Sysco Food Supply Chain Analysis

907 Words4 Pages
The food industry in the United States is an over $5 trillion industry. To be able to provide food for various businesses and grocery stores, warehouses must have a lean operation resulting in efficient services and reduced costs. Due to the volume of food that enters and exits the warehouse, the traffic of the delivery trucks must be controlled effectively. At Sysco Foods, they utilize a delivery truck scheduling software that is both outdated and inefficient resulting in human errors, inaccurate inbound information, and excessive man-hours spent on scheduling and labor. According to Master (2015), the global supply chain has been slow to adopting new technologies and processes negatively affecting their supply chains from end to end.…show more content…
The software available is either a cloud-based system or a Windows based program. Both software types utilize a friendly user interface and enables users to view scheduling, product information, and traffic in real time. There are many safeguards in place to minimize the number of scheduling errors and increase efficiency. By identifying key vendors to improve efficiency, Sysco Foods is able to improve the coordination of schedule, reduce man-hours, and reduce human errors.
Vendor Selection Process In the Warehouse Management System (WMS) industry, there are a variety of vendors that provide various software services to improve operational efficiency. By reviewing and analyzing the services the vendors provide, Sysco Foods can confidently select a vendor and begin the implementation process.
Top Three Vendors
Within the food and grocery industry, there are three vendors that provide software services to a majority of the warehousing businesses. The top three vendors that are known to provide these services are SAP, Manhattan, and One Network.
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A committee involving the Chief Executive Officer (CEO), Chief Technology Officer (CTO), and the Chief Operations Officer (COO) will review the scope of the objective, review the vendors listed, select the appropriate vendor for the new scheduling software, and guide the implementation process to achieve their goals (Wager, Lee, & Glaser, 2013). The COO will reach out to the Director of Operations at their largest location to receive firsthand knowledge on day-to-day operations and receive critical feedback and suggestions regarding the inefficiencies of the current scheduling

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