Escolar Documentos
Profissional Documentos
Cultura Documentos
Improve earnings
o Increase revenue
o Reduce Costs
o Better utilize Assets
ROI
Profit
Revenue- costs
Capital Employed
Cost of Inventory
Capital Costs
Service Costs
Storage Space Costs
Inventory Risk Costs
Capital Costs
Investment in inventory
Interest/financing expenses
Service Costs
Mfg. Plant Warehouses, Company owned Warehouses, Rented Warehouses, Public warehouses
Rented warehouses
Public warehouses
Obsolescence
Damage
Shrinkage (theft)
Relocation costs
Traditional Goal:
Asset Management
Inventory measures
Process Metrics
Supply Chain
sweet spot.
The ratio of the number of days that inventory sit idle to number of days it is actually moving in supply chain
Measure revenues and costs at an aggregate level, not at a level appropriate for managerial action
Revenues/ Costs measured at aggregate level NOT at level appropriate for managerial action.
Does NOT recognize that costs can vary b/w products, services, customers, etc.
Accounting does not match up w/ supply chain b/c of how inventory is viewed.
Aim to increase customer service, reduce total cost , reduce fixed capital, reduce working capital
Allocations are more realistic than traditional accounting which relies on sales volume to allocate overhead
Look to reduce expenses and inventory etc. rather than try to increase sales.
Revenue growth
Tax Minimization
1.Revenue growth
2.Working Capital Efficiency
3.Operating Cost Reduction
What should drive the design and execution of a companys supply chain?
Customer service
akin to providing the good/ service conveniently. Supply chain is inherently involved in customer service.
a process for providing significant value-added benefits to the supply chain in a cost-effective way.
A process for providing significant value-added benefits to the supply chain in a cost effective way
customer needs
want/need
o Sales on one side trying to please customers, the customer on the other side
o The divide hurts sales and separates customers from Supply Chain
o Customers cause you to lose many more customers.
The space between Manufacturers and Distribution Networks (involving Logistics/SCM of any sort)
Customer Value
Marketing Effectiveness
For the customer to be happy they must receive the product perfectly see conditions on slide
Perfect Order
-Overall assessment of ability to achieve high levels of performance on all metrics of significance to the customer.
Supply Chins are forced to become more responsive as customer dissatisfaction increases with time.
Fill Rate
The rate at which something is delivered when asked for. Amazon running a dist. Center % of orders we are able to
fufill
Basic
Satisfaction
Success
Basic Service
Satisfaction
Success
Default Strategy
B- In the middle
C- Dont sell that many but keep selling them for some reason
Reduced expediting
If we pull services off the table( thereby reducing our cost) we can achieve a better profit
If not selling a lot, not getting a lot, review relationship ( bottom left)
High sales, Low profit margin watch your cost, provide efficient service
High Margin, low volume Centralize inventory. Dont know where the customer but know they exist and can
1. Form
2. Place
3. Time
**: the management of upstream and downstream relationships with suppliers and customers to deliver superior
customer value at less cost to the supply chain as a whole.
P&G, Ford
Walmart, Toyota, Macdonalds, Dell. Built upon a Supply Chain Value Proposition
Old Paradigm
New Paradigm
Win through capabilities and competencies. Managing core processes better than competitors. Sped along by
commoditization of products and industries
Delivering higher levels of Customer Service at a lower cost will lead to a competitive advantage
Value chain
Made by porter, Support activities : Firm infrastructure, HR, Tech Dev, Procurement. Primary Activities Inbound
Logistics, Operations, Outbound Logistics, Marketing and sales, Service.
Logistics management
part of Supply Chain Management that plans, implements, and controls the efficient, effective forward and
reverse flow and storage of goods, services, and related information between the point of origin and the point of
consumption in order to meet customer requirements.
the identification, acquisition, access, positioning, management of resources and related capabilities the organization
needs or potentially needs in the attainment of its strategic objectives
Operations
Operations
Actually getting the job done. Getting the information do all that.
Operational
Do things better
o
o
End-to-End
Postponement
Shorten time-to-market
Postponement
Shorten time-to-market
Leverage economies of scale and technology to reduce transaction and unit cost
Where demand and supply meet each other and are achieved through planning. Most businesses cannot achieve
4R's
1.Responsiveness
2. Reliability
3. Resilience
4. Relationships
Walmart
Toyota
McDonalds
Dell
Strong Brands
Aggressive Selling
Competitive Advantage:
1.
