, it is expected to evaluate the gap between construction procedures and ERP procedures technically. Hence, to obtain indicative data for the study, a questionnaire was designed and distributed to selected 210 individuals among contractors, subcontractors, and clients in the Sri-Lankan construction industry who have used ERP. In total, 174 completed questionnaires were returned and then statistically analyzed using Chi-Square test with the Mini tab tool. It is concluded that there is a significant gap between the construction procedures and ERP procedures in identified fields related to the construction industry. The highest significant gap exists in the field of Inventory management with Chi-Square 158.766 > 9.48. And HRM (142.366), Asset Management (130.264), Finance Management (126.267), Site Operation (103.793), Project management (53.88), Purchases (34.324), Petty cash (28.337), Estimating and Tendering (22.148), Sub-Contractor management (0.492) respectively. Ultimately with the identified gaps, a framework was established to meet the organizational processes and ERP processes.

Working capital management practices in India: survey evidence

2017 ◽  
Vol 43 (3) ◽  
pp. 331-353 ◽  
Author(s):  
H. Kent Baker ◽  
Satish Kumar ◽  
Sisira Colombage ◽  
Harsh Partap Singh
Keyword(s):  
Inventory Management ◽  
Enterprise Resource Planning ◽  
Management Practices ◽  
Statistical Significance ◽  
Resource Planning ◽  
Capital Management ◽  
Working Capital ◽  
Working Capital Management ◽  
Content Type ◽  
Cash Conversion Cycle

Purpose The purpose of this paper is to investigate the working capital management (WCM) practices adopted by Indian firms listed on the National Stock Exchange (NSE). Design/methodology/approach Using a questionnaire, the authors gather data from 110 financial managers and use various statistical techniques to test for statistical significance. Findings The evidence shows that the majority (54.5 percent) of sample firms follow a moderate approach in financing their activities, which involves a trade-off between liquidity and profitability. Respondents tend to use an informal approach for WCM and consider receivables management as the most important component of WCM. In terms of WCM monitoring and financial measures, respondents mainly consider the cash conversion cycle and net working capital. Indian firms tend to use centralized cash management and rely heavily on material requirement planning (MRP) and enterprise resource planning (ERP) for proper inventory management. Research limitations/implications Tests involving firm size, foreign sales, and average age do not differ significantly between the NSE-listed firms and the sample firms. This evidence lessens concerns of non-response bias and the ability to generalize the findings to Indian firms. Originality/value By updating and extending previous research on WCM, this study fills a gap in the literature by providing insights into practices adopted by Indian firms in managing WCM and its components.

scholarly journals A Study of Inventory Control Systems by Jamaican SMEs in Retail and Manufacturing/Distribution Industries

2017 ◽  
Vol 12 (8) ◽  
pp. 1 ◽  
Author(s):  
Fashaya Johnson ◽  
Thanasak Ruankaew
Keyword(s):  
Best Practices ◽  
Organizational Behavior ◽  
Financial Performance ◽  
Inventory Control ◽  
Inventory Management ◽  
Enterprise Resource Planning ◽  
Business Performance ◽  
Control Strategies ◽  
Resource Planning ◽  
Future Research

It is widely accepted that firms can achieve effective inventory management with the right strategies. This study analyzed the inventory control strategies of small to medium-sized enterprises (SMEs) in Jamaica. The objectives of the study were to identify whether these companies used the “best practices” in inventory control, the effects of their strategies on business performance, and the factors that affected the development of their strategies. The study employed a methods triangulation approach that included case studies, interviews, questionnaires, and observation with a focus on twelve inventory-intensive SMEs in retail and manufacturing/distribution industries. The SMEs were found to use common inventory control strategies such as stock counts, Enterprise Resource Planning (ERP) systems, forecasting, and inventory classification.The findings of this study support institutional theory and isomorphism because it was discovered that due to external influences, firms studied within the same industry adopted similar strategies, and even in different industries, the ‘best practices’ in inventory control were the same. The drivers of this isomorphic organizational behavior were found to be costs, government regulations, and imitation of successful strategies in other companies. The SMEs surveyed were classified as semi-automated due to limited automation and confirmed success in their inventory management. The study validates the existence of institutionalism among SMEs in the retail as well as manufacturing/distribution industries in Jamaica. A broader scope examining larger firms and other industries would further identify isomorphic organizational behavior across the Jamaican business landscape. For future research, an investigation of financial performance and changes and adoption of new inventory control strategies of Jamaican SMEs is recommended to achieve a broad view of inventory management on the financial performance of Jamaican SMEs.

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