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Supply Chain Integration. Outline. external integration Wal-Mart and Procter & Gamble TSMC and ASE vertical integration. 2. Supply Integration. professionally managing suppliers and developing close working relationships with different internal groups internal and external integration - PowerPoint PPT Presentation
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Supply Chain IntegrationSupply Chain Integration
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OutlineOutline
external integration Wal-Mart and Procter & Gamble
TSMC and ASE
vertical integration
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Supply IntegrationSupply Integration
professionally managing suppliers and professionally managing suppliers and developing close working relationships with developing close working relationships with different internal groupsdifferent internal groups
internal and external integrationinternal and external integration internal: cross-functional teamsinternal: cross-functional teams
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Wal-Mart Wal-Mart
Company A: 1891 stores, average revenue US$7.25 mill per store, total revenue ~ US$13.7 billion
Company B: 229 stores, each store earning about half as that of Company A, total revenue ~ US$ 0.83 billion
statistic taken around 1979 23 years later
Company A filed for Chapter 11 Company B became one of the most successful companies in the
world
Company A: K Mart; Company B: Wal-Mart main reason: Wal-Mart has one of the best skills in supply
management
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Vendor-managed InventoryVendor-managed Inventory
A Form of External IntegrationA Form of External Integration
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Vendor-managed InventoryVendor-managed Inventory#1#1
a supplier (a manufacturer or a distributor) monitors a buyer’s inventory and places replenishment orders for the buy quantity, quality, frequency, and timing
popularized by Wal-Mart and Procter & Gamble in the late 1980’s
#1 Material for VMI from: Michael Grean, and Michael J. Shaw (from web) Supply-Chain Integration through Information Sharing: Channel Partnership
between Wal-Mart and Procter & Gamble
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Sam Walton #2#2 and and Wal--Mart
Sam Walton 1945: franchisee of a Ben Franklin variety store in
Newport, Arkansas
1951: Walton’s Five and Dime in Bentonville, Arkansas
1962, July 2: first Wal-Mart store in nearby Rogers trend of discount stores
K Mart by S.S. Kresge (800 variety franchise stores)
Woolco by F.W. Woolworth
Target chain by Dayton Hudson
#2 Some material for Sam Walton from: Sam Walton (1992) Made in America: My Story
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Sam Walton and and Wal--Mart
basic idea of discount store low supply price by economizes of scale
cheap household consumables (e.g., toothpaste, pain killers, soap, shampoo, etc.) to attract customers
other goods at 30% mark up (in comparison to 40% to 45% in variety stores)
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Sam Walton and and Wal--Mart
Wal-Mart in infancy in small towns of country side, cheap rental, simple
decoration cheap price, good promotion, eliminating middleman,
hard bargainer without any system
manual system with no inventory control no categorization of goods no accounting system no fixed suppliers simple price setting mechanism
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Sam Walton and and Wal--Mart
Wal-Mart in development adopting new ideas and technology
computer course for Sam Walton in 1966 by late 80’s, one of the most powerful and data intensive
computer systems in the world
first distribution center around 1967
centralized order to distribution centers in 1968
bar code, cross-stocking, vendor-managed inventory
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Growth of Wal-MartGrowth of Wal-Mart
20111990198019781976197419721970
110K1.4 m91960
Profit (US $)Revenue (US $)# of storesyear
1.2 m31 m3278 m51
15.36 b421.85 b89701 b26 b1528
1.2 b267678 m195340 m125168 m78
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Procter & Gamble (P&G) Procter & Gamble (P&G)
founded 1837 1980: revenue US$10B 2011: revenue US$82.6B; profit US$ 11.80B; 24 brands
with revenue over US$ 1B
2013revenue US$84.17Bprofit US$14.48B
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Relationship Between Relationship Between WalMart & P&G in Mid to Late 80’sWalMart & P&G in Mid to Late 80’s
poor adversarial relationship 12 different product divisions of P&G interacting
independently with Wal-Mart
on day-to-day transactions
fragmented information
1985: dropping the “Vendor of Year” award to P&G by Sam Walton because of repeated redirected calls to CEO of P&G
business between the two companies in 1988: $375 m
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Change of RelationshipChange of Relationship
a new VP, Lou Pritchett , in Sales and Customer Development of P&G
canoe trip with Sam Walton
two-day retreat between P&G and Wal-Mart senior management to change the supplier-retailer relationship
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Mission StatementMission Statement
“The mission of the Wal-Mart/P&G Business team is to achieve the long-term business objectives of both companies by building a total system partnership that leads our respective companies and industries to better serve our mutual customer the consumer.”