Your Company
2.
Customers
3.
Your Competitiors
Firm Infrastructure
Technology Development
Procurement
Inbound Logistics
Operations
Outbound Logistics
Service
Logistics Management
Operations
Product Focused
Efficiency Metrics
Focused on Customers
Satisfaction Metrics
Relevance
0.
1.
2.
3.
o
o
the name given to the Primary and Supporting Activities of A Company's Value Chain.
Do not program your customer service based on what you or your supervision view as "customer needs".
Do Ask your customers to let you know what service levels they actually require.
Commodity-type competition
0.
Quality
1.
Service
2.
Cost
3.
Time
Sales Revenue sharply increases as Service Level approaches 50% and sharply decreasesthereafter approaching
100%
Interest/Financing Expenses
Inventory Insurance
Taxes on Inventory
Rented Warehouses
Public Warehouses
Obsolescence
Damage
Shrinkage (Theft)
Relocation
Days of Inv
+Days A/Rec.
- Days A/Pay.
_____________ <===
Profit
Capital Employed
:the Management of upstream and downstream relationships with suppliers and customers in order to deliver superior
customer value at less cost to everyone involved.
Definition of Logistics:
:the process of strategically managing the procurement, movement, and storage of materials, parts, and finished
inventory through the organization and its marketing channels in such a way that current and future profitability are
maximized through the cost-effective fulfillment of orders
Perfect Order (customer perspective) - the overall ability to achieve high levels of performance on all metrics of
significance to the customer
Cash-to-Cash (financial perspective) - the time it takes to convert an investment in raw materials to sales of
finished goods
______________________________________
Sales/Revenue
- (COGS)
- (Expenses)
- (Taxes)
They were originated for the purpose of reporting to the financial community, not fot he purpose of taking
managerial action.
They don't recognize that costs can vary substantially between products, services, customers, etc.
What are Activity Based Costing and Management (ABC and ABM)?
:allocation techniques that make it possible to more precisely assure true segment profitability.
Revenue Growth
Tax Minimization
When forecasting, error is much higher when trying to predict trends in the distance future in contrast to something in
the near future.
The time it takes to procure, make and deliver the finished product to a customer is often longer than the time the
customer is prepared to wait.
doing this can close the Lead Time Gap, thus boosting customer satisfaction.
:it occurs at the point in the logistics chain where real demand meets the plan, preferably as far upstream as possible.
The idea is to have a strategic inventory as close as possible to the Raw Materials side of the Supply Chain in hopes
of responding as quickly as possible to demand.
it is the metaphoric balance between Demand (D) and Capacity (C) & Inventory (I). In other words, there must be
enough capacity and/or inventory to meet demand.
___(D)__________________(C)______(I)____
^
What does the EOQ and the Naive EOQ model ignore?
variance
Agile
(or nimble)
Lean
_________ practices work well when the situation involves predictable demand.
Lean
_________ practices work well in less predictable environments where the demand for
variety is high.
Agile
Agile
___________ is known as the ability to respond rapidly to meet the precise needs of an
often fragmented marketplace.
lean
agile
make-to-order
Which type of order fulfillment has a lower lead time for MTO products?
lean
Which type of order fulfillment has a higher contribution margin (marginal profit per unit
sale) ?
agile
Agile
Seeking to reduce complexity while providing the requisite level of variety that the
market demands is characteristic of what type of order fulfillment?
hybrid system
The example used in class about the paint manufacturer that only makes the base
colors and then allows the colors to be mixed in the retail stores is an example of the
__________ _____________ ___________.
Match
Mismatch
Mismatch
Match
The point that the customer order penetrates in the supply chain process is known as
what?
True
Lean
agile
A system that has mid/high production costs, low inventory costs, high transportation
costs, and low in-stock is a pure example of _________ Order Fulfillment.
Agile
Match
Reorder Point
True or False: Today, there is more time available for companies to develop new
products, to launch them and to meet marketplace demand.
False.
There is LESS time available for companies to develop new products, to launch them and to meet marketplace
demand.
globalization
Because of the volatility of the market, there is greater need for ________ .
speed
Remember, time = money.
