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Since the extension of the Schengen area and especially the entry of Poland, the competition has become fiercer in the agriculture sector. Belgian small companies and farmers have to increase their efficiency to deal with this growing competition. As bigger enterprises, they may need to have a better control on their logistics aspects, in order to increase their production performances, which are evaluated through indicators. In order to help big companies, several logistics assessments have been developed by logistics specialists. However, these have not been studied for small enterprises, and even less for farmers and agricultural companies. The present study tries to use and adapt one of those assessments with a double purpose: check the possibility and the consistency of this sort of assessment within this kind of company, and also see if it can help in the identification of improvement methods. This paper is based on the case study of Buttiens Fruits s.a., operating in apples and pears cultivation and commercialization.
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Ce mémoire décrit comment les grandes distributions belge lutte contre le gaspillage. Le Lean management étant la meilleure et la plus simple des solutions, il m’a paru intéressant de voir comment ces concepts sont mis en œuvre.
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Drug inventory management in hospital pharmacies plays a crucial role in the quality of care received by the patient. In an environment where therapies are increasingly expensive, drug stock-outs are reported and pressures are felt, rational inventory management is essential. The objective of our research is to identify the difficulties related to drug inventory management encountered by hospital pharmacists and to identify the needs of pharmacists to overcome these difficulties. Our research consists in interviewing 11 hospital pharmacists, selected among Walloon hospitals. The purpose of these interviews is to assess the current state of drug inventory management within the institution and to identify the difficulties encountered in this area. We also seek to target the needs of pharmacists to optimize this task. The main findings identify the management of drug stock-outs as the biggest challenge faced by pharmacists. Real-time stock-keeping also remains a challenge. The lack of staff on the wards and within the pharmacy itself is a difficulty in maintaining optimal stock levels. The professionals interviewed also mentioned the difficulty of managing the flow of returns of non-administered drugs, as well as controlling the expiration dates of drugs. We identify a need for more visibility, cooperation and obtaining data from outside the institution to overcome certain difficulties. We identify a necessity for the distribution of certain tasks related to inventory management. There is also a need for automation in the work of pharmacists. Better communication between the pharmacy and the floors would also seem to alleviate some of these difficulties. In the specific context of healthcare, different long-term or short-term solutions can be considered to optimize the critical task of inventory management in the drug supply chain.
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Fashion is the third biggest industry in term of revenue worldwide. Although the industry is often pointed out for its controversial practices and consequences in terms of environmental and social issues, it is a growing industry, new entrants disrupt the market everyday. Lately, fast fashion and luxury fashion have been two growing segments of fashion and they both are historically really distinct from one another in terms of supply chain practices. Because of new dynamics in the industry and in the world in general, such as, advanced technologies, globalization, changes in customers’ behavior and more recently the covid-19 pandemic, the fashion market is going through abrupt and sudden changes. Furthermore, this discussion comes in a context of rising awareness about environment, social needs and sustainability in general. Traditionally, luxury fashion is a symbol of authenticity, exclusivity and a guarantee of quality. It has always being a distinct segments of fashion with its own codes, and supply chain management practices and strategies. On the other hand, fast fashion is a symbol of accessibility, ephemeral trendiness and affordability. The rise of fast fashion has redesigned the fashion industry for the pas 30 years and continue to do so with revolutionary practices. Regardless of the segment, the supply chain makes an essential contribution to value creation of the brand and it is important to understand it. While fast fashion retailers keep on gaining popularity amongst customers by pushing the limits in terms of supply chain, luxury brands adapt to a new type of consumerism by finding balance between historical traditions and contemporary practices. It is usually believed that luxury items are more reliable, of better quality and long-lasting because they are manufactured with the best raw materials and collected with the best care. While fast fashion items are believed to be easily disposable, low quality and treated like single-use item. Studying the current trend in supply strategies amongst world leaders of both the segments highlight the novelty in practices and expresses the current challenges of the industry. Indeed, while these generally widely different segments are often opposed and considered as two different worlds, there are many similarities that can be underlined as a results of the evolution of the industry and the auto influence of each other.
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