Desjardin Blog - EN

It can be challenging to create an integrated supply chain with multiple manufacturers and the packaging provider. However, it is not impossible, and the benefits of integration far outweigh the challenge. ERP systems improve information flow between supply chain companies, which is very important for exchanging products, money and information.

Logistics management is a vital part of supply chain management. It involves planning, implementing, organizing, and controlling both the effective and efficient forwarding and reversal flow and storage of goods. Additionally, it gathers and processes important information that starts from the product’s point of origin to its point of consumption to meet the customer’s requirements. All these control functions ensure effective business management in working toward achieving the business’s planned objectives.

To succeed in a competitive and volatile climate, businesses need to comprehend the processes and interactions that occur along their supply chains. This allows businesses to have control of the connection between supply and demand in a way that is integrated, coordinated, and efficient. To accomplish this, today’s automated supply chains rely on enterprise resource planning (ERP), which has greatly improved what traditional supply chains were capable of.

Business relationships are an essential component of an efficient and successful Lean supply chain for cosmetics and food, including those in which Desjardin is a participant. The Lean supply model is special because it provides 12 elements that are designed to improve efficiency in a businesses’ value chain and supply base.

Everyone knows the importance of a good relationship. In a Lean supply chain, business relationships have a value all their own. These relationships have a direct impact on company efficiency that is greater than when focus is directed on competitiveness or an individual firm’s efficiency.

Lean thinking is a management concept that takes its cue from management practices implemented by Toyota and eventually other members of the Japanese automobile industry in the 1980s. Manufacturers who implement Lean management do so with the goal of achieving operational improvement and cost reduction. While some firms keep to the initial focus of Lean, which is to improve internal efficiency, it can be extended to external suppliers as a way of coping with uncertainty within the supply chain. Lean Supply (LS) techniques are used to focus on external integration and extended value streams that bring value to products and services that help sustain value chains, while keeping businesses competitive.