This document provides an outline of key topics from Chapter 1 of the book "Supply Chain Logistics Management". It discusses the evolution of supply chains in the 21st century digital age and the importance of integration and collaboration. Supply chain management involves multiple firms working together to improve efficiency. Integrated supply chains provide economic, market and relevancy value through strategies that lower costs and create attractive product assortments. The outline also examines concepts like enterprise extension, integrated service providers, and the shift from anticipatory to responsive business models.
This document provides an outline of key topics from Chapter 1 of the book "Supply Chain Logistics Management". It discusses the evolution of supply chains in the 21st century digital age and the importance of integration and collaboration. Supply chain management involves multiple firms working together to improve efficiency. Integrated supply chains provide economic, market and relevancy value through strategies that lower costs and create attractive product assortments. The outline also examines concepts like enterprise extension, integrated service providers, and the shift from anticipatory to responsive business models.
This document provides an outline of key topics from Chapter 1 of the book "Supply Chain Logistics Management". It discusses the evolution of supply chains in the 21st century digital age and the importance of integration and collaboration. Supply chain management involves multiple firms working together to improve efficiency. Integrated supply chains provide economic, market and relevancy value through strategies that lower costs and create attractive product assortments. The outline also examines concepts like enterprise extension, integrated service providers, and the shift from anticipatory to responsive business models.
This document provides an outline of key topics from Chapter 1 of the book "Supply Chain Logistics Management". It discusses the evolution of supply chains in the 21st century digital age and the importance of integration and collaboration. Supply chain management involves multiple firms working together to improve efficiency. Integrated supply chains provide economic, market and relevancy value through strategies that lower costs and create attractive product assortments. The outline also examines concepts like enterprise extension, integrated service providers, and the shift from anticipatory to responsive business models.
1 2 3. Introduction EDI electronic data interchange o Telephone or fax o Processing and delivery technique World of commerce was impacted by computerization, the Internet, and inexpensive transmission capabilities 21 st century is the dawn of the informational or digital age The frequent occurrence of service failures is being replaced by a six-sigma performance o Six-sigma performance reflects a level of achievement having an error rate of 3.4 defects per million or 99.99966% Perfect orders, which are deliveries that are at the correct location on time, damage free, and correctly invoiced are now the expectation in todays world.
4 5 6. The Supply Chain Revolution Supply chain revolution & logistical renaissance o These two massive shifts in expectation and practice concerning best-practice performance of business operations are highly interrelated Supply chain management consists of multiple firms collaborating to leverage strategic positioning and to improve operating efficiency Supply chain strategy a channel and business organizational arrangement based on acknowledged dependency and collaboration o Acknowledged dependence between business firms created the study of what became known as distribution or marketing channels Logistics the work required to move and geographically position inventory o Process that creates value by timing and positioning inventory o Combination of inventory, transportation, order management, warehousing, materials handling, and packaging as integrated throughout a facility network. Commercial trading challenges were overcome by firms developing business relationships with other product and service companies
7 8 9. Why Integration Creates Value Three perspectives of value: economic, market, and relevancy value o Economic Page 2 of 8
Traditional perspective Builds on economy of scale in operations as the source of efficiency About doing things as well as possible Customer take-away of economic value is high quality at a low price o Market About presenting an attractive assortment of products at the right time and place to realize effectiveness Focuses on achieving economy of scope in product/service presentation Customer take-away: convenient product/service assortment and choice o Relevancy Value involves customization of value-adding services, over and above basic product characteristics and physical location Relevancy value means the right products and services, as reflected by market value Customer take-away: unique product/service bundle
7 8. 9. Table 1.1: Integrative Management Value Proposition Economic Value Lowest total cost Economy-of scale efficiency Product/service creation Procurement/Manufacturing strategy Market Value Attractive assortment Economy-of-scope effectiveness Product/service presentation Market/Distribution strategy Relevancy Value Customization Segmental diversity Product/service positioning Supply chain strategy
