SCM (Supply Chain Management): An Overview

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Supply Chain ManagementAn overview

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Global Supply Chain Management & Global Supply Chain Management & Outsourced ManufacturingOutsourced Manufacturing



Learning objectives• Relevance to supply chain management to TQM

• Overview of supply chain management .

• Suppliers

•Supply chain strategies

•Managing supply chain

• Benchmarking supply chain management

•Process tools for supply chain management

•supply chain Dynamics



Supply Chain Management is one of the key areas within the Business Consulting workgroup that helps develop and implement new supply chain ...

The management of a supply chain of goods as a process from supplier of raw materials or components to the manufacturer, to the distributor to the wholesale buyer to the end consumer. ...

The management and control of all materials and information in the logistics process from acquisition of raw materials to delivery to end user.



Supply Chain Management is the management of the entire value-added chain, from the supplier to manufacturer right through to the retailer and the final customer

Supply Chain Management (SCM) is that set of skills and disciplines, including those of IT, which shepherd a product from its original design to its ultimate delivery to the buyer.

is a strategy where buyers and sellers collaborate to bring greater value to the customer. The Collaboration includes Supply Chain Planning and Supply Chain Execution activities.



The control of the supply of Parts from vendor through to customer. There is no fundamental difference in principle between Supply Chain Management and Manufacturing Resource Planning. SCM is also used to refer to short cycle manufacturing, which is the manufacturing elements of Just in Time.

Supply chain management looks at the entire supply chain of a company to optimize the flow of information and materials between internal and external suppliers, production, distributors and customers.



A supply chain is sequence of suppliers Warehouses operations and retail outlets.

In a broadest sense ,a supply chain refers to the waythe material flows through different operations.

A company can identify its supply chain by first selecting a particular product group or product family.then it should trace the flow of material & information from final customers,backwards through distribution system to the manufacture & the to the suppliers

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A Supply Chain

Figure 11.1Figure 11.1


Supply Chain For Manufacturing Organization

Supplier BSupplier B

Supplier CSupplier C

StorageStorage

Supplier ASupplier A

MFGMFG StorageStorage DistributorDistributor

CustomerCustomer

RetailerRetailer


Supply Chain For Service Organization

Supplier BSupplier B

Supplier CSupplier C

StorageStorage

Supplier ASupplier A

DistributorDistributor CustomerCustomer


All the TQM ,JIT systems ,reengineering and teamwork & delighting the customers depends on the relationship with suppliers & distributors who are part of the supply chain..

The idea to build a chain of suppliers that focus on both waste and maximizing value of the ultimate customer

The firm strive to increase their competitiveness via product customization, high quality ,cost reduction,they place added emphasis on the supply chain

Relevance to supply chain management to TQM


Relevance to supply chain management to TQM

The key to effective supply chain management is to make the suppliers Partnersin the firm ‘s strategy to satisfy an ever changing market place.

Hard pressed to knock out competitors on quality or price ,companies are trying to gain an edge through there ability to deliver the right stuff in the right amount ,at the right time


How inventory is created

Inventory is a list for goods and materials, or those goods and materials themselves, held available in stock by a business.

Inventory are held in order to manage and hide from the customer the fact that manufacture/supply delay is longer than delivery delay, and also to ease the effect of imperfections in the manufacturing process that lower production efficiencies if production capacity stands idle for lack of materials.

Overview of supply chain management


Basic purpose of supply chain management is to control inventory by managing the flow of materials.

The reasons for keeping stock

All these stock reasons can apply to any owner or product stage.

Buffer stock is held in individual workstations against the possibility that the upstream workstation may be a little delayed in providing the next item for processing.



Whilst some processes carry very large buffer stocks, Toyota moved to one (or a few items) and has now moved to eliminate this stock type.

Safety stock is held against process or machine failure in the hope/belief that the failure can be repaired before the stock runs out. This type of stock can be eliminated by programmes like Total Productive Maintenance

Overproduction is held because the forecast and the actual sales did not match. Making to order and JIT eliminates this stock type.



Lot delay stock is held because a part of the process is designed to work on a batch basis whilst only processing items individually. Therefore each item of the lot must wait for the whole lot to be processed before moving to the next workstation. This can be eliminated by single piece working or a lot size of one.

