This document discusses supply chain management. It defines a supply chain as including suppliers, manufacturers, warehouses, distribution centers, and retail outlets, as well as the materials and products that flow between them. It describes how uncertainty increases as you move further up the supply chain away from customers due to lack of information. It also discusses the bullwhip effect, where small fluctuations in retail demand can cause larger fluctuations in orders as you move up the supply chain. The document emphasizes the importance of reducing uncertainty in the supply chain through improved information sharing and collaboration between partners.
Supply Chain Management is already a common phenomenon to improve efficiency in selling. This presentation emphasizes the systematic management of such process which is well advanced today.
Supply Chain Management is already a common phenomenon to improve efficiency in selling. This presentation emphasizes the systematic management of such process which is well advanced today.
CFD Simulation of By-pass Flow in a HRSG module by R&R Consult.pptxR&R Consult
CFD analysis is incredibly effective at solving mysteries and improving the performance of complex systems!
Here's a great example: At a large natural gas-fired power plant, where they use waste heat to generate steam and energy, they were puzzled that their boiler wasn't producing as much steam as expected.
R&R and Tetra Engineering Group Inc. were asked to solve the issue with reduced steam production.
An inspection had shown that a significant amount of hot flue gas was bypassing the boiler tubes, where the heat was supposed to be transferred.
R&R Consult conducted a CFD analysis, which revealed that 6.3% of the flue gas was bypassing the boiler tubes without transferring heat. The analysis also showed that the flue gas was instead being directed along the sides of the boiler and between the modules that were supposed to capture the heat. This was the cause of the reduced performance.
Based on our results, Tetra Engineering installed covering plates to reduce the bypass flow. This improved the boiler's performance and increased electricity production.
It is always satisfying when we can help solve complex challenges like this. Do your systems also need a check-up or optimization? Give us a call!
Work done in cooperation with James Malloy and David Moelling from Tetra Engineering.
More examples of our work https://www.r-r-consult.dk/en/cases-en/
CFD Simulation of By-pass Flow in a HRSG module by R&R Consult.pptxR&R Consult
CFD analysis is incredibly effective at solving mysteries and improving the performance of complex systems!
Here's a great example: At a large natural gas-fired power plant, where they use waste heat to generate steam and energy, they were puzzled that their boiler wasn't producing as much steam as expected.
R&R and Tetra Engineering Group Inc. were asked to solve the issue with reduced steam production.
An inspection had shown that a significant amount of hot flue gas was bypassing the boiler tubes, where the heat was supposed to be transferred.
R&R Consult conducted a CFD analysis, which revealed that 6.3% of the flue gas was bypassing the boiler tubes without transferring heat. The analysis also showed that the flue gas was instead being directed along the sides of the boiler and between the modules that were supposed to capture the heat. This was the cause of the reduced performance.
Based on our results, Tetra Engineering installed covering plates to reduce the bypass flow. This improved the boiler's performance and increased electricity production.
It is always satisfying when we can help solve complex challenges like this. Do your systems also need a check-up or optimization? Give us a call!
Work done in cooperation with James Malloy and David Moelling from Tetra Engineering.
More examples of our work https://www.r-r-consult.dk/en/cases-en/
Overview of the fundamental roles in Hydropower generation and the components involved in wider Electrical Engineering.
This paper presents the design and construction of hydroelectric dams from the hydrologist’s survey of the valley before construction, all aspects and involved disciplines, fluid dynamics, structural engineering, generation and mains frequency regulation to the very transmission of power through the network in the United Kingdom.
Author: Robbie Edward Sayers
Collaborators and co editors: Charlie Sims and Connor Healey.
(C) 2024 Robbie E. Sayers
About
Indigenized remote control interface card suitable for MAFI system CCR equipment. Compatible for IDM8000 CCR. Backplane mounted serial and TCP/Ethernet communication module for CCR remote access. IDM 8000 CCR remote control on serial and TCP protocol.
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• Remote control system for accessing CCR and allied system over serial or TCP.
