Repetition SOL 2. semester. Emerging Practices in SCM Logistics and Supply Chain Chapter 16

RepetitionSOL 2. semester

Emerging Practices in SCM

Logistics and Supply ChainChapter 16

3. Supply Chain Collaboration Conceptspage 3721. Customer Managed Ordering – CMO2. Vendor Managed Inventory – VMI3. Quick Respons4. Efficient Consumer Response – ECR5. Collaborative Planning Forecasting and

Replenisment – CPFR1+2: more optimal allocation of

administrative work etc.3+4+5: Strive to co-ordinate flows

Figure 16.4

A common inter-organisational process for cross-company material flows

Purcha-sing

Inventorycontrol

Finance Transport

Forwarding

Store Orderentry

Pick

Pack

Invoicing

Accountsreceivable

Procurementprocess Order-to-delivery

process

Transport

Forwarding

Store Orderentry

Pick

Pack

Finance

Invoicing

Accountsreceivable

Purcha-sing

Inventorycontrol

Finance

Invoicing

Accountsreceivable

Transport

Forwarding

Supplier Customer

Figure 16.5

Supplier Customer

Figure 16.6

Supplier Customer

Figure 16.10

Supplier Manufacturer Distributor Retailer

Endconsumer

Supplier Manufacturer Distributor Retailer

Endconsumer

b) Vertical integration – Degree to which a firm directly controls multiple links in the supply chain

a) Lateral integration – Coordinated management of separately owned links in the supply chain

Based on APICS (2005)

New ways of designing PUSH/PULL

PUSH PULL

Physical Efficient SC Market-Responsive SC

Both Chains require short leadtimes but differ with respect to•Costs and•Adaptability

Physical Efficient SC (Lean SC) focus on:•High utilisation of capacity in production•Reducing stocks

Market-Responsive SC (Agile SC) focus on:•Where it is best to have storage and extra production capacity•How to satisfy the unpredictable demand at the lowest possible cost

Figure 16.12

Delivery timeLead-time gap

Material supply Production Delivery

Total lead-time

Customer orderde-coupling point

Delivery timeLead-time gap

Material supply Production Delivery

Total lead-time

Customer orderde-coupling point

Physical efficientSupply chain

ResponsiveSupply chain

Chapter 11

Marketing Channels and Supply Chain Management

Conventional Distribution Channel Vs. a Vertical Marketing System (Fig. 11-3)

Corporate VMSCommon Ownership at Different Levels of the Channel i.e. Sears

Contractual VMSContractual Agreements Among

Channel Members i.e Western Auto

Administered VMSLeadership is Assumed by One or

a Few Dominant Members i.e. Kraft

Degree of Direct Control

Types of Vertical Marketing Systems

ContractualVMS

ContractualVMS

RetailerCooperatives

RetailerCooperatives

FranchiseOrganizations

FranchiseOrganizations

Wholesaler SponsoredVoluntary Chain

Wholesaler SponsoredVoluntary Chain

Service-Firm-Sponsored RetailerFranchise System

Service-Firm-Sponsored RetailerFranchise System

Manufacturer-Sponsored Wholesaler

Franchise System

Manufacturer-Sponsored Wholesaler

Franchise System

Manufacturer-Sponsored RetailerFranchise System

Manufacturer-Sponsored RetailerFranchise System

CorporateVMS

CorporateVMS

AdministeredVMS

AdministeredVMS

Types of Vertical Marketing Systems

Vertical Marketing Systems (VMS)

Vertical Marketing Systems (VMS)

Analyzing Consumer Service Needs

Setting Channel Objectives & Constraints

Responsibilities ofIntermediaries

Number ofIntermediaries

Types ofIntermediaries

Identifying Major Alternatives

Evaluating the Major Alternatives

Designing International Distribution Channels

Channel Design Decisions

Chapter 6:Formulating

Strategy

PowerPoint byHettie A. Richardson

Louisiana State University

Strategic Formulation Process

Strategic Decision-Making Models

Strategic Choice

Chapter 7:Global Alliances

and Strategy Implementation

PowerPoint byHettie A. Richardson

Louisiana State University

Strategic Alliances

Partnerships between two or more firms that combine financial, managerial, and technological resources and their distinctive competitive advantages to pursue mutual goals

Also referred to as cooperative strategies

Categories of Alliances

Joint Ventures PSA Peugeot-Citroen Group and Toyota

Equity strategic alliances TCL-Thompson Electronics

Non-equity strategic alliances UPS and Nike

Global strategic alliances Covisint

Knowledge Management in IJVs

Chapter 8:Organization Structure and

Control Systems

PowerPoint byHettie A. Richardson

Louisiana State University

Emergent Structural Forms

Emergent Structural Forms

Choice of Organizational Form

Choice of Organizational Form

Multidomestic Strategy

International Strategy

Globalization Strategy

Transnational Strategy

Exhibit 8-7

Locus of Decision Making

Differentiering og integration

To centrale strukturparametre

1. Modernismens strukturtænkning

DifferentieringDele hovedopgaven op i underopgaver

IntegreringKoordinere udførelsen af disse underopgaver, så de tilsammen løser hovedopgaven

Differentiering sker i funktionerne, og jo større differentiering, jo større

integrationspres

Typisk en ledelsesfunktion

”After the task has been divided into specialist subtasks, the problem is to integrate the subtasks around the completion of the global task. This is the problem of organization design.”