Demand fluctuation stock is held where production capacity is unable to flex with demand. Therefore a stock is built in times of lower utilization to be supplied to customers when demand exceeds production capacity.



This can be eliminated by increasing the flexibility and capacity of a production line or reduced by moving to item level load balancing.

Line balance stock is held because different sub-processes in a line work at different rates. Therefore stock will accumulate after a fast sub-process or before a large lot size sub-process. Line balancing will eliminate this stock type.

Changeover stock is held after a sub-process that has a long setup or change-over time. This stock is then used while that change-over is


happening.



Supply Chain Management encompasses the planning and management of all activities involved in sourcing, procurement, conversion, and logistics management activities.

Importantly, it also includes coordination and collaboration with channel partners, which can be suppliers, intermediaries, third-party service providers, and customers. In essence, Supply Chain Management integrates supply and demand management within and across companies.

Ttypical Supply chain may involve following stagesCustomers RetailersWholesalers Manufactures

Components Raw material suppliers


Objectives of supply chain

To maximize the overall value generated:The value a Supply chain generates is the difference between what the final product is worth to customer and the effort the supply chain expends in filling the customers request

To achieve maximum supply chain profitability: Supply chain profitability is the total profit to be shared a crossed all supply chain stages

To reduce the supply chain costs to the maximum possible level : Supply chain management involves the management of flows between and among stages in a supply chain to maximize total profitability.

Reduce cycle times.


Activities involved in supply chain ManagementFour Important activities involved in supply

chain management arePurchasingLogisticsWarehousingExpediting

Manufacturers can deploy vast amounts of information to a wide range of end users at a low cost per user.

A manufacturer can share information throughout the supply chain, enabling users around the world to drill down into mission-critical data and create ad hoc on-line reports quickly and easily.


Activities involved in supply chain Management

Standard Components of Supply Chain ManagementOrder Entry, customer orders are processed with the

highest degree of efficiency, with the added flexibility of customer credit checking, make-to-order kits, EDI interfaces and other advanced features.

Billing, automates sophisticated billing functions through integration with Order Entry, Activity-Based Management and manually-entered invoices. In addition, recurring invoices are generated according to user-defined billing frequencies.

Accounts Receivable, enables you to manage customers, cash applications and credit functions. Automated capabilities streamline the processes of credit and collections.



Inventory Control, innovative technologies, such as hand-held inventory computers, provide a highly effective means for tracking and replenishing supplies.

Warehouse, the processes of shipping goods and generating requisitions are combined into a single efficient component, simplifying the picking, packing and shipping of customer orders. With two-way interfaces, picking data can be shared with remote warehouses or hand-held devices.

Purchase Order, interfaces with order entry, requisitions and warehousing to automate the generation of purchase orders. High-speed electronic purchasing processes eliminate steps and reduce costs.



Invoice Matching, automatically matches invoices with purchase orders and receipts using the latest electronic commerce technology. Purchase orders generated directly from customer orders automatically trigger customer invoices upon entry of vendor invoices.

Accounts Payable, the system streamlines all payable functions, as well as the management and measurement of vendor activity.

Sales Analysis, booking information, as well as actual invoices from Order Entry and Billing Entry, are stored in the system. Multi-dimensional views of sales results enable you to identify and respond to changing business trends.


Workflow, internal and external resources are interconnected, empowering all levels of the organization to accomplish tasks with maximum effectiveness and efficiency.

Cash Ledger, this central repository of all banking transactions can be tailored to your company's fiscal practices.

Requisitions, on-line paperless requisitions, which utilize time-saving templates, take full advantage of web capabilities to establish efficient vendor relationships.

Tax, provides the solution to tax compliance, whatever your organization's level of complexity. User defined tax tables, coupled with fully supported third-party products, assure you of accurate tax calculations and reporting of customer and vendor transactions.




