This document provides an overview of supply chain management concepts from a textbook. It defines a supply chain, discusses the objective of maximizing overall value, and describes the three key decision phases of supply chain strategy, planning and operations. It also presents models for understanding supply chain processes, including the cycle view, push/pull view, and categorization of processes into customer relationship management, internal supply chain management and supplier relationship management. Examples of different company supply chains are provided.
The document outlines the major drivers of supply chain performance as facilities, inventory, transportation, information, sourcing, and pricing. Each driver plays a role in creating strategic fit between supply chain and competitive strategy by balancing efficiency and responsiveness. Some key obstacles to achieving fit are increasing product variety, shorter life cycles, demanding customers, fragmented ownership, and globalization. The course will further explore decision-making for each driver to achieve fit despite these obstacles.
This document discusses achieving strategic fit in supply chain management. It defines strategic fit as having aligned competitive and supply chain strategies. It describes three steps to achieving strategic fit: 1) Understanding customer needs and implied demand uncertainty, 2) Understanding supply chain capabilities, and 3) Aligning supply chain responsiveness with demand uncertainty through strategic roles. The document emphasizes that all functions and stages of the supply chain must work together to execute strategies that support the overall competitive strategy.
This document discusses sourcing decisions in supply chains. It covers the role of sourcing and factors that influence making sourcing decisions, such as outsourcing versus keeping a function in-house. Key aspects of supplier selection are described, including using total cost to evaluate suppliers, structuring auctions and negotiations, and designing contracts to share risks and incentives between buyers and suppliers to improve overall supply chain performance.
Introduction to Supply Chain Management Qamar Farooq
This document summarizes key concepts from Chapter 1 of a supply chain management textbook. It discusses what a supply chain is, including the flow of products and services from raw materials to end consumers. It also covers types of products, the global nature and complexity of supply chains, uncertainty and risks, and the evolution and objectives of supply chain management. Specific examples are provided to illustrate concepts around complexity, costs, and issues in managing supply chains.
Supply chain risk management (SCRM) is "the implementation of strategies to manage both everyday and exceptional risks along the supply chain based on continuous risk assessment with the objective of reducing vulnerability and ensuring continuity".
SCRM attempts to reduce supply chain vulnerability via a coordinated holistic approach, involving all supply chain stakeholders, which identifies and analyses the risk of failure points within the supply chain. Mitigation plans to manage these risks can involve logistics, finance and risk management disciplines; the ultimate goal being to ensure supply chain continuity in the event of a scenario which otherwise have interrupted normal business and thereby profitability.
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 document discusses factors to consider when designing distribution networks and how online sales have impacted network design. It identifies key factors like customer needs, costs, and response time. Various distribution options are examined, including manufacturer storage with direct shipping, distributor storage with carrier delivery, and customer pickup options. The strengths and weaknesses of each option are evaluated based on costs, service, and other factors. Distribution network design involves balancing these considerations to effectively meet customer needs at optimal cost.
The document outlines the major drivers of supply chain performance as facilities, inventory, transportation, information, sourcing, and pricing. Each driver plays a role in creating strategic fit between supply chain and competitive strategy by balancing efficiency and responsiveness. Some key obstacles to achieving fit are increasing product variety, shorter life cycles, demanding customers, fragmented ownership, and globalization. The course will further explore decision-making for each driver to achieve fit despite these obstacles.
This document discusses achieving strategic fit in supply chain management. It defines strategic fit as having aligned competitive and supply chain strategies. It describes three steps to achieving strategic fit: 1) Understanding customer needs and implied demand uncertainty, 2) Understanding supply chain capabilities, and 3) Aligning supply chain responsiveness with demand uncertainty through strategic roles. The document emphasizes that all functions and stages of the supply chain must work together to execute strategies that support the overall competitive strategy.
This document discusses sourcing decisions in supply chains. It covers the role of sourcing and factors that influence making sourcing decisions, such as outsourcing versus keeping a function in-house. Key aspects of supplier selection are described, including using total cost to evaluate suppliers, structuring auctions and negotiations, and designing contracts to share risks and incentives between buyers and suppliers to improve overall supply chain performance.
