Tài liệu tiếng Anh thương mại Chap001 21st century supply chains

Tài liệu tiếng Anh thương mại Chap001 21st century supply chains

21st-Centur y Supply Chains

• The supply chain revolution

• Why integration creates value

• Generalized supply chain model

• Responsiveness

• Financial sophistication

• Globalization

The supply chain revolution has reshaped

contemporary strategic thinking

• Supply Chain Management

– Consists of firms collaborating to

leverage strategic positioning

and to improve operating

efficiency

• Supply Chain Strategy

– Is a channel and business

organizational arrangement

based on acknowledge

dependency and collaboration

• Logistics

– The work required to move and

geographically position inventory

Successful supply chain strategies

Source: Supply Chain Management Review, March/ April 2000, p 29.

The total integration of the overall business

process creates value

Table 1.1 Integrative Management Value Proposition

The integrated value-creation process must

be managed across firms from end to end

Figure 1.1 The Integrated Supply Chain Framework

Integrative management requires

simultaneous achievement of 8 processes

Table 1.2 Eight Supply Chain Processes

Concepts necessary for achieving integrated

management

• Lowest total process cost is the focus of integrated management

– Differs from lowest cost of each function in the process

• Collaboration of operating information, technology and risk has been

encouraged by national legislation to keep US-based firms

competitive

• Enterprise extension includes expanded managerial influence and

control beyond traditional ownership boundaries of a single enterprise

• Integrated service providers (ISP) provide a range of logistics

services to accommodate customers, ranging from order entry to

product delivery

– Commonly known as third (or fourth) party service providers

Responsiveness emerges as a competitive

advantage

Figure 1.2 Anticipatory Business Model

Figure 1.3 Responsive Business Model

Postponement strategies keep supply

chains responsive

• Types of Postponement

– Manufacturing (or Form)

– Geographic (or Logistics)

– Combined

• Manufacturing and geographic types are exact

opposites in practice but have the same goal

– Meeting customer demand quickly while minimizing

inventories

Manufacturing (or Form) Postponement

• Manufacturing one order at a time

• Base modular construction of product

• No customization until the exact customer specs and

financial commitment is received

• Objective is to maintain products in an uncommitted status

as long as possible

• Balances economy of scale with responsiveness

– Can build a sufficient quantity of “ready to customize” basic units

• Requires a lot of forethought during product design

Example of Manufacturing Postponement

Keeping all the car panels a base color (white or gray) until

the order is received, then painting to the color ordered

Geographic (or Logistics) Postponement

• Build or stock a full-line inventory at one or a few strategic

locations

• Forward deployment of inventory is postponed until

customer orders are received

• Once orders received, specific item is expedited to the local distributor

• Advantages are manufacturing economies of scale along

with responsiveness to customer

• Often used for critical, high cost parts and assemblies (e.g

engines)

Example of Geographic Postponement

Keeping full inventory in a central warehouse and releasing

customer orders to local distributors or direct shipping to

customer

Combined Postponement

• Keeping the basic products centralized and

performing the customization at the destination

distributor

• Historical example - Autos

– Installing dealer options like sound systems, GPS, sun

roofs on new cars purchased

• Contemporary example - Computers

– Dell Computers, doing final assembly or packaging

additional system options like printers, digital cameras at

a distribution center

planned quarterly profits

– Expectations of continued financial

results often drive promotional and

pricing strategies to “load the

channel” with inventory

• Need to establish collaborative

Financial sophistication enables measurement of time-based supply chain

• Cash-to-Cash Conversion—

the time required to convert

raw material or inventory

purchases into sales revenue

• Dwell Time Minimization—

dwell time is the ratio of time

that an assets sits idle to the

time required to satisfy its

supply chain mission

• Cash Spin—reducing assets in

the supply chain can “spin”

cash for reinvestment in other

projects

– 90% of global demand is not

fully satisfied by local supply

• Strategic sourcing

– Identifying and matching the

sources of raw materials and

countries with favorable labor

costs and tax laws

Significant differences for global logistics

• Distance of typical order-to-delivery operations is

significantly longer compared to domestic business

• Documentation requirements for business

transactions is significantly more complex

• Operations must be deal with significant Diversity

in work practices and local operating environments

• How consumers Demand products and services

must accommodate cultural variations

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