Work Order, by taking advantage of the system's build-to-order/stock capabilities, companies can fulfill customer orders on a timely basis while controlling inventory costs and maximizing production capacity

Steps in the Purchasing Cycle1. Recognize, describe, define the need

A. Classification Of Needs1. Type Of Need2. Strategic Or Operational?3. Repetitive Or Non-Repetitive4. Size (quantity; dollars)5. Speed/Timing


B. Specification Of Need2. Transmit the need (requisitions)A. standard requisitionsB. traveling requisitionsC. BOM requisition3. Determine sources, investigate, and select

supplier/analyze bids4. Prepare and issue the PO5. Follow-up the order (including expediting and

de-expediting)Receive and inspect the material (use of receiving report: purchasing, accounting, user, receiving)

7. Clearance of the invoice and payment to supplier


Close the order/records


Key challenges facing purchase managers todayKey challenges facing purchase managers today

Reducing overheads and cost associated with purchasing.

Reducing cycle time for purchasingPurchasing procurements to desktops and

enabling self servicesImproving procurement practices by

significantly reducing inefficient buying ,redundant processes

assisting suppliers to become more responsive in order to meet customers demand

Collaborating more effectively with suppliers

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Value ChainThe series of value-adding activities connecting a company’s supply side (raw materials, inbound logistics and production processes) with its demand side (outbound logistics, marketing and sales).The process can be mapped via a flow diagram and then re-engineered to increase value or reduce costsIdea developed by Michael Porter to analyze sources of competitive advantageFundamental core concept of business strategy

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Value Chain Concept

The chain consists of a series of activities that create and build value. They culminate in the total value delivered by an organization. By analyzing stages of a value chain, can redesign internal and external processes to improve efficiency and effectiveness

Improve the value of what you doAnd/or do it cheaper

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Checklist of questions forValue Analysis

Is the item necessary,does it add value?Can it be eliminated?Are there any alternative sources for the item?What are the advantages/disadvantages for present arrangements?Can specification be made less stringent?

Can two or more parts can be combined?Do employees have suggestions for improvements?


Outsourcing

Outsourcing is subcontracting a process, such as product design or manufacturing, to a third-party company]

Outsourcing became part of the business lexicon during the 1980s.

The decision to outsource is often made in the interest of lowering firm costs, redirecting or conserving energy directed at the competencies of a particular business, or to make more efficient use of labor, capital, technology and resources.


OutsourcingOutsourcing involves the transfer of the management

and/or day-to-day execution of an entire business function to an external service provider. The client organization and the supplier enter into a contractual agreement that defines the transferred services.

Under the agreement the supplier acquires the means of production in the form of a transfer of people, assets and other resources from the client.

The client agrees to procure the services from the supplier for the term of the contract. Business segments typically outsourced include information technology, human resources, facilities and real estate management, and accounting.


Reasons for OutsourcingCost savings. The lowering of the overall cost of the

service to the business. This will involve reducing the scope, defining quality levels, re-pricing, re-negotiation, cost re-structuring. Access to lower cost economies through off shoring called "labor arbitrage" generated by the wage gap between industrialized and developing nations.]

Cost restructuring. Operating leverage is a measure that compares fixed costs to variable costs. Outsourcing changes the balance of this ratio by offering a move from fixed to variable cost and also by making variable costs more predictable.


Reasons for OutsourcingImprove quality. Achieve a step change in quality

through contracting out the service with a new Service Level Agreement.

Knowledge. Access to intellectual property and wider experience and knowledge.]

Contract. Services will be provided to a legally binding contract with financial penalties and legal redress. This is not the case with internal services.[14]

Operational expertise. Access to operational best practice that would be too difficult or time consuming to develop in-house.

Staffing issues. Access to a larger talent pool and a sustainable source of skills.


Reasons for OutsourcingCapacity management. An improved method of

capacity management of services and technology where the risk in providing the excess capacity is borne by the supplier.

Catalyst for change. An organization can use an outsourcing agreement as a catalyst for major step change that can not be achieved alone. The outsourcer becomes a Change agent in the process.

Reduce time to market. The acceleration of the development or production of a product through the additional capability brought by the supplier.


Reasons for OutsourcingCo modification. The trend of standardizing

business processes, IT Services and application services enabling businesses to intelligently buy at the right price. Allows a wide range of businesses access to services previously only available to large corporations.

