BÀI GIẢNG

SUPPLY CHAIN
QUẢN TRỊ CHUỖI CUNG ỨNG MANAGEMENT
SCMA430709

GVHD: Ths. Chu Thị Huệ

Nguồn hình ảnh: medium.com

Thành phố Hồ Chí Minh, tháng 01 năm 2023
 NỘI DUNG CHÍNH

• Chương 1: Tổng quan về chuỗi cung ứng

1.1. Giới thiệu tổng quát
1.2. Khái niệm và vai trò
1.3. Quá trình phát triển
1.4. Phương thức hoạt động của chuỗi cung ứng
1.5. Các thành viên tham gia chuỗi cung ứng
1.6. Cấu trúc của chuỗi cung ứng
1.7. Chuỗi cung ứng và chiến lược kinh doanh
• Chương 2: Hoạt động điều hành chuỗi cung ứng: Lập kế hoạch (Hoạch định)
• Chương 3: Hoạt động điều hành chuỗi cung ứng: Tìm nguồn cung ứng
• Chương 4: Hoạt động điều hành chuỗi cung ứng: Sản xuất
• Chương 5: Hoạt động điều hành chuỗi cung ứng: Phân phối và thu hồi
• Chương 6: Đo lường hiệu quả hoạt động chuỗi cung ứng
 MỤC TIÊU CỦA CHƯƠNG

• Xác định được khái niệm quản trị chuỗi cung ứng và vai trò
• Xác định được phương thức hoạt động của chuỗi cung ứng và
các đối tác trong chuỗi, vai trò của từng đối tác tham gia chuỗi
• Xác định được cấu trúc của chuỗi cung ứng, sự đáp ứng của
chuỗi với chiến lược kinh doanh và những thách thức
 TÀI LIỆU THAM KHẢO

• McGraw-Hill (2007), Supply chain logistics management, Second

Edition
• STC-Group (The Netherland), Container Terminal Operation
Management, ver. 2009, 2012
• Michael H.Hugos (2011), Essentials of Supply Chain Management,
Third Edition
• Prof. Robert Nondonfaz (2010) - Liege University, Logistics
Management
• Sunil Chopra (2013, 2019), Supply Chain Management Strategy,
Planning, and Operation, Fifth and Seventh Edition
1.1. Giới thiệu tổng quát về chuỗi cung ứng
trồng trong rừng
Hạt giống
Cây trưởng
Cây thành
con
Giấy được
qúa trình
nguyên bào vỏ chặt,
Xử lý
liệu đốn
Gỗ
Bột giấy được
chặt
qúa trình Giấy cuộn nhỏ
Xử lý
Giấy cuộn lớn Giấy được
cắt thành
Người bán buôn từng tờ
vận chuyển
(bán sỉ), phân phối vận chuyển
đóng gói,
vận chuyển dán nhãn
hoạt động
Người bán lẻ Người tiêu dùng
mua bán
cuối cùng

Nguồn: The Hanbook of logistics and distribution Management, 4th edition 5

1.1. Giới thiệu tổng quát về chuỗi cung ứng

• Several hundred years ago, Napoleon made the remark, “An

army marches on its stomach”. Napoleon was a master
strategist and skillful general and this remark shows that he
clearly understood the importance of what we would now call an
efficient supply chain.

