Implementation of global make to inventory strategy at BASF SE

La optimización y armonización son factores clave para tener un buen desempeño en la industria química. BASF ha desarrollado un proyecto llamada acelerador. El objetivo de este proyecto ha sido la armonización y la integración de los procesos de la cadena de suministro a nivel mundial. El proceso bá...

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Fecha de publicación:: 2012

Institución:: Universidad del Rosario

Repositorio:: Repositorio EdocUR - U. Rosario

Idioma:: spa

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dc.title.spa.fl_str_mv	Implementation of global make to inventory strategy at BASF SE
title	Implementation of global make to inventory strategy at BASF SE
spellingShingle	Implementation of global make to inventory strategy at BASF SE Manufactura cadena de suministro Armonizacion Optimizacion Logistica Supply chain BASF Strategy Inventory Logistics Optimization Industria química Cadena de suministros Gestion de negocios Planificación empresarial Administración de empresas
title_short	Implementation of global make to inventory strategy at BASF SE
title_full	Implementation of global make to inventory strategy at BASF SE
title_fullStr	Implementation of global make to inventory strategy at BASF SE
title_full_unstemmed	Implementation of global make to inventory strategy at BASF SE
title_sort	Implementation of global make to inventory strategy at BASF SE
dc.contributor.advisor.none.fl_str_mv	Centro de Emprendimiento. UR Emprende
dc.subject.spa.fl_str_mv	Manufactura cadena de suministro Armonizacion Optimizacion Logistica
topic	Manufactura cadena de suministro Armonizacion Optimizacion Logistica Supply chain BASF Strategy Inventory Logistics Optimization Industria química Cadena de suministros Gestion de negocios Planificación empresarial Administración de empresas
dc.subject.keyword.eng.fl_str_mv	Supply chain BASF Strategy Inventory Logistics Optimization
dc.subject.lemb.spa.fl_str_mv	Industria química Cadena de suministros Gestion de negocios Planificación empresarial Administración de empresas
description	La optimización y armonización son factores clave para tener un buen desempeño en la industria química. BASF ha desarrollado un proyecto llamada acelerador. El objetivo de este proyecto ha sido la armonización y la integración de los procesos de la cadena de suministro a nivel mundial. El proceso básico de manejo de inventarios se quedó fuera del proyecto y debía ser analizado. El departamento de manejo de inventarios en BASF SE ha estado desarrollando su propia estrategia para la definición de procesos globales de manufactura. En este trabajo se presentará un informe de las fases de la formulación de la estrategia y establecer algunas pautas para la fase de implementación que está teniendo lugar en 2012 y 2013.
publishDate	2012
dc.date.accessioned.none.fl_str_mv	2012-08-13T18:59:49Z
dc.date.available.none.fl_str_mv	2012-08-13T18:59:49Z
dc.date.created.none.fl_str_mv	2012-08-27
dc.date.issued.none.fl_str_mv	2012
dc.type.eng.fl_str_mv	bachelorThesis
dc.type.coar.fl_str_mv	http://purl.org/coar/resource_type/c_7a1f
dc.type.spa.spa.fl_str_mv	Trabajo de grado
dc.identifier.doi.none.fl_str_mv	https://doi.org/10.48713/10336_3706
dc.identifier.uri.none.fl_str_mv	http://repository.urosario.edu.co/handle/10336/3706
url	https://doi.org/10.48713/10336_3706 http://repository.urosario.edu.co/handle/10336/3706
dc.language.iso.none.fl_str_mv	spa
language	spa
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dc.rights.acceso.spa.fl_str_mv	Abierto (Texto completo)
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rights_invalid_str_mv	Abierto (Texto completo) Atribución-NoComercial-SinDerivadas 2.5 Colombia http://creativecommons.org/licenses/by-nc-nd/2.5/co/ http://purl.org/coar/access_right/c_abf2
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dc.publisher.spa.fl_str_mv	Universidad del Rosario
dc.publisher.department.spa.fl_str_mv	Facultad de administración
dc.publisher.program.spa.fl_str_mv	Administrador de negocios internacionales
institution	Universidad del Rosario
