Upload
niteshapt
View
94
Download
4
Tags:
Embed Size (px)
DESCRIPTION
Push Pull Boundary Supply chain for different Industry
Citation preview
1-2
Competitive and Supply
Chain Strategies Competitive strategy: defines the set of customer
needs a firm seeks to satisfy through its products and
services
Product development strategy
Marketing and sales strategy
Supply chain strategy:
1-3
The Value Chain: Linking Supply Chain and
Business Strategy
New
Product
Development
Marketing
and
Sales
Operations Distribution Service
Finance, Accounting, Information Technology, Human Resources
Business Strategy
New Product
Strategy Marketing
Strategy Supply Chain Strategy
1-4
Achieving Strategic Fit
Strategic fit:
Consistency between customer priorities of
competitive strategy and supply chain
capabilities specified by the supply chain
strategy
Competitive and supply chain strategies have
the same goals
Example of strategic fit -- Dell
1-5
How is Strategic Fit Achieved?
Step 1: Understanding the customer and
supply chain uncertainty
Step 2: Understanding the supply chain
Step 3: Achieving strategic fit
1-6
Achieving Strategic Fit
Understanding the Customer
Lot size
Response time
Service level
Product variety
Price
Innovation
Implied
Demand
Uncertainty
1-7
Impact of Customer Needs on Implied
Demand Uncertainty Customer Need Causes implied demand
uncertainty to increase because …
Range of quantity increases Wider range of quantity implies
greater variance in demand
Lead time decreases Less time to react to orders
Variety of products required
increases
Demand per product becomes more
disaggregated
Number of channels increases Total customer demand is now
disaggregated over more channels
Rate of innovation increases New products tend to have more
uncertain demand
Required service level
increases
Firm now has to handle unusual
surges in demand
1-8
Levels of Implied Demand
Uncertainty
Low High
Price Responsiveness
Customer Need
Implied Demand Uncertainty
Detergent
Long lead time steel
Purely functional products
High Fashion
Palm top computer
Entirely new products
1-9
Correlation Between Implied Demand
Uncertainty and Other Attributes
Attribute Low Implied
Uncertainty
High Implied
Uncertainty
Product margin Low High
Avg. forecast error 10% 40%-100%
Avg. stockout rate 1%-2% 10%-40%
Avg. forced season-
end markdown
0% 10%-25%
1-10
Step 2: Understanding the
Supply Chain How does the firm best meet demand?
Supply chain responsiveness -- ability to
respond to wide ranges of quantities
demanded
meet short lead times
handle a large variety of products
build highly innovative products
meet a very high service level
Handle supply uncertainty
1-11
Understanding the Supply Chain: Cost-
Responsiveness Efficient Frontier
High Low
Low
High
Responsiveness
Cost
1-12
Step 3: Achieving Strategic Fit
Step is to ensure that what the supply
chain does well is consistent with target
customer’s needs
Examples: Dell, Barilla
1-13
Responsiveness Spectrum
Integrated
steel mill
Dell
Highly
efficient
Highly
responsive
Somewhat
efficient
Somewhat
responsive
Hanes
apparel
Most
automotive
production
1-14
Step 3: Achieving Strategic Fit
All functions in the value chain must support
the competitive strategy
Two extremes: Efficient supply chains (Salt)
and responsive supply chains (Dell)
There is no right supply chain strategy
independent of competitive strategy
1-15
Achieving Strategic Fit Shown on the
Uncertainty/Responsiveness Map
Implied
uncertainty
spectrum
Responsive
supply chain
Efficient
supply chain
Certain
demand
Uncertain
demand
Responsiven
ess spectrum
1-16
Comparison of Efficient and Responsive
Supply Chains Efficient Responsive
Primary goal Lowest cost Quick response
Product design
strategy
Min product cost Modularity to allow
postponement
Pricing strategy Lower margins Higher margins
Mfg strategy High utilization Capacity flexibility
Inventory strategy Minimize inventory Buffer inventory
Lead time strategy Reduce but not at expense
of greater cost
Aggressively reduce even
if costs are significant
Supplier selection
strategy
Cost and low quality Speed, flexibility, quality
Transportation
strategy
Greater reliance on low
cost modes
Greater reliance on
responsive (fast) modes
1-17
Other Issues Affecting Strategic
Fit Multiple products and customer segments
Product life cycle
Competitive changes over time
1-18
Multiple Products and
Customer Segments Firms sell different products to different
customer segments (with different implied
demand uncertainty)
The supply chain has to be able to
balance efficiency and responsiveness
Two approaches:
Different supply chains
Tailor supply chain to best meet the needs of
each product’s demand
1-19
Product’s Life Cycle
Introduction Growth Maturity Decline
Time
Sales
• Best period to increase market share
•R&D engineering critical
•Practical to
change price
or quality
image
•Strengthen
niche
•Poor time to
change image,
price or quality
•Competitive costs
become critical
•Defend market
position
•Cost control
critical
1-20
SC Strategy during Product Life cycle
The demand characteristics of a product
change as a product goes through its life
cycle
Early: uncertain demand, high margins
(time is important), product availability is
most important, cost is secondary
Late: predictable demand, lower margins,
price is important
Examples: pharmaceutical firms, Intel
1-21
Changes in Supply Chain strategy over a
Product life cycle
Implied
uncertainty
spectrum
Responsive
supply chain
Efficient
supply chain
Product
Maturity
Product
introduction
Responsiven
ess spectrum
1-22
Competitive Changes Over
Time Competitive pressures can change over time
Increased emphasis on variety at a reasonable
price
The Internet makes it easier to offer a wide
variety of products
The supply chain strategy must change for
strategic fit.
