Supply Chain Drivers and Metrics Chapter 3. Content….. 3-2 Impellers of Supply Chain Supply Chain...
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Transcript of Supply Chain Drivers and Metrics Chapter 3. Content….. 3-2 Impellers of Supply Chain Supply Chain...
![Page 1: Supply Chain Drivers and Metrics Chapter 3. Content….. 3-2 Impellers of Supply Chain Supply Chain Concepts Drivers of supply chain performance A framework.](https://reader033.fdocuments.us/reader033/viewer/2022061321/56649db95503460f94aa9656/html5/thumbnails/1.jpg)
Supply Chain Drivers and Metrics
Chapter 3
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Content…..
3-2
Impellers of Supply ChainSupply Chain ConceptsDrivers of supply chain performanceA framework for structuring driversFacilitiesInventoryTransportationInformationSourcingPricingObstacles to achieving fit
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IMPELLERS OF SUPPLY CHAIN
3-3
Empowered Customer
Developments in Information Technology Tools
Globalisation
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SUPPLY CHAIN CONCEPTS
3-4
Systems ConceptMultiple organizationsIntracompany, interfunctional and
interdependence
Total Cost ConceptIntegrated system
Trade off ConceptResponsiveness Vs. Efficiency
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Drivers of Supply Chain Performance
3-5
Facilitiesplaces where inventory is stored, assembled, or
fabricatedproduction sites and storage sites
Inventoryraw materials, WIP, finished goods within a
supply chaininventory policies
Transportationmoving inventory from point to point in a
supply chaincombinations of transportation modes and
routes
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Informationdata and analysis regarding inventory,
transportation, facilities throughout the supply chain
potentially the biggest driver of supply chain performance
Sourcingfunctions a firm performs and functions
that are outsourcedPricing
Price associated with goods and services provided by a firm to the supply chain
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A Framework for Structuring Drivers
3-7
Competitive Strategy
Supply Chain Strategy
Efficiency Responsiveness
Facilities Inventory Transportation
Information
Supply chain structure
Cross Functional Drivers
Sourcing Pricing
Logistical Drivers
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Facilities
3-8
Role in the supply chainthe “where” of the supply chainmanufacturing or storage (warehouses)
Role in the competitive strategyeconomies of scale (efficiency priority)larger number of smaller facilities (responsiveness priority)
Example : Toyota and HondaComponents of facilities decisions
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Components of Facilities Decisions
3-9
Locationcentralization (efficiency) vs. decentralization
(responsiveness)other factors to consider (e.g., proximity to customers)
Capacity (flexibility versus efficiency)Manufacturing methodology (product focused
versus process focused)Warehousing methodology (SKU storage, job lot
storage, cross-docking)Overall trade-off: Responsiveness versus efficiency
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Facility related metricsCapacityUtilizationProduction cost per
unitTheoretical
flow/cycle time of production
Actual average flowFlow time efficiencyProduct variety
Processing/setup/down/idle time
Quality lossesAverage
production batch size
Production service level
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Inventory
3-11
Role in the supply chainRole in the competitive strategyComponents of inventory decisions
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Inventory: Role in the Supply Chain
3-12
Inventory exists because of a mismatch between supply and demand
Source of cost and influence on responsivenessImpact on
material flow time: time elapsed between when material enters the supply chain to when it exits the supply chain
throughput rate at which sales to end consumers occur I = DT (Little’s Law) I = inventory; D = throughput; T = flow time Example Inventory and throughput are “synonymous” in a supply
chain
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Inventory: Role in Competitive Strategy
3-13
If responsiveness is a strategic competitive priority, a firm can locate larger amounts of inventory closer to customers
If cost is more important, inventory can be reduced to make the firm more efficient
Trade-offExample – Nordstrom
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Components of Inventory Decisions
3-14
Cycle inventory Average amount of inventory used to satisfy demand
between shipments Depends on lot size
Safety inventory inventory held in case demand exceeds expectations costs of carrying too much inventory versus cost of
losing salesSeasonal inventory
inventory built up to counter predictable variability in demand
cost of carrying additional inventory versus cost of flexible production
Overall trade-off: Responsiveness versus efficiency
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Inventory related metricsCash-to-cash cycle timeAverage inventoryInventory turnsProducts with more than a specified number of
days of inventoryAverage replenishment batch sizeAverage safety inventorySeasonal inventoryFill rate (order/demands met on time)Fraction of time out of stock (Zero inventory)Obsolete inventory
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Transportation
3-16
Role in the supply chainRole in the competitive strategyComponents of transportation decisions
