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Transcript of Welcome
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Agenda
When firms cooperate, compete and exchange
problems with traditional supply chain management (SCM) problems this creates for manufacturers problems this creates for their suppliers problems this creates for consumers
improvements to traditional SCM the direct-to-customer model virtual integration with suppliers
Agents
Firms
Networks
Markets
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Quiz
? days a box of cereal spends in the supply chain?
Distorted information causes total inventory in the pharmaceutical supply chain to exceed ? days. $? in savings to be realized.
$ ? wasted because of poor coordination in the food industry supply chain
$ ? Boeing write-off in 1997 due to supply chain inefficiencies
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Quiz
A box of cereal spends 104 days in the supply chain
Distorted information causes total inventory in the pharmaceutical supply chain to exceed 100 days. $11 billion in savings to be realized
Poor coordination wasting $ 30 billion annually in the food industry
$ 2.6 billion Boeing write-off in 1997 due to supply chain inefficiencies
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Defining SCM
SCM is the coordination of material, information and financial flows between and among enterprises participating in the demand fulfillment process for a product or service.
Spans multiple organizations and industries
Coordination and integration of flows essential for the modern enterprise
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A digital nervous system is the corporate, digital equivalent of the human nervous system, providing a well-integrated flow of information to the right part of the organization at the right time. A digital nervous system consists of the digital processes that enable a company to perceive and react to its environment, to sense competitor challenges and customer needs, and to organize timely responses.
Gates: Business @ The Speed of Thought
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A digital nervous system requires a combination of hardware and software; it's distinguished from a mere network of computers by the accuracy, immediacy, and richness of the information it brings to knowledge workers and the insight and collaboration made possible by the information.
Gates: Business @ The Speed of Thought
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Scott McNealy on Gates’ View
He is right - I would be very nervous if my systems were based on their platforms and products!
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RFID Tags
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Tags can be attached to almost anything:
pallets or cases of product vehicles company assets or personnel items such as apparel,
luggage, laundry people, livestock, or pets high value electronics such
as computers, TVs, camcorders
What is RFID? -- The TagsWhat is RFID? -- The Tags
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Are All Tags The Same?Are All Tags The Same?
Basic Types:Active
Tag transmits radio signal Battery powered memory,
radio & circuitry High Read Range (100
meters)Passive
Tag reflects radio signal from reader
Reader powered Shorter Read Range
(10cm – 5 meters)
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RFID the Supply Chain
Tag ReaderAntenna Middleware Supply chain execution- Coiled
antenna ofreader creates magnetic field with coiled antenna of tag
- Transmits identification data to a reader
-Transmit data tomiddleware
-Associates tag info with product info
-Process information from reader
-Filters data
-Sends data to backend servers
- Backend SCE or ERPsystems receives Information
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How far, how fast, How far, how fast, how much, how many, attached to whathow much, how many, attached to what??
Low Frequency No regulation Penetrate materials (water, wood, tissue well) Slow read speed Small range No penetration of iron and steel
Medium Frequency Little data, small distance Thin tags Low cost High data rates Govt regulated Non mental penetrating
High Frequency Penetrate materials Small tag size High data transfer Long range Non-water or tissue penetrating Non-regulated in some regions expensive
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Where can RFID add value?
From Manufacturing
Into a Store’s Back Room Inventory
On the Shelf At the Cash
Register
Through Distribution Transportation
Out the Door as an anti-theft device
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Top 100 Suppliers: Suppliers will mark inbound cases and
pallets with RFID - 1 January 2005 - May, 2003 specification calls for ≈256 bit read/write tag
• 1 EPC tag per carton – 100% read on conveyor
• 1 EPC tag per pallet – 100% read at Inbound dock
• Conveyor speed of up to 600 feet per minute
• 3 Texas Distribution Centers
• January 2005
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Why???
