Professional Documents
Culture Documents
S M D C
Efficiency-driven Responsiveness-driven
value more relevant value more relevant
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Designing Factors of SCM
Structural dimension
Configuration, connection, inventory, logistic
Involving investment in physical facilities, materials, systems
Related with physical products/materials
Analogy computer hardware
Infrastructural dimension
Coordination
Involving intangible, invisible, implicit factors such as communication,
information, collaboration, intrinsic,
Analogy computer software
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Designing Factors Structural Dimension
Configuration (Location)
Inventory
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S M D C
Suppliers Manufacturers Distributors Customers
Vendors Service Support Operations Local Service Providers End Users
Korea Korea Korea-Busan Korea
UK US-Alabama US EU
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Designing Factors Structural Dimension
C. Inventory Decisions
Inventory exists at every stage of the supply chain as either raw
materials, semi-finished or finished goods
The primary purpose buffer against uncertainty
Inventory Types and Locations
Raw Material Work-in-Process Finished Goods
Inventory Inventory Inventory
Inventory I Inventory II Inventory III
raw materials finished products finished products
intermediate products semi-finished ready to ship to customers
I II III
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Designing Factors Structural Dimension
C. Inventory Decisions Forecasting Methods
Product Life Cycle
Data:
Time:
(Decision Horizon)
Methods:
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Designing Factors Structural Dimension
C. Inventory Decisions
Fundamental Roles of Inventory
Cost
Innovation
Problem Solving
Deployment Strategy
Push
Physical products flow downstream
Information (including market demand) flows downstream
Decoupled processes
Make-to-stock system
Excessive inventory
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Designing Factors Structural Dimension
C. Inventory Decisions
Deployment Strategy
Pull
Physical products flow downstream
Information flows upstream
Coupled processes
Make-to-order system
Zero inventory enhancing problem solving; but, false alarms?
Intelligent (contingent inventory system)
Combining the advantages of push and pull systems
Determining the causes of deviation random versus systematic
Regarding inventory NOT as part of normal operations
Supporting problem solving
D. Logistics (Transportation; Distribution) Decisions
Transportation/logistical options, fast (expensive) versus slow (cheap)
Linked with inventory decisions unit value versus speed
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Designing Factors Infrastructural Dimension
Inter-function
Intra-function
Intra-firm Inter-firm
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Levels of SC Coordination
Coordination
Integrated
Coordination
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Designing Factors Infrastructural Dimension
Why difficult to coordinate?
Barriers to effective coordination
A. Lack of systematic and fair measurement
B. Leakage of proprietary knowledge
C. Culture/inertia
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Sustainable SC Coordination
Supply Chain System
Profit without
coordination
s m d
Profit with
coordination
s m d
First Fundamental
Condition
s + m + d < s + m + d
Second Fundamental
Condition
s < s , m < m , and d < d
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SCM Process Strategy
Process Management
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Mass Customization
High
Blue Ocean
Mass
Customization
Customization
Red Ocean
Low
Low High
Volume
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To Minimize the Mismatch between
Supply and Demand
Mismatch between supply and demand
Supply Chain System
S M D C
Supply Demand
SD
Match
(balanced)
Mismatch S>D
(unbalanced)
S<D
Costs due to mismatch
Overstocking cost inventory holding cost
Understocking cost lost sales, loyalty loss
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Mismatch between supply and demand
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Uncertainty in SCM
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