This document discusses key concepts in supply chain management. It defines a supply chain as including all stages involved in fulfilling a customer request, from suppliers to end customers. There are three phases of supply chain decision making: strategy/design, planning, and operations. Processes in a supply chain can be viewed through the cycle view, with different cycles at each stage interface, or the push/pull view, with reactive pull processes in response to customer demand and speculative push processes. The overall goal of supply chain management is to maximize total supply chain profitability.
The document discusses achieving strategic fit between a company's supply chain strategy and competitive strategy. It explains that strategic fit means consistency between customer priorities and supply chain capabilities. A company achieves fit by first understanding customer demand uncertainty and then designing its supply chain to match the appropriate level of responsiveness. Expanding the scope of strategic fit across more functions and partners can further improve performance.
This document discusses the importance of strategic fit between a company's supply chain strategy and its competitive strategy. It explains that strategic fit means consistency between customer priorities in the competitive strategy and supply chain capabilities. Achieving strategic fit involves three steps: 1) Understanding customer needs and implied demand uncertainty, 2) Understanding the supply chain's responsiveness vs efficiency, and 3) Aligning the supply chain strategy within the "zone of strategic fit". Strategic fit must also be expanded across the entire value chain and supply chain for optimal performance.
The document discusses achieving strategic fit between a company's competitive strategy and supply chain strategy. It describes three key steps: 1) Understanding customer demand uncertainty, 2) Understanding supply chain responsiveness and costs, 3) Ensuring the supply chain capabilities match the customer needs. Expanding strategic scope across functions and partners improves coordination and profitability for all members of the supply chain.
This document provides an overview of supply chain management concepts from the textbook "Supply Chain Management (3rd Edition)". It defines a supply chain as all stages involved in fulfilling a customer request, including information and funds flows. The objective of a supply chain is to maximize overall value by balancing revenue and costs across all stages. Decision phases in a supply chain include strategy/design, planning, and operations. Processes can be viewed through cycles between stages or as push/pull depending on whether they are reactive or speculative to demand. Examples of supply chains discussed include Gateway, Zara, and 7-Eleven.
Chapter 2Supply Chain Performance: Achieving Strategic Fit and Scopesajidsharif2022
1) Effective supply chain management requires achieving strategic fit between the demand aspects of a product and the design of its underlying supply chain.
2) Understanding customer needs in terms of factors like quantity, lead time, product variety and price helps determine a product's implied demand uncertainty.
3) Understanding the supply chain's responsiveness in meeting factors like ranges of quantities, lead times, and service levels helps map it on the responsiveness spectrum.
3) Strategic fit is achieved by ensuring the supply chain's strengths are consistent with the target customer's needs, such as having a responsive supply chain for customers with uncertain demand.
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Chapter 1. understanding the supply chainSachin Modgil
This document discusses key concepts in supply chain management. It defines a supply chain as including all stages involved in fulfilling a customer request, from suppliers to end customers. There are three phases of supply chain decision making: strategy/design, planning, and operations. Processes in a supply chain can be viewed through the cycle view, with different cycles at each interface, or the push/pull view, with reactive pull processes and speculative push processes. The overall goal of supply chain management is to maximize total supply chain profitability.
The document outlines 6 key obstacles to achieving strategic fit within a company's supply chain: 1) increasing variety of customized products, 2) decreasing product life cycles, 3) increasingly demanding customers, 4) fragmentation of supply chain ownership, 5) globalization adding coordination difficulties, and 6) difficulty executing new strategies once formulated. Overcoming these obstacles presents opportunities for untapped improvements, as supply chain management has become major to firms' success or failure due to obstacles' increasing impact.
The document discusses achieving strategic fit between a company's supply chain strategy and competitive strategy. It explains that strategic fit means consistency between customer priorities and supply chain capabilities. A company achieves fit by first understanding customer demand uncertainty and then designing its supply chain to match the appropriate level of responsiveness. Expanding the scope of strategic fit across more functions and partners can further improve performance.
This document discusses the importance of strategic fit between a company's supply chain strategy and its competitive strategy. It explains that strategic fit means consistency between customer priorities in the competitive strategy and supply chain capabilities. Achieving strategic fit involves three steps: 1) Understanding customer needs and implied demand uncertainty, 2) Understanding the supply chain's responsiveness vs efficiency, and 3) Aligning the supply chain strategy within the "zone of strategic fit". Strategic fit must also be expanded across the entire value chain and supply chain for optimal performance.
The document discusses achieving strategic fit between a company's competitive strategy and supply chain strategy. It describes three key steps: 1) Understanding customer demand uncertainty, 2) Understanding supply chain responsiveness and costs, 3) Ensuring the supply chain capabilities match the customer needs. Expanding strategic scope across functions and partners improves coordination and profitability for all members of the supply chain.
This document provides an overview of supply chain management concepts from the textbook "Supply Chain Management (3rd Edition)". It defines a supply chain as all stages involved in fulfilling a customer request, including information and funds flows. The objective of a supply chain is to maximize overall value by balancing revenue and costs across all stages. Decision phases in a supply chain include strategy/design, planning, and operations. Processes can be viewed through cycles between stages or as push/pull depending on whether they are reactive or speculative to demand. Examples of supply chains discussed include Gateway, Zara, and 7-Eleven.
Chapter 2Supply Chain Performance: Achieving Strategic Fit and Scopesajidsharif2022
1) Effective supply chain management requires achieving strategic fit between the demand aspects of a product and the design of its underlying supply chain.
