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.
Supply Chain Management spans all movement and storage of raw materials, work-in-process inventory, and finished goods from point of origin to point of consumption (supply chain).
The document provides an overview of sales and distribution management. It discusses the growing importance of sales and defines key concepts like personal selling, sales management, distribution management, and the relationship between sales objectives, strategies, and tactics. It also outlines the roles and skills of a sales manager, different sales positions, and emerging trends in the field. Distribution management plays a key supporting role in executing the plans developed by sales management.
This document summarizes key aspects of the personal selling process. It discusses understanding buyer psychology and the buying process. It outlines the typical steps in the sales process, including prospecting, pre-approach planning, the sales presentation, overcoming objections, closing the sale, and follow-up. It also addresses developing sales knowledge, different presentation methods, using demonstrations, negotiation skills, and relationship building. The overall goal is to equip salespeople with the tools and understanding needed to successfully navigate interactions with prospects and customers.
Chapter 1 introduction to sales and distribution managementNishant Agrawal
To understand evolution, nature and importance of sales management
To know role and skills of modern sales managers
To understand types of sales managers
To learn objectives, strategies and tactics of sales management
To know emerging trends in sales management
To understand linkage between sales and distribution management.
The document discusses the major drivers of supply chain performance which include logistical drivers like facilities, inventory, and transportation as well as cross-functional drivers like information, sourcing, and pricing. It then provides details on each of these drivers, including the different types of facilities, approaches to inventory and transportation, how information is used, components of sourcing and pricing decisions. It also mentions some obstacles to achieving strategic fit like increasing product variety, demanding customers, and globalization.
The document discusses routing and scheduling of sales forces. It defines routing as a travel plan for salespeople to make customer calls in a territory. Effective routing includes identifying customers, classifying them, and reducing travel time and costs. Scheduling refers to planning specific visit times. For the Times of India, routing is based on communication networks, and the process identifies targets, classifies customers, and improves coverage. Scheduling aims to optimize travel time and increase sales opportunities.
(i) Cycle View (ii) Push & Pull View of the Supply Chain, Supply Chain Responsiveness. Strategic Fit between Business Strategy and Supply Chain Strategy, Achievement of Strategic Fit through different steps, Obstacles to achieving Strategic Fit.
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.
Supply Chain Management spans all movement and storage of raw materials, work-in-process inventory, and finished goods from point of origin to point of consumption (supply chain).
The document provides an overview of sales and distribution management. It discusses the growing importance of sales and defines key concepts like personal selling, sales management, distribution management, and the relationship between sales objectives, strategies, and tactics. It also outlines the roles and skills of a sales manager, different sales positions, and emerging trends in the field. Distribution management plays a key supporting role in executing the plans developed by sales management.
This document summarizes key aspects of the personal selling process. It discusses understanding buyer psychology and the buying process. It outlines the typical steps in the sales process, including prospecting, pre-approach planning, the sales presentation, overcoming objections, closing the sale, and follow-up. It also addresses developing sales knowledge, different presentation methods, using demonstrations, negotiation skills, and relationship building. The overall goal is to equip salespeople with the tools and understanding needed to successfully navigate interactions with prospects and customers.
Chapter 1 introduction to sales and distribution managementNishant Agrawal
To understand evolution, nature and importance of sales management
To know role and skills of modern sales managers
To understand types of sales managers
To learn objectives, strategies and tactics of sales management
To know emerging trends in sales management
To understand linkage between sales and distribution management.
The document discusses the major drivers of supply chain performance which include logistical drivers like facilities, inventory, and transportation as well as cross-functional drivers like information, sourcing, and pricing. It then provides details on each of these drivers, including the different types of facilities, approaches to inventory and transportation, how information is used, components of sourcing and pricing decisions. It also mentions some obstacles to achieving strategic fit like increasing product variety, demanding customers, and globalization.
