Professional Documents
Culture Documents
Chapter 1
Chapter 1
Chapter 1
What is chain?
The terms:
“logistics”
“supply chain (management)”
“demand chain (management)”
“value chain (management)”
are used interchangeably and confusingly. They overlap
and different actors define them in their own way.
Logistics Vs. Supply chain
Focal
Supplier Customer
company
Degrees of chain complexity
3rd party
logistics External
supplier laboraty
Customer
Customer
Supplier Focal company Customer
Supplier Customers
Suppliers
3rd party
Market
financial
research
provider
Degree of chains complexity
Degree of chain complexity (3)
10. Casing
21.
supplier 22.. Retailer’s
Distribution
center of stores,
1. Farmer: Feed retailer hipermarkets,
6.6.Hungarian
Belgian chain supermarkets
slaughterhouse 11. Spice,
(meat, natural casing ingredient, casing
supplier 16.Meat product
wholesaler
2. Piglet supplier
12. Spice 17. Small, independent retailer, small
7.7.Hungarian
Belgian meat
meat ingredient retailer chains, butcher’s shops,
wholesaler (meat, wholesaler speciality shops
natural casing)
3. Pig breeder 23. Consumer
18. Food
13.Meat
13. Meatprocessor
procesor manufacturer
8. EU (foreign)
slaughterhouse
4. Calf supplier
14. Packaging 19. Caterer, HORECA
wholesaler
9. EU (foreign) meat
5. Beef breeder 15. Packaging 20.Local market, direct
wholesaler
material supplier sale
Chain flows
Chain flows -chain
A set of three or more organisations
directly involved in the upstream and
downstream flows of products, services,
finances, information and/or knowledge
from a source to a customer (Mentzer et
al, 2001)
DOWNstream
Focal
Suppliers Customers
company
UPstream
Chain flows – Product flows
Capability
Core Competencies
Your capabilities and the resources of your
Core Competencies
suppliers’ and/or customers’ resources can Core
Competencies
be basis for the core competency of your
relationship FC Resource
Capability
Capability
Chain performance
Performance: Definition
The actor that sets the parameters with which other actors in the
chain must comply is referred to as the lead actor in the chain.
The need for lead actors to coordinate value chain activities has
primarily come from two main trends.
The dynamic nature of governance can be largely accounted for with three
variables: the complexity of information on the product design and process; the
ability to codify or systematize the transfer of knowledge to suppliers; and the
capabilities of existing suppliers to efficiently and reliably produce the product.
Instead of vendors mailing their products and assuring its delivery, companies are
now able to track the product's exact location through GPS tracking devices.
The moment a product is purchased; inventory levels are updated to reflect the sale.
A third trend affecting global supply chain management is the lowered barriers of
economic trade.
The General Agreement on Tariffs and Trade (GATT) enabled companies to buy
products from other countries for lower costs.
Global Supply Chain
Management
Any company that uses parts and services from another
factory overseas faces issues with global supply chain
management.
Technological forces
This allows businesses to reduce dependence on their local and national economies.
With the number of Internet users on the rise, global businesses are able to do
business at all hours of the day with consumers from every point on the globe.
The potential for expansion for businesses increase as they enter into more markets.
Competitive advantage
Untapped markets
Disadvantage GSCM
The biggest disadvantage of global supply chain management is the heavy
investment of time, money, and resources needed to implement.
Market instability
Integrating the supply chain and choosing the correct suppliers is much
more difficult than one can imagine.
Not only do companies have to strongly consider price and quality, but
they also have to make sure that all the organizations are willing to
cooperate to benefit the group.
It may be many years before they start reaping the rewards of their efforts.
Another disadvantage is that they have to hire additional staff to help launch their
companies in the global markets they expand into.
Companies usually have to modify their products and packaging to suit the local culture,
preferences and language of the new market.
Travel expenses are sure to increase for the administrative staff, as they will now be
expected to travel all over the world to oversee their business outlets in other countries.
Also, companies need to know the regulations and tax laws in foreign countries, which
take time and money, and they may need to hire professionals in those countries to help
with legal and financial issues.
Benefits of GSCM
As opposed to a poorly organized supply chain a global supply is extremely
competitive and so you can obtain a really good price for supplies that will all be
produced to excellent standards, without even having to search widely.
