Supply Chain 4 Jacob - magicplatforms/new-machine-workflows GitHub Wiki
Below are all ten of your sequence diagrams converted for GitHub Wiki. Each is wrapped in a standard ```mermaid block so that the Wiki’s Mermaid extension can render them directly. The diagram contents and styling (colors, icons, comments) are preserved exactly as before—only the wrappers have been updated.
sequenceDiagram
actor SCM as Supply Chain Manager
participant BI as fa:fa-chart-line BI Platform <br> (Tableau/Power BI)
participant ERP as fa:fa-server ERP System <br> (SAP S/4HANA)
participant FIN as fa:fa-dollar-sign Finance Dept.
participant SALES as fa:fa-bullhorn Sales & Marketing
participant OPS as fa:fa-cogs Operations Leads
participant IT as fa:fa-laptop-code IT Department
rect rgb(232, 245, 233)
note over SCM, IT: Morning: Strategic Review & Alignment
SCM->>BI: 1. Login to view consolidated KPI dashboard
BI-->>SCM: Display KPIs (OTIF, Costs, Inventory) & Major Alerts
note right of SCM: Reviewing End-to-End Performance vs. Targets.<br>Identifying major disruptions (port delays, supplier failure).
SCM->>ERP: 2. Drill down on critical exception alert
ERP-->>SCM: Provide detailed data on affected orders/shipments
SCM->>OPS: 3. Morning Huddle: Discuss priorities & major issues
OPS-->>SCM: Confirm understanding & report initial status
end
rect rgb(252, 228, 236)
note over SCM, IT: Mid-day: Cross-Functional Collaboration
SCM-->>SALES: 4. Participate in S&OP Demand Review Meeting
SALES-->>SCM: Present updated sales forecast & promotions
note right of SCM: Reconciling demand plan with supply capabilities.<br>Assessing impact of new promotions on inventory.
SCM->>FIN: 5. Analyze financial impact of operational trade-offs
activate FIN
FIN-->>SCM: Provide cost analysis (e.g., expedite vs. stockout cost)
deactivate FIN
SCM->>FIN: 6. Request approval for unplanned strategic spend
end
rect rgb(225, 245, 254)
note over SCM, IT: Afternoon: Performance Management & Future Planning
SCM->>BI: 7. Review supplier performance scorecards
BI-->>SCM: Display vendor metrics (quality, delivery, cost)
note right of SCM: Identifying underperforming suppliers for strategic review.<br>Planning contract negotiations.
SCM->>IT: 8. Collaborate on SC Technology Roadmap
activate IT
IT-->>SCM: Discuss new system capabilities (e.g., SAP IBP, AI tools)
deactivate IT
SCM->>SCM: 9. Prepare executive summary on SC performance & risks
end
sequenceDiagram
actor LC as fa:fa-headset Logistics Coordinator
participant TMS as fa:fa-laptop-medical TMS <br> (Blue Yonder)
participant WH as fa:fa-warehouse Warehouse Team
participant Carrier as fa:fa-truck Carrier/Driver
participant CS as fa:fa-user-tie Customer Service
rect rgb(232, 245, 233)
note over LC, CS: Morning: Plan & Dispatch
LC->>TMS: 1. Review daily shipment schedule & alerts
LC->>WH: 2. Confirm load readiness for scheduled pickups
WH-->>LC: Acknowledge readiness
LC->>Carrier: 3. Confirm driver ETA for pickup
Carrier-->>LC: Provide ETA
WH->>Carrier: Load is picked up
Carrier->>TMS: 4. Update status to 'In-Transit' (via ELD)
end
rect rgb(255, 243, 224)
note over LC, CS: Mid-day: Monitor & Troubleshoot
TMS-->>LC: 5. **Exception Alert:** Shipment Delayed!
note right of LC: Real-time GPS shows truck is stopped.
