Supply Chain Management

© Prof. Dr.-Ing. K. Thaler Stuttgart Media University

Supply Chain Management

Prof. Dr.-Ing. K. Thaler Stuttgart Media University (HdM)


Opimizes and designs Key Business Processes to achieve an overall performance increase

Customers, Suppliers and other Partners are fully integrated into the whole Supply Chain Based on a company-centred view, Seamless Overall Processes are going to be introduced and implemented

Internal and external borders can be overcome by designing synchronized business processes to optimize Information, Material and Financial Flows.

Supply Chain Management





Qua

ntity

Time

Source: Tom McGuffog, Electronic Commerce and Value Chain Management, 1998

Demand

Distribution Centre to local Distributor Orders of

Retailer

Production Plan

Sales Forcast of Producer

Example: Demand-Supply Effects (Bull-Whip)




Example: Automotive Supply Chain

Make to stock

Material flow

AutomotiveProducer (OEM)

SupplierJIT-Supply

IndustryPark

LogisticPartner

Direct to OEM

DealerNetwork

Customer

about 50% purchased

about 2-3 h

ModuleSupplier

SystemSupplier

Supplier

Supplier

Supplier

LogisticPartner










0% 10% 20% 30% 40% 50% 60% 70% 80% 90%

Product development

Production planning(customer)

Procurement

Recycling

Order aquisition

Production planning(plants)

Distribution to customer

expectedpossibleunlikelyno opinion

Which Key Processes are seen as SCM-relevant?



On the markets the best Supply Chains will compete, not any more single companies.

Thank You.

Prof. Dr.-Ing. K. Thaler Stuttgart Media University (HdM) www.hdm‐stu*gart.de/scm