TEMA III - Gestión de Proveedores - Parte - 3.1

Carlos Meisel. Curso Gestión de Cadenas de Suministro B/2019. Universidad de Ibagué.
Carlos A. Meisel, Dr. ®

Part 3
Gestión de una Cadena de Suministros
#1
3. Gestión de una Cadena de Suministros
Topics to be covered:
o Procesamiento de Órdenes y Sistemas de Información
o Gestión de Proveedores.
Carlos Meisel. Curso Gestión de Cadenas de Suministro B/2019. Universidad de Ibagué. ®
o Gestión de Transporte y distribución.

o Gestión de Inventarios.
o Gestión de las TIC
o Gestión para la Operación Internacional
o Gestión del Riesgo
Carlos A. Meisel, Dr. ® #2

The Five Major Supply Chain Drivers

Slide 3 Source: Lambert 2010
Design Elements of Supply Chains
Competitive Strategy
Supply Strategy
Efficiency Responsiveness
Supply chain structure

Inventory Transportation Facilities Information
Drivers
Facilities Transportation
• places where inventory is stored, assembled, or • moving inventory from point to point in a SC
fabricated • combinations of transportation modes and routes
• production sites and storage sites Information
Inventory • data and analysis regarding inventory,
• raw materials, WIP, finished goods within a SC transportation, facilities throughout the SC
• inventory policies • potentially the biggest driver of SC performance
Goals for Supply Chain Drivers
Driver Efficiency Responsiveness

Inventory Min. Cost of Holding & Max. Availability
Ordering High Holding & Order
Cost
Transportation Consolidation/ Bulk Speed
Shipments
Facilities Consolidation / Dedicated Proximity / Flexibility
Two major types of facilities: Factories and Warehouses
Factories can be built to accommodate one of two
approaches to manufacturing: Product focus; functional
focus
Sourcing Decisions:
- In-house or outsource
- Supplier Selection
Information Information best suited for each objective

Inventory: Role in the Supply Chain
• Inventory exists
• because of a mismatch between supply and demand
• Optimize cost by exploiting economies of scale
• Overall trade-off: Responsiveness versus efficiency
• more inventory: greater responsiveness but greater cost
• less inventory: lower cost but lower responsiveness

• Components of Inventory Decisions
• Cycle inventory
• Average amount of inventory used to satisfy demand between shipments
• Demand on lot size
• Safety inventory
• Inventory held in case demand exceeds expectations
• cost of carrying too much inventory versus cost of losing sales
• Seasonal inventory
• inventory built up to counter predictable variability in demand
• cost of carrying additional inventory versus cost of flexible production
Transportation: Role in the Supply Chain
• Overall trade-off: Responsiveness versus efficiency

• If responsiveness is a strategic competitive priority, then faster
transportation modes can provide greater responsiveness to customers
who are willing to pay for it
• Efficiency, use slower transportation modes for customers, strategies
whose priorities are price (cost)

• Mode of transportation
• Ship, air, truck, rail, pipeline, electronic transportation
• Vary in cost, speed, size of shipment, flexibility
• Route and network selection
• Route: path along which a product is shipped
• Network: collection of locations and routes
• In-house or outsource

Facilities: Role in the Supply Chain
• Facility location decisions

• Needs huge investments and as such it is expensive to close down or
shift a facility to a different location
• A good location decision can enable a supply chain to be more
responsive to customer requirements and at the same time cost

effective
• Capacity allocation decisions
• Capacity decisions can not be changed frequently though minor
changes can be accommodated
• Too much capacity in a facility may result in poor utilization and
thereby higher costs

Information: Role in the Supply Chain
• Crucial condition for effective SCM is integration of information

• Provides the foundation on which supply chain processes execute
transactions and managers make decisions
• The connection between the various stages in the supply chain – allows
coordination between stages

• Crucial to daily operation of each stage in a supply chain – e.g., production
scheduling, inventory levels
• More timely Information reduces variations and forecast errors, reduces
Bullwhip effect.
• Allows supply chain to become more efficient and more responsive at the
same time (reduces the need for a trade-off)

Information About ...
•Coyle (2003); Management of Business Logistics

Carlos A. Meisel, Dr. ® # 10
Slide 10
Part 3.1
Procesamiento de Órdenes y Sistemas de Información
Gestión de Proveedores
Unibague. MGI: Curso Gestión de Instalaciones Industriales , Abril/2016 ©

