Supply Chain Management, VTU, Module 1

Supply Chain Management

Module 1
By Prof. Raghavendran Venugopal

What is a Supply Chain?

Prof. Raghavendran Venugopal, MBA Dept,
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What is a supply chain?
 A supply chain consists of all the parties involved,
directly or indirectly, in fulfilling a customer
request.
 Supply chain management is a set of approaches
utilized to efficiently integrate suppliers,
manufacturers, warehouses, and stores, so that
merchandise is produced and distributed at the
right quantities, to the right locations, and at the
right time, in order to minimize system-wide costs
while satisfying service level requirements.

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Supply Chain

Supplier Manufacturer Distributor Retailer Customers

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The definition implies……
 First, supply chain management takes into
consideration every facility that has impact on
cost and plays a role in making the product
conform to customer requirements.
 From supplier and manufacturing facilities
through warehouses and distribution centers to
retailers and stores.
 In supply chain analysis, it is necessary to
account for the suppliers’ suppliers and the
customers’ customers because they have an
impact on supply chain performance.
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 Second, the objective of the supply chain
management is to be efficient and cost-effective
across the entire system.
 Total system-wide costs, from transportation and
distribution to inventories of raw materials, work in
process, and finished goods are to be minimized.

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 Thus the emphasis is not on simply minimizing
transportation cost or reducing inventories, but
rather, on taking a systems approach to supply
chain management.
 Finally, because supply chain management
revolves around efficient integration of suppliers,
manufacturers, warehouses and stores, it
encompasses the firm’s activities at many levels,
from strategic to the tactical and finally to the
operational level

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Then there are other terms for
SCM
 Logistics Management
 Value Chain management
 Demand Chain management

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Typical Supply Chain Involves
 Typical SC involves variety of stages and they
are:
 Customers
 Retailers
 Wholesalers
 Manufacturers
 Raw material/OE manufacturers or Suppliers

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A Supply Chain Example…

Keethi Stores
Nilgiris
RK Canteen
Big B
GOA
Coke Hotel Sagar

End customer
Heritage
.
HUL KAR HP Retail
Kellogs Navami
DELHI
P&G
WB
Tier 1
suppliers
State Local stores
distributors Super
market
chains

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Supply Chain Management
Supply Chain Management is
the design and management of processes
across organizational boundaries
with the goal of matching supply and demand
in the most cost effective way.

Supply Demand

Mission impossible: Matching Supply and Demand
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What makes Supply Chain
Management Difficult?
 Supply Chain strategies cannot be determined
in isolation. They are directly affected by
another chain that most organizations have, the
development chain that includes the set of
activities associated with new product
introduction.
 At the same time, supply chain strategies also
should be aligned with specific goals of the
organization, such as maximizing market share
or increasing profit.
 It is challenging to design and operate a supply
chain so that total system-wide costs are
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minimized, and system-wide service levels are

 Indeed, it is frequently difficult to operate a
single facility so that costs are minimized and
service level is maintained.
 The difficulty increases exponentially when an
entire system is being considered. The process
of finding the system-wide strategy is known as
global optimization.
 Uncertainty and risk are inherent in every
supply chain,
 Customer demand can never be forecast
exactly, travel times will never be certain, and
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machines and vehicles will breakdown.
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 Recent industry trends like outsourcing, off-
shoring, and lean manufacturing that focus on
reducing supply chain costs, significantly increase
the level of risk in the supply chain.
 Thus, supply chain needs to be designed and
managed to eliminate as much uncertainty and
risk as possible as well as deal effectively with the
uncertainty and the risk that remain.

