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Supply Chain Management




                        Prof. Dr.-Ing. K. Thaler
                   Stuttgart Media University (HdM)
© Prof. Dr.-Ing. K. Thaler                    Stuttgart Media University
Supply Chain Management


Opimizes and designs Key Business Processes to achieve an overall
performance increase

Customers, Suppliers and other Partners are fully integrated into the whole
Supply Chain
Based on a company-centred view, Seamless Overall Processes are going
to be introduced and implemented
Internal and external borders can be overcome by designing synchronized
business processes to optimize Information, Material and Financial Flows.




   © Prof. Dr.-Ing. K. Thaler                          Stuttgart Media University
© Prof. Dr.-Ing. K. Thaler   Stuttgart Media University
© Prof. Dr.-Ing. K. Thaler   Stuttgart Media University
© Prof. Dr.-Ing. K. Thaler   Stuttgart Media University
Example: Demand-Supply Effects (Bull-Whip)

           Source: Tom McGuffog, Electronic Commerce and Value Chain Management,      Sales Forcast
           1998                                                                        of Producer
Quantity




                                                                                              Demand

                                                                 Distribution Centre
                                        Orders of                to local Distributor
                                        Retailer

                                                                  Production Plan


                                                                                        Time

           © Prof. Dr.-Ing. K. Thaler                                  Stuttgart Media University
© Prof. Dr.-Ing. K. Thaler   Stuttgart Media University
© Prof. Dr.-Ing. K. Thaler   Stuttgart Media University
Example: Automotive Supply Chain                                          Dealer           Customer
                                                                          Network


                                    Logistic                       Automotive
                                    Partner                        Producer (OEM)
                        Make to stock                                      about 50%
                                                                           purchased
                                                           about 2-3 h
   Material flow
                                        System                    Industry       Logistic
                                        Supplier                  Park           Partner
Supplier
                                              JIT-Supply
Supplier         Module
                 Supplier
Supplier
Supplier
                Direct to OEM




  © Prof. Dr.-Ing. K. Thaler                                             Stuttgart Media University
© Prof. Dr.-Ing. K. Thaler   Stuttgart Media University
© Prof. Dr.-Ing. K. Thaler   Stuttgart Media University
© Prof. Dr.-Ing. K. Thaler   Stuttgart Media University
© Prof. Dr.-Ing. K. Thaler   Stuttgart Media University
© Prof. Dr.-Ing. K. Thaler   Stuttgart Media University
© Prof. Dr.-Ing. K. Thaler   Stuttgart Media University
© Prof. Dr.-Ing. K. Thaler   Stuttgart Media University
© Prof. Dr.-Ing. K. Thaler   Stuttgart Media University
Which Key Processes are seen as SCM-relevant?


Distribution to customer


     Production planning
          (plants)


        Order aquisition
                                                                                           expected
                                                                                           possible
              Recycling
                                                                                           unlikely
                                                                                           no opinion
           Procurement


     Production planning
         (customer)


   Product development


                           0%   10%   20%   30%   40%   50%   60%   70%     80%    90%



      © Prof. Dr.-Ing. K. Thaler                                    Stuttgart Media University
© Prof. Dr.-Ing. K. Thaler   Stuttgart Media University
On the markets the best Supply Chains will compete,
not any more single companies.


Thank You.




Prof. Dr.-Ing. K. Thaler
Stuttgart Media University (HdM)
www.hdm‐stu*gart.de/scm

© Prof. Dr.-Ing. K. Thaler           Stuttgart Media University

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Supply Chain Management

  • 1. Supply Chain Management Prof. Dr.-Ing. K. Thaler Stuttgart Media University (HdM) © Prof. Dr.-Ing. K. Thaler Stuttgart Media University
  • 2. Supply Chain Management Opimizes and designs Key Business Processes to achieve an overall performance increase Customers, Suppliers and other Partners are fully integrated into the whole Supply Chain Based on a company-centred view, Seamless Overall Processes are going to be introduced and implemented Internal and external borders can be overcome by designing synchronized business processes to optimize Information, Material and Financial Flows. © Prof. Dr.-Ing. K. Thaler Stuttgart Media University
  • 3. © Prof. Dr.-Ing. K. Thaler Stuttgart Media University
  • 4. © Prof. Dr.-Ing. K. Thaler Stuttgart Media University
  • 5. © Prof. Dr.-Ing. K. Thaler Stuttgart Media University
  • 6. Example: Demand-Supply Effects (Bull-Whip) Source: Tom McGuffog, Electronic Commerce and Value Chain Management, Sales Forcast 1998 of Producer Quantity Demand Distribution Centre Orders of to local Distributor Retailer Production Plan Time © Prof. Dr.-Ing. K. Thaler Stuttgart Media University
  • 7. © Prof. Dr.-Ing. K. Thaler Stuttgart Media University
  • 8. © Prof. Dr.-Ing. K. Thaler Stuttgart Media University
  • 9. Example: Automotive Supply Chain Dealer Customer Network Logistic Automotive Partner Producer (OEM) Make to stock about 50% purchased about 2-3 h Material flow System Industry Logistic Supplier Park Partner Supplier JIT-Supply Supplier Module Supplier Supplier Supplier Direct to OEM © Prof. Dr.-Ing. K. Thaler Stuttgart Media University
  • 10. © Prof. Dr.-Ing. K. Thaler Stuttgart Media University
  • 11. © Prof. Dr.-Ing. K. Thaler Stuttgart Media University
  • 12. © Prof. Dr.-Ing. K. Thaler Stuttgart Media University
  • 13. © Prof. Dr.-Ing. K. Thaler Stuttgart Media University
  • 14. © Prof. Dr.-Ing. K. Thaler Stuttgart Media University
  • 15. © Prof. Dr.-Ing. K. Thaler Stuttgart Media University
  • 16. © Prof. Dr.-Ing. K. Thaler Stuttgart Media University
  • 17. © Prof. Dr.-Ing. K. Thaler Stuttgart Media University
  • 18. Which Key Processes are seen as SCM-relevant? Distribution to customer Production planning (plants) Order aquisition expected possible Recycling unlikely no opinion Procurement Production planning (customer) Product development 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% © Prof. Dr.-Ing. K. Thaler Stuttgart Media University
  • 19. © Prof. Dr.-Ing. K. Thaler Stuttgart Media University
  • 20. On the markets the best Supply Chains will compete, not any more single companies. Thank You. Prof. Dr.-Ing. K. Thaler Stuttgart Media University (HdM) www.hdm‐stu*gart.de/scm
 © Prof. Dr.-Ing. K. Thaler Stuttgart Media University