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Supply Chain Management
Introduction
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What is Supply Chain Management?
Here are two definitions:
The design and management of seamless, value-added process
across organizational boundaries to meet the real needs of the end
customer
-- Institute for Supply Management
Managing supply and demand, sourcing raw materials and parts,
manufacturing and assembly, warehousing and inventory tracking,
order entry and order management, distribution across allchannels, and delivery to the customer
-- The Supply Chain Council
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Supply Chain Management
Supply chain Management: Integration of various
activities encompassed by the supply chain throughimproved supply chain relationships to achieve asustainable competitive advantage.
Supply chain: A sequence of suppliers, warehouses,operations and retail outlets, i.e., Organistions that areinvolved in producing and delivering a product orservice.
A basic purpose of supply chain management is tocontrol inventory by managing the flow of materialsthroughout the supply chain.
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Objectives of a Supply Chain
The objectives are :1. To maximize the overall valuegenerated. The valuea supply
chain generates is the difference between what the final
product is worth to the customer and the effort the supply
chain expends in filling the customers request.
2. To achieve maximum supply chain profitability. Supply chain
profitability is the total profit to be shared across all supply
chain stages.
3. To reduce the supply chain costs to the minimum possible
level.
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Supply Chain Dynamics
Three key points about supply chain dynamics are:
1.The supply chain is a highly interactive system.
2.There is an accelerator effect of demand changes.
3.The best way to improve the supply chain is to
reduce the total replenishment time and to feedback actual demand information to all levels.
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What Is the Goal of Supply Chain Management?.
Supply chain management is concerned withthe efficient integration of suppliers, factories,
warehouses and stores so that merchandise is
produced and distributed: In the right quantities
To the right locations
At the right time
In order toMinimize total system cost
Satisfy customer service requirements
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Traditional View: Cost breakdown of a
manufactured good
Profit 10%
Supply Chain Cost 20%
Marketing Cost 25%
Manufacturing Cost 45%
Profit
Supply Chain
Cost
Marketing
Cost
Manufacturing
Cost
Effort spent for supply chain activities are invisible to the customers. 7
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A picture is better than 1000 words!
How many words would be better than 3 pictures?
- A supply chain consists of
- aims to Match Supply and Demand,
profitably for products and services
SUPPLY SIDE DEMAND SIDE
The right
Product
Higher
ProfitsThe right
Time
The right
Customer
The right
Quantity
The right
Store
The right
Price=++ ++ +
- achieves
Supplier Manufacturer Distributor Retailer Customer
Upstream Downstream
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Detergent supply chain:
Customer wants
detergent and goes
to Jewel
Jewel
Supermarket
Jewel or third
party DC
P&G or other
manufacturer
Plastic
Producer
Chemical
manufacturer
(e.g. Oil Company)
Tenneco
Packaging
Paper
Manufacturer
Timber
Industry
Chemical
manufacturer
(e.g. Oil Company)
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Flows in a Supply Chain
Customer
Material
Information
Funds
The flows resemble a chain reaction.
Supplier
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SCM in a Supply Network
Supply Chain Management (SCM) is concerned with the management and control of theflows of material, information, and finances in supply chains.
Supply
Demand
Products and Services
Cash
Supply Side OEM Demand Side
THAILAND INDIA MEXICO TEXAS US
N-Tier Suppliers Suppliers Logistics Distributors Retailers
Information
The task ofSCM is to design, plan, and execute the activities at the different stages soas to provide the desired levels of service to supply chain customers profitably
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Examples of Supply Chains
Dell / Compaq
Dell buys some components for a product from itssuppliers after that product is purchased by a customer.Extreme case of a pull process
Zara, Spains answer to Italys Benetton Sells apparel with a short design-to-sale cycle, avoids markdowns.
