Inleiding Tot Informatica En Supply Chain Management
Institution
Vrije Universiteit Brussel (VUB)
Samenvatting van de slides notities van het vak 'inleiding tot de informatica en supply chain management' voor het schakeljaar Bedrijfskunde aan de VUB. Ik behaalde 17/20 voor het examen via deze samenvatting.
Inleiding Tot Informatica En Supply Chain Management
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By: chrisjemaes • 3 year ago
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SV Informatica & SCM
Inhoudsopgave
1 Basics of operations management.......................................................................................................4
1.1 Creating value...............................................................................................................................4
1.2 Supply Chain Management...........................................................................................................4
1.3 The transformation process..........................................................................................................5
1.4 Operations management..............................................................................................................6
1.4.1 Major business functions.......................................................................................................7
1.4.2 Operations management decisions.......................................................................................7
1.4.3 Value added...........................................................................................................................8
1.5 Types of organisations..................................................................................................................8
1.5.1 Employment by sector...........................................................................................................9
1.6 Historical milestones....................................................................................................................9
1.7 Globalisation...............................................................................................................................12
2 Strategy and productivity..................................................................................................................14
2.1 Business strategy........................................................................................................................14
2.2 Operations strategy....................................................................................................................15
2.3 Competitive priorities.................................................................................................................16
2.3.1 Costs....................................................................................................................................17
2.3.2 Quality.................................................................................................................................18
2.3.3 Time.....................................................................................................................................18
2.3.4 Flexibility..............................................................................................................................18
2.3.5 Example Tesla: other competitive priorities........................................................................19
2.4 Productivity.................................................................................................................................20
2.4.1 Partial productivity measures..............................................................................................20
2.4.2 Productivity in EU................................................................................................................21
2.4.3 Labor productivity................................................................................................................22
3 Product and process design...............................................................................................................22
3.1 Introduction................................................................................................................................22
3.2 Product design............................................................................................................................23
3.2.1 Facors impacting product design.........................................................................................25
3.3 Types of processes......................................................................................................................27
3.3.1 Types of processes depending on volume and standardisation...........................................28
3.3.2 Designing processes.............................................................................................................28
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, 3.3.3 Process performance...........................................................................................................30
3.4 Designing services.......................................................................................................................31
3.5 Conclusion..................................................................................................................................31
4 Layout planning.................................................................................................................................32
4.1 Refresher: types of operations...................................................................................................32
4.2 Introduction................................................................................................................................32
4.3 Types of layout...........................................................................................................................33
4.3.1 Process layout......................................................................................................................33
4.3.2 Product layout.....................................................................................................................34
4.3.3 Other layout types...............................................................................................................35
4.4 Designing process layouts...........................................................................................................36
4.4.1 Special cases........................................................................................................................39
4.5 Designing product layouts..........................................................................................................40
4.5.1 Other considerations...........................................................................................................43
5 Managing quality...............................................................................................................................43
5.1 Introduction................................................................................................................................44
5.2 Definitions of quality...................................................................................................................44
5.3 Cost of quality.............................................................................................................................45
5.4 Evolution of quality approaches.................................................................................................47
5.5 The philosophy of TQM..............................................................................................................48
5.6 Quality control tools...................................................................................................................50
5.7 The philosophy of TQM..............................................................................................................51
5.8 Quality standards.......................................................................................................................54
5.9 Why do TQM efforts fail?............................................................................................................54
6 Quality control and six sigma.............................................................................................................54
6.1 Statistical quality control............................................................................................................54
6.2 Sources of variation....................................................................................................................55
6.2.1 Descriptive statistics............................................................................................................55
6.3 Statistical process control...........................................................................................................56
6.3.1 Control charts......................................................................................................................56
6.3.2 Mean chart..........................................................................................................................59
6.4 Control vs capability...................................................................................................................61
6.4.1 Process capability................................................................................................................62
6.5 Acceptance sampling..................................................................................................................63
6.6 Conclusion..................................................................................................................................66
7 Information systems in global businesses today...............................................................................67
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, 7.1 How are information systems transforming business, and why are they so essential for running
and managing a business today?......................................................................................................67
7.2 What is an information system? How does it work? What are its management, organization,
and technology components? Why are complementary assets essential for ensuring that
information systems provide genuine value for organizations?.......................................................72
8 IT Infrastructure and Emerging Technologies....................................................................................77
8.1 What is IT infrastructure, and what are the stages and drivers of IT infrastructure evolution?. 77
8.2 What are the components of IT infrastructure?.........................................................................80
8.3 What are the current trends in computer hardware platforms?................................................84
8.4 What are the current computer software platforms and trends?..............................................85
8.5 What are the challenges of managing IT infrastructure and management solutions?...............86
8.6 Covid 19: Impact on information technology in companies.......................................................87
9 Telecommunications & Internet........................................................................................................88
9.1 What are the principal components of telecommunications networks and key networking
technologies?...................................................................................................................................88
9.2 What are the different types of networks?.................................................................................93
9.3 How do the Internet and Internet technology work, and how do they support communication
and e-business?................................................................................................................................95
10 Foundations business intelligence & databases............................................................................101
10.1 What are the problems of managing data resources in a traditional file environment?........101
10.2 What are the major capabilities of database management systems (DBMS), and why is a
relational DBMS so powerful?........................................................................................................103
10.3 What are the principal tools and technologies for accessing information from databases to
improve business performance and decision making?...................................................................107
11 Self-study: Ethical and social issues in IS........................................................................................112
11.1 What ethical, social and political issues are raised by information systems?.........................112
11.2 What specific principles for conduct can be used to guide ethical decisions?........................112
11.3 Why do contemporary information systems technology and the Internet pose challenges to
the protection of individual privacy and intellectual property?.....................................................114
11.4 How have information systems affected laws for establishing accountability and liability and
the quality of everyday life?...........................................................................................................115
11.5 Business problem-solving case...............................................................................................115
Deel Supply Chain Management
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,1 Basics of operations management
1.1 Creating value
Value Chain Porter : based in value proposition
Value proposition = wat wil een onderneming bieden aan zijn klanten?
