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Supply Chain Management

Supply Chain Management

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Supply Chain Management

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  1. Supply Chain Management Lecture 9

  2. Enterprise systems • An organisational wide enterprise system consists of (e.g. E.R.P.): • Based on suite of integrated software modules and common central database • Integrate information from across company’s divisions, departments, key business processes in the four functional areas • Updated information made available to all business processes • Generate enterprise-wide data for management analyses

  3. How enterprise systems “should”work

  4. Business value of enterprise systems • Providing firm-wide information to help managers make better decisions; including the formulation/implementation and evaluation of organisational strategy • Increasing operational efficiency • Helping respond to customer requests rapidly • Producing, procuring, shipping right amounts • Enforcing standard practices and data throughout company • Allowing senior management to easily find out at any moment how a particular organizational unit is performing or to determine which products are most or least profitable

  5. What is Supply Chain • Network of organizations and business processes for: • Procuring raw materials • Transforming them into intermediate and finished products • Distributing finished products to customers • Includes secondary and tertiary suppliers • Upstream portion: Suppliers • Downstream portion: Distributors

  6. Nike’s Supply Chain

  7. What is supply chain management • Supply chain management (SCM) is the flow of materials, information, and finances as they move in a process from supplier to manufacturer to wholesaler to retailer to consumer. • Supply chain management involves coordinating and integrating these flows both within and among companies. • The ultimate goal of any effective supply chain management system is to reduce inventory (with the assumption that products are available when needed)

  8. Push V Pull based supply chain models

  9. Components or steps of SCM • Plan • Source • Make • Deliver • Return

  10. Plan • The strategic portion of SCM. • Companies need a strategy for managing all the resources that go toward meeting customer demand for their product or service. • A big piece of SCM planning is developing a set of metrics to monitor the supply chain so that it is efficient, costs less and delivers high quality and value to customers.

  11. Source • Companies must choose suppliers to deliver the goods and services they need to create their product. • Therefore, supply chain managers must develop a set of pricing, delivery and payment processes with suppliers and create metrics for monitoring and improving the relationships. • SCM managers can put together processes for managing their goods and services inventory, including receiving and verifying shipments, transferring them to the manufacturing facilities and authorizing supplier payments.

  12. Make • The manufacturing step. • Supply chain managers schedule the activities necessary for production, testing, packaging and preparation for delivery. • This is the most metric-intensive portion of the supply chain—one where companies are able to measure quality levels, production output and worker productivity.

  13. Deliver • Also may be referred to as logistics • Companies coordinate the receipt of orders from customers • Develop a network of warehouses, pick carriers to get products to customers and set up an invoicing system to receive payments.

  14. Return • Supply chain planners have to create a responsive and flexible network for receiving defective and excess products back from their customers and supporting customers who have problems with delivered products..

  15. Information and supply chain management • Supply chain inefficiencies due to poor planning include: • parts shortages, • Can waste up to 25% of operating costs • Caused by inaccurate or untimely information • Uncertain product demand • Late shipments from suppliers • excessive inventory • Safety stock: Kept as buffer for lack of flexibility in supply chain adds to costs- ideally a just in time strategy should be adopted.

  16. Supply chain management software • Used to track demand, supply, manufacturing status, logistics (i.e. where things are in the supply chain), and distribution • To share data with supply chain partners at an ever increasing rate. • Two main categories of software: • Supply chain planning systems • Supply chain execution systems

  17. Supply chain planning systems • Demand planning • Order planning • Scheduling and manufacturing planning • Distribution planning • Transportation planning

  18. An example of Supply Chain Management Systems A decision support “modelling” system ; refer to lecture An important use of SmartForecasts demand planning software from Smart Software is to forecast future demand for products where demand is intermittent or irregular. Shown here is a forecast graph for the distribution of total cumulative demand for a spare part over a four-month lead time.

  19. Supply chain execution systems Manage flow of products through distribution centres and warehouses to ensure products delivered to right locations in most efficient manner • Order commitments • Final production • Replenishment • Distribution management • Reverse distribution (products/raw material that is returned)

  20. Benefits of information sharing on the supply chain • The payoff of timely and accurate supply chain information is the ability to make or ship only as much of a product as there is a market for. This is the practice known as just-in-time manufacturing, and it allows companies to reduce the amount of inventory that they keep. This can cut costs substantially, since you no longer need to pay to produce and store excess goods • Requires: Retailers and manufacturers sharing information

  21. Wal-Mart and Procter and Gamble • These two companies started collaborating back in the '80s when retailers shared very little information with manufacturers. • The two giants built a software system that hooked Proctor & Gamble up to Wal-Mart's distribution centres. When Proctor & Gamble's products run low at the distribution centres, the system sends an automatic alert to Proctor & Gamble to ship more products. • In some cases, the system goes all the way to individual Wal-Mart stores. It lets Proctor & Gamble monitor the shelves through real-time satellite up-links that send messages to the factory whenever a Proctor & Gamble item swoops past a scanner at the Wal-Mart register.

  22. Wal-Mart and Procter and Gamble • With this kind of up-to-date information, Proctor & Gamble knows when to make, ship and display more products at the Wal-Mart stores. • No need to keep products piled up in warehouses awaiting Wal-Mart's call. Invoicing and payments happen automatically too. • The system saves Proctor & Gamble so much in time, reduced inventory and lower order-processing costs that it can afford to give Wal-Mart "everyday, low prices" without putting itself out of business.

  23. Obstacles to installing and using supply chain software • Gaining trust form suppliers and partners • Internal resistance to change • Many mistakes after implementation

  24. Business value of supply chain management systems • Matching supply to demand and reducing inventory levels • Improving delivery service and speeding product time to market • Using assets more effectively • Increasing sales by assuring availability of products • Increased profitability • Supply chain costs can approach 75% of total operating budgets

  25. Real world examples • Wal-Mart • • Nike • • Nintendo •

  26. Question • Describe, the steps in implementing a, typical, supply chain. (12 marks) What are issues of the modern supply chain? (6 marks) • Explain, using a suitable example, how the use of a supply chain management system can overcome these issues.(12 marks)