The document discusses routing and scheduling of sales forces. It defines routing as a travel plan for salespeople to make customer calls in a territory. Effective routing includes identifying customers, classifying them, and reducing travel time and costs. Scheduling refers to planning specific visit times. For the Times of India, routing is based on communication networks, and the process identifies targets, classifies customers, and improves coverage. Scheduling aims to optimize travel time and increase sales opportunities.
(i) Cycle View (ii) Push & Pull View of the Supply Chain, Supply Chain Responsiveness. Strategic Fit between Business Strategy and Supply Chain Strategy, Achievement of Strategic Fit through different steps, Obstacles to achieving Strategic Fit.
The document discusses four theories of selling: AIDAS, "right set of circumstances", buying formula, and behavioral equation. It provides details on each theory: AIDAS outlines five steps - attention, interest, desire, action, and satisfaction. The "right set of circumstances" theory emphasizes that everything must be right for a sale. The buying formula focuses on the steps of a customer's needs, solutions, purchase, and satisfaction. Finally, the behavioral equation incorporates drives, cues, response, and reinforcement into a mathematical model of customer behavior.
The document outlines learning objectives and describes different types of buyer behavior, including consumers and business buyers. It then discusses the consumer buying decision process in 3 stages: need recognition, information search, and evaluation of alternatives leading to a purchase decision. It also describes factors that influence consumer behavior such as cultural, social, personal, psychological factors and types of buying behavior.
The five components of supply chain management are planning, sourcing/developing, making, delivering, and returning. Planning involves developing strategies to satisfy customer demands profitably. Sourcing involves selecting reliable suppliers and establishing pricing, delivery, and payment processes. Making refers to manufacturing products according to customer demands. Delivering involves logistics to ship products to customers. Returning addresses dealing with defective or damaged goods returned by customers.
There are three key factors that generate demand for services: desire, affordability, and willingness to purchase. A service provider must manage demand to achieve its objectives. There are different demand situations like negative demand where people refuse an offer, no demand due to lack of awareness, latent demand for better services, and seasonal demand. Demand patterns can include irregular, falling, optimum, exceeding capacity, below optimum, and excess demand. Strategies to manage demand include shifting demand to match capacity, increasing demand through promotion and expansion, flexing capacity up or down, and implementing waiting line strategies.
Chap 4 Designing the Distribution Network in a Supply Chainsajidsharif2022
This document discusses factors that influence distribution network design and different design options for distribution networks. It outlines key considerations for distribution network design like meeting customer needs through good service and minimizing supply chain costs. Different distribution network designs are presented, including direct shipping from manufacturers, distribution through warehouses, and retail stores. Their relative strengths in areas like response time, product variety, and costs are compared. The impacts of e-business and real-world examples of distribution networks are also covered.
Role of logistics in competitive strategyArmaan Salik
This document discusses how logistics can provide competitive advantage through lower costs and differentiated value. It identifies two methods - productivity advantage through economies of scale and value advantage by segmenting markets. Firms can gain advantage by performing logistics activities like transportation and inventory management more efficiently than competitors. Strategic logistics planning integrates logistics goals with corporate strategy and considers factors like customers, costs, networks and service levels.
Distribution & Logistics (Channel Management)Prashant Mehta
The document discusses distribution channels and logistics management in three parts. It begins by defining distribution channels, describing their characteristics and functions. It then classifies different types of channels and channel systems. Finally, it discusses channel design decisions, management, physical distribution, and provides an overview of the pharmaceutical industry distribution channel.