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Technical Specifications
Indigenized remote control interface card suitable for MAFI system CCR equipment. Compatible for IDM8000 CCR. Backplane mounted serial and TCP/Ethernet communication module for CCR remote access. IDM 8000 CCR remote control on serial and TCP protocol.
Key Features
Indigenized remote control interface card suitable for MAFI system CCR equipment. Compatible for IDM8000 CCR. Backplane mounted serial and TCP/Ethernet communication module for CCR remote access. IDM 8000 CCR remote control on serial and TCP protocol.
• Remote control: Parallel or serial interface
• Compatible with MAFI CCR system
• Copatiable with IDM8000 CCR
• Compatible with Backplane mount serial communication.
• Compatible with commercial and Defence aviation CCR system.
• Remote control system for accessing CCR and allied system over serial or TCP.
• Indigenized local Support/presence in India.
Application
• Remote control: Parallel or serial interface.
• Compatible with MAFI CCR system.
• Compatible with IDM8000 CCR.
• Compatible with Backplane mount serial communication.
• Compatible with commercial and Defence aviation CCR system.
• Remote control system for accessing CCR and allied system over serial or TCP.
• Indigenized local Support/presence in India.
• Easy in configuration using DIP switches.
Forklift Classes Overview by Intella PartsIntella Parts
Discover the different forklift classes and their specific applications. Learn how to choose the right forklift for your needs to ensure safety, efficiency, and compliance in your operations.
For more technical information, visit our website https://intellaparts.com
Courier management system project report.pdfKamal Acharya
It is now-a-days very important for the people to send or receive articles like imported furniture, electronic items, gifts, business goods and the like. People depend vastly on different transport systems which mostly use the manual way of receiving and delivering the articles. There is no way to track the articles till they are received and there is no way to let the customer know what happened in transit, once he booked some articles. In such a situation, we need a system which completely computerizes the cargo activities including time to time tracking of the articles sent. This need is fulfilled by Courier Management System software which is online software for the cargo management people that enables them to receive the goods from a source and send them to a required destination and track their status from time to time.
Industrial Training at Shahjalal Fertilizer Company Limited (SFCL)MdTanvirMahtab2
This presentation is about the working procedure of Shahjalal Fertilizer Company Limited (SFCL). A Govt. owned Company of Bangladesh Chemical Industries Corporation under Ministry of Industries.
Saudi Arabia stands as a titan in the global energy landscape, renowned for its abundant oil and gas resources. It's the largest exporter of petroleum and holds some of the world's most significant reserves. Let's delve into the top 10 oil and gas projects shaping Saudi Arabia's energy future in 2024.
TECHNICAL TRAINING MANUAL GENERAL FAMILIARIZATION COURSEDuvanRamosGarzon1
AIRCRAFT GENERAL
The Single Aisle is the most advanced family aircraft in service today, with fly-by-wire flight controls.
The A318, A319, A320 and A321 are twin-engine subsonic medium range aircraft.
The family offers a choice of engines
Democratizing Fuzzing at Scale by Abhishek Aryaabh.arya
Presented at NUS: Fuzzing and Software Security Summer School 2024
This keynote talks about the democratization of fuzzing at scale, highlighting the collaboration between open source communities, academia, and industry to advance the field of fuzzing. It delves into the history of fuzzing, the development of scalable fuzzing platforms, and the empowerment of community-driven research. The talk will further discuss recent advancements leveraging AI/ML and offer insights into the future evolution of the fuzzing landscape.
COLLEGE BUS MANAGEMENT SYSTEM PROJECT REPORT.pdfKamal Acharya
The College Bus Management system is completely developed by Visual Basic .NET Version. The application is connect with most secured database language MS SQL Server. The application is develop by using best combination of front-end and back-end languages. The application is totally design like flat user interface. This flat user interface is more attractive user interface in 2017. The application is gives more important to the system functionality. The application is to manage the student’s details, driver’s details, bus details, bus route details, bus fees details and more. The application has only one unit for admin. The admin can manage the entire application. The admin can login into the application by using username and password of the admin. The application is develop for big and small colleges. It is more user friendly for non-computer person. Even they can easily learn how to manage the application within hours. The application is more secure by the admin. The system will give an effective output for the VB.Net and SQL Server given as input to the system. The compiled java program given as input to the system, after scanning the program will generate different reports. The application generates the report for users. The admin can view and download the report of the data. The application deliver the excel format reports. Because, excel formatted reports is very easy to understand the income and expense of the college bus. This application is mainly develop for windows operating system users. In 2017, 73% of people enterprises are using windows operating system. So the application will easily install for all the windows operating system users. The application-developed size is very low. The application consumes very low space in disk. Therefore, the user can allocate very minimum local disk space for this application.