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Process and ChangesProcess and Changes
Integration common
performance measure
cost reduction of the cost reduction of the processprocess
data sharing to data sharing to understand understand customers and drive customers and drive salessales
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Process and ChangesProcess and Changes
information systems complementary information
P&G: data from marketing research
Wal-Mart: actual sales data
new information systems of Wal-Mart (1988): track sales of all products in each store
re-engineering of P&G systems: from product- to customer-oriented
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Vendor-managed Inventory Vendor-managed Inventory (Continuous Replenishment Process)(Continuous Replenishment Process)
P&G information systems hold product information on status of products in store,
warehouse, and outstanding orders determine frequency, quantity, and timing of shipping without
explicitly orders placed by Wal-Mart
Goods to Wal-Mart usually within 4 hours of orders staying for less than 24 hours interest earning
later, VMI by major suppliers as requested by Wal-Mart
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BenefitsBenefits
business between the two companiesbusiness between the two companies US$375M in 1988 US$375M in 1988 over US$4B in early 2000’sover US$4B in early 2000’s identifying potential winners from marketing data by P&G and
verifying actual winners and losers by POS from Wal-Mart
simplifying procedure PO, invoices, advanced shipment notifications, financial payment,
handled by EDI
common goals between the two companies understanding and trust reduction of bull-whip effect reduction of bull-whip effect
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Reduction of Bull-Whip Effect
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Information SharingInformation Sharing
A Form of External IntegrationA Form of External Integration
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Steps in IC Fabrication Steps in IC Fabrication
IC design
silicon preparation
wafer fabrication
test and sort
assembly and packaging
final testing
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Information Sharing Between Information Sharing Between TSMC and ASE TSMC and ASE
Taiwan Semiconductor Manufacturing Company (TSMC台積電 ): the first and the largest dedicated semiconductor foundry
Advanced Semiconductor Engineering Inc. (ASE 日月光半導體 ): the world’s largest independent providers of semiconductor packaging and test services
fabless IC designers requiring service of TSMC and ASE for IC production
logical step: seamless information and transaction flows for the same customers and suppliers #4 Material from: Bang-Ning Hwang & Shih-Chi Chang & Hsiao-Cheng Yu and Che-Wei
Chang (2008) Pioneering e-supply chain integration in semiconductor industry: a case
study, International Journal of Advanced Manufacturing Technology, 36:825–832.
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ChallengesChallenges
standardization of terms
standard protocol for information exchanges
business process re-engineering
process and data exchange integration
business process and system integration
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Vertical Integration of SPAVertical Integration of SPA(Specialty Store Retailer of Private Label Apparel)(Specialty Store Retailer of Private Label Apparel)
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Four SPA#3s
#3 Some material for SPA and Uniqlo from: 2010商業周刊 1181期「拆解 3 大致勝秘
訣」
H & M (Sweden)
Zara (Spain)
GAP (USA)
Uniqlo (Japan)
RevenueUS$21.69B
(2012)US$22.2B
(2012)US$15.7B
(2012)US$13.46B
(2014)
ProfitUS$ 2.31 b
(2012)US$4.36B
(2012)US$1.1B
(2012)US$0.86B
(2014)
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Supply ChainSupply Chain
retailer
wholesaler / distributor
manufacturer
supplier
raw material supplier
customer
How to reduce lead time and cut cost in a
supply chain?
first-hand customer preference held by a retailer
who is more powerful?
who holds a brand?
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Specialty Store Retailer of Specialty Store Retailer of Private Label ApparelPrivate Label Apparel
some form of vertical integration being the norm when a brand requiring large volume, good quality, and low price integrator: traders or brand name holders integrator: traders or brand name holders
SPA: vertical integration from design to retailing through vertical integration from design to retailing through a brand held by a retailera brand held by a retailer
quick response to adjust production from customer quick response to adjust production from customer preferencepreference 1970’s: 6 months from design to completion of production 1970’s: 6 months from design to completion of production
now, some takes 6 weeks or shorter
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ZARAZARA
founded in 1975 lead time from design to store: two weeks # of new products: 10,000 to 20,000 annually
competitors: about 1000 to 4,000
characteristics not much in advisterisement main production in Spain
50% in Spain, 26% in the rest of Europe, 24% in Asia and Afraica products manufactured in Asia and Turkey: products of longer shelf li
fe
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UniqloUniqlo
different strategy from Zara nameless, timeless design nameless, timeless design
same clothe possibly for different seasons, occasions, andsame clothe possibly for different seasons, occasions, and even sexessexes
strategic alliance with one of the largest textile corporation joint joint RR&&DD
direct sourcing from primary material source direct sourcing from primary material source
strict internal standards strict internal standards stricter than international or trade standards stricter than international or trade standards
experienced textile technicians stationing in subcontractor’s factoriesexperienced textile technicians stationing in subcontractor’s factories
quick response quick response over 1,000 feedbacks per day through call center, retail outlets, and emailsover 1,000 feedbacks per day through call center, retail outlets, and emails
organized and feedback to relevant departmentsorganized and feedback to relevant departments