Order Processing Planning Triangle
Inventory Strategy
• Forecasting Transport Strategy
• Purchasing and supply • Transport fundamentals
scheduling decisions • Transport decisions
• Storage fundamentals
• Storage decisions
CONTROLLING
Customer Which mode?,
ORGANIZING
Which carrier?
service goals
PLANNING
Which route?
• The product Shipment size
Strategy/Control
• Logistics Service and frequency?
system?
How much? • Ord. Proc.& Info. sys
Where?
Where?,
Location Strategy
How many?
• Location decisions
What size?
• The network planning process Allocation?
Fuente: Ballou (2004)
Slide 12Carlos A. Meisel, Dr. ® # 12

Typical Elements of Order Processing
Sales
order
Order Preparation Order Transmittal Order Entry

• Requesting • Transferring • Stock checking

products or order information • Accuracy checking
services • Credit checking
• Back ordering/
order canceling
• Transcription
• Billing
Order Status Reporting Order Filling

• Tracing and tracking • Product retrieval, production, or purchase
• Communicating with • Packing for shipment
customer on order • Scheduling for delivery
status • Shipping document preparation
Slide 13Carlos A. Meisel, Dr. ® # 13
Factores que Afectan el Tiempo de Procesamiento del
Pedidos

Distribución Directa al Cliente a través de Internet

Comercio Electrónico a través de Internet

Factores que Afectan el Tiempo de Procesamiento de
Pedidos
• Selección del Hardware

• Sistema de Procesamiento de Pedidos
• Prioridades del procesamiento
o FIFO
o SPT
o Procesamiento Paralelo versus Secuencial
• Políticas de servicio al cliente
o Precisión en el surtido del pedido
o Acumulación de pedidos
o Tamaño del lote
• Prácticas de transporte
o Consolidación del embarque
o Establecer rutas y frecuencias de distribución
Overview of Logistics Information System
Internal
o Finance/Accounting External
o Marketing o Customers
Logistics o Vendors
o
o Manufacturing LIS o Carriers
o Purchasing o Supply chain partners
Elements
Order Management System Warehouse Management Transportation

o Stock availability o Receiving Management System
o Credit checking o Putaway o Mode selection
o Invoicing o Inventory Management o Freight consolidation
o Product allocation to o Order Processing and o Routing and scheduling
customers retrieving shipments
o Fulfillment location o Shipment preparation o Shipment tracking
o Bill payment and auditing
o Claims processing

Components of a Logistics Information System
Coyle (2003); Management of Business Logistics

Slide 27
Exploder view of the LIS
# 27
Desired Characteristics of a LIS
Accuracy
Interactive Availability
LIS
Format Timeliness
Flexibility
To reduce the risk involved in decision-making, the following features are

required to be considered while designing the LIS

Slide 29
Order Management System (OMS)
Order management is the administration of business processes related

to orders for goods or services.
An OMS automates and streamlines order processing for businesses. It

provides:
o Constantly updated inventory information
o Database of vendors
o Database of customers
o A record of customer returns and refunds
o Information on billing and payments
o Order processing records
o General ledger information.

Order Management System (OMS)
1. Online store:
Customer visit retailer's online store channel
2. Order placement:
Customer places order using site’s shopping cart
3. Payment processing:
Payment gateway securely authorizes payment;
customer makes payment; Accounting system updated
4. Order completion:
Order confirmation sent to customer, order sent
to fulfillment center
5. Warehouse fulfillment:
Warehouse fill the order for shipping
6. Shipment:
Order shipped out to customer address

Warehouse Control/ Information System
ERP
WMS
WCS
Subsystems
PLC, SRC, ACS, PTL, command

Warehouse Control System
Graphical Overview
ERP/WMS
(SAP)
WCS
Carton OSR Highbay

A-Frame
Conveyor Shuttle Cranes, Pallet
Conveyors etc.
Label Print & PTL

Apply Station


Levels of IT- Architecture
Warehouse Information System
# 34
Warehouse Information System
Levels of IT- Architecture and Interfaces
o Inventory control & Value evaluation on

item level
ERP/PPC o Procurement, purchase order management
o Customer order entry
o Receipts (performed) o Modification of items master data

o Good issues ‘(performed) o Advance shipping notice (ASN)
(Fulfillment of orders/deviations) o Orders to be fulfilled

o Inventory adjustment
o Inventory control on SKU level and per
WMS storage location
o Storage location management
o Stock taking (inventory)
o Picking and replenishment planning
o Feedback on transport orders o Transport orders
o Transport management routing

Warehouse Control System o Utilization of transport means
WCS o Picking, replenishment and stock taking
execution

Warehouse Management System
Process Landscape
Primary Processes
Appointment Receiving Receiving Order

Put-Away
Management Preparation Execution Preparation
Picking Packing & prepare Dispatching Loading

for shipping
Support Processes
Internal Dispatch Stock

Stock tacking Check station
movements management adjustments
Additional Processes
Supplier Value added Customer