Toyota / GM / Volkswagen,
McMaster Carr / W.W. Grainger, sell auto parts
Amazon / Barnes and Noble
Frozen food industry/Fast food industry/5 starrestaurants
Internet shopping: Webvan / Peapod
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What is a Supply Chain?A supply chain consists of the flow of products
and services from/to:--Raw materials manufacturers--Intermediate products manufacturers
--End product manufacturers
--Wholesalers and distributors
--Retailers and,
--End customers
Connected by agents, transportation and
storage activities, and Integrated throughsharing of information, planning, and processingactivities
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Supply
Sources:plantsvendorsports
RegionalWarehouses:stocking
points
FieldWarehouses:stockingpoints
Customers,demandcenterssinks
Production/purchasecosts
Inventory &warehousingcosts
Transportationcosts
Inventory &warehousingcosts
Transportationcosts
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Typical Supply Chains
Purchasing
Receiving Storage Operations Storage
Production Distribution
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Typical Supply Chain for a Manufacturer
Supplier
Supplier
Supplier
Storage} Mfg. Storage Dist. Retailer Customer
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Supply Chain for Steel in an Automobile Door
MININGCOMPANY
Mines iron ore
STEELMILL
Forms steel ingot
STEELCOMPANY
Forms sheet metal
Iron
ore
Steel
ingots
AUTOMOTIVE
SUPPLIER
Makes door
AUTOMOBILEMANUFACTURER
Makes automobile
CAR
DEALERSHIP
Does preparation
Car
door
Car
FINAL
CONSUMER
Drives automobile
Prepared
car
Sheet
metal
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Supply Chain Management in a Manufacturing Plant
Receiving
and
Inspection
RawMaterials,
Parts, and
In-process
Ware-
Housing
Production
Finished
Goods
Ware-
housing
Inspection,
Packaging,
And
ShippingSuppliers
Customers
Materials Management
Purchasing ProductionControl Warehousing andInventory Control Shippingand Traffic
Physical materials flow
Information flow
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Supplier
Supplier
}Storage Service Customer
Typical Supply Chain for a Service
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Importance of Supply Chain Management
Firms have discovered value-enhancing and long term
benefitsWho benefits most?
Firms with:
- Large inventories
- Large number of suppliers- Complex products
- Customers with large purchasing budgets
Benefits
- Lower purchasing/inventory costs, higher quality/customer
service
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Importance of Supply Chain Mgt.Cont.
Firms practicing Supply Chain Management:
1. Start with key suppliers
2. Move on to other suppliers, customers, and
shippers
3. Integrate second tier suppliers and customers
(second tier refers to the customers
customers and the suppliers suppliers)
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Importance of Supply Chain Mgt.Cont.
Cost savings and better coordination of resourcesare reasons to employ Supply Chain Management
-- Bullwhip Effect- the magnification of safety stocks and
costs based on separate forecasts and uncoordinated
planning and sharing of information along the supply chain. .
Reducing the bullwhip effect occurs through:
-- Process integration- Interdependent activities can lead to
improved quality, reduced cycle time, better productionmethods, better forecasts, less safety stock, etc.
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The Bullwhip Phenomenon
Volatility amplification along the network
Increase in demand variability as we move upstreamaway from the market
Mainly because of lack of communication and
coordination
Delays in information and material flows
Bullwhip effect occurs because of various reasons:
Order Batching - Accumulate orders
Shortage gaming- Ask for more than what is needed
Demand forecast updating24
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Supply Chain: the Magnitude
In 1998, American companies spent $898
billion in supply-related activities (or 10.6% of
gross domestic product).
Transportation 58%
Inventory 38%
Management 4%
Third party logistics services grew in 1998 by15% to nearly $40 billion
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Supply Chain: the Magnitude
It is estimated that the grocery industry could
save $30 billion (10% of operating cost) by
using effective logistics strategies.
A typical box of cereal spends more than three
months getting from factory to supermarket.
A typical new car spends 15 days traveling
from the factory to the dealership, althoughactual travel time is 5 days.