Excellent products completed to the highest standard of quality controls can be
sourced quickly and efficiently.
A global supply chain therefore brings with it benefits in terms of companies who
are involved in a global supply chain being able to shave their costs right down and
therefore ensure the economic viability of their business.
Global supply chains are often one of the first methods used for supply chain cost
reduction activities.
The global supply chain means that businesses within countries which traditionally
did not operate to high standards have had to ‘up their game’.
Companies that operate within developing countries or those such as India and
China know that if they do not come up with the goods, there are a myriad of other
businesses that will.
Benefits of GSCM
If you have sufficient contacts and suppliers internationally, then you can really
reduce the amount of stock that you have to retain.
These costs can add up, so this certainly helps sharpen the competitive edge
that comes with a global supply chain.
The global supply chain also makes the securing of almost any item easy, since
somewhere in the world it is probably being produced or manufactured.
Item with high standard can be bought from the country where it has been
made.
The global supply chain really does operate on a 24/7 basis, simply because of
the time differences in different countries.
Benefits of GSCM
Operating a global supply chain also brings with it new opportunities
for the markets.
If you are sourcing items from China, then it is feasible that you may
wish to look at other markets that you may be able to tap in to since
you have already established sources in China.
It is almost as if once a company has taken the first step to source
supplies globally, new markets and opportunities follow.
One of the most interesting factors of the global supply chain is that
we can learn from others!
Business is done differently in different parts of the world and we are
able to learn new ways of doing business, new production methods
and new distribution methods, if we keep an open mind and have a
willingness to learn.
Benefits of GSCM
A global supply chain has to be flexible or it will simply implode, but
given that any supply chain has to be flexible, with a global supply
chain the flexibility is always given a higher priority and as such,
flexibility within the chain is maximized, allowing for the chain to be as
effective as possible.
The final benefit of a global supply chain is that if you are within this
kind of framework then you have a chance of success and being able to
even grow during the economic downturn.
If you are not part of it, then your chances of survival are lower.
So being in it is almost not a choice and the benefit (of survival) is a
difficult thorn to grasp, but if your company is not operating within a
global supply chain framework, you are well behind those who are!
Process of GSCM
Process means a practice, a series of actions, done for a specific purpose,
such as satisfying customers.
Supply chain process is a flow of activities with the goal of meeting the
requirements of customers.
It includes all internal functions, logistics, distribution, sourcing, customer
service, sales, manufacturing and accounting.
It includes external companies.
The series flows backward--from delivering each customer order each order
as demanded back through the performance of suppliers to provide needed
finished products, components, parts and assemblies.
Process has structure.
Collaborative processes for the global
supply chain
In today’s world, more and more companies need to
collaborate globally.
In the supply chain, this is a result of companies wanting to
optimize their operations and having more suppliers involved in
all processes of their activities.
With the current development of online tools, Internet, and
services, supply chain members can access online spaces
where they can share and exchange information and transmit
messages.
Supply chain members can benefit more from these tools if
they are able to connect these solutions to their organizational
processes
Global Supply Chain
Challenges
Global Supply Chain
Challenges
Geopolitical risk, for example:
Global conflict stimulated by shortage/control of resources (increasingly water rather
than oil)
National controls in reaction to changing circumstances, e.g. regulatory advice
regarding off-shoring, protectionism
If you've got the guys working on operations on the first floor and
on the second floor you've got the CFO and treasurer looking at the
books, shocked that they are paying 'x' million dollars on duty costs,
that's a failure.
Agility was applied to supply chains to transfer the winning strategy and
benefits of agility to supply chains
It is the ability of the supply chain as a whole and its members, to rapidly
align the chain and its operations to the dynamic and turbulent customers’
requirements
The key elements of an agility are: being information driven (or virtual);
having market sensitivity (or demand-driven); having integrated processes;
and being network-based
Leagile agribusiness value chain strategy
Leagile strategy is a hybrid of lean and agile systems.
Functional products are stable, have predictable demand, long life cycle,
and low-profit margin
Product life cycle (PLC) theory can help managers identify which strategies to use
during different phases of the product cycle.
