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responsible for a subset of the data included within each sales order, none had ultimate accountability for ensuring that commitments to the customer were made on a timely basis or kept once they were made. Stratex quickly concluded that the many handoffs inherent in its current organizational structure would not support the new strategy. The need to improve delivery performance and the decision to outsource production really elevated the importance of the order-fulfillment process. Stratex needed to start thinking about the management and scheduling of orders, the configuration of the product, and the shipment to the customer as one process, not three or more. Prior to the move to outsourcing, Stratex had a very traditional operations organization, with distinct functional groups responsible for order entry, order management, production, planning, sourcing, and logistics (see Figure 3-1). While the groups interacted frequently, Schlaefli felt that his people were passing information back and forth, as opposed to sharing common information. Communication about delivery schedules between functional groups and when interacting with customers was inconsistent, and both salespeople and customers expressed frustration at being unable to get an accurate order status. Stratex s solution was to recraft the organization, with a new group focused on managing the entire order-execution process from the time an order is entered to the time the product is shipped to the customer. Stratex created an order-fulfillment team and moved the traffic functions within

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The typical graphs of the ripple voltage and switch current for the rst column of each simulation series are shown in Figs. 9.3 and 9.4. In the case of the switch subcircuit model, the error in the ripple voltage is due to a ring on the upper and lower peaks of the waveform. This appears to be related to aliasing of the waveform. A telltale sign of aliasing can be spotted if the waveform is clipped when it should be smooth. Here are some solutions to the aliasing problem: Tighten the maximum time step control (reduce TMAX). Take more data points (reduce TSTEP) if the waveform viewer is viewing interpolated data (output le data points) or TMAX if the viewer is viewing the noninterpolated internal data points from the simulator.

Global Operations Order Fulfillment Production Materials Management Planning Procurement Inventory Control Shipping Traffic Customer Service Demand Management

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this new group. Links were tightened between customer order management, planning, and procurement by physically moving the groups closer together and requiring that order schedules be confirmed in person rather than via voicemail or e-mail communications between the three groups. Once the organizational structure was defined (see Figure 3-2), Stratex began to revise the roles and responsibilities within the planning and procurement functions. The change to an outsourced manufacturing strategy meant that Stratex no longer had the luxury of modifying its production schedule as customer requirements changed or were more clearly understood. Instead, it had to provide a forecast of production requirements to its manufacturing partner well in advance of when the products actually were needed. Stratex needed new roles within both planning and procurement. A new supply chain meant buying only a few materials from a limited number of suppliers, but each of these materials was highly complex and quite expensive. Stratex couldn t afford to run out of something or have too much on hand or on order. The company also was concerned about flexibility because a third party was now responsible for production. Stratex needed to focus a lot of attention on demand management and communicating an accurate picture of anticipated demand to all suppliers, not just to its manufacturing partner.

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They worked furiously on integrating all the pieces of the program together and resolving the myriad inconsistencies thereby produced Entire modules handling Merlin's room, economics, vassalage, tithes, and swapping code were designed, coded, and debugged Despite this, we failed to make our April 1 deadline We moved it back to April 15 Even this became impossible to meet Nevertheless we made April 15 an important milestone -- all coding would be completed by this date The first two weeks of April were consumed in a wild orgy of effort Meeting every day, sometimes for four hours at a stretch, we hammered out what was undoubtedly the toughest part of the design: the artificial intelligence algorithms I had reserved this task for last, for the AI routines must reflect every aspect of the design The design must therefore be complete, and all variables completely defined, before AI algorithms can be designed.

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