Professional Documents
Culture Documents
Introduction to
Supply Chain
Management
McGraw-Hill/Irwin
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SCM Definition
Material Flow
Supplier
Converter
Distributor
Retailer
Source
Converter
Supplier
Distributor
Consumers
End-User
Value-Added Services
Funds/Demand Flow
Information Flow
Reuse/Maintenance/After Sales Service Flow
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Key Observations
Suppliers suppliers
Customers customers
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Lean production/Off-shoring/Outsourcing
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Yarn Spinning
[Korea]
QC & Shipping
[Hong Kong]
Weaving
[Taiwan]
Stitching
[Indonesia]
Zippers+
[Japan+]
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EXAMPLES
shortages
Productivity inefficiencies
market
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Lean manufacturing
Outsourcing
Off-shoring
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Losses of $1B/day
Store stock-outs, factory shutdowns
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1950s
1960s
1970s
1980s
1990s
2000s
Beyond
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FIGURE 1-5: Total U.S. logistics costs between 1984 and 2005
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U.S. companies spend more than $1 trillion in supplyrelated activities (10-15% of Gross Domestic Product)
Transportation 58%
Inventory 38%
Management 4%
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Transactional Complexity
National Semiconductors:
Production:
Produces chips in six different locations: four in the US, one in
Britain and one in Israel
Chips are shipped to seven assembly locations in Southeast
Asia.
Distribution
The final product is shipped to hundreds of facilities all over
the world
20,000 different routes
12 different airlines are involved
95% of the products are delivered within 45 days
5% are delivered within 90 days.
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PC Value Chain
Performance of Traditional PC Manufacturer
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Percent
Shirt
Saving
Manufacturer
Distributor
Retailer
Customer
$52.72
0%
Manufacturer
Distributor
Retailer
Customer
$41.34
28%
Manufacturer
Distributor
Retailer
Customer
$20.45
62%
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Build-to-order strategy
highest sales per square foot, inventory turnover and operating profit
of any discount retailer
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Strategic Partnering
Outsourcing and Offshoring
Product Design
Information Technology
Customer Value
Smart Pricing
Supply
Supply
Supply
Both
Supply
Development
Development
Development
Supply
Both
Supply
Global Optimization
Y
Y
Y
Y
Y
Y
Y
Y
Y
Y
Y
Y
Y
Y
Y
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Software Packages
Computerized Beer Game
Risk Pool Game
Procurement Game
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1-35
Endoscopic Surgical
Instruments
Permits minimally invasive surgery
Market created in early 80s, rapidly
growing
Old products continually updated and
replaced with new product introductions
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Business Overview
National and Meditech split the market
Compete based on product innovations,
customer service, cost
National sells to physicians; Meditech sells
to material managers
Customer preferences change slowly
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Domestic
Dealers
Part
suppliers
Meditech
Assembly
Meditech
Warehouse
Hospitals
Intl
Meditech
Affiliates
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2 - 16
weeks
Assembly
2
weeks
Bulk Inventory
Packaging &
Sterilization
FG Inventory
1
week
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Production Planning
Annual
Forecast
Monthly
Revision
Transfer
Requirements
Monthly
Plan
MRP
Parts
Procurement
Plan
Weekly
Assembly
Schedule
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Monthly
Plan
Production Planning
MRP
Order point;
Order quantity
Material
Plan
Parts Inventory
Assembly
Bulk Inventory
Packaging &
Sterilization
FG inventory
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Whats Wrong?
Poor service for new product introductions
Poor forecasting?
Panic ordering?
And high FG inventory
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What to Do?
Recognize that demand is stable and
predictable
Establish accountability for forecast
Eliminate planning delays and/or reduce
time bucket
Alternatively, put assembly within pull
system and eliminate bulk inventory
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