UNIT 1 - PHASE 2 - CONFIGURE THE NETWORK FOR ACOMPANY AND

DESCRIBE THE PROCESSES ACCORDING TO THE GSCF

Presented by:

JOSE BRAULIO CUELLAR SARMIENTO

MARIANA AGUDELO

Tutor

JOHANNA TRUJILLO 

UNIVERSIDAD NACIONAL ABIERTA Y A DISTANCIA- UNAD

SUPPLY CHAIN MANAGEMENT AND LOGISTICS

March 20, 2022

 INTRODUCTION

The following work seeks to describe and configure a logistics network for a company or a
company network and its processes, as well as to inquire about the interaction between the
actors, their efficiency and their logistics processes based on global models.

This exercise was carried out by choosing one of the companies proposed by the colleagues, in
this case the company INDUSOLCO SAS. Then, the company's network was configured by
means of the structural diagram, taking into account the 3 levels of suppliers and the 3 levels of
customers, and the horizontal and vertical structure and the horizontal position of the company
were explained. Lambert's eight strategic processes were also applied and a comparison of the
main approaches to supply chain management was made. Finally, we identified and explained
the generic structure that the collaborative group found to be most identified with the supply
chain.
 OBJECTIVES

GENERAL

Describe and configure a logistics network for a company or a network of companies and its
processes, as well as the interaction between actors, its efficiency and its logistics processes
based on global models.

SPECIFICS

 Select a company
 Configure the structural network of the selected company
 Explain the horizontal and vertical structure and its horizontal position. And the eight
strategic processes (according to Lambert).
 Construct a comparative table of the main approaches to supply chain management.
 Identify the generic structure that most identifies the supply chain.
 DEVELOPMENT OF THE ACTIVITY.

Step 1: Configure the Structural Network for the company under study.

Ilustración 1 Structural Netowork

Step 2: Using the structural dimensions of the network of the company under study;
explain the horizontal structure, vertical structure and horizontal position of the company.

Ilustración 2 Horizontal Structure

 Ilustr
ación 3 Vertical Structure

-----Managed processes

____Unmanaged processes

-----Monitored processes

____Non-participating processes

Horizontal structure: refers to the number of levels that make up the supply chain. It can be
long, with many levels, or short, with few levels.
The vertical structure: consists of the number of suppliers or customers in each of the levels. A
supply chain can have a narrow vertical structure, with few companies at each level, or a wide
vertical structure, with many suppliers and/or customers at each level.

Horizontal position: refers to the position of the target company within the supply chain. It can
be close to or be the initial source of supply, close to or be the last consumer, or anywhere
between the end points of the chain.

Step 3: Explain how the 8 strategic processes (according to Lambert) are applied in the
company under study.

 Customer relationship management

Seeks ways to satisfy them by offering quality products and services.

Continuously improve their quality system to meet customer requirements

Deliver their service in a timely manner

Offer the best prices

 Customer Service Management

They are committed to the full satisfaction of our customers and one way to please them is to
provide them with excellent quality products with the best support of our brands.

They guarantee customer satisfaction by meeting their requirements.

Committed to continuously improve its quality management system for the commercialization of
all types of welding.

 Demand Management

Regarding this point, it can be seen that the company is not only in charge of marketing welding
equipment and elements, but also provides the customer with different training and consulting
services that allow the customer to obtain knowledge regarding welding procedures, preventive
and corrective maintenance of metal parts, their recovery, repairs, among others.
  Fulfillment of orders

They have highly qualified human talent and suppliers, which allow them to meet the customer's
requirements, as well as legal and technical requirements.

 Manufacturing flow management

They commercialize all types of common and special welding, welding and cutting equipment,
personal protection elements, electric tools, abrasives and hardware. They also provide advisory
services, consulting, technical assistance, training, design and manufacturing, among other
services. All this is carried out taking into account the appropriate technological development,
the excellence of human talent and optimum product quality, thus achieving market participation
that allows us to intervene in large-scale projects and the satisfaction of our customers.

 Supplier Relationship Management

Select and maintain highly qualified suppliers.

 Product development and marketing

Ensures that personnel maintain the necessary competencies for the optimal execution of their
work.