The uncertainty of volatile markets cause compaines to have ______ forecast errors.
high
True or False: The longer the forecast horizon the worse the forecast.
True
Aggregate
True or False: If a firm could drive lead time to zero, it would forecast only next day
sales.
True
lead time
________ _________ _________ is the % of total cycle time that a product is actually
worked on.
True or False: Value Added Time can be as little as 25% of the total time.
False
Value Added Time can be as little as 5% of the total time!
The % of total cycle time that a product may spend waiting, being moved, or being
inspected or counted is known as ___________ __________ _________.
The goal of pipeline management is to reduce the ___________ and/or increase the
__________ of the pipeline.
length , speed
visibility of demand
Supply chain lead time minus customer's required order cycle time is known as the
________ ________ ________.
What is the point that the customer order penetrates in the supply chain process?
(viewed from downstream)
What is the difference between the Demand Penetration Point and the Order
Decoupling Point?
The are the same point in the supply chain, however, the Demand Penetration Point is viewed from downstream and
the Order Decoupling Point is viewed from upstream.
What are two things companies use to obtain visibility of demand (and to quickly
respond to consumer wants)?
1. Information Systems
partners
The amount of Value Added Time compared to (divided by) the Total End-to-End
Pipeline time (x 100) is known as the _________ __________.
True
The time it would take for the system to respond to an increase in demand is known as
what?
Ramp Up Time
The time it would take to drain the system of inventory is known as what?
Drain Time
The time it takes to convert cash paid for raw materials to cash from customer
order/sales is known as what?
cash-to-cash cycle
1. Introduction
2. Growth
3. Maturity
4. Saturation
5. Decline
Introductory (Agile)
Growth (Agile)
Maturity (Lean)
Decline (Lean)
The ___________ ___________ _________ is the need to develop responsive and fast
systems in order to take advantage of time-based competition.
information
True or False: The Collaborative Process increases the available planning horizon.
True
The supplier taking responsibility for the replenishment of the customer's inventory
within a specified time period is known as _________ ___________ ___________.
constant
information , inventory
information management
1. Coordination Flows
2. Operating Flows
Is assigning specific tasks to specific tools at specific times part of coordination flows or
operating flows?
operating flows
Is balancing the load and capacities of different resources over time part of coordination
flows of operating flows?
coordination flows
1. information systems
2. relationships
Which type of Supply Chain relationship constists of a low number of relationships, joint
problem solving, aligned objectives, and desired behavior motivated through information
sharing.
Contracting/Outsourcing
1. Channel Structures
2. Contracting/Outsourcing
3. Enterprise Extension
exclusive partner base, mutual dependency, shared goals/objectives, close interaction over long-term
EOQ
ROP =
LT*DD
ROP
LT x DD + SS
extra inventory
how long it takes to convert the cash paid for raw materials to cash from customer order/sales
The longer the pipeline the ____ _________ to changes in demand it will be
Less Responsive
Lean Fulfillment
Lean fulfillment
Reduce uncertainty by managing demand and order cycle time variance. Originated with Toyota in 1970.
Safety Stock
postponing
put off form/time utility until order is received and rapidly respond.
postponement
the delay in final production in the Leagile supply chain management strategy that enables the company to take
advantage of many of the benefits of lean supply chain management while still providing the agility that improves
customer experiences
- Postponement
the process which the commitment of a product to its final form or location is delayed for as long as possible
Postponement
Unfinished printers held in regional DC's finish and ship orders when recieved
Push
Pull
when the environment is less predictable and demand for variety is high
Pull
Agile
Manufacture to order
Manufacture to stock
Functional
Predictive demand, low variety, lead time 6-12 months low forecast error, stockout rate, contribution margin, and
markdown
Innovative
Unpredictive demand, high variety. Higher contribution margin, forecast error, markdown. low lead time
Lean = _______
Agile = _________
functional
Innovative
0.
1.
Agile : Nimble
3 types of fulfillment
Anticipatory
Lean
Agile
also Hybrid
Weakness of EOQ
4 stages of PLC
Intro - agile
growth - agile
maturity- lean
decline - lean
total time spent on a good that provides form, place or utility. often as little as 5% of cycle.
doesn't add utility, often result of firms own self inflicted rules
total cycle time product may be sitting waiting, being moved, being inspected, or being counted.
to reduce the length of pipeline and/or speed up the flow through the pipeline
cost
What is speed/responsiveness
What is reliability?
