He built a project team which referenced the standard best practices of SCOR - Supply Chain Operations Research - to come up with best-in-class performance measures and identified and prioritized improvement opportunities. He requested Woodsynergy inc information about the SCOR model, explanation for the selection of the remediation strategy, to prepare the goals and metrics of Phase II, and finally identify IT strategic further than Phase II attempt.
The organizations under study were the ones that had the facility to transfer chain performance into productivity and realized that SCM leadership required an ability to react to demand changes with inventive goods and services.
The reason these industry players, that can sometimes They realized that efficiency can be improved by integrating information technology into their systems. It helps the Woodsynergy inc measure the flow of information and physical goods and consists of three levels, the scope and content of the supply chain level 1the supply chain strategy is configured level 2 and aligning available and forecasted resources to meet expected demand level 3.
It identifies diverse procedures that lead to client contentment. Lastly, the third strategy that WoodSynergy conferred about was the network-based mediation in which strategic alliances and Woodsynergy inc are built with existing and potential industry players. In remediation, the customizability factor also applies but in a different way since this only happens if the intermediary can add to the customizing process instead of getting in the way.
Enhanced data sharing would allow the company to meet order demand and deliver on time with the highest quality. Woodsynergy inc included descriptions five management processes: Summary of Woodsynergy Inc Case Autor: The main strategies that WoodSynergy uses to enhance the Supply Chain performance and that are discussed in the case are classic disintermediation, remediation and net-work based mediation.
Furthermore, a firm is going to proceed to disintermediation when the cost to have a business relation with its intermediaries is higher than the importance that it is worth.
This constituted Phase - I of the IT integration and took nearly 5 months of effort to put the gateway in action. Given the era of information technology, a firm that encounters high information intensity can now go without intermediaries since a website that is sophisticated enough can offer that task.
They were capable of figuring out the importance of having information which is aligned with their business data. With phase-II implemented, the CIO hopes that the enhanced supplier-distributor integration would increase revenue and profit growth by having access to new process innovations and accelerating time-to-market cycles.
On the supplier side, a seamless integration would assist in exchange of BOMs and component performance data. By deciding on the "Remediation" strategy, which involves working closely with existing middlemen in the supply chain for more transparent data and information sharing, the CIO and his project team built a gateway prototype aimed at data synchronization and real-time interface.
He also reported three types of meditation implementation strategies that he found helpful: It is used to depict development opportunities and is based on process modeling, performance measures, and best practice sharing. Certain key metrics of performance improvement such as processing accuracy, upside flexibility, This strategy is also attractive to any firm that is looking for low contracting risks.
Phase I took about five months and held a cost of almostThe Chief information officer of the company explained to the Chief executive officer that instantaneous gains can be grasped by integrating IT into the Supply Chain System of the enterprise.
The case provides an interesting description of the so-far successful implementation of an IT environment in WoodSynergy Inc company and how the CIO executes a phased strategy to integrate the suppliers and distributors-customers side of the supply chain using Information Technology.
The CIO estimated the time for Phase II would be about ten months were several tasks would be accomplished each in a certain number of months such as developing phase II requirements, continuing the upgrading of IT supply chain component, provide training to distributors and supplier and three other steps.
It is reasonable that this strategy was not chosen to be implemented due to the fact that it is not a service that is delivered electronically, which is the typical case in which this strategy is selected, and therefore needs of intermediaries to provide its goods to its customers.
The gateway boosted the efficiency of the ROMS, improved the communication process, and enhanced access to company information. Besides providing consumers with a more direct convenience when it comes to making the goods more accessible, it can potentially translate into prices that are lower since supply chains are rationalized and the cost that is expected from these distributors is reduced.
A feedback survey on the gateway among the Regional Distribution Managers RDMs indicated the following positive results: The project team dedicated some time to research the brands of technologies offered in the market and to comprehend how organizations used web-based gateways.
The team built a gateway prototype without addressing problems of integrity and timeliness of the data due to constraints but they decided to improve it in the future.
Secondly, the firm discussed remediation, in which the firm operates more directly with on hand intermediary partners.
The model was used to identify vital opportunities since it documented connections between supply chain process elements, metrics, and best practices. In the first case the firm attempts to remove all of the intermediaries of the supply chain in which case the suppliers are in direct contact with its customers providing real-time interface.
Also, because the firm had an encouraging long lasting connection with its most significant distributors, which would improve the high contracting risks pertinent to this particular strategy.
The CIO stated that enhancing supplier-distributor integration would increase revenue by having access to the latest process innovations.
The gateway design included two key drivers:Essays - largest database of quality sample essays and research papers on Woodsynergy Inc.
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became an average player in the fine wood industry supplier. The company acquired the shares of forests from a. Summary of WoodSynergy Inc Case: The case provides an interesting description of the so-far successful implementation of an IT environment in WoodSynergy Inc company and how the CIO executes a phased strategy to integrate the suppliers and distributors-customers side of the supply chain using Information Technology.
This case indicates that WoodSynergy Inc.
is a midsize corporation in the fine woods supplier business, and the enterprise had lately launched Information technology based supply chain management schemes and was concerned in evaluating the development.
WoodSynergy Inc.: Integrating IT into the Supply Chain Case Solution, WoodSynergy Inc. has become a medium-sized player in the timber industry with end suppliers.
The company bought wood from a number of producers and the pro. Woodsynergy Inc. Integrating IT into the Supply Chain IT Concepts in SCM Case Applications Alternatives Recommendation The Modern Supply Chain Preventing Blunders in the Supply Chain Transparent Supply Chain Meet WoodSynergy A Quick Look Back The Issue Case Analysis WoodSynergy Inc.
is a fine, processed wood .Download