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The scope and role of facilities management in an organization
The scope and role of facilities management in an organization
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In today’s competitive environment, organizations are directing their focus to the importance and impact a facility location can have on meeting strategic goals, at the lowest possible cost. A facility location decision is a complex task that involves both qualitative and qualitative factors to achieve and sustain an efficient supply chain. Facility location decisions closely involve other supply chain management decisions such as transportation and inventory management; however these factors can be adjusted with relative ease in order to respond to changes in demand and throughout the supply chain. Conversely, decisions regarding facility locations are “often strategic in nature and entail long term decisions, exposing firms to many uncertainties during the lifetime of a facility” (Baron, Milner, & Naseraldin, 2011, p. 774).
The facility location decision involves several fundamental questions such as “where to locate the organization's production facilities, how large each should be, what goods or services should be produced at each location, and what markets each facility should serve” (Soltani, 2009, p. 657). In addition to these questions, management is tasked with identifying future uncertainties such as work force, social and cultural factors, tariffs and tax incentives, geographic proximity to customers and suppliers, local economies, as well as weather. An important aspect for an organization to understand is the impact that future growth may have on their business model and long term goals. Once a facility location decision is implemented, the decision is hard to reverse. However, the successful implementation of a facility location enables the organization to gain a competitive advantage while providing high le...
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...portant factor, companies are shying away from countries with historically lower labor costs and are focusing on labor qualification, flexibility and mobility. This focus contributes to the overall success of a facility location by being able to retain a skilled workforce and quality of life.
The complex task of evaluating a facility location is one that will have a long term affect on a company’s success in the industry and long term goals. The evaluation process is a long a tedious task that involves all members of the supply chain, where each of these factors play an important role in the facility location decision. In order for a successful relocation or expansion decision to be made, these factors should be ranked and weighted in accordance to the companies long term goal in order to gain a competitive advantage and maintain high customer service levels.
Gulfstream Aerospace is one of leading corporate jet manufacturers in the world. They have been building jets since the late 50’s and continue to create top of the line aircraft which have become the status symbol of success. With their success comes an extensive company infrastructure and supply chain. First, we will discuss how Gulfstream uses the location to maximize the effectiveness of its supply chain. Then we will look at the business case for Gulfstream’s approach to its supply chain, and in particular, does it make sense to have a car follow supplies while it is on the rail system. Finally, we will look at Gulfstream’s to the “just in time” manufacturing and its strategic approach to choosing locations.
Another key driver for resurgence of U.S. manufacturing is supply chain innovation and according to a survey by Supply Chain Digest of 340 supply chain manager in 2012 showed an important decision driver for off-shore manufacturing is speed to market. In order to reduce the time of product to market corporates leaders are locating manufacturing facilities in U.S. which enhances the ability to understand customer requirements and react quickly throughout the entire value chain when requirements change hence favor production that is slated for U.S. consumption (Ludwig & Spiegel,
Homogeneity of products is depicted as goods and services that are same or comparable in nature. Since goods are homogenous, firms feel committed to vie for any relative point of interest that they can increase over their opposition. The more homogeneous the product in any industry the further we would expect to see competition (Spar and Yoffie 155). Another factor is transaction costs, the more difficult and time consuming a relocation will be the less likely it will occur. The stickiness is the resistance of a cost to change, in spite of changes in the more extensive economy recommendation of an alternate cost is ideal. Generally, it implies that the costs charged for specific goods and service are hesitant to change despite changes in input cost or demand patterns. Since, most firms cannot switch plant locations freely as most, it will bring around considerable expenses from moves crosswise over fringes. The higher these expenses, the stickier investments will prove to be and stickier investments will evidently decrease the momentum for the race to the bottom. These factors contribute greatly to differences in industry structure and incentives. In addition, there also exist invisible costs such as hiring and training new employees, building contracts etc. Prerequisites must be met, for example,
Business process in Hard Rock Café is based on controlling end-to-end flow; getting ingredients from suppliers, storing the ingredients, cooking etc. They all are designed to prepare a quality meal. They are ensuring product efficiency by analyzing cost, quality and labor needs in every detail.