2) Understanding customer needs in terms of factors like quantity, lead time, product variety and price helps determine a product's implied demand uncertainty.
3) Understanding the supply chain's responsiveness in meeting factors like ranges of quantities, lead times, and service levels helps map it on the responsiveness spectrum.
3) Strategic fit is achieved by ensuring the supply chain's strengths are consistent with the target customer's needs, such as having a responsive supply chain for customers with uncertain demand.
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Chapter 1. understanding the supply chainSachin Modgil
This document discusses key concepts in supply chain management. It defines a supply chain as including all stages involved in fulfilling a customer request, from suppliers to end customers. There are three phases of supply chain decision making: strategy/design, planning, and operations. Processes in a supply chain can be viewed through the cycle view, with different cycles at each interface, or the push/pull view, with reactive pull processes and speculative push processes. The overall goal of supply chain management is to maximize total supply chain profitability.
The document outlines 6 key obstacles to achieving strategic fit within a company's supply chain: 1) increasing variety of customized products, 2) decreasing product life cycles, 3) increasingly demanding customers, 4) fragmentation of supply chain ownership, 5) globalization adding coordination difficulties, and 6) difficulty executing new strategies once formulated. Overcoming these obstacles presents opportunities for untapped improvements, as supply chain management has become major to firms' success or failure due to obstacles' increasing impact.
The document discusses supply chain management, defining a supply chain as consisting of all stages involved in fulfilling customer requests. It describes the objectives of a supply chain as maximizing overall value generated and total profitability across all stages. Key aspects of supply chain management are identified as the three decision phases of strategy, planning, and operations; different views of supply chain processes; and the importance of effective supply chain flows.
1. Strategic fit is achieved when a company's competitive strategy and supply chain capabilities are aligned and support the same goals. This means the supply chain does what the competitive strategy requires to be successful.
2. Understanding customer needs and supply chain uncertainties is important for strategic fit. Customer attributes like response time, variety, and innovation impact demand uncertainty. Supply factors like quality, capacity, and process stability impact supply uncertainty.
3. A company's supply chain strategy should be tailored to its competitive context. For example, Walmart focuses on low cost through efficient suppliers and logistics, while Dell focuses on customization through online ordering. The right supply chain depends on a product's demand predictability.
1) The document discusses achieving strategic fit between a company's competitive strategy and its supply chain strategy. It explains that strategic fit means consistency between customer priorities in the competitive strategy and the supply chain capabilities defined in the supply chain strategy.
2) Achieving strategic fit involves understanding customer demand and mapping it on an implied uncertainty spectrum. It also involves understanding the supply chain's responsiveness capabilities and mapping it on a responsiveness spectrum. Strategic fit is achieved when the supply chain's capabilities match the implied uncertainty of customer demand.
3) Expanding the scope of strategic fit across functions like marketing, product development, and suppliers is important for overall company success. Achieving fit within and across companies in the supply chain enhances coordination
This document discusses key concepts in supply chain management. It defines a supply chain as including all stages involved in fulfilling a customer request. The objective of a supply chain is to maximize value by balancing customer value and supply chain costs. Supply chain decisions are important - good decisions can lead to major company growth while bad decisions can cause failures. Decisions are categorized into three phases: strategy/design, planning, and operations. The document also describes two process views of supply chains - the cycle view and push/pull view. Finally, it outlines the three macro processes within a company's supply chain: customer relationship management, internal supply chain management, and supplier relationship management.
This document discusses the supply chain of IKEA, the largest furniture retailer. IKEA has a large global supply chain but faces issues related to suppliers. The key points are:
1. IKEA designs and sells ready-to-assemble furniture worldwide. It has a wide range of home goods and relies on its supply chain for revenue and international presence.
2. However, IKEA faces problems related to supplier coordination and collaboration. Improving coordination between functions and collaboration with partners could help address these issues.
3. The document recommends IKEA align its supply chain strategies with its organizational structure to better manage materials flow and ensure smooth operations internationally and domestically.
The document discusses key concepts in supply chain management. It defines a supply chain as all stages involved in fulfilling a customer request, including suppliers, manufacturers, warehouses, retailers, and customers. It outlines three decision phases in a supply chain: strategy/design, planning, and operations. It also presents two views for analyzing supply chain processes - the cycle view and push/pull view. The cycle view divides processes into customer order, replenishment, manufacturing, and procurement cycles. The push/pull view categorizes processes as either push (anticipatory) or pull (reactive to customer orders).
The document outlines the major drivers of supply chain performance as facilities, inventory, transportation, information, sourcing, and pricing. Each driver plays a role in creating strategic fit between supply chain and competitive strategy by balancing efficiency and responsiveness. Some key obstacles to achieving fit are increasing product variety, shorter life cycles, demanding customers, fragmented ownership, and globalization. The course will further explore decision-making for each driver to achieve fit despite these obstacles.
This document discusses achieving strategic fit between a company's competitive strategy and its supply chain strategy. It outlines three key steps: 1) Understanding customer needs and how they impact supply chain uncertainty. 2) Understanding the company's supply chain capabilities and how to balance responsiveness and efficiency. 3) Aligning the supply chain strategy to best meet customer needs given the company's supply chain capabilities. Strategic fit is achieved when a company's supply chain strategy supports its competitive strategy to satisfy customer priorities. The document also discusses factors like product life cycles and competitive changes that require evolving the supply chain strategy over time.