Corporate Strategies are considered as Grand Strategy of a company. Here we are dealing with corporate strategy and its types. They are: Stability Strategies, Expansion Strategies, Retrenchment Strategies, and Combination Strategies
Product Portfolio Strategies, BCG Matrix, How to make a BCG Matrix, Apple case study, BCG AND PLC, Merits and Demerits of BCG Matrix, GE Matrix, Merits and Demerits of GE Matrix
Theory Of Personal Selling
1) Introduction of Personal Selling
2) Step in Personal Selling
3)Theory of Personal Selling
a) AIDAS Theory
b) Right to set of circumstances Theory
c) Buying Formula Theory
d) Behavioural Equation Theory
A strategic business unit (SBU) is an autonomous division within a larger corporation that is focused on a specific product or market segment. SBUs have their own marketing plans and budgets to drive their individual profitability, while still being accountable to the larger parent company. They allow corporations to be flexible and responsive to changing economic conditions by delegating control over key performance factors to the independent SBU level.
Retail supply chain management involves planning inventory, purchasing, and transporting merchandise from suppliers to customers in an integrated and timely manner. Information technology helps retailers reduce cycle times and improve efficiency. Individual activities like warehousing and transportation were previously handled separately but are now coordinated as part of an overall supply chain management process. The objective is to ensure the right products reach customers at the right place, time, and price.
This chapter discusses the importance of sales planning, the sales manager's role as both planner and administrator, and the sales planning process. As a planner, the sales manager is responsible for sales forecasting, setting objectives, developing the sales organization, and preparing budgets. As an administrator, the sales manager supervises the sales team, delegates responsibilities, coordinates activities, and motivates employees. The sales planning process involves setting objectives, analyzing the internal and external environment, determining operations, organizing implementation, measuring results, and reevaluating plans. Accuracy in sales planning depends on factors like the time frame, management involvement, communication, and whether planning is top-down or bottom-up.
The document discusses various topics related to channel relationships, including types of channel relationships, channel control, channel power, and conflict management. It defines discrete and rational exchange relationships. It also describes sources of power and different negotiation strategies like accommodating, avoiding, compromising, and competing. The document provides case studies on conflicts between Johnson & Johnson and stockists and between Cadbury and Future Group over pricing.
Grand strategies are long term plans that guide organizations towards achieving their strategic objectives. They involve decisions about stability, growth, retrenchment, or combinations of these. Stability strategies maintain the status quo, while growth strategies aim to increase profits and market share through expansion or diversification. Retrenchment strategies involve contraction through divestment, turnaround, or liquidation. Combination strategies use different approaches for different business units. Grand strategies are selected based on internal and external analyses and aim to provide long term direction.
This document discusses segmentation, targeting, and positioning in marketing. It defines segmentation as dividing the market into groups with distinct needs, and discusses different bases for segmentation including geographic, demographic, psychographic, and behavioral factors. It also outlines levels of segmentation from mass to niche marketing. Targeting involves selecting attractive market segments to focus on, while positioning is about creating the right perception of a product in the minds of consumers relative to competitors. Effective segmentation requires segments to be measurable, accessible, substantial, and differentially responsive to marketing strategies.
This document discusses the three levels of strategic management - corporate, business, and operational.
The corporate level focuses on the overall plan for the organization and strategic business units. Strategy at this level involves conceptual decisions. The business level determines how each business unit will compete and allocates resources. Operational level strategies improve internal functions like manufacturing and marketing.
Effective strategic management requires coordination across all three levels to improve profitability.
The document introduces the eMarketing Mix, a framework for online marketing that focuses on building relationships. The eMarketing Mix consists of 2Ps (Personalization and Privacy), 2Cs (Customer Service and Community), and 3Ss (Site, Security, and Sales Promotion). It discusses each component in 1-2 sentences, highlighting that personalization involves gathering customer information to provide customized experiences, community refers to encouraging interaction among customers, and security is essential for protecting customer data and transactions.
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.
The document provides an overview of key concepts in supply chain management. It discusses that a supply chain involves all parties involved in fulfilling customer requests, including manufacturers, suppliers, transporters, warehouses, retailers, and customers. The primary purpose is to satisfy customer needs and generate profit. It also outlines the objective of maximizing overall value generated across the supply chain. Additionally, it discusses key decision phases in supply chain management including strategy, planning, and operations. Finally, it identifies various drivers of supply chain performance, such as facilities, inventory, transportation, information, sourcing, and pricing, that impact responsiveness and efficiency.
