Professional Documents
Culture Documents
Legend :
: personnel notes
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Supply Chain = all stages involved directly (or indirectly) in fulfilling a customer request
• Within each company, the supply chain includes all functions involved in fulfilling a
customer request
Job: Make sure our customers are happy, that we maximize their value. When we draw a
supply chain we always start with customers.
Arrows= flows those arrows represent money (flows of funds).
Amazon do not uses retailers (webplatform & efficient centers). This business model is more &
more present today.
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Each decision should be made to improve the Supply Chain surplus, and depend on:
The frequency of each decision
The time frame during which the decisions made apply
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Time frame
during which the decisions made apply: Next years
Take uncertainty
into account Anticipate market conditions over the
following few years.
Objectives :
What the chains configuration will be
Ex : In-house vs outsource
Ex : Location of production & warehousing facilities
What process each stage perfom
Modes of transportations
Type of information systems to be used
Time frame
during which the decisions made apply: Quarter ->
Year
Incorporate
the flexibility build into the strategy phase, and
exploit it to optimize performance
Include
uncertainties in: demand, exchange rate,
competition over the time horizon
Objectives :
Max (SC surplus that can be generated over the planning horizon), given the constraints
established during the design phase)
Ex : Which markets will be supplied by which locations
Ex : Subcontracting of manufacturing
Ex : Inventory policies to be followed
Ex : Target production quantity, timing & size of marketing/prices promotions
Time frame
during which the decisions made apply: Weekly ->
Daily
Exploit the
reduction of uncertainty & optimize performance
Objectives :
Handle the customer orders in the best possible manner.
o Supply chain configuration = fixed
o Planning policies= fixed
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Procurement: More linked to the process, all steps we have to undertake making sure
products arrive, … (People buying the product & trying to make the process correctly)
Sourcing: Little broather, link to the suppliers, link to negociations, also can be more strategical
decisions.
Difference between both is remote.
Outsourcing: Making a part of our business by someone else. Typically in production, when we
don’t have enough production capacity we call a third party to make it for us. In logisitic,
there’re more & different possibilities.
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A third party may be able to provide a sustainable growth of the surplus by aggregating to a
higher level than the firm itself.
The growth in surplus:
• Comes from aggregating capacity, inventory, in-bound or out-bound transportation,
warehousing, procurement, information, receivables, or relationships to a level that the
firm cannot achieve on its own.
• May also occur if the third party has lower costs or higher quality because of
specialization or learning
A firm gains the most by outsourcing to a 3rd party if its needs are small, highly uncertain,
and shared by other firms sourcing from the same 3rd party.
These are the best situations to outsource based on 3 aspects: Scale (if qty is too small, it’s
better to ask a third party because too expensive to buy machines etc.. For such qty);
Uncertainty (if demand is certain, do not outsource. In the other side if demand is uncertain
better to outsource because if doing so internally not very efficient and the outsourcing
company can do it better by offsetting the production to another customer if we have to much
for the client’s demand comparing last year ex: Zara: If Zara sells a lot & H&M sales less
products, but if they use the same logistic provider less uncertainty they can manage the
stock by splitting between both) & specificity of assets (it’s too complicate for the supplier to
do so & most of the time, when is too specific is at the core of what the company is doing, If
you need specific knowledge, it is better to outsource).
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Elements of auctions:
When unit price is important, buyer must specify performance expectations
Qualify potential suppliers
Suppliers bid on requirements
Setting up auctions when not all attributes can be quantified is difficult
When there are many important non-price attributes, use direct negotiations
Bargaining surplus: the difference between the values of the buyer and seller
The goal of each negotiating party is to capture as much of the bargaining surplus as possible
Have a clear idea of your own value and as good an estimate of the
third party’s value as possible
Look for a fair outcome based on equally or equitably dividing the
bargaining surplus
A win-win outcome
Risk sharing
Stronger firms tend to push risk on to supply chain partners
Reward sharing
A buyer may want performance improvement from a supplier ho otherwise would have little
incentive to do so
A shared-savings contract provides the supplier with a fraction of the savings that result from
performance improvement
Effective in aligning supplier and buyer incentives when the supplier is required to improve
performance and most of the benefits of improvement accrue to the buyer
Suppliers with the biggest bargaining power is the most powerful. Colruyt, as biggest
retailer in Belgium, when negociation with supp, he will push cost to him. He’s very powerful
As supp when neg with big client, « Oh let’s find a win-win sol, let’s imagine cost of a big
inventory pushed to me.I’ll take care of your inventory, manage it,… ». The big retailer doesn’t
have to manage inventory anymore time saving. When we order lots of truck discount on
prices
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Part 1: pre-negotiation :
Name: _______
Your role: Reddington/seller or Pinkman/buyer
Please fill in the settlement amount which would result in the following levels of satisfaction for
you (note: marginally satisfactory must equal the bottom line you’ve been given in your
Confidential Instructions):
MARGINALLY SATISFACTORY $15.000
SATISFACTORY $17.000
VERY SATISFACTORY $18.000
OPTIMAL $20.000
Is there any amount which, though seemingly even better for you than the OPTIMAL figure you
just listed, you would reject as being unfair to the other side?
Choose one: YES NO
Now that you have completed the inventory, you may begin to negotiate. Don’t show this sheet
to your counterpart
Part 2: negotiation
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3. Module 3: Make
3.1. History of manufacturing
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3.2. Lean
3.2.1. Philosophy
Lean is a team based effort of continuous improvement in identifying and eliminating
“waste”. Centred on making obvious what adds value (to the customer) by reducing
everything else.
It’s management philosophy derived mostly from the Toyota Production System (TPS). Renowned for its
focus on reduction of the original Toyota seven wastes to improve overall customer value.
