Its sourcebook for warhammer. Its no official but interesting. Its actually official materials plus couple made by fans.
cathay
Fan made warhammer army book (I am not author or contributor to this tite)
The first release edition of Warhammer armies: Cathay, an unofficial project by thereisnosaurus studiosFull description
SCM ConceptsFull description
Fulid ( Discussion )
Preparing for your Cathay Pacific Interview: Pilot's guide.
Case Study: Aviation Spare Parts Supply Chain Management Optimisation at Cathay Pacific Airways Limited Group 3 Billy Leung Corina Ng Joel Crompton Kelvin Tun Queenie Leung
Market Fact Sheet Buyer’s Market
Supplier’s Market
• Total industry spending >US$10b/yr • Inventory patterns – 30% active; 30% slow & 40% dead • Total major airlines’ spare engines >US$11b • 80% of spare parts owned by airline operators • Primary target for inventory value reduction
• Tight aviation regulations • Constrained in supplier selection • Limited choice and high concentration of OEMs • Weak negotiation power for airline operators • High switching costs • Regulated joint purchasing activities
CX Fact Sheet • • • • • • •
Founded in Hong Kong on 24 Sep 1946 Acquired by the Swire Group in 1948 2006 turnover >US$7.77b with profits >US523m >25K staff worldwide CX’s fleet of > 117 planes with 11 models as of 2007 Average age of 11 years 46 new planes with 3 new models to be delivered in the next 5 years • Serviced 43 destinations and carried >16.7m passengers in 2006
Key Figures to Know >80K repair orders / year
US$350 m Total inventory value
>2300 suppliers
3% dead & inactive stock
>380 k parts on database
US$12 m / engine US$60 / min for runway usage
>1m spare parts
CX SCM Structure
CX Spare Parts Categorization
Criticality Noncriticality
Inventory Control Process
Flow for Creation of a New Parts
Question 1 • What are the supply chain management issues for spare parts operations that Robert and Paul need to consider in their recommendation proposal? – High level of inventory and its total value US$350 – Compliance with required statutory regulations (FAA (US), EASA (EU) and CAD (HK) ) – Maintenance of adequate inventory level to minimize inventory holding cost by keeping right, active stock – Reduction of shortage of spare parts in order to enhance service level – High level of demand variability
Question 2a • What is Cathay Pacific purchasing power in aviation spare parts procurement? – For critical parts • Limited purchasing power due to very few choices of suppliers, high switching cost, sole OEM for some critical parts and lack of joint purchase – For non-critical parts • Greater purchasing power due to more choices of suppliers
Discussion 2b • What are the possible alternatives for improvements in the procurement process? – For critical parts • Reinforce cooperation with suppliers by information sharing, e.g., forecast, inventory • Implement VMI – For non-critical parts • Form JV with selected key suppliers • Maximize the PMA program • Conduct supplier assessment using well-defined KPIs • Launch tenders by product categories
Question 3 • How does Cathay Pacific handle Shortage Management? What are the problems in each option? Methods
Issues
Aircraft-on-ground
High transportation cost Long lead time
Borrowing from another airline
Uncertain stock availability High premium cost
Pool Loan Agreement
Timely to source Unequal benefits Lack of trust Problematic cost allocation
Borrowing from its other aircraft
Unavailable aircraft Unavailable parts Disruptive operations
Question 4 • Which type of aviation spare part(s) is (are) suitable for procurement outsourcing? Why? What are the criteria for spare parts outsourcing? – Parts with criticality codes 3, 4 and Consumable parts are suitable for procurement outsourcing because: • These parts do not affect the normal operation and service of aircraft. • They are relatively easy to manage.
Discussion 5a • What are the advantages and disadvantages for Cathay Pacific to use third party logistics (3PL) partners for her repair management and logistics management? – Advantages: • Focus on core strengths, like hubs & destinations development, air fleet development, passenger services • Greater Leverage on 3pl partners’ expertise, network and technology • Cost savings on infrastructure resources • Efficiency improvement, like service level and ground arrangement – Disadvantages: • Loss of control over 3pl partners, like QA control, priority issues • Loss of core competency
Discussion 5b • What are the criteria for Cathay Pacific to choose her 3PL partners for repair management and logistics management?
3PL CRITERIA
Summary of Issues • • • • •
Comply with different statutory regulations Manage the right inventory level Minimize inventory holding costs Enhance quality level and component performance Develop strong partnership with critical and non-critical suppliers, repair shops and outsourced 3PLs • Cope with the large amount of repair orders • Deliver spare parts to designated more cost effectively
Recommendations •
Tackle high demand variability
•
High inventory and slow stock turnover
– – – –
• •
Negotiation of return to supplier and form tender requirement Clearance on dead stock to other airlines or maintenance companies No stock keeping for slow moving and non-critical items
Cut down the number of suppliers by tendering and open bidding Build up long term cooperation relationship with suppliers – – –
•
Alignment of maintenance plan and forecast
PMA and consignment Vendor-managed inventory (VMI) Shared system for information flow with suppliers
Form a maintenance company to support more airlines to achieve economies of scale and better forecast