10 11 12. Generalized Supply Chain Model Supply chain structure and strategy results from efforts to operationally align an enterprise with customers as well as the supporting distributive and supplier networks to gain competitive advantage o Operations are usually integrated from initial material purchase to delivery of finished products and services to customers Value results from the synergy among firms constituting a supply chain as a result of five critical flows: information, product, service, financial and knowledge o Logistics is the main channel of product and service flow within a supply chain arrangements o Every firm engaged in a supply chain is involved in performing some aspects of logistics The generalized supply chain arrangement logically and logistically links a firm and its distributive and its supplier network to customers Page 3 of 8
The integrated supply chain perspective shifts traditional channel arrangements from loosely linked groups of independent businesses that buy and sell inventory to each other toward a managerially coordinated initiative to increase market impact, overall efficiency, continuous improvement, and competitiveness o Ex. Many firms are extremely competitive through several different supply chains, to the degree that supply chains become the main competition, which leads to conflicts of interests and confidentiality issues A factor that adds complexity to understanding supply chain is the high degree of mobility and change in typical arrangements o A firm may be actively engaged in a supply chain during certain times, such as the Christmas season. Ex. Toys R Us added 600 express stores during the 2010 Christmas season
10 11 12. Figure 1.1: The Integrated Supply Chain Framework The message conveyed by the figure is that the integrated value-creation process must be aligned and managed from material procurement to end customers in order to achieve effectiveness, efficiency, relevancy, and sustainability
13 14 15. Integrative Management and Supply Chain Processes Attention is always focused on achieving improved integrative management across all aspects of business Since the industrial revolution, achieving best practice has focused managerial attention on functional specialization Page 4 of 8
Accounting practices were adopted to measure departmental performance Eight key processes (listed in next part on outline) Simultaneous operational achievement of these 8 processes forms the essence of achieving both operational integration and performance excellence Integrative management seeks to identify and achieve lowest total process cost by capturing trade-offs that exist between functions Three important facets of supply chain logic resulted from increased managerial attention to: Collaboration Enterprise extension Integrated service providers
13 14 15. Table 1.2: Eight Supply Chain Integrative Processes Demand planning responsiveness the assessment of demand and strategic design to achieve maximum responsiveness to customer requirements Customer relationship collaboration the development and administration of relationships with customers to facilitate strategic information sharing, joint planning, and integrated operations Order fulfillment/service delivery the ability to execute superior and sustainable order-to-delivery performance and related essential services Product-service developmental launch the participation in product service development and lean launch Manufacturing customization the support of manufacturing strategy and facilitation of postponement throughout the supply chain Supplier relationship collaboration the development and administration of relationships with suppliers to facilitate strategic information sharing, joint planning, and integrated operations Life cycle support the repair and support of products during their life cycle, including warranty, maintenance, and repair Reverse logistics the return and disposition of inventories in a cost-effective and secure manner
16 17 18. Collaboration Collaboration of operating information, technology and risk has been encouraged by national legislation to keep US-based firms competitive The increasing importance of collaboration has positioned the supply chain as a primary unit of competition
19 20 21. Enterprise Extension The central thrust of enterprise extension is to expand managerial influence and control beyond the ownership boundaries of a single enterprise to facilitate joint planning and operations with customers and suppliers Information sharing paradigm widespread belief that achieving a high degree of cooperative behavior requires that supply chain participants voluntarily share operating information and jointly plan strategies Information sharing is essential Page 5 of 8
Process specilization paradigm the commitment to focusing collaborative arrangements on planning joint operations with a goal of eliminating nonproductive or non-value-adding redundancy by firms in a supply chain Another contributing force to supply chain development is the rapidly changing managerial attitude toward integrated service providers
22 23 - 24. Integrated Service Providers (ISPs) Firms developed the practice of outsourcing work to business that are specialists in the performance of specific functions ISPs provide a range of logistics services to accommodate customers, ranging from order entry to product delivery Commonly known as third (or fourth) party service providers Types of ISPs Outsourcing Transportation modes Public warehouses Value-added services Third and fourth-party service providers Asset or nonasset-based service providers
25 26 27. Responsiveness Responsiveness is essential in the supply chain Anticipatory (or push) is the traditional business practice to the emerging Responsive (or pull) time-based business model. Also referred to as a demand driven