Quality check Cross docking
returns services returns


Modules of a WCS
# 37
Transportation Management System (TMS)
Software that facilitate interactions between an organization's Order

Management System (OMS) and its Warehouse Management
System (WMS).
Modules:
o Route planning and optimization
o Load optimization
o Execution
o Freight audit and payment
o Yard management
o Advance shipping
o Order visibility
o Carrier management
Transportation Management System (TMS)
TMS
OPTIMIZATION EXECUTION PERFORMANCE

MANAGEMENT
Route Optimization Integrated WMS Track & Trace

& Consolidation
Integrated EDI Visibility
Mode & Carrier
Selection Integrated Audit & Business Intelligence
Payment Module & Analytics

Procurement Logistics
Engaging in the systematic processes necessary to purchase or acquire raw

materials, parts, components, supplies, and finished products or services from
outside of a company.
Involves determining the needs, selecting the supplier, arriving at a proper price,
terms and conditions, issuing the contract or order, and following up to ensure
proper delivery. It focus is to purchase or obtain materials in the right quantity, in
the right quality, at the right price, at the right time, and from the right supplier and
delivering to the right place.
• Importance
• Contributes to the competitive advantage of the firm
• Significant portion of the logistics costs

Procurement Process
Needs
Recognition
Post-
Purchase Supplier/Vendors
Evaluation Selection
Purchase
Invoicing &
Order &
Payment
Tracking
Reception &
Inspection of
Deliveries

Needs Recognition
Identify the need for supplier

selection:
• During NPD
• Due to poor existing supplier performance
• At the end of an existing contract
• Expanding into new markets or product
lines
• When current suppliers have insufficient
capacity
• Reducing supply base size
User Requirements
• Type of products
• Quantity
• Delivery date
• Potential providers
• Estimated Price
• Applicant (area / department)

Supplier/Vendor Selection
Identify key Sourcing requirements
Determine sourcing strategy Evaluation Criteria

• Performance
• Quality
Identify potential supply sources
• Quantity
• Perfectness
Limit suppliers in selection pool • Commitment
• Price Behavior
Determine method of supplier evaluation and selection • Dependability
Select supplier and reach agreement

Supplier Registration Procedures Procurement Procedures

Slide 44

Supplier Selection Framework
Fuente: Sarache et al (2009)

# 45
Methods of Supplier Evaluation and Selection
Métodos de preclasificación o aproximación

• Métodos categóricos
• Métodos difusos
• Análisis envolvente de datos
• Razonamiento basado en casos

• Técnicas multicriterio (Analytical hierarchy Process – AHP)
Métodos de decisión final

• Modelos de prog. matemática lineal y no lineal
• Modelos de prog. Meta
• Modelos de prog. Multiobjetivo
Carlos A. Meisel, Dr. ® Sarache et al, 2009

# 46
Método de Ponderación por Factores
• Determinar los posibles proveedores o alternativas (i)

• Seleccionar los criterios de evaluación (j)
• Obtener información de proveedores para cada criterio (aij)
• Pre-análisis de dominancia (Criterios y Alternativas)

• Normalización de los datos (maximización)
• Selección de las ponderaciones para cada criterio (Expertos)
• Cálculo de los resultados

• Suma ponderada Ri = Σj (wj * aij)
• Producto ponderado Ri = Πj (aijwj)

Método de Ponderación por Factores (2)
Normalización de los datos (maximización)


Ejemplo: Empresa de Alumbrado Público – EAP
Método de Ponderación de Factores
La EAP de la ciudad requiere aprovisionarse de las luminarias para atender los daños en el alumbrado
público. Tiene cinco posibles proveedores, de los cuales ha concretado su oferta en la siguiente cuadro:
Proveedores Precio Und. Tiempo entrega Nivel de
$miles (días) calidad (ppm)
A $160 7 0.01%
B $155 7 0.20%
C $180 7 0.10%
D $190 6 0.01%
E $180 5 0.10%
Importancia de
cada criterio en 40 30 30
la decisión
La EAP a su vez, ha establecido que sus requerimientos para la contratación, están en los siguientes
rangos deseables:
Nivel deseado $190 o menos 7 o menos 0.10% o menos

Ejemplo: Empresa de Alumbrado Público - EAP
Matriz normalizada
Proveedores Precio Tiempo N. Calidad

Valores VR VN VR VN VR VN
A
160 7 0,01
0,185 0,219 0,0238
B 155 7 0,20
0,179 0,219 0,4762
C 180 7 0,10
0,208 0,219 0,2381
D 190 6 0,01
0,220 0,188 0,0238
E 180 5 0,10
0,208 0,156 0,2381
Total 865 1,000 32 1,000 0,42 1,0000