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2. 2
What Is the Supply Chain?
• Also referred to as the logistics network
• Suppliers, manufacturers, warehouses, distribution
centers and retail outlets – “facilities”
and the
• Raw materials
• Work-in-process (WIP) inventory
• Finished products
that flow between the facilities
Suppliers Manufacturers Warehouses &
Distribution Centers
Customers
Material Costs
Transportation
Costs
Transportation
Costs Transportation
Costs
Inventory Costs
Manufacturing Costs
3. 3
The Supply Chain
Suppliers Manufacturers Warehouses &
Distribution Centers
Customers
Material Costs
Transportation
Costs
Transportation
Costs
Transportation
Costs
Inventory Costs
Manufacturing Costs
4. 4
The Supply Chain – Another View
Suppliers Manufacturers Warehouses &
Distribution Centers
Customers
Material Costs
Transportation
Costs
Transportation
Costs Transportation
Costs
Inventory Costs
Manufacturing Costs
Plan Source Make Deliver Buy
5. 5
What Is Supply Chain Management (SCM)?
• A set of approaches used to efficiently integrate
– Suppliers
– Manufacturers
– Warehouses
– Distribution centers
• So that the product is produced and distributed
– In the right quantities
– To the right locations
– And at the right time
• System-wide costs are minimized and
• Service level requirements are satisfied
Plan Source Make Deliver Buy
7. 7
Why Is SCM Difficult?
• Uncertainty is inherent to every supply chain
– Travel times
– Breakdowns of machines and vehicles
– Weather, natural catastrophe, war
– Local politics, labor conditions, border issues
• The complexity of the problem to globally optimize a supply
chain is significant
– Minimize internal costs
– Minimize uncertainty
– Deal with remaining uncertainty
Plan Source Make Deliver Buy
8. 8
The Importance of Supply Chain Management
• Dealing with uncertain environments – matching supply and
demand
– Boeing announced a $2.6 billion write-off in 1997 due to “raw
materials shortages, internal and supplier parts shortages and
productivity inefficiencies”
– U.S Surgical Corporation announced a $22 million loss in 1993
due to “larger than anticipated inventories on the shelves of
hospitals”
– IBM sold out its supply of its new Aptiva PC in 1994 costing it
millions in potential revenue
– Hewlett-Packard and Dell found it difficult to obtain important
components for its PC’s from Taiwanese suppliers in 1999 due to
a massive earthquake
• U.S. firms spent $898 billion (10% of GDP) on supply-chain
related activities in 1998
9. 9
The Importance of Supply Chain Management
• Shorter product life cycles of high-technology products
– Less opportunity to accumulate historical data on customer
demand
– Wide choice of competing products makes it difficult to predict
demand
• The growth of technologies such as the Internet enable greater
collaboration between supply chain trading partners
– If you don’t do it, your competitor will
– Major buyers such as Wal-Mart demand a level of “supply chain
maturity” of its suppliers
• Availability of SCM technologies on the market
– Firms have access to multiple products (e.g., SAP, Baan, Oracle,
JD Edwards) with which to integrate internal processes
10. 10
Supply Chain Management and Uncertainty
• Inventory and back-order levels fluctuate considerably across the
supply chain even when customer demand doesn’t vary
• The variability worsens as we travel “up” the supply chain
• Forecasting doesn’t help!
Manufacturer
Wholesale
Distributors Consumers
Multi-tier
Suppliers Retailers
Time
Sales
Sales
Time
Sales
Time
Sales
Time
Bullwhip Effect
11. 11
Factors Contributing to the Bullwhip: The bullwhip effect is
a supply chain phenomenon describing how small fluctuations in demand at the
retail level can cause progressively larger fluctuations in demand at the wholesale,
distributor, manufacturer and raw material supplier levels.
