For compliance only... but if you find it helpful, then you're welcome ^_^

2. NATURE OF SUPPLY CHAIN MANAGEMENT
•SUPPLY CHAIN INCLUDES THOSE VARIOUS FIRMS
INCLUDED IN THE EXECUTION OF THE ACTIVITIES
NEEDED TO PRODUCE AND TRANSPORT A PRODUCT
OR SERVICE TO CONSUMERS OR INDUSTRIAL
USERS.

3. •SUPPLY CHAIN MANAGEMENT (SCM) IS THE
SUPERVISION OF MATERIALS, INFORMATION, AND
FINANCE AS THEY MOVE IN A PROCESS FROM
SUPPLIER TO MANUFACTURER TO WHOLESALER TO
RETAILER TO CONSUMER.

4. THE MAIN GOALS FOCUS ON SHARED
EFFICIENCY, OPTIMIZED
TRANSPORTATION AND UTILIZATION,
QUALITY IMPROVEMENT AND LONG-
TERM STABILITY.

5. 1.COLLABORATIVE EFFORT FOR EFFICIENCY
•WHEN MANAGING INVENTORY , TRANSPORTATION
AND LOGISTICS ARE DIFFICULT AND EXPENSIVE FOR
ORGANIZATION THAT DO NOT HAVE AN EFFECTIVE
SYSTEM. PRODUCERS, WHOLESALERS AND
RETAILERS

6. 2. MAXIMIZED TRANSPORTATION AND LOGISTICS
•ORDERS ARE AUTOMATED BETWEEN A
RESELLER AND A VENDOR , AND VENDORS
QUICKLY PULL, SHIP AND TRANSMIT ORDERS
TO BUYER FOR CONCRETE AND FULL
COMMUNICATION.

7. 3. QUALITY ENHANCEMENT
•IN A COLLABORATIVE SUPPLY CHAIN, A SYSTEM
EXISTS FOR RETAILERS TO COMMUNICATE
CUSTOMER FEEDBACK TO WHOLESALERS AND
PRODUCERS.

8. 4. LONG TERM STABILITY AND RELATIONSHIP
•THROUGH STRUCTURING STRONG TRUSTING
SUPPLY CHAIN RELATIONSHIP AND WORKING
TOWARD BEST PRACTICES IN DISTRIBUTION,
COMPANIES AIM FOR LONG-TERM STABILITY AND
RELATIONSHIP.

9. KEY PROCESS OF SUPPLY CHAIN MANAGEMENT
•THERE ARE EIGHT CRITICAL BUSINESS PROCESSES IN
WHICH SUPPLY CHAIN MANAGERS MUST FOCUS:

10. 1
COSTUMER RELATIONSHIP MANAGEMENT
THIS WILL ALLOW COMPANIES TO PRIORITIZE THEIR
MARKETING FOCUS ON DIFFERENT COSTUMER GROUPS BASED
ON EACH GROUP’S LONG TERM VALUE TO THE COMPANY OR
SUPPLY CHAIN

11. 2
CUSTOMER SERVICE MANAGEMENT
RESPONDING TO CUSTOMER RESPONDS,
FEEDBACKS AND COMMENTS
MANAGING CUSTOMER SERVICE

12. 3
DEMAND MANAGEMENT
THIS PROCESS TRIES TO ALIGN THE SUPPLY AND DEMAND
THROUGH OUT THE SUPPLY CHAIN BY FORESEEING
CUSTOMERS REQUIREMENTS AND CREATING AN ACTION
PLAN BEFORE ACTUAL PURCHASING OF CUSTOMERS

13. 4
ORDER-FULFILLMENT
THIS ENGAGES IN GENERATING, FILLING,
DELIVERING, AND PROVIDING ON THE SPOT
SERVICES FOR CUSTOMER’S ORDERS

14. 5
MANUFACTURING FLOW MANAGEMENT
THIS ENSURES THAT FIRMS IN THE SUPPLY CHAIN
HAVE THE NECESSARY RESOURCES TO PRODUCE WITH
FLEXIBILITY AND TO MOVE PRODUCTS IN A MULTI-
STAGE PRODUCTION PROCESS

15. 6
SUPPLIER RELATIONSHIP MANAGEMENT
THIS PROVIDES STRUCTURAL SUPPORT FOR
DEVELOPING AND MAINTAINING GOOD RELATIONSHIP
ESPECIALLY WITH HIGLY VALUED SUPPLIER IN ORDER
TO GAIN PERFORMANCE ADVANTAGE

16. 7
PRODUCT DEVELOPMENT AND
COMMERCIALIZATION
THIS FACILITATES THE JOINT DEVELOPMENT AND
MARKETING OF NEW PRODUCTS AND SERVICES AMONG A
GROUP OF SUPPLY CHAIN PARTNER FIRMS.

17. 8
RETURNS MANAGEMENT
THIS ENABLES FIRMS TO MANAGE VOLUMES OF
RETURNED PRODUCTS EFFICIENTLY WHILE MINIMIZING
RELATED COSTS.

