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

21
st
-Centur y
Supply Chains
1-2
Overview of 21
st
-century supply chains
•
The supply chain revolution
•
Why integration creates value
•
Generalized supply chain model
•
Responsiveness
•
Financial sophistication
•
Globalization
1-3
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
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Successful supply chain strategies
Source: Supply Chain Management Review, March/ April 2000, p. 29.
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The total integration of the overall business
process creates value
Table 1.1 Integrative Management Value Proposition
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The integrated value-creation process must
be managed across firms from end to end
Figure 1.1 The Integrated Supply Chain Framework
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Forces driving supply chain strategies
•
Information technology
•
Integrative management
•

Responsiveness
•
Financial sophistication
•
Globalization
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Integrative management requires
simultaneous achievement of 8 processes
Table 1.2 Eight Supply Chain Processes
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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
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Responsiveness emerges as a competitive
advantage
Figure 1.2 Anticipatory Business Model
Figure 1.3 Responsive Business Model
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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
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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
1-13
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
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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)

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Example of Geographic Postponement
Keeping full inventory in a central warehouse and releasing
customer orders to local distributors or direct shipping to
customer
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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
1-17
Barriers to implementing responsive
systems
•
Need for publicly held
corporations to maintain
planned quarterly profits
–

Expectations of continued financial
results often drive promotional and
pricing strategies to “load the
channel” with inventory
•
Need to establish collaborative
relationships
–
Most business managers do not have
training or experience in
development of collaborative
arrangements
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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
1-19
Globalization offers firms several attractive
opportunities
•
Demand exceeds local
supply
–
90% of global demand is not
fully satisfied by local supply
•
Strategic sourcing
–
Identifying and matching the
sources of raw materials and
components to manufacturers
and distributors
•
Offshoring
–
Moving manufacturing and
distribution operations to
countries with favorable labor
costs and tax laws
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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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