Risk management. An approach to risk managementfor some types of risks is to partner with an outsourcer who is better able to provide the mitigation.[15]

Time zone. A sequential task can be done during normal day shift in different time zones - to make it seamlessly available 24x7. Same/similar can be done on a longer term between earth's hemispheres of summer/winter


Choosing a Suppliers

Strategic ThinkingIdentify what you want to achieve by buying, rather than simply paying for what suppliers want to sell you. Develop a good understanding of the difference between a strategic supplier who provides goods, or services that are essential to your business and non-strategic suppliers who provide low-value supplies e.g. stationery. You will need to spend much more time researching and selecting strategic suppliers rather than non-strategic ones. In order to select strategic suppliers you should create a checklist which outlines factors which are important to your business and can include the following information:



ReliabilityIf you promise your customers they will have their ‘goods delivered on time’ but your supplier delivers them late, letting both you and your customer down this will reflect badly on your company as the customer is likely to blame your company for being unreliable not the supplier.

QualityThe quality of your supplies needs to be consistent select suppliers that operate within the same quality control as you to ensure that standards are the same.



Value for moneyChoosing the supplier that is the cheapest is not the best way to get value for money, as you may have to compromise on other factors such as reliability and quality. Therefore you will have to strike a balance between cost and reliability, quality and service and set a budget on how much you are willing to pay to ensure that your suppliers meet your expectations.

Service and CommunicationIn order to meet your customer’s needs it is very important that you are able to deliver on time; therefore you need your supplier to arrange for your items to arrive when you need them, or to be honest and tell you in advance if they can’t.


Choosing a SuppliersA good supplier will communicate with you regularly

to find out what your needs are and outline how they can serve you better.

Financially SecureIt is very important to know that your supplier is in a financially secure position to deliver what you need and are not going to disappear over night. Carry out credit checks before you start your business relationship to re-assure you that they will not go bust when you need them most.

Identifying Potential SuppliersOnce you have a clear list of guidelines for choosing your supplier, you should then draw up a shortlist of potential providers.


Choosing a SuppliersBuild up a broad base by asking friends or business

acquaintances that have done business with the supplier, as they will be able to give you an honest assessment of their strengths and weaknesses.

Choosing your pool of suppliersDepending on your business operations it is worth examining how many suppliers you may need. In terms of strategic suppliers it can be very dangerous to give all of your business to one company, if that supplier cannot fulfill what is expected of them, this can result in the company losing time and money, so it is vital that a pool of suppliers are selected so you have sufficient backup.

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Evaluating Sources of supply

The vendor analysis is the process of evaluating the sources of supply in terms of

1) Price 2) Location 3) Experience4) Culture5) Reputation6) Decision making style


Logistics

Logistics is defined as a business planning framework for the management of material, service, information and capital flows. It includes the increasingly complex information, communication and control systems required in today's business environment

The process of planning, implementing, and controlling the efficient, effective flow and storage of goods, services, and related information from point of origin to point of consumption for the purpose of conforming to customer requirements.

The science of planning, organizing and managing activities that provide goods or services


WarehousingWarehousing is the management of materials while they

are in storage

It includes storing,dispersing,ordering & accounting for all materials and finished goods from beginning to end of the production process.

Warehousing deals with materials that direct support operations.

Contemporary development in warehousing

Bar coding

Electronic data interchange

Distribution Requirement planning

JIT deliveries

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Supply-Chain Strategies

Negotiating with many suppliersNegotiating with many suppliersLongLong--term partnering with few term partnering with few supplierssuppliersVertical integrationVertical integrationKeiretsuKeiretsuVirtual companies that use suppliers Virtual companies that use suppliers on an as needed basison an as needed basis

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Many Suppliers

Commonly used for commodity Commonly used for commodity productsproductsPurchasing is typically based on pricePurchasing is typically based on priceSuppliers are pitted against one anotherSuppliers are pitted against one anotherSupplier is responsible for technology, Supplier is responsible for technology, expertise, forecasting, cost, quality, and expertise, forecasting, cost, quality, and deliverydelivery

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Few Suppliers

Buyer forms longer term relationships with fewer suppliersCreate value through economies of scale and learning curve improvementsSuppliers more willing to participate in JIT programs and contribute design and technological expertiseCost of changing suppliers is huge

