A supply chain is a network of facilities and distribution options that performs the functions of procurement of materials; transformation of these materials into intermediate and finished products; and distribution of these products to customers. As products flow down the chain, information and money flow up the chain. No product moves without an instruction to do so. (Paul James). Supply chain management spans all movement and storage of raw materials, work-in-process inventory, and finished goods from point of origin to point of consumption.
According to the Council of Supply Chain Management Professionals (CSCMP), supply chain management encompasses the planning and management of all activities involved in sourcing, procurement, conversion, and logistics management. It also includes the crucial components of coordination and collaboration with channel partners, which can be suppliers, intermediaries, third-party service providers, and customers. In essence, supply chain management integrates supply and demand management within and across companies. More recently, the loosely coupled, self-organizing network of businesses that cooperate to provide product and service offerings has been called the Extended Enterprise.
Supply chain management must address the following problems:
" Distribution Network Configuration: number, location and network missions of suppliers, production facilities, distribution centers, warehouses, cross-docks and customers.
" Distribution Strategy: questions of operating control (centralized, decentralized or shared); delivery scheme, e.g., direct shipment, pool point shipping, cross docking, DSD (direct store delivery), closed loop shipping; mode of transportation, e.g., motor carrier, including truckload, LTL, parcel; railroad; intermodal transport, including TOFC (trailer on flatcar) and COFC (container on flatcar); ocean freight; airfreight; replenishment strategy (e.g., pull, push or hybrid); and transportation control (e.g., owner-operated, private carrier, common carrier, contract carrier, or 3PL (third party logistics).
" Trade-Offs in Logistical Activities: The above activities must be well coordinated in order to achieve the lowest total logistics cost. Trade-offs may increase the total cost if only one of the activities is optimized. For example, full truckload (FTL) rates are more economical on a cost per pallet basis than less than truckload (LTL) shipments. If, however, a full truckload of a product is ordered to reduce transportation costs, there will be an increase in inventory holding costs which may increase total logistics costs. It is therefore imperative to take a systems approach when planning logistical activities. These trade-offs are key to developing the most efficient and effective Logistics and SCM strategy.
" Information: Integration of processes through the supply chain to share valuable information, including demand signals, forecasts, inventory, transportation, potential collaboration, etc.
" Inventory Management: Quantity and location of inventory, including raw materials, work-in-progress (WIP) and finished goods.
" Cash-Flow: Arranging the payment terms and methodologies for exchanging funds across entities within the supply chain.
New Hampshire Employment Contract with Project Manager of Provider of Supply Chain Logistics Introduction: When entering into a business relationship between a Project Manager and a Provider of Supply Chain Logistics in New Hampshire, it is essential to have a legally-binding Agreement in place. This Employment Contract outlines the terms and conditions that govern the working relationship between the two parties. It ensures that both the Project Manager and the Provider of Supply Chain Logistics are aware of their rights and obligations, fostering a mutually beneficial partnership. In New Hampshire, there are various types of Employment Contracts with Project Managers of Providers of Supply Chain Logistics, including: 1. Standard Employment Contract: This type of Employment Contract is the most commonly used agreement. It establishes a traditional employer-employee relationship, where the Project Manager is hired by the Provider of Supply Chain Logistics as a regular employee. The contract outlines the employment terms, compensation structure, working hours, leave arrangements, and termination process. 2. Independent Contractor Agreement: In some cases, the Project Manager may be hired as an independent contractor rather than a regular employee. This agreement defines the specific terms of the contractor engagement, such as project deliverables, payment terms, intellectual property rights, and termination clauses. It clarifies that the Project Manager is not an employee but an independent entity providing services to the Provider of Supply Chain Logistics. 3. Fixed-Term Employment Contract: When there is a specific project or timeframe within which the Project Manager is required, a fixed-term employment contract is utilized. This agreement sets the start and end dates of the project or assignment, along with details regarding compensation, project objectives, performance evaluation, and termination conditions. 4. Part-Time Employment Contract: If the Project Manager is not employed full-time but rather on a part-time basis, a part-time employment contract is appropriate. This contract outlines the specific working hours, compensation on a pro rata basis, entitlements, and expectations of the Project Manager who is hired for a limited number of hours or days each week. Key Clauses and Provisions in the Employment Contract: Employment contracts for Project Managers of Providers of Supply Chain Logistics typically include the following key clauses and provisions: 1. Position and Scope of Work: Clearly define the position and responsibilities of the Project Manager within the company. This section outlines the specific tasks, deliverables, and objectives that need to be fulfilled, ensuring both parties are on the same page. 2. Compensation and Benefits: Specify the compensation structure, including salary, bonuses, commissions, reimbursement of expenses, and any other benefits the Project Manager is entitled to. This clause may also cover matters related to potential wage increases, overtime, and incentives. 3. Confidentiality and Non-Disclosure: Protect sensitive company information by including a clause that restricts the Project Manager from disclosing or using confidential information acquired during employment. This provision prevents the sharing of trade secrets, client lists, and proprietary information with third parties. 4. Immunity from Liability: Sometimes, project managers may be exposed to risks or potential liabilities during certain projects. Including a clause that grants immunity from liability to the Project Manager under specific circumstances or outlines the insurance coverage the project manager must hold can be beneficial. 5. Intellectual Property Ownership: Define the ownership and use of intellectual property. Specify that any creations, innovations, or developments made by the Project Manager during the course of employment will become the property of the Provider of Supply Chain Logistics. 6. Termination and Dispute Resolution: Outline the conditions under which either party can terminate the employment contract, including any notice periods required. Additionally, establish a mechanism for resolving disputes, such as through mediation or arbitration, to avoid costly litigation. Conclusion: Crafting a comprehensive Employment Contract for Project Managers of Providers of Supply Chain Logistics in New Hampshire is crucial to protect the rights and interests of both parties involved. By understanding the different types of contracts and incorporating relevant clauses, employers and Project Managers can establish a clear framework for their professional collaboration while minimizing the risk of disputes and conflicts.