LC->>Carrier: 6. Call driver/dispatcher for reason (e.g., breakdown)
Carrier-->>LC: Explain issue, provide recovery plan
LC->>CS: 7. Update on delay & provide new ETA
activate CS
CS-->>LC: Acknowledge, will inform customer
deactivate CS
LC->>TMS: 8. Update shipment record with notes & new ETA
end
rect rgb(239, 235, 233)
note over LC, CS: Afternoon: Administration & Forward Planning
Carrier->>LC: 9. Submit Proof of Delivery (POD) for completed loads
LC->>TMS: 10. Verify POD & approve freight invoice for payment
note right of LC: Reconciling invoice against agreed rates.<br>Filing claims for any damages.
LC->>TMS: 11. Tender next day's loads to carrier network
Carrier-->>LC: Accept/Reject tenders
end
sequenceDiagram
actor PS as fa:fa-user-edit Procurement Specialist
participant eProc as fa:fa-cogs eProcurement <br> (Coupa)
participant Requester as fa:fa-user Internal Requester
participant Supplier as fa:fa-industry Supplier
participant AP as fa:fa-file-invoice-dollar Accounts Payable
participant Legal as fa:fa-gavel Legal Dept.
rect rgb(232, 245, 233)
note over PS, Legal: Morning: Requisition Triage & PO Processing
Requester->>eProc: 1. Submits Purchase Requisition
PS->>eProc: 2. Login & Review Requisition Queue
note right of PS: Verify budget codes, specs, approvals.<br>Check for existing contracts/suppliers.
PS->>eProc: 3. Convert approved requisition to Purchase Order (PO)
eProc-->>Supplier: 4. Transmit PO to Supplier
end
rect rgb(252, 228, 236)
note over PS, Legal: Mid-day: Supplier Interaction & Sourcing
PS->>Supplier: 5. Follow up on status of overdue POs
Supplier-->>PS: Provide updated delivery schedule
note right of PS: For new items, initiate RFQ process.
PS->>Supplier: 6. Issue Request for Quotation (RFQ)
Supplier-->>PS: Submit quote
PS->>Supplier: 7. Negotiate price, terms, and lead time
end
rect rgb(225, 245, 254)
note over PS, Legal: Afternoon: Internal Collaboration
AP->>PS: 8. Alert: Invoice-PO Mismatch (3-way match fail)
activate PS
PS->>AP: Investigate and provide correction
deactivate PS
note right of PS: For new contracts, engage Legal.
PS->>Legal: 9. Submit supplier contract for review
activate Legal
Legal-->>PS: Provide redlines/feedback
deactivate Legal
PS->>Supplier: 10. Communicate required contract changes
end
sequenceDiagram
actor WM as fa:fa-hard-hat Warehouse Manager
participant WMS as fa:fa-barcode WMS <br> (Manhattan Active)
participant Supervisors as fa:fa-users-cog Supervisors
participant Associates as fa:fa-users Warehouse Associates
participant Transport as fa:fa-truck-moving Transportation Team
rect rgb(232, 245, 233)
note over WM, Transport: Morning: Shift Huddle & Operational Planning
WM->>WMS: 1. Review daily workload (inbound/outbound volume)
WMS-->>WM: Display order queues & scheduled receipts
WM->>Supervisors: 2. Pre-Shift Huddle: Set priorities & allocate labor
note right of WM: "Focus on e-commerce wave first.<br>Prioritize unloading container X."
Supervisors->>Associates: 3. Assign tasks based on manager's direction
Associates->>WMS: Begin picking/receiving tasks using scanners
end
rect rgb(255, 243, 224)
note over WM, Transport: Mid-day: Floor Management & Exception Handling
WM->>WM: 4. "Manage by Walking Around" on warehouse floor
WMS-->>WM: 5. **Mobile Alert:** Bottleneck in Zone B picking
note right of WM: Using WMS mobile app on tablet to monitor progress.
WM->>Supervisors: 6. Investigate root cause of delay on-site
Supervisors-->>WM: "Product is in a bad location, causing congestion."
