This document discusses key drivers and metrics for measuring supply chain performance. It covers financial measures like return on equity and return on assets. It also examines the tradeoffs between responsiveness and efficiency for various supply chain drivers like facilities, inventory, transportation, information, and sourcing. Metrics for each driver are presented to measure performance. Overall, the document provides a framework for understanding how supply chain decisions impact financial performance through balancing responsiveness and efficiency.
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.
Supply chain management involves coordinating the flow of materials, information, and finances between suppliers, manufacturers, warehouses, distribution centers, retailers, and consumers. It aims to reduce costs and inventory while meeting customer needs. Key aspects of supply chain management include demand planning, supplier relationships, transportation, facilities, information sharing, and performance measurement. Effective supply chain management requires integrating these functions both within and across companies.
This document discusses key drivers and metrics for measuring supply chain performance. It begins by outlining learning objectives around financial measures, supply chain drivers, and relating supply chain strategy to competitive strategy. The document then defines various financial measures like return on equity, return on assets, and cash-to-cash cycle. It identifies the main drivers as facilities, inventory, transportation, information, sourcing, and pricing. For each driver, it outlines the role, components of decisions, and trade-offs between responsiveness and efficiency. Key metrics for each driver are also defined.
This document discusses key drivers and metrics for measuring supply chain performance. It begins by defining common financial measures like return on equity and return on assets. It then identifies six main drivers of supply chain performance: facilities, inventory, transportation, information, sourcing, and pricing. For each driver, the document discusses their role in the supply chain and competitive strategy, important decisions factors, and relevant metrics to measure performance. Throughout, it emphasizes the trade-off between responsiveness and efficiency for each driver.
The Supply Chain Management has the potential to improve Company’s competitiveness. Supply chain capability is as important to a company's overall strategy as overall product strategy. It encourages management of processes across departments. By linking supply chain objectives to company strategy, decisions can be made between competing demands on the supply chain. The impact of managing overall product demand and the supply of product will impact the profitability of the company.
Supply At the most fundamental level, supply chain management (SCM) is management of the flow of goods, data, and finances related to a product or service, from the procurement of raw materials to the delivery of the product at its final destination managementThe Top-level of this model has five different processes which are also known as components of Supply Chain Management – Plan, Source, Make, Deliver and ReturnINTEGRATION. Integration starts at your strategic planning phase and is critical throughout your communications and information sharing and data analysis and storage. ...
OPERATIONS. ...
PURCHASING. ...
DISTRIBUTIONHere are six types of supply chain models that can drive supply chain management for a business:
Continuous Flow. This is one of the most traditional models on the list. ...
Fast chain. The fast chain model is one of the new names in supply chain strategies. ...
Efficient Chain. ...
Agile. ...
Custom-configured. ...
FlexibleThere are three main flows of supply chain management: the product flow, the information flow, and the finances flow. The Product Flow – The product flow involves the movement of goods from a supplier to a customer. This supply chain management flow also concerns customer returns and service needsSupply chain management is the process of delivering a product from raw material to the consumer. It includes supply planning, product planning, demand planning, sales and operations planning, and supply management.Adapt Supply Chain to Customer's Needs. ...
Customize Logistics Network. ...
Align Demand Planning Across Supply Chain. ...
Differentiate Products Close to Customer. ...
Outsource Strategically. ...
Develop IT that Support Multi-Level Decision Making. ...
Adopt Both Service and Financial MetricsIntegration, operations, purchasing and distribution are the four elements of the supply chain that work together to establish a path to competition that is both cost-effective and competitive. Communicating and collaborating with all parties is a business strategy that eliminates errors and saves money.Buying products or services. Purchasing is a key component of any procurement role. ...
Managing procurement processes. ...
Supplier relations. ...
Understand business goals and objectives. ...
Policy management. ...
Sustainability & Ethics. ...
Manufacturing. ...
Merchandising.Four major steps of manufacturing are: Protect raw materials, components, and finished goods during storage, handling, and transportation by using appropriate packaging. Assemble raw materials and components into a final product. Test and improve the final product. Remove disposable components and waste.The best way to understand the various stages of supply chain management and their influence on one another is to take a look at the three levels of supply chain management: the strategic level, the tactical level, and the operational levelShippers' Top 5 Supply Chain Challenges:
Keeping transportation costs down.
Keeping up with customer/i
This lecture discusses integrated supply chain management and push-pull systems. It defines integrated supply chain management as close collaboration within a supply chain using shared information systems. Push systems produce to forecasts while pull systems produce to orders, reacting to demand. A push-pull framework can be used to determine whether to use push or pull based on factors like demand uncertainty and supply pipeline performance. Strategic inventory acts as a decoupling point that separates supply from demand to buffer fluctuations.
HCL Enterprise Application Services (HCL EAS) provides supply chain management (SCM) solutions to help organizations optimize their supply chains. HCL EAS's SCM solutions help reduce inventory levels while improving service quality. Their solutions include advanced planning and optimization, service parts planning, supply network collaboration, event management, forecasting and replenishment, transportation management, and manufacturing operations. HCL EAS aims to maximize returns through demand and supply optimization and planning and collaboration with business partners. They offer experienced SCM consultants to help customers implement SCM solutions and achieve returns on their investments.