• Demand forecasting practicesMin-max inventory management
(reorder points to bring inventory up to predicted levels)
• Lead time
– Longer lead times lead to greater variability in estimates of
average demand, thus increasing variability and safety stock costs
• Batch ordering
– Peaks and valleys in orders
– Fixed ordering costs
– Impact of transportation costs (e.g., fuel costs)
– Sales quotas
• Price fluctuations
– Promotion and discount policies
• Lack of centralized information
12. 12
Today’s Marketplace Requires:
• Personalized content and services for their customers
• Collaborative planning with design partners,
distributors, and suppliers
• Real-time commitments for design, production,
inventory, and transportation capacity
• Flexible logistics options to ensure timely fulfillment
• Order tracking & reporting across multiple vendors
and carriers
Shared visibility for
trading partners
13. 13
Supply Chain Management – Key Issues
• Forecasts are never right
– Very unlikely that actual demand will exactly equal forecast
demand
• The longer the forecast horizon, the worse the forecast
– A forecast for a year from now will never be as accurate as a
forecast for 3 months from now
• Aggregate forecasts are more accurate
– A demand forecast for all CV therapeutics will be more accurate
than a forecast for a specific CV-related product
Nevertheless, forecasts (or plans, if you prefer)
are important management tools when some
methods are applied to reduce uncertainty
14. 14
Supply Chain Management – Key Issues
• Overcoming functional silos with conflicting goals
Purchasing Manufacturing Distribution
Customer Service/
Sales
Few change-
overs
Stable
schedules
Long run
lengths
High
inventories
High service
levels
Regional
stocks
SOURCE MAKE DELIVER SELL
Low pur-
chase price
Multiple
vendors
Low
invent-
ories
Low trans-
portation
15. 15
Supply Chain Management – Key Issues
ISSUE CONSIDERATIONS
Network Planning • Warehouse locations and capacities
• Plant locations and production levels
• Transportation flows between facilities to minimize cost and time
Inventory Control • How should inventory be managed?
• Why does inventory fluctuate and what strategies minimize this?
Supply Contracts • Impact of volume discount and revenue sharing
• Pricing strategies to reduce order-shipment variability
Distribution Strategies • Selection of distribution strategies (e.g., direct ship vs. cross-docking)
• How many cross-dock points are needed?
• Cost/Benefits of different strategies
Integration and Strategic
Partnering
• How can integration with partners be achieved?
• What level of integration is best?
• What information and processes can be shared?
• What partnerships should be implemented and in which situations?
Outsourcing & Procurement
Strategies
• What are our core supply chain capabilities and which are not?
• Does our product design mandate different outsourcing approaches?
• Risk management
Product Design • How are inventory holding and transportation costs affected by product
design?
• How does product design enable mass customization?
