Quản trị kinh doanh - Chapter 10: Supply chain management strategy and design

Chapter 10Supply Chain ManagementStrategy and Design1Lecture OutlineThe Management of Supply ChainsGreen Supply ChainsInformation Technology: A Supply Chain EnablerSupply Chain IntegrationSupply Chain Management (SCM) SoftwareMeasuring Supply Chain Performance10-2Copyright 2011 John Wiley & Sons, Inc.Supply Chains10-3All facilities, functions, and activities associated with flow and transformation of goods and services from raw materials to customer, as well as the associated information flowsAn integrated group of processes to “source,” “make,” and “deliver” productsCopyright 2011 John Wiley & Sons, Inc.The Supply Chain – Figure10.110-4Copyright 2011 John Wiley & Sons, Inc.Supply Chain for Denim JeansFigure 10.2a10-5Copyright 2011 John Wiley & Sons, Inc.Supply Chain for Denim Jeans (cont.)Figure 10.2b10-6Copyright 2011 John Wiley & Sons, Inc.Supply Chain Processes10-7Copyright 2011 John Wiley & Sons, Inc.Supply Chain for Service ProvidersMore difficult than manufacturingDoes not focus on the flow of physical goodsFocuses on human resources and support servicesMore compact and less extended10-8Copyright 2011 John Wiley & Sons, Inc.Value ChainsValue chainevery step from raw materials to the eventual end userultimate goal is delivery of maximum value to the end userSupply chainactivities that get raw materials and subassemblies into manufacturing operationultimate goal is same as that of value chain10-9Copyright 2011 John Wiley & Sons, Inc.Value ChainsDemand chainincrease value for any part or all of chainTerms are used interchangeablyValuecreation of value for customer is important aspect of supply chain management10-10Copyright 2011 John Wiley & Sons, Inc.Supply Chain Management (SCM)Managing flow of information through supply chain in order to attain the level of synchronization that will make it more responsive to customer needs while lowering costsKeys to effective SCMinformationcommunicationcooperationtrust10-11Copyright 2011 John Wiley & Sons, Inc.Supply ChainUncertainty and InventoryA major objective of SCM:respond to uncertainty in customer demand without creating costly excess inventoryNegative effects of uncertaintylatenessincomplete ordersInventoryinsurance against supply chain uncertainty10-12Copyright 2011 John Wiley & Sons, Inc.Supply ChainUncertainty and InventoryFactors that contribute to uncertaintyinaccurate demand forecastinglong variable lead timeslate deliveriesincomplete shipmentsproduct changesbatch ordering price fluctuations and discountsinflated orders10-13Copyright 2011 John Wiley & Sons, Inc.Bullwhip EffectOccurs when slight demand variability is magnified as information moves back upstream10-14Copyright 2011 John Wiley & Sons, Inc.Risk PoolingRisks are aggregated to reduce the impact of individual risksCombine inventories from multiple locations into oneReduce parts and product variability, thereby reducing the number of product componentsCreate flexible capacity10-15Copyright 2011 John Wiley & Sons, Inc.“Green” Supply ChainsSustainabilityMeeting present needs without compromising the ability of future generations to meet their needsSustaining human and social resourcesIt can be cost effective and profitableCan provide impetus for product and process innovationsImpetus comes from downstream in the supply chain and moves upstream to suppliers10-16Copyright 2011 John Wiley & Sons, Inc.Sustainability and Quality ManagementReducing waste through quality programs helps achieve sustainability goalsImproving fuel efficiency of vehiclesTelecommutingEco-friendly packing materialsEnergy-efficient facilities10-17Copyright 2011 John Wiley & Sons, Inc.Information Technology:A Supply Chain EnablerInformation links all aspects of supply chainE-businessreplacement of physical business processes with electronic onesElectronic data interchange (EDI)a computer-to-computer exchange of business documentsBar code and point-of-saledata creates an instantaneous computer record of a sale10-18Copyright 2011 John Wiley & Sons, Inc.IT: Supply Chain EnablerRadio frequency identification (RFID)technology can send product data from an item to a reader via radio wavesInternetallows companies to communicate with suppliers, customers, shippers and other businesses around the world instantaneouslyBuild-to-order (BTO)direct-sell-to-customers