WM->>WMS: 7. Initiate task to re-slot problematic inventory
WM->>Transport: 8. Coordinate dock door assignments for arriving trucks
end
rect rgb(239, 235, 233)
note over WM, Transport: Afternoon: KPI Review & Handoff
WM->>WMS: 9. Analyze shift performance KPIs (productivity, accuracy)
WMS-->>WM: Display dashboards and reports
WM->>WM: 10. Conduct safety audit of floor operations
WM->>Supervisors: 11. End-of-shift handoff meeting
note right of WM: Communicate next shift's priorities and any unresolved issues.
end
sequenceDiagram
actor SCA as fa:fa-search-dollar Supply Chain Analyst
participant DB as fa:fa-database Source Systems <br> (ERP, WMS, TMS)
participant Tableau as fa:fa-chart-pie Analytics Tool <br> (Tableau)
participant SCM as fa:fa-user-tie Supply Chain Manager
participant OpsTeams as fa:fa-people-arrows Operations Teams
rect rgb(232, 245, 233)
note over SCA, OpsTeams: Morning: Data Extraction & Report Refresh
SCA->>DB: 1. Run SQL queries to extract daily operational data
DB-->>SCA: Provide raw data tables
SCA->>Tableau: 2. Load data and refresh standard KPI dashboards
note right of SCA: Data cleansing and validation.<br>Checking for anomalies before publication.
Tableau-->>SCM: 3. Publish updated dashboards for management review
end
rect rgb(255, 243, 224)
note over SCA, OpsTeams: Mid-day: Analysis & Root Cause Investigation
SCM->>SCA: 4. **Query:** "Transportation costs are up 15%. Find out why."
activate SCA
SCA->>Tableau: 5. Drill down into transportation cost data
note right of SCA: Analyzing data by lane, carrier, mode, and service level.
SCA->>OpsTeams: 6. Collaborate to get operational context
OpsTeams-->>SCA: "We had to use a lot of expensive spot freight for the West Coast last week."
deactivate SCA
end
rect rgb(239, 235, 233)
note over SCA, OpsTeams: Afternoon: Dashboard Creation & Presentation
SCA->>Tableau: 7. Create a new, detailed dashboard on the cost issue
note right of SCA: Visualizing the cost spike, highlighting the specific lanes and carriers involved.
SCA->>SCM: 8. Present findings and root cause analysis
activate SCM
SCM-->>SCA: "Great analysis. Let's take this to the Transportation Manager."
deactivate SCM
SCA->>SCA: 9. Document analysis and plan next project
end
sequenceDiagram
actor IM as fa:fa-boxes Inventory Manager
participant ERP as fa:fa-database-alt ERP System <br> (Oracle NetSuite)
participant WH as fa:fa-warehouse Warehouse Team
participant DP as fa:fa-chart-line Demand Planner
participant Sales as fa:fa-bullhorn Sales Team
participant FIN as fa:fa-dollar-sign Finance Dept.
rect rgb(232, 245, 233)
note over IM, FIN: Morning: Discrepancy Review & Cycle Counting
ERP-->>IM: 1. Generate daily inventory accuracy & discrepancy report
IM->>WH: 2. Investigate root cause of major discrepancies
WH-->>IM: "Receiving error on PO #12345"
IM->>ERP: 3. Create & assign cycle count plan for 'A' items
ERP-->>WH: Transmit cycle count tasks to warehouse scanners
end
rect rgb(255, 243, 224)
note over IM, FIN: Mid-day: Parameter Tuning & Replenishment
IM->>ERP: 4. Analyze inventory parameters (Safety Stock, Reorder Points)
note right of IM: Using NetSuite's demand-based replenishment tools.<br>Balancing service level targets with carrying costs.
ERP-->>IM: 5. Display suggested replenishment orders
IM->>ERP: 6. Review, adjust, and approve purchase recommendations
end
rect rgb(239, 235, 233)
note over IM, FIN: Afternoon: Collaboration & Risk Management
Sales->>IM: 7. **Alert:** "New promotion starting next month for SKU-X."
activate IM
IM->>DP: 8. Collaborate to quantify expected demand lift
DP-->>IM: "Expect 50% sales increase for 4 weeks."
