Canon: Supply Chain Production and Information Decisions
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Transcript of Canon: Supply Chain Production and Information Decisions
2013 International Logistics
Topic 3: There is a basic pattern to the practice of supply chain management. Each supply chain has its own unique set of market demands and operating challenges. Companies in any supply chain must make decisions individually and collectively regarding their actions in five major areas: production, inventory, location transportation and information. The sum of these decisions will define the capabilities and effectiveness of a company’s supply chain. Choose a company of your own choice; identify how the selected company understands its supply chain’s capabilities and limitations. Your response must focus on at least two major areas mentioned above.
A supply-chain consists of a network of organisations. Supply chain theory and practice have
realised that supply-chains compete as one unit, rather than as single companies (Handfield,
2002; in Done, 2011; Erturgut, 2012). Thus, it is important for a company to understand the
capabilities and limitations of its supply-chain.
Companies in any supply chain must make decisions individually and collectively in five
major areas outlined in Table 1 (Hugos, 2011).
Table 1: Key supply chain decisions
Supply-Chain Decisions
DescriptionExamples of Activities (Beamon, 1998; Hugos, 2011; Islam et al., 2012)
Production decisions
Decisions relating to the planning, design and management of the entire manufacturing process including the capacity and ability of the company to produce (Beamon, 1998; Hugos, 2011).
Production planning and control,Unit size,Handling systems
Inventory decisions
Decisions relating to the design and management of storage processes, policies and procedures of inventories across the supply chain (Beamon, 1998).
What to stock,Where to stock,How much to stock
Transportation decisions
Decisions determining transportation modes and how products and inventories are retrieved, transported and distributed from the warehouse to retailers (Beamon, 1998; Hugos, 2011).
InfrastructureTransport mode options,Modal transfer points,Load planning,Routing and scheduling
Location decisions
Decisions relating to the selection of sites where facilities and warehouses are to be established (Melo et al., 2009; Hugos, 2011).
Location,NumberSize,TypeCargo handling
1Atiqah Ismail & Amal AmbadeMSc Operations and Supply Chain Management
2013 International Logistics
Table 1: Continued
Supply-Chain Decisions
DescriptionExamples of Activities (Beamon, 1998; Hugos, 2011; Islam et al., 2012)
Information decisions
Decisions relating to the management of information systems that underpins the effectiveness of the four previous factors. Appropriate, timely and accurate information should provide effective supply-chain decisions on what and how much to produce, inventory and facility locations, and the most efficient distribution methods (Hugos, 2011).
Information systems,Control and forecasting.
Understanding Supply-Chain Capabilities
Understanding a company’s own supply chain capabilities (i.e. strengths and limitations) will
enable itself to determine its operational and supply chain strategies by leveraging its own
capabilities and differences with those of other supply chain members.
It is very difficult to simultaneously deliver high-level performance in all areas of operations
(Hill, 2009). Thus, in dealing with the five major areas of supply-chain decisions, each
supply-chain member will maximise its performances and their capabilities in areas that are
of greatest strategic value for the firm through a combination of outsourcing, partnering, and
in-house expertise (Hugos, 2011).
Accordingly, by using an example of Canon, the following will identify how the company
understands the capabilities and limitations of its supply-chain by analysing two of the five
elements in understanding supply chain capabilities. Due to reasons of parsimony, production
and information decisions are chosen as the two subjects of discussion.
Production Decisions
Canon’s production decisions are mainly driven by its dual aim of cost-reduction and product
innovation (Canon, 2013e). Canon’s production decisions include make-or-buy decisions,
2Atiqah Ismail & Amal AmbadeMSc Operations and Supply Chain Management
2013 International Logistics
fully-automated production, outsourcing of non-core components and production-facility
locations (Fawcett et al., 2007; Canon, 2013d; d). Canon has full ownership and control over
its production activities involving in-house production of proprietary key components and
devices, functional parts, circuit boards, moulds and manufacturing equipments used to create
camera parts (Canon, 2013e). The following outlines how Canon’s production decisions are
shaped based on its supply chain capabilities and constraints:
Understanding the Nature of High-tech Industry and Competitive Environment
A manufacturer’s capability to constantly innovate is critical in the competitive digital
camera manufacturing (DCM) market as products are constantly evolving and emerging
(Tseng et al., 2009; BBC, 2006; Tesseras 2011). This forces Canon to operate at low cost to
accommodate constant research and development (R&D) in imaging technology (Canon
USA, 2012; Tesseras, 2011). Therefore, the need for constant innovation plays a major factor
in production decision relating to make-or-buy decisions in the DCM market in terms of time
and cost limitations. These limitations contribute to the complementary need for rapid market
delivery of high-value products at low-cost.