Ejemplo: Empresa de Alumbrado Público - EAP
Matriz de evaluación final
Proveedores Precio Tiempo N. Calidad Total

wj 40 30 30
VN R1 VN R2 VN R4 Rij
A 0,18 7,40 0,22 6,56 0,02 0,71 14,67
B 0,18 7,17 0,22 6,56 0,48 14,29 28,02
C 0,21 8,32 0,22 6,56 0,24 7,14 16,43
D 0,22 8,79 0,19 5,63 0,02 0,71 12,47
E 0,21 8,32 0,16 4,69 0,24 7,14 16,00
Total 1,00 40,00 1,00 30,00 1,00 30,00 100,00
La Recomendación para la EAP, es elegir como primera opción para proveerse de las
luminarias, a la Empresa D.
Analytical Hierarchy Process (AHP)
Estructura Árbol Jerárquico - AHP



Método Analytical Hierarchy Process (AHP)
# 53

Método Analytical Hierarchy Process (AHP)
# 54
Ejercicio Propuesto 2:
Empresa de Acueducto Estatal – EAE
La EAE de la ciudad requiere aprovisionarse de una planta eléctrica para atender
sus necesidades de iluminación cada vez que se presenten fallos de energía eléctrica.
Tiene cuatro posibles proveedores, y considerando los criterios de precio de compra,
vida útil y costo de mantenimiento, ha concretado su oferta en el siguiente cuadro:
Proveedores Precio Und. Vida útil Costo Mto

$mil (años anual ($mil)
A 13.500 10 220
B 12.700 8 350
C 13.100 12 280
D 14.000 15 250

Análisis de Dominancia por Criterio - Precio
Método de Ponderación de Factores

Análisis de Dominancia por Criterio - Precio
Los analistas sugieren en cuanto al criterio «Precio» que se adquiera la planta

eléctrica al proveedor B, con una prioridad del 56%, seguido del proveedor C con
una prioridad del 27%. La última opción que se tendría en cuenta es comprar la
planta eléctrica al proveedor D.

Análisis de Dominancia por Criterio – Vida útil
Los analistas sugieren en cuanto al criterio «Vida útil» que se adquiera la planta
eléctrica al proveedor…….
Análisis de Dominancia por Criterio – Costo Mto anual
Los analistas sugieren en cuanto al criterio «Costo Mto anual» que se adquiera la
planta eléctrica al proveedor…….

Análisis de Dominancia entre los criterios
En el ejercicio propuesto el criterio «………….» es el que mayor importancia tiene

sobre la selección de compra de una planta eléctrica de un proveedor con una
prioridad del …….., seguido del criterio «……….» con una prioridad de «……….».
Finalmente el criterio «……….» presenta una importancia relativa baja con un valor
de ……….
Matriz de Vectores Normalizados
De esta manera puede establecerse utilizando el método AHP que la EAE debe
adquirir la planta eléctrica que necesita al proveedor «……..», ya que de esta
manera se puede contribuir a generar una mayor vida útil al equipo, incurriendo en
unos gastos de inversión que se adapten al presupuesto de la empresa; todo esto a
unos costos de Mtto razonables.
Supplier Certification
• Supplier certification programs are

very useful tools to evaluate the
quality capabilities of a supplier
• Basically, certification involves the
setting of criteria regarding quality
level as demonstrated through the use

of SPC and such things as process
capability studies of supplier´s
requirements equipment, record-
keeping abilities, and so forth.

Purchase Order (PO) & Tracking
Starts with an order entry and ends when acceptance occurs after delivery
Order Entry
Enter new customers and orders. PO identifies the item’s being procured, the
quantity required and the price being paid.

Purchase Order (PO) & Tracking (2)
In an OMS (supplier side) you can look-up existing customers or add new ones.
When you select an existing customer from the list, their order history is shown on
the right.

Purchase Order (PO) & Tracking (3)
Email updates at just about every step of your order's journey. You
can also track it by providing your order number and zip code:

Reception & Inspection of Deliveries
Each department determines whether or not the goods or services received are
acceptable and conform to all of the terms and conditions of the purchase document
Receiving
Act of taking possession of goods in order to stage them for inspection or place
them into inventory.

Inspecting
Act of examining goods that have been delivered to determine conformance to what
was ordered via the purchase document. In some cases, the acquisition may require
specialized skills or expertise in examining the goods to determine conformance.
Acceptance
Legal act of documenting that the goods and/or services conform to the
requirements of the purchase document terms and conditions.

