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Supply Chain Management

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Or continues improvement implies that every aspect of the mass production undergoes continuous improvement in the overall function of mechanical and by human being. I line with it, cnsistently information is being shared across the supply chain. Te continuous improvement is direct by the objective of quality improvement, wste reduction and efficiency integration. Tis improvement imperative goes beyond the manufacturing process to the overall betterment of the community. Tyota substantially controlled the cost by developing strong linkages with the supplier and customer demand. Te production processes in Toyota on the basis of the customer demand (Toyota a, nThe concept of Jidoka also drives the supply chain and production system of Toyota that means continue improvement and automation by people.

Wrk being divided into jobs, a defined in the mass productions system of Henry Ford, tams at Toyota constantly instills improvement in overall performance. Te suppliers play an equal role in managing the flow of production at Toyota. Oerall Toyota SCM is described in a building form that connects the elements as follows: SOR model is an acronym Supply Chain Operations Reference.

Te model is a unique, ad unified framework designed for the links across the elements of the supply chain including performance measurement metrics, pocesses and among defining of best practices, aong with the people linked to the supply chain of business into a unified structure (Supply Chain Council, 2010). The model is presented in the figure below: Pocesses: Te process aspect of the SCOR model takes into account the ability of the process to achieve a predetermined outcome. Pocess is broadly three level aspects; dfining scope of the overall supply chain; lvel two, dfining strategies for different process, ad third level takes into consideration the execution of strategies planned in level two.

Te efficiency generation and integration across the supply chain model, ivolved technology, pocesses, ad partners are supported with communication to enhance the effectiveness (Supply Chain Council, 2010). Fr instance, Tyota has recently re-placed human in place of robotic systems that provide higher accuracy in performance (Nisen, 2014). Te performance is then compared with the global vision set for the production. eficiency integration are also complemented with the best practices such as efforts to. ..

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