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.
Supply chain management involves coordinating the flow of materials, information, and finances between suppliers, manufacturers, warehouses, distribution centers, retailers, and consumers. It aims to reduce costs and inventory while meeting customer needs. Key aspects of supply chain management include demand planning, supplier relationships, transportation, facilities, information sharing, and performance measurement. Effective supply chain management requires integrating these functions both within and across companies.
This document discusses key drivers and metrics for measuring supply chain performance. It begins by outlining learning objectives around financial measures, supply chain drivers, and relating supply chain strategy to competitive strategy. The document then defines various financial measures like return on equity, return on assets, and cash-to-cash cycle. It identifies the main drivers as facilities, inventory, transportation, information, sourcing, and pricing. For each driver, it outlines the role, components of decisions, and trade-offs between responsiveness and efficiency. Key metrics for each driver are also defined.
This document discusses key drivers and metrics for measuring supply chain performance. It begins by defining common financial measures like return on equity and return on assets. It then identifies six main drivers of supply chain performance: facilities, inventory, transportation, information, sourcing, and pricing. For each driver, the document discusses their role in the supply chain and competitive strategy, important decisions factors, and relevant metrics to measure performance. Throughout, it emphasizes the trade-off between responsiveness and efficiency for each driver.
The Supply Chain Management has the potential to improve Company’s competitiveness. Supply chain capability is as important to a company's overall strategy as overall product strategy. It encourages management of processes across departments. By linking supply chain objectives to company strategy, decisions can be made between competing demands on the supply chain. The impact of managing overall product demand and the supply of product will impact the profitability of the company.
Supply At the most fundamental level, supply chain management (SCM) is management of the flow of goods, data, and finances related to a product or service, from the procurement of raw materials to the delivery of the product at its final destination managementThe Top-level of this model has five different processes which are also known as components of Supply Chain Management – Plan, Source, Make, Deliver and ReturnINTEGRATION. Integration starts at your strategic planning phase and is critical throughout your communications and information sharing and data analysis and storage. ...
OPERATIONS. ...
PURCHASING. ...
DISTRIBUTIONHere are six types of supply chain models that can drive supply chain management for a business:
Continuous Flow. This is one of the most traditional models on the list. ...
Fast chain. The fast chain model is one of the new names in supply chain strategies. ...
Efficient Chain. ...
Agile. ...
Custom-configured. ...
FlexibleThere are three main flows of supply chain management: the product flow, the information flow, and the finances flow. The Product Flow – The product flow involves the movement of goods from a supplier to a customer. This supply chain management flow also concerns customer returns and service needsSupply chain management is the process of delivering a product from raw material to the consumer. It includes supply planning, product planning, demand planning, sales and operations planning, and supply management.Adapt Supply Chain to Customer's Needs. ...
Customize Logistics Network. ...
Align Demand Planning Across Supply Chain. ...
Differentiate Products Close to Customer. ...
Outsource Strategically. ...
Develop IT that Support Multi-Level Decision Making. ...
Adopt Both Service and Financial MetricsIntegration, operations, purchasing and distribution are the four elements of the supply chain that work together to establish a path to competition that is both cost-effective and competitive. Communicating and collaborating with all parties is a business strategy that eliminates errors and saves money.Buying products or services. Purchasing is a key component of any procurement role. ...
Managing procurement processes. ...
Supplier relations. ...
Understand business goals and objectives. ...
Policy management. ...
Sustainability & Ethics. ...
Manufacturing. ...
Merchandising.Four major steps of manufacturing are: Protect raw materials, components, and finished goods during storage, handling, and transportation by using appropriate packaging. Assemble raw materials and components into a final product. Test and improve the final product. Remove disposable components and waste.The best way to understand the various stages of supply chain management and their influence on one another is to take a look at the three levels of supply chain management: the strategic level, the tactical level, and the operational levelShippers' Top 5 Supply Chain Challenges:
Keeping transportation costs down.
Keeping up with customer/i
This lecture discusses integrated supply chain management and push-pull systems. It defines integrated supply chain management as close collaboration within a supply chain using shared information systems. Push systems produce to forecasts while pull systems produce to orders, reacting to demand. A push-pull framework can be used to determine whether to use push or pull based on factors like demand uncertainty and supply pipeline performance. Strategic inventory acts as a decoupling point that separates supply from demand to buffer fluctuations.
HCL Enterprise Application Services (HCL EAS) provides supply chain management (SCM) solutions to help organizations optimize their supply chains. HCL EAS's SCM solutions help reduce inventory levels while improving service quality. Their solutions include advanced planning and optimization, service parts planning, supply network collaboration, event management, forecasting and replenishment, transportation management, and manufacturing operations. HCL EAS aims to maximize returns through demand and supply optimization and planning and collaboration with business partners. They offer experienced SCM consultants to help customers implement SCM solutions and achieve returns on their investments.