Invoicing & Payment
• Check and release a payment proposal

• Approve a payment
• Create a payment medium and send to bank or payee
• Process a bank statement
• Allocate a payment
Process description:
Account payable is authorized to pay an invoice when goods are received
and accepted. Then the payment is released, the system post to accounting
and a payment medium is created. The standard work center provides
checks, outgoing bank transfers, credit memos, as well as other country-
specific payment methods. Once the payment has been debited from the
bank account, the bank statement is entered in the system.

Post-Purchase Evaluation
Categories of Supplier evaluation
• Process-based evaluation assess the supplier´s production or service process
• Performance-based evaluation assess the company after its product or service has
been delivered (Categorical Method, cost-ratio method, linear averaging method).
o Assessment of the supplier’s performance according to a variety of criteria, such as:
Delivery reliability, cost, quality defect rare, etc.

Vendor evaluation is always evaluated for:
• purchasing organization
• vendor

Sistema de Gestión de Proveedores
Planes de mejora
Evaluación del continua Homologación de
desempeño proveedores
• Capacitación
SGP
E-Procurement
• Principios de Abastecimiento B2B
Responsable (PAR)
Selección y registro Negociación de contratos

de proveedores alianzas estratégicas
Protocolos de
calidad
Lineamientos del SGP

Contact
Prof. PhD. Ing. Carlos Antonio Meisel Donoso
Profesor Asociado
Director Programa de Ingeniería Industrial
Universidad de Ibagué
Tel: +57 8 2760010 Ext. 4100
Carrera 22 calle 67, barrio Ambalá
Ibagué-Tolima - Colombia
carlos.meisel@unibague.edu.co

TEMA III - Gestión de Proveedores - Parte - 3.1

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Carlos Meisel. Curso Gestión de Cadenas de Suministro B/2019. Universidad de Ibagué.

Carlos A. Meisel, Dr. ®

o Gestión de Transporte y distribución.

Carlos A. Meisel, Dr. ® #2

Carlos A. Meisel, Dr. ® #3

Supply chain structure

Driver Efficiency Responsiveness

Carlos A. Meisel, Dr. ® #5

• less inventory: lower cost but lower responsiveness

• Overall trade-off: Responsiveness versus efficiency

whose priorities are price (cost)

Carlos A. Meisel, Dr. ® #7

• Facility location decisions

responsive to customer requirements and at the same time cost

Carlos A. Meisel, Dr. ® #8

• Crucial condition for effective SCM is integration of information

coordination between stages

Carlos A. Meisel, Dr. ® #9

•Coyle (2003); Management of Business Logistics

Carlos A. Meisel, Dr. ® # 11

Unibague. MGI: Curso Gestión de Instalaciones Industriales , Abril/2016 ©

Fuente: Ballou (2004)

Slide 12Carlos A. Meisel, Dr. ® # 12

Order Preparation Order Transmittal Order Entry

• Requesting • Transferring • Stock checking

Order Status Reporting Order Filling

Carlos A. Meisel, Dr. ® # 14

Carlos A. Meisel, Dr. ® # 16

Carlos A. Meisel, Dr. ® # 17

• Selección del Hardware

Order Management System Warehouse Management Transportation

Fuente: Ballou (2004)

Carlos A. Meisel, Dr. ® # 25

Coyle (2003); Management of Business Logistics

Carlos A. Meisel, Dr. ® # 26

Fuente: Ballou (2004)

To reduce the risk involved in decision-making, the following features are

Carlos A. Meisel, Dr. ® # 29

Order management is the administration of business processes related

An OMS automates and streamlines order processing for businesses. It

Carlos A. Meisel, Dr. ® # 30

Carlos A. Meisel, Dr. ® # 31

Carlos A. Meisel, Dr. ® # 32

Carton OSR Highbay

Label Print & PTL

Carlos A. Meisel, Dr. ® # 33

Carlos A. Meisel, Dr. ®

o Inventory control & Value evaluation on

o Receipts (performed) o Modification of items master data

(Fulfillment of orders/deviations) o Orders to be fulfilled

o Feedback on transport orders o Transport orders

o Transport management routing

Carlos A. Meisel, Dr. ® # 35

Appointment Receiving Receiving Order

Picking Packing & prepare Dispatching Loading

Internal Dispatch Stock

Supplier Value added Customer

Carlos A. Meisel, Dr. ® # 36

Carlos A. Meisel, Dr. ®

Software that facilitate interactions between an organization's Order

OPTIMIZATION EXECUTION PERFORMANCE

Route Optimization Integrated WMS Track & Trace

Carlos A. Meisel, Dr. ® # 39