• - It is dynamic and involves a constant flow of information, products and funds between the different stages.

• - The customer is a fundamental part of the supply chains. The fundamental purpose of supply chains is to satisfy customer needs.

• - A typical supply chain may encompass several stages including: customers, retailers, wholesalers/distributors, manufacturers, component and raw material suppliers.

• - Each stage of the supply chain is connected through the flow of products, information and funds.

• - It is not necessary that each of the stages be present in the supply chain.

• - The appropriate design of the supply chain depends on the needs of the customer as well as the functions performed by the stages it covers.

According to Sunil Chopra and Peter Meindl,[1]​ the macro processes within a manufacturing or service company or organization and the sub-processes they include are:

• - Supplier Relationship Management (In English: Supplier Relationship Management - SRM).

• - Internal Supply Chain Management (In English: Internal Supply Chain Management - ISCM).

• - Customer Relationship Management (In English: Customer Relationship Management - CRM).

The functions that make up the internal Supply Chain in a manufacturing company are:.

• - Management of the Product and Services Portfolio (PPS), which is the offer that the company makes to the market. The entire Supply Chain is designed and executed to support this offer.

• - Customer Service (SAC), which is responsible for connecting the customer's need with the internal operation of the company. Transactional systems allow the organization to visualize the commitments derived from processed orders, but in simple terms, if there is inventory to satisfy customer demand, SAC passes its instructions directly to the Distribution area; If it must be produced, it passes its instructions to Production Control.

• - Production Control (CP), which, derived from the particular service policies that the company has and the Demand Administration, is responsible for scheduling internal production and, as a consequence, triggers the input supply activity.

• - Supply (Aba), which is responsible for providing the necessary inputs to satisfy the needs of Production (Raw Materials and Materials) taking care of suppliers' delivery times and input inventory levels.

• - Distribution (Dis), which is responsible for storing supplies and finished products (in some organizations only finished products), delivering them to Customers and/or their distribution network, which may or may not include other warehouses or Distribution Centers (DC).

There is no consensus about whether or not these 5 functions should report hierarchically to the same Management / Direction, but there is consensus in the sense that they must operate in coordination so that the internal Supply Chain (or internal Logistics) is efficient and effective.

Synchronization is very important in these chains so that waste does not occur, measured as inventory, time or customer service failure.[11]​ It helps to have a good prediction of demand to avoid causing surpluses or shortages of finished products. A failure in this prediction will cause a so-called bullwhip effect (also called bullwhip effect). Therefore, it is said that the impact of an action on a supply chain is directly proportional to its delay in the propagation of communication.

Real-time tracking in cargo logistics offers many benefits for companies. By optimizing routes, effectively managing fleet, reducing costs, improving visibility, optimizing inventory management, improving customer satisfaction, streamlining processes, making data-driven decisions, reducing risk, and improving collaboration, this technology can transform your supply chain and give you a competitive advantage.[12]​ Investing in real-time tracking can help you improve operational efficiency, reduce costs, and provide superior service to your customers.

Contenido

Las decisiones que se habrán de tomar en una cadena de suministro se dividen en tres categorías o niveles:[13]​.

Supply chain strategy or design

• - The company decides how to structure the supply chain.

• - Decisions are made about how resources and processes will be distributed.

• - Long-term decisions are made, since modifying them in the short term is expensive.

• - Uncertainty in conditions must be taken into account.

Supply chain planning

• - Decisions of one quarter are considered.

• - The configuration of the supply chain is fixed.

• - The restrictions within which planning must be done are configured.

• - The goal is to maximize the surplus while maintaining the constraints.

• - Includes making decisions about which markets will be supplied and from which locations, manufacturing outsourcing, inventory policies to be followed, and the timing and magnitude of marketing and price promotions.

Supply chain operation

• - The time horizon is weekly or daily.

• - Companies make decisions about each customer's orders.

• - The supply chain configuration is considered fixed and the planning policies have already been set.

• - The goal of supply chain operations is to handle incoming customer orders as best as possible.

