Supply Chain Management

Understanding the Supply Chain


Traditional View: Logistics in the Economy (1990, 1996) 
Freight Transportation Inventory Expense Administrative Expense Logistics Related Activity $352, $455 Billion $221, $311 Billion $27, $31 Billion 11%, 10.5% of GNP

Source: Cass Logistics


Traditional View: Logistics in the Manufacturing Firm 
Profit Logistics Cost Marketing Cost Manufacturing Cost 4% 21% 27% 48%
Manufacturing Cost Profit Logistics Cost Marketing Cost


Supply Chain Management: The Magnitude in the Traditional View 
Estimated that the grocery industry could save $30 billion (10% of operating cost) by using effective logistics and supply chain strategies
± A typical box of cereal spends 104 days from factory to sale ± A typical car spends 15 days from factory to dealership 

Laura Ashley turns its inventory 10 times a year, five times faster than 3 years ago


Supply Chain Management: The True Magnitude 
Compaq estimates it lost $.5 billion to $1 billion in sales in 1995 because laptops were not available when and where needed When the 1 gig processor was introduced by AMD, the price of the 800 mb processor dropped by 30% P&G estimates it saved retail customers $65 million by collaboration resulting in a better match of supply and demand


Outline What is a Supply Chain? Decision Phases in a Supply Chain Process View of a Supply Chain The Importance of Supply Chain Flows Examples of Supply Chains 1-6 .

What is a Supply Chain? Introduction The objective of a supply chain 1-7 .

transporters. directly or indirectly.What is a Supply Chain? All stages involved. the supply chain includes all functions involved in fulfilling a customer request (product development. operations. in fulfilling a customer request Includes manufacturers. and customers Within each company. marketing. retailers. customer service) Detergent supply chain (Wal-Mart). suppliers. distribution. Dell 1-8 . finance. warehouses.

What is a Supply Chain? Customer is an integral part of the supply chain Includes movement of products from suppliers to manufacturers to distributors. no retailer or distributor for Dell) 1-9 . but also includes movement of information. funds.g. and products in both directions Probably more accurate to use the term ³supply network´ or ³supply web´ Typical supply chain stages: customers. All stages may not be present in all supply chains (e. suppliers. manufacturers.. distributors. retailers.

Oil Company) Paper Manufacturer Timber Industry 1-10 .What is a Supply Chain? P&G or other manufacturer Jewel or third party DC Jewel Supermarket Customer wants detergent and goes to Jewel Plastic Producer Tenneco Packaging Chemical manufacturer (e. Oil Company) Chemical manufacturer (e.g.g.

Your computer may not have enough memory to open the image. Cash Products and Services Information THAILAND INDIA N-Tier Suppliers Suppliers MEXICO Logistics TEXAS Distributors US Retailers The image cannot be displayed. information. and finances in supply chains. and execute the activities at the different stages so as to provide the desired levels of service to supply chain customers profitably 1-11 . Restart your co The image cannot be displayed. plan. Restart your computer. Supply Side OEM Demand Side Demand Supply  The task of SCM is to design. or the image may have been corrupted. or the image may have been corrupted. Your computer may not have enough memory to open the image.SCM in a Supply Network  Supply Chain Management (SCM) is concerned with the management and control of the flows of material.

Flows in a Supply Chain Information Product Customer Funds 1-12 .

The Objective of a Supply Chain Maximize overall value created Supply chain value: difference between what the final product is worth to the customer and the effort the supply chain expends in filling the customer¶s request Value is correlated to supply chain profitability (difference between revenue generated from the customer and the overall cost across the supply chain) 1-13 .

storage. components.) Difference between $2000 and the sum of all of these costs is the supply chain profit Supply chain profitability is total profit to be shared across all stages of the supply chain Supply chain success should be measured by total supply chain profitability.The Objective of a Supply Chain Example: Dell receives $2000 from a customer for a computer (revenue) Supply chain incurs costs (information. etc. not profits at an individual stage 1-14 . assembly. transportation.

or funds between stages of the supply chain Supply chain management is the management of flows between and among supply chain stages to maximize total supply chain profitability 1-15 .The Objective of a Supply Chain Sources of supply chain revenue: the customer Sources of supply chain cost: flows of information. products.

This is how SCM contributes to the bottom line SCM is not strictly a cost reduction paradigm! 1-16 . etc.SCM Generated Value Minimizing supply chain costs while keeping a reasonable service level customer satisfaction/quality/on time delivery.

A supply chain consists of Supplier Manufacturer The image cannot be displayed. If the red x still appears. and then open the file again. Distributor Retailer Customer Upstream Downstream . you may have to delete the image and then insert it again.A picture is better than 1000 words! . profitably for products and services SUPPLY SIDE DEMAND SIDE . or the image may have been corrupted. Your computer may not have enough memory to open the image. Restart your computer.achieves The right Product + + + + + The right The right The right The right The right Price Store Quantity Customer Time = Higher Profits 1-17 .aims to Match Supply and Demand.