This document discusses competitive supply chain strategies. It defines supply chain strategy as designing a firm's supply chain to meet operational priorities and ensure superior customer value. Key concepts covered include balancing customer service and costs, order delivery lead times, responsiveness, delivery reliability, product variety, and mass customization. Mass customization allows firms to provide variety at low costs through flexible processes. The document also discusses outsourcing, lean supply chains that focus on strategic sourcing and cost management, and additional supply chain strategies like offshoring and integration. Dell's order fulfillment process and Toyota outsourcing electronic parts are provided as examples.
The document outlines the major drivers of supply chain performance as facilities, inventory, transportation, information, sourcing, and pricing. Each driver plays a role in creating strategic fit between supply chain and competitive strategy by balancing efficiency and responsiveness. Some key obstacles to achieving fit are increasing product variety, shorter life cycles, demanding customers, fragmented ownership, and globalization. The course will further explore decision-making for each driver to achieve fit despite these obstacles.
Creating competitive advantages through supply chain finalKurnia Rosyada
This document provides a case study on Samsung Electronics and how their supply chain management practices have helped create competitive advantages and resilience. It discusses trends in supply chain management like resilience, value chain networks, and demand-driven excellence. It also analyzes Samsung's practices like extended supplier partnerships, customer collaboration, and how these have contributed to strategic positioning, product innovation, and differentiation. The document concludes Samsung has implemented best practices that view supply chain management holistically and have created competitiveness and market resilience.
This document discusses factors that influence distribution network design, including customer needs, costs, and various design options. Distribution directly impacts costs and customer experience. The number of facilities in a network affects response time, inventory levels, transportation and facility costs. Design options include direct shipping from manufacturers, distributor warehouses, retail stores, and mixed approaches. E-business is changing distribution's impact on customer service and costs. The type of network chosen has long-term consequences for the supply chain.
Information is a key driver of supply chain performance. It consists of data regarding facilities, inventory, transportation, costs, prices, and customers throughout the supply chain. Information has a direct impact on all other supply chain drivers and can make the supply chain more responsive and efficient. Key performance metrics for information include data accuracy, system uptime, data accessibility, and timeliness of sharing and reporting data. Information plays an important role in creating strategic fit between the supply chain strategy and competitive strategy by enabling responsiveness to meet customer needs while achieving production and distribution efficiencies.
This document discusses achieving strategic fit in supply chain management. It defines strategic fit as having aligned competitive and supply chain strategies. It describes three steps to achieving strategic fit: 1) Understanding customer needs and implied demand uncertainty, 2) Understanding supply chain capabilities, and 3) Aligning supply chain responsiveness with demand uncertainty through strategic roles. The document emphasizes that all functions and stages of the supply chain must work together to execute strategies that support the overall competitive strategy.
The document discusses strategy and sustainability in operations and supply chains. It covers key topics like competitive dimensions, order qualifiers and winners, strategic fit, productivity measurement, and how financial markets evaluate operations performance. The learning objectives are to understand how operations strategy relates to other functions, identify strategic factors, and explain how productivity and performance are assessed.
Drivers of supply chain performance group 2Bhupesh Bindal
Walmart revolutionized supply chain management through an emphasis on information. By replacing inventory with information sharing across its supply chain, Walmart was able to dramatically reduce costs and improve responsiveness. This allowed everyday low pricing and high in-store variety. Key aspects included efficient transportation and facilities networks, minimal inventory levels managed through up-to-date sales data, and collaborative planning with suppliers. The Tata Nano similarly achieved breakthrough low costs through a target costing approach and extensive supply chain optimization to remove waste.
Supply chain management aims to efficiently integrate suppliers, manufacturers, warehouses, and stores to minimize costs while meeting customer demands. The objectives are to produce and distribute the right quantities of products to the right locations at the right time. This helps firms face global competition, improve standardization, and satisfy customers while reducing total system costs across the entire supply chain.
Issues and Trends in Supply Chain ManagementMiles Weaver
This document provides an overview of key concepts in supply chain management. It discusses how supply chains compete rather than individual companies. Modern supply chain management aims to deliver superior customer value at lower overall costs. Key aspects of supply chain management covered include procurement, logistics, variability and risks, the need for resilience and agility, lean practices, and the importance of integration and strategic partnerships. The document also discusses outsourcing, offshoring, and the need for sustainable supply chain management.
The document discusses key concepts in supply chain management. It defines a supply chain as all stages involved in fulfilling a customer request, including suppliers, manufacturers, warehouses, retailers, and customers. It presents two views of supply chain processes - the cycle view which divides processes into cycles at each stage interface, and the push/pull view which categorizes processes as push (anticipatory) or pull (reactive to customer orders). The three key supply chain decision phases are identified as strategy/design, planning, and operations. Maximizing total supply chain profitability is the overall goal.
This document provides an overview of supply chain management concepts from the first chapter of the textbook "Supply Chain Management (3rd Edition)". It defines a supply chain, outlines the key decision phases of supply chain strategy, planning and operations. It also describes how supply chains can be viewed through either their cycles between stages or their push/pull processes. Key goals of supply chain management are maximizing overall value and profitability across the entire supply chain network.
The document discusses supply chain management, defining a supply chain as consisting of all stages involved in fulfilling customer requests. It describes the objectives of a supply chain as maximizing overall value generated and total profitability across all stages. Key aspects of supply chain management are identified as the three decision phases of strategy, planning, and operations; different views of supply chain processes; and the importance of effective supply chain flows.