Jay Galbraith (1974), Organization Design – An Information Processing View

Differentiering

Integrering

Formaliseringens cirkelbevægelse

Problemet er at finde den rette balance hvis ikkeorganisation skal drukne i

kompleksitet

Chapter 10: Developing a

Global Management

Cadre

PowerPoint byHettie A. Richardson

Louisiana State University

The Expatriate Transition Process

Entry transition (initial confrontation)

Adjustment (adaptation)

Exit transition (anticipatory socialization)

Entry transition (initial confrontation)

Adjustment (adaptation)

Exit transition (anticipatory socialization)

Entry transition (initial confrontation)

Adjustment (adaptation)

Exit transition (anticipatory socialization)

Home country

Home country or

New Host country

Host country

Preparation

Adaption

Repatriation

Global Teams in the Global Enterprise

Figures in Logistics Chapter 7

Figure 7.3

PC Customer

CODP

Make-to-stock(forecasted)

Make-to-order

Figure 7.4

Make to stock

Make to plan

Engineer to order Make to order

Assembly to order

Figure 7.5

Raw materialsand purchasedcomponents

Productvariants

Product variantswith accessories

Raw materialsand purchasedcomponents

Figure 7.6

Possibleproductvariants

Module variants

Product variantsbased on modules

Raw materialsand purchasedcomponents

Raw materialsand purchasedcomponents

Figure 7.7

Salesvolume

Time

Introduction phaseGrowth phase

Maturity/saturation phase Decline phase

Figures in Logistics Chapter 8

Figure 8.5

Product company Product company

Systemsupplier

Systemsupplier

Systemsupplier

System supplier strategy Component supplier strategy

Component suppliers Component suppliers

Figure 8.6

Traditional supply to stock (1)

Direct delivery to production (2)

Delivery through logistics centre (3)

Vendor managed inventory (4)

Direct delivery to customer’s customer (6)

In plant store (5)

Supplier Customer

Figure 8.8

Conventional suppliers

Associated suppliers

Partnershipsuppliers

Figur 8.9

Leverage items

Coordinate processes

Non-critical items

Efficient routines

Bottleneck items

Secure delivery

Strategic items

Long-term cooperation

Availability on the marketHigh Low

Sig

nific

ance

for

the

com

pan

yLo

wH

igh

Figure 8.10

Just-in-time orientedprocurement

Order by order procurementwith simplified routines.

Order by order procurementwith complicated routines.

Order by order procurementwith simplified routines.

Repetitively used suppliers

Degree of customer order specificityStandard Order specific

Pro

cure

men

tfr

equ

ency

One

-off

Hig

h

Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall.10-47Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall.

Supervising, Managing,

and Leading SalespeopleIndividually

and in TeamsChapter 10

SupervisingLeading

Managing

Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall.10-49

A New School of Managerial Thought?Transactional leadership: two-factor

approach that focused on an exchange between leaders and followers (late 20th century)

Transformational leadership: focuses on needs and motives of employees, tries to help them reach their fullest potential Emotional intelligence: ability to understand and

manage emotions of other people; includes self-awareness, self-regulation, motivation, empathy, social skills

Transactional leaders –

motivate their followers in the direction of established goals by clarifying role and task requirements

Transformational leaders –

inspire followers to transcend their own self-interests for the good of the organization

Transactional vs. Transformational Leader

Full Range of Leadership Model

The Balanced Scorecard

Four Perspecyives

Kaplan & AtkinsonChapter 8

Translating Vision and Strategy:Four Perspectives

Financial

Internal Business ProcessCustomer

Learning and Growth

Vision and

Strategy

Customer ServiceChapter 4

Logistics andSupply Chain Management

Figure 4.3

Customer service

Pre-orderservice

Service from orderto delivery

Service during delivery Post-delivery service

Figure 4.4

Delivery service Information exchange Logistics services

Customer service

Figure 4.7

Revenue

Customer service

CostCost and revenue

MaximumProfit contribution

Figur 4.10

A B C

A

B

C

Customers

Pro

du

cts

Innovation og forandringsprocess

er

Organisation kapitel 124. udgave, Trojka, 2007