Decision Phases of a Supply Chain Supply chain strategy or design Supply chain planning Supply chain operation 1-18 .

Supply Chain Strategy or Design Decisions about the structure of the supply chain and what processes each stage will perform Strategic supply chain decisions ± ± ± ± Locations and capacities of facilities Products to be made or stored at various locations Modes of transportation Information systems Supply chain design must support strategic objectives Supply chain design decisions are long-term and expensive to reverse ± must take into account market uncertainty 1-19 .

Where inventory needs to be for a one week order response time .typical results --> 1 DC --> Customer DC 1-20 .

typical results --> 2 DCs --> Customer DC 1-21 .Where inventory needs to be for a 5 day order response time .

typical results --> 5 DCs --> Customer DC 1-22 .Where inventory needs to be for a 3 day order response time .

Where inventory needs to be for a next day order response time .typical results --> 13 DCs --> Customer DC 1-23 .

typical results --> 26 DCs --> Customer DC 1-24 .Where inventory needs to be for a same day / next day order response time .

Supply Chain Planning Definition of a set of policies that govern short-term operations Fixed by the supply configuration from previous phase Starts with a forecast of demand in the coming year 1-25 .

backup locations Inventory policies Timing and size of market promotions Must consider in planning decisions demand uncertainty. competition over the time horizon 1-26 .Supply Chain Planning Planning decisions: ± ± ± ± ± Which markets will be supplied from which locations Planned buildup of inventories Subcontracting. exchange rates.

Supply Chain Operation Time horizon is weekly or daily Decisions regarding individual customer orders Supply chain configuration is fixed and operating policies are determined Goal is to implement the operating policies as effectively as possible Allocate orders to inventory or production. allocate an order to a particular shipment. generate pick lists at a warehouse. place replenishment orders Much less uncertainty (short time horizon) 1-27 . set delivery schedules. set order due dates.

each performed at the interfaces between two successive supply chain stages Push/pull view: processes in a supply chain are divided into two categories depending on whether they are executed in response to a customer order (pull) or in anticipation of a customer order (push) 1-28 .Process View of a Supply Chain Cycle view: processes in a supply chain are divided into a series of cycles.

demand centers sinks Supply Inventory Purchase Transportation 1-29 Inventory .A Generic Supply Chain Sources: plants vendors ports Regional Warehouses: stocking points Field Warehouses: stocking points Customers.

Cycle View of Supply Chains Customer Customer Order Cycle Retailer Replenishment Cycle Distributor Manufacturing Cycle Manufacturer Procurement Cycle Supplier 1-30 .

1-31 .Cycle View of a Supply Chain Each cycle occurs at the interface between two successive stages Customer order cycle (customer-retailer) Replenishment cycle (retailer-distributor) Manufacturing cycle (distributor-manufacturer) Procurement cycle (manufacturer-supplier) Cycle view clearly defines processes involved and the owners of each process. Specifies the roles and responsibilities of each member and the desired outcome of each process.

Push/Pull View of Supply Chains Procurement. Manufacturing and Replenishment cycles Customer Order Cycle PUSH PROCESSES PULL PROCESSES Customer Order Arrives 1-32 .

Push/Pull View of Supply Chain Processes Supply chain processes fall into one of two categories depending on the timing of their execution relative to customer demand Pull: execution is initiated in response to a customer order (reactive) Push: execution is initiated in anticipation of customer orders (speculative) Push/pull boundary separates push processes from pull processes 1-33 .

Push/Pull View of Supply Chain Processes Useful in considering strategic decisions relating to supply chain design ± more global view of how supply chain processes relate to customer orders Can combine the push/pull and cycle views The relative proportion of push and pull processes can have an impact on supply chain performance 1-34 .

Supply Chain Macro Processes in a Firm Supply chain processes discussed in the two views can be classified into: ± Customer Relationship Management (CRM) ± Internal Supply Chain Management (ISCM) ± Supplier Relationship Management (SRM) Integration among the above three macro processes is critical for effective and successful supply chain management 1-35 .

W.Examples of Supply Chains Gateway Zara McMaster Carr / W. Grainger Toyota Amazon / Borders / Barnes and Noble Webvan / Peapod / Jewel What are some key issues in these supply chains? 1-36 .

Ireland & Malaysia 1-37 .Gateway: A Direct Sales Manufacturer Founded in 1985 Manufacturer of PC¶s No retail footprint. In 1996 started selling online Expanded operations worldwide Manufacturing in Europe & Asia Pacific In 1999 ± 3 plants in USA.