1. Strategic fit is achieved when a company's competitive strategy and supply chain capabilities are aligned and support the same goals. This means the supply chain does what the competitive strategy requires to be successful.
2. Understanding customer needs and supply chain uncertainties is important for strategic fit. Customer attributes like response time, variety, and innovation impact demand uncertainty. Supply factors like quality, capacity, and process stability impact supply uncertainty.
3. A company's supply chain strategy should be tailored to its competitive context. For example, Walmart focuses on low cost through efficient suppliers and logistics, while Dell focuses on customization through online ordering. The right supply chain depends on a product's demand predictability.
1) The document discusses achieving strategic fit between a company's competitive strategy and its supply chain strategy. It explains that strategic fit means consistency between customer priorities in the competitive strategy and the supply chain capabilities defined in the supply chain strategy.
2) Achieving strategic fit involves understanding customer demand and mapping it on an implied uncertainty spectrum. It also involves understanding the supply chain's responsiveness capabilities and mapping it on a responsiveness spectrum. Strategic fit is achieved when the supply chain's capabilities match the implied uncertainty of customer demand.
3) Expanding the scope of strategic fit across functions like marketing, product development, and suppliers is important for overall company success. Achieving fit within and across companies in the supply chain enhances coordination
This document discusses key concepts in supply chain management. It defines a supply chain as including all stages involved in fulfilling a customer request. The objective of a supply chain is to maximize value by balancing customer value and supply chain costs. Supply chain decisions are important - good decisions can lead to major company growth while bad decisions can cause failures. Decisions are categorized into three phases: strategy/design, planning, and operations. The document also describes two process views of supply chains - the cycle view and push/pull view. Finally, it outlines the three macro processes within a company's supply chain: customer relationship management, internal supply chain management, and supplier relationship management.
This document discusses the supply chain of IKEA, the largest furniture retailer. IKEA has a large global supply chain but faces issues related to suppliers. The key points are:
1. IKEA designs and sells ready-to-assemble furniture worldwide. It has a wide range of home goods and relies on its supply chain for revenue and international presence.
2. However, IKEA faces problems related to supplier coordination and collaboration. Improving coordination between functions and collaboration with partners could help address these issues.
3. The document recommends IKEA align its supply chain strategies with its organizational structure to better manage materials flow and ensure smooth operations internationally and domestically.
The document discusses key concepts in supply chain management. It defines a supply chain as all stages involved in fulfilling a customer request, including suppliers, manufacturers, warehouses, retailers, and customers. It outlines three decision phases in a supply chain: strategy/design, planning, and operations. It also presents two views for analyzing supply chain processes - the cycle view and push/pull view. The cycle view divides processes into customer order, replenishment, manufacturing, and procurement cycles. The push/pull view categorizes processes as either push (anticipatory) or pull (reactive to customer orders).
The document outlines the major drivers of supply chain performance as facilities, inventory, transportation, information, sourcing, and pricing. Each driver plays a role in creating strategic fit between supply chain and competitive strategy by balancing efficiency and responsiveness. Some key obstacles to achieving fit are increasing product variety, shorter life cycles, demanding customers, fragmented ownership, and globalization. The course will further explore decision-making for each driver to achieve fit despite these obstacles.
This document discusses achieving strategic fit between a company's competitive strategy and its supply chain strategy. It outlines three key steps: 1) Understanding customer needs and how they impact supply chain uncertainty. 2) Understanding the company's supply chain capabilities and how to balance responsiveness and efficiency. 3) Aligning the supply chain strategy to best meet customer needs given the company's supply chain capabilities. Strategic fit is achieved when a company's supply chain strategy supports its competitive strategy to satisfy customer priorities. The document also discusses factors like product life cycles and competitive changes that require evolving the supply chain strategy over time.
This document discusses competitive supply chain strategies. It defines supply chain strategy as designing a firm's supply chain to meet operational priorities and ensure superior customer value. Key concepts covered include balancing customer service and costs, order delivery lead times, responsiveness, delivery reliability, product variety, and mass customization. Mass customization allows firms to provide variety at low costs through flexible processes. The document also discusses outsourcing, lean supply chains that focus on strategic sourcing and cost management, and additional supply chain strategies like offshoring and integration. Dell's order fulfillment process and Toyota outsourcing electronic parts are provided as examples.
The document outlines the major drivers of supply chain performance as facilities, inventory, transportation, information, sourcing, and pricing. Each driver plays a role in creating strategic fit between supply chain and competitive strategy by balancing efficiency and responsiveness. Some key obstacles to achieving fit are increasing product variety, shorter life cycles, demanding customers, fragmented ownership, and globalization. The course will further explore decision-making for each driver to achieve fit despite these obstacles.
Creating competitive advantages through supply chain finalKurnia Rosyada
This document provides a case study on Samsung Electronics and how their supply chain management practices have helped create competitive advantages and resilience. It discusses trends in supply chain management like resilience, value chain networks, and demand-driven excellence. It also analyzes Samsung's practices like extended supplier partnerships, customer collaboration, and how these have contributed to strategic positioning, product innovation, and differentiation. The document concludes Samsung has implemented best practices that view supply chain management holistically and have created competitiveness and market resilience.