Stock management /perishables (field to fork)
In-stock levels Invoice reconciliation: damaged,
deductions, performance penalties, etc. Scan Based Trading or VMI Improved analytics & POS data All reads available to suppliers within
30 minutes
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Guidelines for using RFID Bar codes cannot be used Counting versus identification (reverse
logistics) Use of 3Party logistics and suppliers Data collection is chaotic (battlefields,
hospitals, retails shops) Exact configuration of the good must be
maintained Counterfeit protection High Risk scenarios, drugs, hospitals Collecting data outside of retailer (smart
refrigerators, medicine cabinets, etc)
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Beer Game video
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Traditional supply chain obsolescence
Direction of flow of demand Direction of flow of product
Raw Material vendor
Tier-II Suppliers
Tier-I Suppliers
Manufacturers Distrib
ution Centers
Retailers Custo
mer Zones
Point of Point of differentiatiodifferentiatio
nnDistribution Distribution
costscostsMarket Market
mediation mediation costscosts
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The Bullwhip Effect
Customer Retailer Distributor Factory Tier 1 supplier Equipment
Upstream amplification of demand variationProgression of a brushfire to an inferno!
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Machine Tools at Bullwhip Tip
-100%
-50%
0%
50%
100%
19
61
19
63
19
65
19
67
19
69
19
71
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73
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77
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91
Data from United States, 1961-1991 (GDP, vehicle production, and machine tool orders
% C
ha
ng
e, y
ea
r to
ye
ar
% change GDP
% change vehicle production index
% change net new orders machine tool industry
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The Diaper Supply Chain!
010
203040
5060
7080
Week
Ord
er
Factory
Distributor
Wholesaler
Retailer
Customer
Ripples to tidal wavesStockpiles and stockoutsInsufficient or excessive capacitiesHigher costs
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What is the Problem?
The “bullwhip effect” - four key causes Demand signal processing
Currently only order information is shared (not actual sales) Need to instead share POS retail data (sell-through data)
Order batching (retailers only order periodically) Infrequent access to demand information
Order rationing retailers order popular items excessively Hoarding of scare products (inflate demand order of scarce
product to ensure that you have it on-hand)
Special Promotions Alter the normal pattern of product demand from customer;
so that it’s impossible to understand the “true” demand
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Interorganizational Systems: CRP
P&G
Warehouse 1
Warehouse 2
BIG RETAILER
< 3% stock outs
< 14days inventory
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Before CRP
P&G
Warehouse 1
Warehouse 2
BIG RETAILERBudget
Actual
•Volume discounts•New product promos
•Here and now discounts•Trade marketing
•Bonuses….
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Interorganizational Systems
Integration of supply chain across companies
Degrees of integration: information, process, property rights
Increased efficiencies through 1. optimal production/logistics planning 2. lower inventories 3. increased flexibility 4. customer satisfaction
Oh brave new world, this is wonderful…But…
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The Economist says….
Look out for proprietary systems with high specificity Lock-in
Sharing processes is optimal from logistics viewpoint, but remember ‘knowledge of time and place’
Additional information acquired by one party can reduce bargaining power of other. Competitive industries like retailing, grocery and electronics has demonstrated many examples of this….
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Types of Shared Information
Inventory information Transition to echelon-based inventory systems Upstream companies can determine when and
what to produce Downstream companies can improve service
levels with less inventory
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Types of Shared Information
Sales Data Variance of orders greater than that of sales The “bullwhip effect” - four key causes
Demand signal processing Move to sharing sell-through data and POS retail
data Order batching
Infrequent access to demand information Order rationing
Hoarding of scare products Promotions
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Types of Information Sharing
Production/Delivery Schedule Improves due-date estimation Expand planning horizons
Other Information Sharing Performance metrics Capacity information
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Challenges
Aligning incentives of different partners Channel Management Example
Trust and cooperation Confidentiality of shared information Anti-trust implications, such as possible
price fixing behavior Timeliness and accuracy of information Technological constraints
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SCM Software –Who?
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What does SCM software do?
2 Main Functions: Tracking & Optimization
Factory Scheduling Bar Code Warehouse Management Transportation Routing and Scheduling Inter Organizational Systems Collaborative Planning & Optimization Multi – echelon optimization E-Procurement & Marketplaces Supplier Contract Management RFID Management Systems
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Commercial Uses of New Technologies
Many commercial forms are products of modern technologies
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Manugistics, I2, Commerce 1, Ariba
3.1
2.3.3
.7
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eCommerce Status? Doing fine….
0
100
200
300
400
500
600
700
800
1999 2,000 2001Billion USD
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eCommerce - Where?
Manufacturing (19.6% of all sales) Transportation equipment Beverage and tobacco Electrical equipment & components
Wholesalers (11.7% of all sales) Drugs and druggists Motor vehicles, parts and supplies Professional and commercial equipment
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eCommerce - Where? (cont.)