1-38 . 2002. 3 plants closed. started losing money. By 2004. Gateway retail stores throughout USA.Gateway: A Direct Sales Manufacturer 1990. 280 retail stores. closed all its retail outlets & reduced the number of configurations. By 2002. Retail stores ± only to help customers.

which has one facility?  What factors did Gateway consider when deciding which plants to close?  Why does Gateway not carry any finished goods inventory at its retail stores?  Should a firm with an investment in retail stores carry any finished goods inventory?  Is the Dell model of selling directly without any retail stores always less expensive than a supply chain with retail stores?  What are the supply chain implications of Gateway¶s decision to offer fewer configurations? 1-39 .Gateway: A Direct Sales Manufacturer  Why did Gateway have multiple production facilities in the US? What advantages or disadvantages does this strategy offer relative to Dell.

Merchandise changed every 3-4 weeks.200 retail outlests in 56 countries. Half the markdown compared to competition. 2. Spain¶s largest apparel manufacturer In 2004.Zara: Apparel manufacturing and retail Chain of fashion stores Owned by Inditex. Sources in Europe (Portugal & Spain) and Asia 40% manufacturing owned by Inditex. Design to sales cylce 5-6 weeks. . More than 40% FG purchases & production starts after 1-40 the start of sales season.

Later started another DC in Spain. Few satellite DC¶s in Latin America. 1-41 . centralized European & Global distribution through single DC in Spain.Zara: Apparel manufacturing and retail Till 2002. Shipments twice a week.

Zara: Apparel manufacturing and retail  What advantage does Zara gain against the competition by it supply chain?  Why has Inditex chosen to have both in-house and outsourced manufacturing? Why has Inditex maintained manufacturing capacity in Europe?  Why does Zara source products with uncertain demand from local manufacturers?  Why is Zara building a new DC as its sales grow? Is it better of have a DC near the existing one?  How does the frequency of replenishment affect the design of its distribution system?  What information infrastructure does Zara need in order to operate its production. distribution and retail network effectively? 1-42 .

Several stores Orders are either shipped or customer picks up from stores Several DCs to fill customer orders. Advertise through catalogs & web pages.W.W. Neither of them manufacture any product. Grainger and McMaster Carr Several hundred thousand MRO products Stocks more than 1 lac products. 1-43 .

Grainger and McMaster Carr  How many DCs should there be and where should they be located?  How should product stocking be managed at the DCs? Should all DCs carry all products?  What products should be carried in inventory and what products should be left at the supplier?  What products should Grainger carry at a store?  How should markets be allocated to DCs?  How should replenishment of inventory be managed at various stocking locations?  How should Web orders be handled?  What transportation modes should be used? 1-44 .W.W.

1-45 .Toyota Key issue ± design of global production & distribution network. Factories in every market it serves.

Toyota Where should plants be located. and what capacity should each have? Should plants be able to produce for all markets? How should markets be allocated to plants? What kind of flexibility should be built into the distribution system? How should this flexible investment be valued? What actions may be taken during product design to facilitate this flexibility? 1-46 . what degree of flexibility should each have.

as well as more than 80 21-inch ViewSonic color monitors and at least 115 Herman Miller Aeron chairs (at over $800 each) 1-47 . dozens of Compaq ProLiant computers and several Cisco Systems model 7513 and 7507 routers.  What really went wrong?  Total customer satisfaction model involving a 30 minute window delivery?  Placed a $1 billion order with Bechtel to build its warehouses. bought a fleet of delivery trucks. purchased 30 Sun Microsystems Enterprise 4500 servers.  Large warehouse in several major cities.Webvan: online grocery  Founded in late 1990s by Louis Borders.

Snapple was strong in Northeast & West coast.Quaker Oats & Snapple Gatorade. purchased Snapple ± producer of bottled natural drink such as tea. Synergies between two manufacturing facilities? Customer types? 1-48 . the top selling brand in sports drink. Very strong in South & South-west US. In 1994.

Summary of Learning Objectives What are the cycle and push/pull views of a supply chain? How can supply chain macro processes be classified? What are the three key supply chain decision phases and what is the significance of each? What is the goal of a supply chain and what is the impact of supply chain decisions on the success of the firm? 1-49 .

com  Why is Amazon building more warehouses as it grows? How many warehouses should it have and where should they be located?  What advantages does selling books via the Internet provide? Are there disadvantages?  Why does Amazon stock bestsellers while buying other titles from distributors?  Does an Internet channel provide greater value to a bookseller like Borders or to an Internet-only company like Amazon?  Should traditional booksellers like Borders integrate e-commerce into their current supply?  For what products does the e-commerce channel offer the greatest benefits? What characterizes these products? 1-50 .Amazon.

7-Eleven  What factors influence decisions of opening and closing stores? Location of stores?  Why has 7-Eleven chosen off-site preparation of fresh food?  Why does 7-Eleven discourage direct store delivery from vendors?  Where are distribution centers located and how many stores does each center serve? How are stores assigned to distribution centers?  Why does 7-Eleven combine fresh food shipments by temperature?  What point of sale data does 7-Eleven gather and what information is made available to store managers? How should information systems be structured? 1-51 .

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