This document discusses factors that influence distribution network design, including customer needs, costs, and various design options. Distribution directly impacts costs and customer experience. The number of facilities in a network affects response time, inventory levels, transportation and facility costs. Design options include direct shipping from manufacturers, distributor warehouses, retail stores, and mixed approaches. E-business is changing distribution's impact on customer service and costs. The type of network chosen has long-term consequences for the supply chain.
Information is a key driver of supply chain performance. It consists of data regarding facilities, inventory, transportation, costs, prices, and customers throughout the supply chain. Information has a direct impact on all other supply chain drivers and can make the supply chain more responsive and efficient. Key performance metrics for information include data accuracy, system uptime, data accessibility, and timeliness of sharing and reporting data. Information plays an important role in creating strategic fit between the supply chain strategy and competitive strategy by enabling responsiveness to meet customer needs while achieving production and distribution efficiencies.
This document discusses achieving strategic fit in supply chain management. It defines strategic fit as having aligned competitive and supply chain strategies. It describes three steps to achieving strategic fit: 1) Understanding customer needs and implied demand uncertainty, 2) Understanding supply chain capabilities, and 3) Aligning supply chain responsiveness with demand uncertainty through strategic roles. The document emphasizes that all functions and stages of the supply chain must work together to execute strategies that support the overall competitive strategy.
The document discusses strategy and sustainability in operations and supply chains. It covers key topics like competitive dimensions, order qualifiers and winners, strategic fit, productivity measurement, and how financial markets evaluate operations performance. The learning objectives are to understand how operations strategy relates to other functions, identify strategic factors, and explain how productivity and performance are assessed.
Drivers of supply chain performance group 2Bhupesh Bindal
Walmart revolutionized supply chain management through an emphasis on information. By replacing inventory with information sharing across its supply chain, Walmart was able to dramatically reduce costs and improve responsiveness. This allowed everyday low pricing and high in-store variety. Key aspects included efficient transportation and facilities networks, minimal inventory levels managed through up-to-date sales data, and collaborative planning with suppliers. The Tata Nano similarly achieved breakthrough low costs through a target costing approach and extensive supply chain optimization to remove waste.
Supply chain management aims to efficiently integrate suppliers, manufacturers, warehouses, and stores to minimize costs while meeting customer demands. The objectives are to produce and distribute the right quantities of products to the right locations at the right time. This helps firms face global competition, improve standardization, and satisfy customers while reducing total system costs across the entire supply chain.
Issues and Trends in Supply Chain ManagementMiles Weaver
This document provides an overview of key concepts in supply chain management. It discusses how supply chains compete rather than individual companies. Modern supply chain management aims to deliver superior customer value at lower overall costs. Key aspects of supply chain management covered include procurement, logistics, variability and risks, the need for resilience and agility, lean practices, and the importance of integration and strategic partnerships. The document also discusses outsourcing, offshoring, and the need for sustainable supply chain management.
The document discusses key concepts in supply chain management. It defines a supply chain as all stages involved in fulfilling a customer request, including suppliers, manufacturers, warehouses, retailers, and customers. It presents two views of supply chain processes - the cycle view which divides processes into cycles at each stage interface, and the push/pull view which categorizes processes as push (anticipatory) or pull (reactive to customer orders). The three key supply chain decision phases are identified as strategy/design, planning, and operations. Maximizing total supply chain profitability is the overall goal.
This document provides an overview of supply chain management concepts from the first chapter of the textbook "Supply Chain Management (3rd Edition)". It defines a supply chain, outlines the key decision phases of supply chain strategy, planning and operations. It also describes how supply chains can be viewed through either their cycles between stages or their push/pull processes. Key goals of supply chain management are maximizing overall value and profitability across the entire supply chain network.
The document defines a supply chain as all stages involved in fulfilling customer requests, including manufacturers, suppliers, transporters, warehouses, retailers, and customers. It discusses the objective of a supply chain as maximizing value by balancing revenue generated from customers against costs across the supply chain. Key decision phases in a supply chain are strategy/design, planning, and operations. The document also presents cycle and push/pull views for understanding processes within a supply chain.
The document provides an overview of supply chain management. It defines a supply chain as all stages involved in fulfilling a customer request, from suppliers to end customers. It discusses traditional views of logistics costs in the US economy and manufacturing firms. It then introduces supply chain management concepts and outlines key aspects like decision phases (strategy, planning, operations), process views (cycle and push-pull), macro processes (CRM, ISCM, SRM), and examples of supply chains like Dell, Toyota, Amazon, and others.
The document provides an overview of supply chain management concepts. It discusses traditional views of logistics costs in the US economy and manufacturing firms. It then introduces supply chain management and examples showing potential cost savings from effective strategies. The remainder of the document outlines key supply chain concepts including defining a supply chain, decision phases (strategy, planning, operations), process views (cycle and push-pull), and examples of different supply chain configurations.
This document provides an overview of supply chain concepts and examples. It discusses key topics such as:
- The cycle and push/pull views of analyzing supply chain processes
- Examples of different supply chains like Dell, L.L. Bean, and grocery retailers
- The three main decision phases in supply chain management: strategy, planning, and operations
- How effective supply chain management can maximize overall profitability across all stages.
What is a Supply Chain?
