chapter 10
DESCRIPTION
Chapter 10. Supply Chain Strategy. Supply-Chain Management Measuring Supply-Chain Performance Bullwhip Effect Outsourcing Value Density Mass Customization. OBJECTIVES. Suppliers Inputs Suppliers. Service support operations Transformation Manufacturing. Local service providers - PowerPoint PPT PresentationTRANSCRIPT
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©The McGraw-Hill Companies, Inc., 2006
Chapter 10
Supply Chain Strategy
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Supply-Chain Management Measuring Supply-Chain
Performance Bullwhip Effect Outsourcing Value Density Mass Customization
OBJECTIVES
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Supply-chain is a term that describes how organizations (suppliers, manufacturers, distributors, and customers) are linked together
What is a Supply Chain?
Suppliers
Inputs
Suppliers
Service support operations
Transformation
Manufacturing
Local service providers
Localization
Distribution
Customers
Output
Customers
Services
Supply networks
Manufacturing
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What is Supply Chain Management?
Supply-chain management is a total system approach to managing the entire flow of information, materials, and services from raw-material suppliers through factories and warehouses to the end customer
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Formulas for Measuring Supply-Chain Performance
One of the most commonly used measures in all of operations management is “Inventory Turnover”
In situations where distribution inventory is dominant, “Weeks of Supply” is preferred and measures how many weeks’ worth of inventory is in the system at a particular time
valueinventory aggregate Average
sold goods ofCost turnoverInventory valueinventory aggregate Average
sold goods ofCost turnoverInventory
weeks52 sold goods ofCost
valueinventory aggregate Averagesupply of Weeks
weeks52
sold goods ofCost
valueinventory aggregate Averagesupply of Weeks
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Example of Measuring Supply-Chain Performance
Suppose a company’s new annual report claims their costs of goods sold for the year is $160 million and their total average inventory (production materials + work-in-process) is worth $35 million. This company normally has an inventory turn ratio of 10. What is this year’s Inventory Turnover ratio? What does it mean?
Suppose a company’s new annual report claims their costs of goods sold for the year is $160 million and their total average inventory (production materials + work-in-process) is worth $35 million. This company normally has an inventory turn ratio of 10. What is this year’s Inventory Turnover ratio? What does it mean?
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Example of Measuring Supply-Chain Performance (Continued)
= $160/$35 = 4.57
Since the company’s normal inventory turnover ration is 10, a drop to 4.57 means that the inventory is not turning over as quickly as it had in the past. Without knowing the industry average of turns for this company it is not possible to comment on how they are competitively doing in the industry, but they now have more inventory relative to their cost of goods sold than before.
= $160/$35 = 4.57
Since the company’s normal inventory turnover ration is 10, a drop to 4.57 means that the inventory is not turning over as quickly as it had in the past. Without knowing the industry average of turns for this company it is not possible to comment on how they are competitively doing in the industry, but they now have more inventory relative to their cost of goods sold than before.
valueinventory aggregate Average
sold goods ofCost turnoverInventory
valueinventory aggregate Average
sold goods ofCost turnoverInventory
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Bullwhip Effect O
rder
Q
uan t
ity
Time
Retailer’s Orders
Ord
er
Qua
n tit
y
Time
Wholesaler’s Orders
Ord
er
Qua
n tit
y
Time
Manufacturer’s Orders
The magnification of variability in orders in the supply-chain
The magnification of variability in orders in the supply-chain
A lot of retailers each with little variability in their orders….
A lot of retailers each with little variability in their orders….
…can lead to greater variability for a fewer number of wholesalers, and…
…can lead to greater variability for a fewer number of wholesalers, and…
…can lead to even greater variability for a single manufacturer.
…can lead to even greater variability for a single manufacturer.
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Hau Lee’s Concepts of Supply Chain Management
Hau Lee’s approach to supply chain (SC) is one of aligning SC’s with the uncertainties revolving around the supply process side of the SC
A stable supply process has mature technologies and an evolving supply process has rapidly changing technologies
Types of SC’s– Efficient SC’s– Risk-Hedging SC’s– Responsive SC’s– Agile SC’s
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Hau Lee’s SC Uncertainty Framework
Demand Uncertainty
Low (Functional products)
High (Innovative products)
Efficient SC
Ex.: Grocery
Responsive SC
Ex.: Computers
Risk-Hedging SC
Ex.: Hydro-electric power
Agile SC
Ex.: Telecom
Low(Stable Process)
High(Evolving Process)
Supply
Uncertainty
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What is Outsourcing?
Outsourcing is defined as the act of moving a firm’s internal activities and decision responsibility to outside providers
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Reasons to Outsource
Organizationally-driven
Improvement-driven
Financially-driven
Revenue-driven
Cost-driven
Employee-driven
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Value Density
Value density is defined as the value of an item per pound of weight
It is used as an important measure when deciding where items should be stocked geographically and how they should be shipped
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Mass Customization
Mass customization is a term used to describe the ability of a company to deliver highly customized products and services to different customers
The key to mass customization is effectively postponing the tasks of differentiating a product for a specific customer until the latest possible point in the supply-chain network
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End of Chapter 10