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The Development Chain
 The development chain is the set of activities and
processes associated with new product
information

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The Development Chain
 Specifically, the development chain includes
decisions such as:
o product architecure
o Make and buy decisions
o Supplier selection
o Early supplier involvement
o Strategic partnerships

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Enterprise development and supply
chains
Product Architecture

Plan/Design Make/Buy
Early Supplier development

Strategic Partnerships
Source Supplier Selection
Supply Contracts

Supply Produce Distribute Sell

Supply
Prof. Raghavendran Venugopal, MBA Dept, Chain
17 Mijar

Global Optimization – Factors that
make it a challenging proposition
1. The supply chain is a complex network of
facilities dispersed over a large geography and
in many cases all over the globe.

2. Different facilities in the supply chain frequently
have different, conflicting objectives

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 The supply chain is a dynamic system that
evolves over time. Customer demand
characteristic changes over time, supplier
capabilities change over time
 Even the supply chain relationships change
over time.

 Customer power increases with increased
demands for quality, variety and customization

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 System variations over time – even when
demand is certain (purchase agreements etc.) the
planning process needs to account for demand
and cost parameters varying over time due to
impact of seasonal fluctuations, trends,
advertising and promotions, competitor’s pricing
strategies and so forth. These variations make it
difficult to develop the most effective supply chain
system.

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Managing Uncertainty and Risk
 Matching supply and demand is a major
challenge
 Inventory and back-order levels fluctuate
considerably across the supply chain
 Forecasting does not solve the problem
 Demand is not the only source of uncertainty
– delivery lead times, manufacturing yields,
transportation times and component
availability also can have significant impact on
supply chain
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Key issues in Supply Chain
management
 Distribution Network  Product design
Configuration  Information Technology
and decision support
 Supply Contracts systems
 Distribution strategies  Customer value
 Supply chain  Smart Pricing
integration and  Local Issues
strategic partnering  Inventory control
 Outsourcing and Off-  Production sourcing
shoring strategies

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The Objective of the Supply Chain
 The objective of the supply chain should be to
maximize the overall value generated.
 The value a supply chain generates is the
difference between what the final product is worth
to the customer and the costs the supply chain
incurs in filling the customer’s request.
 For most commercial supply chains, value will be
strongly correlated with supply chain profitability
(also known as supply chain surplus)
 Supply chain profitability or surplus is the total
profit that is shared across all supply chain stages
or intermediaries.
23  The higher the supply chain profitability, the more
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The importance of supply chain
decisions
 There is a close connection between the design
and management of supply chain flows (product,
information and funds) and the success of a
supply chain.
 Also failure can also be attributed to the failure is
supply chain design.
 Many Indian retail outlets have busted or have
truncated their business because of inefficiencies
that were existing in their supply chain design
which led to a negative supply chain surplus.
 Wal-Mart, Dell Computer are few examples of
companies that have built their success on superior
design, planning and operation of the supply chain.
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Decision Phases in a Supply
Chain
 Successful Supply Chain management requires
many decisions relating the flow of information,
product and funds.
 Supply chain design or strategy
 During this phase, given the marketing and pricing
plans for a product a company decides how to
structure the supply over the next several years.

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Chain
 Supply chain planning
 For decisions made during this phase, the time frame
considered is quarter to a year. This configuration
establishes constraints within which the planning must
be done.
 The goal of planning is to maximize the supply chain
surplus that can be generated given the constraints
established during the during the strategic phase or the
design phase.
 Companies start the planning phase with a forecast for
the coming year (or comparable time frame.) of demand
in different markets.
 Planning includes making decisions regarding which
markets will be supplied by which locations, whether
subcontracting will be employed or which type inventory
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Chain
 Supply chain planning
 In the planning phase the companies must include
uncertainty in demand, exchange rates, and
competition over this time horizon in their decisions.
 Given a shorter time frame and better forecasts
than the design phase, companies in the planning
phase try to incorporate any flexibility built into the
supply chain in the design phase and exploit it to
optimize operations.

