Documente Academic
Documente Profesional
Documente Cultură
By Amit Agarwal
Overview
Supply Chain Supply Chain Management (SCM) Need for & benefits of SCM Elements of SCM Bullwhip Effect
Factors Contributing & methods of reducing
Key Issues in SCM Information Technology: A Supply Chain Enabler Supply Chain Imperatives for Success Distribution & Warehouse Management System Supply Chain Integration Supply Chain Collaboration Measuring Supply Chain Performance Supply Chain Strategies & E-Procurement Supply Chain Management Software Global Supply Chain
All facilities, functions, activities, associated with flow and transformation of goods and services from raw materials to customer, as well as the associated information flows An integrated group of processes to source, make, and deliver products Supply chains are linkages of partially discrete, yet interdependent entities that collectively transform raw materials into finished products.
Transportation Costs
Manufacturing Costs
Supply Chain is
A supply chain is a network of facilities and activities that performs the functions of product development, procurement of material from suppliers, the movement of materials between facilities, the manufacturing of products, the distribution of finished goods to customers, and after-market support for sustainment
Plan
Source
Make
Deliver
Buy
Suppliers
Manufacturers
Customers
Material Costs
Transportation Costs
More difficult than manufacturing Does not focus on the flow of physical goods Focuses on human resources and support services More compact and less extended
Supplier Supplier
Storage
Service
Customer
Production Planning
Import of Material
Raw Material Procurement Relationship with Suppliers Agreements Product Support Product Training Product Promos.
Order Management
Inquiry from Prospects Order from Customers
Distribution Management
Customer Relationship Management Relationship with Distributors Service Maintenance
Plan
Source
Make
Deliver
Buy
System-wide costs are minimized and Service level requirements are satisfied
Managing flow of information Communication Cooperation trust through supply chain in order to attain the level of synchronization that will make it more responsive to customer needs while lowering costs
Improve operations Increasing levels of outsourcing Increasing transportation costs Competitive pressures Increasing globalization Increasing importance of e-commerce Complexity of supply chains Manage inventories
Lower inventories Higher productivity Greater agility Shorter lead times Higher profits Greater customer loyalty
Typical Issues
Determining what customers want Predicting quantity and timing of demand Incorporating customer wants, mfg., and time Controlling quality, scheduling work Meeting demand while managing inventory costs Evaluating suppliers and supporting operations Monitoring supplier quality, delivery, and relations Determining location of facilities Deciding how to best move and store materials
Personalized content and services for their customers Collaborative planning with design partners, distributors, and suppliers Real-time commitments for design, production, inventory, and transportation capacity Flexible logistics options to ensure timely fulfillment Order tracking & reporting across multiple vendors and carriers
Plan
Source
Make
Deliver
Buy
Factors that contribute to uncertainty inaccurate demand forecasting long variable lead times late deliveries incomplete shipments product changes batch ordering price fluctuations and discounts inflated orders One goal in SCM: respond to uncertainty in customer demand without creating costly excess inventory Negative effects of uncertainty: lateness & incomplete orders Inventory: insurance against supply chain uncertainty
Bullwhip Effect
Occurs when slight demand variability is magnified as information moves back upstream
Inventory and back-order levels fluctuate considerably across the supply chain even when customer demand doesnt vary
Panels of Experts Internal experts External experts Domain experts Delphi technique Time-Series Methods
Market testing Market surveys Focus groups Accurate Forecasts Causal Analysis
Relies on data other than that being predicted Economic data, commodity data, etc.
Few changeovers Stable schedules Long run lengths Low inventories Low transportation
SOURCE
MAKE
DELIVER
SELL
What are our core supply chain capabilities and which are not? Does our product design mandate different outsourcing approaches? Risk management How are inventory holding and transportation costs affected by product design? How does product design enable mass customization?
