Supply Chain Management in Cruise
The creativity of people and sustained marketing of companies allowed the passenger liner industry to transform from a pure transport function to an almost pure tourism function into the global cruise line industry that we know today.
The main goal of the supply chain, sometimes referred to as the value chain, is to create value. In an end-customers' context, value is the measure of desire for a product and its related services
(1) customer relationship management, (2) customer service management, (3) demand management, (4) order fulfilment, (5) manufacturing flow management, (6) supplier relationship management, (7) product development and commercialization, and (8) returns management.
actually frame the supply chain business model. They are: (1) customer centricity, (2) operational excellence, (3) integrative management, (4) real-time responsiveness, (5) network leveraging, and (6) collaboration.
cruise ships are committed to the supplies present onboard once leaving the port. Therefore, demand forecasting must be very precise if the safety stock is to be reduced in this space-starved environment, while preventing costly stockouts
we find two main management areas: hotel and marine operations. Onboard hotel operations are comparable to a standard resort operation (Teye & Leclerc, 1998) performing customer service functions such as customer care, scheduling activities, meals, etc. Marine operations are responsible for traditional marine functions such as the onboard power generation, ships maintenance, and navigation
On the strategic plane, what is unique to the cruise industry is that the itinerary planning will affect the supply chain design, demand forecasts, and product mix
On the strategic and tactical levels, the main challenge is the mobile nature of the supply points [They refer to the re-positioning of ship season as the “double loading season”. This is caused by a replenishment lead-time that increases as the ships get
The main goal of the supply chain, sometimes referred to as the value chain, is to create value. In an end-customers' context, value is the measure of desire for a product and its related services
(1) customer relationship management, (2) customer service management, (3) demand management, (4) order fulfilment, (5) manufacturing flow management, (6) supplier relationship management, (7) product development and commercialization, and (8) returns management.
actually frame the supply chain business model. They are: (1) customer centricity, (2) operational excellence, (3) integrative management, (4) real-time responsiveness, (5) network leveraging, and (6) collaboration.
cruise ships are committed to the supplies present onboard once leaving the port. Therefore, demand forecasting must be very precise if the safety stock is to be reduced in this space-starved environment, while preventing costly stockouts
we find two main management areas: hotel and marine operations. Onboard hotel operations are comparable to a standard resort operation (Teye & Leclerc, 1998) performing customer service functions such as customer care, scheduling activities, meals, etc. Marine operations are responsible for traditional marine functions such as the onboard power generation, ships maintenance, and navigation
On the strategic plane, what is unique to the cruise industry is that the itinerary planning will affect the supply chain design, demand forecasts, and product mix
On the strategic and tactical levels, the main challenge is the mobile nature of the supply points [They refer to the re-positioning of ship season as the “double loading season”. This is caused by a replenishment lead-time that increases as the ships get