• Along these same lines, there is another saying that goes,

“Amateurs talk strategy and professionals talk logistics”.
A supply chain consists of all parties involved, directly or indirectly, in
fulfilling a customer request. The supply chain includes not only the
manufacturer and suppliers, but also transporters, warehouses, retailers,
and even customers themselves. Within each organization, such as a
manufacturer, the supply chain includes all functions involved in receiving
and filling a customer request. These functions include, but are not limited
to, new product development, marketing, operations, distribution, finance,
and customer service.
Example 1:
Consider a customer walking into a Wal-Mart store to purchase detergent. The
supply chain begins with the customer and his or her need for detergent. The next
stage of this supply chain is the Wal-Mart retail store that the customer visits. Wal-
Mart stocks its shelves using inventory that may have been supplied from a
finished-goods warehouse or a distributor using trucks supplied by a third party.
The distributor in turn is stocked by the manufacturer (say, Procter & Gamble [P&G]
in this case). The P&G manufacturing plant receives raw material from a variety of
suppliers, who may themselves have been supplied by lower-tier suppliers. For
example, packaging material may come from Pactiv Corporation (formerly Tenneco
Packaging) while Pactiv receives raw materials to manufacture the packaging from
other suppliers. This supply chain is illustrated in Figure 1-1, with the arrows
corresponding to the direction of physical product flow.
Nguồn: Sunil Chopra (2013), Supply Chain Management Strategy, Planning, and Operation, Fifth Edition
A supply chain is dynamic and involves the constant flow of information, product,
and funds between different stages. In our example, Wal-Mart provides the product,
as well as pricing and availability information, to the customer. The customer
transfers funds to Wal-Mart. Wal-Mart conveys point-of-sales data as well as
replenishment orders to the warehouse or distributor, who transfers the
replenishment order via trucks back to the store. Wal-Mart transfers funds to the
distributor after the replenishment. The distributor also provides pricing information
and sends delivery schedules to Wal-Mart. Wal-Mart may send back packaging
material to be recycled. Similar information, material, and fund flows take place
across the entire supply chain.
Example 2:
Consider a customer walking into a Toyota dealership to purchase a new car. The
supply chain begins with the customer and his or her need for a car. The next stage
of this supply chain is the dealer that the customer visits. The dealer has several
cars in inventory that may have been supplied from the assembly plant using trucks
supplied by a third party. The assembly plant, gets various modules such as
electronics and powertrain from a variety of Tier 1 suppliers. Each Tier 1 supplier
receives material from several Tier 2 suppliers. For example, the electronics
supplier receives cameras from the camera supplier and the dashboard display
from another supplier. Each of these suppliers receives raw materials from lower
tier suppliers. This supply chain is illustrated in Figure 1-1, with the arrows
corresponding to the direction of physical product flow.
Nguồn: Sunil Chopra (2019), Supply Chain Management Strategy, Planning, and Operation, Seventh Edition
In another example, when a customer makes a purchase online from Dell
Computer, the supply chain includes, among others, the customer, Dell’s Web site,
the Dell assembly plant, and all of Dell’s suppliers and their suppliers. The Web site
provides the customer with information regarding pricing, product variety, and
product availability. Having made a product choice, the customer enters the order
information and pays for the product. The customer may later return to the Web
site to check the status of the order. Stages further up the supply chain use
customer order information to fill the request. That process involves an additional
flow of information, product, and funds among various stages of the supply chain.
A supply chain is dynamic and involves the constant flow of information, product,
and funds among different stages. In our example, ………………….. provides the
product, as well as pricing and availability information, to the customer. The
customer transfers funds to ……………... . ………………….. conveys point-of-sales data as
well as replenishment orders to the assembly plant, which sends cars back to the
dealer on a truck. ……………… transfers funds to the auto manufacturer after the
replenishment. The manufacturer also provides pricing information and sends
delivery schedules to each …………….. Similar information, material, and fund flows
take place across the entire supply chain.
Example 3:
In another example, when a customer makes a purchase online from Amazon, the
supply chain includes, among others, the customer, Amazon’s website, the Amazon
warehouse, the carrier who delivers packages to customers, and all of Amazon’s
suppliers and their suppliers. The website provides the customer with information
regarding pricing, product variety, and product availability. After making a product
choice, the customer enters the order information and pays for the product. The
product is then picked and shipped from an Amazon warehouse. As its inventory
diminishes, the warehouse places replenishment orders with suppliers.

Bài tập nhóm:

Sinh viên tìm hiểu chuỗi cung ứng của một số công ty Việt Nam hoặc công ty nước
ngoài có kinh doanh tại Việt Nam (gợi ý: Vinamilk, Dalat hasfarm, Unilever,
Coopmart,…)
A typical supply chain may involve a variety of stages including customers, retailers,
wholesalers, distributors, manufacturers, and suppliers.
A critical point to keep in mind is that the customer is an integral part of any supply
chain. In fact, the primary purpose of any supply chain is to satisfy customer needs
and, in the process, generate profit for itself. The functioning of supply chain
involves three key flows – information, product/material, and funds/financial flow.
The goal when designing a supply chain is to structure the three flows in a way that
meets customer needs in a cost effective manner.
 1.2. KHÁI NIỆM QUẢN TRỊ CHUỖI CUNG ỨNG VÀ VAI TRÒ

The term “supply chain management” arose in the late 1980s and came into
widespread use in the 1990s. Prior to that time, businesses used terms such as
“logistics” and “operations management” instead. Here are some definitions of a
supply chain:
• “A supply chain is the alignment of firms that bring products or services to market.”
— from Lambert, Stock, and Ellram. (Lambert, Douglas M., James R. Stock, and Lisa
M. Ellram, 1998, Fundamentals of Logistics Management, Boston, MA: Irwin/
McGraw-Hill, Chapter 14).