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Magnitude of Supply Chain Management
Compaq estimates it lost $0.5 B to $1 B in sales in 1995because laptops were not available when and whereneeded
P&G(Proctor&Gamble) estimates it saved retailcustomers $65 M (in 18 months) by collaborationresulting in a better match of supply and demand
When the 1 gig processor was introduced by AMD(Advanced Micro Devices), the price of the 800 megprocessor dropped by 30%
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What can Supply Chain Management do?
Laura Ashley (retailer of women and children clothes)turns its inventory 10 times a year five times faster than3 years ago
inventory is emptied 10 times a year, or an item
spends about 12/10 months in the inventory.To be responsive, it relocated its main warehouse
next to FedEx hub in Memphis, TE.
National Semiconductor used air transportation andclosed 6 warehouses, 34% increase in sales and 47%decrease in delivery lead time.
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Importance of SCM understood by some AMR Research:
"The biggest issue enterprises face today is intelligentvisibility of their supply chains-both upstream and down"
Forrester Research:
"Companies need to sense and proactively respond to
unanticipated variations in supply and demand by adoptingemerging technologies such as intelligent agents. To boosttheir operational agility, firms need to transform their staticsupply chains into adaptive supply networks
Gartner Group:
By 2004, 90% of enterprises that fail to apply supply-chainmanagement technology and processes to increase theiragility will lose their status as preferred suppliers
Open ended statement. Agility can be increasedcontinuously.
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SCM Generated Value
Minimizing supply chain costs
while keeping a reasonable service level
customer satisfaction/quality/on time delivery, etc.
This is how SCM contributes to the bottom line
SCM is not strictly a cost reduction paradigm!
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Supply Chain: The Potential
Procter & Gamble estimates that it savedretail customers $65 million through logisticsgains over the past 18 months.
According to P&G, the essence of its approach lies inmanufacturers and suppliers working closely together .
jointly creating business plans to eliminate the source ofwasteful practices across the entire supply chain.(Journal of business strategy, Oct./Nov. 1997)
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Supply Chain: the Potential
In 10 years, Wal-Mart transformed itself bychanging its logistics system. It has the highestsales per square foot, inventory turnover andoperating profit of any discount retailer.
Dell Computer has outperformed thecompetition in terms of shareholder valuegrowth over the eight years period, 1988-1996,by over 3,000% (see Anderson and Lee, 1999)
using Direct business model
Build-to-order strategy.
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What is a Supply Chain?
Customer is an integral part of the supply chain
Includes movement of products from suppliers tomanufacturers to distributors, but also includes movementof information, funds, and products in both directions
Probably more accurate to use the term supply networkor supply web
Typical supply chain stages: customers, retailers,distributors, manufacturers, suppliers .
All stages may not be present in all supply chains(e.g., no retailer or distributor for Dell)
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Decision Phases of a Supply Chain
Supply chain strategy or design
Supply chain planning
Supply chain operation
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Supply Chain Strategy or Design
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Supply Chain Strategy or Design
Decisions about the structure of the supply chain andwhat processes each stage will perform
Strategic supply chain decisionsLocations and capacities of facilities
Products to be made or stored at various locations
Modes of transportation Information systems
Supply chain design must support strategic objectives
Supply chain design decisions are long-term and
expensive to reverse must take into account marketuncertainty
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Supply Chain Planning
Definition of a set of policies that govern short-term
operations
Fixed by the supply configuration from previousphase
Starts with a forecast of demand in the coming year
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Supply Chain Planning
Planning decisions:Which markets will be supplied from which locations
Planned buildup of inventories
Subcontracting, backup locations
Inventory policies
Timing and size of market promotions
Must consider in planning decisions demand
uncertainty, exchange rates, competition over the
time horizon
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Supply Chain Operation
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Supply Chain Operation
Time horizon is weekly or daily
Decisions regarding individual customer orders
Supply chain configuration is fixed and operating policies aredetermined
Goal is to implement the operating policies as effectively aspossible
Allocate orders to inventory or production, set order due dates,
generate pick lists at a warehouse, allocate an order to aparticular shipment, set delivery schedules, placereplenishment orders
Much less uncertainty (short time horizon)
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Process View of a Supply Chain
Cycle view: processes in a supply chain are divided intoa series of cycles, each performed at the interfaces
between two successive supply chain stages
Push/pull view: processes in a supply chain are divided
into two categories depending on whether they are
executed in response to a customer order (pull) or inanticipation of a customer order (push)
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Cycle View of Supply Chains
Customer Order Cycle
Replenishment Cycle
Manufacturing Cycle
Procurement Cycle
Customer
Retailer
Distributor
Manufacturer
Supplier
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Cycle View of a Supply Chain
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Cycle View of a Supply Chain
Each cycle occurs at the interface between two successivestages
Customer order cycle (customer-retailer)
Replenishment cycle (retailer-distributor)
Manufacturing cycle (distributor-manufacturer)
Procurement cycle (manufacturer-supplier)
Cycle view clearly defines processes involved and the ownersof each process. Specifies the roles and responsibilities of eachmember and the desired outcome of each process.