o Voorbeeld fruitsap : vers en duurzaam
Primaire activiteiten ze zorgen rechtstreeks voor waarde aan het product in het perspectief
van de klant. Hij wil hier extra voor betalen. Dit zorgt ervoor dat er winst gemaakt kan worden op
wat er geproduceerd wordt.
o Inbound logistics = de materialen en componenten moeten tijdig in de onderneming zijn
als voorraad in de onderneming. (en dus op juiste moment bestelling plaatsen)
o Operations = productieproces (vb verpakking)
o Outbound logistics = transport : hoe komt het product tot bij de klant?
o Marketing en sales = hoe ga je je product in de markt plaatsen? Prijs- en
promotiestrategie,…
o Service (minder belangrijk) = onderhoud en reparatie
Secundaire/ support activities : vormt de ondersteuning van de primaire activiteiten
o Procurement = orders op efficiënte manier plaatsen oa.
o Technology & development = technologie
o HRM = juiste mensen op juiste plaats
o Firm infrastructure = de infrastructuur die nodig is voor het productieproces
1.2 Supply Chain Management
Organizations
• must provide a product that creates value for customers
• are a single link in a supply chain: network of activities (physical, informational and financial
flows) required to deliver finished products to customers
• are using IT to
• efficiently manage internal operations
• cooperate with supply chain partners
SCM module in this course: specific focus on operations management
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, Wij focussen ons vooral op operations
Dit is een voorbeeld van hoe een SCM in elkaar kan zitten.
Suppliers (leveranciers) warehouse fabriek distributiecentrum winkels (groot-
kleinhandel) zijn verschillende spelers in dit verhaal
De verschillende partijen moeten goed met elkaar communiceren.
De winkels hebben het beste idee wat de vraag van de klant is.
Suppliers moeten weten wanneer ze dingen moeten verschepen
Fabriek : wanneer moet er een batch getransporteerd worden naar winkels en warehouses
Ook voorraad hebben is hier een groot onderdeel van: probeer ze zo klein mogelijk te houden
om kosten te drukken.
o Je hebt een beperkt voorraadniveau nodig. Hier is communicatie essentieel
1.3 The transformation process
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, Hoe komt een product tot stand? Je vertrekt van inputs en die worden verwerkt tot een output. Die
kan door customer feedback verbeterd worden.
Transformatieproces
Inputs die er voor gaan zorgen die leiden tot een output die een goed of een dienst wordt
HR: mensen
De fysieke flow van goederen = inputs transformation process outputs
Twee andere loops: feedback van klanten
Performance information: checken hoe goed je processen (input, output en transformatie) in elkaar
zitten, deze verbeteren en aanpassen (grotendeels kwaliteitscontrole)
Voorbeeld auto
Klant gaat meer betalen voor een afgewerkte wagen dan voor alle onderdelen tezamen (apart dus
niet ineen gezet als auto)
Operations management : proberen de productie zo vlot mogelijk te laten voorlopen.
Om dit te organiseren moet je op een efficiënte manier dingen organiseren
1.4 Operations management
What is operations management?
• A core business function of every company
• Focus on the transformation of a company’s inputs into outputs
• Responsible for planning, coordination and control of resources
Efficient operations management allows a company to perform better, cheaper and faster
competitive advantage
Als er geen operations zijn: is er geen bestaansreden (dus geen goederen of diensten)
Competitive advantage: punten waarop ondernemingen (concurrenten) zich tegenover elkaar
kunnen onderscheiden en zo een competitief voordeel kunnen creëren, zich te differentiëren.
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