model via the Internet; extensive communication with suppliers and customer10-19Copyright 2011 John Wiley & Sons, Inc.Supply Chain Enablers10-20Copyright 2011 John Wiley & Sons, Inc.E-Business & Supply Chain ManagementSavings due to lower transaction costsReduction of intermediary rolesShorter supply chain response timesWider presence and increased visibilityGreater choices & more info for customersImproved serviceCollection & analysis of huge amounts of customer data & preferencesAccess to global markets, suppliers & distribution channels10-21Copyright 2011 John Wiley & Sons, Inc.Electronic Data InterchangeComputer-to-computer exchange of documents in a standard formatPurchasing, shipping and receivingImprove customer serviceReduce paperworkIncrease productivityImprove billing and cost efficiencyReduce bullwhip effect through information sharing10-22Copyright 2011 John Wiley & Sons, Inc.Bar CodesAutomated data collection systemBar code contains identifying informationProvide instantaneous tracking informationCheckout scanners create point-of-sale dataUpdate inventory recordsIdentify trendsOrder materialSchedule ordersPlan deliveries10-23Copyright 2011 John Wiley & Sons, Inc.Radio Frequency Identification (RFID)Use radio waves to transfer data from chip to a readerProvides complete visibility of product locationContinuous inventory monitoringReduce labor to manage inventoryReduce inventory costsRFID is not standardized yetDifficult to track between systems10-24Copyright 2011 John Wiley & Sons, Inc.RFID Capabilities10-25Copyright 2011 John Wiley & Sons, Inc.RFID Capabilities10-26Copyright 2011 John Wiley & Sons, Inc.Supply Chain IntegrationShare information among supply chain membersReduced bullwhip effectEarly problem detectionFaster responseBuilds trust and confidenceCollaborative planning, forecasting, replenishment, and designReduced bullwhip effectLower costs (material, logistics, operating, etc.)Higher capacity utilizationImproved customer service levels10-27Copyright 2011 John Wiley & Sons, Inc.Supply Chain IntegrationCoordinated workflow, production and operations, procurementProduction efficienciesFast responseImproved serviceQuicker to marketAdopt new business models and technologiesPenetration of new marketsCreation of new productsImproved efficiencyMass customization10-28Copyright 2011 John Wiley & Sons, Inc.Collaborative Planning, Forecasting, and Replenishment (CPFR)Two or more companies in a supply chain to synchronize their demand forecasts into a single plan to meet customer demandParties electronically exchangepast sales trendspoint-of-sale dataon-hand inventoryscheduled promotionsforecasts10-29Copyright 2011 John Wiley & Sons, Inc.SCM SoftwareEnterprise resource planning (ERP)software that integrates the components of a company by sharing and organizing information and data10-30Copyright 2011 John Wiley & Sons, Inc.Measuring Supply Chain PerformanceMetrics used to measure supply chain performance10-31Copyright 2011 John Wiley & Sons, Inc.Inventory turnoverTotal value (at cost) of inventoryMeasuring Supply Chain Performance10-32Copyright 2011 John Wiley & Sons, Inc.Days of supplyFill rate: fraction of orders filled by a distribution center within a specific time periodComputing Key Performance Indicators10-33Copyright 2011 John Wiley & Sons, Inc.Process Control and SCORProcess Controlnot only for manufacturing operationscan be used in any processes of supply chainSupply Chain Operations Reference (SCOR)a cross industry supply chain diagnostic tool maintained by the Supply Chain Council10-34Copyright 2011 John Wiley & Sons, Inc.SCOR Model Processes10-35Copyright 2011 John Wiley & Sons, Inc.SCOR Performance Metrics10-36Copyright 2011 John Wiley & Sons, Inc.10-37Copyright 2011 John Wiley & Sons, Inc.All rights reserved. Reproduction or translation of this work beyond that permitted in section 117 of the 1976 United States Copyright Act without express permission of the copyright owner is unlawful. Request for further information should be addressed to the Permission Department, John Wiley & Sons, Inc. The purchaser may make back-up copies for his/her own use only and not for distribution or resale. The Publisher assumes no responsibility for errors, omissions, or damages caused by the use of these programs or from the use of the information herein. Copyright 2011 John Wiley & Sons, Inc.