18. LOGISTICS COMPONENTS OF THE SUPPLY
CHAIN

19. LOGISTICS
•IS THE STRATEGIC MANAGING OF THE EFFICIENT
FLOW AND STORAGE OF RAW MATERIALS, IN- A
PROCESS INVENTORY AND FINISHED GOODS
FROM THE POINT OF ORIGIN TO POINT OF
CONSUMPTION.

20. THE SUPPLY CHAIN ENTAILS A NUMBER OF
INTER CONNECTED LOGISTICAL COMPONENTS
WHICH ARE:

21. 1. SOURCING AND PROCUREMENT
•THE AIM IS TO LESSEN THE COST OF RAW
MATERIALS AND SUPPLIES

22. 2. PRODUCTION SCHEDULING
•IT CALLS FOR ADDITIONAL PRODUCTS TO BE
MANUFACTURED.

23. 3. ORDER PROCESSING
•IT PROCESSES THE REQUIREMENTS OF THE
CUSTOMER AND SENDS THE INFORMATION INTO
THE SUPPLY CHAIN THROUGH THE LOGISTICS
INFORMATION SYSTEM THEN TO THE WAREHOUSE

24. 4. INVENTORY CONTROL
•THIS SYSTEM DEVELOPS AND MAINTAINS
ENOUGH VARIETY OF MATERIALS OR PRODUCTS
TO MEET A MANUFACTURER OR CONSUMERS
DEMANDS.

25. 5. WAREHOUSING AND MATERIALS HANDLING
•STORAGE AIDS MANUFACTURERS MANAGE
SUPPLY AND DEMAND OR PRODUCTION AND
CONSUMPTION.

26. 5. TRANSPORTATION
•THIS CONCERNS THE DECISION ON THE MODE
OF TRANSPORTATION OF THE GOODS FROM
SUPPLIERS TO PRODUCER AND FROM
PRODUCERS TO COSTUMERS.

27. A. COST
•THE TOTAL AMOUNT OF CHARGE BY THE
CARRIER TO MOVE THE PRODUCT FROM
POINT OF ORIGIN TO DESTINATION

28. B. TRANSIT TIME
•THE TOTAL TIME FOR THE CARRIER TO
PICK-UP DELIVERY, HANDLING AND
MOVEMENT FROM POINT OF ORIGIN TO
DESTINATION.

29. C. RELIABILITY
•CONSISTENCY OF THE CARRIER TO
DELIVERING THE GOODS ON TIME AND
SATISFACTORY CONDITION, TOO.

30. D. CAPABILITY
•THE ABILITY OF THE CARRIER TO PROVIDE
APPLICABLE EQUIPMENT AND CONDITIONS FOR
MOVING THE GOODS LIKE THOSE THAT MUST BE
TRANSPORTED IN A CONTROLLED
ENVIRONMENT

31. E. ACCESSIBILITY
•THE ABILITY OF THE CARRIER TO
TRANSPORT THE GOODS OVER PARTICULAR
WORK OR NETWORK.

32. F. TRACEABILITY
•THE RELATIVE EASE THAT A SHIPMENT OF
GOODS CAN BE LOCATED AND
TRANSFERRED.

33. VALUE CHAIN
•IS A SET OF ACTIVITIES THAT A FIRM OPERATES
ACTIVITIES IN A SPECIFIC INDUSTRY IN ORDER
TO DELIVER A VALUABLE PRODUCT OR SERVICE
TO THE MARKET.

34. •THE CONCEPT COMES FROM BUSINESS
MANAGEMENT AND WAS FIRST DESCRIBED AND
POPULARIZED BY PORTER IN HIS 1975 BEST-SELLER ,
COMPETITIVE ADVANTAGE: CREATING AND
SUSTAINING SUPERIOR PERFORMANCE

35. SAMPLE VALUE CHAIN IN THE INDUSTRY LEVEL
CONTENT
1. FIRM LEVEL
1.1 PRIMARY ACTIVITIES
1.2 SUPPORT ACTIVITIES
1.3 PHYSICAL, VIRTUAL AND COMBINED VALUE CHAIN
2. INDUSTRY LEVEL
3. GLOBAL VALUE CHAIN (GVCS)
3.1 CROSS BORDER
3.3 GLOBAL VALUE CHAIN IN DEVELOPMENT
4. SIGNIFICANCE
5.UE OF OTHER ANALYSIS TOOL

36. PRIMARY ACTIVITIES
INBOUND LOGISTICS
OPERATIONS
OUTBOUND LOGISTICS
MARKETING SALES
SERVICE

37. INBOUND LOGISTICS
ARRANGING THE INBOUND MOVEMENT OF MATERIALS,
PARTS, AND/OR FINISHED INVENTORY FROM SUPPLIERS TO
MANUFACTURING OR ASSEMBLY PLANTS, WAREHOUSES,
OR RETAIL STORES.

