Supply Chain & Logistics Institute
Engineering Tomorrow’s Supply Chains
Seminar in Global Supply Chains
ISyE 6340
January 6, 2014
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Class leaders
• Dr. John Bartholdi
– ISyE 202
– John.Bartholdi@gatech.edu
• Pete Viehweg
– ISyE 202
– pviehweg@bellsouth.net
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Agenda
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Course purpose
Course description
Course requirements
Questions and discussion
Walmart video
Introductions, time permitting
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Course Description
• M W 10:00–11:30, Main ISyE Bldg, room 228
• MS SCE course; letter grade
• Check the class website often for changes
www.isye.gatech.edu/~jjb/classes/6340/6340.html
• Tours
– Sites of key players in North American or global supply chains
• Seminars
– Professionals, faculty
• Class discussions
• Final exam
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Course purpose
To broaden our understanding of many different
supply chains and their components through
tours, presentations and in-depth classroom
discussions.
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Secondary Benefit
To aid you in focusing on areas
that interest you for further study or
future employment.
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Also…
To learn how to gain meaningful
information when walking through
an industrial operation.
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Also…
“You can observe a lot just by watching.”
- Yogi Berra
Baseball catcher, manager
MBWA
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Tours (information updated on web)
Jan. 8
Walmart Super Center
Feb. 3
Snapper (Briggs & Stratton)
Feb. 5
Kia and Mobis
Feb. 12
Alcon (Ciba Vision)
Feb. 17
MSC Industrial
Mar. 5
Norfolk-Southern
Mar. 31
Walmart high velocity DC
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If a picture is worth a thousand words…
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A tour is worth a thousand pictures
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A tour is worth a thousand pictures
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Complementary to other classes
• In class, you learn abstraction, modeling,
thinking and theories
• In tours, you see flows, processes, clutters,
human issues, complex relations
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Challenges
• Distractions
– Movement: Forklifts, conveyors, trucks
– Noise
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Space limitations
Attitudes
Appearances
People from the same tour get very different
perceptions
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What one should do
• Dress appropriately
– “Corporate casual”
– Long pants
– No open-toed or high-heeled shoes
• Representatives of Georgia Tech
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What one should do
• Stay alert and pay attention
• Make sure everyone can see and hear
• Keep an open mind
– Do not limit yourself to your own or guides’ perspectives
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Keep criticism within the class
Most companies do something right to stay in business.
Be thinking of strengths and weaknesses
Each has room for improvement. Do not think the
status quo is the “best” way, as some hosts might
argue.
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Guided discussion after the tour
• Very important to help everyone to understand better
Objectives:
–Review, digest and enhance learning
–Capture everyone’s impressions and ideas
–Understand strengths/weaknesses, niche in the supply chain
Find other supporting information such as journal articles,
books, etc. to enhance discussion
• Everyone must participate !!!
• Nametags
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Visiting speakers
• Industry and academic representatives
presenting interesting and pertinent information
about particular supply chain areas
• They’re not on recruiting trips!!!
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Presentations (information updated on web)
• Cotton farming & Mitumba
• Supply chain IT
• Container shipping (Career fair)
• Warehouse design
• Unions
• Rail & Intermodal
• Industrial real estate development
• Container shipping
• Cold supply chain
• Transportation management & planning
• Supply chain consulting
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Visiting speakers
Questions:
• Ask lots of pertinent questions
• Make sure they concern the issues at hand
– Want presenter to be able to finish
• Save questions about other issues for the end of
the presentation
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Grading
• 50% participation in tour and discussions
– Every tour, every class
– Opinions, your experiences, etc.
– Includes coordinated reading, etc. from syllabus
• 10% professionalism
• 40% final exam
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Activities in the near future
Wednesday, January 8th
• Tour Wal-Mart Super Center
• Bus departs at 8:45 AM from Hemphill Avenue
• Preparation: Read Wal-Mart material from syllabus,
calendar
• Pickup times will vary for subsequent tours !!!
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Bus pickup – 8:45AM, Hemphill Avenue
- John Patrick Crecine Residence Hall
Tour pickup point
You are here
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Tour pickup point
8:45 AM ! ! !
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Walmart
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Walmart
Michael T. Duke
• BS in Industrial Engineering, GA Tech, 1971
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Tim Cook
CEO, Apple Inc.
World’s most valuable corporation
Market Capitalization:
# of shares outstanding
times the share price
Apple, Inc:
ExxonMobil:
Walmart:
$486.7 Billion
$434.7 Billion
$254.5 Billion
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Tim Cook
CEO, Apple Inc.
World’s most valuable corporation
BSIE, Auburn University
MBA,
Duke University
•Senior VP, Worldwide Operations
Apple Inc
•VP, Corporate Materials, Compaq
•Director of N. A. Fulfillment,
IBM Personal Computers
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Walmart
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Walmart
• $466.1 Billion in annual sales
– $274 Billion in Walmart stores in the U. S.
– $56.4 Billion in Sam’s Club stores
• 27 countries
• 2.2 million associates worldwide
• 10,700 stores worldwide
– 4,700 in the U. S.
• 245 million customer visits per week
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Walmart
One Mission: Save Money, Live Better
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Potential Walmart Questions
• What is the annual sales volume of this store vs. others?
– (Is this considered a small, medium, or large store)?
• How many SKUs in the store?
• Are they all delivered via Wal-mart trucks?
– If not, what other methods?
– What frequency?
• For Wal-mart deliveries:
– From where? (Wal-Mart DC? Which one? Others?)
– As pallets? How many? Any mixed pallets?
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What are the receiving hours?
How many trucks per day?
How long to unload a truck?
What is the schedule for Wal-mart truck deliveries?
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Potential Walmart Questions
• When do you restock the shelves?
• How long from receipt until product is on the shelves, available
for sale?
• Does the store have any responsibility for inventory
management (SKU ordering, etc.)?
– If so, what is the time from order submission to receipt?
– What sort of seasonalities most affect you?
– What do you do with discontinued/obsolete SKUs?
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Is any inventory kept in the back room?
Any local input to the store plan-o-gram?
Who decides on special promotions - what items, displays?
How often does the product offering change?
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Potential Walmart Questions
• Do all items have Wal-mart specific labels/barcodes prior to
arrival, or do some have to be labeled on-site?
• Any use of RFID within store?
• How large is the workforce?
• What is the turnover?
• How do you schedule?
• How do you track worker productivity?
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Questions, comments?
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Introductions
• Origin
• Background, academic & otherwise
• Interests
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