Introduction to Supply Chain Management Qamar Farooq
This document summarizes key concepts from Chapter 1 of a supply chain management textbook. It discusses what a supply chain is, including the flow of products and services from raw materials to end consumers. It also covers types of products, the global nature and complexity of supply chains, uncertainty and risks, and the evolution and objectives of supply chain management. Specific examples are provided to illustrate concepts around complexity, costs, and issues in managing supply chains.
Supply chain risk management (SCRM) is "the implementation of strategies to manage both everyday and exceptional risks along the supply chain based on continuous risk assessment with the objective of reducing vulnerability and ensuring continuity".
SCRM attempts to reduce supply chain vulnerability via a coordinated holistic approach, involving all supply chain stakeholders, which identifies and analyses the risk of failure points within the supply chain. Mitigation plans to manage these risks can involve logistics, finance and risk management disciplines; the ultimate goal being to ensure supply chain continuity in the event of a scenario which otherwise have interrupted normal business and thereby profitability.
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 document discusses factors to consider when designing distribution networks and how online sales have impacted network design. It identifies key factors like customer needs, costs, and response time. Various distribution options are examined, including manufacturer storage with direct shipping, distributor storage with carrier delivery, and customer pickup options. The strengths and weaknesses of each option are evaluated based on costs, service, and other factors. Distribution network design involves balancing these considerations to effectively meet customer needs at optimal cost.
Chapter 1. understanding the supply chainSachin Modgil
This document discusses key concepts in supply chain management. It defines a supply chain as including all stages involved in fulfilling a customer request, from suppliers to end customers. There are three phases of supply chain decision making: strategy/design, planning, and operations. Processes in a supply chain can be viewed through the cycle view, with different cycles at each interface, or the push/pull view, with reactive pull processes and speculative push processes. The overall goal of supply chain management is to maximize total supply chain profitability.
The document discusses supply chain management (SCM). It defines SCM as the management of relationships between suppliers, manufacturers, warehouses, distribution centers, and customers to deliver value to customers at a low cost. The goal of SCM is to optimize efficiency through integrating these entities. The document also describes how SCM has evolved from a "push" model driven by forecasts to a "pull" model driven by actual customer demand.
This document discusses achieving strategic fit between a company's competitive strategy and its supply chain strategy. It outlines three key steps: 1) Understanding customer demand uncertainty and supply uncertainty, 2) Understanding the company's supply chain capabilities, specifically its responsiveness and efficiency, and 3) Aligning the supply chain strategy and responsiveness to match the implied demand uncertainty based on customer needs. The goal is to ensure strategic fit across all functional strategies to coordinate an overall strategy and successfully execute it.
This document discusses strategies for designing global supply chain networks. It begins by outlining learning objectives around factors to consider for global sourcing decisions, uncertainties in global supply chains, and strategies for mitigating risk. It then discusses how globalization impacts supply chain networks by creating opportunities but also significant risks. Key risk factors for supply chains are identified. The document emphasizes that total cost, rather than just unit cost, must be considered for offshoring decisions. It also outlines strategies for managing risk in global supply chains through flexibility, capacity, inventory levels, and supplier relationships.
This document discusses the role of information technology in supply chain management. It outlines how IT provides the foundation for supply chain processes and decisions by ensuring information is accurate, accessible, relevant and shared. It describes the major IT applications as customer relationship management, internal supply chain management, and supplier relationship management. These macro processes are supported by an underlying transaction management foundation of ERP systems. The document also discusses trends in supply chain IT and risks that must be managed.
The document discusses cycle inventory and lot sizing in supply chains. It begins by defining cycle inventory as the average inventory that results from producing or purchasing items in batches larger than customer demand. This cycle inventory allows companies to benefit from economies of scale. The document then examines how to calculate the optimal lot size and cycle inventory level to minimize total costs, including ordering, holding, and material costs. It also explores how quantity discounts, trade promotions, and multiple products impact optimal lot sizing decisions. The goal is to reduce cycle inventory and costs across the entire supply chain.