A supply chain is a sequence of processes and flows that take place within and between different stages and combine to satisfy a customer's need for a product.

Push/Pull View Processes are divided into two categories depending on whether they are executed in response to a customer request or in anticipation of it.

• - Push processes are carried out in advance of customer demand. At the time of execution of a push process, the demand is not known and must be forecast. Push processes can be called speculative processes since they respond to speculated or forecasted demand rather than actual demand.

• - Pull processes are carried out when the actual customer demand is visible. Pull processes can be called reactive processes as they respond to actual demand rather than speculated or forecast demand.[1]​.

Cycle vision. The processes are divided into series of cycles, each carried out at the interface of two successive stages. Each cycle occurs between two successive stages of a supply chain. Not all supply chains have the same cycles (For example, some manufacturers who sell through e-commerce do not have the finished product replenishment cycle in their supply chain).

Some examples of these cycles are:

• - Customer order cycle.

• - Re-supply cycle.

• - Manufacturing cycle.

• - Supply cycle.

• - Re-order point cycle.

• - Order cost cycle.

• - Re-supply cycle.

The logistics sector's investments in artificial intelligence are beginning to gain weight in the industry. The benefits of the contribution of AI in the Supply Chain are clear: cost optimization, risk mitigation, greater efficiency in operations, better forecasts, faster deliveries thanks to route optimization and more optimal personalization for the end customer. Artificial intelligence applied to demand planning allows for much more precise inventory management. Various case studies show reductions in forecast errors of between 20% and 50%,[14]​ which translates into fewer stockouts and less excess inventory.

The management of data on operations, together with an artificial intelligence system that seeks constant optimizations of processes and operations, is a great benefit. However, the investments required in this field mean that they are not accessible to all companies.

• - Renewable energies.

• - Supply chain management.

• - Resilient supply chain.

• - Distribution channel.

• - Fuel crisis.

• - Supplier development.

• - Beer distribution game.

• - Raw material.

• - Monozukuri.

• - Supplier Relationship Management.

• - Production system.

• - It is dynamic and involves a constant flow of information, products and funds between the different stages.

• - The customer is a fundamental part of the supply chains. The fundamental purpose of supply chains is to satisfy customer needs.

• - A typical supply chain may encompass several stages including: customers, retailers, wholesalers/distributors, manufacturers, component and raw material suppliers.

• - Each stage of the supply chain is connected through the flow of products, information and funds.

• - It is not necessary that each of the stages be present in the supply chain.

• - The appropriate design of the supply chain depends on the needs of the customer as well as the functions performed by the stages it covers.

According to Sunil Chopra and Peter Meindl,[1]​ the macro processes within a manufacturing or service company or organization and the sub-processes they include are:

• - Supplier Relationship Management (In English: Supplier Relationship Management - SRM).

• - Internal Supply Chain Management (In English: Internal Supply Chain Management - ISCM).

• - Customer Relationship Management (In English: Customer Relationship Management - CRM).

The functions that make up the internal Supply Chain in a manufacturing company are:.

• - Management of the Product and Services Portfolio (PPS), which is the offer that the company makes to the market. The entire Supply Chain is designed and executed to support this offer.

• - Customer Service (SAC), which is responsible for connecting the customer's need with the internal operation of the company. Transactional systems allow the organization to visualize the commitments derived from processed orders, but in simple terms, if there is inventory to satisfy customer demand, SAC passes its instructions directly to the Distribution area; If it must be produced, it passes its instructions to Production Control.

• - Production Control (CP), which, derived from the particular service policies that the company has and the Demand Administration, is responsible for scheduling internal production and, as a consequence, triggers the input supply activity.

• - Supply (Aba), which is responsible for providing the necessary inputs to satisfy the needs of Production (Raw Materials and Materials) taking care of suppliers' delivery times and input inventory levels.

• - Distribution (Dis), which is responsible for storing supplies and finished products (in some organizations only finished products), delivering them to Customers and/or their distribution network, which may or may not include other warehouses or Distribution Centers (DC).