• “A supply chain consists of all stages involved, directly or indirectly, in fulfilling a

customer request. The supply chain not only includes the manufacturer and
suppliers, but also transporters, warehouses, retailers, and customers themselves.”
— from Chopra and Meindl (Chopra, Sunil, and Peter Meindl, 2003, Supply Chain,
Second Edition, Upper Saddle River, NJ: Prentice-Hall, Inc., Chapter 1).
• “A supply chain is a network of facilities and distribution options that performs the functions
of procurement of materials, transformation of these materials into intermediate and
finished products, and the distribution of these finished products to customers.” — from
Ganeshan and Harrison (Ganeshan, Ram, and Terry P. Harrison, 1995, “An Introduction to
Supply Chain Management,” Department of Management Sciences and Information Systems,
303 Beam Business Building, Penn State University, University Park, Pennsylvania).

• “Supply chain management is the coordination of production, inventory, location, and

transportation among the participants in a supply chain to achieve the best mix of
responsiveness and efficiency for the market being served.” – from Michael H.Hugos
(Michael H.Hugos (2011), Essentials of Supply Chain Management, Third Edition)

• “Supply Chain Management is the integration of the supplier, distributors and customer
logistics requirements into one cohesive process to include demand planning, forecasting,
materials requisition, order processing, inventory allocation, order fulfillment, transportation
services, receiving, invoicing, and payment. Also, the management and control of all
materials, funds and related information in the logistics process from the acquisition of raw
materials to the delivery of finished products to the end user.” – from Coyle (Coyle et al, The
management of Business Logistics, p.689)
 1.2. KHÁI NIỆM QUẢN TRỊ CHUỖI CUNG ỨNG VÀ VAI TRÒ
LOGISTICS vs SUPPLY CHAIN

Logistics management is that part of the SC

process, which plans, implements and controls
the efficient, effective flow and storage of
goods, services and related information from
the point of origin to the point of consumption in
order to meet customer’s requirements.

Supply Chain management is the integration of

key business processes from the end user
through original suppliers that provides
products, services and information that add
Nguồn: Prof. Robert Nondonfaz - Liege University, Logistics Management, 2010
value for customers and other stakeholders.
(planning and management of all activities
involved in sourcing, procurement, conversion,
and all logistics management activities)
(Hội đồng Chuyên gia quản lý chuỗi cung ứng
- The Council of Supply Chain Management Professionals)
 1.2. KHÁI NIỆM QUẢN TRỊ CHUỖI CUNG ỨNG VAI TRÒ

VAI TRÒ CỦA SCM

• Nắm bắt và quản lý các hoạt động khác cần thiết cho việc điều phối lưu lượng và
sản phẩm nhằm phục vụ khách hàng cuối cùng được tốt nhất
• Cải tiến hiệu quả hoạt động của tổ chức (to improve efficiency and effectiveness)
• Gia tăng thị phần (help to increase market share)
• Đáp ứng nhu cầu và cách thức cạnh tranh của doanh nghiệp (chiến lược kinh
doanh) (to meet the changing business landscape)
 CLKD: phục vụ số đông (mass market)
 CLKD: phục vụ một phân khúc thị trường, cạnh tranh (dịch vụ, sự thuận tiện cho
khách hàng) => SC phải nhanh nhạy
 1.3. QUÁ TRÌNH PHÁT TRIỂN
Phân tầng mức độ thực hiện logistics

Nguồn: matlackleasing.com
 1.3. QUÁ TRÌNH PHÁT TRIỂN

Nguồn: https://transportgeography.org/contents/chapter7/logistics-freight-
distribution/evolution-supply-chain-management/
1.4. PHƯƠNG THỨC HOẠT ĐỘNG CỦA CHUỖI CUNG ỨNG

Sơ đồ: The Five Major Supply Chain Drivers

1. 2.
PRODUCTION INVENTORY
What, how, and How much to make
when to produce and how much to store

