You are probably familiar with one of these situations.
- Anticipated and planned, but without results
- The end client may have a regular request, but my factory receives a variety of requests
- The factory doesn't deliver what was requested
- The Production is not steady
- The activity variations prevent the standardization of tasks
- Our production is proportioned for maximum capacity, but hardly reaches the anticipated goal
- Too much overtime in production
- Our clients receive poor deliveries (delays, insufficient quantities or references)
- Our exceptional transportation costs have increased
- There are enormous difficulties in the event of shortages and a lot of inventory
- Our image is increasing in reputation with clients.
- Its the clients fault. The client is not reliable!
- The clients method of making a request isnt understood. Unlikely!
- Your suppliers provide poor delivery (unsatisfactory demand rate, frequent production control breaks)
- No reactivity to needs, no flexibility
- Anyway, with this supplier nothing can be done.
- It is the suppliers fault. They are incompetent!
- Our logistical costs are really too high
- Too much manpower is used and there are too many structures for logistics management
- Our receiving docks are full and the shipping zones are unorganized
- The inventory is overstocked and there are no good references at this time
- It's also not always possible to find it!
- Anyway, there is too much inventory!
Lets face it this is heard too often in factories. The PC&L organization and standard logistical procedures are the best resources for implementing physical and informational management and putting this situation under control.
The Supply Chain approach provides a regular system for:
- continuous store and delivery procedures
- production and stores at a Consistent level of efficiency
- controlled inventories that fulfill their role for proper placement and storage
- regular, frequent and standardized transportation lines (internal and external)