IM->>ERP: 9. Adjust inventory plan to build stock for promotion
deactivate IM
IM->>FIN: 10. Report on Excess & Obsolete (E&O) inventory value
end
sequenceDiagram
actor TM as fa:fa-user-tie Transportation Manager
participant TMS as fa:fa-laptop-medical TMS <br> (Blue Yonder)
participant Carrier as fa:fa-handshake Carrier Account Mgr
participant CustomsBroker as fa:fa-globe-americas Customs Broker
participant Coord as fa:fa-headset Logistics Coordinator
participant FIN as fa:fa-dollar-sign Finance/Audit
rect rgb(232, 245, 233)
note over TM, FIN: Morning: Performance & Cost Analysis
TM->>TMS: 1. Review carrier performance dashboards (On-Time %, etc.)
TMS-->>TM: Display scorecards & trend data
TM->>FIN: 2. Analyze freight spend vs. budget
FIN-->>TM: Provide freight audit & payment data
note right of TM: Identifying carriers with poor service.<br>Investigating reasons for cost overruns.
end
rect rgb(255, 243, 224)
note over TM, FIN: Mid-day: Network Optimization & Escalation
TM->>TMS: 3. Run "what-if" scenarios for network optimization
note right of TM: e.g., Model cost savings of switching freight from LTL to multi-stop Truckload.
Coord->>TM: 4. **Escalation:** "Cannot find capacity for critical shipment to NY."
activate TM
TM->>Carrier: 5. Call senior account manager to secure a truck
Carrier-->>TM: "We'll divert a truck to cover it for you."
deactivate TM
end
rect rgb(239, 235, 233)
note over TM, FIN: Afternoon: Strategic Collaboration
TM->>CustomsBroker: 6. Collaborate on customs clearance for inbound ocean freight
activate CustomsBroker
CustomsBroker-->>TM: Confirm documentation is compliant, advise on duties/tariffs
deactivate CustomsBroker
TM->>Carrier: 7. Conduct Quarterly Business Review (QBR)
note right of TM: Discuss performance, new opportunities, and negotiate rates.
TM->>FIN: 8. Final review and approval of carrier invoices
end
sequenceDiagram
actor DP as fa:fa-user-chart Demand Planner
participant APS as fa:fa-brain Advanced Planning System <br> (SAP IBP)
participant ERP as fa:fa-server ERP System
participant Sales as fa:fa-bullhorn Sales Team
participant Mktg as fa:fa-lightbulb Marketing Team
participant SCM as fa:fa-user-tie SC Leadership
rect rgb(232, 245, 233)
note over DP, SCM: Morning: Statistical Forecast Generation
ERP->>APS: 1. Load historical sales data
DP->>APS: 2. Review & cleanse historical data (remove outliers)
note right of DP: Identifying one-off sales spikes that don't reflect true demand.
DP->>APS: 3. Run statistical forecast models
APS-->>DP: Generate baseline statistical forecast
end
rect rgb(252, 228, 236)
note over DP, SCM: Mid-day: Consensus Building
DP->>Sales: 4. Lead Demand Review meeting
activate Sales
Sales-->>DP: Provide sales pipeline input & overrides
deactivate Sales
DP->>Mktg: 5. Incorporate marketing & promotion plans
activate Mktg
Mktg-->>DP: "Add 10,000 units for Q3 promotion."
deactivate Mktg
DP->>APS: 6. Update forecast to create Consensus Demand Plan
end
rect rgb(225, 245, 254)
note over DP, SCM: Afternoon: S&OP & Performance Analysis
DP->>SCM: 7. Present Consensus Demand Plan in S&OP Meeting
note right of DP: Explaining key assumptions and changes from last cycle.