Sourcing involves purchasing goods and services and deciding whether to outsource supply chain functions. Key considerations for outsourcing include whether it will increase supply chain surplus, how much surplus the firm will capture, and potential risks. Supplier performance is evaluated based on multiple factors like price, quality, and timeliness that affect total costs. Effective sourcing decisions use supplier scoring, contracting, auctions or negotiations to improve supply chain profits through strategies like design collaboration, risk sharing, and performance incentives.
This document discusses network design in supply chains. It begins by outlining the key network design decisions, including facility role, location, capacity allocation, and market/supply allocation. It then discusses factors that influence these decisions, such as strategic, technological, economic, political, infrastructure, and competitive factors. The document presents a framework for network design decisions involving defining strategy, regional configuration, site selection, and location choices. It concludes by describing models that can be used for facility location and capacity allocation decisions, including a capacitated plant location model and gravity location model.
The document discusses factors to consider when designing distribution networks. It describes different distribution network design options including manufacturer storage with direct shipping, in-transit merging, and distributor storage with carrier or last-mile delivery. For each design, it evaluates the impact on costs, customer service, and key performance metrics like response time, product variety, and returnability. The document also includes figures illustrating how costs like inventory, transportation, and facilities are affected by the number of distribution centers.
This document provides an overview of supply chain management concepts. It discusses what a supply chain is, the objective of maximizing overall value, and the three key decision phases of supply chain strategy, planning and operations. It also describes two process views - the cycle view which divides processes between stages and the push/pull view which categorizes processes as reactive to demand or speculative. The goal of supply chain management is to effectively manage flows between stages to maximize total surplus.
Supply chain management involves the integration of suppliers, manufacturers, warehouses, and stores to minimize costs while meeting customer demand. It aims to produce and distribute goods in the right quantities, locations, and times. Key aspects of supply chain management include supply chain planning, procurement, manufacturing, and distribution. Effective supply chain management requires cross-functional collaboration, information sharing, and managing uncertainties to achieve global optimization across the entire supply chain network.
The document discusses supply chain best practices and provides an overview of key topics including metrics, inventory velocity, cycle time compression, lean logistics, technology, supplier performance, and segmenting supply chains. It emphasizes that companies should develop multiple, tailored supply chain approaches rather than a one-size-fits-all model in order to improve flexibility, responsiveness, and demand planning. Metrics like inventory turns and reducing cycle times are important for optimizing supply chain performance.
The document discusses how online sales have impacted distribution network design. It provides examples of Dell and Amazon, noting both saw reduced inventory and facility costs but higher transportation costs from distributing online. It also examines Peapod, an online grocer, highlighting challenges in fulfilling grocery orders due to products' bulky nature and need for fast delivery. Overall, online sales allow flexibility but also complexity from balancing various customer service and cost factors in distribution.
This document discusses transportation in supply chains. It begins by outlining the role of transportation in moving products from locations of production to locations of consumption. It then describes various modes of transportation including their characteristics, costs, and tradeoffs. Different transportation network design options like direct shipping, shipping through intermediate locations, and use of milk runs are presented. The document concludes by discussing how to select the optimal transportation network based on factors like transportation and inventory costs.
This document discusses revenue management techniques in supply chains. It begins by defining revenue management as using pricing to increase profits from limited supply chain assets like capacity and inventory. Revenue management is most effective when product value varies between customer segments, products are perishable, demand has peaks and valleys, or products are sold in bulk and on the spot market. The document then examines pricing strategies for multiple customer segments, dynamic pricing of perishable assets over time, and optimizing contracts between bulk and spot sales. Throughout, it highlights tradeoffs between committing capacity early at lower prices versus waiting for higher prices.
This document discusses key drivers and metrics for supply chain performance. It begins by describing financial measures like return on equity and return on assets that are used to measure firm performance. It then identifies major supply chain drivers like facilities, inventory, transportation, information, and sourcing. For each driver, it discusses the driver's role in the supply chain and competitive strategy. It also defines relevant metrics to measure performance for each driver. Finally, it discusses the overall trade-off between responsiveness and efficiency for each driver.
