Datadocks Case Study

Dakota Office Product (DOP) is a reputational merchandiser that is expertized in regionally distributing stationary supplies ranging from traditional office supplies to specialty copy paper. By using a typical business model, DOP ships the items from manufacturers and unloaded in its distribution centre. Based on daily orders from commercial business and institutions, those storages are delivered to customers by cartoons. In order to attract more new businesses, DOP adds “Desktop” delivery service to providing package delivery service to individual customers. Later on in 1999, electronic data interchange (EDI) was introduced to the market, which allows customers make quick online order. Despite few customers has switched to this new service, DOP is still bearing an increasing cost and first loss in its historical record in 2000 financial year.

If an IT system is put in place where trucks can be tracked on route, load capacity, and arrival time, the outbound and inbound logistics can be controlled in a precise fashion optimizing full truck loads per shipment and precise arrival times to minimize inventory holdings. In essence the mobile trucks will become mobile inventories dropping holding costs significantly. Furthermore, Deere will be able to eliminate duplication of tasks because those who dealt with outbound logistics can service inbound logistics as well. Coordination of the two activities in the supply chain will optimize Deere’s supply chain at each plant giving it an advantage over other competitors who outsource inbound, outbound or a combination of the two. This is because by keeping both in house, Deere may be able to continuously improve their management of logistics and reduce costs. Deere is more flexible when they in-source outbound and inbound logistics because they can send trucks to service the current logistics need. Performance measurement is also more efficient especially if the aforementioned IT system is utilized. Furthermore, cost reductions will ultimately be seen due to better utilization of infrastructure, IT and human resources if our proposal is implemented.

Rajib, S. U., Alam, S., & Arefin, S. (n.d.). A case study on integrating logistics information systems with the corporate resources. Retrieved from http://www.academia.edu/1213764/A_Case_Study_on_Integrating_Logistics_Information_Systems_with_the_Corporate_Resources

Huffman Trucking plans to become a warehousing delivery supplier with providing the shipments just in time (Huffman Trucking, 2008). The implementation of just in time shipments, ERP, and vehicle tracking devices can enable Huffman Trucking to provide abilities to knowledge workers to improve its

This implementation will also enable you to uses your full suite of communication tools in all lines of business. EDI transactions, Bar Code reading, and decision software, such as EDSS, will enhance your senior leaders ability to make sound judgments on a stable base of information at any site. This, of course, becomes a tremendous help in streamlining inventory stock levels, purchase order generation, and vendor delivery predictability. Forecasting raw material needs will no longer be a guessing game. Financial data from each plant will be available from all sites without manual processes.

Craddock had been charged with a long criminal record along with previous 30 prior sentences. Being reckless of her actions after being taken off of her progesterone, she went back to her animal-like state during PMS with committing another crime. Plus, there is no evidence that her PMS had made her act unconsciously, thus her body going against her. In the second case, English had no previous criminal record, so it showed most of her emotions were in check, or at least it seemed so. After getting in a fight with her lover, English had rammed him into a lightpost with her car. Despite menstruating soon after her crime, she had not eaten for hours on end and had committed manslaughter! But if she knew her period was coming, why didn’t she eat to keep her blood sugar regulated and angry driving is never a good idea, especially when on her period.

The Execution section handles the actual flow of material, products, and services. Included in that is the informational and financial flow of things in and out of the company. The Performance section focuses on all the decision-making process along all of the supply Chains. This software also offers a lot of training for using the software; there is IFS eLearning, Web-Based Training, Classroom Training, Informational Webcasts and Customized Training, all made to help the user work well with the software. This software package is built for a medium to large organization (101- 2000+).

Following considerable investment in new warehouse and carrier management systems the number and quality of delivery options had increased. Now delivery options include: same day, next day or standard delivery options that normally takes around 2-3 days. Also customers can set delivery date by themselves and if wanted can be notified via email or text alerts of delivery status. In addition 85% if orders are tractable

The headquarter of Ma Factory in San Jose need to process around 1,500 sales orders from six different branches each day. Currently, each department of company has MIS solution developed by IT department. And the systems do not have strong connection with each other, which means current system operate independently that requires a large amount of manual work between the data transfer. When a salesman places an order for customer in sales system, order details first come to credit department system to verify if the pay type is appropriate to the customer based on the payment history. Once the order get through the credit analysis, it goes to data entry department. And then employees in data entry import the data into invoice system, so that warehouse department could print invoices in their side. After warehouse finish packing the items, shipping department come to pick up the packages and invoices and ship

Globalware Solutions Singapore (GWS) is a logistics and warehousing company in the 3rd Party Logistics (3PL) business. Their clients use GWS to store their items and manage their deliveries. In order to facilitate the warehousing and Sales Order management, GWS purchased a Warehouse Management Software (WMS) called Total Fulfillment Solution (TFS) from an Indian software house. TFS was originally made for an Indian MNC in the manufacturing industry and did not suit 3PL warehousing operations of GWS. It lacked modules like service Invoicing, payment tracking, reporting, etc. In order to overcome this incapability,

Inbound logistics is functional department controls the materials handling activities of their own. For instance, the Maybank’s information system department has its own procedures to handle its equipment and software, such as Maybank

Storco is a recently established self-storage company that provides a storage space formally storage units to its tenants, both business and individuals. Initially Storco had a simple website with no features of booking a storage unit or request a removal. Neither there was any online inventory management available for the users having their storage units with Storco. If a user had to place an order for a storage unit, an order was supposed to be placed on call with the operator and all the remaining work was supposed to be done manually. Also, the payments that are made are made in cash or bank deposit, and that also contributes in complicating the process. Hence current system takes time for each order to be processed manually.

Introduction Patrick is Australia’s largest and most advanced container terminal operator. The Patrick Ports portfolio comprises containers terminals, port logistics services for landside management of import/export containers, an end-to-end supply chain offerings for automotive manufacturers, bulk port management and stevedoring for general cargo (Asciano Group, 2015). Patrick operates 4 Terminals, Port Botany, Port of Melbourne, Fisherman Island, and Freemantle. Collectively the terminals handle over 3 million twenty-foot equivalents (TEU) containers per annum (Asciano Group, 2015). At present, the Fisherman Island (Brisbane) and Port Botany (Sydney) terminal of have now been successfully automated. This report will examine the opportunity to automate the company’s Melbourne terminal operation as a solution to drive world-class operating efficiency. Overview of Port Operations Patrick’s core service offering is establishing the connection between the shipping lines, freight forwarders and the beneficial freight owner. Like all ports, this service involves providing the gateway, where goods are moved between the shipping line and the terminal (Goss, 1990). Although simple in concept, this process can be considered one of the most complex tasks in the logistics industry (Wang, Cullinane, & Song, 2005). This is a result of the interactions (physical and information) between the actors involved in importing and exporting containers and operational interactions that occur in

On the other hand, SF’s optimized information systems enable customers to do timely shipment tracking. It is an important part that is related to customer satisfaction about their shipping experiences. An easy and effective tracking system

Information systems have become a major part of the almost all industries including the air cargo industry. Information systems have helped the air cargo industry remain competitive, provide customers and other with an efficient and easy to use service, and has kept the industry up to date. In 2003, Cargo Patrol Services (CPS) opened for business as the air cargo industry’s first full-service Internet portal that provided the industry with an electronic booking and shipment management system. Without this new system, the air cargo industry would have suffered, especially after the September 11th terrorist attacks when investments in airline declined.