25 26 - 27. Anticipatory Business Model (Push) The key point from this model is that almost all essential work has been traditionally performed in anticipation of future requirements This makes this model very risky
25 26 27. Figure 1.8: Anticipatory Business Model
Forecast Buy components and materials Manufacture Warehouse Sell Deliver
28 29 - 30. Responsive Business Model (Pull) Seeks to reduce or eliminate forecast reliance by joint planning and rapid exchange of information between supply chain participants Similar to the build-to-order concept but much quicker
Forecast Buy Components and Materials Manufacture Warehouse Sell Deliver Page 6 of 8
28 29 30. Figure 1.9: Responsive Business Model
31 32 33. Postponement Postponement strategies keep supply chain responsive Postponement strategies and practices serve to reduce the anticipatory risk of supply chain performance Types of postponement: Manufacturing (or form) Geographic (or logistics) Combined
31 32 - 33. Manufacturing Postponement Building directly for customer specifications From an integrative management perspective, the goal is to achieve desired customer satisfaction at the lowest total cost The ideal application would be that the firm would manufacture the base product but not finalizing specifications until the order is made by the customer. It is then they would add colors or accessories
34 35 36. Geographic Postponement The basic notion of geographic postponement is to build and stock a full-line inventory at one or a limited number of strategic locations Geographic and manufacturing types are exact opposites in practice, but have the same goal AKA logistics postponement Meeting customer demand quickly while minimizing inventories The anticipatory risk of inventory deployment is partially eliminated while manufacturing economy of scale is retained in geographic postponement Many applications of geographic postponement involve service supply parts o Critical and high-cost parts maintained in central inventory to assure availability for all potential users o When demand occurs, orders are electronically transmitted to the central service center and expedited shipments are made to the forward center, using fast, reliable transportation o Result highly reliable customer service with reduced overall inventory investment Geographic postponement substitutes accelerated delivery of precise order requirements for the anticipatory deployment of inventory to local market warehouses. Unlike manufacturing, in geographic postponement, systems retain manufacturing economies of scale while meeting customer service requirements by accelerating direct shipments Sell Buy Components and Materials Manufacture Deliver Page 7 of 8
When combined, manufacturing and geographic postponement offer alternative ways to reduce risk associated with anticipatory distribution Both postpone risk until customer commitments are received When both are combined, the result is a highly flexible strategy
37 38 39. Barriers to Implementing Responsive Systems The greatest barrier to adopting responsive arrangements is the need for publicly held corporations to maintain planned quarterly profits o This accountability creates expectations concerning continued sales and financial results, which drive promotional and pricing strategies to load the channel with inventory to create timely sales A second barrier to implementing responsive operations is the need to establish and sustain collaborative relationships
40 41 - 42. Financial Sophistication Time-based strategies are important, but the question is, How fast is fast enough. The managers must understand the economics. The process of creating value says that faster, more flexible, and more precise ways of servicing customers are justified as long as they can be provided at competitive prices. o Ex. With hydraulic fracturing in the oil and gas industry, the company must understand how the economics on how much proppant to pump until the cost outweighs the production benefit
Three aspects of financial sophistication are: cash-to-cash conversion, dwell time minimization, and cash spin
40 41 42. Cash-to-Cash Conversion The time required to convert raw material or inventory purchases into sales revenue Generally related to the inventory turn: higher the inventory turn, the quicker the cash conversion Goal of supply chain is to control and reduce order receipt-to-delivery time in an effort to accelerate inventory turns
43 44 - 45. Dwell Time Minimization Measures the productivity of supply chain Dwell time is the ratio of time that an asset sits idle to the time required to satisfy its designated supply chain mission o Ex. Dwell time would be the ratio of time a unit of inventory is in storage compared to the time that it is moving or otherwise contributing to achieving sales or operational objectives To reduce dwell time, supply chain needs to be willing to eliminate duplicate inventory and non-value added work
46 47 - 48. Cash Spin Term for describing the potential benefits of reducing assets across a supply chain, sometimes referred to as free cash spin
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49 50 51. Globalization Increase demand in developing countries leads to huge market opportunity. Individuals in developing countries are not as interested in fashion and technology but rather quality in basic life goods, such as refrigerators, washing machines, food, clothing, etc
52 53 - 54. Summary Processes that create value happen within individual firms and between firms linked together by supply chains Supply chain integration is hard to maintain and requires continuous redefinition. So they are viewed as being very dynamic