5.
INFORMATION
The basis for
making these
decisions

4. 3.
TRANSPORTATION LOCATION
How and when to Where best to do what
move product activity

Nguồn: Michael H.Hugos (2011), Essentials of Supply Chain Management, Third Edition
1.4. PHƯƠNG THỨC HOẠT ĐỘNG CỦA CHUỖI CUNG ỨNG
1. PRODUCTION – SẢN XUẤT

- Hàng hóa
- Dây chuyền sản xuất

- Đơn vị hàng hóa lưu kho - SKU

- Diện tích lưu trữ
- Crossdocking

Nguồn hình ảnh: flaticon.com, shutterstock.com

1.4. PHƯƠNG THỨC HOẠT ĐỘNG CỦA CHUỖI CUNG ỨNG
2. INVENTORY – TỒN KHO

Tồn kho chu kỳ Tồn kho an toàn

(Cycle (Safety
Inventory) Inventory)

Tồn kho theo mùa

(Seasonal
Inventory)
 1.4. PHƯƠNG THỨC HOẠT ĐỘNG CỦA CHUỖI CUNG ỨNG
3. LOCATION – VỊ TRÍ

Yếu tố ảnh hưởng đến

quyết định lựa chọn vị trí

• Chi phí xây dựng

• Giá nhân công
• Kỹ năng người lao động
• Điều kiện khu vực
• Thuế và phí

Nguồn: https://welearnindia.wordpress.com/2014/01/06/various-stages-of-supply-chain-management/
 1.4. PHƯƠNG THỨC HOẠT ĐỘNG CỦA CHUỖI CUNG ỨNG
4. TRANSPORTATION – VẬN TẢI

Transport
Chain

Shipper Consignee
Forwarder Forwarder
Hinterland transport Hinterland transport
Warehouser Warehouser
Customs Customs
Stevedore Stevedore
Port, Carrier, Port

Nguồn: STC-Group (The Netherland), Container Terminal Operation Management, ver. 2009, 2012
 1.4. PHƯƠNG THỨC HOẠT ĐỘNG CỦA CHUỖI CUNG ỨNG
4. TRANSPORTATION – VẬN TẢI
Transport Chain
Example of container transport Door/Door

1 .T r a n s p o r t to s e a -g o in g v e s s e l

Port/ terminal activities

4 . S to r a g e a t s te v e d o r e ’s p r e m is e s
Pre- and on-carriage by truck: 7. Sea transport Port/Port
6 . L o a d in g o n b
1. Loading container at factoryo a r d
8. Discharging ex Sea ship
2. TransportS eby road to seaport
a tra n sp o rt 9. Storage at Terminal
3. Discharging Terminal seaport 10. From storage to truck
7 . D isc h a rg in g fro m se a -g o in g v e sse l
4. Storage at Terminal 11. Loading on truck
5. From storage to sea ship 9 . S to ra g e a t ste v e d o re ’s p re m ise s
12. Transport by road to receivers
6. Loading sea ship 1 2 . T ra n sp o rt to b u y e r
Nguồn: STC-Group (The Netherland), Container Terminal Operation Management, ver. 2009, 2012
 1.4. PHƯƠNG THỨC HOẠT ĐỘNG CỦA CHUỖI CUNG ỨNG
5. INFORMATION – THÔNG TIN

Thông tin được sử dụng với 2 mục đích

chính trong chuỗi cung ứng:
• Phối hợp hoạt động với các phương
thức khác trong chuỗi: sản xuất, tồn
kho, vị trí và vận tải
• Dự báo và lập kế hoạch để đáp ứng
yêu cầu

Nguồn: Habib Lejmi (2002), Integration Of Supply Chain Execution In B2B-

marketplaces - Experiences For Networks Of Small And Medium Sized
Enterprises, Published in ECIS 2002, Corpus ID: 6229027
1.5. CÁC THÀNH VIÊN THAM GIA Supply Chain Structure
CHUỖI CUNG ỨNG
Simple Supply Chain
• Thành viên chính: là công ty hoặc các tổ
chức thực hiện hoạt động quản lý hoặc
khai thác trong quá trình kinh doanh
nhằm tạo ra hàng hóa cụ thể cung cấp
cho khách hàng hoặc thị trường
Cụ thể:
• Nhà sản xuất (Producers)
• Nhà phân phối (Distributors) Service Providers
in area such as:
• Logistics
• Nhà bán lẻ (Retailers) •
•
Finance
Market Research
• Product Design
• Customers (Khách hàng) • Information Technology