PLC summarizes all the steps from the product design and development phases to the
decision to remove it from the market
The product goes through an introduction, growth, maturity and a declining phase
Strategies linked to product life cycle
Market qualifiers and winners
The concept of ‘order qualifiers’ and ‘order winners’ advocates the basis on which
manufacturing strategies to choose.
Market qualifiers form the baseline for entering into a competitive arena, while
order winners refer to the specific capabilities that an organization has to actually
win orders.
Market qualifiers are the basic criteria that permit a firm’s product to be
considered as a candidate for purchase by customers; while order winners are the
criteria that win an order (they differentiate the products and services of one firm
from another).
The notion here is that to be truly competitive requires not just an appropriate
manufacturing strategy but also an appropriate holistic value chain strategy.
Market winners and qualifiers
How does analyzing the sustainable & inclusive food value chain
help to identify possible interventions to improve the performance
of the chain?
The sustainable & inclusive food value chain can be defined as:
“the full range of farms and firms and their successive coordinated value-
adding activities that transform raw agricultural materials into food
products to be sold to final consumers and disposed of after use, in a
manner that is profitable throughout the chain, has broad-based benefits
for society and does not permanently deplete natural resources.”
Sustainable & inclusive food value chains
One of the characteristics of the sustainable value chain is its inclusiveness, which
implies that value chain development should be inclusive of the poor.
However, it does not necessarily mean a focus on the poorest of the poor, rather
smallholder farmers that have the capacity and those that are commercially
oriented.
Sustainable & inclusive food value chains
the value chain actors: these are mainly private sector actors, but can
also consist of public sector organizations. They are heterogeneous and vary
with regard to size;
This means that if value is added to the product due to, for
example, the use of a green technology, the value is
determined and captured by the chain actors only when the
consumer pays for the product.
The sustainable and inclusive food value chain focuses, in particular, on how
increased value is captured at end markets once consumers willingness to
pay is checked.
The only difference between the two approaches is that sustainable and
inclusive food value chain looks at environmental impacts in a broader sense,
for example, it also considers the water footprint of food products and not
merely GHG emissions.
Sustainable and inclusiveness
firstly a vision and realistic & quantifiable objectives that address the
triple bottom line as well as be in line with national development plans.
In addition, these objectives also need to be acceptable and inspiring to
stakeholders as well as to generate buy-in, political will and
entrepreneurial drive.
The aim of upgrading is to realize one, two or all of the triple bottom line
objectives: 1) increasing profits through efficiency measures or value
addition; 2) increasing inclusiveness by improving social impact; 3)
reducing environmental impacts of the entire chain.
Food is lost and wasted at every stage within the food value chain.
o the food choices that people make (e.g. people buy more food than they need,
put more food on their plates than what they eat)
among others
At food production stage
The latter involves the collection and removal of decaying plants, fruits
and wood that can lead to infections in vegetables and fruits to avoid post-
harvest losses and waste.
Transportation conditions
Poor transport conditions can easily damage products. For example, vehicles that are
overloaded, products that are poorly packaged or carried in an unsuitable vehicle and
insufficient ventilation and cooling all increase the amount of post-harvest losses.
In addition, the amount of time it takes for a product to reach the consumer
contributes to losses, because the longer the product is under the sun or in humid or in
other weather conditions, the shorter its life span.
This is because fruits and vegetables easily spoil and damage as they contain 65 to 95
percent of water and as soon as their food and water reserves are depleted, the
product deteriorates and perishes and may become inedible before it reaches the
consumer.
Therefore, they need to be marketed as soon as they are harvested.
Therefore, the transportation of the harvested produce should be planned in advance
so that losses can be minimized
Creating a Value-Added Agricultural Products
Meeting the challenges of consumer trends and the demand for more
processed or value added agricultural products requires:
increased investment in equipment, working-capital, and skills and
knowledge.
such investment is not only costly for individual value chain
businesses, but can only be undertaken if there is an assurance from
elsewhere in the chain for supplies, produce or markets.
this necessitates the need to strengthen the links and commitment
amongst value chain players, often through contracts.
Remark: financial institutions and policymakers can learn from and engage
more with agricultural value chain actors in order to develop new
products and to reach new market
Creating a Value-Added (Increasing efficiency)
Lack of inputs