The document discusses four theories of selling: AIDAS, "right set of circumstances", buying formula, and behavioral equation. It provides details on each theory: AIDAS outlines five steps - attention, interest, desire, action, and satisfaction. The "right set of circumstances" theory emphasizes that everything must be right for a sale. The buying formula focuses on the steps of a customer's needs, solutions, purchase, and satisfaction. Finally, the behavioral equation incorporates drives, cues, response, and reinforcement into a mathematical model of customer behavior.
The document outlines learning objectives and describes different types of buyer behavior, including consumers and business buyers. It then discusses the consumer buying decision process in 3 stages: need recognition, information search, and evaluation of alternatives leading to a purchase decision. It also describes factors that influence consumer behavior such as cultural, social, personal, psychological factors and types of buying behavior.
The five components of supply chain management are planning, sourcing/developing, making, delivering, and returning. Planning involves developing strategies to satisfy customer demands profitably. Sourcing involves selecting reliable suppliers and establishing pricing, delivery, and payment processes. Making refers to manufacturing products according to customer demands. Delivering involves logistics to ship products to customers. Returning addresses dealing with defective or damaged goods returned by customers.
There are three key factors that generate demand for services: desire, affordability, and willingness to purchase. A service provider must manage demand to achieve its objectives. There are different demand situations like negative demand where people refuse an offer, no demand due to lack of awareness, latent demand for better services, and seasonal demand. Demand patterns can include irregular, falling, optimum, exceeding capacity, below optimum, and excess demand. Strategies to manage demand include shifting demand to match capacity, increasing demand through promotion and expansion, flexing capacity up or down, and implementing waiting line strategies.
Chap 4 Designing the Distribution Network in a Supply Chainsajidsharif2022
This document discusses factors that influence distribution network design and different design options for distribution networks. It outlines key considerations for distribution network design like meeting customer needs through good service and minimizing supply chain costs. Different distribution network designs are presented, including direct shipping from manufacturers, distribution through warehouses, and retail stores. Their relative strengths in areas like response time, product variety, and costs are compared. The impacts of e-business and real-world examples of distribution networks are also covered.
Role of logistics in competitive strategyArmaan Salik
This document discusses how logistics can provide competitive advantage through lower costs and differentiated value. It identifies two methods - productivity advantage through economies of scale and value advantage by segmenting markets. Firms can gain advantage by performing logistics activities like transportation and inventory management more efficiently than competitors. Strategic logistics planning integrates logistics goals with corporate strategy and considers factors like customers, costs, networks and service levels.
Distribution & Logistics (Channel Management)Prashant Mehta
The document discusses distribution channels and logistics management in three parts. It begins by defining distribution channels, describing their characteristics and functions. It then classifies different types of channels and channel systems. Finally, it discusses channel design decisions, management, physical distribution, and provides an overview of the pharmaceutical industry distribution channel.
Corporate Strategies are considered as Grand Strategy of a company. Here we are dealing with corporate strategy and its types. They are: Stability Strategies, Expansion Strategies, Retrenchment Strategies, and Combination Strategies
Product Portfolio Strategies, BCG Matrix, How to make a BCG Matrix, Apple case study, BCG AND PLC, Merits and Demerits of BCG Matrix, GE Matrix, Merits and Demerits of GE Matrix
Theory Of Personal Selling
1) Introduction of Personal Selling
2) Step in Personal Selling
3)Theory of Personal Selling
a) AIDAS Theory
b) Right to set of circumstances Theory
c) Buying Formula Theory
d) Behavioural Equation Theory
A strategic business unit (SBU) is an autonomous division within a larger corporation that is focused on a specific product or market segment. SBUs have their own marketing plans and budgets to drive their individual profitability, while still being accountable to the larger parent company. They allow corporations to be flexible and responsive to changing economic conditions by delegating control over key performance factors to the independent SBU level.