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Chain
 Supply Chain Operations
 The time horizon here is weekly or daily, and during
this phase companies make decisions regarding
individual customer orders.
 At the operational level, supply chain configuration
is considered fixed and planning policies are
already defined.
 The goal of supply chain operations is to handle
incoming customer orders in the best possible
manner
 During this phase, firms allocate inventory or
productions to individual orders, set a date than an
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order is to be filled.
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Chain
 Supply Chain Operations
 Generate pick up lists at a warehouse, allocates an
order to a particular shipping mode and shipment,
set delivery schedules of trucks, and place
replenishment orders.
 Because operational decisions are being made in
the short term (minutes, hours or days), there is
less uncertainty about demand information
 Given the constraints established by the
configuration and planning policies the goal during
the operation phase is to exploit the reduction of
uncertainty and optimize performance.
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Process of Views of Supply
Chain
 Cycle View: The processes in the supply
chain are divided into a series of cycles each
performed at the interface between two
successive stages of the supply chain.

 Push/Pull view: The processes in the supply
chain are divided into two categories
depending on whether they are executed in
response to a customer order or in
anticipation of the customer order.

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Process of Views of Supply
Chain
 Pull processes are initiated by a customer order.
Whereas push processes are initiated and
performed in the anticipation of customer orders.

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Cycle View of a Supply Chain
 The processes in a supply chain are divided into
a series of cycles, each performed at the
interface between two successive stages.

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Cycle View of Supply Chain
Processes
 Customer order cycle
Customer order
cycle

 Replenishment cycle
Replenishment
Cycle
 Manufacturing cycle

Manufacturing
 Procurement Cycle Cycle

Procurement
Cycle
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Push/Pull View
 The processes in a supply chain are divided into
two categories depending on whether they are
executed in response to a customer order or in
anticipation of customer orders.
 Pull processes are initiated on customer order,
whereas push processes are initiated and
performed in anticipation of customer orders.

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Push/Pull Processes
Customer order Customer
cycle Pull
Processes

Retailer

Replenishment
and
Manufacturing
Cycle Manufacturer

Push
Processes

Procurement
Cycle

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Process View of Supply Chain
 Each cycle occurs at the interface between two
successive stages of the supply chain
 Which means that there are four supply chain
process between five stages.
 Not every supply chain will have all the four
cycles clearly separated

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Process View of Supply Chain
Customer

Customer order
cycle
Retailer
Replenishment
Cycle
Distributor

Manufacturing
Cycle
Manufacturer

Procurement
Cycle
Prof. Raghavendran Venugopal, MBA Dept, Supplier
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Sub-Process in each Supply Chain
Process Cycle
 Within each cycle, the goal of the buyer is to ensure
product availability and to achieve economies of scale
in ordering.
 Even though each cycle has the same basic sub-
processes, there are few differences between cycles.
 In the customer order cycle, demand is external to the
supply chain and thus uncertain
 In all other cycles order placement is uncertain but
can be projected based on policies followed by the
particular chain stage.
 The difference across cycles relate to the scale of an
order.
38 
Mijar For example, in the procurement cycle, a tire supplier to
an automotive manufacturer is known.

Process Cycle
 The cycle view clearly specifies the roles of each
member of the supply chain.
 The detailed process description of a supply
chain in the cycle view forces a supply chain
designer to consider the infrastructure required to
support these processes

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Process Cycle
 Each cycle consists of six sub-processes

Supplier Stage markets Buyer returns reverse flows to
products supplier or third party

Buyer Stage
Buyer Stage places order
Receives Supply

Supplier Stage receives order Supplier Stage supplies order
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Supply Chain Macro Process in a
firm
 Two process views can be viewed into three
macro process and they are:
 Customer Relationship Management (CRM)
 Internal SCM (ISCM)
 Supplier Relationship Management (SRM)
• Source, Negotiate, Buy/Make
SRM • Design, Supplier Collaboration
• Strategic , Demand & Supply Planning
ISCM • Fulfillment, Field Service
• Market, Price, Sell
CRM • Call Center & Order Management
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Supply Chain Performance