Create unique supply chain configurations that align with your companys strategic objectives
Operations strategy Outsourcing strategy Channel strategy Customer service strategy Asset network
Reduce uncertainty
Forecasting Collaboration Integration
Source
Make
Deliver
Sell
Each facility farther away from actual customer demand, must make forecasts of demand Lacking actual customer buying data, each facility bases its forecasts on downstream orders, which are more variable than actual demand To accommodate variability, inventory levels are overstocked thus increasing inventory carrying costs
Its estimated that the typical pharmaceutical company supply chain carries over 100 days of product to accommodate uncertainty
Information links all aspects of supply chain E-business replacement of physical business processes with electronic ones Electronic data interchange (EDI) a computer-to-computer exchange of business documents
Internet
allows companies to communicate with suppliers, customers, shippers and other businesses around the world, instantaneously
Cost savings and price reductions Reduction or elimination of the role of intermediaries Shortening supply chain response and transaction times Gaining a wider presence and increased visibility for companies Greater choices and more information for customers Improved service as a result of instant accessibility to services Collection and analysis of voluminous amounts of customer data and preferences Creation of virtual companies Leveling playing field for small companies Gaining global access to markets, suppliers, and distribution channels
E- Supply Chain
Past / Existing Method Pushsell from inventory stock Goal of even and stable production Mass approach
E- method Pullbuild-to-order Focus on customer demand, respond with supply chain flexibility Fast, reliable, and customized to get cars to specific customer location Shared by dealers and manufacturers Small inventories with shared information and strategically placed parts inventories Orders made in real time based on availableto-promise information Simplified products based on better information about what customers want
Distribution
Batch-oriented; dealers order based on allocations Complex products dont match customer needs
Product design
Information sharing among supply chain members Reduced bullwhip effect Early problem detection Faster response Builds trust and confidence Collaborative planning, forecasting, replenishment, and design Reduced bullwhip effect Lower Costs (material, logistics, operating, etc.) Higher capacity utilization Improved customer service levels
Coordinated workflow, production and operations, procurement Production efficiencies Fast response Improved service Quicker to market Adopt new business models and technologies Penetration of new markets Creation of new products Improved efficiency Mass customization
Suppliers
Procurement purchase of goods and services from suppliers On-demand (direct response) delivery requires supplier to deliver goods when demanded by customer Continuous replenishment supplying orders in a short period of time according to a predetermined schedule Cross-enterprise teams coordinate processes between company and supplier
Outsourcing
Sourcing selection of suppliers Outsourcing purchase of goods and services from an outside supplier Core competencies what a company does best Single sourcing a company purchases goods and services from only a few (or one) suppliers
E-Procurement
Direct purchase from suppliers over the Internet Direct products go directly into production process a product, indirect products not E-marketplaces web sites where companies and suppliers conduct business-tobusiness activities Reverse auction a company posts orders on the Internet for suppliers to bid on
Distribution
Encompasses all channels, processes, and functions, including warehousing and transportation, that a product passes on its way to final customer Often called logistics Logistics transportation and distribution of goods and services Refers to the movement of materials and information within a facility and to incoming and outgoing shipments of goods and materials in a supply chain
Highly automated system that runs day-to-day operations of a DC Controls item putaway, picking, packing, and shipping Features transportation management order management yard management labor management warehouse optimization
A WMS
Vendor-Managed Inventory
Manufacturers generate orders, not distributors or retailers Stocking information is accessed using EDI A first step towards supply chain collaboration Increased speed, reduced errors, and improved service
Collaborative planning, forecasting, and replenishment create greater economies of scale Internet-based exchange of data and information Significant decrease in inventory levels and more efficient logistics Companies focus on core competencies
The means by which companies within the supply chain work together towards mutual goals by sharing Ideas Information Processes Knowledge Information Risks Rewards Why collaborate? Accelerate entry into new markets Changes the relationship between cost/value/profit equation The only method that has the potential to eliminate or minimize the Bullwhip effect
CUSTOMERS
MATERIAL SUPPLIERS
SERVICE SUPPLIERS
Reduced inventory Increased revenue Lower order management costs Higher Gross Margin Better forecast accuracy Better allocation of promotional budgets
Reduced inventory Lower warehousing costs Lower material acquisition costs Fewer stockout conditions
Lower freight costs Faster and more reliable delivery Lower capital costs Reduced depreciation Lower fixed costs
Try to collaborate internally before you try external collaboration Help your partners to work with you Share the savings Start small (a limited number of selected partners) and stay focused on what you want to achieve in the collaboration Advance your IT capabilities only to the level that you expect your partners to manage Put a comprehensive metrics program in place that allows you to monitor your partners performance Make sure people are kept part of the equation Systems do not replace people Make sure your organization is populated with competent professionals whove done this before
Key performance indicators inventory turnover cost of annual sales per inventory unit inventory days of supply total value of all items being held in inventory fill rate fraction of orders filled by a distribution center within a specific time period
Inventory turns =
Average aggregate value of inventory = =E (average inventory for item i) X (unit value item i) Average aggregate value of inventory (Costs of goods sold)/(365 days)
Days of supply =
Process Control used to monitor and control any process in supply chain Supply Chain Operations Reference (SCOR) establish targets to achieve best in class performance
Plan Develop a course of action that best meets sourcing, production and delivery requirements
Deliver Provide products to meet demand, including order management, transportation and distribution Return Return products, post-delivery customer support
Fill rate
Number of days for supply chain to respond to an unplanned significant change in demand without a cost penalty
Production flexibility
Number of days to achieve an unplanned 20% change in orders without a cost penalty
Direct and indirect cost to plan, source and deliver products and services Direct cost of material and labor to produce a product or service Direct material cost subtracted from revenue and divided by the number of employees, similar to sales per employee Direct and indirect costs associated with returns including defective, planned maintenance and excess inventory Number of days that cash is tied up as working capital Number of days that cash is tied up as inventory Revenue divided by total assets including working capital and fixed assets
Value-added productivity
Potential Improvement
Smaller, more frequent deliveries Delayed differentiation Disintermediation Modular
Benefits
Reduced holding costs Quick response
Possible Drawbacks
Traffic congestion Increased costs May not be feasible May need absorb functions Less variety
Fewer parts Simpler ordering Reduced cost, higher quality Able to match supply and demand
Outsourcing
Loss of control
Less variety
Financial Planning & acquisition of physical assets and Physical Cash flow impact and financial risks in the Assets
And Finally ..
There is a need to recognise the reality of relationships within supply chain management -its a RISK and a REVENUE Sharing Relationship.