As waste (muda) is eliminated quality improves while production time and cost are reduced.
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Material may be moved from one place to another on the shop floor:
• Put on storage rack
• Temporary location (filling stocking)
Excess of those movements = waste
Concept of “Layout and visual workplace” are very important.
• It can be sometimes very obvious that you just learned to live with it (e.g. copier being
to far from your desk)
3. Motion waste
Motion and transportion are mostly the same but Motion is linked to the workers
(production environment. People have to make their place ergonomic, they don’t have to move
a lot when they are working, don’t have to waste time)
Having things you use close to you (and at waist level), and things you use less often further
away (and higher up).
- Ergonomic
Concept of “point-of-use storage”: having just enough material & information nearby, which
can be replenished (réapprovisionné) when needed from further away.
4. Waiting waste
Time spend waiting on: supplies, materials, information, and people that are needed to finish a
task.
In most of the processes, a great amount of production or service lead time is spend waiting
between the different steps.
• Most of the time, caused by the next step of the process.
• It results in a larger amount of Work-in-process (WIP) inventory.
6. Over-processing waste
Happens when: too much time (or effort) is put into processing material (or information) that is
not viewed as adding value to the customer.
Can include: using equipment that may be too expensive, complicated, or precise to perform
the operation.
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50% of the companies (at least in the US) tend to fail their lean effort, because requires both:
Top-down management commitment
Bottom-up groundswell of participation & ideas (Vague de fond ascendante de
participation et d'idées)
o Have to encourage team based continuous improvement mentality
3.3.1. Statistics
6 Sigma is also a measure of variability. It is a name
given to indicate how much of the data falls within
the customers’s requirements.
Six Sigma: helps companies to reduce errors
A six sigma process is one in which 99.99966% of all opportunities to produce some feature
of a part are statistically expected to be free of defects (3.4 defective features / million
opportunities)
The higher the process sigma, the more of the process outputs, products and services, meet
customer’s requirements – or, the fewer the defects.
Sigma DPMO Yield
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2 308.537 69,1%
3 66.807 93,3%
4 6.210 99,37%
5 233 99,976%
6 3,4 99,9996%
The concept of Six Sigma was originated by Motorola in the early 1980th and now is used in
many industries.
• Motorola set a goal of "six sigma" for all of its manufacturing operations, and this goal
became a by-word (symbol) for the management and engineering practices used to
achieve it.
Around the year 2000, lean manufacturing began to move from the shop to the office. As it
came apparent that waste was everywhere, and the offices shared the same characteristics of
manufacturing,
As much as 60 to 80% of a product (or service) lead time can be found in the office
environment (customer service, order management, …)
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6 Sigma methodology :
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Objective : reducing the time between the start and the end
Problem you face : Customers are waiting too long or the coffee
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Process classification:
CORE BUSINESS PROCESSES: Have a direct impact on the customers of the business.
E.g. production, marketing, order execution
MANAGEMENT PROCESSES: Guide, direct and control the core and support processes.
E.g. planning, budgeting & controlling, strategy
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Inputs
Analysing arrivals of the clients and being sure to have enough employees during the peaks
Machines defects, shut down, planning when you do the maintenance of the machines, supplier
constraints, people capacity, …
Process
Already having hot milk ready and having things opened and prepared
What do I have to do to make my customers happy?
Having a menu on the wall, taking the order,…
Customers
Clients pay when they order so that they can leave their tables when they have finished
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Outputs
The major output is the coffee and satisfy the customer, delivering the product in time, to have
a hot coffee, a good quality coffee, a good milk. I also have to give an extra (name on the
cups). Maybe we can think at having special pricing for students, workers.
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Exercice : prepare the process flow chart map of your process (10
minutes)
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Line structure
Manual
operations: dashed line ( ------------ )
Automate
d operations: full line
IT support (optional)
Assign
color codes to the 6 most important software
solutions
E.g.
Use fill
colors to identify the IT support
Format
Visio/Powerpoint/Excel : Flow
Word : Process description
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Define
The aim
is to have
the
maxim
um
custom
er
satisfa
ction.
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Listening posts = feedbacks from the market. We have to use the complaints to integrate them
in the process and to improve
Sales Representatives (selling the products) has to come back with feedbacks of products.
Research : there is a lot of data so you have to select and maybe analyse how the competitors
are working, etc Be able to benchmark yourself with the external market is important.
6
igma
meth
odol
ogy
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Analyze Toolbox
Toolbox
Analyze if the process is capable in meeting the customer
Process Capability Analysis (PCA)
requirements
5x Why For each cause, ask why, verify and ask why again (5 times)
Lead time waterfall Analysis of the lead time of each process step
Roadmap
Toolbox
Investigate the problem by asking who?, what?, why?, where?,
5W2H when?, how much? and how often?
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To compile a list of possible causes and segment the various causes the Cause and Effect analysis can be used. Relationships
between the causes become visible.
Below the cause & effect diagram, also called fishbone diagram, is used.
The Fishbone diagram may also be used in the Measure Phase (determine what to measure)
Improve: Toolbox
Toolbox
Mistake prevention, proofing and detection to systematically eliminate
Poka Yoke (mistake proofing)
errors and disturbances
Line balancing Balancing the throughput of a line by removing the bottle necks
Sort, Set in Oder (Hots >< cold object), Shine, Standardize, Sustain
5S
Methodology to organize the workplace
Cellular production Lay-out to improve the work flow and minimize work-in progress
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Control toolbox
Toolbox
Written document or instruction detailing all steps and activities
Standard Operating Procedure (SOP) of a process or procedure
Statistical Process Control (SPC) Control charts to track the KPI performance in time
Visual management Expectations and current status are clear and visible to everyone
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