Decision Phases in a Supply Chain
Process View of a Supply Chain
The Importance of Supply Chain Flows
Examples of Supply Chains
This document defines key concepts in supply chain management. It explains that a supply chain includes all parties involved in fulfilling a customer request. The objective is to maximize overall value by balancing revenue and costs across the supply chain. Decision making occurs in three phases: design, planning, and operations. Processes can be viewed as cycles between parties or as push/pull depending on whether they are reactive or speculative. Information sharing and collaborative practices like CPFR can help reduce the bullwhip effect of demand distortion up the supply chain.
An application of Supply Chain Managment on present business organizationsDepesh Banik
The document discusses supply chain management and its application in present business organizations. It defines supply chain as a network of facilities working together to procure materials, transform them into products, and distribute the finished products to customers. The objectives are to understand how supply chain concepts are applied, how supply chains work within organizations, and how supply chain adaptations affect organizations. Research was conducted through literature reviews and interviews with supply chain professionals.
A supply chain includes all stages involved in fulfilling a customer request, from raw material suppliers to manufacturers to distributors to retailers to customers. There are typically three decision phases in managing a supply chain: strategy/design, planning, and operations. The objective of a supply chain is to maximize overall value created by balancing revenue generated from customers against the total costs across all supply chain stages.
1. The document discusses supply chain management and defines a supply chain as all stages involved in fulfilling a customer request, including manufacturers, suppliers, transporters, warehouses, retailers, and customers.
2. It explains that the objective of a supply chain is to maximize overall supply chain value created, which is the final product value minus total supply chain costs.
3. The document outlines the different decision phases in a supply chain: supply chain strategy and design, supply chain planning, and supply chain operations. It notes that strategy and design involve long-term strategic decisions while planning and operations have shorter time horizons.
The document discusses supply chain management. It defines supply chain management as coordinating all parties involved in fulfilling a customer request, including suppliers, manufacturers, distributors, and retailers. It describes the three key decision phases in supply chain management as strategy, planning, and operations. It also outlines different ways to view supply chain processes, such as the cycle view and push/pull view, and identifies the three main macro processes as customer relationship management, internal supply chain management, and supplier relationship management.
SCM SESSION 1 - FUNDAMENTALS OF SCM.pptxssuser653579
This document discusses the evolution of supply chain management over three revolutions from 1910-1970. The first revolution involved Henry Ford's vertically integrated supply chain for the Model T, offering high efficiency but low flexibility. The second revolution involved Toyota adopting integrated supply chains while offering a wide variety of products through close supplier relationships and low setup times. The third revolution saw increased use of information technologies like EDI to facilitate looser integration and global supply chain networks without requiring physical proximity between firms.
The document discusses key concepts in understanding supply chains including:
1. It defines a supply chain as all stages involved in fulfilling customer requests including suppliers, manufacturers, distributors, retailers, and customers.
2. It explains the objective of a supply chain is to maximize overall value or "supply chain surplus" which is customer value minus supply chain costs.
3. It identifies the three key decision phases in supply chain management as strategy/design, planning, and operations which determine the structure and flows within the supply chain over different time horizons.
Understanding The Supply Chain Management SCM pptxBrianStanley53
This document discusses key concepts related to supply chain management. It defines a supply chain as including all entities involved in fulfilling a customer request, including suppliers, manufacturers, distributors, retailers, and customers. The objective of a supply chain is to maximize overall value created by balancing revenue generated from customers and total costs across the supply chain. Supply chain decisions can be categorized into strategy/design, planning, and operations phases. The document also presents different views for analyzing supply chains, such as the cycle, push/pull, and macro process views.
1. The document discusses supply chain management concepts, including defining a supply chain as all parties involved in fulfilling customer requests.
2. It explains the objective of a supply chain is to maximize overall value, and describes supply chain management as managing flows between stages to maximize total profitability.
3. The document contrasts vertical and horizontal organizational structures, noting that a horizontal structure organized around processes can better integrate functions and create customer value.
This document provides an overview of supply chain management concepts. It defines key terms like logistics and supply chain management. It then discusses various components of a supply chain like facilities, inventory, transportation, and information and how decisions around these components can impact efficiency and responsiveness. The document also examines sourcing, pricing and supply chain collaboration strategies and how they relate to the competitive strategy.
Role of Merchandiser in Supply Chain Managementtarikul_38
This slide shows the information about the supply chain management in RMG sector. Viewers will get the relationship between supply chain and the responsible merchandiser for smooth running the whole factory activities.
This document provides an overview of supply chain management concepts. It discusses what a supply chain is, the objective of maximizing overall value, and the three key decision phases of supply chain strategy, planning and operations. It also describes two process views - the cycle view which divides processes between stages and the push/pull view which categorizes processes as reactive to demand or speculative. The goal of supply chain management is to effectively manage flows between stages to maximize total surplus.
it describes the bony anatomy including the femoral head , acetabulum, labrum . also discusses the capsule , ligaments . muscle that act on the hip joint and the range of motion are outlined. factors affecting hip joint stability and weight transmission through the joint are summarized.
Beyond Degrees - Empowering the Workforce in the Context of Skills-First.pptxEduSkills OECD
Iván Bornacelly, Policy Analyst at the OECD Centre for Skills, OECD, presents at the webinar 'Tackling job market gaps with a skills-first approach' on 12 June 2024
How to Make a Field Mandatory in Odoo 17Celine George
In Odoo, making a field required can be done through both Python code and XML views. When you set the required attribute to True in Python code, it makes the field required across all views where it's used. Conversely, when you set the required attribute in XML views, it makes the field required only in the context of that particular view.