dc.source.bibliographicCitation.none.fl_str_mv	Azevedo, S. G. /Carvalho, H. /Machado, V. C. /Grilo, F. A. (2010): The Influence of Agile and Resilient Practices on Supply Chain Performance: An Innovative Conceptual Model Proposal, in: Blecker, T. /Kersten, W. /Lüthje, C. (Eds.): Innovative Process Optimization Methods in Logistics. Emerging Trends, Concepts and Technologies, Berlin, 2010. Aberdeen Group (2006) The supply chain visibility roadmap – Moving from vision true business value, Aberdeen Group. Nov 2006 Alfnes, E.; Dreyer, H.; Strandhagen, J.O. (2006) “The Operations Excellence audit sheet”, IFIP WG 5.7 Conference, Wrocklav, Poland BENJAMIN S. Blanchard – System ingeniering management Blanchard, D. (2007) Supply Chain Management Best Practices, John Wiley & Sons, New Jersey CACHON and FISHER, Supply chain inventory management and the value of shared information, 2000 Chan, F. T. S.; Qi, H. F. An innovative performance measurement method for supply chain management. Supply Chain Management: An International Journal, v. 8, n. 3, p.209-223, 2003. Coyle, J. J.; Bardi, E.; Langley, C. J. The management of business logistics: a supply chain perspective. [S.l.]: Thomson Learning, 2003. Day, G. S. The capabilities of market driven by organizations. Journal of Marketing, p. 37-52, October 1994. FRANCO, Roberto. A methodology to capture, evaluate and reformulate a firm's supply chain strategy as a conceptual system. 2010 HARROLD, Logistics Support Vessel, 2000 International Journal of Logistics Research and Applications, Volume 3, Issue 2 July, pages 111 – 125 KATAYAMA and BENNETT, On Requisites for Lean Management Transfer and Organizational Enabler, 1999 LOCKAMY and MCCORMACK, 2004; Poirier and Quinn, 2004; McCormack et al., 2008 MASON- jones and TOWILL, Total cycle time compression and the agile supply chain, 1999 Mentzer. Supply Chain Management MILEHAM et al. Operational Responsiveness in BTO Supply Chains, 1999 MILLER TAN. Hierarchical Operations and Supply Chain Planning. 2002 Mintzberg: 5 P´s Strategy. P.209-223, 2003 Neely, A; Mills, J; Gregory, M; Richards, H; Platts, K.; Bourne M. (1996) Getting the Measure of Your Business, Cambridge: Works Management KLEMENCIC. EVA. Management of the supply chain. February 2006 Management, Cranfield School of Management Peck, H. (2003) Creating Resilient Supply Chains: A practical guide, Centre for Logistics and Supply Chain Prahalad, C.K.; Hamel, G. (1990) “The core competence of the corporation”, Harvard Business Review, May-June, pp. 79-91 QUINN PATTON, Michael. Methodology of evaluation used: qualitative evaluation checklist. 2003 ROUSE W. Engineering the Enterprise as a System Schonberg, R.J. (1986) World Class Manufacturing: The lessons of simplicity applied, The Free Press, New York Simchi-Levi, D.; Kaminski, P.; Simchi-Levi, E. (2003) Designing and managing the supply chain: concepts, strategies, and case studies, McGraw-Hill/Irwin Skjoett-Larsen, T.; Thernøe, C.; Andresen, C. (2004), “Supply chain collaboration – Theoretical perspectives and empirical evidence”, International Journal of Physical distribution & logistics Management, Vol 33, No.6, pp. 531-549 Demeter, K. (edit) Operations and Global Competitiveness, Proceedings of EurOMA 2005; 19-22. June 2005, Budapest Supply Chain Council (2001) Supply-Chain Operations reference-model – Version 5.0, Supply Chain Council Torres, L; Miller, J. (1998) “Aligned logistics operations – tailoring logistics to the needs of customers”, in Gattorna, J.L. (1998) Strategic Supply Chain Alignment, Gower Publishing Lmtd WILLIAMS, Kathy. What Constitutes a Successful Balanced Scorecard? Strategic Finance 86, no. 5 (2004). Witcoff and Reuben, 1996: Industrial organic chemicals. BASF internal documentation ARNOLD/HOELLE/OTT (2011), p. 2. Author unknown (2012): M2I processes – Business Scenarios – tbd BASF SE, Communications & Government Relations (2010): BASF in Ludwigshafen. Report 2010, Ludwigshafen, 2010. BASF SE, Financial report. Ludwigshafen 2011. COBALT, Production SAP (Z2L). Production date GSS/SS. BASF Supply chain strategy. Ludwigshafen 2011. GSS/E Project enablement presentation. PPT. Hodel, Bruno. M2I Business Scenarios, Ludwigshafen, 2012 Hodel, B./Hook, J./Yarrow, P. (2010): Blueprint for Process Integration. M2I (Make-to-Inventory) / B2R (Book to Report), 2010. Klinger, G. SC & IS Report. GSS/TI successfully completes M2I strategy development. May 2012 Neu, J. (2011): Pre-Assessment Global Benefit Analysis GRS/TI “Make to Inventory” - V10.2 - 06.09.2011 (updated), Ludwigshafen, 2011. NEU, Jens. Master presentation GRS/TI “Make to Inventory” - V10.2, Ludwigshafen, 2011 Program Management Office – Communications (2011): Project One Program Overview, Ludwigshafen, 2011. YARROW. Paul. Methodology concept.2011 Yarrow, P. /Ott, F. (2012): Excerpt: Goals and scope of the batch strategy project, Ludwigshafen, 2012.
