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SCM CH PPT ch02
SCM CH PPT ch02
Outline
Competitive and supply chain strategies Achieving strategic fit Expanding strategic scope
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Finance, Accounting, Information Technology, Human Resources New Product Development Marketing and Operations Sales
Distribution
Service
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A company may fail because of a lack of strategic fit or because its processes and resources do not provide the capabilities to execute the desired strategy Example of strategic fit -- Dell
2007 Pearson Education 2-7
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Variety of products required increases Demand per product becomes more disaggregated Number of channels increases Rate of innovation increases Required service level increases Total customer demand is now disaggregated over more channels New products tend to have more uncertain demand Firm now has to handle unusual surges in demand
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Salt at a supermarket
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Correlation Between Implied Demand Uncertainty and Other Attributes (Table 2.2)
Attribute Product margin Avg. forecast error Avg. stockout rate Low Implied Uncertainty Low 10% 1%-2% High Implied Uncertainty High 40%-100% 10%-40% 10%-25%
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Low
Cost
High
2007 Pearson Education
Low
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Highly efficient
Somewhat efficient
Somewhat responsive
Highly responsive
Hanes apparel
Dell
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Responsiveness spectrum
Uncertain demand
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Responsive
Quick response Modularity to allow postponement Higher margins Capacity flexibility Buffer inventory Aggressively reduce even if costs are significant Speed, flexibility, quality Greater reliance on responsive (fast) modes
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Five categories:
Intracompany intraoperation scope Intracompany intrafunctional scope Intracompany interfunctional scope Intercompany interfunctional scope Flexible interfunctional scope
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Retailer
Customer
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