NUR SHAFARINI MOHD NAWI ELYIA IRYANE OTHMAN NORBEE SHIREEN ABD HAMID SITI NURHAKEM BINTI MESBAH

ELAINA ROSE BINTI JOHAR

Group members:

2009221266 2008379901 2009369825 2010210114 2009562767

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INTRODUCTION
In the past 15 years, Guocera has been transforming the living and work spaces of its customers with amazing products and services. Inspired by quality Italian craftsmanship and its artisan ethos, Guocera is the tile manufacturer of choice in over 50 countries globally.

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 Malaysias largest ceramic manufacturer and exporter, with customers in the USA,Canada, Europe, Australia, Middle East, India, South Africa, South Korea, Thailand, Hong Kong, Vietnam, Philippines, Indonesia and Singapore.

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Guocera Current Distribution Process:

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The process is tediously slow. Transporter delay sending DN to Guocera as they dont do much delivery of goods.

Cant monitor the process. Guocera cant have full monitoring over the transporter as they outsource appointed transporter.

Delay in Payment to Supplier. Transporter late confirming the status delivery to the supplier.

PROCESS BOTTLENECK

Account Payable not in Order. Due to the delay in payment made to supplier.

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BUSINESS PROCESS IMPROVEMENT

Approached Konica Minolta to look at a solution to speed up the processing of the DN Requirements included; 1. Ability to scan and upload the DN on a daily basis 2. Automated processing of the DNs at Guocera office to automate the data extraction & matching against the Guocera database 3. Auto-archival of all the DNs according to the transporters and further categorized by Year & Month. 4. Allow the transporters access to their data via a web portal

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IMPLICATIONS
It improves efficiency and ensures compliance.
Enhances customer service. Delivers full tracking and auditing information at every stage. Massive cost savings can be made by reducing expenditure on the large number of staff needed to manually process delivery notes. Confidence on confirmation of delivery of products assists with disputes resolution.

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IMPLICATIONS cont..
Centralized and structured electronic job sheet files are easily retrievable from any computer within the network.
Substantial cash flow benefits reduces the time delay to get data into the finance systems for invoicing. Automated and seamless delivery of time sheets to head office removes the need for printing and scanning at the depot. Increased transaction efficiency and traceability.

Provides precise management reporting on the effectiveness of process within the organization.
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CONCLUSION
In conclusion, by implemented the automation, Guocera will: Improved the stock control as well as tracking the transporters with their delivery timings. Improved in the turn around time for the processing of the DNs. Allowed Guocera to issue timely invoices to the suppliers and track errors and disparities as the system is checking against Guocera internal database. Allowed for the management of hard-copies of the DNs and also the ability to share this information internally and with the relevant external parties. Improved the process flow and handling of a critical part of the Guocera logistic function which involves timely delivery of goods to suppliers as well as accountability of the transporters and also the invoicing process.
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