1-23
Expanding Strategic Scope
Scope of strategic fit
The functions and stages within a supply chain that devise
an integrated stategy with a shared objective
Five categories:
Intracompany intraoperation scope
Intracompany intrafunctional scope
Intracompany interfunctional scope
Intercompany interfunctional scope
Flexible interfunctional scope
1-24
Strategic Scope
Suppliers Manufacturer Distributor Retailer Customer
Competitiv
e Strategy
Product Dev.
Strategy
Supply Chain
Strategy
Marketing
Strategy
1-25
Strategic Scope:
Intracompany Intraoperation Scope
Suppliers Manufacturer Distributor Retailer Customer
Competitiv
e Strategy
Product Dev.
Strategy
Supply Chain
Strategy
Marketing
Strategy
1-26
Strategic Scope:
Intracompany Intrafunctional
Scope Suppliers Manufacturer Distributor Retailer Customer
Competitiv
e Strategy
Product Dev.
Strategy
Supply Chain
Strategy
Marketing
Strategy
1-27
Strategic Scope:
Intracompany Interfunctional
Scope Suppliers Manufacturer Distributor Retailer Customer
Competitiv
e Strategy
Product Dev.
Strategy
Supply Chain
Strategy
Marketing
Strategy
1-28
Intercompany
Interfunctional Scope
All stages coordinate strategy across all
functions
Each company must evaluate its actions in
the context of the entire supply chain
Increasing supply chain surplus or profit
1-29
Strategic Scope:
Intercompany Interfunctional
Scope Suppliers Manufacturer Distributor Retailer Customer
Competitiv
e Strategy
Product Dev.
Strategy
Supply Chain
Strategy
Marketing
Strategy
1-30
Flexible Intercompany
Interfunctional Scope
Ability to achieve strategic fit when partnering with
stages that change over time in the supply chain
Customer needs and members of the supply
chain change over time
A firm may have to partner with many different
firms over time
1-31
Drivers of Supply Chain
Performance Facilities
places where inventory is stored, assembled, or fabricated
production sites and storage sites
Inventory raw materials, WIP, finished goods within a supply chain
inventory policies
Transportation moving inventory from point to point in a supply chain
combinations of transportation modes and routes
Information data and analysis regarding inventory, transportation, facilities
throughout the supply chain
potentially the biggest driver of supply chain performance
1-32
A Framework for
Structuring Drivers
Efficiency Responsiveness
Facilities Transportation Inventory Information
Supply chain structure
Drivers
1-33
Obstacles to Achieving
Strategic Fit Increasing variety of products
Decreasing product life cycles
Increasingly demanding customers
Fragmentation of supply chain ownership
Globalization
Difficulty executing new strategies
1-34
Major Obstacles to Achieving Fit
Multiple owners / incentives in a supply
chain
Increasing product variety / shrinking life
cycles / customer fragmentation
Increasing implied uncertainty
Local optimization and lack of global fit
1-35
Definitions of Some SCM Practices
Outsourcing- It is the act of moving some of a firms internal activities and decision responsibility to outside providers (Sink and Langley, 1997). Firm can focus on its core competencies.
Design for Logistic- It involves consideration of material procurement and distribution costs during product design phase.
VMI- Supplier decides on the appropriate inventory levels of each of the products and appropriate inventory policies to maintain the level.
Ex- P&G- Wal-Mart
35
1-36
Mass customization- Ability of company to deliver highly customized products and services to different customers around the world . Key for it is postponing the task of differentiating a product for a specific customer until the latest possible point in the supply network.-Asian Paints
3PL- It is use of an outside company to perform all or part of firm’s materials management and product distribution functions.
Cross-Docking-Warehouses function as inventory coordination points rather than storage points.-Wal-Mart delivers about 80% of its goods utilizing cross docking technique.
SCM Practices
36
1-37
SCM Practices
CPFR- Focuses on information sharing among supply chain trading partners for purpose of planning, forecasting, and inventory replenishment. Ex-Wal-Mart and Proctor & Gamble
Electronic data interchange (EDI)-is the direct, computer to computer transmission of interorganisational transactions, including purchase orders, shipping notices, debit or credit memos, and more. Ex-Wal-Mart has a satellite network for electronic data interchange that allows vendors to directly access point of sales data in real time enabling them to better forecasting and inventory management.
37
1-38
SCM Practices Quick Response- Suppliers receive point of sales
(POS) data from retailers and use this information
to synchronize their production and inventory
activities with actual sales at the retailer.
Risk pooling- Demand across different locations
is aggregated. It reduces demand variability.
Strategic Partnership- Two or more business
organizations that have complementary products
or services join so that each may realize a strategic
benefit.
38
1-39
Type of industry
• Chemicals • Food
Length of product life
cycle
Level of customization
Type of product • Functional • Innovative
Supply Chain Strategy
Selection of SCM practices
Supply chain capabilities and Resources
• Logistics •Supplier relations •Process capability •Customer service •Information sharing •Organizational structure •E-business readiness
Review of Supply chain
Performance
Model for Selection of SCM Practices
3
9