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spelling	Centro de Emprendimiento. UR Emprende3394dc8e-1553-42c0-9929-e3ce8d8887d8García Rueda, MarcelaAdministrador de Negocios Internacionalesc4e2af4d-61c1-4144-aff7-e6d07818053a-12012-08-13T18:59:49Z2012-08-13T18:59:49Z2012-08-272012La optimización y armonización son factores clave para tener un buen desempeño en la industria química. BASF ha desarrollado un proyecto llamada acelerador. El objetivo de este proyecto ha sido la armonización y la integración de los procesos de la cadena de suministro a nivel mundial. El proceso básico de manejo de inventarios se quedó fuera del proyecto y debía ser analizado. El departamento de manejo de inventarios en BASF SE ha estado desarrollando su propia estrategia para la definición de procesos globales de manufactura. En este trabajo se presentará un informe de las fases de la formulación de la estrategia y establecer algunas pautas para la fase de implementación que está teniendo lugar en 2012 y 2013.Optimization and harmonization are key factors to have a good performance in the chemical industry. BASF developed a senior project called Accelerator. The aim of this project was the harmonization and integration of the processes globally. The core process of production was left out from the project and was to be analysed. The department Make to Inventory (GSS/TI) was established in 2010 to complete the objectives of Accelerator. GSS/TI has been developing its own strategy. This paper will report the phases of the formulation of the strategy and will establish some guidelines for the implementation phase that is taking place in 2012 and 2013. application/pdfDocumentohttps://doi.org/10.48713/10336_3706 http://repository.urosario.edu.co/handle/10336/3706spaUniversidad del RosarioFacultad de administraciónAdministrador de negocios internacionalesAbierto (Texto completo)Atribución-NoComercial-SinDerivadas 2.5 ColombiaEL AUTOR, manifiesta que la obra objeto de la presente autorización es original y la realizó sin violar o usurpar derechos de autor de terceros, por lo tanto la obra es de exclusiva autoría y tiene la titularidad sobre la misma. PARÁGRAFO: En caso de presentarse cualquier reclamación o acción por parte de un tercero en cuanto a los derechos de autor sobre la obra en cuestión, EL AUTOR, asumirá toda la responsabilidad, y saldrá en defensa de los derechos aquí autorizados; para todos los efectos la universidad actúa como un tercero de buena fe. EL AUTOR, autoriza a LA UNIVERSIDAD DEL ROSARIO, para que en los términos establecidos en la Ley 23 de 1982, Ley 44 de 1993, Decisión andina 351 de 1993, Decreto 460 de 1995 y demás normas generales sobre la materia, utilice y use la obra objeto de la presente autorización.http://creativecommons.org/licenses/by-nc-nd/2.5/co/http://purl.org/coar/access_right/c_abf2Azevedo, S. G. /Carvalho, H. /Machado, V. C. /Grilo, F. A. (2010): The Influence of Agile and Resilient Practices on Supply Chain Performance: An Innovative Conceptual Model Proposal, in: Blecker, T. /Kersten, W. /Lüthje, C. (Eds.): Innovative Process Optimization Methods in Logistics. Emerging Trends, Concepts and Technologies, Berlin, 2010. Aberdeen Group (2006) The supply chain visibility roadmap – Moving from vision true business value, Aberdeen Group. Nov 2006 Alfnes, E.; Dreyer, H.; Strandhagen, J.O. (2006) “The Operations Excellence audit sheet”, IFIP WG 5.7 Conference, Wrocklav, Poland BENJAMIN S. Blanchard – System ingeniering management Blanchard, D. (2007) Supply Chain Management Best Practices, John Wiley & Sons, New