A p p e n d i c e s
Appendix A: Organizational Structures.
A ppe n d ix A .1: Or g ani za ti on al St ru ct u re H ei n ek en .
A ppe n d ix A .2: Or g ani za ti on al St ru ct u re B ral im a S.A. R. L .
A ppe n d ix A .3: Or g ani za ti on al St ru ct u re I n fo rm a ti o n Te ch n o lo g y D ep a rt m en t.
A ppe n d ix A .4: Or g ani za ti on al St ru ct u re P ro d u ct io n De p a rt me n t.
Appendix B: Human Development Index (figures 2003) (Human Development Report 2005).
HDI Rank Country
Human Development
Index (HDI) Value
Life expecta
ncy at birth (years)
Adult Literacy Rate (%
15 and above)
Gross Enrolm ent Ration
for Schools
(%)
GDP per Capita
(PPP US$)
Life Expecta
ncy Index
Educat ion Index
GDP Index
High human development
1 Norway 0.963 79.4 .. 101 37,670 0.91 0.99 0.99 12 The Netherlands 0.943 78.4 .. 99 29,371 0.89 0.99 0.95 57 Trinidad and
Tobago 0.801 69.9 98.5 66 10,766 0.75 0.88 0.78 Medium human development
58 Libyan Arab
Jamahiriya 0.799 73.6 81.7 96 .. 0.81 0.86 0.72 120 South Africa 0.658 48.4 82.4 78 10,346 0.39 0.81 0.77 121 Equatorial Guinea 0.655 43.3 84.2 65 19,780 0.30 0.78 0.88 122 Tajikistan 0.652 63.6 99.5 76 1,106 0.64 0.91 0.40 123 Gabon 0.635 54.5 71.0 74 6,397 0.49 0.72 0.69 124 Morocco 0.631 69.7 50.7 58 4,004 0.75 0.53 0.62 125 Namibia 0.627 48.3 85.0 71 6,180 0.39 0.80 0.69 126 São Tomé and
Principe 0.604 63.0 83.1 62 1,231 0.63 0.76 0.42 127 India 0.602 63.3 61.0 60 2,892 0.64 0.61 0.56 128 Solomon Islands 0.594 62.3 76.6 52 1,753 0.62 0.68 0.48 129 Myanmar 0.578 60.2 89.7 48 .. 0.59 0.76 0.39 130 Cambodia 0.571 56.2 73.6 59 2,078 0.52 0.69 0.51 131 Botswana 0.565 36.3 78.9 70 8,714 0.19 0.76 0.75 132 Comoros 0.547 63.2 56.2 47 1,714 0.64 0.53 0.47 133 Lao People's
Dem. Rep. 0.545 54.7 68.7 61 1,759 0.49 0.66 0.48 134 Bhutan 0.536 62.9 47.0 .. 1,969 0.63 0.48 0.50 135 Pakistan 0.527 63.0 48.7 35 2,097 0.63 0.44 0.51 136 Nepal 0.526 61.6 48.6 61 1,420 0.61 0.53 0.44 137 Papua New
Guinea 0.523 55.3 57.3 41 2,619 0.50 0.52 0.55 138 Ghana 0.520 56.8 54.1 46 2,238 0.53 0.51 0.52 139 Bangladesh 0.520 62.8 41.1 53 1,770 0.63 0.45 0.48 140 Timor-Leste 0.513 55.5 58.6 75 .. 0.51 0.64 0.39 141 Sudan 0.512 56.4 59.0 38 1,910 0.52 0.52 0.49 142 Congo 0.512 52.0 82.8 47 965 0.45 0.71 0.38 143 Togo 0.512 54.3 53.0 66 1,696 0.49 0.57 0.47 144 Uganda 0.508 47.3 68.9 74 1,457 0.37 0.71 0.45 145 Zimbabwe 0.505 36.9 90.0 55 2,443 0.20 0.78 0.53 Low human development
146 Madagascar 0.499 55.4 70.6 51 809 0.51 0.64 0.35 147 Swaziland 0.498 32.5 79.2 60 4,726 0.12 0.73 0.64
148 Cameroon 0.497 45.8 67.9 55 2,118 0.35 0.64 0.51 149 Lesotho 0.497 36.3 81.4 66 2,561 0.19 0.76 0.54 150 Djibouti 0.495 52.8 65.5 24 2,086 0.46 0.52 0.51 151 Yemen 0.489 60.6 49.0 55 889 0.59 0.51 0.36 152 Mauritania 0.477 52.7 51.2 45 1,766 0.46 0.49 0.48 153 Haiti 0.475 51.6 51.9 .. 1,742 0.44 0.50 0.48 154 Kenya 0.474 47.2 73.6 52 1,037 0.37 0.66 0.39 155 Gambia 0.470 55.7 37.8 48 1,859 0.51 0.41 0.49 156 Guinea 0.466 53.7 41.0 41 2,097 0.48 0.41 0.51 157 Senegal 0.458 55.7 39.3 40 1,648 0.51 0.39 0.47 158 Nigeria 0.453 43.4 66.8 64 1,050 0.31 0.66 0.39 159 Rwanda 0.450 43.9 64.0 55 1,268 0.31 0.61 0.42 160 Angola 0.445 40.8 66.8 30 2,344 0.26 0.54 0.53 161 Eritrea 0.444 53.8 56.7 35 849 0.48 0.49 0.36 162 Benin 0.431 54.0 33.6 55 1,115 0.48 0.41 0.40 163 Côte d'Ivoire 0.420 45.9 48.1 42 1,476 0.35 0.46 0.45 164 Tanzania, U. Rep.
