The Supply Support Activity (SSA), which is the Army’s grass root warehousing facility, is the nuts and bolts that holds together the elite fighting machine we call the United States Army. It is the place where all classes of supply are received, processed and issued to customers, it is also the place where the RL process begins. The Army has recently moved to a new and innovative warehousing platform known as the Global Combat Support System–Army (GCSS-A). GCSS-A is an Enterprise Resource Planning (ERP) system powered by SAP. This system integrates financial, maintenance, and warehouse management into one central system, whereas, in previous years these operations were separate, thus creating a disconnect between the systems in many cases.
Lowe’s is a home improvement warehouse that was founded in 1946 as a single store and since has grown to become the second largest in the world. As technology has evolved, Lowe’s has made many advances incorporating new systems and devices to stay competitive. The purpose of this paper is to evaluate the information technology management systems used at Lowe’s. It will look at Porter’s Five Force Model, supply chain management; data base management system, five agent-based technologies, e-commerce and system development lifecycle. Furthermore, it will look at business continuity planning, emerging trends and security vulnerabilities relates to the organization to remain competitive.
With different prices and services across the facilities, management is trying to identify opportunities to standardize costs and services across the business units. The goal of this case study is to update Deere and Company’s logistics by recommending solutions to cut logistics cost by 69 million over 3 years
This paper will not bore with the definition of a profession. The United States Army is about more than words, it is about action. The action of over 238 years of tradition and service. The Army is a profession. A profession requires its members to adhere to prolonged training and learn specialized skills. A member of a profession must wholly commit himself and his skills to a calling which is entrusted by the public. A profession provides its members with intrinsic value which motivates beyond financial gain. The Army is a higher calling which demands all of these qualities and more.
Ridgeline Mountain Outfitters has been in business since the late 1980’s and currently operates a combination of brick and mortar retail stores, catalogs, and online sales. Over the lifespan of the company, RMO has implemented a complex set of information systems applications to support operations and management. Unfortunately, due to growth and technology antiquation, these systems are no longer keeping up with customer expectations and there is a gap between the existing capabilities in RMO systems that support sales and customer interactions. Supply chain management (SCM) and customer support systems (CSS) are the two system areas that need to be enriched. SCM is the highest priority and will need to be developed first to ensure that the
There are limited Excepted Hiring Authorities (see GPPA). When hiring T5 civilians under excepted service authority we may hire under Schedule A, B, C, D and VRA (to include veterans, disabled persons, students/interns (Pathways)) authorities (which we do not used presently).
Since its declaration of independence from Great Britain, the United States has experienced wars of many different sorts. Each war introduced a new kind of warfare. The Revolutionary War introduced for the first time in American history, the idea of naval warfare. Ships were armed with dozens guns and carried several dozens of men. The musket, armed with its bayonet as well as the cannon proved to be worthy weaponry advancements in the infantry together with various pistols. The Civil War introduced the revolving pistol as well as the Gatling gun which enabled soldiers to produce rapid fire and destroy enemies in large quantities with a single round. New technological advancements in transportation such as the railroad, enabled large quantities of troops to travel to a given area in nearly half the amount of time. However, the turn of the twentieth introduced new technological advancements in the country as well as the military. This ignited a century of technological advancements in the military that has enabled the United States to excel in militaristic domination.
Leaders must think to survive in every form of physical and mental conflict. Army leaders are responsible to solve problems, from “the mundane to the magnificent’ , with an expectation of complete success in determining the best possible decision to a given problem. Utilizing cognitive training tools to expand a stagnate mind (Drs. Paul and Elder’s Eight Elements of Thought) and following proven models of success (Army Problem Solving Process) facilitate a positive outcome for Army officers when they are making difficult decisions. Drs. Paul and Elder developed eight elements of thought that assist Army officers and provide additional definitions to the thought categories in the seven steps of the Army Problem Solving Process.