The document discusses supply chain strategies and managing supply chains. It outlines considerations for make-buy decisions and different types of vertical integration like backward, forward, and current integration. It distinguishes between supply chains, which focus on getting materials into manufacturing, and value chains, which look at all steps from raw materials to the end user. Maximizing value requires looking at the entire value-adding process as a system. Measuring effectiveness can compare information, product, and cash flow cycle times, and e-commerce can help cut costs and provide market information and flexibility.
The document discusses supply chain strategies and managing supply chains. It covers selecting suppliers based on cost, capacity, and product development skills. It also discusses the differences between supply chains and value chains, with value chains looking at delivering maximum value to end users at the lowest total cost. Maximizing value involves optimizing the entire value-adding process rather than individual steps. Measuring effectiveness can include comparing information, product, and cash flow cycle times, with information and cash ideally flowing faster. E-commerce can benefit value chains by saving time and providing market information and flexibility.
efficiency in supply chain & ware hosingRahul kalyani
This document discusses efficiency in supply chain management and warehousing. It defines supply chain management and warehousing, and identifies factors that make them effective. For supply chain management, key factors include organizational structure, distribution network optimization, information sharing, and relationship building. For warehousing, factors include maximizing space utilization, adopting technology like RFID, organizing workstations, optimizing labor, and streamlining order fulfillment. The document contrasts traditional and advanced approaches to supply chain management and warehousing.
The document discusses key financial and sustainability metrics for measuring supply chain performance. It defines ratios for return on equity, return on assets, accounts payable turnover, and cash-to-cash cycle. Metrics for measuring sustainability include energy consumption, water consumption, greenhouse gas emissions, and waste generation. The document explores how facilities, inventory, transportation, sourcing, information, and pricing drive supply chain performance and outlines trade-offs between responsiveness and efficiency for facilities, inventory, and transportation decisions.
A supply chain is a network of facilities and distribution that procures materials, transforms them into products, and distributes the finished products to customers. It exists in both manufacturing and service organizations. The goals are to maximize overall value for customers and profitability by balancing revenue and costs across the supply chain. Key stages include suppliers, manufacturers, distributors, retailers, and customers. Effective supply chain management considers facilities, inventory, transportation, information, sourcing, and pricing. Businesses will seek to grow in complex and changing environments through demand management, warehouse optimization, transportation coordination, collaboration, and supply chain analytics.
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.
The document discusses supply chain management and procurement. It defines supply chain management as overseeing the flow of materials, information, and finances between suppliers and manufacturers. Procurement involves acquiring goods and services and managing supplier relationships. Key aspects of procurement management in the supply chain include supplier selection and contract negotiation, ensuring compliance, and overseeing the purchasing process. The document also outlines several issues procurement managers must address like risk management, sustainability, diversity, and digital transformation.
This document provides an overview of supply chain management. It defines a supply chain as a global network used to deliver products and services from raw materials to end customers. A supply chain involves suppliers, manufacturers, transporters, warehouses, retailers, and customers. The three flows in a supply chain are products, information, and money. Supply chain management aims to maximize value by achieving faster delivery, improved quality and services, and reduced costs. It requires coordination across functions and companies. Key considerations for supply chain management include inventory, transportation, facilities, and information flows.
Supply Chain Synchronisation For Effective Operations Planningguestae2434
The document discusses supply chain synchronization and operation planning. It describes supply chain management as planning, implementing, and controlling supply chain operations efficiently. It also outlines eight dimensions to achieve high levels of supply chain synchronization: educating people, facilitating communication and data sharing, developing a coordinated supply chain schedule, allowing for variances, informing all participants, and establishing rules for ongoing adjustment. Finally, it defines operation planning as a monthly process where executives review performance, create new plans, and establish production, demand, and other derived plans to help allocate resources cost-effectively while meeting customer needs.
Group 4 Supply Chain Synchronisation For Effective Operations Planning (Rev)guestba021a
The document discusses supply chain synchronization and operation planning. It describes supply chain management as planning, implementing, and controlling supply chain operations efficiently. It also outlines eight dimensions to achieve high levels of supply chain synchronization: educating people, facilitating communication and data sharing, developing a coordinated supply chain schedule, allowing for variances, informing all participants, and establishing rules for ongoing adjustment. Finally, it defines operation planning as a monthly process where executives review performance, create new plans, and establish production, demand, and other derived plans to help allocate resources cost-effectively while meeting customer needs.
The document discusses the major drivers of supply chain performance - facilities, inventory, transportation, information, sourcing, and pricing. It explains the role of each driver in the supply chain and how firms can prioritize efficiency versus responsiveness through decisions about each driver. Achieving the right balance allows firms to create strategic fit between their supply chain and competitive strategy. However, obstacles like increasing product variety and demanding customers can make achieving fit difficult.
Mother Dairy handles the supply chain of milk distribution in Delhi, collecting and processing over 650,000 liters of milk per day from hundreds of cooperatives. It pasteurizes and homogenizes the milk before loading it into specialized tankers for distribution to over 500 of its own booths and other dealers across Delhi. It offers various milk products and over 30 flavors of ice cream. Managing the demand planning and production scheduling of distributing such a crucial product is very important for its supply chain performance.
