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8/13/2019 Knowledge Managnment and Supply Chain Management - EBC6230

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E-Supply Chain Technologies & Applications

EBC 6230Winter Session 2014

Title : Knowledge Management in e-Supply Chain Management

Submitted to:

Dr. Mohamed Baymout

Prepared by:

Syed Wasee Hassan(7112279)

Shoiab Anwar (7121811)

Farhaj Niazi (7091684)


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Knowledge Management System in

E-Supply Chain Management


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Introduction


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Knowledge Management

System

Support creation, capture, storage and dissemination ofinformation.

Enable employees to have ready access to the organization'sdocumented base of facts, sources of information, andsolutions.

Increases the efficiency of the organization by keeping the cost

to minimum.

Long term survival in this increasingly competitive environment.


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Components of KM

Different components of knowledge management system;

Repositories

Collaborative Platform

Network

Internal

Stakeholders

Culture


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KM in e-SCM; an extension

Integration of information into the system to:

Coordinate flow of asset

Data analysis

Development of expertise

Performance analysis

Information dissemination


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Why? Cost is decreased Higher profit

Communication is improved Better decisions

Creates an edge in the competitive environment

Enhanced information Better decisions

Time management Overall performance enhancement

Provisions the achievement of strategic business aims


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The Process!A unifying framework for supply chain knowledge management

Supply ChainKnowledge

Transfer

Supply CainCompetence

Supply ChainMaturity

Congenital Learning

Absorptive Capacity

Vicarious Learning

Experiential Learning

Experiential + VicariousLearning


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Knowledge as a Critical Input

for Performance Improvement

Three types of knowledge

1. Tacit Knowledge

2. Explicit knowledge

3. New knowledge

Source: Transformational Supply Chains and the Wicked Problem of Sustainability


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Performance Problems in Supply

Chain

Bullwhip Effect;

Supplier demand variability up the supply chain


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Minimizing the Bullwhip effect

Information Sharing

Knowledge is Information in context

Inventory Level

- Data shared between supply chain partners

- Continuous Replenishment Program, Vendor Management

Inventory

Sales Data

- Communicating demand information exclusively in the form of

orders


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Minimizing the Bullwhip effect

Information Sharing

Order status for tracking- Customer can find order status in any supply chain

Sales Forecast- Collaborative Forecasting and Replenishment

Production/delivery schedule

- Use of suppliers production or delivery schedule to improve its own

production schedule

- Schedule sharing


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Background

The case study focuses on the prospective use of a knowledge managementsystem (KMS) in a dealers ordering decision for automotive service parts, and

the resultant effects on overall supply chain performance.

Introduction

JimKoons Automotive sells new and used cars made by Daimler Chrysler, Ford,Volvo and several others from 15 dealer locations in Virginia and Maryland

and an online internet sales site and is ranked 18thin US in terms of sales.

Koons' mission statement encourages strategies that emphasize customersatisfaction over strategies that emphasize cost minimization.

Case Study;Koon's Automotive


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Jim Koons Automotive Supply Chain


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Supply Parts Inventory of 2.8 months.

Overhead Expenses.

Complicated promotions by the OEMs.

Freight Costs.

OEM Promotions

GM - Offers standard quantity discounts, time basedpromotions.

Chrysler - 60 page catalogue, 2 page brochure quarterly.

Problems in the Service Parts Department


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Time consuming process for the managers

Depleting stock in hand to low levels

Too much information for the manager (current and projectedinventory levels, specific quantity discount schemes, partsavailability, etc.)

No integrated information for the managers to maximize thediscount schemes while holding inventory at a desired level.

Complexity in Promotions


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SCM & KM Issues:

1. Deciding How much to order and when?

2. Error and Uncertainty associated with the Forecast.

3. Efficacy of the service parts department incentive structure.

4. Data related issues.

A Knowledge Management Approach to a Solution

The ability to access OEM promotions electronically.

A simulation facility.

The ability to integrate OEM promotions with the existing on-line ordering facility.

Knowledge in the Service Parts

Ordering Problem


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Knowledge management can enhance the degree

of success of existing SCM efforts as well as increasethe likelihood of success of new SCM undertakings.

Generating innovation consistent with its knowledgefoundation.

Conclusion


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Thank You!

Download - Knowledge Managnment and Supply Chain Management - EBC6230

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