Retail supply chain management involves planning inventory, purchasing, and transporting merchandise from suppliers to customers in an integrated and timely manner. Information technology helps retailers reduce cycle times and improve efficiency. Individual activities like warehousing and transportation were previously handled separately but are now coordinated as part of an overall supply chain management process. The objective is to ensure the right products reach customers at the right place, time, and price.
This chapter discusses the importance of sales planning, the sales manager's role as both planner and administrator, and the sales planning process. As a planner, the sales manager is responsible for sales forecasting, setting objectives, developing the sales organization, and preparing budgets. As an administrator, the sales manager supervises the sales team, delegates responsibilities, coordinates activities, and motivates employees. The sales planning process involves setting objectives, analyzing the internal and external environment, determining operations, organizing implementation, measuring results, and reevaluating plans. Accuracy in sales planning depends on factors like the time frame, management involvement, communication, and whether planning is top-down or bottom-up.
The document discusses various topics related to channel relationships, including types of channel relationships, channel control, channel power, and conflict management. It defines discrete and rational exchange relationships. It also describes sources of power and different negotiation strategies like accommodating, avoiding, compromising, and competing. The document provides case studies on conflicts between Johnson & Johnson and stockists and between Cadbury and Future Group over pricing.
Grand strategies are long term plans that guide organizations towards achieving their strategic objectives. They involve decisions about stability, growth, retrenchment, or combinations of these. Stability strategies maintain the status quo, while growth strategies aim to increase profits and market share through expansion or diversification. Retrenchment strategies involve contraction through divestment, turnaround, or liquidation. Combination strategies use different approaches for different business units. Grand strategies are selected based on internal and external analyses and aim to provide long term direction.
This document discusses segmentation, targeting, and positioning in marketing. It defines segmentation as dividing the market into groups with distinct needs, and discusses different bases for segmentation including geographic, demographic, psychographic, and behavioral factors. It also outlines levels of segmentation from mass to niche marketing. Targeting involves selecting attractive market segments to focus on, while positioning is about creating the right perception of a product in the minds of consumers relative to competitors. Effective segmentation requires segments to be measurable, accessible, substantial, and differentially responsive to marketing strategies.
This document discusses the three levels of strategic management - corporate, business, and operational.
The corporate level focuses on the overall plan for the organization and strategic business units. Strategy at this level involves conceptual decisions. The business level determines how each business unit will compete and allocates resources. Operational level strategies improve internal functions like manufacturing and marketing.
Effective strategic management requires coordination across all three levels to improve profitability.
The document introduces the eMarketing Mix, a framework for online marketing that focuses on building relationships. The eMarketing Mix consists of 2Ps (Personalization and Privacy), 2Cs (Customer Service and Community), and 3Ss (Site, Security, and Sales Promotion). It discusses each component in 1-2 sentences, highlighting that personalization involves gathering customer information to provide customized experiences, community refers to encouraging interaction among customers, and security is essential for protecting customer data and transactions.
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.
The document provides an overview of key concepts in supply chain management. It discusses that a supply chain involves all parties involved in fulfilling customer requests, including manufacturers, suppliers, transporters, warehouses, retailers, and customers. The primary purpose is to satisfy customer needs and generate profit. It also outlines the objective of maximizing overall value generated across the supply chain. Additionally, it discusses key decision phases in supply chain management including strategy, planning, and operations. Finally, it identifies various drivers of supply chain performance, such as facilities, inventory, transportation, information, sourcing, and pricing, that impact responsiveness and efficiency.