The document discusses supply chain network optimization and design. It notes that companies can significantly reduce supply chain costs and improve service levels through optimizing their network design using modeling approaches. The modeling incorporates end-to-end costs across purchasing, production, warehousing, inventory and transportation. Companies should periodically revisit their network design considering changes in factors like demand, supply sources, products, and fiscal policies to ensure their network remains optimized over time. Case studies demonstrate how modeling approaches can determine the optimal network configuration and facility locations to minimize total costs while meeting service level targets.
This document provides a summary of key concepts in supply chain management. It discusses supply chains, supply chain management, value chain management, operations management, logistics management, lean supply chains, agile supply chains, and the objectives and decision phases of supply chains. It also covers integrated supply chain management, barriers to supply chain management implementation, attributes affecting implementation like technology and communication, and reasons for many versus few suppliers in a supply chain.
In this, we will read about the Supply Chain Management in Healthcare
The following contents will be described briefly:-
1. What is a supply chain?
2. The process of Views of Supply Chain
3. Objectives of Supply Chain Management
4. Supply Chain Decisions
5. Benefits of Supply Chain
6. Integrated Health Supply Chains
7. New Trends In Healthcare Supply Chain
8. Potential Risks to an Organization and Supply Chain
9. Strategies to Improve Healthcare Supply Chain Management
This document discusses supply chain management in the textile industry. It defines supply chain management and outlines its objectives, which include meeting customer demand efficiently and reducing costs. The document also describes the various stages of the textile supply chain and discusses factors that make managing it challenging, such as its complexity, conflicting objectives among members, and dynamic changes. Finally, the document discusses the importance of branding in the textile supply chain and how strong brands can benefit both customers and companies.
The document discusses using inventory modeling to develop a holistic inventory strategy. It describes how companies aim to improve service levels while reducing inventory levels, but it is difficult to do both simultaneously without modeling. The document outlines factors like demand variability, supply chain complexity, different types of inventory levels, and demand patterns that must be considered in developing an effective inventory strategy. It provides an example of how modeling helped a manufacturer optimize inventory levels at dealers and distribution centers.
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.
The document discusses retail information systems and their importance for retailers. A retail information system systematically gathers, analyzes, stores, and uses market data. Key areas a retailer needs information on include stock movements, sales, profitability, customer counts, and expenses. The types of information systems support merchandising, sales, finance, payroll, and administration. Building an effective retail information system requires decisions around roles, costs, technology needs, and data dissemination.
The 10 Most Influential Leaders Guiding Corporate Evolution, 2024.pdfthesiliconleaders
In the recent edition, The 10 Most Influential Leaders Guiding Corporate Evolution, 2024, The Silicon Leaders magazine gladly features Dejan Štancer, President of the Global Chamber of Business Leaders (GCBL), along with other leaders.
The document discusses supply chain strategies and managing supply chains. It outlines considerations for make-buy decisions and different types of vertical integration like backward, forward, and current integration. It distinguishes between supply chains, which focus on getting materials into manufacturing, and value chains, which look at all steps from raw materials to the end user. Maximizing value requires looking at the entire value-adding process as a system. Measuring effectiveness can compare information, product, and cash flow cycle times, and e-commerce can help cut costs and provide market information and flexibility.
The document discusses supply chain strategies and managing supply chains. It covers selecting suppliers based on cost, capacity, and product development skills. It also discusses the differences between supply chains and value chains, with value chains looking at delivering maximum value to end users at the lowest total cost. Maximizing value involves optimizing the entire value-adding process rather than individual steps. Measuring effectiveness can include comparing information, product, and cash flow cycle times, with information and cash ideally flowing faster. E-commerce can benefit value chains by saving time and providing market information and flexibility.
efficiency in supply chain & ware hosingRahul kalyani
This document discusses efficiency in supply chain management and warehousing. It defines supply chain management and warehousing, and identifies factors that make them effective. For supply chain management, key factors include organizational structure, distribution network optimization, information sharing, and relationship building. For warehousing, factors include maximizing space utilization, adopting technology like RFID, organizing workstations, optimizing labor, and streamlining order fulfillment. The document contrasts traditional and advanced approaches to supply chain management and warehousing.
The document discusses key financial and sustainability metrics for measuring supply chain performance. It defines ratios for return on equity, return on assets, accounts payable turnover, and cash-to-cash cycle. Metrics for measuring sustainability include energy consumption, water consumption, greenhouse gas emissions, and waste generation. The document explores how facilities, inventory, transportation, sourcing, information, and pricing drive supply chain performance and outlines trade-offs between responsiveness and efficiency for facilities, inventory, and transportation decisions.
A supply chain is a network of facilities and distribution that procures materials, transforms them into products, and distributes the finished products to customers. It exists in both manufacturing and service organizations. The goals are to maximize overall value for customers and profitability by balancing revenue and costs across the supply chain. Key stages include suppliers, manufacturers, distributors, retailers, and customers. Effective supply chain management considers facilities, inventory, transportation, information, sourcing, and pricing. Businesses will seek to grow in complex and changing environments through demand management, warehouse optimization, transportation coordination, collaboration, and supply chain analytics.
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.