Make-or-buy decisions: Realising Core Competency and Production Capacity
The competitive need to constantly innovate while minimising cost may have influenced
Canon’s make-or-buy decisions. Canon’s recognition of its core competency in digital optical
and imaging technologies underlies its production capacity decisions for in-house production
and innovation of critical technology and components (Canon, 2013c; d). Accordingly,
Canon focuses on the production of high-value critical components and R&D activities while
outsourcing other low-value components (Canon, 2013e). For example, as Canon focuses on
its core competency in the production of high-value critical components (e.g. lenses and
image sensors), it outsources the manufacturing of low-value accessories (e.g. rubber hand-
grip) to its supply-chain partners with expertise in the production of those components
(Canon, 2013d; Canon USA, 2012a).
3Atiqah Ismail & Amal AmbadeMSc Operations and Supply Chain Management
2013 International Logistics
Canon’s ability to synchronise these different manufacturing capabilities of supply-chain
partners with its own has resulted in a sustainable competitive advantage and supply chain
effectiveness (Hayes and Pisano, 1994; Fawcett et al., 2007).
Moreover, Canon’s in-house competency to manufacture, develop, and innovate digital
imaging technologies has enabled itself to achieve rapid and low-cost production of high
quality product through self-designed, fully-automated production and investments in cost-
saving technology such as computer-aided engineering which enables ‘prototype-less
technology’ (Canon UK, 2012; Canon, 2013d). Thus, allowing greater control over its value
chain and production operations at minimum cost.
Information Decisions
Similar to production decisions, understanding the nature of high-tech industry and
competitive environment shapes and influences Canon’s information decisions. As mentioned
previously, low-cost production and operation and speed to market are important competitive
requirement to survive in the capital- and technology-intensive industry. Thus, efficiency
needs to be assured through accurate and timely information, thereby eliminating wastes (e.g.
overproduction, poor design, and new-product run-up) (Taylor and Brunt, 2001). Therefore,
the need for accurate and timely information influences Canon’s information decisions.
Understanding the Structure and Nature of Supply Chain: Global Supply Chain
Canon is a global company, with operations and supply chain extended over the world
(Canon UK, 2013). Understanding the supply-network structure, flows, operations and
dynamics enables early identification of potential complexity associated with global supply
chain such as lack of ownership arising from outsourcing, and inertia due to general lack of
responsiveness (Juttner et al., 2003). Global supply chains are often exposed to inertia, where
it is difficult to control suppliers’ flexibility and ability to adapt to changing environments
(Juttner et al., 2003). Accordingly, the following further discusses how the need for accurate
and timely information influences Canon’s information decisions.
4Atiqah Ismail & Amal AmbadeMSc Operations and Supply Chain Management
2013 International Logistics
Information Sharing and Exchange Decisions
Information sharing requires firms to exchange strategic supply chain information and not
only transactional data, such as materials or product orders (Prajogo and Olhager, 2012).
Canon has implemented Integrated Information System (IIS) through systems like Electronic
Data Interchange System (EDIS). EDIS is designed for Canon’s suppliers, in which quotation
or order data can be transferred between Canon and suppliers (Canon, 2013f). To facilitate
this, Canon also engages in the development of supply-chain partners’ information sharing
system (The Times 100, 2013).
IIS plays a central role in Canon’s supply chain management in the following aspects; first, it
allows firms to increase the volume and complexity of information which needs to be
communicated with the inter-trading partners. Second, it allows firms to provide real-time
supply-chain information (Prajogo and Olhager, 2012). Increased access to real-time
information enables Canon to synchronise its inventory level, delivery status, and production
planning and scheduling which enables firms to manage and control its supply chain
activities. Third, it also facilitates the alignment of forecasting and scheduling of operations
between Canon and its supply chain partners, allowing better inter-firms coordination.
Exchange of information has revolutionized most of Canon’s operation leading to a greater
visibility of technology and resources. Thus, benefiting Canon through quality assurance (i.e.
conformance to specification by Canon to its partners, in terms of consistency of services
provided by its agents globally), synchronized distribution system, and timeliness to market
(through reliable production planning, ordering and distribution systems).
However, Canon needs to carefully consider which information to disclose and exchange
among its supply chain partners. For instance, possible patent conflicts may arise from
specific buyer-supplier investments and information-sharing in supply-chain integration or
alliances when intellectual properties and technologies are shared among key suppliers or
customers within the supply chain.
5Atiqah Ismail & Amal AmbadeMSc Operations and Supply Chain Management