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Enterprise Systems Collaboration Logistics Game

Enterprise Systems Collaboration Logistics Game. Valeria Balseca Sales & Marketing Manager Claudia Prada MM Manager Jhonattan Polo CEO. 1. Cumulative profit and revenues. 2. Sold Quantities & Revenue - TOTAL. 2. Sold Quantities by Product. Highest: Milk Lowest: Cream.

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Enterprise Systems Collaboration Logistics Game

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  1. Enterprise Systems CollaborationLogistics Game Valeria Balseca Sales & Marketing Manager Claudia Prada MM Manager Jhonattan Polo CEO

  2. 1. Cumulative profit and revenues

  3. 2. Sold Quantities & Revenue - TOTAL

  4. 2. Sold Quantities by Product Highest: Milk Lowest: Cream

  5. 2. Revenue by Product Highest: Cheese Lowest: Yoghurt

  6. 3. Revenue for each product and area in each company COMPANY PP COMPANY QQ COMPANY RR

  7. 4. Profit for each product and area in each company COMPANY PP COMPANY QQ COMPANY RR

  8. 5. Revenue for each area and company.6. Profit for each area and company NO was the most profitable area for all companies Company RR dominates profits in NO and WE areas Company RR dominates revenues in NO and WE areas NO was the most profitable area for all companies

  9. 7. Price Changes

  10. 7. Price Changes

  11. 7. Price Changes

  12. 7. Price Changes – Standard Deviation • Company PP had high price variation for Cream, Yoghurt, Cheese and Butter. • Company QQ was not the most variable in any product. • Company RR had high price variation for Milk and Ice Cream

  13. 8. Procurement

  14. 8. Procurement

  15. 8. Procurement

  16. 8. Procurement

  17. 8. Procurement

  18. 8. Procurement

  19. 9. Purchase Orders • Overall, company PP had higher number of P.O., followed by company RR. • Company QQ had less number of P.O. placed

  20. 10. Purchase Orders Total Costs • Company PP placed more P.O. followed by company RR • The quantities are about €400,000.00

  21. 11. & 12. Total numbers and Total $ of Purchase Orders

  22. 13. Average Cost of P.O.

  23. 14. Inventory Changes • Main Warehouse • Company QQ had good inventory management in regards to level and replenishment frequency. • Did not affect the number of days without of stock Company PP Company QQ Company RR

  24. 14. Inventory Changes • North • All the companies had lower inventory levels of milk and Ice cream than the rest of products Company PP Company QQ Company RR

  25. 14. Inventory Changes • South • Companies PP and QQ maintained lower inventory levels than company RR in all products. Company PP Company QQ Company RR

  26. 14. Inventory Changes • West Company PP Company QQ Company RR

  27. 15. Days Out of Stock • Main Warehouse • Company RR had the highest number of days without stock for all products, followed by company QQ. • Company PP placed P.O. more frequently than the others.

  28. 15. Days Out of Stock • North

  29. 15. Days Out of Stock • South

  30. 15. Days Out of Stock • West

  31. 16. Warehouse Cost

  32. 17. Shipping Costs This cost includes the transportation to the main warehouse and to each distribution center in the regions.

  33. 18. Interest Expense

  34. 19. & 20. Cash Flow and Days w/out Cash

  35. 21. CorrelationPrice and Profit Positive Correlation

  36. 21. CorrelationPrice and Revenue No Correlation

  37. 21. Correlation: Inventory vs. Revenue No Correlation for PP and RR Negative correlation for QQ

  38. 21. Correlation: Inventory vs. Profit No Correlation for PP and RR Negative correlation for QQ

  39. 21. Correlation No Correlation

  40. 22. Credit Rate For the size of the company, the highest credit rate given is A. During this simulation, no company was downgraded in credit rate Company PP had negative cash balance and they paid interest for the bank loan

  41. 23. Strategies

  42. 24. & 25. Lessons Learned & Experiences • The company must analyze demand and determine the best operation strategy • Push? Pull?: we chose to push the inventory to have more control on transportation and warehouse costs. • Equilibrium between order frequency and total inventory • Do not incur in excessive transportation or warehouse costs • Update the price in a timely manner to push for sales. • Oversee total inventory • For planning purposes: the quantities in the P.O. depend on planned independent requirements. • Do not exceed total capacity of the company (main and regional warehouses). In case this happens, push for sales reducing prices.

  43. 26. Best Strategy Take in consideration the lead times, between purchasing a product and the actual delivery time. Monitor sales and adjust prices at all times. Therefore, the company can respond to the market requirements quickly. Identify the Region in which one specific product is having highest sales. Always keep track of total inventory to not exceed the warehouse limits and to not run out of stock. Communicate at all times with team members.

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