Achieving Strategic Fit and Scope

Competitive & SC Strategies
 A company’s competitive strategy defines relative
to its competitors, the set of customer needs that
it seeks to satisfy through its products and
services.
 Targets one or more customer segments and
provides products and services to satisfy the
customer’s needs.
New Product Sales &
Operations Distribution Service
Development Marketing

Finance, Accounting, Information Technology, Human Resources

Value
Prof. Raghavendran Venugopal, MBA Dept, Chain for a typical organization
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Competitive Strategy
 For Example:
 Big Bazaar competitive strategy is to provide its
customers goods at the lowest possible price (vis-à-
vis competitors).
 Acer’s competitive strategy is to provide value for
money to its customers with an effective and well-
accessible after sales service.

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 All functions play important role and each must
develop its own strategy.
 Product Development Strategy
 Marketing and sales Strategy
 Logistics/ Supply chain strategy.

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Competitive Advantages by SCM
Company
utilization of all
resources

Competitors
Customers
utilization of all
Needs & Wants
resources
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Competitive Advantages by SCM
 Companies shall have productive advantages or
Value advantages. Major companies shall have
both.
 Productivity Advantage.
Cost per unit

Summative volume

 Value Advantages
Service Leader (C) Cost & Service Leader (D)

Product Market (A) Cost Leader (B)

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Supply chain strategies
Technology
Integration
Strategy

SC
Demand stream Collaboration
Strategy Frame Strategy
work
Customer
Service
Strategy

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Collaboration strategy:
 Opportunities among business partners.
 Three types of business collaborations.
 Manufacturer or Supplier Collaborations
 Manufacturer or Customer Collaborations
 3PL’s & 4PL’s providers
Customer Service Strategy:
 Directly proportional to the service rendered by the
organizations.
 Customer Segmentation
 Returns managing
 Cost to serve
Technology integration strategy
Demand Stream Strategy
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Achieving Strategic Fit & Meaning of
Strategic Fit
 For any company to be successful its supply chain strategy
and competitive strategy must fit together
 It means that both the competitive and supply chain
strategies have aligned goals.
 It refers to consistency between customer priorities that the
competitive strategy hopes to satisfy and the supply chain
capabilities that the supply chain strategy aims to build.
 All processes and functions that are part of a company’s
value chain contribute to its success or failure
 These processes and functions do not lead to the operate
in isolation
 No one processes or function can ensure the chain’s
success.
 Failure at any one process or function, however, may lead
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to failure of
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How strategic Fit achieved?
The following steps shall support to achieve the
strategic fit.
 Understanding the Customer and Supply Chain
uncertainty.
 Understanding the supply chain capabilities.
 Achieving strategic fit

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Understanding the Customer and
Supply Chain uncertainty
To understand the customer, a company must
identify the needs of the customer segment being
served.
 The quantity of the product needed in each lot.
 The response time the customers are willing to
tolerate.
 The variety of products needed.
 The service level required.
 The price of the product.
 The desired rate of innovation of the product.
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Implied Demand Uncertainty
 This does not mean uncertainty in overall demand but
uncertainty in demand which the company seeks to
satisfy.
 Range of quantity required increases
 Lead Time Decreases
 Increases because wider range of the quantity
required implies greater variance in demand.
 Increase because there is less time in which to react
to orders.
 Variety of products required increases
 Number of channels through which product may be
acquired increases
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Implied Demand Uncertainty
 Increase because demand per product becomes more
disaggregate
 Increase because the total customer demand is now
disaggregated over more channels.
 Rate of Innovation Increases
 Required service level increases
 Increase because new products tend to have more
uncertain demand
 Increase because the firm has to handle unusual surges
in demand

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The Implied Uncertainty (Demand
and Supply) Spectrum
Predictable Supply and
uncertain demand or uncertain Highly uncertain
Predictable Supply supply and predictable supply and
and Demand demand or somewhat demand
uncertain supply and demand