The document discusses various options for designing supply chain networks and their characteristics. It describes manufacturer storage with direct shipping, in-transit merging, distributor storage with package carrier delivery, distributor storage with last-mile delivery, manufacturer/distributor storage with customer pickup, retail storage with customer pickup, and local storage at consumer pickup sites. For each option, it summarizes the performance characteristics in terms of cost factors like inventory, transportation, and facilities as well as service factors like response time, product variety, and customer experience.
This document defines supply chain management and outlines key aspects of effective supply chain processes. It discusses how supply chain management involves planning and controlling the flow of materials and information across suppliers, manufacturers, and distributors. The goal is to maximize overall profitability by balancing revenue and costs. Effective supply chains reduce inventory levels and better match supply and demand through coordinated planning and information sharing across stages from product development to distribution. Decision-making in supply chains occurs in three phases: strategy, planning, and operations.
The document discusses key concepts about supply chain management including:
1) A supply chain includes all stages involved in fulfilling a customer request from raw materials to delivery, and it aims to maximize overall value by balancing customer value and supply chain costs.
2) Supply chain decisions can be classified into three phases: strategy, planning, and operations, with each having a different time horizon and level of uncertainty.
3) Supply chain processes can be viewed through the cycle view which looks at interfaces between stages or the push/pull view which categorizes processes as reactive to customer demand or speculative.
This document discusses coordination in supply chains and the bullwhip effect. It describes how lack of coordination between supply chain stages can result in increased variability in orders that distorts demand information. This is known as the bullwhip effect. Several obstacles to coordination are outlined, including incentive problems, information processing issues, and behavioral factors. Methods to improve coordination discussed include aligning goals, improving information sharing, reducing lead times, and collaborative planning between stages. Collaborative planning, forecasting and replenishment is presented as a key approach to coordination.
The document discusses key concepts in understanding supply chains including:
1. It defines a supply chain as all stages involved in fulfilling customer requests including suppliers, manufacturers, distributors, retailers, and customers.
2. It explains the objective of a supply chain is to maximize overall value or "supply chain surplus" which is customer value minus supply chain costs.
3. It identifies the three key decision phases in supply chain management as strategy/design, planning, and operations which determine the structure and flows within the supply chain over different time horizons.
The document discusses supply chain management. It defines supply chain management as coordinating all parties involved in fulfilling a customer request, including suppliers, manufacturers, distributors, and retailers. It describes the three key decision phases in supply chain management as strategy, planning, and operations. It also outlines different ways to view supply chain processes, such as the cycle view and push/pull view, and identifies the three main macro processes as customer relationship management, internal supply chain management, and supplier relationship management.
Chapter 1. understanding the supply chainSachin Modgil
This document discusses key concepts in supply chain management. It defines a supply chain as including all stages involved in fulfilling a customer request, from suppliers to end customers. There are three phases of supply chain decision making: strategy/design, planning, and operations. Processes in a supply chain can be viewed through the cycle view, with different cycles at each interface, or the push/pull view, with reactive pull processes and speculative push processes. The overall goal of supply chain management is to maximize total supply chain profitability.
The document discusses supply chain management (SCM). It defines SCM as the management of relationships between suppliers, manufacturers, warehouses, distribution centers, and customers to deliver value to customers at a low cost. The goal of SCM is to optimize efficiency through integrating these entities. The document also describes how SCM has evolved from a "push" model driven by forecasts to a "pull" model driven by actual customer demand.
This document discusses achieving strategic fit between a company's competitive strategy and its supply chain strategy. It outlines three key steps: 1) Understanding customer demand uncertainty and supply uncertainty, 2) Understanding the company's supply chain capabilities, specifically its responsiveness and efficiency, and 3) Aligning the supply chain strategy and responsiveness to match the implied demand uncertainty based on customer needs. The goal is to ensure strategic fit across all functional strategies to coordinate an overall strategy and successfully execute it.