In the 1960s through the 1970s, companies realized strong engineering, design, and manufacturing functions were strong market strategy keys to create and capture customer loyalty. As the demand for new products rose in the 1980s, these market requirements were to increase their flexibility and responsiveness to adapt existing products and processes or to develop new ones in order to meet customer needs. As manufacturing improved in the 1990s, managers began noticing material and service inputs involving suppliers and their major impact on an organization’s ability to meet customer needs. As a result of these changes, organizations now find that it difficult to manage their own organizations. First, they must be involved in the management of their network of all upstream firms that provide directly or indirectly, as well as the network of downstream firms, which are responsible for delivery and market service of the product to the end customer. In order to succeed, managers have to realize that they cannot do it alone and they must work together on a daily basis with the whole organizations in their supply chains. Because supply chain management involves all functions within an organization, managers need to know what a supply chain is, why it is important, and the impact of supply chain management on the success and profitability of their organization. Today, Wal-Mart topped the list of the America’s biggest companies on the Fortune 500 list, “with sales of almost $345 billion — more than a quarter of a trillion dollars” (Forbs). Wal-Mart’s supply chain management is becoming recognized as a core competitive strategy.
Understanding the changes in the market and the growth of e-commerce prompted the organization to invest heavily in its supply chain management forecasting and management system. The development of a network of distribution centers and Direct Fulfillment Centers to position the company to capitalize on the growing e-commerce market indicate a strong understanding of the need to adapt to changing market forces. The company spent over $300 million on new distribution center facilities in 2014 alone, and continues to expand to maintain efficiency in product movement (Cassidy,
New businesses will take longer to thrive with the United States falling economy. The faltering job market and the deepening slump in housing threaten to hurt consumer spending. Consumers are becoming more conscious of their spending and therefore using cash to pay for smaller necessary purchases. The cost of entertainment and other presumed luxuries may be pushed to the background by most families, when having to choose whether to pay for a bill or treat the family out. Thriving businesses will understand the need to provide a service or product at affordable prices.
...onsider the market characteristics as not important. Hoel, unlike others mentions that a good location is also an important factor for success as it helps in hiring good professionals.
Ferdows, K., Lewis, M., & Machuca, J. A.D., 2003. Zara. Supply Chain Forum: International Journal, 4(2), 62-66.
A detailed analysis should be made on performance of 13 distribution centers – capacity, inventory turnover, costs etc. It appears most of the centers should be closed as they serve as excessive link in the supply chain, accumulating high inventory levels.
The key performance drivers of Supply Chain Management (SCM) are - facility effectiveness, inventory effectiveness, transportation effectiveness, information effectiveness, sourcing effectiveness, pricing effectiveness, delivery effectiveness, quality effectiveness and service effectiveness. These drivers include various performance markers that may be measured quantitatively by gathering information and applying them in SPSS. The works here may principally be quantitative with spellbinding measurable investigation. In the current world, practical supply chain management to help the triple primary concern, (nature, domain, and economy) is likewise included in the extent of supply chain performance drivers. This is relatively a quite new research region.
All choices made by Seven-Eleven are structured to lower its transportation and receiving costs. For example, its area-dominance strategy of opening at least 50 to 60 stores in an area helps with marketing but also lowers the cost of replenishment. All manufacturing facilities are centralized to get the maximum benefit of capacity aggregation and also lower the inbound transportation cost from the manufacturer to the distribution center (DC). Seven-Eleven also requires all suppliers to deliver to the DC where products are sorted by temperature. This reduces the outbound transportation cost because of aggregation of deliveries across multiple suppliers. It also lowers the receiving cost. The information infrastructure is set up to allow store managers to place orders based on analysis of consumption data. The information infrastructure also facilitates the sorting of an order at the DC and receiving of the order at the store. The key point to emphasize here is that most decisions by Seven-Eleven are structured to aggregate transportation and receiving to make both cheaper.
Coyle, J., Langley, C., Gibson, B., Novack, R. and Bardi, E. (2008).Supply Chain Management: A Logistics Perspective. 8th ed. Cengage Learning, p.366.
According to Slack et. al. (2001) the best mechanism for running a business is to match level of demand (goods, services that customers need) with supply of capacity (recourses, labor force that the business inputs in the production process). They also define capacity as “the maximum level of value –added activity over a period of time”. Thus three main factors come into force here – the capacity of resources and labor force, the process operation which itself leads to satisfying customers through matching demand. It is very important to plan and coordinate all 3 factors very effectively because a difference in capacity and performance easily affects: costs, revenues, working capital, flexibility, quality of goods, speed of response and others.
Step 6, evaluation and selection of a supplier: the evaluation stage of the process could involve the p...