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Push/Pull View of Supply Chains
Procurement,Manufacturing andReplenishment cycles
Customer Order
Cycle
Customer
Order Arrives
PUSH PROCESSES PULL PROCESSES
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P sh s P ll S stem
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Push vs Pull System
What instigates the movement of the work in the
system?
In Push systems, work release is based on downstreamdemand forecasts
Keeps inventory to meet actual demand Acts proactively
e.g. Making generic job application resumes today
In Pull systems, work release is based on actual demandor the actual status of the downstream customers
May cause long delivery lead times
Acts reactively
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SUPPLY CHAIN MANAGEMENT
Supply side- raw materials, inbound logistics
and production processes
Demand side- outbound logistics, marketing
and sales.
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SUPPLY CHAIN DRIVERS
Why sudden interest?
Demanding customers
Shrinking product life cycles
Proliferating product offerings
Growing retailer power in some cases
Doctrine of core competency
Emergence of specialized logistics providers
Globalization
Information technology
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SUPPLY CHAIN ELEMENTS
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SUPPLY CHAIN ELEMENTS
Supply Chain Design Resource Acquisition Long Term Planning (1 Year ++)
Strategic
Production/ Distribution Planning Resource Allocation
Medium Term Planning ( Qtrly, Monthly)Tactical
Shipment Scheduling Resource Scheduling
Short Term Planning ( Weekly, Daily)Operational
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Supply Chain Goals
Efficient supply chain management mustresult in tangible business improvements.
It is characterized by a sharp focus on
Revenue growth
Better asset utilization
Cost reduction.
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Reduce Overall Cycle Time : Improve Response
Supply Chain Management
Underlying Principles
Compression
ConformanceCo-operation
Communication
(Planning/Manufacturing/Supply)
(Forecasts/Plans/Distribution)(Cross -Functional)
(Real Time Data)
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Changing Paradigm
Functional vs Process
Products vs Customers
Revenues vs Performance
Inventory vs Information
Transactions vs Relationships
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Critical Success Factors today
Cross functional management and planning skills
Ability to define, measure and manage service
requirements by market segment
Information systems
Relationship management and win win
orientation
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PUTTING IN PLACE A WELL OILED SUPPLY CHAIN
Supply chain as an efficient customer satisfying
process
Effectiveness of the whole supply chain is more
important than the efficiency of each individualdepartment.