This matter is personal for me Everything is based on my personal experience as a 92Y – Unit Supply Specialist. I have 26 years in the supply sector. The US Navy has training me for 13 years as a PC (Postal Clerk). In US Army, I am a trained as a 92Y – Unit Supply Specialist for 13 years. What available resources that supports my claim that a 92Y Unit Supply Specialist soldier is the perfect candidate for a profession as a purchasing agent? The duties as a 92Y – Unit Supply Specialist and the duties of purchasing will be explained in greater detail. Then, what recommendation supports my claim. Finally, how does this profession reflect me as an individual.
According to Gartner, SAP SCM accounts for about 19 % of the global market share (“SAP Software Review”, 2014). SAP has very good lineup of Supply Chain Management software features and robust functionality (“SAP Supply Chain Management", 2014, 2014). SAP SCM is already integrated and used by many global companies around the world. An interesting feature of SAP SCM is its upgradability .Recent survey says that 67% of the users have upgraded after the extended maintenance agreement was up and 95% of SAP users are planning to upgrade from their previous versions (Wailgum, 2012). SAP SCM comes up with a set of powerful tools which exceed the business process automation, thereby helping the global organizations in making strategic management decisions by reporting future needs (“SAP Software Review”, 2014). With SAP multiple forecast modeling techniques are available and it also selects the best fit model. This accurate forecasting is achieved by incorporating factors such as trends in product lifecycle, bill of materials, causal forecasting in addition to demand history. Th...
Logistics operation requires highly synchronized delivery of force and sustainment supplies a critical component to achieve battlespace dominance and defeat enemy line. Just-in-time approach in this process helped to reduce overall variability in the process and enabled logistics to reach location in a timely manner. Reducing footprints in logistical activities in battle space also helped in reducing costs from utilizing fewer people, equipment, facilities and lower inventories. Other than these two important objectives the framework of defense logistics encompass on five other supporting principles including accountability for process performance, continuously shared knowledge, Maximize commercial contracting of logistics activity outside the battle space, allocate logistics tasks to coalition partner and overall simplicity in planning and
In today’s operational environments, the U.S. Army is facing a range of problems and mission sets that are arguably more complex than previously encountered. Forces face an array of demands that encompass geo-political, social, cultural, and military factors that interact in unpredictable ways. The inherent complexity of today’s operations has underscored the need for the Army to expand beyond its traditional approach to operational planning. In March 2010 in FM 5-0: The Operations
Inventory management is a method through, which a business handles tangible resources and materials to ensure availability of resources for use. It is a collection of interdisciplinary processes including a full circle from the demand forecasting, supply chain management, inventory control and reverse logistics. Inventory management is the optimization of inventories of manufactured goods, work in progress, and raw materials. According to Doucette (2001) inventory management can be challenging at times; however, the need for effective inventory management is largely seeing more as a necessity than a mere trend when customer satisfaction and service have become a prime reason for a business to stand apart from its competition. For example, Wal-Mart’s inventory management is one of the biggest contributors to the success of the company;
Since UPS’s establishment, the company aims to provide “best service and lowest rates.” UPS aims to have the best service through satisfying their customers with timely and accurate shipments. The DIAD tracks information through the scannable bar-coded label and gives the drivers the best delivery route. The package tracking system gives the customers real time feedback to package whereabouts. The Web-based Post Sales Order Management System (OMS) manages global service orders and inventory for critical parts fulfillment. High-tech electronics, aerospace, medical, and other companies can receive critical packages quickly. The system allows for orders to be placed online and track parts from the warehouse to the final user. The customer is informed on each shipment milestone and changes in delivery. The UPS Supply Chain Solution allows for other subscribing companies to use UPS’s systems and infrastructure to handle their deliveries at a cheaper rate than on their own systems. Thus, the company meets their goal to offer the lowest
Coyle, J., Langley, C., Gibson, B., Novack, R. and Bardi, E. (2008).Supply Chain Management: A Logistics Perspective. 8th ed. Cengage Learning, p.366.