This document discusses strategies for designing global supply chain networks. It begins by outlining learning objectives around factors to consider for global sourcing decisions, uncertainties in global supply chains, and strategies for mitigating risk. It then discusses how globalization impacts supply chain networks by creating opportunities but also significant risks. Key risk factors for supply chains are identified. The document emphasizes that total cost, rather than just unit cost, must be considered for offshoring decisions. It also outlines strategies for managing risk in global supply chains through flexibility, capacity, inventory levels, and supplier relationships.
This document discusses the role of information technology in supply chain management. It outlines how IT provides the foundation for supply chain processes and decisions by ensuring information is accurate, accessible, relevant and shared. It describes the major IT applications as customer relationship management, internal supply chain management, and supplier relationship management. These macro processes are supported by an underlying transaction management foundation of ERP systems. The document also discusses trends in supply chain IT and risks that must be managed.
The document discusses cycle inventory and lot sizing in supply chains. It begins by defining cycle inventory as the average inventory that results from producing or purchasing items in batches larger than customer demand. This cycle inventory allows companies to benefit from economies of scale. The document then examines how to calculate the optimal lot size and cycle inventory level to minimize total costs, including ordering, holding, and material costs. It also explores how quantity discounts, trade promotions, and multiple products impact optimal lot sizing decisions. The goal is to reduce cycle inventory and costs across the entire supply chain.
Sourcing involves purchasing goods and services and deciding whether to outsource supply chain functions. Key considerations for outsourcing include whether it will increase supply chain surplus, how much surplus the firm will capture, and potential risks. Supplier performance is evaluated based on multiple factors like price, quality, and timeliness that affect total costs. Effective sourcing decisions use supplier scoring, contracting, auctions or negotiations to improve supply chain profits through strategies like design collaboration, risk sharing, and performance incentives.
This document discusses network design in supply chains. It begins by outlining the key network design decisions, including facility role, location, capacity allocation, and market/supply allocation. It then discusses factors that influence these decisions, such as strategic, technological, economic, political, infrastructure, and competitive factors. The document presents a framework for network design decisions involving defining strategy, regional configuration, site selection, and location choices. It concludes by describing models that can be used for facility location and capacity allocation decisions, including a capacitated plant location model and gravity location model.
The document discusses factors to consider when designing distribution networks. It describes different distribution network design options including manufacturer storage with direct shipping, in-transit merging, and distributor storage with carrier or last-mile delivery. For each design, it evaluates the impact on costs, customer service, and key performance metrics like response time, product variety, and returnability. The document also includes figures illustrating how costs like inventory, transportation, and facilities are affected by the number of distribution centers.
This document provides an overview of supply chain management concepts. It discusses what a supply chain is, the objective of maximizing overall value, and the three key decision phases of supply chain strategy, planning and operations. It also describes two process views - the cycle view which divides processes between stages and the push/pull view which categorizes processes as reactive to demand or speculative. The goal of supply chain management is to effectively manage flows between stages to maximize total surplus.
Supply chain management involves the integration of suppliers, manufacturers, warehouses, and stores to minimize costs while meeting customer demand. It aims to produce and distribute goods in the right quantities, locations, and times. Key aspects of supply chain management include supply chain planning, procurement, manufacturing, and distribution. Effective supply chain management requires cross-functional collaboration, information sharing, and managing uncertainties to achieve global optimization across the entire supply chain network.
The document discusses supply chain best practices and provides an overview of key topics including metrics, inventory velocity, cycle time compression, lean logistics, technology, supplier performance, and segmenting supply chains. It emphasizes that companies should develop multiple, tailored supply chain approaches rather than a one-size-fits-all model in order to improve flexibility, responsiveness, and demand planning. Metrics like inventory turns and reducing cycle times are important for optimizing supply chain performance.
The document discusses how online sales have impacted distribution network design. It provides examples of Dell and Amazon, noting both saw reduced inventory and facility costs but higher transportation costs from distributing online. It also examines Peapod, an online grocer, highlighting challenges in fulfilling grocery orders due to products' bulky nature and need for fast delivery. Overall, online sales allow flexibility but also complexity from balancing various customer service and cost factors in distribution.