What is reliability?
The further the forecast horizon is, the _____ the forecast
worse
Customer Value
sources to consumers
Consumers
Sources
consolidation
0.
1.
2.
WMS
TMS
functional
Eyes
Ears
IT
Appropriate relationships
Existing Process
Vertical, information goes through different tiers. Becomes shorter as it propagates down the chain. 14 days
Collaborative Process
"Web" design shorter time than existing process. From 14 days to 1 day
Gives you the system capability to talk to all the different parts of your org
Gives you the system capability to talk to all different parts of the organization, share data, standardize warehouse
data.
APS
SCE
Transactional Structures
Contracting/Outsourcing
-low # of relationships
-Joint problem solving
- aligned objectives
- motivate through info sharing
Strategic Partnerships
-Ownership
- Joint Venture
- Outsourcing
-Contracting
- Channel (arm's length)
Information
Order Cycle
Elapsed time from recognition of need until product is available for use or resale.
1. Quickly
2. Volatile
Anticipatory
Lean
Agile
Three types of fulfillment
Push
Anticipatory Fulfillment
Demand is supported by developing inventory in anticipation of projected sales levels and location.
This is traditional.
Balances fixed order costs against inventory carrying costs to determine least-costs order frequency to determine
optimum order quantity. (minimizes the sum of ordering and carrying costs). Ignores variance.
Considered naive because it also ignores various. It is the conventional approach to fulfilling orders. Reorder point is
based on EOQ
The more ______ the more extra inventory customers end up with.
Variability
Demand fluctuation and lengthy lead times caused by large lot, low frequency ordering are covered by maintaining
large stock. This results in increased capital investment and reduced customer service.
The more ____ there is the more problems that may arise
Inventory
Agile Fulfillment
Eliminate uncertainty by postponing form and/or time and place utility until order is received and then rapidly respond
when order is received. Customer focus vs. Product focus.
Agile Fulfillment
1.
2.
3.
4.
5.
6.
Leveraging relationship
7.
Information visibility
8.
The move to lean and then agile operations requires a shit from (1) ____ to (2) ____
1. Push
2. Pull
Lean typically pulls through the manufacturing facility but moves to a push at some point
because of .
Agile
Lean
Forward position
Manufacture to stock
When some inventory is sitting in a location and will be assembled once order is received.
Manufacture to order
Less time to develop new products, launch them, and meet marketplace demand.
Firms focusing on reducing inventories to release capital locked up in inventory and holding costs. Instead, the
supplier must substitute responsiveness for inventory whenever possible.
Volatile Markets
Forecasting is always wrong, the further the forecast horizon, the worse the forecast. If a firm could drive lead time to
zero, it would forecast only next day sales.
Pipeline Management
Pipeline Management
1.
Value added time (VAT): The percent of the total cycle time that a product is actually worked on
2.
Non-Value added time (NVAT): The percent of the total cycle time that a product may spend waiting, being
moved, or...
3.
Goal: Reduce the length of the pipeline and/or speed up the flow through the pipeline (Longer pipelines obscure
the...
4.
To reduce the length of the pipeline and/or speed up the flow of through the pipeline.
1.
Lower cost
2.
Higher quality
3.
More flexibility
4.
Form Utility
Place Utility
Time Utility
Form Utility
Place Utility
Time Utility
Coordination
Planning what you are going to do and what is going to happen at high levels to plan what to do in the future.
Coordination
How dispersed activities, or activities performed in several different nations, are coordinated
Coordination
Coordination Flows
Strategic Plan
Capacity Plan
Production Plan
Procurement Plan
Logistics Plan
Operating Flows
Order MGMT
Order processing
LIS operation
Warehousing
Transportation
Shared Information
Synchronizes planning and can reduce information lag from 14 days to 1 day and increase the available planning
horizon.
Helps coordinate all ERP, APS, and SCE so supplies know what to make based on what consumers are ordering,
what manufacturers should make, what we need to ship, etc.