Services (1% of total sales) Travel arrangement and reservations Securities & commodities
intermediation Publishing and software
Retail Sales (1.4% of total retail sales) Books and magazines
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Outlook
CommonPresent Sense
Manufacturing 18% 70% Wholesalers 8% 50% Services 1% 20% Retail Sales 1% 30%
• 60-80% of all eCommerce conducted through EDI • x12 & EDIFACT (primarily VANS)
www.census.gov/estats
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B2B What Happened ?
Estimates that over 1,000 B2B portal will soon consolidate to < 200.
Less than 15% of all exchanges operating
2 Stories: Vertical Horizontal
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Your task….
You would like to buy a 3 year old Honda Prelude. You have 2 options:
1. Buy the car in a private transaction, mediated through the newspaper classifieds, or
2. Buy the car through a used car dealership
Asses the relative advantages and disadvantages of each option.
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Intermediaries
Up to 25% of the economy
Financial Intermediaries
Dealers & Wholesalers
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Information management: compiling and filtering information, informing consumer's knowledge of supply and demand capacity.Logistics management: economies of scale, scope and specialization in conveying goods from production sites to consumption sites
Transaction securitization: controlling and guaranteeing the quality of goods and payments delivered to buyer and seller
Insurance: insurance for the existence of a market for the products, that is, a market making function
Liquidity: extending credit to both sides of the transaction, alleviating liquidity constraints
OK, so what do Intermediaries do?
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Morgan Stanley “Collaborative Commerce”
Before the Order Purchase approval and routing Promotions and campaigns Financing Inventory availability Price negotiation
During Fulfillment Order status Partial Shipments Backorder information Substitute products Order explosion to multiple suppliers Scheduling of inventory
After Delivery Warranty and maintenance Replacement parts Asset Management Regulatory Compliance Returns and incorrect ships Settlement Inspection
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B2B Portals – 2 main types
Horizontal 1 product sector –
many industries Large exchanges Provide liquidity,
transparency, aggregate supply & demand
Require high volume of transactions, small commission base
Additional revenue through value adds like financing, asset management, warrantees
Vertical One industry –many
products Limited membership Eliminate inefficiencies
in specific industry supply chains
Fewer transactions – revenue based on realized savings
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Purpose Increase understanding of rent generation
models in electronic intermediaries Implications of network and product
characteristics Evolution of rent accrual mechanisms &
information and relational capabilities Comparative case studies: 2 companies, both
founded in Atlanta in 2000, & backed by large industry incumbents
Omnexus
eGatematrix
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Omnexus
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Omnexus
Plastics Industry one of world’s largest 589 billion dollars in revenue Employs 1.5 million people
BASF Bayer Dow Dupont Ticona/Celanese
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Omnexus
•Large marketplace, MCBase •Search on thousands of materials with specific properties•Integration with suppliers ERP systems•Real time inventory and price data•Submission of RFQs•Electronic billing and transaction clearing•Customer Support
Size # of Firms Annual Revenues Market ShareLarge 200 >30 million >50%Medium 2,700 6 million 30%Small 5,000 <$1 million <20%
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Segmentation of Resins Buyers
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Competition
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Evolution
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eGate Matrix
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Suppliers/ Distributors/ Manufacturers Caterers
Service Providers Airlines
Flight schedule information from airlinesQuality performance feedback from airlines
Flight schedule information from airlinesQuality performance feedback from airlines
Flight schedule information from airlinesQuality performance feedback from airlines
Inventory and service availability updates from all groups
Food products, supplies, materials to caterers or directly to plane
Prepared meals and other supplies to planeEquipment (galley, culinary, etc.) hand-offs between flights
Audio and video supplies/ equipment to plane
Equipment (galley, culinary, etc.) hand-offs between flights
Mark-up payment from airlines for services rendered
Payment from airlines Service charges from airlines
Information Flows
Physical Flows
Financial Flows
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What Happened? Conclusions
Horizontal Many portals built on
information aggregation assumption
Barriers to entry low Too many portals, can’t
generate volume Suppliers weary of
transparency (stick with EDI and Fax)
Most sectors can support 1-3 exchanges (max).
Forget commodities and content - Focus on payment, logistics, & value adds….
Vertical Often very sound
business model Implementation hard
work Barriers to adoption:
legal, organizational, procedural
Slow in the making, but scale well
Most profitable in fragmented markets with customizable products