supply chain in a turbulent world - enfasis.com · supply chain strategy by ceo and executives % of...
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Supply Chain Excellence in a Turbulent World
Hau L. Lee Stanford University
International Logistic Summit & Expo Mexico 2013
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Strategies to Win
Increasing demand & supply uncertainties
Dynamic markets and technologies
Multiple stakeholders in value chains
Challenges
Uncertainty drives need for flexibility
Adaptive instead of static value chains
Differential interests of multiple players
Implications
Agility
Adaptability
Alignment
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Appreciation of Alignment of Business and Supply Chain Strategy by CEO and Executives
% of 1,362 Respondents
31.1%
7.5%
58.9%
2.5%
Absolutely, supply chain is understood as an equally important part of business success as other functions
No, supply chain is strictly seen as a function to service the business
Not really, supply chain is understood as a cost center that affects margins
Yes, but only as an enabler of product or sales-driven business strategies
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Defensive Supply Chain Strategies
Agility
Adaptability
Alignment
Cost efficiency, information integration, design for postponement, lean processes and lean inventory, flexibilities, cycle time reduction, tight partner relationships
Adapt network to exploit offshoring and outsourcing trends for sourcing & manufacturing, and changing government regulations and trade agreements
Streamline work flows with partners, re-assign responsibilities, shared risks, costs and rewards, stretched goals, extended performance measurement
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Offensive Supply Chain Strategies
Agility
Adaptability
Alignment
Super-agility for fast response to opportunities, risk management and responses to disruptions
New environmental and social responsibility needs, serving emerging market needs
Collaborative partnerships for new product introduction, new business models for e-commerce
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Offensive Supply Chain Strategies
Agility
Adaptability
Alignment
Super-agility for fast response to opportunities, risk management and responses to disruptions
New environmental and social responsibility needs, serving emerging market needs
Collaborative partnerships for new product introduction, new business models for e-commerce
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China’s E-Commerce Industry
Source: Goldman Sachs report 2010.01
e-Commerce volume Ratio of e-Commerce/Retail sales
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4,170 46,000 805,000
3,000,000
8,000,000 Integrated IS
• Front-end order processing • Financial analysis • Customer service • Product management • Auto ordering • Supplier management • WMS • TMS • Promotion management • CRM
Revenue (‘000 RMB)
2008 2009 2010 2011 2012 (est)
Source: Dr. Gang Yu, Chairman of Yihaodian, Presentation, 2011
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Efficiency Example:How much time does a warehouse employee take to pick an order of 16 items from 70,000SKU and from a 25,000 square meters warehouse?
Source: Dr. Gang Yu, Chairman of Yihaodian, Presentation, 2011
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Agile Value Chains
Efficiency Example:How much time does a warehouse employee take to pick an order of 16 items from 70,000SKU and from a 25,000 square meters warehouse?
127秒
• E-commerce is entering a rapid growth phase in China, there are ample opportunities.
• Success of e-commerce is heavily depending on supply chain management.
• Customer experience and scalability are critical success factors.
• Speed is everything!