Source: Simchi-Levi
16. 16
Supply Chain Management Operations Strategies
STRATEGY WHEN TO CHOOSE BENEFITS
Make to Stock standardized products,
relatively predictable
demand
Low manufacturing costs;
meet customer demands
quickly
Make to Order customized products,
many variations
Customization; reduced
inventory; improved
service levels
Configure to Order many variations on
finished product;
infrequent demand
Low inventory levels; wide
range of product
offerings; simplified
planning
Engineer to Order complex products, unique
customer specifications
Enables response to
specific customer
requirements
Source: Simchi-Levi
17. 17
Supply Chain Management – Benefits
• A 1997 PRTM Integrated Supply Chain Benchmarking Survey
of 331 firms found significant benefits to integrating the supply
chain
Delivery Performance 16%-28% Improvement
Inventory Reduction 25%-60% Improvement
Fulfillment Cycle Time 30%-50% Improvement
Forecast Accuracy 25%-80% Improvement
Overall Productivity 10%-16% Improvement
Lower Supply-Chain Costs 25%-50% Improvement
Fill Rates 20%-30% Improvement
Improved Capacity Realization 10%-20% Improvement
Source: Cohen & Roussel
18. 18
Supply Chain Imperatives for Success
• View the supply chain as a strategic asset and a differentiator
– Wal-Mart’s partnership with Proctor & Gamble to automatically
replenish inventory
– Dell’s innovative direct-to-consumer sales and build-to-order
manufacturing
• Create unique supply chain configurations that align with your
company’s strategic objectives
– Operations strategy
– Outsourcing strategy
– Channel strategy
– Customer service strategy
– Asset network
• Reduce uncertainty
– Forecasting
– Collaboration
– Integration
Supply chain configuration components
20. 20
Information In The Supply Chain
Source Make Deliver Sell
Suppliers Manufacturers
Warehouses &
Distribution Centers
Retailer
Order Lead Time
Delivery Lead Time
Production Lead Time
• Each facility further away from
actual customer demand must
make forecasts of demand
• Lacking actual customer buying
data, each facility bases its
forecasts on ‘downstream’
orders, which are more variable
than actual demand
• To accommodate variability,
inventory levels are overstocked
thus increasing inventory
carrying costs
It’s estimated that the
typical pharmaceutical
company supply chain
carries over 100 days
of product to
accommodate
uncertainty
Plan
21. 21
Taming the Bullwhip:The bullwhip effect is a supply
chain phenomenon describing how small fluctuations in demand at
the retail level can cause progressively larger fluctuations in
demand at the wholesale, distributor, manufacturer and raw material
supplier levels.
• Reduce uncertainty in the supply chain
– Centralize demand information
– Keep each stage of the supply chain provided with up-to-date
customer demand information
– More frequent planning (continuous real-time planning the goal)
• Reduce variability in the supply chain
– Every-day-low-price strategies for stable demand patterns
• Reduce lead times
– Use cross-docking to reduce order lead times
– Use EDI techniques to reduce information lead times
• Eliminate the bullwhip through strategic partnerships
– Vendor-managed inventory (VMI)
– Collaborative planning, forecasting and replenishment (CPFR)
Four critical methods for reducing the Bullwhip effect:
22. 22
Methods for Improving Forecasts
Accurate
Forecasts
Panels of Experts
• Internal experts
• External experts
• Domain experts
• Delphi technique
• Moving average
• Exponential smoothing
• Trend analysis
• Seasonality analysis
Judgment Methods
Time-Series Methods
Causal Analysis
Market Research Analysis
• Relies on data other than
that being predicted
• Economic data, commodity
data, etc.
• Market testing
• Market surveys
• Focus groups
24. 24
Supply Chain Integration – Push Strategies
• Classical manufacturing supply chain strategy
• Manufacturing forecasts are long-range
– Orders from retailers’ warehouses
• Longer response time to react to marketplace changes
– Unable to meet changing demand patterns
– Supply chain inventory becomes obsolete as demand for certain
products disappears
• Increased variability (Bullwhip effect) leading to:
– Large inventory safety stocks
– Larger and more variably sized production batches
– Unacceptable service levels
– Inventory obsolescence
• Inefficient use of production facilities (factories)
– How is demand determined? Peak? Average?
– How is transportation capacity determined?
• Examples: Auto industry, large appliances, others?
25. 25
Supply Chain Integration – Pull Strategies
• Production and distribution are demand-driven
– Coordinated with true customer demand
• None or little inventory held
– Only in response to specific orders
• Fast information flow mechanisms
– POS data
• Decreased lead times
• Decreased retailer inventory
• Decreased variability in the supply chain and especially at
manufacturers
• Decreased manufacturer inventory
• More efficient use of resources
• More difficult to take advantage of scale opportunities
• Examples: Dell, Amazon
26. 26
Supply Chain Integration – Push/Pull Strategies
• Hybrid of “push” and “pull” strategies to overcome
disadvantages of each
• Early stages of product assembly are done in a “push” manner
– Partial assembly of product based on aggregate demand forecasts
(which are more accurate than individual product demand
forecasts)
– Uncertainty is reduced so safety stock inventory is lower
• Final product assembly is done based on customer demand for
specific product configurations
• Supply chain timeline determines “push-pull boundary”
Supply Chain Timeline
Raw
Materials
End
Consumer
Push Strategy Pull Strategy
Push-
Pull
Boundary
“Generic” Product “Customized” Product
27. 27
Choosing Between Push/Pull Strategies
Pull Push
Pull
Push
Economies of Scale
Low High
Low
High
Demand
Uncertainty Industries where:
• Customization is High
• Demand is uncertain
• Scale economies are Low
Computer
equipment
Industries where:
• Standard processes are the
norm
• Demand is stable
• Scale economies are High
Grocery,
Beverages
Industries where:
• Uncertainty is low
• Low economies of scale
• Push-pull supply chain
Books, CD’s
Industries where:
• Demand is uncertain
• Scale economies are High
• Low economies of scale
Furniture
Where do the following
industries fit in this
model:
• Automobile?