Manage key processes horizontally across the supply chain to optimize effectiveness and efficiency.
Purpose
Companies have developed systems that employ these principles under the banner of
Quick Response.
1.
2.
3.
Demand is supported by deploying inventory in anticipation of projected sales levels and location
1.
EOQ balances fixed order costs against inventory carrying costs to determine least-costs order frequency to
determine optimum order quantity.
2.
Can be modified to accommodate volume transportation rates & purchase quantity discounts
3.
IGNORES VARIANCE
LT
Lead Time
DD
Daily Demand
SS
Safety Stock
One set of numbers and one schedule for the entire supply chain
Process Reengineering
Simplifying and reshaping the organizational processes with the goal of achieving the desired outcomes at less cost
and in shorter time frames.
Reduction in ordering or setup costs drives lower total cost at lower order quantity
Less handling, Less materials, Ask why things are the way they are.
Keep a product as a generic work in process as long as possible to allow flexibility and to ensure the right product is
at the right place at the right time
Shrink total order cycle time to reduce cycle stock and improve responsiveness to demand and manage variation to
reduce safety stock
1.
2.
3.
4.
Reduce process and network complexity : Less handling, Less materials, Ask...
5.
6.
Agile : Nimble
Needed in less predictable environments where the demand for variety is high
Kanban
Hybrid
Goal of Hybrid
Build an agile response upon s lean platform by following lean principles to the decoupling point and agile after the
decoupling point
Example
Paint manufacturers
Lean
Time Money
Customers Perspective
Goal
Reduce the length of the pipeline and/or speed up the flow through the pipeline (Longer pipelines obscure the
visibility of end demand so that it is difficult to link manufacturing and procurement decisions to marketplace
requirements)
1.
2.
3.
1.
Less time available to develop new products, to launch them and to meet marketplace demand
2.
Getting into the market late means less time to make a profit and higher risk of obsolescence
Customers Perspective: the elapsed time from order to delivery (Order to Delivery
cycle)
1.
6 Steps
2.
3.
4.
Order processing
5.
6.
Transit time
7.
Customer receiving
1.
Firms are focusing on reducing inventories to release capital locked up in inventory and holding costs
2.
1.
2.
3.
4.
If a firm could drive lead time to zero, it would forecast only next day sales
5.
6.
The real target is to reduce lead time as much as possible at every stage in the pipeline
Ramp up time
The time it would take for the system to respond to an increase in demand
Drain time
Value added time (VAT): The percent of the total cycle time that a product is actually
worked on
1.
2.
3.
Non-Value added time (NVAT): The percent of the total cycle time that a product may
spend waiting, being moved, or being inspected
1.
2.
The GAP
Drain time: The time it would take to drain the system of inventory
The challenge is to find ways in which the ratio of value added to cost added time in the pipeline can be improved
1.
The time it takes to procure, make and deliver the finished product to a customer is often longer than the time the
customer is prepared to wait for it.
2.
The GAP = supply chain lead time Customers required order cycle time
3.
Reducing the gap can be achieved by shortening end-to-end pipeline time while simultaneously trying to gain
earlier warning of requirements through improved visibility of demand
The GAP = supply chain lead time Customers required order cycle time
1.
2.
Customers order cycle time: the length of time that the customer is prepared to wait
1.
Existing processes are slow, inefficient, and communicate dated information while the collaborative process
communicates up-to-date planning information in real-time
2.
All stages in the supply chain must march to the beat of the same drum (do this through shared information)
3.
1.
2.
1.
2.
Design
3.
4.
5.
Order management
6.
1.
Enterprise Resource Planning (ERP): Manage all the information and fluctuations of a business from shared data
stores
2.
Advanced planning and scheduling (APS): Raw materials and production capacity are optimally allocated to
meet demand
3.
1.
2.
3.
1.
2.
Bar coding
3.
4.
Laser scanners
5.
Demand is captured in as close to real time as possible and as close to the final customer as possible
Supplier takes responsibility for replenishment of the customers inventory within a specified time period
Complexity
______ & _________ are not shown the amount of attention it needs.
Network Complexity
The more nodes and links that exists in a network then clearly the more complex it becomes.
Process Complexity
Is manifested in processes with multiple steps, often performed in series rather than on parallel.
