The present paper looks into cooperative concepts, with particular emphasis on VMI, along the supply and value chain. In the first part, the concepts are presented and compared. In a further step, it is examined, in the light of specialized literature, which similarities and differences the different systems have and under which conditions and circumstances they can be used. Additionally, representative VMI figures were collected, which allow statements regarding the working capital and about changes through the implementation of VMI . In future, Hawle will apply electronic supplier relationship tools and the introduction of a VMI system, which will initially be used as a bidirectional inter-company solution, is intended. Deductively derived from the theoretical basis practical aspects of introducing a VMI system are shown. During literature review it was shown that literature that addresses the specific challenges of inter-company systems in a medium-sized manufacturing environment is very limited. In another part of the thesis the operative order process was collected and compared to a VMI process. Using activity-based costing, the savings potential was calculated, which the implementation of a VMI system generates concerning the operative order and disposal process. Derived from this it was calculated, from which order items number an attractive payback period for Hawle is given.
|Translated title of the contribution||Cooperation models in value chains of the Hawle Group with special regard to Vendor-Managed Inventory|
|Award date||24 Oct 2014|
|Publication status||Published - 2014|
Bibliographical noteembargoed until null
- collaborative concepts
- value chain