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Vertical IntegrationVertical Integration

Figure 11.2Figure 11.2

Raw material (suppliers)

Iron ore Silicon Farming

Backward integration Steel

Current transformation Automobiles Integrated circuits Flour milling

Forward integration Distribution systems Circuit boards

Finished goods (customers) Dealers Computers Watches

Calculators Baked goods

Vertical IntegrationVertical Integration Examples of Vertical IntegrationExamples of Vertical Integration

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Vertical IntegrationVertical Integration

Developing the ability to produce goods or service previously purchasedIntegration may be forward, towards the customer, or backward, towards suppliersCan improve cost, quality, and inventory but requires capital, managerial skills, and demandRisky in industries with rapid technological change

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Keiretsu NetworksKeiretsu NetworksA middle ground between few suppliers and vertical integrationSupplier becomes part of the company coalitionOften provide financial support for suppliers through ownership or loansMembers expect long-term relationships and provide technical expertise and stable deliveriesMay extend through several levels of the supply chain

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Virtual CompaniesVirtual Companies

Rely on a variety of supplier relationships to provide services on demandFluid organizational boundaries that allow the creation of unique enterprises to meet changing market demandsExceptionally lean performance, low capital investment, flexibility, and speed

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Managing the Supply ChainManaging the Supply Chain

Mutual agreement on goalsTrustCompatible organizational cultures

There are significant management issues in controlling a supply chain involving many independent organizations

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Issues in an Integrated Supply Issues in an Integrated Supply ChainChain

Local optimization - focusing on local profit or cost minimization based on limited knowledgeIncentives (sales incentives, quantity discounts, quotas, and promotions) - push merchandise prior to saleLarge lots - low unit cost but do not reflect salesBullwhip effect - stable demand becomes lumpy orders through the supply chain

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Opportunities in an Integrated Opportunities in an Integrated Supply ChainSupply Chain

Lot size reductionSingle stage control of replenishmentVendor managed inventoryPostponement

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Opportunities in an Integrated Opportunities in an Integrated Supply ChainSupply Chain

Channel assemblyDrop shipping and special packagingBlanket ordersStandardizationElectronic ordering and funds transfer

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Benchmarking SupplyBenchmarking Supply--Chain Chain ManagementManagement

Table 11.6Table 11.6

Typical FirmsBenchmark

FirmsAdministrative costs as a percent of purchases 3.3% .8%

Lead time (weeks) 15 8

Time spent placing an order 42 minutes 15 minutes

Percentage of late deliveries 33% 2%

Percentage of rejected material 1.5% .0001%

Number of shortages per year 400 4

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MakeMake--oror--Buy DecisionsBuy Decisions

1.1. Maintain core competenceMaintain core competence2.2. Lower production costLower production cost3.3. Unsuitable suppliersUnsuitable suppliers4.4. Assure adequate supply (quantity or delivery)Assure adequate supply (quantity or delivery)5.5. Utilize surplus labor or facilitiesUtilize surplus labor or facilities6.6. Obtain desired qualityObtain desired quality7.7. Remove supplier collusionRemove supplier collusion8.8. Obtain unique item that would entail a prohibitive Obtain unique item that would entail a prohibitive

commitment for a suppliercommitment for a supplier9.9. Protect personnel from a layoffProtect personnel from a layoff10.10. Protect proprietary design or qualityProtect proprietary design or quality11.11. Increase or maintain size of companyIncrease or maintain size of company

Reasons for MakingReasons for Making


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MakeMake--oror--Buy DecisionsBuy Decisions

1.1. Frees management to deal with its primary Frees management to deal with its primary businessbusiness

2.2. Lower acquisition costLower acquisition cost3.3. Preserve supplier commitmentPreserve supplier commitment4.4. Obtain technical or management abilityObtain technical or management ability5.5. Inadequate capacityInadequate capacity6.6. Reduce inventory costsReduce inventory costs7.7. Ensure alternative sourcesEnsure alternative sources8.8. Inadequate managerial or technical resourcesInadequate managerial or technical resources9.9. ReciprocityReciprocity10.10. Item is protected by a patent or trade secretItem is protected by a patent or trade secret