Walmart Business+ and Spark Good for Nonprofits.pdfTechSoup
"Learn about all the ways Walmart supports nonprofit organizations.
You will hear from Liz Willett, the Head of Nonprofits, and hear about what Walmart is doing to help nonprofits, including Walmart Business and Spark Good. Walmart Business+ is a new offer for nonprofits that offers discounts and also streamlines nonprofits order and expense tracking, saving time and money.
The webinar may also give some examples on how nonprofits can best leverage Walmart Business+.
The event will cover the following::
Walmart Business + (https://business.walmart.com/plus) is a new shopping experience for nonprofits, schools, and local business customers that connects an exclusive online shopping experience to stores. Benefits include free delivery and shipping, a 'Spend Analytics” feature, special discounts, deals and tax-exempt shopping.
Special TechSoup offer for a free 180 days membership, and up to $150 in discounts on eligible orders.
Spark Good (walmart.com/sparkgood) is a charitable platform that enables nonprofits to receive donations directly from customers and associates.
Answers about how you can do more with Walmart!"
Philippine Edukasyong Pantahanan at Pangkabuhayan (EPP) CurriculumMJDuyan
(𝐓𝐋𝐄 𝟏𝟎𝟎) (𝐋𝐞𝐬𝐬𝐨𝐧 𝟏)-𝐏𝐫𝐞𝐥𝐢𝐦𝐬
𝐃𝐢𝐬𝐜𝐮𝐬𝐬 𝐭𝐡𝐞 𝐄𝐏𝐏 𝐂𝐮𝐫𝐫𝐢𝐜𝐮𝐥𝐮𝐦 𝐢𝐧 𝐭𝐡𝐞 𝐏𝐡𝐢𝐥𝐢𝐩𝐩𝐢𝐧𝐞𝐬:
- Understand the goals and objectives of the Edukasyong Pantahanan at Pangkabuhayan (EPP) curriculum, recognizing its importance in fostering practical life skills and values among students. Students will also be able to identify the key components and subjects covered, such as agriculture, home economics, industrial arts, and information and communication technology.
𝐄𝐱𝐩𝐥𝐚𝐢𝐧 𝐭𝐡𝐞 𝐍𝐚𝐭𝐮𝐫𝐞 𝐚𝐧𝐝 𝐒𝐜𝐨𝐩𝐞 𝐨𝐟 𝐚𝐧 𝐄𝐧𝐭𝐫𝐞𝐩𝐫𝐞𝐧𝐞𝐮𝐫:
-Define entrepreneurship, distinguishing it from general business activities by emphasizing its focus on innovation, risk-taking, and value creation. Students will describe the characteristics and traits of successful entrepreneurs, including their roles and responsibilities, and discuss the broader economic and social impacts of entrepreneurial activities on both local and global scales.
ISO/IEC 27001, ISO/IEC 42001, and GDPR: Best Practices for Implementation and...PECB
Denis is a dynamic and results-driven Chief Information Officer (CIO) with a distinguished career spanning information systems analysis and technical project management. With a proven track record of spearheading the design and delivery of cutting-edge Information Management solutions, he has consistently elevated business operations, streamlined reporting functions, and maximized process efficiency.
Certified as an ISO/IEC 27001: Information Security Management Systems (ISMS) Lead Implementer, Data Protection Officer, and Cyber Risks Analyst, Denis brings a heightened focus on data security, privacy, and cyber resilience to every endeavor.
His expertise extends across a diverse spectrum of reporting, database, and web development applications, underpinned by an exceptional grasp of data storage and virtualization technologies. His proficiency in application testing, database administration, and data cleansing ensures seamless execution of complex projects.
What sets Denis apart is his comprehensive understanding of Business and Systems Analysis technologies, honed through involvement in all phases of the Software Development Lifecycle (SDLC). From meticulous requirements gathering to precise analysis, innovative design, rigorous development, thorough testing, and successful implementation, he has consistently delivered exceptional results.
Throughout his career, he has taken on multifaceted roles, from leading technical project management teams to owning solutions that drive operational excellence. His conscientious and proactive approach is unwavering, whether he is working independently or collaboratively within a team. His ability to connect with colleagues on a personal level underscores his commitment to fostering a harmonious and productive workplace environment.
Date: May 29, 2024
Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
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Temple of Asclepius in Thrace. Excavation resultsKrassimira Luka
The temple and the sanctuary around were dedicated to Asklepios Zmidrenus. This name has been known since 1875 when an inscription dedicated to him was discovered in Rome. The inscription is dated in 227 AD and was left by soldiers originating from the city of Philippopolis (modern Plovdiv).
বাংলাদেশের অর্থনৈতিক সমীক্ষা ২০২৪ [Bangladesh Economic Review 2024 Bangla.pdf] কম্পিউটার , ট্যাব ও স্মার্ট ফোন ভার্সন সহ সম্পূর্ণ বাংলা ই-বুক বা pdf বই " সুচিপত্র ...বুকমার্ক মেনু 🔖 ও হাইপার লিংক মেনু 📝👆 যুক্ত ..
আমাদের সবার জন্য খুব খুব গুরুত্বপূর্ণ একটি বই ..বিসিএস, ব্যাংক, ইউনিভার্সিটি ভর্তি ও যে কোন প্রতিযোগিতা মূলক পরীক্ষার জন্য এর খুব ইম্পরট্যান্ট একটি বিষয় ...তাছাড়া বাংলাদেশের সাম্প্রতিক যে কোন ডাটা বা তথ্য এই বইতে পাবেন ...