• Nhà cung cấp dịch vụ (Service

Providers): vận tải, logistics, lưu kho,…

• Thành viên hỗ trợ (phụ): là công ty, tổ

chức có vai trò cung cấp nguồn lực, kiến
thức hoặc tài sản cho hoạt động của các
thành viên chính trong SC.
VD: ngân hàng, tư vấn luật… Nguồn: Michael H.Hugos (2011), Essentials of Supply Chain Management, Third Edition
 1.5. CÁC THÀNH VIÊN THAM GIA CHUỖI CUNG ỨNG

Các thành viên tham gia chuỗi cung ứng thực hiện 04 hoạt động điều
hành chuỗi cung ứng (Supply Chain Operations):

• Lập kế hoạch (Planning)

• Tìm nguồn cung ứng/ thu mua (Sourcing/Procurement)
• Sản xuất (Making/ Manufacturing/ Production)
• Phân phối (Delivery/ Distribution)

Để vận hành 3 dòng vật chất, thông tin và tài chính được xuyên suốt, đảm
bảo tính bền vững cho chuỗi
Case study:
Jahan Brothers
Jahan Brothers manufacture garments for sale in the United States and Europe. Production
starts when their development center in India has an idea for a new product. This is sent to
major markets for testing and to finalize the design. Results are sent back to manufacturing
operations in Bangladesh, with parts of the process done in Pakistan, Indonesia, the
Philippines and Vietnam. Manufacturing brings material from India, Indonesia and 12 other
countries; buttons, zips and fastenings come from China and 10 other countries; other parts
are brought in from countries throughout South-East Asia. Then the finished garments are
sent to 48 different countries, with customer reaction analyzed and returned to the
development center. Jahan Brothers’ supply chains stretch around the world, and this can
give long lead times before products reach final customers. This means that they can only
make standard items with longer life cycles rather than short-lived fashion items. The main
supply chain for a typical product has the following elements, from the start of a supply chain,
with fibre available on the open commodity market, to the end of the supply chain, when the
customer buys the garment from a shop:
Store fibre in commodity warehouses 107 days
Sell fibre and move to spinners 11 days Export to market and store in regional
At spinners: distribution center 53 days
– store raw fibre 27 days Deliver to local wholesaler and store 13 days
– spin to form yarn 9 days Deliver to retail shop and store 11 days
– store yarn as finished goods 23 days
Sell yarn and move to knitters 14 days
At knitters:
– store yarn 21 days
– knit to form fabric 7 days
– store work in progress as grey stock 14 days
– dye standard color and finish fabric 7 days
– store fabrics as finished goods 10 days
Sell fabric and move to manufacturing 7 days
At manufacturing:
– store fabric 13 days
– cut to form components 6 days
– store components 9 days
– sew components to form garments 8 days
– store garments as finished goods 20 days

• Vẽ chuỗi cung ứng của Jahan Brothers

• Liệt kê các hoạt động của chuỗi, tính số ngày cho từng hoạt động
• Xác định phương thức vận tải nguyên vật liệu và phân phối của chuỗi
Case study:
Gateway and Apple: Two Different Journeys into Retailing