Reasons for BuyingReasons for Buying


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Supply Chain Dynamics

Three key points about supply chain dynamics are:The supply chain is highly interactive system.Decision in each part affect othersThere is accelerated effect of demand changes

.Upstream elements must be careful not to overreact to inflated ordersThe best way to improve the supply chain is to

reduce the total replenishment time & to feedback actual demand information at all levels

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Virtual supply chainVirtual supply chain

Internet used to communicate Internet used to communicate order releases against blanket order releases against blanket purchase orderspurchase orders

Internet replaces other forms of Internet replaces other forms of electronic order releaseselectronic order releases

Four Common VariationsFour Common Variations

Internet Purchasing

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Internet used to buy nonInternet used to buy non--standard items from catalogsstandard items from catalogs

LongLong--term master agreements in term master agreements in placeplaceReduces order leadReduces order lead--time and time and purchasing costspurchasing costs

Four Common VariationsFour Common VariationsInternet Purchasing

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Traditional purchasing system, Traditional purchasing system, but Internetbut Internet--basedbased

Significantly speeds up Significantly speeds up requisitioning, bidding, supplier requisitioning, bidding, supplier selection, and order placementselection, and order placement


Internet Purchasing

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Internet auctionsInternet auctionsMay be used for commodity May be used for commodity items for which longitems for which long--term term contracts do not existcontracts do not exist


Internet Purchasing

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Ships good;receives

electronicpayment

Receiveselectronic

purchase order

Selects a supplierbased on quality,

cost, deliveryperformance;

issues purchaseorder

Collects/reviewsbids submittedelectronically

Assigns suppliersto bid; givesclosing dates

and conditions

Enters data intoInternet system

Buyer reviewsrequisition

Inputs request intocomputer systemand transmits to

purchasingdepartment

Virtual supply chainVirtual supply chainIndividual initiatesIndividual initiates

requisitionrequisitionPurchasingPurchasing

department/buyerdepartment/buyer SupplierSupplierPrepares requisition

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Virtual CorporationVirtual Corporation

As information and communications technologies overcome the constraints of time and distance, it becomes possible to create virtual organizations. Virtual is usually taken to be something that does not exist in reality. So a typical definition of a virtual corporation (taking the dimension of time) is:

"a temporary network of independent companies linked by IT to share skills, costs, and access to one another's markets" (Business Week) However, another definition relates to an organization not having a clear physical locus. Here a typical definition is:

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"an organization distributed geographically and whose work is coordinated through electronic communications."

Both definitions show how information and communications technologies can be used to exploit the dimensions of time and space.

A virtual corporation is a specific example of a networked organization. Many smaller companies are now realizing the benefits of being part of a virtual corporation, which can give them the benefits of the resources of a large organization while retaining the agility and independence of a small one.

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Benefits

Gives access to a wide range of specialized resources Can present a unified face to large corporate buyers Individual members retain their independence and continue to develop their niche skills They can reshape and change members according to the project or task in hand There is no need to worry ponderously about "divorce settlements" as in formal joint ventures.

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The complexity of Supply Chain management has resulted in increased risk to many corporations. There is a growing body of evidence with numerous examples of instances where Supply Chain related issues had a significant negative impact on corporate profits.

Virtual Corporation Supply Chain Risk Management Team has the expertise to provide offerings including risk assessments, mitigation strategies, and the incorporation of supply chain risk impact / probability factors into an overall business continuity plan. Virtual Corporation's effective supply chain risk management provides clients with affordable, effective, solutions to avert or mitigate losses that can impact their revenue stream.

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Victual's Supply Chain and Risk Assessment practice provides a wide range of consulting expertise to any size enterprise. Services available include:Physical asset risk assessments Snapshot risk mapping of supply chain flows from upstream suppliers to client Detailed supply chain flow charts identifying gaps in protection strategy Probabilistic computer modeling of supply chain exposures

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Quantitative computer supply chain modeling Documenting supply chain exposures for Sarbanes-Oxley Compliance Cooperation with regulatory agencies with regard to identifying risks Analysis of mitigation solutions for reducing supply chain interruptions Sustainable business continuity plans incorporating risk management, security, other key risk issues



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SCM (Supply Chain Management): An Overview