This document discusses transportation in supply chains. It begins by outlining the role of transportation in moving products from locations of production to locations of consumption. It then describes various modes of transportation including their characteristics, costs, and tradeoffs. Different transportation network design options like direct shipping, shipping through intermediate locations, and use of milk runs are presented. The document concludes by discussing how to select the optimal transportation network based on factors like transportation and inventory costs.
This document discusses revenue management techniques in supply chains. It begins by defining revenue management as using pricing to increase profits from limited supply chain assets like capacity and inventory. Revenue management is most effective when product value varies between customer segments, products are perishable, demand has peaks and valleys, or products are sold in bulk and on the spot market. The document then examines pricing strategies for multiple customer segments, dynamic pricing of perishable assets over time, and optimizing contracts between bulk and spot sales. Throughout, it highlights tradeoffs between committing capacity early at lower prices versus waiting for higher prices.
This document discusses key drivers and metrics for supply chain performance. It begins by describing financial measures like return on equity and return on assets that are used to measure firm performance. It then identifies major supply chain drivers like facilities, inventory, transportation, information, and sourcing. For each driver, it discusses the driver's role in the supply chain and competitive strategy. It also defines relevant metrics to measure performance for each driver. Finally, it discusses the overall trade-off between responsiveness and efficiency for each driver.
The document discusses various options for designing supply chain networks and their characteristics. It describes manufacturer storage with direct shipping, in-transit merging, distributor storage with package carrier delivery, distributor storage with last-mile delivery, manufacturer/distributor storage with customer pickup, retail storage with customer pickup, and local storage at consumer pickup sites. For each option, it summarizes the performance characteristics in terms of cost factors like inventory, transportation, and facilities as well as service factors like response time, product variety, and customer experience.
This document defines supply chain management and outlines key aspects of effective supply chain processes. It discusses how supply chain management involves planning and controlling the flow of materials and information across suppliers, manufacturers, and distributors. The goal is to maximize overall profitability by balancing revenue and costs. Effective supply chains reduce inventory levels and better match supply and demand through coordinated planning and information sharing across stages from product development to distribution. Decision-making in supply chains occurs in three phases: strategy, planning, and operations.
The document discusses key concepts about supply chain management including:
1) A supply chain includes all stages involved in fulfilling a customer request from raw materials to delivery, and it aims to maximize overall value by balancing customer value and supply chain costs.
2) Supply chain decisions can be classified into three phases: strategy, planning, and operations, with each having a different time horizon and level of uncertainty.
3) Supply chain processes can be viewed through the cycle view which looks at interfaces between stages or the push/pull view which categorizes processes as reactive to customer demand or speculative.
This document discusses coordination in supply chains and the bullwhip effect. It describes how lack of coordination between supply chain stages can result in increased variability in orders that distorts demand information. This is known as the bullwhip effect. Several obstacles to coordination are outlined, including incentive problems, information processing issues, and behavioral factors. Methods to improve coordination discussed include aligning goals, improving information sharing, reducing lead times, and collaborative planning between stages. Collaborative planning, forecasting and replenishment is presented as a key approach to coordination.
The document discusses key concepts in understanding supply chains including:
1. It defines a supply chain as all stages involved in fulfilling customer requests including suppliers, manufacturers, distributors, retailers, and customers.
2. It explains the objective of a supply chain is to maximize overall value or "supply chain surplus" which is customer value minus supply chain costs.
3. It identifies the three key decision phases in supply chain management as strategy/design, planning, and operations which determine the structure and flows within the supply chain over different time horizons.
The document discusses supply chain management. It defines supply chain management as coordinating all parties involved in fulfilling a customer request, including suppliers, manufacturers, distributors, and retailers. It describes the three key decision phases in supply chain management as strategy, planning, and operations. It also outlines different ways to view supply chain processes, such as the cycle view and push/pull view, and identifies the three main macro processes as customer relationship management, internal supply chain management, and supplier relationship management.
