mim 524 global sourcing class three. chicken or egg? which comes first? organization? strategy? does...
Post on 20-Dec-2015
216 views
TRANSCRIPT
MIM 524Global Sourcing
Class three
Chicken or Egg?
Which Comes First?Organization?Strategy?Does function dictate structure or does
structure dictate functionality?Does strategy dictate organization or does
organization influence strategy?
Structure
• Organizational challenges• Structure• Logistics
– Inventory Optimization– Carrier Optimization
Organizational Structure ConsiderationsCentralized Vs Decentralized International Purchasing
Organization (IPO)Functional Vs Geographical
ProximityGeneralists Vs Specialists
Separate Vs Integrated (with end users)
Centralized Vs DecentralizedCentralized has the following advantages
Standardized Process and ControlsEasier tracking of spends, trends, etc.Allows for “pooling of purchase” to drive
better overall deals and supportUniform support across multiple locations
DisadvantagesLack of local customization – small unique
needs may not be supportedLogistical issues – Ex: Bulk spendsLess integration with end users (Ivory Tower
Perceptions)
International Purchasing Organizations (IPO)Blended strategies of specialists in specific
geographical locationsThey specialize in “how” to source in those
specific geographies Leveraged by many large MNC’s (multi-national
companies)Singapore, Taiwan and Hong Kong – high
concentrationsIPO’s typically compliment and leverage centralized
commodity teamsProvide input, trends and potential new
emerging sourcesReceive input from commodity specialists on
overall engagement models, benchmarking and indicators.
Functional Vs GeographicalFunctional allows for
A deep investment in the understanding of specific commodities
Commodity expertise is very high and a competitive advantage
One stop shop globally for all support in that unique commodity area
Geographical proximity allows forBetter integration with all internal customers
(large and small)Better response times and flexibility for
customers
Separate Vs Integrated Emergence of Business Ethics
SOX – Sarbanes Oxley Anti-trust Issues Fiduciary responsibility
How do we ensure we are wisely using company funds? Separate Function/Organization Provides
Standard Training and Controls Monitoring Confidentiality, Insider Trading, etc.
Checks and Balances on DecisionsStep away from the business operations
Monitoring of Conflict of Interest When might integrated be a better option?
Strategic Planning
MissionVisionStrategies
Long Term Action PlanCommits Organizational ResourcesCreates Competitive Advantage
Performance Measures
Three enabling strategiesThree enabling strategies
Supply ChainStrategy
BusinessProcesses
People
InformationTechnologyeBusiness
Strategy #2: Enhance our relationships through the
Chain
Strategy #1: Re-engineer and improve Supply Chain business
processes
Strategy #3: Create electronic capabilities to run
competitive Supply Chains
Strategic Planning & The Source FunctionElements of a strategy
Long term vision Broad reaching – competitive advantage Sustainable and repeatable Drives optimized results Deliberate Resource commitment
Emerging Trends Outsourcing Collaboration/Joint Development/Venture Supplier Enabling Low cost geographies Methods of optimizing existing supply base
Consolidation Expansion Single, sole or Multi sourcing Long term relationships VS transactional events Fulfillment
Strategies at different levels…Corporate StrategiesSupply StrategiesCommodity Strategies Individual Supplier Strategies
Corporate Strategies Focuses on market position
How do we retain or take lead in market segment shares? What competitive advantages do we utilize Leader or Lager – Cost, Quality, etc.
Customer Profile Size (OEM, ODM, Distribution, Channel, End Users – AKA Joe
Customer) Location (Geographies, Proximity to Metro Areas, other) Demand Profile – What do they need now and in the future
What does the market expect? Growth? What % Investment/Innovation? R & D, Patents, etc.
Technology/Product Life Cycles Emerging Technologies Complimentary products/technologies Time to Market or Lager?
Mission and Culture How will the company utilize it’s resources to deliver results
Purchasing and Sourcing Strategies
Commodity StrategiesHow many suppliers?
Opportunity to consolidate? Expand to drive competition? M & A Impact Custom Vs Standard?
Location of suppliers? Proximity to source of use? Supply chain considerations Low cost geo’s?
Performance of supply base Cost Rabbit Technology leaders Quality levels and overall performance to current demand
Measured by Supplier Report CardsMake Vs BuyGlobal Sourcing OptionsEnabling/Investment for competitive Advantage
Licensing Deals
Commodity Strategic PlansSourcing Research
Commodity Studies/Global Market analysisForecasting/Management of ChangeValue analysis/Product StudiesSupplier StudiesBenchmarking/Market Analysis
Training and EducationUnderstand the environment, economy and related
factorsNewspaper, professional publications, etc.
Supplier StrategiesDetermine which Segment they support?
One time transaction Supply agreements Commodity – Stable Commodity – Changing Strategic Make VS Buy
Leader or Lagger Cost, Quality, etc.