 Return Management

No returns or refunds will be accepted if the product is used or the defect is proven to be caused
by mishandling. We do not accept the return or refund of money for products sent to
manufacturing or requested with a purchase order, under special conditions.

How to return a product?

You must present the product in perfect condition, within a maximum period of 30 days, contact
the assigned advisor or come to the company's facilities, where the condition of the product will
be reviewed and the due process will be carried out to finalize your request.

Step 4: To build a comparative table where the main approaches in Supply Chain
Management are presented as follows
 . The strategic focus of the The transactional The approach of John
GSCF approach of APICS Gattorna (Dynamic
SCOR MODEL Supply Chain).

GSCF develops performance The SCOR MODEL All activities of a

indicators to identify seeks to expose all company must be
opportunities to increase commercial activities managed dynamically,
DESCRIPTION

business performance and related to the processes so it is necessary to

alignment of objectives, based involved in satisfying segment processes
on the relationship between the demand. (Lorenzo, 2020) focusing on aligning
internal functions of the with their customers, in
organization and external order to understand them
entities such as suppliers and and integrate them into
customers. (Lorenzo, 2020) the company.
1. CRM (Customer 1. Plan 1. Logistic must be
Relationship Management) 2. Source Dynamic.
2. SRM (Supplier Relationship 3. Make 2. Aligning the
Management) 4. Deliver enterprise around
3. CSM (Customer Service 5. Return. customers,
PROCESSES

Management) 6. Enable 3. Bussiness culture

4. DM (Demand Management) 4. Adaptation of new
5. OF (Order Fllfilment) tecnologies.
6. MFM (Manufacturing Flow
Management)
7. PDC (Product Development
and commercialization)
8. RM (Returns management)
Develop everything related to Improve agility in the Supply chains that seek
IMPACT

the product and its generation business process, seeking efficiency and
of demand, managing business to impact the company's adaptation to customer
relationships. operational performance. needs.
Step 5: According to Gattorna, "Generic Configurations", identify and explain the generic
structure that, according to the collaborative work group, most identifies the Supply Chain
or Value Network of the company under study.

 According to Gattorna's "generic configurations", the generic structure that is most

identified with the supply chain or value network of INDUSOLCO SAS is the
Continuous replenishment supply chain (crsc). It is the Continuous replenishment supply
chain (crsc) because it emphasizes relationships and the strength of buyer behavior,
focuses on cohesion and relationships, has a high commitment to the full satisfaction of
its customers and seeks ways to please them.
Likewise, brand loyalty is one of the ways to satisfy customers, offering them high
quality products with the best brand support. It also guarantees long term stability, thus
creating mutual trust, having the vision of consolidating nationally by the year 2030 as a
leading company in the commercialization and marketing of products and services.

Conclusions
 In the present work, a study of a logistics network applied to a specific company was
carried out and the processes carried out according to GSCF, the interaction between its
main actors and the logistic models in terms of global models were made known.
 In the supply chain, several management approaches such as GSCF, SCOR and Dynamic
supply chain are identified to help organizations build, establish and consolidate their
Supply Chain structures.

REFERENCES
PICS Supply Chain Council. (2015). SCOR Quick Reference Guide. Versión
11.0. http://www.apics.org/docs/default-source/scc-non-research/apicsscc_scor_quick_reference

_guide.pdf

Bolstorff, P., & Rosenbaum, R. (2003). Supply Chain Excellence: A Handbook for Dramatic
Improvement Using the SCOR Model. New York:
AMACOM. http://bibliotecavirtual.unad.edu.co/login?url=https://bibliotecavirtual.unad.edu.co:2
969/login.aspx?direct=true&db=e000xww&AN=86788&lang=es&site=ehost-live

Gattorna, J. (2009). Dynamic Supply Chain Alignment: A New Business Model for Peak
Performance in Enterprise Supply Chains Across All Geographies. Farnham, UK: Routledge.
Retrieved from http://bibliotecavirtual.unad.edu.co/login?url=http://search.ebscohost.com/
login.aspx?direct=true&db=nlebk&AN=298581&lang=es&site=eds-live

https://www.indusolco.com/