Gateway was founded in 1985 as a direct sales manufacturer of PCs with no retail
footprint. In 1996, Gateway was one of the first PC manufacturers to start selling PCs
online. After many years of selling its PCs without a retail infrastructure, Gateway
introduced an aggressive strategy of opening Gateway retail stores throughout the United
States in the late 1990s. Its stores carried no finished-goods inventory and were primarily
focused on helping customers select the right configuration to purchase. All PCs were
manufactured to order and shipped to the customer from one of the assembly plants.
Initially, investors rewarded Gateway for this strategy and raised the stock price to more
than $80 per share in late 1999. However, this success did not last. By November 2002,
Gateway shares had dropped to less than $4, and Gateway was losing a significant
amount of money. By April 2004, Gateway had closed all its retail outlets and reduced the
number of configurations offered to customers. In August 2007, Gateway was purchased
by Taiwan’s Acer for a price of $710 million. By 2010, Gateway computers were sold
through more than 20 different retail outlets including Best Buy and Costco. As you can
imagine, this was quite a transition for the company to experience. In contrast, Apple has
enjoyed tremendous success since it opened its first retail store in 2001.
By 2010, Apple had more than 300 stores worldwide, and retail sales represented
about 15 percent of the company’s total net sales. Unlike Gateway, Apple has
always carried product inventory at its stores. Given its product designs, Apple has
relatively little variety that it carries in its stores. Each of its stores has a relatively
high level of sales with its Regent Street store in London reaching sales of 2,000
pounds per square foot in 2009. In the 2010 annual report, Apple listed retail
sales totaling almost $10 billion, a growth of 47 percent relative to the previous
year. The following questions highlight supply chain decisions that have a bearing
on the difference between Apple’s and Gateway’s performance:
1. Why did Gateway choose not to carry any finished-product inventory at its retail stores?
Why did Apple choose to carry inventory at its stores?
2. Should a firm with an investment in retail stores carry any finished-goods inventory? What
are the characteristics of products that are most suitable to be carried in finished-goods
inventory? What characterizes products that are best manufactured to order?
3. How does product variety affect the level of inventory a retail store must carry?
4. Is a direct selling supply chain without retail stores always less expensive than a supply
chain with retail stores?
5. What factors explain the success of Apple retail and the failure of Gateway country stores?
Zara: Apparel Manufacturing and Retail

Zara is a chain of fashion stores owned by Inditex, Spain’s largest apparel manufacturer and
retailer. In 2009, Inditex reported sales of about 11 billion euros from more than 4,700 retail outlets
in about 76 countries. In an industry in which customer demand is fickle, Zara has grown rapidly
with a strategy to be highly responsive to changing trends with affordable prices. Whereas design-
to-sales cycle times in the apparel industry have traditionally averaged more than six months,
Zara has achieved cycle times of four to six weeks. This speed allows Zara to introduce new
designs every week and to change 75 percent of its merchandise display every three to four
weeks. Thus, Zara’s products on display match customer preferences much more closely than the
competition. The result is that Zara sells most of its products at full price and has about half the
markdowns in its stores compared to the competition. Zara manufactures its apparel using a
combination of flexible and quick sources in Europe (mostly Portugal and Spain) and low-cost
sources in Asia. This contrasts with most apparel manufacturers, who have moved most of their
manufacturing to Asia. About 40 percent of the manufacturing capacity is owned by Inditex, with
the rest outsourced. Products with highly uncertain demand are sourced out of Europe, whereas
products that are more predictable are sourced from its Asian locations. More than 40 percent of
its finished-goods purchases and most of its in-house production occur after the sales season
starts. This compares with less than 20 percent production after the start of a sales season for a
typical retailer.
This responsiveness and the postponement of decisions until after trends are known allow Zara to reduce
inventories and forecast error. Zara has also invested heavily in information technology to ensure that the
latest sales data are available to drive replenishment and production decisions. In 2009, Inditex
distributed to stores all over the world from eight distribution centers located in Spain. The group claimed
an average delivery time of 24 hours for European stores and up to a maximum of 48 hours for stores in
America or Asia from the time the order was received in the distribution center (DC) to the time it was
delivered to the stores. Shipments from the DCs to stores were made several times a week. This allowed
store inventory to closely match customer demand. The following questions raise supply chain issues that
are central to Zara’s strategy and success:

1. What advantage does Zara gain against the competition by having a very responsive supply
chain?
2. Why has Inditex chosen to have both in-house manufacturing and outsourced manufacturing?
Why has Inditex maintained manufacturing capacity in Europe even though manufacturing in
Asia is much cheaper?
3. Why does Zara source products with uncertain demand from local manufacturers and
products with predictable demand from Asian manufacturers?
4. What advantage does Zara gain from replenishing its stores multiple times a week compared
to a less frequent schedule? How does the frequency of replenishment affect the design of its
distribution system?
5. Do you think Zara’s responsive replenishment infrastructure is better suited for online
sales or retail sales?
Amazon: Online Sales

