1 ISyE 6340 January 6 2014 Class leaders Dr John Bartholdi ISyE 202 JohnBartholdigatechedu Pete Viehweg ISyE 202 pviehwegbellsouthnet 2 Course purpose Course description Course requirements ID: 531752
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Seminar in Global Supply Chains
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ISyE 6340
January 6, 2014Slide2
Class leaders
Dr. John BartholdiISyE 202John.Bartholdi@gatech.eduPete ViehwegISyE 202pviehweg@bellsouth.net
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Course purpose
Course descriptionCourse requirementsQuestions and discussionWalmart videoIntroductions, time permitting
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AgendaSlide4
Course Description
M W 10:00–11:30, Main ISyE Bldg, room 228MS SCE course; letter gradeCheck the class website often for changeswww.isye.gatech.edu/~jjb/classes/6340/6340.htmlToursSites of key players in North American or global supply chainsSeminarsProfessionals, facultyClass discussions
Final exam
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To broaden our understanding of many different supply chains and their components through tours, presentations and in-depth classroom discussions.
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Course purposeSlide6
To aid you in focusing on areas
that interest you for further study or future employment.
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Secondary BenefitSlide7
To learn how to gain meaningful
information when walking throughan industrial operation.
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Also…Slide8
“You can observe a lot just by watching.”
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Also…
- Yogi Berra
Baseball catcher, manager
M B W ASlide9
Tours (information updated on web)
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Jan. 8 Walmart Super Center
Feb. 3 Snapper (Briggs & Stratton)
Feb. 5 Kia and Mobis
Feb. 12 Alcon (Ciba Vision)
Feb. 17 MSC Industrial
Mar. 5 Norfolk-Southern
Mar. 31 Walmart high velocity DCSlide10
If a picture is worth a thousand words…
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A tour is worth a thousand pictures
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A tour is worth a thousand pictures
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Complementary to other classes
In class, you learn abstraction, modeling, thinking and theoriesIn tours, you see flows, processes, clutters, human issues, complex relations
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Challenges
DistractionsMovement: Forklifts, conveyors, trucksNoiseSpace limitationsAttitudesAppearancesPeople from the same tour get very different perceptions
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What one should do
Dress appropriately“Corporate casual”Long pantsNo open-toed or high-heeled shoesRepresentatives of Georgia Tech
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What one should do
Stay alert and pay attentionMake sure everyone can see and hearKeep an open mindDo not limit yourself to your own or guides’ perspectivesKeep criticism within the classMost companies do something right to stay in business.Be thinking of strengths and weaknessesEach has room for improvement. Do not think the status quo is the “best” way, as some hosts might argue.
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Guided discussion after the tour
Very important to help everyone to understand betterObjectives: Review, digest and enhance learningCapture everyone’s impressions and ideasUnderstand strengths/weaknesses, niche in the supply chainFind other supporting information such as journal articles, books, etc. to enhance discussion
Everyone must participate !!!
Nametags
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Visiting speakers
Industry and academic representatives presenting interesting and pertinent information about particular supply chain areas They’re not on recruiting trips!!!
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Presentations (information updated on web)
Cotton farming & Mitumba
Supply chain IT
Container shipping (Career fair)
Warehouse design
Unions
Rail & Intermodal
Industrial real estate development
Container shipping
Cold supply chain
Transportation management & planning
Supply chain consultingSlide20
Visiting speakers
Questions:Ask lots of pertinent questionsMake sure they concern the issues at handWant presenter to be able to finishSave questions about other issues for the end of the presentation
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Grading
50% participation in tour and discussionsEvery tour, every classOpinions, your experiences, etc.Includes coordinated reading, etc. from syllabus10% professionalism40% final exam
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Activities in the near future
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Wednesday, January 8th
Tour Wal-Mart Super Center
Bus departs at 8:45 AM from Hemphill Avenue
Preparation: Read Wal-Mart material from syllabus, calendar
Pickup times will vary for subsequent tours !!!Slide23
Tour pickup point
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You are here
Bus pickup – 8:45AM, Hemphill Avenue
- John Patrick Crecine Residence HallSlide24
Tour pickup point
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8:45
AM ! ! !Slide25
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WalmartSlide27
Walmart
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Michael T. Duke
BS in Industrial Engineering, GA Tech, 1971Slide28
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Tim Cook
CEO, Apple Inc.
World’s most valuable corporation
Market Capitalization:
# of shares outstanding
times the share price
Apple, Inc: $486.7 Billion
ExxonMobil: $434.7 Billion
Walmart: $254.5 BillionSlide29
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Tim Cook
CEO, Apple Inc.
World
’
s most valuable corporation
BSIE,
Auburn University
MBA,
Duke University
Senior VP, Worldwide Operations
Apple Inc
VP, Corporate Materials, Compaq
Director of N. A. Fulfillment,
IBM Personal ComputersSlide30
Walmart
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Walmart
$466.1 Billion in annual sales$274 Billion in Walmart stores in the U. S. $56.4 Billion in Sam’s Club stores27 countries2.2 million associates worldwide10,700 stores worldwide4,700 in the U. S.245 million customer visits per week
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Walmart
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One Mission: Save Money, Live BetterSlide33
Potential Walmart Questions
What is the annual sales volume of this store vs. others?(Is this considered a small, medium, or large store)?How many SKUs in the store?Are they all delivered via Wal-mart trucks?If not, what other methods?What frequency?For Wal-mart deliveries: From where? (Wal-Mart DC? Which one? Others?) As pallets? How many? Any mixed pallets?What are the receiving hours?
How many trucks per day?
How long to unload a truck?
What is the schedule for Wal-mart truck deliveries?
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Potential Walmart Questions
When do you restock the shelves?How long from receipt until product is on the shelves, available for sale?Does the store have any responsibility for inventory management (SKU ordering, etc.)?If so, what is the time from order submission to receipt? What sort of seasonalities most affect you? What do you do with discontinued/obsolete SKUs? Is any inventory kept in the back room? Any local input to the store plan-o-gram? Who decides on special promotions - what items, displays? How often does the product offering change?
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Potential Walmart Questions
Do all items have Wal-mart specific labels/barcodes prior to arrival, or do some have to be labeled on-site?Any use of RFID within store?How large is the workforce?What is the turnover?How do you schedule? How do you track worker productivity?
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Questions, comments?
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Origin
Background, academic & otherwiseInterests
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Introductions