There is no consensus about whether or not these 5 functions should report hierarchically to the same Management / Direction, but there is consensus in the sense that they must operate in coordination so that the internal Supply Chain (or internal Logistics) is efficient and effective.

Synchronization is very important in these chains so that waste does not occur, measured as inventory, time or customer service failure.[11]​ It helps to have a good prediction of demand to avoid causing surpluses or shortages of finished products. A failure in this prediction will cause a so-called bullwhip effect (also called bullwhip effect). Therefore, it is said that the impact of an action on a supply chain is directly proportional to its delay in the propagation of communication.

Real-time tracking in cargo logistics offers many benefits for companies. By optimizing routes, effectively managing fleet, reducing costs, improving visibility, optimizing inventory management, improving customer satisfaction, streamlining processes, making data-driven decisions, reducing risk, and improving collaboration, this technology can transform your supply chain and give you a competitive advantage.[12]​ Investing in real-time tracking can help you improve operational efficiency, reduce costs, and provide superior service to your customers.

Contenido

Las decisiones que se habrán de tomar en una cadena de suministro se dividen en tres categorías o niveles:[13]​.

Supply chain strategy or design

• - The company decides how to structure the supply chain.

• - Decisions are made about how resources and processes will be distributed.

• - Long-term decisions are made, since modifying them in the short term is expensive.

• - Uncertainty in conditions must be taken into account.

Supply chain planning

• - Decisions of one quarter are considered.

• - The configuration of the supply chain is fixed.

• - The restrictions within which planning must be done are configured.

• - The goal is to maximize the surplus while maintaining the constraints.

• - Includes making decisions about which markets will be supplied and from which locations, manufacturing outsourcing, inventory policies to be followed, and the timing and magnitude of marketing and price promotions.

Supply chain operation

• - The time horizon is weekly or daily.

• - Companies make decisions about each customer's orders.

• - The supply chain configuration is considered fixed and the planning policies have already been set.

• - The goal of supply chain operations is to handle incoming customer orders as best as possible.

A supply chain is a sequence of processes and flows that take place within and between different stages and combine to satisfy a customer's need for a product.

Push/Pull View Processes are divided into two categories depending on whether they are executed in response to a customer request or in anticipation of it.

• - Push processes are carried out in advance of customer demand. At the time of execution of a push process, the demand is not known and must be forecast. Push processes can be called speculative processes since they respond to speculated or forecasted demand rather than actual demand.

• - Pull processes are carried out when the actual customer demand is visible. Pull processes can be called reactive processes as they respond to actual demand rather than speculated or forecast demand.[1]​.

Cycle vision. The processes are divided into series of cycles, each carried out at the interface of two successive stages. Each cycle occurs between two successive stages of a supply chain. Not all supply chains have the same cycles (For example, some manufacturers who sell through e-commerce do not have the finished product replenishment cycle in their supply chain).

Some examples of these cycles are:

• - Customer order cycle.

• - Re-supply cycle.

• - Manufacturing cycle.

• - Supply cycle.

• - Re-order point cycle.

• - Order cost cycle.

• - Re-supply cycle.

The logistics sector's investments in artificial intelligence are beginning to gain weight in the industry. The benefits of the contribution of AI in the Supply Chain are clear: cost optimization, risk mitigation, greater efficiency in operations, better forecasts, faster deliveries thanks to route optimization and more optimal personalization for the end customer. Artificial intelligence applied to demand planning allows for much more precise inventory management. Various case studies show reductions in forecast errors of between 20% and 50%,[14]​ which translates into fewer stockouts and less excess inventory.

The management of data on operations, together with an artificial intelligence system that seeks constant optimizations of processes and operations, is a great benefit. However, the investments required in this field mean that they are not accessible to all companies.

• - Renewable energies.

• - Supply chain management.

• - Resilient supply chain.

• - Distribution channel.

• - Fuel crisis.

• - Supplier development.

• - Beer distribution game.

• - Raw material.

• - Monozukuri.

• - Supplier Relationship Management.

• - Production system.