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Donald Rosenfield and Chris Caplice. Wessels, Steven Allan, Jr Leaders for Global Operations Program. Leaders for Global Operations Program at MIT Massachusetts Institute of Technology. Engineering Systems Division Sloan School of Management 2011-09-27T18:35:53Z 2011-09-27T18:35:53Z 2011 2011 http://hdl.handle.net/1721.1/66042 752299328 Thesis (M.B.A.)--Massachusetts Institute of Technology, Sloan School of Management; and, (S.M.)--Massachusetts Institute of Technology, Engineering Systems Division; in conjunction with the Leaders for Global Operations Program at MIT, 2011. Cataloged from PDF version of thesis. Includes bibliographical references (p. 80). Hamilton Sundstrand has made several changes to their supply chain in recent years, including increased offshore and outsourced production, new service offerings and relocation of facilities, to meet shifting business needs to remain a top competitor in the aerospace systems industry. This thesis reviews the distribution network of their aftermarket parts and service business to ensure that Hamilton Sundstrand meets customer needs through efficient supply chain design and aligning business strategy with inventory planning. A review of the current state is employed to locate gaps in strategic design, operating efficiencies and customer service levels. Improvement opportunities identified in the current state analysis are addressed with proposed alternatives to adjust the distribution network to meet current and future needs while minimizing cost and maintaining or raising service levels. The combined proposals of relocating distribution center volumes, reducing on hand inventory at co-located sites and closing a forward stocking location are estimated to result in over one million dollars in annual cost savings. by Steven Allan Wessels, Jr. S.M. M.B.A. 80 p. eng Massachusetts Institute of Technology M.I.T. theses are protected by copyright. They may be viewed from this source for any purpose, but reproduction or distribution in any format is prohibited without written permission. See provided URL for inquiries about permission. http://dspace.mit.edu/handle/1721.1/7582 Sloan School of Management. Engineering Systems Division. Leaders for Global Operations Program. Improving inventory and distribution in an aerospace parts and service organization Thesis application/pdf false Publication unknown unknown <Publication xmlns="https://www.openaire.eu/cerif-profile/1.1/" id="1c24ff8c-884b-43dc-8849-cb63eec06260"> <Type xmlns="https://www.openaire.eu/cerif-profile/vocab/COAR_Publication_Types">http://purl.org/coar/resource_type/c_1843</Type> <Language>eng</Language> <Title>Improving inventory and distribution in an aerospace parts and service organization</Title> <PublishedIn> <Publication> </Publication> </PublishedIn> <PublicationDate>2011</PublicationDate> <Authors> <Author> <DisplayName>Wessels, Steven Allan, Jr</DisplayName> <Affiliation> <OrgUnit> </OrgUnit> </Affiliation> </Author> </Authors> <Editors> </Editors> <Publishers> <Publisher> <DisplayName>Massachusetts Institute of Technology</DisplayName> <OrgUnit /> </Publisher> </Publishers> <License>http://dspace.mit.edu/handle/1721.1/7582</License> <Keyword>Sloan School of Management.</Keyword> <Keyword>Engineering Systems Division.</Keyword> <Keyword>Leaders for Global Operations Program.</Keyword> <Abstract>Hamilton Sundstrand has made several changes to their supply chain in recent years, including increased offshore and outsourced production, new service offerings and relocation of facilities, to meet shifting business needs to remain a top competitor in the aerospace systems industry. This thesis reviews the distribution network of their aftermarket parts and service business to ensure that Hamilton Sundstrand meets customer needs through efficient supply chain design and aligning business strategy with inventory planning. A review of the current state is employed to locate gaps in strategic design, operating efficiencies and customer service levels. Improvement opportunities identified in the current state analysis are addressed with proposed alternatives to adjust the distribution network to meet current and future needs while minimizing cost and maintaining or raising service levels. The combined proposals of relocating distribution center volumes, reducing on hand inventory at co-located sites and closing a forward stocking location are estimated to result in over one million dollars in annual cost savings.</Abstract> <Access xmlns="http://purl.org/coar/access_right" > </Access> </Publication>