Investing in the future Enabling/Licensing Training/BKM Sharing (Best Known Methods) - TQM Away Teams
Performance – Financially?Allocation Strategy
Single Source? Multi Source? % of total
Supply Strategies Volume buys – Pool of purchaseMOQ – Minimum Order QuantitiesInventory investments
JIT ARM (auto replenishment model) Consignment – Min Inventory, Min Turns Third Party Logistics (3PL’s) – optimize TPT Hub (owned) – optimize TPT (through put time) In House Min/Max
Logistics method and INCO TermsTPT Flexibility
Expedite Upside/Downside Cancellation Windows
How transaction is managed? (Req to Settle Flow) PO – discrete Blanket PO Erelease/ereceipt –Rosetta net (EDI/Internet) PCard Catalog/Web orders Barcode/RFID
Supplier Strategies
Single Source – Collaboration Strategy Share long term roadmaps Commit to long term contracts and relationship DFX (Design for Cost or Manufacturing or Supply Chain)
Multi Source – Competition Strategy Market/competition driven pricing and performance Allocation negotiation strategies (Possible Reverse
Auction)Transactional – Fulfillment Strategy
Focus on easy of procurement – typically automated Supplier catalogs with wide selections High Transactions Low cost
INVENTORY COSTS
Costs to acquireOrdering costsSetup costs
Carrying costsStockout costs
LO 1
Cash-to-Cash Cycle Time0ENLI009
Inventory days + Days sales outstanding – Average payment of supply period for materials
Inventory0OPPLAN012
Forecast Accuracy
0OPPLAN008
Production Lead Times
0OPMAKE017
Perfect Order Fulfillment
0OPDEL061
Faultless Invoices
0OPDEL023
Scheduled Achievement
0OPMAKE022Delivery
Performance to Scheduled Commit Date
0OPDEL019
Returns0OPDEL067
Scrap0OPMAKE023
Fill Rates0OPDEL025
Order Fulfillment Lead Time
0OPPLAN030
Machine wait time0OPMAKE007
Yield0OPMAKE033
Number of Supply
Sources0OPSO012Total Source
Lead Time0OPSO041
0ENLI015
Sales0ENPR026
0ENLI0030OPPLAN017
Strategic
Leverage
Commodity
Bottleneck
Supplier Management Strategies by Segment/Size
Small SupplierLow Scalability
Mid Size SupplierMarginal Scalability
Large SupplierScalability
Mega SupplierHigh Scalability
Supplier Size and Scalability – Flexibility and Willingness to Invest
II
Su
pp
lier
Man
ag
em
en
t S
eg
men
t
IIII
IIIIII
IVIV
Acquire/Equity Investment or
Reduce
Simplify
Alliance/Collaborate
Outsource/Enable
Su
pp
lier
Man
ag
em
en
t S
trate
gy
Purchasing StrategiesStrategic Supplier Long Term ContractsPurchase Orders Technologies
Internet/EDIBar Coding, RFID TagsERP CapabilitiesReverse AuctionsSupplier CatalogsElectronic PO’s Contracts and Signatures
PCardsOutsourcing the transaction process
Analysis and SelectionAnalysis and SelectionSupplier Certification
QualificationAuditingTesting and SamplingStat Process ControlQOM – Quality Operating SystemsTQRDCE – hp model
Comparative PerformanceWhat are the competitors using?What are other segments of the corporation
using?What are others outside the industry using?
Supplier Analysis & Selection
QualityResourcefulness
Service
Cost
Technology
Availability
LOGISTICS
LogisticsWhat is it..
Freight CarriersPro’s and Con’s of each type (Air, Water, Ground (truck
or Rail) Freight Forwarders Customs Brokers Third Party Logistics (3PL’s) Agents
Who should be responsible for it Who pays? Who manages customs clearance? Who pays duties? When does Title transfer? INCO Terms
Critical Logistics IssuesTimely Service
On TimeConsistent
Technology InfrastructureInformation AvailabilityInformation Accuracy
Efficient Use of Logistics AssetsTransportation AssetsFacilitiesInventories
Critical Logistics IssuesCost Effective Services
Entire Logistics SystemIntegration
Of Organizational Activities Of Supply Chains Of Modes
Capacity Constraints Containers and Ports Airports
Risks Damage (Moisture, Vibration, Contamination, Impact) Pilferage/Theft/Replaced (countfeit) Lost/Un-trackable
Logistics StrategiesSimilarity to ProductsCommodity Strategy
Standard Service Needs?Custom Service Needs?Which Modes Will Be Used?How Many Carriers are Necessary?
