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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. In line with it, consistently information is being shared across the supply chain. The continuous improvement is direct by the objective of quality improvement, waste reduction and efficiency integration. This improvement imperative goes beyond the manufacturing process to the overall betterment of the community. Toyota substantially controlled the cost by developing strong linkages with the supplier and customer demand. The production processes in Toyota are pulled on the basis of the customer demand (Toyota a, n.The concept of Jidoka also drives the supply chain and production system of Toyota that means continue improvement and automation by people. Work being divided into jobs, as defined in the mass productions system of Henry Ford, teams at Toyota constantly instills improvement in overall performance. The suppliers play an equal role in managing the flow of production at Toyota. Overall Toyota SCM is described in a building form that connects the elements as follows:SCOR model is an acronym for The Supply Chain Operations Reference. The model is a unique, and unified framework designed for the links across the elements of the supply chain including performance measurement metrics, processes and among defining of best practices, along 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:Processes: The process aspect of the SCOR model takes into account the ability of the process to achieve a predetermined outcome. Process is broadly three level aspects; first, defining the scope of the overall supply chain; level two, defining strategies for different process, and third level takes into consideration the execution of strategies planned in level two.The efficiency generation and integration across the supply chain model, involved technology, processes, and partners are supported with communication to enhance the effectiveness (Supply Chain Council, 2010).For instance, Toyota has recently re-placed human in place of robotic systems that provide higher accuracy in performance (Nisen, 2014). The performance is then compared with the global vision set for the production. Moreover, efficiency integration practices are also complemented with the best practices such as efforts to
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