The document discusses supply chain management and procurement. It defines supply chain management as overseeing the flow of materials, information, and finances between suppliers and manufacturers. Procurement involves acquiring goods and services and managing supplier relationships. Key aspects of procurement management in the supply chain include supplier selection and contract negotiation, ensuring compliance, and overseeing the purchasing process. The document also outlines several issues procurement managers must address like risk management, sustainability, diversity, and digital transformation.
This document provides an overview of supply chain management. It defines a supply chain as a global network used to deliver products and services from raw materials to end customers. A supply chain involves suppliers, manufacturers, transporters, warehouses, retailers, and customers. The three flows in a supply chain are products, information, and money. Supply chain management aims to maximize value by achieving faster delivery, improved quality and services, and reduced costs. It requires coordination across functions and companies. Key considerations for supply chain management include inventory, transportation, facilities, and information flows.
Supply Chain Synchronisation For Effective Operations Planningguestae2434
The document discusses supply chain synchronization and operation planning. It describes supply chain management as planning, implementing, and controlling supply chain operations efficiently. It also outlines eight dimensions to achieve high levels of supply chain synchronization: educating people, facilitating communication and data sharing, developing a coordinated supply chain schedule, allowing for variances, informing all participants, and establishing rules for ongoing adjustment. Finally, it defines operation planning as a monthly process where executives review performance, create new plans, and establish production, demand, and other derived plans to help allocate resources cost-effectively while meeting customer needs.
Group 4 Supply Chain Synchronisation For Effective Operations Planning (Rev)guestba021a
The document discusses supply chain synchronization and operation planning. It describes supply chain management as planning, implementing, and controlling supply chain operations efficiently. It also outlines eight dimensions to achieve high levels of supply chain synchronization: educating people, facilitating communication and data sharing, developing a coordinated supply chain schedule, allowing for variances, informing all participants, and establishing rules for ongoing adjustment. Finally, it defines operation planning as a monthly process where executives review performance, create new plans, and establish production, demand, and other derived plans to help allocate resources cost-effectively while meeting customer needs.
The document discusses the major drivers of supply chain performance - facilities, inventory, transportation, information, sourcing, and pricing. It explains the role of each driver in the supply chain and how firms can prioritize efficiency versus responsiveness through decisions about each driver. Achieving the right balance allows firms to create strategic fit between their supply chain and competitive strategy. However, obstacles like increasing product variety and demanding customers can make achieving fit difficult.
Mother Dairy handles the supply chain of milk distribution in Delhi, collecting and processing over 650,000 liters of milk per day from hundreds of cooperatives. It pasteurizes and homogenizes the milk before loading it into specialized tankers for distribution to over 500 of its own booths and other dealers across Delhi. It offers various milk products and over 30 flavors of ice cream. Managing the demand planning and production scheduling of distributing such a crucial product is very important for its supply chain performance.
The document discusses supply chain network optimization and design. It notes that companies can significantly reduce supply chain costs and improve service levels through optimizing their network design using modeling approaches. The modeling incorporates end-to-end costs across purchasing, production, warehousing, inventory and transportation. Companies should periodically revisit their network design considering changes in factors like demand, supply sources, products, and fiscal policies to ensure their network remains optimized over time. Case studies demonstrate how modeling approaches can determine the optimal network configuration and facility locations to minimize total costs while meeting service level targets.
This document provides a summary of key concepts in supply chain management. It discusses supply chains, supply chain management, value chain management, operations management, logistics management, lean supply chains, agile supply chains, and the objectives and decision phases of supply chains. It also covers integrated supply chain management, barriers to supply chain management implementation, attributes affecting implementation like technology and communication, and reasons for many versus few suppliers in a supply chain.
In this, we will read about the Supply Chain Management in Healthcare
The following contents will be described briefly:-
1. What is a supply chain?
2. The process of Views of Supply Chain
3. Objectives of Supply Chain Management
4. Supply Chain Decisions
5. Benefits of Supply Chain
6. Integrated Health Supply Chains
7. New Trends In Healthcare Supply Chain
8. Potential Risks to an Organization and Supply Chain
9. Strategies to Improve Healthcare Supply Chain Management
This document discusses supply chain management in the textile industry. It defines supply chain management and outlines its objectives, which include meeting customer demand efficiently and reducing costs. The document also describes the various stages of the textile supply chain and discusses factors that make managing it challenging, such as its complexity, conflicting objectives among members, and dynamic changes. Finally, the document discusses the importance of branding in the textile supply chain and how strong brands can benefit both customers and companies.
The document discusses using inventory modeling to develop a holistic inventory strategy. It describes how companies aim to improve service levels while reducing inventory levels, but it is difficult to do both simultaneously without modeling. The document outlines factors like demand variability, supply chain complexity, different types of inventory levels, and demand patterns that must be considered in developing an effective inventory strategy. It provides an example of how modeling helped a manufacturer optimize inventory levels at dealers and distribution centers.
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.
The document discusses retail information systems and their importance for retailers. A retail information system systematically gathers, analyzes, stores, and uses market data. Key areas a retailer needs information on include stock movements, sales, profitability, customer counts, and expenses. The types of information systems support merchandising, sales, finance, payroll, and administration. Building an effective retail information system requires decisions around roles, costs, technology needs, and data dissemination.