Source: Dr. Gang Yu, Chairman of Yihaodian, Presentation, 2011
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Shanzhai Imitation Phones
Hi Phone
Nckia Phone
Louis Vuiitton
Phone
Obama’s BlockBerry
Lonevo Phone
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Ferrari Phones
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Cell Phones for
Smokers
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Paparazzi Phone
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Phones with Infra-red Lights
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Currency Detector
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Hyper-Efficient Supply Chains
Days
Conceptual design
Final design, material procurement
Mass production
• Speedy design process • Flexible and highly efficient manufacturing,
outsourcing appropriately • Leverage core turn-key technology (chipset
by Mediatek) and postponement • Understanding of needs of mass market, and
innovations in the right dimensions
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Breakdowns in Supply Chain Responsibility
• 90% of Chinese factories audited by the FLA in 2011 had overtime violations1
• 70% of rivers, lakes and reservoirs in China affected by industry pollution2
• US Senate uncovered 1,800 cases of suspected counterfeit electronic components in contracts with defense companies3
1. Fair Labor Association (FLA). “2011 Annual Report.” June, 2012 2. Greenpeace. “The Detox Campaign.” Greenpeace 2012 3. Committee on Armed Services, US Senate. “Inquiry into Counterfeit
Electronic Parts in the DoD Supply Chain. May 21, 2012
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Supply Chain Risks
SCM World CSCO Survey 2012
Total respondents: 1,312 0 10 20 30 40 50 60 70 80
Material supply shortage
Logistics disruptions
Supplier facilities disruptions
Supplier financial failure
Legal/regulatory issues
Customer missing demand targets
Customer financial failure
Counterfeit products
Data/IP security
IP rights breaches
Supplier ethical problems
Percentage answering “Very or Somewhat Concerned”
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Six Sigma Risk Management
Identify
Analyze
Act
Measure
Sense
Respond
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Identifying Supply Chain Risks
Total Respondents: 1,289
SCM World CSCO Survey 2012
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Risk Mitigation
SCM World CSCO Survey 2012
Total Respondents: 1,285
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Offensive Supply Chain Strategies
Agility
Adaptability
Alignment
Super-agility for fast response to opportunities, risk management and responses to disruptions
New environmental and social responsibility needs, serving emerging market needs
Collaborative partnerships for new product introduction, new business models for e-commerce
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Motivation for Sustainability Investments
Total Respondents: 1,281
SCM World CSCO Survey 2012
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Visibility of SER Violations
25%
28%
39%
8% Extended Supply Network Immediate Suppliers Internally
None
Environmental Violations
24%
29%
38%
9%
Social Sustainability Violations
Total Respondents: 1,352 Total Respondents: 1,346
SCM World CSCO Survey 2012
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Monitoring of SER Performances
19%
26% 45%
10% Extended Supply Network Immediate Suppliers Internally
None
Environment
19%
27% 44%
10%
Social Sustainability
Total Respondents: 1,340 Total Respondents: 1,346
SCM World CSCO Survey 2012
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Reactive Responses to SER Violations
(Total Respondents: 834)
(Total Respondents: 393)
SCM World CSCO Survey 2012
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Incentives for SER Performances Total Respondents: 1,288
SCM World CSCO Survey 2012
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Riders for Health • Motorcycles:
– Ability to access difficult terrain. – Lower cost to purchase and
operate, and simpler to maintain. – Less abuse by corrupt officials.
• Preventive maintenance for longer life, lower cost & increased up-time.
• Complete service logistics solutions developed.
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Offensive Supply Chain Strategies
Agility
Adaptability
Alignment
Super-agility for fast response to opportunities, risk management and responses to disruptions
New environmental and social responsibility needs, serving emerging market needs
Collaborative partnerships for new product introduction, new business models for e-commerce
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Abercrombie & Fitch Brooks Brothers
JCPenney Nike
Nordstrom
Polo Ralph Lauren Tommy Hilfiger
GAP/Banana Republic
J.Crew
Nautica
Marks & Spencer Lacoste Hugo Boss Next Esprit
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Value Chain Integration
Retail in China
Spinning
Knitting Weaving Dyeing & Finishing
Garment Manufacturing
Accessories
Cotton Farming
Environment • Cherish the Environment
Excellence • Reduce Waste through Functional Excellence
Exploration • Explore and Embrace Innovative Solutions
Education • Dare to Err but Quick to Learn
Ethics • Be a Good Citizen and a Good Employer
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Esquel Weaves Tight Web Wall Street Journal, March 26-28, 2004
• Apr 2002: Curled collar problem identified by Nike
• Apr 2002: R&D on new fabric began at Esquel
• May 2002: Prototypes sent to Nike for field testing
• Oct 2002: Stitch length & knitting adjustment, and yarn content & dyeing method changes by Esquel for quality improvement
• 2003: Order from Nike; collar quality set as standard for all other golf vendors
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Cisco’s Viking • ASR 9000: a new
generation of “edge” router.
• Leveraging Foxconn: • Scale and agility • Vertical integration • Clustering advantage in
Shenzhen • Design capabilities • No need to transition later
• Target launch date was Nov., 2008; achieved on Nov 11, 2008.
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Manufacturing Postponement Fulfillment
PCH’s Material Flow Services
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Supply Chain of Startups
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Supply Chain of Startups
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Summary • In the world of turbulence, supply chain leaders
must move from defensive supply chain strategies to offensive supply chain strategies
• Offensive supply chain strategies make use of agility, adaptability and alignment to create values and build competitive positions
• Offensive supply chain strategies allow supply chain to be integral part of overall business strategies