•What Characteristics?•Make/Buy Analysis
Key Logistics System FeaturesCycle Time / Lead TimeConsistency of CyclesOrder AccuracyConsolidationProblem Notification/ResolutionCustomer Satisfaction/FeedbackFlexibility / ResponsivenessCost
Enhanced EB Indicators that optimize the Enhanced EB Indicators that optimize the Supply Chain PotentialSupply Chain Potential
S-Chain indicators (*)
"Plan" (demand/supply
plng)
"Source" (Materials)
"Make" (Production)
"Deliver" (Order fulfillment and distribution)
Total Chain
Operating Cost
Cost of plan generation
Material acquisition rate
Factory labor rateCost of order
admin and shipping
Supply chain costs as a % of revenue
Cycle TimeForecast cycle
timeMRP requirements to material receipt
Build cycle time Order
entry/execution time
Customer request to receipt of order
Flexibility
# of line item plan changes
processed in X days
% supplier upside in X days
% capacity upside in X days
% order entry and order execution upside in X days
% orders delivered to
customer request date
InventoryFinished goods Days Of Supply
Raw material DOS WIP DOSFinished goods
DOSTotal pipeline
DOS
Etc(*) Includes selected indicators. There are other functional and supply chain indicators not listed here.
"Stovepipe" indicators (*)
Logistics StrategiesUninterrupted Supply of Inbound Material
Supplier SelectionForecasting of Supply Information Sharing Inbound Transportation
Facility Numbers and LocationsLocal WarehousesDistribution Centers
Inventory Quantities and LocationsTimely Distribution of Necessary Materials
Forecasting of DemandOutbound Transportation
Services Provided By 3PL’s
Transportation Mgt21%
Private Fleets7%
Intermodal4%
Warehousing21%
Value Added20%
International9%
Integrated9%
Other5%
Lead Logistics4%
An Example
Current In Bound Logistics Flow
Raw
Materials
ODM1 HK FF
ODM2 HK FF
ODM1
ODM2
HK
3PL
ODM3 HK FF ODM3
ODM5 HK FF ODM5
ODM6 HK FF ODM6
Proposed Flow
Raw
Materials
ODM1
ODM2
HK
3PL
ODM3
ODM5
ODM6 H
K R
aw M
aterial 3PL
Assigned Reading
The Power of Virtual Integration: An Interview with Dell Computer’s Michael Dell by Joan
Magretta
Case Team Break Out
Current Events
Next Class Scott Case Submittal Due at Beginning of Class Sourcing Strategies, Supplier Selection Price/Cost Analysis Scott Case Presentations Current Events
Questions?
Back up Foils
EOQ: DefinitionEOQ: Definition
Is a model that calculates the best quantity to order or
produce. (Economic Order Quantity)
LO 1
TOTAL COST is a function of:TOTAL COST is a function of:
The total cost (TC) formula includes the following:P = $25 per order [cost of placing & receiving order (setup & production)]D = 10,000 [known demand]Q = 1,000 [order size (or production lot size)]C = $2 per unit [carrying cost of 1 unit for 1 year]
The total cost (TC) formula includes the following:P = $25 per order [cost of placing & receiving order (setup & production)]D = 10,000 [known demand]Q = 1,000 [order size (or production lot size)]C = $2 per unit [carrying cost of 1 unit for 1 year]
LO 1
FORMULA: Total CostTotal cost looks at all inventory costs.
P.214 of V.W.
LO 1
Total cost (TC) equation:
= Ordering cost + Carrying cost
= PD/Q + CQ/2
PD/Q = [(10,000/1,000) x $25] = $ 250
CQ/2 = [(1,000/2) x $2] = $1,000
TC = $1,250
How can the total cost be reduced?
The EOQ model will compute the cheapest
batch order size.
LO 1
FORMULA: EOQEOQ is a calculation intended to lower total inventory costs.
LO 1
EOQ equation:
= √ 2 x Order costs ÷ Unit cost
= √ 2PD/C
= √ 2 x $25 x 10,000 / $2
= √ 250,000
= 500
What do you do with the order quantity calculated
by the EOQ model?
Enter the order quantity into the TC equation.
LO 1
FORMULA: EOQ CostEOQ Total cost calculates TC using the EOQ batch size in units to cut total cost by $250.
LO 1
Total cost (TC) equation:
= Ordering cost + Carrying cost
= PD/Q + CQ/2
PD/Q = [(10,000/500) x $25] = $ 500
CQ/2 = [(500/2) x $2] = $ 500
TC = $1,000
FORMULA: Reorder Point (ROP)
ROP identifies the proper time to place an order to avoid stockout.
LO 1
Reorder Point (ROP) equation:
= Rate of usage x Lead time
= 50 parts per day x 4 days
= 200 parts
FORMULA: Safety Stock
Safety stock provides a buffer to reorder point.
LO 1
Safety stock:
= Lead time x (maximum – average usage)
= 4 days x (60 – 50)
= 40 parts
FORMULA: ROP + Safety Stock
Safety stock adds a buffer to reorder point.
LO 1
Reorder Point (ROP) equation 14.4:
= Rate of usage x Lead time + Safety stock
= 50 parts per day x 4 days + 40
= 240 parts