Understanding The Supply Chain Management SCM pptxBrianStanley53
This document discusses key concepts related to supply chain management. It defines a supply chain as including all entities involved in fulfilling a customer request, including suppliers, manufacturers, distributors, retailers, and customers. The objective of a supply chain is to maximize overall value created by balancing revenue generated from customers and total costs across the supply chain. Supply chain decisions can be categorized into strategy/design, planning, and operations phases. The document also presents different views for analyzing supply chains, such as the cycle, push/pull, and macro process views.
- Supply chain management involves all stages of fulfilling a customer request, including suppliers, manufacturers, distributors, retailers, and customers. It aims to maximize overall value by managing information, product, and funds flows across the supply chain.
- Supply chain decisions can be categorized into strategy/design, planning, and operations. Strategy/design determines the supply chain structure and roles. Planning sets policies for short-term operations based on demand forecasts. Operations implements plans through daily customer order fulfillment.
- Processes can be viewed through cycles at interfaces between stages or through push/pull based on whether they are reactive or speculative to demand. Integration across customer relationship management, internal supply chain management, and supplier relationship management is important
This document discusses key concepts in supply chain management. It defines a supply chain as including all stages involved in fulfilling a customer request. The objective of a supply chain is to maximize value by balancing customer value and supply chain costs. Supply chain decisions are important - good decisions can lead to major company growth while bad decisions can cause failures. Decisions are categorized into three phases: strategy/design, planning, and operations. The document also describes two process views of supply chains - the cycle view and push/pull view. Finally, it outlines the three macro processes within a company's supply chain: customer relationship management, internal supply chain management, and supplier relationship management.
The document provides an overview of supply chain management. It defines a supply chain as all stages involved in fulfilling a customer request, from suppliers to end customers. It discusses traditional views of logistics costs in the US economy and manufacturing firms. It then introduces supply chain management concepts and outlines key aspects like decision phases (strategy, planning, operations), process views (cycle and push-pull), macro processes (CRM, ISCM, SRM), and examples of supply chains like Dell, Toyota, Amazon, and others.
The document provides an overview of supply chain management concepts. It discusses traditional views of logistics costs in the US economy and manufacturing firms. It then introduces supply chain management and examples showing potential cost savings from effective strategies. The remainder of the document outlines key supply chain concepts including defining a supply chain, decision phases (strategy, planning, operations), process views (cycle and push-pull), and examples of different supply chain configurations.
This document provides an overview of key supply chain concepts through a lecture on supply chain management. It begins by defining a supply chain and its objective of maximizing customer value while minimizing costs. It then discusses the three phases of supply chain decisions: strategic/design, planning, and operational. Two views of supply chain processes - the cycle view and push/pull view - are presented. The document categorizes all supply chain processes into three macro processes: customer relationship management, internal supply chain management, and supplier relationship management. Examples of different companies' supply chains are provided to illustrate supply chain strategies.
Supply chain management Understanding the Supply ChainOsama Yousaf
This chapter discusses supply chain management. It defines a supply chain as including all parties involved in fulfilling a customer request, from suppliers to customers. A supply chain's objective is to maximize overall value by balancing revenue and costs across stages. Decision-making in a supply chain occurs in three phases: strategy/design, planning, and operations. Processes in a supply chain can be viewed through the lenses of cycles between stages or a push/pull distinction based on whether they are reactive or speculative to customer demand. The chapter provides examples of different supply chain models.
This document discusses key concepts in supply chain management. It defines a supply chain as including all stages involved in fulfilling a customer request, from suppliers to end customers. There are three phases of supply chain decision making: strategy/design, planning, and operations. Processes in a supply chain can be viewed through the cycle view, with different cycles at each stage interface, or the push/pull view, with reactive pull processes in response to customer demand and speculative push processes. The overall goal of supply chain management is to maximize total supply chain profitability.