This document provides an overview of supply chain management. It discusses that supply chain management involves strategically managing all activities involved in procuring materials and converting them into finished goods that are delivered to customers. This includes product development, sourcing, production, and logistics. The goal is to satisfy customer demand in an efficient manner. Effective supply chain management can help reduce costs, improve response time, and foster cooperation across organizations. The document also provides examples of companies like Dell and Li & Fung that have implemented successful supply chain strategies through virtual integration and outsourcing non-core functions.
This document discusses supply chain management. It defines supply chain management as the strategic management of activities involved in acquiring materials and converting them into finished products delivered to customers. The supply chain includes material, information, and financial flows facilitated by processes, structure, and technology to deliver value to customers. Key aspects of effective supply chain management include segmentation of customers, customization of logistics networks, collaborative forecasting, delayed differentiation, and relationships with suppliers.
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.
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 management and how it has evolved over time. It describes how globalization, technology, and other factors have impacted businesses and their supply chains. Modern supply chain management approaches aim to serve customers with high quality goods and services at low costs by fostering long-term partnerships between organizations across the supply chain.
The document provides an overview of supply chain management. It defines supply chain management as the strategic management of activities involved in acquiring raw materials and converting them into finished products delivered to customers. It describes key aspects of effective supply chains such as integrating business processes, forecasting collaboratively with all supply chain partners, customizing logistics networks based on customer service needs, and differentiating products close to customers. It also discusses challenges like the bullwhip effect and strategies used by companies like Dell, Li & Fung, and Italian clothing manufacturers to implement efficient supply chain management.
Supply chain management involves coordinating activities from procurement of raw materials to delivery of finished goods to customers. It includes material, information and financial flows. The objective is to efficiently manage resources and fulfill customer demand through integration of business processes and information sharing along the supply chain network. Key aspects of effective supply chain management include supply chain design, optimization, planning, and monitoring of performance metrics.
Supply chain management involves coordinating activities from sourcing raw materials to delivering finished products to customers. It includes coordinating material, information and financial flows. The goal is to meet customer demand efficiently while reducing costs. Key aspects of supply chain management include supply chain design, planning production and distribution, managing inventory, and information sharing between all entities in the supply chain. Coordinating these activities helps reduce risks and costs for all involved compared to working in isolation.
This document discusses supply chain management. It defines supply chain management as the strategic management of activities involved in acquiring materials and converting them into finished products delivered to customers. The supply chain includes material, information, and financial flows between suppliers, manufacturers, distribution centers, retailers, and customers. The goal of supply chain management is to efficiently manage these flows to reduce costs and improve customer responsiveness. Key aspects that are discussed include supply chain design, optimization, material and information planning, and performance measurement.
A supply chain is a system of organizations and activities involved in moving products from suppliers to customers. It involves planning, implementing, and controlling operations to satisfy customer needs efficiently. Supply chain management coordinates planning and logistics activities like sourcing, manufacturing, and distribution with partners. When implemented properly, it helps businesses increase revenue, utilize assets better, and reduce costs through strategic areas like fulfillment, logistics, production, and inventory management. However, the bullwhip effect can magnify variability in demand as it moves up the supply chain.
Unit -1 introduces the key concepts of supply chain management including planning, sourcing, manufacturing, delivery, and returns. Supply chain management involves managing the flow of goods and services from raw materials to final products. It is important for boosting customer service, reducing costs, and gaining a competitive advantage. The functions of supply chain management are purchasing, operations, logistics, resource management, and information workflow. Processes can be viewed through the cycle view or push/pull view. Integrated and autonomous supply chains aim to streamline the end-to-end process.
The document discusses supply chain management. It defines a supply chain as the system involved in moving products from suppliers to customers, including organizations, activities, and resources. Supply chain management involves planning, implementing, and controlling supply chain operations to efficiently meet customer demands. It encompasses sourcing, procurement, production, and logistics management as well as coordination with supply chain partners. The goals of efficient supply chain management are revenue growth, better asset utilization, and cost reduction.