of 0.418 46.0 69.4 41 621 0.35 0.60 0.30 165 Malawi 0.404 39.7 64.1 72 605 0.24 0.67 0.30 166 Zambia 0.394 37.5 67.9 48 877 0.21 0.61 0.36 167 Congo, Dem.
Rep. of the 0.385 43.1 65.3 28 697 0.30 0.53 0.32 168 Mozambique 0.379 41.9 46.5 43 1,117 0.28 0.45 0.40 169 Burundi 0.378 43.6 58.9 35 648 0.31 0.51 0.31 170 Ethiopia 0.367 47.6 41.5 36 711 0.38 0.40 0.33 171 Central African
Republic 0.355 39.3 48.6 31 1,089 0.24 0.43 0.40 172 Guinea-Bissau 0.348 44.7 39.6 37 711 0.33 0.39 0.33 173 Chad 0.341 43.6 25.5 38 1,210 0.31 0.30 0.42 174 Mali 0.333 47.9 19.0 32 994 0.38 0.23 0.38 175 Burkina Faso 0.317 47.5 12.8 24 1,174 0.38 0.16 0.41 176 Sierra Leone 0.298 40.8 29.6 45 548 0.26 0.35 0.28 177 Niger 0.281 44.4 14.4 21 835 0.32 0.17 0.35
Developing countries 0.694 65.0 76.5 63 4,359 0.67 0.72 0.70 Least developed countries 0.518 52.2 53.6 45 1,328 0.45 0.50 0.60 Arab States 0.679 67.0 64.1 62 5,685 0.70 0.61 0.72 East Asia and the Pacific 0.768 70.5 90.4 69 5,100 0.76 0.83 0.71 Latin America and the
Caribbean 0.797 71.9 89.6 81 7,404 0.78 0.87 0.74 South Asia 0.628 63.4 58.9 56 2,897 0.64 0.58 0.67 Sub-Saharan Africa 0.515 46.1 60.5 50 1,856 0.35 0.56 0.63 Central and Eastern Europe
and the CIS 0.802 68.1 99.2 83 7,939 0.72 0.94 0.75
OECD 0.892 77.7 .. 89 25,915 0.88 0.95 0.85
High-income OECD 0.911 78.9 .. 95 30,181 0.90 0.98 0.86
High human development 0.895 78.0 .. 91 25,665 0.88 0.96 0.85 Medium human development 0.718 67.2 79.4 66 4,474 0.70 0.75 0.70 Low human development 0.486 46.0 56.6 46 1,046 0.35 0.53 0.58
High income 0.910 78.8 .. 94 29,898 0.90 0.97 0.86 Middle income 0.774 70.3 89.6 73 6,104 0.75 0.84 0.73 Low income 0.593 58.4 60.6 54 2,168 0.56 0.58 0.64
World 0.741 67.1 .. 67 8,229 0.70 0.77 0.75
Appendix C: Critical Success Factor Interview
Questions retrieved from IBM Corporation (1984):
1) What are the major problems encountered in accomplishing the purposes of the organizational unit you manage?
2) What are good solutions to those problems?
3) How can information play a role in any of those solutions?
4) What are the major decisions associated with your management responsibilities?
5) What improvements in information could result in better decisions?
Questions retrieved from Rockart (1979):
6) What are the critical success factors of the organizational unit you manage?
7) What information is needed to ensure that critical success factors are under control?