Amazon sells books, music, and many other items over the Internet and is one of the pioneers of
online consumer sales. Amazon, based in Seattle, Washington, started by filling all orders using
books purchased from a distributor in response to customer orders. As it grew, the company added
warehouses, allowing it to react more quickly to customer orders. In 2009, Amazon had about 20
warehouses in the United States and another 30 in the rest of the world. It uses the U.S. Postal
Service and other package carriers such as UPS and FedEx to send products to customers.
Outbound shipping-related costs at Amazon in 2009 were almost $2 billion. With the Kindle, Amazon has
worked hard to increase sales of digital books. As of 2009, Amazon offered more than 460,000 books in digital
form. The company has also added a significant amount of audio and video content for sale in digital form.
Amazon has continued to expand the set of products that it sells online. Besides books and
music, Amazon has added many product categories such as toys, apparel, electronics, jewelry, and shoes. In
2009, one of its largest acquisitions was Zappos, a leader in online shoe sales. This
acquisition added a lot of product variety. According to the Amazon annual report, this required
creating 121,000 product descriptions and uploading more than 2.2 million images to the Web
site! In 2010, another interesting acquisition by Amazon was diapers.com. Unlike Zappos, this acquisition
added little variety but considerable shipping volumes.
Several questions arise concerning how Amazon is structured and the product categories it
continues to add:

1. Why is Amazon building more warehouses as it grows? How many warehouses should it
have and where should they be located?

2. What advantages does selling books via the Internet provide over a traditional bookstore?
Are there any disadvantages to selling via the Internet?

3. Should Amazon stock every product it sells?

4. What advantage can bricks-and-mortar players derive from setting up an online channel?
How should they use the two channels to gain maximum advantage?

5. What advantages/disadvantages does the online channel enjoy in the sale of shoes
/diapers relative to a retail store?

6. For what products does the online channel offer the greater advantage relative to retail
stores? What characterizes these products?
1.6. CẤU TRÚC CHUỖI CUNG ỨNG

Nguồn hình ảnh: researchgate.net

1.6. CẤU TRÚC CHUỖI CUNG ỨNG
1.6. CẤU TRÚC CHUỖI CUNG ỨNG
 1.7. CHUỖI CUNG ỨNG VÀ CHIẾN LƯỢC KINH DOANH

Các bước thực hiện

There are three steps to use in aligning your supply chain with
your business strategy. The first step is to understand the markets that
your company serves. The second step is to define the strengths or
core competencies of your company and the role the company can
or could play in serving its markets. The last step is to develop the
needed supply chain capabilities to support the roles your company
has chosen.
 1.7. CHUỖI CUNG ỨNG VÀ CHIẾN LƯỢC KINH DOANH

Step 1: Understand the Markets Your Company Serves

The quantity of the product needed in each lot
The response time that customers are willing to tolerate
The variety of products needed
The service level required
The price of the product
The desired rate of innovation in the product

Step 2: Define Core Competencies of Your Company

The next step is to define the role that your company plays or wants to play in these
supply chains. What kind of supply chain participant is your company? Is your
company a producer, a distributor, a retailer, or a service provider? What does your
company do to enable the supply chains that it is part of? What are the core
competencies of your company? How does your company make money? The
answers to these questions tell you what roles in a supply chain will be the best fit
for your company.
 1.7. CHUỖI CUNG ỨNG VÀ CHIẾN LƯỢC KINH DOANH

Step 3: Develop Needed Supply Chain Capabilities

This development is guided by the decisions made about the five supply chain drivers. Each
of these drivers can be developed and managed to emphasize responsiveness or efficiency
depending on the business requirements.
A company’s supply chain achieve the balance between responsiveness and efficiency
that best supports the company’s competitive strategy.
 1.7. CHUỖI CUNG ỨNG VÀ CHIẾN LƯỢC KINH DOANH
Step 3: Develop Needed Supply Chain Capabilities

Drivers Responsiveness Efficiency

1. Production Excess capacity Little excess capacity
Flexile manufacturing Narrow focus
Few central plants
2. Inventory High inventory levels Low inventory levels
Wide range of items Fewer items
3. Location Many locations close to Few central locations serve
customers wide areas
4. Transportation Frequent shipments Shipments few, large
Fast and flexible mode Slow, cheaper modes
5. Information Collect and share timely, Cost of information drops
accurate data while other costs rise

Supply chain capabilities of responsiveness and efficiency come from decisions made about
the five supply chain drivers.
 1.7. CHUỖI CUNG ỨNG VÀ CHIẾN LƯỢC KINH DOANH

Các thách thức

• Increasing Product Variety and Shrinking Life Cycles

• Globalization and Increasing Uncertainty
• Fragmentation of Supply Chain Ownership
• Changing Technology and Business Environment
• The Environment and Sustainability