Salt at a An existing A new
Supermarket automobile communication
demand device

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Understanding the supply chain
capabilities
 Supply chain responsiveness implies the
following:
 Response to wide ranges of quantities demanded
 Meet short lead times
 Handle a large variety of products
 Build highly innovative products
 Meet a high service level
 Handle supply uncertainty

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The cost-responsive efficient frontier
 It is the curve showing the lowest possible cost
for a given level of responsiveness

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Responsiveness

High

Low

High Low
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Responsiveness Spectrum

Somewhat Somewhat Highly
Highly Efficient
efficient responsive responsive

Local Apparel: A Big Bazaar:
Integrated traditional make- Most automotive Changing
Textile Mills: to-stock production: merchandise
Production manufacturer delivering a mix and by
scheduled with production large variety of location and
weeks or months lead time of products in a time of the day
in advance with several weeks couple of weeks
little variety or
flexibility
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Step 3: Achieving Strategic Fit
 After mapping the level of implied uncertainty and
understanding the supply chain position on the
responsiveness spectrum, the third and final step
is to ensure that the degree of supply chain
responsiveness is consistent with the implied
uncertainty.
 The goal is to target high responsiveness for a
supply chain facing high implied uncertainty.
 The relationship is represented by the “Zone of
Strategic Fit”.
 Increasing implied uncertainty from the customers
and supply sources is best served by increasing
Prof. Raghavendran Venugopal, MBA Dept,the supply chain.
responsiveness from
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Zone of Strategic Fit

Responsive
Supply Chain

Responsive
Spectrum

Efficient Supply
Chain

Certain Implied
Uncertain
Demand Uncertainty
Demand
Spectrum
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Zone of Strategic Fit

Responsive

Responsive
Spectrum

Efficient

Product Implied
Product
Maturity Uncertainty
Introduction
Spectrum
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Comparison of efficient and
responsive supply chains
Efficient Supply Chain Responsive Supply
Chain
Primary Goal Supply demand at the Respond quickly to
lowest cost demand
Product Design Maximizing Create modularity to
Strategy performance at a allow postponement of
minimum product cost product differentiation
Pricing strategy Lower Margins Higher Margins
because price is the because price is not
prime customer driver the prime customer
driver

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Chain
Manufacturing Lower costs through Maintain capacity
Strategy higher utilization flexibility to buffer
against demand and
supply uncertainty
Inventory Strategy Minimize inventory to Maintain buffer
lower cost inventory to deal with
demand/supply
uncertainty
Lead time strategy Reduce, but not the Reduce aggressively,
expense of costs even if costs are
significant
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Chain
Supplier Strategy Select based on cost Select based on
and quality speed, flexibility,
reliability and quality
Transport Strategy Lowest Cost mode Fastest means of
available delivery depending on
needs

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Other Issues Affecting Strategic
Fit
 Multiple Products and Customer Segments
 Product Life Cycle
 Changing Customer Expectation
 Issues on Globalization
 Supply Chain uncertainty
 Competitive Changes over time horizon

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Expanding Strategic Scope
 A key issue relating to strategic fit is the scope, in
terms of supply chain stages, across which the
strategic fit applies.
 Scope of strategic fit refers to the functions within
the firm and stages across the supply chain that
devise an integrated strategy with a shared
objective.
 At one extreme, every operation within each
functional area devises its own independent
strategy with the objective of optimizing its
individual performance.
 At the opposite extreme, all functional areas
across all stages of the supply chain devise
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strategy jointly with a common objective of
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Obstacles in Achieving Strategic
Fit
 Increase in Product  Decreasing PLC’s
Variety.  Division of SC
 High Demand Ownership
Customers  Difficulty in Executing
 Globalization New Strategies
 Silo mentality  Diminishing SC
 Lack of confidence & Visibility
Knowledge.