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Role in the Supply Chain
3-17
Moves the product between stages in the supply chain
Impact on responsiveness and efficiency
Faster transportation allows greater responsiveness but lower efficiency
Also affects inventory and facilities
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Role in the Competitive Strategy
3-18
If responsiveness is a strategic competitive priority, then faster transportation modes can provide greater responsiveness to customers who are willing to pay for it
Can also use slower transportation modes for customers whose priority is price (cost)
Can also consider both inventory and transportation to find the right balance
Example: Blue Nile (online retailer of diamonds)
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Components ofTransportation Decisions
3-19
Mode of transportation: air, truck, rail, ship, pipeline, electronic
transportationvary in cost, speed, size of shipment,
flexibilityRoute and network selection
route: path along which a product is shippednetwork: collection of locations and routes
In-house or outsourceOverall trade-off: Responsiveness versus
efficiency
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Transportation related metricsAverage inbound transportation costAverage incoming shipment sizeAverage inbound transportation cost per
shipmentAverage outbound transportation costAverage outbound shipment sizeAverage outbound transportation cost
per shipmentFraction transported by mode
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Information
3-21
Role in the supply chainRole in the competitive strategyComponents of information decisions
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Role in the Supply Chain
3-22
The connection between the various stages in the supply chain – allows coordination between stages
Crucial to daily operation of each stage in a supply chain – e.g., production scheduling, inventory levels
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Role in the Competitive Strategy
3-23
Allows supply chain to become more efficient and more responsive at the same time (reduces the need for a trade-off)
Information technologyWhat information is most valuable?Example: Andersen Windows (Mfg. of residential
wood windows)Sunsweet Growers (Dried fruit
producers)
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Components of Information Decisions
3-24
Push (MRP) versus pull (demand information transmitted quickly throughout the supply chain)
Coordination and information sharingForecasting and aggregate planningEnabling technologies
EDIInternetERP systemsSupply Chain Management softwareRFID
Overall trade-off: Responsiveness versus efficiency
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Information related metricsForecast horizonFrequency of updateForecast errorSeasonal factorsVariance from planRatio of demand variability to order variability
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Sourcing
3-26
Role in the supply chainRole in the competitive strategyComponents of sourcing decisions
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Role in the Supply Chain
3-27
Set of business processes required to purchase goods and services in a supply chain
Supplier selection, single vs. multiple suppliers, contract negotiation
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Role in the Competitive Strategy
3-28
Sourcing decisions are crucial because they affect the level of efficiency and responsiveness in a supply chain
In-house vs. outsource decisions- improving efficiency and responsiveness
Example : Cisco
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Components of Sourcing Decisions
3-29
In-house versus outsource decisions
Supplier evaluation and selection
Procurement processOverall trade-off: Increase the supply chain profits
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Sourcing related metricsDays payable outstandingAverage purchase priceRange of purchase priceAverage purchase quantityFraction of on time deliveriesSupply qualitySupply lead timeSupplier reliability
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Pricing
3-31
Role in the supply chainRole in the competitive strategyComponents of pricing decisions
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Role in the Supply Chain
3-32
Pricing determines the amount to charge customers in a supply chain
Pricing strategies can be used to match demand and supply
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Role in the Competitive Strategy
3-33
Firms can utilize optimal pricing strategies to improve efficiency and responsiveness
Low price and low product availability; vary prices by response times
Example : Amazon.com
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Components of Pricing Decisions
3-34
Pricing and economies of scaleEveryday low pricing versus high-
low pricingFixed price versus menu pricingOverall trade-off: Increase the firm
profits
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Pricing related metricsProfit marginDays sales outstandingIncremental fixed cost per unitIncremental variable cost per unitAverage sales priceAverage order sizeRange of sale priceRange of periodic sales
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Obstacles to Achieving Strategic Fit
3-36
Increasing variety of productsDecreasing product life cyclesIncreasingly demanding customersFragmentation of supply chain
ownershipGlobalizationDifficulty executing new strategies