Professional Documents
Culture Documents
New/Demanding Customers
Supplier Variability
Min - CoV
Max - CoV
Avg - CoV
CoV; Coefficient Variable Supply Chain 2.0: Managing Supply Chains in the Era of Turbulence Martin Christopher
Measurements used in the volatility index Exchange rate Crude oil Gold bullion Copper Baltic Dry Index UK Clearing Banks Rate
Part Shortages
Quality problems
-2.6 -3.3
-8.2
-7.7
-11.8
-12.2
-11.6
The negative impact of-14.4 supply chain disruptions and on shareholder return is higher than most other corporate announcements
Source: (blue bars) Prof. Vinod Singhal, Georgia Institute of Technology Source: (red bars) Accenture internal research
Sourcing of contingent suppliers and/or logistics provide Increased inventories and safety stock
Establishing an intentionally geographically distributed supply base Formal supply chain risk management program Forward buying/hedging strategies Insource (return back to home country for manufacturing)
Source: Global Operations Survey, Accenture
The shelf life of any change program is significantly lower than in previous years.
Dynamic Optimization
($$)
Buy
Move
Source Design
($$) How many supply chains or channels does the organization operate?
How many supply chains exist across the organization? What is common across supply chains? What is unique and differentiating? Which ones will insulate the firm against external risk factors?
Need Make
($$) Where does each supply chain require agility and speed?
Sell
($$) Where is the push/pull How can the supply boundary for each ($$) chain drive economic supply chain? value?
Where is the most optimal point for the switch between push and pull? How can operations strategy be leveraged? Is it possible to shift this boundary through unique product design, delivery or supplier management? How can Operations serve as an engine of growth and competitive advantage? What is the optimized cost by value stream and function? How can the supply chain improve company profitability?
What is the right amount of flexibility by value stream and function to profitably serve an array of offerings and customers? What is the required investment to create future value or offset risk? What activities can be Copyright 2012 Accenture All rights reserved. simplified to create value?
Meet Internal Commitments Departmental Boundaries Cost Compliance First come first serve
Capable to Promise
Profitable to Promise
Ability to Execute
Produce to a schedule
Fulfill Demand
Siloed Afterthought
Team-Based
Creating a Dynamic Operations will require a major cultural and organizational change shifts in mindsets and behaviors Copyright 2012 Accenture All rights reserved.
Dynamic Operations
Case Study: Apple
Although being the largest and most innovative technology company in the world, Apple cannot escape volatility in the marketplace.
Examples of Volatility
Adaptable Structure
Apple works with suppliers to innovate and hold exclusive rights to parts. Before parts are commoditized across other competitors, Apple negotiates competitive rates to purchase same parts at lower cost than competition. Large outsource manufacturing for speed and flexibility, working around the clock to meet production requirements Apple: Create a closed Eco System where Apple monitors and controls most supply chain functions Apple's Supplier Responsibility 2011 Progress Report announced that more than 300,000 workers were trained in companys supply chain since 2006
Flexible Innovation
Competitive Marketplace:
Mobile devices and computer technology are standard in amenities from multiple companies.
Apple holds exclusive rights/first to the market with new technology/parts before competition (example Gorilla Glass) Apple designs products around the consumer. Apple has shown that consumers are willing to pay a premium for products that are easy to use. Fast to Market: Beat competitors to market with new products. Integrated design to deployment through their closed Eco-system Apple improving social and environmental sustainability within its supply chain, including annual audit programs, quarterly reports of KPIs for social responsibility and adoption of a supplier code of conduct
Agile Execution
Ensure suppliers hold 2 weeks of inventory within 2 miles of manufacturing facility for material availability Quickly move vast amounts of finished product by purchasing all available air freight capacity and ship direct to 9 customers from manufacturing facility Copyright 2012 Accenture All rights reserved. Sources: Accenture research, AMR, DJF, HBR, EBSCO
Dynamic Operations
Case Study: IKEA
IKEA is known for its simple product design, its massive, friendly retail stores, and its very low prices. It views itself as a service provider, focusing on solutions to real -life problems and contributing to a better life for the majority of people
Examples of Volatility
Globalization
IKEAs supply chain has a global spread with both sales and purchasing in all major regions of the world. Some business areas change up to 30% of its assortment every year making planning a real challenge. Supply chain visibility and control keep costs down and avoid obsolete inventory and/or stock outs.
Command center with real-time monitoring and visibility: made progress over the past 2 years in maintaining stock of items
Adaptable Structure
IKEA had to become even better at increasing volume, enabling the overall lower cost of goods and operating costs. To increase volume, IKEA had to become better at handling more people and products in a relatively small number of stores (fewer than 400).
Commodity Cycles
Flexible Innovation
IKEA uses 10 million pallets to ship goods from suppliers to its 287 stores in 26 countries. In Jan 2012, IKEA replaced wooden pallets with a paper variant thats lighter, thinner, cheaper , cutting transport costs by 10%. Providing products at lower price point while maintaining the experience IKEA is aiming to offer even lower prices - which have dropped an average of 2 to 3 % each year since 2000 by investing 100 % of its net savings . While doing that, IKEA decided to maintain its investment in retail stores which it , custom builds and designs for efficiency and sales potential (restaurants and child care in store) Flat-pack business: designers sometimes start with a pallet outline (how will the pieces fit together in the package and how many boxes can they get on that pallet?). The price tag is designed first beginning with a decision on what price the majority can afford, a production line is then designed to produce furnishings that satisfy form and functionality IKEA provides value for its customers through the co-creation of individualized solutions during pre-purchase customer experiences. This simultaneously reduces risk for the customer and enhances customer imagination and interaction with the organization.
Supplier Variability:
Years with significant increases in raw material prices, IKEA was able to offer even lower prices to customers than the year before leading to higher market share Starting in 2008, facing rising prices and a global recession that impacted its core markets (new homeowners and middleclass consumers), IKEA set out on a new strategic path to offer even lower prices to consumers, while positioning itself for long-term growth.
Economic Volatility:
Agile Execution
As part of growth strategy in difficult times, IKEA lowered its operational costs wherever it could, especially where customers didnt see the impacts to enable cash flow flexibility in strategic areas Empowering the people. Keep the center of the company relatively lean, and not make too many decisions centrally 10 that would be better made in stores or factories close to customers and suppliers. Copyright 2012 Accenture All rights reserved. Sources: Accenture research, AMR, DJF, HBR, EBSCO
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