This document provides an overview of supply chain management concepts from the textbook "Supply Chain Management (3rd Edition)". It defines a supply chain as all stages involved in fulfilling a customer request, including information and funds flows. The objective of a supply chain is to maximize overall value by balancing revenue and costs across all stages. Decision phases in a supply chain include strategy/design, planning, and operations. Processes can be viewed through cycles between stages or as push/pull depending on whether they are reactive or speculative to demand. Examples of supply chains discussed include Gateway, Zara, and 7-Eleven.
What is a Supply Chain?
Decision Phases in a Supply Chain
Process View of a Supply Chain
The Importance of Supply Chain Flows
Examples of Supply Chains
This document discusses coordination in supply chains. It describes the bullwhip effect, where demand fluctuations increase as information moves up the supply chain, distorting demand. Lack of coordination increases costs and reduces profits. Obstacles to coordination include misaligned incentives, information issues, and operational problems. Managerial levers to improve coordination are aligning goals, improving information sharing, optimizing operations, pricing strategies, and collaboration. Specific approaches discussed are continuous replenishment and vendor-managed inventory programs, as well as collaborative planning, forecasting and replenishment.
This document discusses coordination in supply chains. It describes the bullwhip effect, where demand fluctuations increase as information moves up the supply chain, distorting demand. Lack of coordination increases costs and reduces profits. Obstacles to coordination include misaligned incentives, information issues, and operational problems. Managerial levers to improve coordination are aligning goals, improving information sharing, optimizing operations, pricing strategies, and collaboration. Specific approaches discussed are continuous replenishment and vendor-managed inventory programs, as well as collaborative planning, forecasting and replenishment.
This document discusses coordination in supply chains. It describes the bullwhip effect, where demand fluctuations increase as information moves up the supply chain, distorting demand. Lack of coordination increases costs and reduces profits. Obstacles to coordination include misaligned incentives, information issues, and operational problems. Managerial levers to improve coordination are aligning goals, improving information sharing, optimizing operations, pricing strategies, and collaboration. Specific approaches discussed are continuous replenishment and vendor-managed inventory programs, as well as collaborative planning, forecasting and replenishment.
The document provides an overview of supply chain management concepts. It discusses Li & Fung customizing a supply chain to meet a customer's order for garments by sourcing materials from different countries. Key points include different organizations serving as both customers and suppliers in a supply chain; challenges like conflicting objectives and dynamic nature of supply chains; and strategic partnering where firms share information to improve forecasting and inventory management.
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 provides an overview of supply chain management. It discusses Li & Fung's customized supply chain for a customer order. Key points include that effective supply chain management requires coordinating activities across organizations, considering strategic partnerships, and addressing inventory issues like the bullwhip effect. Strategic partnering approaches like vendor managed inventory can help improve forecasting and inventory levels when firms share information.
How are Lilac French Bulldogs Beauty Charming the World and Capturing Hearts....Lacey Max
“After being the most listed dog breed in the United States for 31
years in a row, the Labrador Retriever has dropped to second place
in the American Kennel Club's annual survey of the country's most
popular canines. The French Bulldog is the new top dog in the
United States as of 2022. The stylish puppy has ascended the
rankings in rapid time despite having health concerns and limited
color choices.”
Industrial Tech SW: Category Renewal and CreationChristian Dahlen
Every industrial revolution has created a new set of categories and a new set of players.
Multiple new technologies have emerged, but Samsara and C3.ai are only two companies which have gone public so far.
Manufacturing startups constitute the largest pipeline share of unicorns and IPO candidates in the SF Bay Area, and software startups dominate in Germany.
Starting a business is like embarking on an unpredictable adventure. It’s a journey filled with highs and lows, victories and defeats. But what if I told you that those setbacks and failures could be the very stepping stones that lead you to fortune? Let’s explore how resilience, adaptability, and strategic thinking can transform adversity into opportunity.
The Most Inspiring Entrepreneurs to Follow in 2024.pdfthesiliconleaders
In a world where the potential of youth innovation remains vastly untouched, there emerges a guiding light in the form of Norm Goldstein, the Founder and CEO of EduNetwork Partners. His dedication to this cause has earned him recognition as a Congressional Leadership Award recipient.
[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
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