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The steps involved
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The steps involved
Step1
- Designing the supply chain
Determine the supply chain network
Identify the levels of service required
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Step 2 - Optimizing the supply chain
Determine pathways from suppliers to the end
customer Customer markets to Distribution centers
Distribution centers to production plants
Raw material sources to production plants
Identify constraints at vendors, plants and distribution
centers
Get the big picture
Plan the procurement, production and distribution of
product groups rather than individual products in large
time periods- quarters or years
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Step 3-
Material flow planning
Determine the exact flow and timing of materials
Arrive at decisions by working back from theprojected demand through the supply chain to the
raw material resources
Techniques
ERP
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Step 4
Transaction processing and short term scheduling
Customer orders arrive at random
This is a day to day accounting system which tracksand schedules every order to meet customer
demand
Order entry, order fulfillment and physical
replenishment
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I f ti fl i S l Ch i M t
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Information flows in Supply Chain Management
Information is overriding element
Need for databases
Master files: Information about customers, products, materials,
suppliers, transportation, production and distribution data- donot require frequent processing
Status files- heart of transaction processing- track orders and
infrastructure status- updated daily.
Essentially using the same information to make all plans rightfrom structuring the network to processing every day supplychain tasks.
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Visibility : See physical operations more
effectively through information. Information can
be used for effective coordination of value chain
activities.
Mirroring capability : In this stage, virtual
activities are substituted for physical ones. Aparallel value chain is created.
New customer relationships : The company can
draw on the flow of information in the virtual
value chain to deliver value to customers in new
ways.
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Dealer Management
Conventional functions : Inventory ownership and management
Sales and technical support
Order handling
Credit
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Contemporary Trends
Channels being divided into two- Fulfillment
and Franchised agent
Fulfillment channel- responsible for getting the
manufacturers product from the plant to the
end user through a highly efficient logistics and
inventory management system
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Contemporary Trends
Fulfillment channel may not take ownership of
the product but may perform these functions on
a per box fee structure
Franchised agents responsible for sales and sales
support but will not write the order or supply
the product
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Issues in customer management
Concentration is necessary to commit the
necessary resources for true customer integration
Depth of customer contact
R&D - sharing information vs developing new
products together
Logistics - Pros and cons of methods of transportationvs reengineering the logistics process
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I l t ti P i t t k i i d
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Implementation: Points to keep in mind
Recognize the difficulty of change.
Prepare a blueprint for change that maps linkages
among initiatives.
Assess the entire supply chain from supplier
relationships to internal operations to the market
place, including customers, competitors and industryas a whole.
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IS THE SUPPLY CHAIN WORKING?
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IS THE SUPPLY CHAIN WORKING?
Does our manufacturing strategy increase product line
flexibility while continuing to drive down overallproduction costs?
When was the last time we measured lost sales to end
customers?
Do we have an efficient system to get POS data from
retailers?
Are we testing our products with end customers? Do
we use the resulting data to adjust our forecasting andsupply positions?
Is the ratio of returned orders to sales increasing?
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The New Model of Relationships
Hard bargaining vs shared destiny
Arms length relations vs Involving dealers and suppliers in
product development
Piling up vs Replenishing dealer inventory more frequently
In short working together as partners to cut costs, boostefficiencies, innovate and share value
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Adversarial vs partnerships
Short term vs long term contracts
Large vs small order quantity
Full truck load vs small parcels
Inspection vs no inspection
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Written order vs understanding
Many vs few suppliers
Design and then invite quote from vendor vsinvolving vendor in development
Bargaining, holding cards close to chest vs Shared
destiny, transparency
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Important points to keep in mind
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Important points to keep in mind
Segment customers based on service needs.
Modify the supply chain to meet these service
requirements profitably. Customize the logistics network.
Develop forecasts collaboratively involving every linkof the supply chain.
Locate the leverage point where the product isunalterably configured to meet a single requirement
Delay product differentiation till the last possible
moment. Assess options such as modularized design or
modification of manufacturing processes that canincrease flexibility.
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Important points to keep in mind (contd.)
Cultivate warm relationships with suppliers.
Efficient supply chain management has to beaccompanied by a technology strategy.
Customization of logistics network
Listen to signals of market demand and plan
accordingly.
Differentiate product close to the customer
Source strategically
Develop a supply chain wide technology strategy
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The End
Thanks for your attention!