Questions retrieved from Wetherbe and Vitalari (1995):
8) What is the end good or service provided by the business process?
9) What makes this good or service effective to recipients or customers?
10) What information is needed to evaluate that effectiveness?
11) What are the key means or processes used to generate or provide goods or services?
12) What constitutes efficiency in the provision of these goods or services?
13) What information is needed to evaluate that efficiency?
Appendix D: Cross-Functional Process Overviews
A p p endi x D.1: Cross -Fun ct iona l Proc ess O ver vie w Re ce ption fro m S u ppl ier s.
Process Overview 1. Based on the registered orders in ISHA, an announcement is being sent to warehouse management with order details such as product code & description, order quantity, expected date and time of arrival and so on. These pre-announcements can be used for planning of the warehouse resources. 2. The truck will be unloaded and after counting the items and a visual check for damaged products, the reception is compared with the invoice in ISHA. If there is a deviation in quantities, the freight document is changed and signed. If the delivery is not accepted for quality reasons, or the product was not ordered, these pallets can be returned. This information is transmitted to warehouse management. 3. Before storage, the pallets should be uniquely identified by using the EAN-128 standard with SSCC-code. If the supplier did not identify the pallets, or the coding is wrong, the warehouse people have to attach a (pre-printed) label. Based on pre-established quality procedures, received goods can have a default status like approved or quarantine. If status differs from default, quality management will receive a signal for further action. At this moment the unit is identifiable with an EAN-label and the visible status determined. 4. With the pick assignment on the control layer, the pallet can be picked up and transported to a storage location that is decided by the employee. 5. As a closed loop operation, this handling activity is being closed with a confirmation of the picking. If the quantities are changing (e.g. internal transportation or damage), then the results are transmitted to warehouse management. 6. Information from warehouse management is updated in ISHA.
A p p endi x D.2: Cross -Fun ct iona l Proc ess O ver vie w Pic king o rde rs f o r Pr odu ct io n .
Process Overview 1. When FuturMaster releases the production order, it is sent by e-mail to production and the warehouse employees start order picking. 2. For each material warehouse management identifies the pallet that needs to be picked and the corresponding warehouse. Warehouse management starts the picking activity with a pick assignment. 3. After warehouse management has picked-up, transported and put-away the pallet, the pick assignment is being confirmed and checked. 4. Returned goods are sent back to the warehouse and updated in warehouse management. 5. If the picking cycle is complete, the picking results (move from stock to production) are updated in ISHA.
A p p endi x D.3: Cross -Fun ct iona l Proc ess O ver vie w Int ernal T ran spor tat ion .
Process Overview 1. Whenever a pallet is transported the label is checked. N = No or damaged label, go to Pallet Labelling. Y = Label is OK, go to 2. 2. The label is scanned and relevant information is entered if necessary (Product code, quantity, ultimate consumption date, etc), and the information is sent to warehouse management. 3. Warehouse management allocates a storage location in one of the warehouses. 4. Warehouse management creates the pick assignment with the allocated location. 5. The pick assignment is checked and confirmed and transmitted to warehouse management.
A p p endi x D.4: Cross -Fun ct iona l Proc ess O ver vie w Or der Pi ck in g and Loa d ing f o r D is tri but ion .
Process Overview 1. ISHA sends an announcement with the entire tour planning to warehouse management for capacity planning purposes. 2. Before starting the order picking process, warehouse management receives a signal/announcement (arrival of truck or forced by warehouse people themselves) to activate the order picking. Order preparation for mix pallets is always done in advance. 3. Warehouse management allocates the order pick locations (according to the warehouse management storage policy) where the products are stored necessary for fulfilling the client order. 4. Warehouse management creates a pick assignment. 5. The picking unit can be a standardised pallet or a mixed pallet. Y = Standard, go to 8. N = Mixed Pallet, go to 6. 6. The separate crates are loaded on the mix pallet. 7. When the mixed pallet is full an EAN-label must be created with a unique pallet code (SSCC-number) with reference to the original pallets for Tracking & Tracing purposes. Product and truck info must be available in writing as well (items, quantities, expiry date, delivery date, truck and tour number). 8. After labelling, the whole pallet is checked (is label readable, right quantities, no damage, etc.) 9. After transporting the pallet (standard or mixed), the picking results (location information) are transmitted to warehouse management. 10. After the whole truck has been loaded, warehouse management sends the actual dispatched quantities to ISHA where the client order is being completed and total stock of finished products is being updated.