• Aircraft?
• Fashion?
• Petroleum refining?
• Pharmaceuticals?
• Biotechnology?
• Medical Devices?
Source: Simchi-Levi
28. 28
Characteristics of Push, Pull and Push/Pull Strategies
PUSH PULL
Objective Minimize Cost Maximize Service Level
Complexity High Low
Focus Resource Allocation Responsiveness
Lead Time Long Short
Processes Supply Chain Planning Order Fulfillment
Source: Simchi-Levi
29. 29
Supply Chain Collaboration – What Is It?
• Many different definitions depending on perspective
• The means by which companies within the supply chain work
together towards mutual goals by sharing
– Ideas
– Information
– Processes
– Knowledge
– Information
– Risks
– Rewards
• Why collaborate?
– Accelerate entry into new markets
– Changes the relationship between cost/value/profit equation
30. 30
Supply Chain Collaboration
• Cornerstone of effective SCM
• The focus of many of today’s SCM initiatives
• The only method that has the potential to eliminate or minimize
the Bullwhip effect
Manufacturer
Distributors/
Wholesalers
Suppliers
Retailers
Collaborative
Demand
Planning
Collaborative Logistics Planning
•Transportation services
•Distribution center services
Synchronized
Production
Scheduling
Collaborative
Product
Development
Logistics Providers
31. 31
Benefits of Supply Chain Collaboration
CUSTOMERS MATERIAL SUPPLIERS SERVICE
SUPPLIERS
• Reduced inventory
• Increased revenue
• Lower order management costs
• Higher Gross Margin
• Better forecast accuracy
• Better allocation of promotional
budgets
• Reduced inventory
• Lower warehousing costs
• Lower material acquisition costs
• Fewer stockout conditions
• Lower freight costs
• Faster and more reliable delivery
• Lower capital costs
• Reduced depreciation
• Lower fixed costs
• Improved customer service
• More efficient use of human resources
Source: Cohen & Roussel
32. 32
Supply Chain Collaboration Spectrum
Source: Cohen & Roussel
Number of Relationships
Extent
of
Collaboration
Many Few
Limited
Extensive
Transactional
Collaboration
Synchronized
Collaboration
Cooperative
Collaboration
Coordinated
Collaboration
Not Viable
Low Return
• The green arrow describes
increasing complexity and
sophistication of:
– Information systems
– Systems infrastructure
– Decision support systems
– Planning mechanisms
– Information sharing
– Process understanding
• Higher levels of
collaboration imply the
need for both trading
partners to have
equivalent (or close) levels
of supply chain maturity
• Synchronized collaboration
demands joint planning,
R&D and sharing of
information and
processing models
– Movement to real-time
customer demand
information throughout the
supply chain
33. 33
Successful Supply Chain Collaboration
• Try to collaborate internally before you try external collaboration
• Help your partners to work with you
• Share the savings
• Start small (a limited number of selected partners) and stay
focused on what you want to achieve in the collaboration
• Advance your IT capabilities only to the level that you expect
your partners to manage
• Put a comprehensive metrics program in place that allows you to
monitor your partners’ performance
• Make sure people are kept part of the equation
– Systems do not replace people
– Make sure your organization is populated with competent
professionals who’ve done this before