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Supply Chain Drivers & Metrics

Drivers of Supply Chain
Performance
 Facilities
 places where inventory is stored, assembled, or fabricated
 production sites and storage sites
 Inventory
 raw materials, WIP, finished goods within a supply chain
 inventory policies
 Transportation
 moving inventory from point to point in a supply chain
 combinations of transportation modes and routes
 Information
 data and analysis regarding inventory, transportation, facilities throughout
the supply chain
 potentially the biggest driver of supply chain performance
 Sourcing
 functions a firm performs and functions that are outsourced
 Pricing
 Prof. Raghavendran Venugopal, MBA Dept,
Price associated with goods and services provided by a firm to the supply
70 chain
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A Framework for Structuring
Drivers
Competitive Strategy

Supply Chain
Strategy
Efficiency Responsiveness
Supply chain structure

Logistical Drivers

Facilities Inventory Transportation

Information Sourcing Pricing

Cross Functional Drivers
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 Role in the supply chain
 Role in the competitive
strategy
 Components of Drivers
decisions

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Facilities
Role in the supply chain
 the “where” of the supply chain
 manufacturing or storage (warehouses)
Role in the competitive strategy
 economies of scale (efficiency priority)
 larger number of smaller facilities (responsiveness
priority)

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Facilities
Components of Facilities Decisions
 Location
 centralization (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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Inventory
Role in the Supply Chain
 Inventory exists because of a mismatch between supply
and demand
 Source of cost and influence on responsiveness
 Impact 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 = RT (Little’s Law)
 I = inventory; R = throughput; T = flow time
 Example
Prof. Raghavendran Venugopal, MBA Dept, “synonymous”
 Inventory and throughput are in a supply chain
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Inventory
Role in Competitive Strategy
 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
 Example: Economies of Scale

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Inventory
Components of Inventory Decisions
 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 sales
 Seasonal inventory
 inventory built up to counter predictable variability in demand
 cost of carrying additional inventory versus cost of flexible
production
 more inventory: greater responsiveness but greater cost
 less inventory: lower cost but lower responsiveness
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Transportation
 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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Transportation
 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

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Transportation
Components of transportation decisions
 Mode of transportation:
 air, truck, rail, ship, pipeline, electronic transportation
 vary in cost, speed, size of shipment, flexibility
 Route and network selection
 route: path along which a product is shipped
 network: collection of locations and routes
 In-house or outsource

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Information
 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
 Allows supply chain to become more efficient and more
responsive at the same time (reduces the need for a
trade-off)
 Information technology
 What information is most valuable?

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Information
Components of information decisions
 Push (MRP) versus pull (demand information
transmitted quickly throughout the supply chain)
 Coordination and information sharing
 Forecasting and aggregate planning
 Enabling technologies
 EDI
 Internet
 ERP systems
 Supply Chain Management software

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Sourcing
 Set of business processes required to
purchase goods and services in a supply chain
 Supplier selection, single vs. multiple suppliers,
contract negotiation
 Sourcing decisions are crucial because they
affect the level of efficiency and
responsiveness in a supply chain
 In-house vs. outsource decisions- improving
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efficiency and responsiveness
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Sourcing
Components of sourcing decisions
 In-house versus outsource decisions
 Supplier evaluation and selection
 Procurement process
 Overall trade-off: Increase the supply chain
profits

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Pricing
 Pricing determines the amount to charge
customers in a supply chain
 Pricing strategies can be used to match demand
and supply
 Firms can utilize optimal pricing strategies to
improve efficiency and responsiveness
 Low price and low product availability; vary prices
by response times
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Pricing
Components of pricing decisions
 Pricing and economies of scale
 Everyday low pricing versus high-low pricing
 Fixed price versus menu pricing
 Overall trade-off: Increase the firm profits

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Obstacles to Achieving Strategic
Fit
 Increasing variety of products
 Decreasing product life cycles
 Increasingly demanding customers
 Fragmentation of supply chain ownership
 Globalization
 Difficulty executing new strategies

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Supply Chain Management, VTU, Module 1

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