Lecture Intranets and supply chain management.pptxSamaLexalexis
An intranet is an internal network within an organization that uses TCP/IP protocols like the internet. An extranet allows controlled external access through authentication. Intranets and extranets are commonly used in large companies for information sharing. Effective supply chain management (SCM) involves planning, sourcing, production, delivery, and returns across a network of suppliers, producers, distributors, and customers. Key benefits of SCM include reduced costs, improved quality and customer satisfaction.
This document provides an introduction and overview of supply chain management. It begins by defining key terms like supply chain, supply chain management, logistics, and related concepts. It then discusses the importance of SCM in reducing costs and increasing profits. The objectives of SCM are outlined as maximizing overall value created across the supply chain and reducing costs. It notes how the focus of SCM has expanded over time to include more tiers of suppliers and customers as well as greater integration through information and communication technologies. The document also covers SCM organizations, decision phases in SCM including strategy, planning and operations, and how effective SCM can provide competitive advantage.
The document discusses supply chain management (SCM) and its importance for managing risks and complexities in global business. It defines SCM as the strategic management of acquiring materials and converting them into finished products for customers. An effective SCM requires integrating the entire supply chain to maximize benefits. It also discusses selecting reliable supply sources, seeking long-term partnerships, and measuring performance to improve supply management strategies. SCM aims to efficiently meet customer demand with the right products delivered at the right time and location through coordinated information, material, and financial flows across organizations.
Supply chain management mba 4 sem PRODUCTION MANAGEMENT Babasab Patil
The document defines a supply chain as the flow of goods and services from raw material suppliers to end customers, including upstream and downstream activities such as transportation and storage. It also provides definitions of supply chain management from the Institute for Supply Management and The Supply Chain Council. Key issues in supply chain management discussed include network planning, inventory control, distribution strategies, integration, information technology, customer value, and product design.
This document provides an overview of key concepts in supply chain management. It defines a supply chain as consisting of all stages involved in fulfilling a customer request, from suppliers to manufacturers to distributors. The objective of a supply chain is to maximize overall value by balancing customer value and supply chain costs. Supply chain decisions are classified into three phases - strategy, planning, and operations. Effective supply chain management requires integrating processes for customer relationship management, internal supply chain management, and supplier relationship management.
1. Supply chain management involves efficiently integrating suppliers, manufacturers, warehouses, and retailers so that products are delivered to customers in the right quantities, locations, and times to minimize costs while meeting service requirements.
2. Key aspects of supply chain management include facilities, inventory, transportation, information sharing, sourcing decisions, and pricing strategies. These factors work together to balance efficiency and responsiveness across the supply chain.
3. An organization's competitive strategy helps determine which supply chain drivers it prioritizes, such as Walmart focusing on low inventory, centralized facilities, and information sharing to support its low-price model.
Similar to Overview of Supply Chain Management (20)
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2. Introduction
• oversight of materials, information, and finances as they move
in a process from supplier to manufacturer to wholesaler to
retailer to consumer
• Supply chain activities cover everything from product
development, sourcing, production, and logistics, as well as
the information systems needed to coordinate these activities.
• There are two types of flows:
• Physical flows
• Information flows
6/14/2017Unit 3 2
5. Other definitions..
• The design and management of seamless, value-
added process across organizational boundaries to
meet the real needs of the end customer -- Institute
for Supply Management
• Managing supply and demand, sourcing raw
materials and parts, manufacturing and assembly,
warehousing and inventory tracking, order entry
and order management, distribution across all
channels, and delivery to the customer -- The
Supply Chain Council
6/14/2017Unit 3 5
6. Objectives
Supply chain management is concerned with the efficient
integration of suppliers, factories, warehouses and stores so
that merchandise is produced and distributed:
• In the right quantities
• To the right locations
• At the right time
In order to
• Minimize total system cost
• Satisfy customer service requirements
• face global competition
• Improve standardization
6/14/2017Unit 3 6
9. Supply chain strategy
• Decides how to structure the supply chain over the next
several years
• Chain configuration,
• Resource allocated and
• Process at each stage should perform
Decisions include
• Location and capacities of production and
warehousing facilities,
• The products to be manufactured or stored at various
locations,
• The method of transportation to be made available
along different shipping legs, and
• The type of information system to be utilized
6/14/2017Unit 3 9
10. Supply chain planning
• Under the given configuration decisions are made which has
impact on a time frame of quarter to a year
• Starts with a forecast the coming year or a comparable time
frame
• Planning decisions include
– which market will be supplied from which locations,
– The subcontracting for manufacturing,
– The inventory policies to be followed, and
– The timing and size of marketing promotions
• Companies in the planning phase try to incorporate any
flexibility built into the supply chain in the design phase and
exploit it to optimize performance
• Configuration is fixed and policies are defined
• Objective is to handle incoming customer orders in the best
possible manner
6/14/2017Unit 3 10
11. Supply chain operation
• Decisions are taken regarding individual customer
order and the time frame is week or days
• Configuration is fixed and policies are defined
• Objective is to handle incoming customer orders in
the best possible manner
• Decisions related with:
-individual orders
-Shipment
6/14/2017Unit 3 11
12. Process View of a Supply
Chain
Cycle View
• Processes in a supply chain are divided into a series of cycles, each
performed at the interfaces between two successive supply chain
stages
• Each cycle occurs at the interface between two successive stages
• Customer order cycle (customer-retailer)
• Replenishment cycle (retailer-distributor)
• Manufacturing cycle (distributor-manufacturer)
• Procurement cycle (manufacturer-supplier)
• Cycle view clearly defines processes involved and the owners of
each process. Specifies the roles and responsibilities of each
member and the desired outcome of each process.
6/14/2017Unit 3 12
14. Push/Pull View of Supply
Chains
• Processes in a supply chain are divided into two
categories depending on whether they are
executed in response to a customer order (pull) or
in anticipation of a customer order (push).
6/14/2017Unit 3 14
15. • Supply chain processes fall into one of two categories
depending on the timing of their execution relative to
customer demand
• Pull: execution is initiated in response to a customer
order (reactive)
• Push: execution is initiated in anticipation of customer
orders (speculative)
• Push/pull boundary separates push processes from pull
processes
• Useful in considering strategic decisions relating to
supply chain design – more global view of how supply
chain processes relate to customer orders
• Can combine the push/pull and cycle views
• The relative proportion of push and pull processes can
have an impact on supply chain performance.
6/14/2017Unit 3 15
16. The importance of a
supply chain flows
i. Boost Customer Service
ii. Reduce Operating Costs
∙ Decreases Purchasing Cost
∙ Decreases Production Cost
∙ Decreases Total Supply Chain Cost
iii. Improve Financial Position
∙ Increases Profit Leverage
∙ Decreases Fixed Assets
∙ Increases Cash Flow
6/14/2017Unit 3 16
17. Societal Roles of Supply
chain flows
i. Ensure Human Survival
∙ SCM Helps Sustains Human Life
∙ SCM Improves Human Healthcare
∙ SCM Protects Humans from Climate Extremes
ii. Protect Cultural Freedom and Development
∙ Defending Human Freedom
∙ Protects Delivery of Necessities
6/14/2017Unit 3 17
18. iii. Improve Quality of Life
∙ Foundation for Economic Growth
∙ Improves Standard of Living
∙ Job Creation
∙ Opportunity to Decrease Pollution
∙ Opportunity to Decrease Energy Use
6/14/2017Unit 3 18
19. Pitfalls Of Supply Chain
Management
• Inventory – too much or too little
• No Plan B
• No transparency
• No traceability
• Focusing only on the big stuff
• Managing too many partners
• Ignoring the warning signs
6/14/2017Unit 3 19