The more steps in the process and the more handoffs that exists, the greater the
likelihood that there will be frequent discrepancies between planned and actual
outcome. This is a example of what kind of complexity?
Process Complexity
Range Complexity
Most businesses organizations find that the range of products and or services that they offer to the market has a
tendency to grow rather than reduce.
Typically as more variants are added to a range the demand per variant will reduce,
with a sequent impact of forecast accuracy. This is an example of what complexity?
Range
Product Complex.
Product
Customer Complexity
Supplier Complexity
The size of the supplier base can add to SC complex. by increasing the number of relationships.
Organizational Complexity
can also be extended by having to work across time zones and cultures as a result of a global business.
Info Complexity
The story told about Nokia and the other phone companies was an example of _____
risk assessment?
BAD
When a bad hit takes place to a company, when they are not being proactive to risk
affects what the most?
Effects shareholders return the hardest which gets upped mgmt. involved
Risk Profilling
All could be argued but Process would be the primary because of the lag time and travel time
External Risk
Natural disasters, wars, terrorism and epidemics, legal restrictions. Any kind of risk that cant not be controlled or
prevented by mgmt.
Internal Risk
Whilst _______ risk cant be controlled by managerial actions, __________ risk can be.
External, Internal
Marketing makes expenses __________ when you go global due to the fact of selling
and marketing to a new area.
Increase
Economic protectionism
using tariffs & quotas to shield & protect a countries economy from foreign competition
True
Configuration
Configuration
Offshoring
offshoring
Offshoring
TAXES
You might pay less in wages but you might increase transportation costs.
focused factories
choose this if the benefits of lower prod. costs outweighs the increased transport costs.
Focused Factories
Centralization of Inventories
in the same was that the advert of glob. has encouraged companies to rationalize production into fewer locations, so
too has it led to a trend towards the centralized inventories
Inventory Centralization
less investment in inventory, postpone completing the product until it is ready to be sold, completetion finished at
factory closest to customer
-Outside-in focus
- Embedded Innovations
- Extended SC
- Balanced Metrics
-Attitudes
-SC Talent
Horizontal Organizations
DSI
KPI
Key Performance Indicators: the measures that are tied to business drivers requires input from both IT and business
to figure out.
- Customer retention
-end-to-end pipeline time
- Total cost to serve
perfect order achievement
measured, managed.
Benchmarking
- continuous, systematic process for evaluating the products, services, and work processes of organizations that are
recognized as representing best practices for the purposes of organizational improvement
Benchmarking is an _______
ongoing process
3 types of benchmarking
internal
Competitive
Best in class/ process
T/F: Benchmarking helps identify current pain and motivate positive change.
True
T shaped leaders
The long stream means a manager know in very deep details a certain area of business, and the top sides represents
that you know other details within business.
( I am an example: I have my AS in Acct, but I am getting my BS in SCM with a dual concentration in Business Logs.
and Business Analytics. I am very well rounded)
all network members must collectively agree on a strategic goal for the network and means to attain it
getting members of the supply chain to focus on a goal so that if achieved everyone will benefit
Open Communication
Leaders sharing all types of information throughout the company and across all levels.
Transformation:
leads to the design of customer driven supply chains
- Demand-specific distribution
- Order-specific delivery
- Order-specific assembly
- Order-specific production
- Order-specific purchasing
Transformation:
leads to capturing and sharing information on real demand
not focusing as a function or area within the company but all working together to focus on the processes.
today companies finds itself a member of an extended enterprise.... this is referring to the new paradigm
sustainability
The effort to minimize the use of resources, especially those that are not polluting and nonrenewable
Sustainability
Sustainable
Sustainable
Eco-efficiency
producing more value in terms of products and services with less resources, waste, and pollution.
1.
People.
2.
Planet.
3.
Profit.
Social - People
Environmental-Planet
Economic - Profit
- Social
- Environmental
- Economic
90%
1-2 days
1. Process
2. Supply
3. Demand
4. Control
5. Environmental
1.Postponement
2. Lean Processes - speed and reliability
3. Improve visibility
4. Leverage supplier relationships
5. Control complexity and variability
resiliency
Electronics
It is when goods are stolen out of the SC and sold and also brought back into the SC
Supply Risk
Disruptions in supply
Demand Risk
Volatility in demand
Process Risk
Control Risk
Disturbances caused by our own control systems, order quantities, batch sizes etc
Environmental risks
External forces
Resilience
the ability of the system to return to its original or desired state after being disturbed
What is resilience?
