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Documente Cultură
Logistics definition
History of Supply Chain
Objectives, Importance, Measuring factors
Principles of Supply Chain
Decision phases in Supply Chain
Process views
Supply Chain Drivers
Supply Chain Macro processes in a firm
Key issues of Supply Chain
Bull Whip Effect
Operation Strategies
Imperatives for Success
Supply Chain collaboration
Emerging Best Practices in SCM
LOGISTICS
Supplier
Customer
Manufacturer
plant
Material Flow
Information Flow
MDC
WDC
Retail
Suppliers
Manufacturers
Transportation
Costs
Material Costs
Warehouses &
Distribution Centers
Customers
Transportation
Costs
Manufacturing Costs
Transportation
Costs
Inventory Costs
Importance of SC
Responsiveness
Efficiency
9
Principles of SC
Materials management
Developing Strategy /
Design
11
Cycle view
Push/pull view
Cycle View: The process is divided into a series
of cycles, each performed at the interface
between two successive stages of a supply chain.
Push/Pull view: The process in supply chain
are divided into two categories depending on
whether they are executedin response to the
consumer order or in anticipation of the customer
orders.
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Cycle View:
Manufacturer
Supplier
Replenishme
Retailer
nt
Cycle
Distributor
Manufacturi
ng
cycle
Procuremen
t
Cycle
Supplier
markets
product
Buyer reverse
flows to
supplier or third
party
Buyer places
order
Buyer
receives supply
Supplier
receives
order
Supplier
supplies
order
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Demand-driven
19
Raw
Materials
Pull Strategy
End
Consumer
20
PUSH
PULL
Minimize Cost
Maximize Service
Level
High
Low
Resource Allocation
Responsiveness
Lead Time
Long
Short
Processes
Supply Chain
Planning
Order Fulfillment
Objective
Complexity
Focus
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LOGISTICS DRIVERS
Facilities
Inventory
Transport
Information
Sourcing
Pricing
22
SUPPLIER
CUSTOMER
SUPPLIER
INTERNAL
CUSTOMER
RELATIONSHI
SUPPLY
RELATIONSHI
P
CHAIN
P
MANAGEMEN MANAGEMEN MANAGEMEN
T
T
T
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Purchasing
Low purchase
price
Multiple
vendors
SOURCE
Manufacturing
Few changeovers
Stable
schedules
Distribution
Low
inventories
Customer Service/
Sales
High service
levels
Low costs
Low
transportati
on costs
MAKE
DELIVER
SELL
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ISSUE
CONSIDERATIONS
Network Planning
Inventory Control
Supply Contracts
Strategic Partnering
What are our core supply chain capabilities and which are not?
Does our product design mandate different outsourcing
approaches?
Risk management
Product Design
25
Time
Time
rs
Sales
Supplie
rs
Sales
Sales
Sales
Time
Time
Bullwhip Effect
26
Lead time
Price fluctuations
Batch ordering
28
STRATEGY
WHEN TO
CHOOSE
BENEFITS
Make to Stock
standardized
products, relatively
predictable demand
Low manufacturing
costs; meet customer
demands quickly
Make to Order
customized
products, many
variations
Customization;
reduced inventory;
improved service
levels
Configure to Order
many variations on
finished product;
infrequent demand
Engineer to Order
complex products,
unique customer
specifications
Enables response to
specific customer
requirements
29
Operations strategy
Outsourcing strategy
Channel strategy
Customer service strategy
Asset network
Reduce uncertainty
Forecasting
Collaboration
Integration
30
Ideas
Information
Processes
Knowledge
Information
Risks
Rewards
Why collaborate?
31
Supplier
s
Synchroniz
ed
Production
Scheduling
Manufacturer
Collaborativ
e Demand
Planning
Collaborati
ve Product
Developme
nt
Distributors/
Wholesalers
Logistics Providers
32
CUSTOMERS
MATERIAL
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
SERVICE
SUPPLIERS
Lower freight costs
Faster and more reliable
delivery
Lower capital costs
Reduced depreciation
Lower fixed costs
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