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Supply Chains
Supply Chains
Supply Chains
Supply Chains
Supply Chains
Supply Chains
Supply Chains
Supply Chains
Supply Chains
Supply Chains
Supply Chains
Supply Chains
Supply Chains
Supply Chains
Supply Chains
Supply Chains
Supply Chains
Supply Chains
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Supply Chains

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  • 1. Supply Chain Management AG BM 460
  • 2. Introduction <ul><li>Hanover Foods – 95% of output is produced under contract </li></ul><ul><li>Contract w/ store or industrial customer or food service company including important variables </li></ul><ul><li>Then plan production </li></ul><ul><li>Then contract w/ farmers to get what you need – including all important variables </li></ul>
  • 3. Enhancing the customer’s experience through excellence in delivering the right products, services, resources and information seamlessly to the right place at the right time ! Mission of the Supply Chain: “ Nowadays, it’s supply chains that compete with supply chains!” Price Waterhouse Coopers
  • 4. Supply Chain Management Introduction <ul><li>Some definitions </li></ul><ul><ul><li>Supply Chain – the core business processes in an organization that create and deliver a product or service, from concept through development and manufacturing or conversion, and into a market for consumption </li></ul></ul><ul><ul><li>Supply Chain Management – the methods, systems and leadership that continuously improve an organization’s integrated processes for product and service design, purchasing, inventory management, logistics, distribution and customer satisfaction </li></ul></ul>
  • 5. Supply Chain Management <ul><li>More definitions </li></ul><ul><ul><li>Upstream – the processes which occur before manufacturing or production into a deliverable product or service, typically processes dedicated to getting raw materials from suppliers </li></ul></ul><ul><ul><li>Downstream – the processes which occur after manufacturing or production, typically those processes dedicated to getting goods and services to customers and consumers </li></ul></ul>
  • 6. Definitions of Supply Chain Management Supply Chain Management involves the flows between and among stages in a supply chain to maximize total profitability. Chopra and Meindl, 2001
  • 7. Supply Chain Optimization <ul><li>The traditional approach to supply chain management usually involves a collection of separate functional activities </li></ul><ul><li>Integrated approach views costs to anybody as costs to the chain – prevents actions that save money on trucking but cost more money on inventory </li></ul>
  • 8. Traditional versus Integrated SCM Approaches <ul><li>Independent inventory management policies </li></ul><ul><li>Minimization of firm costs </li></ul><ul><li>Short-term focus </li></ul><ul><li>Information sharing limited to current transaction </li></ul><ul><li>Corporate philosophies not relevant </li></ul><ul><li>Each to their own success or failure </li></ul><ul><li>Independent actions and information systems </li></ul><ul><li>Joint reduction of channel inventories </li></ul><ul><li>Channel-wide cost savings </li></ul><ul><li>Long-term perspective </li></ul><ul><li>As required for planning and monitoring </li></ul><ul><li>Compatible corporate philosophies </li></ul><ul><li>Sharing of risks and rewards </li></ul><ul><li>Channel leadership and compatible information systems </li></ul>
  • 9. Some examples <ul><li>Inventory – independent or system-wide – supermarket buys 6 months of detergent on sale and stores it rather than work out a delivery schedule to get it as needed </li></ul><ul><li>Costs – minimize your costs or system-wide costs – sale in Denver region so buy detergent for whole country there and haul it back to where it is needed or work out a delivery schedule from plant to local warehouses </li></ul>
  • 10. Some examples <ul><li>Short or long term focus – are you making optimal decisions for today or for longer term – hog plant that underpays farmers today may find them out of business tomorrow and then no hog plant </li></ul><ul><li>Information sharing – current transaction or broadly – are you working together to both succeed or just for short term gain </li></ul>
  • 11. Some examples <ul><li>Corporate philosophies – working together requires recognition of other’s perspective, if not compatible philosophies – Hershey &amp; WalMart </li></ul><ul><li>Each out for himself or sharing risks and rewards – Hershey managing candy section for WalMart </li></ul>
  • 12. Information Systems <ul><li>Non compatible systems once were the standard </li></ul><ul><li>Now, electronic ordering – sharing scanner data – electronic invoicing – need compatible systems </li></ul>
  • 13. SCM Activities: Industry Focus <ul><li>Integrated Behaviour </li></ul><ul><li>Mutual Sharing of Information </li></ul><ul><li>Mutual Sharing of Risks and Rewards </li></ul><ul><li>Cooperation </li></ul><ul><li>Same Goal and Same Focus on Serving Customers </li></ul><ul><li>Integration of Processes </li></ul><ul><li>Partners to Build and Maintain Long-term Relationships </li></ul>
  • 14. Cost Inventory costs Transport costs Total costs Rail Truck Air
  • 15. Setting the Stage <ul><li>A supply chain is a linked set of value creating activities. </li></ul><ul><ul><li>View chain as an integrated system. </li></ul></ul><ul><ul><li>Consumer driven … emphasis on quality. </li></ul></ul><ul><ul><li>Focus on improving system-wide performance … then on the distribution of gains from those improvements. </li></ul></ul><ul><ul><li>Transparency in inter-firm relationships. </li></ul></ul><ul><ul><li>Key role for chain leader. </li></ul></ul>
  • 16. Setting the Stage <ul><li>Key concerns in the design of supply chains in the food system include: </li></ul><ul><ul><li>system-wide efficiency </li></ul></ul><ul><ul><li>distribution of returns </li></ul></ul><ul><ul><li>food safety and quality </li></ul></ul><ul><ul><li>adaptability and innovation </li></ul></ul><ul><li>Structural change and the need to link into more highly integrated supply chains pose new challenges for farm managers. </li></ul>
  • 17. Mike Villa’s Produce Activities <ul><li>Contract with WalMart to supply produce over next 6 months </li></ul><ul><li>Cost targets </li></ul><ul><li>Quality targets </li></ul><ul><li>Delivery targets </li></ul><ul><li>Inventory targets </li></ul>
  • 18. Consider a single product - onions <ul><li>Different sources </li></ul><ul><li>Storable to a degree </li></ul><ul><li>Planning ahead </li></ul><ul><li>Managing logistics </li></ul><ul><li>Dealing with surprises </li></ul>

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