1. Understand SC
2. Improve SC
3. Identify critical paths
Fire at phillips plant, put ericsson out of market, Nokia had another supplier and was able to survive
Yes
1. Increase Revenue
2. Decrease costs
3. Outsourcing
4. Offshoring
Increase Revenue
When a foreign competitor moves into your market, competing with them in their home market may level the playing
field
Decreasing costs
1. Economy of scale
2. moving functions to lower cost regions may lower overall cosrs
Outsourcing
Hiring another firm to do a process for you outside your domestic country
economic protectionism
Consumers want a global brand to provide _________ levels of value in all of their
markets
equitable
1. Configuration
2. Coordination
Manufacture locally
1. Focused Factories
2. Inventory Centralization
3. Postponement
4. End to end visibility / event mgmt
We can't communicate w/o great IT systems. 90% of decisions are routine and 10% get flagged.
uncertainty
1. Individual Business
2. Stand Alone
3. Mass production, supplier driven
Internal Benchmarking
Competitive benchmarking
Look at competitors
Are we competitive?
Best in class
Competitive advantage
4X4 matrix
sustain Attain
Change Avoid
flows in a U shape, usually goes from sustain to where something is wrong, when things go wrong is usually when
change happens
Scenario planning
T shaped managers
Managing internal and external relationships, Info visibility, integrate supply and demand.
Goal: Quickly respond to market changes
Strategic
Eco Efficiencey
Producing more value in terms or products/ services with less resources, waste and pollution
Design
Source
Make
Deliver
Return
Design
Packaging
Source
Make
Improve efficiency
Deliver
Return
Green
eco efficiency
Performing current processes more efficiently
Green
-Eco-efficiency
-Performing current business processes more efficiently
to find the balance between sound ecological decisions and profitable operations
Increase in population
More urbanization and mega cities
Redistribution of wealth
Independent entities
Inventory Based
Low cost production
Virtual networks
Information based
Customer value oriented
Dynamic flexibility
Structural flexibility
Rapid Manufacturing
products are built up layer by layer using fused metal powders of polymers
Scarcity
The innability of the supply of natural resources to meet the demand for natural resources at a particular location
Generating and managing customer demand and then fulfilling that demand
General management
Information technology
Raw materials
Company operations
Distribution network
End customer/consumer
Strong brands
Aggressive selling
Responsiveness
Reliability
Relationships
Resilience
What is responsiveness?
Network competition
Supply
Segment customers
Re-evaluate
Repeat
Success
Satisfaction
Basic service
Capital costs
Service costs
Days of inventory + Days acct rec - days accts payable = cash-to-cash cycle
1.Form
2.Place
3.Time
the management of upstream and downstream relationships with suppliers and customers to deliver superior
customer value at less cost to the supply chain as a whole.
1.Scarcity
2.Limited technology
3.Adversarial Posture
1.Strong Brands
2.Large Advertising budgets
3.Aggressive selling
Competitive advantage=
______X______
You can increase the Value advantage your company has by maximizing
-tailored service
-reliability
-responsiveness
You can increase the productivity advantage your company has by maximizing
Value Chain
The supply chain management value proposition is centered around what three things?
You can Improve customer service by compressing end to end cycle time by
HAVING IT IN THE RIGHT PLACE THE WAY THE CUSUMER WANTS IT!!
Who should you rely on when creating your customer service standards for your
company?
THE CUSTOMER! Ask them to see what levels of customer service they actually require.
If we are asking customers about what they want, we must bridge the gap
between________.
_______ are really the only areas of the business that have the ability to influence both
the numerator (quality x service) and denominator (cost x time) of the CV equation
SC and Logistics
What is the process for providing significant value added benefits to the supply chain in
a cost effective way. This definition illustrates the trend to think of _______as a processfocused orientation that includes supply chain management concepts
A successful Logistics and SC process produces _______, which keeps _______, who
attract more customers.
Customers want a ______, if anything is wrong, the supply chain has failed
Perfect Order
Increasing
Demand
T/F You should make 100% of your customers happy all the time.