The 10 Most Influential Leaders Guiding Corporate Evolution, 2024.pdfthesiliconleaders
In the recent edition, The 10 Most Influential Leaders Guiding Corporate Evolution, 2024, The Silicon Leaders magazine gladly features Dejan Štancer, President of the Global Chamber of Business Leaders (GCBL), along with other leaders.
Taurus Zodiac Sign: Unveiling the Traits, Dates, and Horoscope Insights of th...my Pandit
Dive into the steadfast world of the Taurus Zodiac Sign. Discover the grounded, stable, and logical nature of Taurus individuals, and explore their key personality traits, important dates, and horoscope insights. Learn how the determination and patience of the Taurus sign make them the rock-steady achievers and anchors of the zodiac.
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success.
These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
IMPACT Silver is a pure silver zinc producer with over $260 million in revenue since 2008 and a large 100% owned 210km Mexico land package - 2024 catalysts includes new 14% grade zinc Plomosas mine and 20,000m of fully funded exploration drilling.
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
Building Your Employer Brand with Social MediaLuanWise
Presented at The Global HR Summit, 6th June 2024
In this keynote, Luan Wise will provide invaluable insights to elevate your employer brand on social media platforms including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok. You'll learn how compelling content can authentically showcase your company culture, values, and employee experiences to support your talent acquisition and retention objectives. Additionally, you'll understand the power of employee advocacy to amplify reach and engagement – helping to position your organization as an employer of choice in today's competitive talent landscape.
Zodiac Signs and Food Preferences_ What Your Sign Says About Your Tastemy Pandit
Know what your zodiac sign says about your taste in food! Explore how the 12 zodiac signs influence your culinary preferences with insights from MyPandit. Dive into astrology and flavors!
Easily Verify Compliance and Security with Binance KYCAny kyc Account
Use our simple KYC verification guide to make sure your Binance account is safe and compliant. Discover the fundamentals, appreciate the significance of KYC, and trade on one of the biggest cryptocurrency exchanges with confidence.
Understanding User Needs and Satisfying ThemAggregage
https://www.productmanagementtoday.com/frs/26903918/understanding-user-needs-and-satisfying-them
We know we want to create products which our customers find to be valuable. Whether we label it as customer-centric or product-led depends on how long we've been doing product management. There are three challenges we face when doing this. The obvious challenge is figuring out what our users need; the non-obvious challenges are in creating a shared understanding of those needs and in sensing if what we're doing is meeting those needs.
In this webinar, we won't focus on the research methods for discovering user-needs. We will focus on synthesis of the needs we discover, communication and alignment tools, and how we operationalize addressing those needs.
Industry expert Scott Sehlhorst will:
• Introduce a taxonomy for user goals with real world examples
• Present the Onion Diagram, a tool for contextualizing task-level goals
• Illustrate how customer journey maps capture activity-level and task-level goals
• Demonstrate the best approach to selection and prioritization of user-goals to address
• Highlight the crucial benchmarks, observable changes, in ensuring fulfillment of customer needs
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2. Financial Measures Of Performance
• Measuring the link between SC performance and business performance
is critical for two important stakeholders viz customer and shareholders
• From a shareholder perspective, return on equity (ROE) is the main
summary measure of a firm’s performance
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Dr S K Sharma, BITS Pilani
3. Financial Measures of Performance
• Return on assets (ROA) measures the return earned on each dollar
invested by the firm in assets
assets
total
Average
interest
before
Earnings
ROA
assets
total
Average
)
rate
Tax
–
1
(
expense
Interest
income
Net
3
Dr S K Sharma, BITS Pilani
5. Financial Measures Of Performance
• An important ratio that defines financial leverage is accounts payable
turnover (APT)
payable
Accounts
sold
goods
of
Cost
APT
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Dr S K Sharma, BITS Pilani
6. Financial Measures Of Performance
• ROA can be written as the product of two ratios—profit margin and asset
turnover
margin)
Profit
(
revenue
Sales
interest
before
Earnings
ROA
over)
Asset turn
(
assets
Total
revenue
Sales
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Dr S K Sharma, BITS Pilani
7. Financial Measures of Performance
• Cash-to-cash (C2C) cycle roughly measures the average amount time
from when cash enters the process as cost to when it returns as collected
revenue
C2C = – days payable (1/APT)
+ days in inventory (1/INVT)
+ days receivable (1/ART)
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Dr S K Sharma, BITS Pilani
8. Drivers of Supply Chain Performance
• Facilities
The physical locations in the supply chain network where product is
stored, assembled, or fabricated
• Inventory
All raw materials, work in process, and finished goods within a supply
chain
• Transportation
Moving inventory from point to point in the supply chain
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Dr S K Sharma, BITS Pilani
9. Drivers of Supply Chain Performance
• Information
Data and analysis concerning facilities, inventory, transportation, costs,
prices, and customers throughout the supply chain
• Sourcing
Who will perform a particular supply chain activity
• Pricing
How much a firm will charge for the goods and services that it makes
available in the supply chain
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Dr S K Sharma, BITS Pilani
11. A Framework for Structuring Drivers
Figure 3-1
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Dr S K Sharma, BITS Pilani
12. 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)
Toyata and Honda reaped the benefits of opening local facilities
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Dr S K Sharma, BITS Pilani