তাই একজন নাগরিক হিসাবে এই তথ্য গুলো আপনার জানা প্রয়োজন ...।
বিসিএস ও ব্যাংক এর লিখিত পরীক্ষা ...+এছাড়া মাধ্যমিক ও উচ্চমাধ্যমিকের স্টুডেন্টদের জন্য অনেক কাজে আসবে ...
Chapter wise All Notes of First year Basic Civil Engineering.pptxDenish Jangid
Chapter wise All Notes of First year Basic Civil Engineering
Syllabus
Chapter-1
Introduction to objective, scope and outcome the subject
Chapter 2
Introduction: Scope and Specialization of Civil Engineering, Role of civil Engineer in Society, Impact of infrastructural development on economy of country.
Chapter 3
Surveying: Object Principles & Types of Surveying; Site Plans, Plans & Maps; Scales & Unit of different Measurements.
Linear Measurements: Instruments used. Linear Measurement by Tape, Ranging out Survey Lines and overcoming Obstructions; Measurements on sloping ground; Tape corrections, conventional symbols. Angular Measurements: Instruments used; Introduction to Compass Surveying, Bearings and Longitude & Latitude of a Line, Introduction to total station.
Levelling: Instrument used Object of levelling, Methods of levelling in brief, and Contour maps.
Chapter 4
Buildings: Selection of site for Buildings, Layout of Building Plan, Types of buildings, Plinth area, carpet area, floor space index, Introduction to building byelaws, concept of sun light & ventilation. Components of Buildings & their functions, Basic concept of R.C.C., Introduction to types of foundation
Chapter 5
Transportation: Introduction to Transportation Engineering; Traffic and Road Safety: Types and Characteristics of Various Modes of Transportation; Various Road Traffic Signs, Causes of Accidents and Road Safety Measures.
Chapter 6
Environmental Engineering: Environmental Pollution, Environmental Acts and Regulations, Functional Concepts of Ecology, Basics of Species, Biodiversity, Ecosystem, Hydrological Cycle; Chemical Cycles: Carbon, Nitrogen & Phosphorus; Energy Flow in Ecosystems.
Water Pollution: Water Quality standards, Introduction to Treatment & Disposal of Waste Water. Reuse and Saving of Water, Rain Water Harvesting. Solid Waste Management: Classification of Solid Waste, Collection, Transportation and Disposal of Solid. Recycling of Solid Waste: Energy Recovery, Sanitary Landfill, On-Site Sanitation. Air & Noise Pollution: Primary and Secondary air pollutants, Harmful effects of Air Pollution, Control of Air Pollution. . Noise Pollution Harmful Effects of noise pollution, control of noise pollution, Global warming & Climate Change, Ozone depletion, Greenhouse effect
Text Books:
1. Palancharmy, Basic Civil Engineering, McGraw Hill publishers.
2. Satheesh Gopi, Basic Civil Engineering, Pearson Publishers.
3. Ketki Rangwala Dalal, Essentials of Civil Engineering, Charotar Publishing House.
4. BCP, Surveying volume 1
Introductions – Names, prior work experience including summer, what do students hope to get from class?
Mention some prototypical supply chains we will use repeatedly in class – Wal-Mart, 7-Eleven, Dell and Compaq, Amazon and Borders, Supermarket and e-grocer, W.W. Grainger and McMaster Carr - our goal is to identify factors that drive supply chain success and make a comparison between different supply chains.
Administration of course - We will discuss concepts and methodologies for supply chain management. The context within which both will be learnt and discussed is provided by cases. Discuss role of case packet readings, cases and book.
5 cases due - 10% for each case
25% for final project
20% for final exam
5% for electronic posting
Discuss key dates for submitting project. Three groups will be selected to present.
Show course web page and its organization
Notes: Traditionally logistics and supply chain management has been measured in terms transportation and inventory costs and the administration required to manage both. Traditionally firms would have an inventory manager and a transportation manager. This view is very narrow and causes significant problems in the proper functioning of the supply chain.
Notes: Key message here is that logistics costs are a significant fraction of the total value of a product. The problem here is that this a purely cost based view of the supply chain and drives a firm to simply reducing logistics costs. This is an incomplete picture.
Notes:
Supply chain involves everybody, from the customer all the way to the last supplier.
Key flows in the supply chain are - information, product, and cash. It is through these flows that a supply chain fills a customer order. The management of these flows is key to the success or failure of a firm. Give Dell & Compaq example, Amazon & Borders example to bring out the fact that all supply chain interaction is through these flows.
The supply chain is a concatenation of cycles with each cycle at the interface of two successive stages in the supply chain. Each cycle involves the customer stage placing an order and receiving it after it has been supplied by the supplier stage.
One difference is in size of order. Second difference is in predictability of orders - orders in the procurement cycle are predictable once manufacturing planning has been done.
This is the predominant view for ERP systems. It is a transaction level view and clearly defines each process and its owner.
In this view processes are divided based on their timing relative to the timing of a customer order. Define push and pull processes.
They key difference is the uncertainty during the two phases.
Give examples at Amazon and Borders to illustrate the two views
Dell has three production sites worldwide and builds to order. Compaq does both. Consider some decisions involved - where to locate facilities? How to size them? Where is the push/pull boundary? What modes of transport to use? How much inventory to carry? In what form? Where to source from?