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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