13. Facilities
• Components of facilities decisions
Role
Flexible, dedicated, or a combination of the two
Product focus or a functional focus
Warehouses or DC’s cross docking or storage
Location
Where a company will locate its facilities
Centralize/decentralize, macroeconomic factors, quality of workers,
cost of workers and facility, availability of infrastructure, proximity to
customers, location of other facilities, tax effects
Contd…
13
Dr S K Sharma, BITS Pilani
14. Facilities
• Components of facilities decisions
Capacity
A facility’s capacity to perform its intended function or functions
Excess capacity – responsive, costly
Little excess capacity – more efficient, less responsive
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Dr S K Sharma, BITS Pilani
15. Facilities
• Components of facilities decisions
Facility-related metrics
Capacity
Utilization
Processing/setup/down/idle time
Production cost per unit
Quality losses
Theoretical flow/cycle time of production
Actual average flow/cycle time
Product variety
Avg production batch size
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Dr S K Sharma, BITS Pilani
16. Facilities
• Overall trade-off: Responsiveness versus efficiency
Cost of the number, location, capacity, and type of facilities (efficiency)
and the level of responsiveness
Increasing the number of facilities increases facility and inventory costs
but decreases transportation costs and reduces response time
Increasing the flexibility or capacity of a facility increases facility costs
but decreases inventory costs and response time
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Dr S K Sharma, BITS Pilani
17. Inventory
• Role in the supply chain
Mismatch between supply and demand
Satisfy demand
Exploit economies of scale
Impacts assets, costs, responsiveness, material flow time
Material flow time: The time that elapses between the point at which
material enters the supply chain to the point at which it exits
Throughput, the rate at which sales occur
Little’s law
I = DT
where, I = flow time, T = throughput, D = demand
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Dr S K Sharma, BITS Pilani
18. Inventory
• Role in competitive strategy
Form, location, and quantity of inventory allow a supply chain to range
from being very low cost to very responsive
Objective is to have right form, location, and quantity of inventory that
provides the right level of responsiveness at the lowest possible cost
Amazon keeps best selling items in many regional warehouses near to
customers and keeps slower moving books at fewer warehouses to lower
the cost of inventory
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Dr S K Sharma, BITS Pilani
19. Components of Inventory Decisions
• Cycle inventory
Average amount of inventory used to satisfy demand between
shipments
Function of lot size decisions
• Safety inventory
Costs of carrying too much inventory versus cost of losing sales
Inventory held in case demand exceeds expectations
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Dr S K Sharma, BITS Pilani
20. Components of Inventory Decisions
• Seasonal inventory
Inventory built up to counter predictable variability in demand
Cost of carrying additional inventory versus cost of flexible production
• Level of product availability
The fraction of demand that is served on time from product held in
inventory
Trade off between customer service and cost
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Dr S K Sharma, BITS Pilani
21. Components of Inventory Decisions
• Inventory-related metrics
Cash-to-cash cycle time
Average inventory
Inventory turns
Products with more than a specified number of days of inventory
Average replenishment batch size
Average safety inventory
Seasonal inventory
Fill rate
Fraction of time out of stock
Obsolete inventory
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Dr S K Sharma, BITS Pilani
22. Inventory
• Overall trade-off: Responsiveness versus efficiency
Increasing inventory generally makes the supply chain more responsive
A higher level of inventory facilitates a reduction in production and
transportation costs because of improved economies of scale
Inventory holding costs increase
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Dr S K Sharma, BITS Pilani
23. Transportation
• Role in the supply chain
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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Dr S K Sharma, BITS Pilani
24. Transportation
• Role in the competitive strategy
Allows a firm to adjust the location of its facilities and inventory to find
the right balance between responsiveness and efficiency
• Components of transportation decisions
Design of transportation network
Modes, locations, and routes
Direct or with intermediate consolidation points
One or multiple supply or demand points in a single run
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Dr S K Sharma, BITS Pilani
25. Transportation
• Choice of transportation mode
Air, truck, rail, sea, and pipeline
Information goods via the Internet
Different speed, size of shipments, cost of shipping, and flexibility
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Dr S K Sharma, BITS Pilani
26. Transportation
• Transportation-related metrics
Average inbound transportation cost
Average income shipment size
Average inbound transportation cost per shipment
Average outbound transportation cost
Average outbound shipment size
Average outbound transportation cost per shipment
Fraction transported by mode
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Dr S K Sharma, BITS Pilani
27. Transportation
• Overall trade-off: Responsiveness versus efficiency
The cost of transporting a given product (efficiency) and the speed
with which that product is transported (responsiveness)
Using fast modes of transport raises responsiveness and transportation
cost but lowers the inventory holding cost
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Dr S K Sharma, BITS Pilani
28. Information
• Role in the supply chain
Improve the utilization of supply chain assets and the coordination of
supply chain flows to increase responsiveness and reduce cost
Information is a key driver that can be used to provide higher
responsiveness while simultaneously improving efficiency
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Dr S K Sharma, BITS Pilani
29. Information