Jersey CACHON and FISHER, Supply chain inventory management and the value of shared information, 2000 Chan, F. T. S.; Qi, H. F. An innovative performance measurement method for supply chain management. Supply Chain Management: An International Journal, v. 8, n. 3, p.209-223, 2003. Coyle, J. J.; Bardi, E.; Langley, C. J. The management of business logistics: a supply chain perspective. [S.l.]: Thomson Learning, 2003. Day, G. S. The capabilities of market driven by organizations. Journal of Marketing, p. 37-52, October 1994. FRANCO, Roberto. A methodology to capture, evaluate and reformulate a firm's supply chain strategy as a conceptual system. 2010 HARROLD, Logistics Support Vessel, 2000 International Journal of Logistics Research and Applications, Volume 3, Issue 2 July, pages 111 – 125 KATAYAMA and BENNETT, On Requisites for Lean Management Transfer and Organizational Enabler, 1999 LOCKAMY and MCCORMACK, 2004; Poirier and Quinn, 2004; McCormack et al., 2008 MASON- jones and TOWILL, Total cycle time compression and the agile supply chain, 1999 Mentzer. Supply Chain Management MILEHAM et al. Operational Responsiveness in BTO Supply Chains, 1999 MILLER TAN. Hierarchical Operations and Supply Chain Planning. 2002 Mintzberg: 5 P´s Strategy. P.209-223, 2003 Neely, A; Mills, J; Gregory, M; Richards, H; Platts, K.; Bourne M. (1996) Getting the Measure of Your Business, Cambridge: Works Management KLEMENCIC. EVA. Management of the supply chain. February 2006 Management, Cranfield School of Management Peck, H. (2003) Creating Resilient Supply Chains: A practical guide, Centre for Logistics and Supply Chain Prahalad, C.K.; Hamel, G. (1990) “The core competence of the corporation”, Harvard Business Review, May-June, pp. 79-91 QUINN PATTON, Michael. Methodology of evaluation used: qualitative evaluation checklist. 2003 ROUSE W. Engineering the Enterprise as a System Schonberg, R.J. (1986) World Class Manufacturing: The lessons of simplicity applied, The Free Press, New York Simchi-Levi, D.; Kaminski, P.; Simchi-Levi, E. (2003) Designing and managing the supply chain: concepts, strategies, and case studies, McGraw-Hill/Irwin Skjoett-Larsen, T.; Thernøe, C.; Andresen, C. (2004), “Supply chain collaboration – Theoretical perspectives and empirical evidence”, International Journal of Physical distribution & logistics Management, Vol 33, No.6, pp. 531-549 Demeter, K. (edit) Operations and Global Competitiveness, Proceedings of EurOMA 2005; 19-22. June 2005, Budapest Supply Chain Council (2001) Supply-Chain Operations reference-model – Version 5.0, Supply Chain Council Torres, L; Miller, J. (1998) “Aligned logistics operations – tailoring logistics to the needs of customers”, in Gattorna, J.L. (1998) Strategic Supply Chain Alignment, Gower Publishing Lmtd WILLIAMS, Kathy. What Constitutes a Successful Balanced Scorecard? Strategic Finance 86, no. 5 (2004). Witcoff and Reuben, 1996: Industrial organic chemicals. BASF internal documentation ARNOLD/HOELLE/OTT (2011), p. 2. Author unknown (2012): M2I processes – Business Scenarios – tbd BASF SE, Communications & Government Relations (2010): BASF in Ludwigshafen. Report 2010, Ludwigshafen, 2010. BASF SE, Financial report. Ludwigshafen 2011. COBALT, Production SAP (Z2L). Production date GSS/SS. BASF Supply chain strategy. Ludwigshafen 2011. GSS/E Project enablement presentation. PPT. Hodel, Bruno. M2I Business Scenarios, Ludwigshafen, 2012 Hodel, B./Hook, J./Yarrow, P. (2010): Blueprint for Process Integration. M2I (Make-to-Inventory) / B2R (Book to Report), 2010. Klinger, G. SC & IS Report. GSS/TI successfully completes M2I strategy development. May 2012 Neu, J. (2011): Pre-Assessment Global Benefit Analysis GRS/TI “Make to Inventory” - V10.2 - 06.09.2011 (updated), Ludwigshafen, 2011. NEU, Jens. Master presentation GRS/TI “Make to Inventory” - V10.2, Ludwigshafen, 2011 Program Management Office – Communications (2011): Project One Program Overview, Ludwigshafen, 2011. YARROW. Paul. Methodology concept.2011 Yarrow, P. /Ott, F. 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Implementation of global make to inventory strategy at BASF SE

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