SCM-->>DP: Approve plan for supply & financial planning
DP->>APS: 8. Analyze previous month's forecast accuracy
APS-->>DP: Display Forecast Error & Bias metrics
DP->>DP: 9. Perform root cause analysis on largest errors
end
sequenceDiagram
actor OpsMgr as fa:fa-user-gear Operations Manager
participant MES as fa:fa-industry-windows MES
participant Supervisors as fa:fa-users-cog Supervisors
participant Maintenance as fa:fa-tools Maintenance Team
participant Quality as fa:fa-check-circle Quality Control
participant Planner as fa:fa-calendar-alt Supply Planner
rect rgb(232, 245, 233)
note over OpsMgr, Planner: Morning: Schedule & Resource Review
OpsMgr->>MES: 1. Review daily production schedule & work orders
OpsMgr->>Supervisors: 2. Morning Production Meeting: Assign tasks & review safety
note right of OpsMgr: Confirming labor and material availability for the shift.
OpsMgr->>MES: 3. Verify material staging for first production run
MES-->>OpsMgr: Confirm material availability
end
rect rgb(255, 243, 224)
note over OpsMgr, Planner: Mid-day: Shop Floor Monitoring
MES-->>OpsMgr: 4. **Real-time Alert:** OEE on Line 3 dropped to 60%!
note right of OpsMgr: Monitoring MES dashboards on the shop floor.
OpsMgr->>Supervisors: 5. Investigate cause of OEE drop on Line 3
Supervisors-->>OpsMgr: "Machine is having frequent micro-stoppages."
OpsMgr->>Maintenance: 6. Dispatch maintenance to diagnose machine issue
activate Maintenance
Maintenance-->>OpsMgr: "Performing adjustment, will be back online in 15 mins."
deactivate Maintenance
end
rect rgb(239, 235, 233)
note over OpsMgr, Planner: Afternoon: Quality & Planning Collaboration
OpsMgr->>Quality: 7. Lead daily quality review meeting
activate Quality
Quality-->>OpsMgr: Analyze defect trends and discuss corrective actions
deactivate Quality
OpsMgr->>Planner: 8. Provide feedback on production plan feasibility
activate Planner
Planner-->>OpsMgr: Adjust future schedule based on capacity constraints
deactivate Planner
OpsMgr->>OpsMgr: 9. Review shift output vs. plan & prepare for shift handoff
end
sequenceDiagram
actor SS as fa:fa-search Sourcing Specialist
participant eSourcing as fa:fa-cogs eSourcing Platform <br> (SAP Ariba)
participant MktIntel as fa:fa-chart-bar Market Intelligence
participant Eng as fa:fa-drafting-compass Engineering (R&D)
participant Supplier as fa:fa-industry Potential Supplier
participant Procurement as fa:fa-user-edit Procurement Team
rect rgb(232, 245, 233)
note over SS, Procurement: Morning: Market Intelligence & Discovery
SS->>MktIntel: 1. Review commodity market trends & risk reports
SS->>eSourcing: 2. Search for new potential suppliers for Project X
note right of SS: Identifying suppliers with specific technical capabilities or certifications.
eSourcing-->>SS: Provide list of potential suppliers
SS->>Supplier: 3. Send Request for Information (RFI) to new suppliers
end
rect rgb(252, 228, 236)
note over SS, Procurement: Mid-day: RFx Management & Evaluation
SS->>eSourcing: 4. Manage active Request for Proposal (RFP) event
Supplier-->>eSourcing: Submit RFP response
SS->>Eng: 5. Collaborate with cross-functional team to evaluate proposals
activate Eng
Eng-->>SS: Provide technical scoring of supplier capabilities
deactivate Eng
note right of SS: Creating a shortlist of the top 3 suppliers for deeper engagement.
end
rect rgb(225, 245, 254)
note over SS, Procurement: Afternoon: NPI & Contract Handoff
SS->>Eng: 6. Participate in New Product Introduction (NPI) design review
note right of SS: Providing Design for Manufacturability (DFM) feedback.
Eng-->>SS: "Can you source a supplier for this new custom part?"
SS->>Supplier: 7. Lead final commercial negotiations with selected supplier
SS->>Procurement: 8. Handoff: Onboard new supplier & contract into ERP/Coupa
activate Procurement
Procurement-->>SS: Acknowledge, ready to place POs.
deactivate Procurement
end