• Role in the competitive strategy
Right information can help a supply chain better meet customer needs at
lower cost
Improves visibility of transactions and coordination of decisions across
the supply chain
Share the minimum amount of information required to achieve
coordination
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Dr S K Sharma, BITS Pilani
30. Components of Information Decisions
• Push versus pull
Different information requirements and uses
• Coordination and information sharing
Supply chain coordination, all stages of a supply chain work toward the
objective of maximizing total supply chain profitability based on shared
information
• Sales and operations planning (S&OP)
The process of creating an overall supply plan (production and
inventories) to meet the anticipated level of demand (sales)
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Dr S K Sharma, BITS Pilani
31. Components of Information Decisions
• Enabling technologies
Electronic data interchange (EDI)
The Internet
Enterprise resource planning (ERP) systems
Supply chain management (SCM) software
Radio frequency identification (RFID)
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Dr S K Sharma, BITS Pilani
32. Components of Information Decisions
• Information-related metrics
Forecast horizon
Frequency update
Forecast error
Seasonal factors
Variance from plan
Ratio of demand variability to order variability
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Dr S K Sharma, BITS Pilani
33. Information
• Overall trade-off: Complexity versus value
Good information helps a firm improve both efficiency and
responsiveness
More information is not always better
More information increases complexity and cost of both infrastructure
and analysis exponentially while marginal value diminishes
Evaluate the minimum information required to accomplish the desired
objectives
33
Dr S K Sharma, BITS Pilani
34. Sourcing
• Role in the supply Chain
Set of business processes required to purchase goods and services
Will tasks be performed by a source internal to the company, or a third
party
Globalization creates many more sourcing options with both
considerable opportunity and potential risk
34
Dr S K Sharma, BITS Pilani
35. Sourcing
• Role in the competitive strategy
Sourcing decisions are crucial because they affect the level of efficiency
and responsiveness in a supply chain
Outsource to responsive third parties if it is too expensive to develop
their own
Keep responsive process in-house to maintain control
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Dr S K Sharma, BITS Pilani
36. Components of Sourcing Decisions
• In-house or outsource
Perform a task in-house or outsource it to a third party
• Supplier selection
Number of suppliers, evaluation and selection criteria, direct
negotiations or auction
• Procurement
The supplier sends product in response to customer orders
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Dr S K Sharma, BITS Pilani
37. Components of Sourcing Decisions
• Sourcing-related metrics
Days payable outstanding
Average purchase price
Range of purchase price
Average purchase quantity
Supply quality
Supply lead time
Fraction of on-time deliveries
Supplier reliability
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Dr S K Sharma, BITS Pilani
38. Sourcing
• Overall trade-off: Increase the supply chain surplus
Increase the size of the total surplus to be shared across the supply
chain
Impact of sourcing on sales, service, production costs, inventory costs,
transportation costs, and information cost
Outsource if it raises the supply chain surplus more than the firm can on
its own
Keep function in-house if the third party cannot increase the supply
chain surplus or if the outsourcing risk is significant
38
Dr S K Sharma, BITS Pilani
39. Pricing
• Role in the supply chain
Pricing determines the amount to charge customers for goods and
services
Affects the supply chain level of responsiveness required and the
demand profile the supply chain attempts to serve
Pricing strategies can be used to match demand and supply
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Dr S K Sharma, BITS Pilani
40. Pricing
• Role in the competitive strategy
Firms can utilize optimal pricing strategies to improve efficiency and
responsiveness
Pricing strategies vary to meet different customer responsiveness
requirements
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Dr S K Sharma, BITS Pilani
41. Components of Pricing Decisions
• Pricing and economies of scale
The provider of the activity must decide how to price it appropriately to
reflect these economies of scale
• Everyday low pricing versus high-low pricing
Different pricing strategies lead to different demand profiles that the
supply chain must serve
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Dr S K Sharma, BITS Pilani
42. Components of Pricing Decisions
• Fixed price versus menu pricing
If marginal supply chain costs or the value to the customer vary
significantly along some attribute, it is often effective to have a pricing
menu
Can lead to customer behavior that has a negative impact on profits
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Dr S K Sharma, BITS Pilani
43. Components of Pricing Decisions
• Pricing-related metrics
Profit margin
Days sales outstanding
Incremental fixed cost per order
Incremental variable cost per unit
Average sale price
Average order size
Range of sale price
Range of periodic sales
43
Dr S K Sharma, BITS Pilani
44. Pricing
• Overall trade-off: Increase firm profits
Understand of the cost structure of performing a supply chain activity
and the value this activity brings to the supply chain
Strategy may support efficiency in the supply chain, lower supply chain
costs, defend market share, or steal market share
Differential pricing may be used to attract customers with varying
needs
Strategy should help either increase revenues or shrink costs or
preferably both
44
Dr S K Sharma, BITS Pilani
45. Summary of Learning Objectives
• Describe key financial measures of firm performance
• Identify the major drivers of supply chain performance
• Discuss the role of each driver in creating strategic fit between the supply
chain strategy and the competitive strategy
• Define the key metrics that track the performance of the supply chain in
terms of each driver
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Dr S K Sharma, BITS Pilani