False
Companies must devise a supply strategy that decides ____they are going to make
happy and ________.
In a company, instead of making all customers happy, you must find the optimum mix
between ______ and _______ to maximize profits and increase shareholder value.
Service , cost
1.Segment Customers
2.Define customer service objectives
3.Set customer service priorities and standards
4.Execute the strategy
5.Re-Evaluate
T/F When the gap btw revenue and cost is the highest, you are maximizing profitability.
TRU
What are examples of each level of the customer service focus in relation to an airline?
What are the effects of all customers getting the same service treatment?
What are the actions of a company when they decide not to treat all customers
equally?
What are the affects customers segments getting different levels of services?
Because they realized that the cargo space is valuable. So airlines began offering tickets (services) at a lower price
but also made you pay additional for cargo to find the incremental cost trade-off.
If your sales volume is high and your profit margin is high what kind of customer service
is offered?
If your sales volume is high and your profit margin is low what kind of customer service
are you offering?
If your sales volume is low and your profit margin is low what kind of customer service
are you offering?
If your sales volume is low and your profit margin is high what level of customer service
are you offering?
1.Increase revenue
2. Reduce costs
3. Utilize assets more efficiently
Capital you can convert into cash in a relatively short amount of time is
Cash to Cash
-The time it takes to convert an investment in raw materials to sales of finished goods.
-The total inventory in the supply chain relationship -- inbound, plant and all stocking locations in the channel -expressed as calendar days of supply based on recent actual daily rate of sales (or forecasted rate of sales).
The total inventory in the supply chain relationship expressed as calendar days of supply based on recent actual daily
rate of sale
Dwell Time
The ratio of the number of days that inventory (or other assets) sit idle to the number of days it is actually moving in
the supply chain.
The ratio of the number of days that inventory sit idle to the number of days it is actually moving in the supply chain
The sum of all fixed and variable costs in and along a supply chain
T/F: Total cost of ownership is how much more you buy the company for.
False,
Total cost of ownership is much more than just the price you buy it for! Costs are underwater such as Mgmt costs,
maintenance cost, operating cost, inventory cost, technical support costs, training cost, disposal costs
Landed cost, inventory carrying cost, life cycle cost, support cost, opportunity cost,
If you focus on the _____you will worry less about the financial ______.
Inputs, Outputs
_____and ____ are the allocation techniques that make it possible to more precisely
assess true segment profitability.
ABC ABM
Allocations are more ______than traditional cost accounting which relies on sales
volume or direct labor hours to allocate "overhead."
-realistic
-holistic
directly, indirectly
You always have product to sell and you wont lose sales,
Easier to order months in advance, having inventory in stock could drive a sale where a customer wasnt aware they
needed that,
Can be left in dust by responsive supply chain if those are going on in your region.
Perishable items may lock us in to short cycle, less money tied up in working capital and inventory, less storage time
by and large takes much more effort much more attention and research but gives you advantage
The time it take to procure, make and deliver the finished product to a customer is often longer than the time the
customer is prepared to wait.
In conventional organizations, the only way to close the lead time gap is to attempt to
______ the market's and carry just-in-case _____.
forecast, inventory
Ideally, a reduction in the gap can be achieved by ______ the SC lead time (pipeline
time) while simultaneously trying to gain earlier warning of requirements through
improved _______ of demand.
Shortening, visibility
make lead gap time as small as possible and have right things on the shelf at the right time.
When you know how much demand is coming far into the future, you will have less
_____and less _______.
Capacity Inventory
landed cost + inv carry cost + life cycle cost + support cost + opportunity cost
Lean works best in high volume, low variability and predictable environments
Agility is needed in less predictable environments where the demand for variety is high
Postpone some steps in the supply chain order cycle until actual demand occurs, then accelerate cycle time using
higher unit cost operations
Place
Customers seek
Your business's cash is out of reach when it is uncollected from customers and when it is soaked up by inventory that
sits on the shop floor, in office storage areas, or on computer disks.
Holding
Inspection
Insurance
Obsolescence
a phenomenon with its roots in the earlier notion of the 'learning curve'
all costs, not just production costs, would decline at a given rate as volume increased.
the relationship the experience curve describes is between real unit costs and cumulative volume.