38. OPERATIONS
CONCERNED WITH MANAGING THE
PROCESSES THAT CONVERTS INPUTS INTO
OUTPUTS

39. OUTBOUND LOGISTICS
THE PROCESS RELATED TO THE STORAGE AND
MOVEMENT OF THE FINAL PRODUCT AND THE RELATED
INFORMATION FLOWS FROM THE END OF THE
PRODUCT LINE TO THE END USER

40. MARKETING AND SALES
SELLING A PRODUCT OR SERVICE AND PROCESSES
FOR CREATING, COMMUNICATING, DELIVERING AND
EXCHANGING OFFERINGS THAT HAVE VALUE FOR
CUSTOMERS, CLIENTS, AND SOCIETY AT LARGE

41. SERVICE
INCLUDES ALL THE ACTIVITIES REQUIRED
TO KEEP THE PRODUCT/SERVICE
WORKING EFFECTIVELY FOR THE BUYER
AFTER IT IS SOLD AND DELIVERED

42. SAMPLE VALUE CHAIN IN THE INDUSTRY LEVEL
CONTENT
1. FIRM LEVEL
1.1 PRIMARY ACTIVITIES
1.2 SUPPORT ACTIVITIES
1.3 PHYSICAL, VIRTUAL AND COMBINED VALUE CHAIN
2. INDUSTRY LEVEL
3. GLOBAL VALUE CHAIN (GVCS)
3.1 CROSS BORDER
3.3 GLOBAL VALUE CHAIN IN DEVELOPMENT
4. SIGNIFICANCE
5.UE OF OTHER ANALYSIS TOOL

43. SUPPORT ACTIVITIES
PROCUREMENT
HUMAN RESOURCE MANAGEMENT
TECHNOLOGICAL DEVELOPMENT
INFRASTRACTURE

44. PROCUREMENT
THE ACQUISITION OF GOODS,
SERVICES, OR WORKS FROM AN
OUTSIDE EXTERNAL SOURCE

45. HUMAN RESOURCE MANAGEMENT
CONSISTS OF ALL ACTIVITIES INVOLVED IN
RECRUITING, HIRING, TRAINING, DEVELOPING,
COMPENSATING, AND IF NECESSARY
DISMISSING AND LAYING-OFF PERSONELL

46. TECHNOLOGICAL DEVELOPMENT
PERTAINS TO THE EQUIPMENT, HARDWARE, SOFTWARE,
PROCEDURES AND TECHNICAL KNOWLEDGE BROUGHT TO
BEAR IN THE TRANSFORMATION OF THE FIRM INPUTS INTO
OUTPUTS

47. INFRASTRACTURE
CONSISTS OF ACTIVITIES SUCH AS
ACCOUNTING, LEGAL, FINANCE, CONTROL,
PUBLIC RELATIONS, QUALITY ASSURANCE
AND GENERAL MANAGEMENT

48. SAMPLE VALUE CHAIN IN THE INDUSTRY LEVEL
CONTENT
1. FIRM LEVEL
1.1 PRIMARY ACTIVITIES
1.2 SUPPORT ACTIVITIES
1.3 PHYSICAL, VIRTUAL AND COMBINED VALUE CHAIN
2. INDUSTRY LEVEL
3. GLOBAL VALUE CHAIN (GVCS)
3.1 CROSS BORDER
3.3 GLOBAL VALUE CHAIN IN DEVELOPMENT
4. SIGNIFICANCE
5.UE OF OTHER ANALYSIS TOOL

49. PHYSICAL, VIRTUAL, AND COMBINED VALUE
CHAIN
COMPETITIVE ADVANTAGE CANNOT BE UNDERSTOOD BY LOOKING
AT A FIRM AS A WHOLE. IT STEMS FROM THE MANY DEISCRETE
ACTIVITIES A FIRM PERFORMS IN DESIGNING, PRODUCING ,
MARKETING, DELIVERING, AND SUPPORTING ITS PRODUCT. EACH
OF THIS ACTIVITIES CAN CONTRIBUTE TO THE RELATIVE COST OF
THE FIRM POSITION AND CREATE A BASIS FOR DIFFERENTIATION

50. MICHAEL PORTER’S VALUE CHAIN
•THE APPROPRIATE LEVEL FOR CONSTRUCTING A VALUE CHAIN IS THE
BUSINESS UNIT NOT THE DIVISION OR CORPORATE LEVEL
•THE PRODUCT GAINS SOME VALUE IF IT PASSES THROUGH A CHAIN OF
ACTIVITIES IN PROPER ORDER OF EACH ACTIVITY
•THE CHAIN OF ACTIVITIES GIVES THE PRODUCTS MORE ADDED VALUE
THAN THE SUM OF ADDED ALL VALUE OF ACTIVITIES

51. •A VALUE SYSTEM, OR AN INDUSTRY VALUE CHAIN, INCLUDE THE SUPPLIERS
THAT PROVIDES THE INPUTS NECESSARY TO THE FIRM ALONG WITH THEIR
VALUE CHAINS
•AFTER THE FIRM CREATES THE PRODUCT, THESE PRODUCTS PASS
THROUGH THE VALUE CHAINS OF THE DISTRIBUTOR, ALL THE WAY TO THE
CUSTOMERS
•ALL PARTS OF THESE SYSTEM INCLUDE IN THE VALUE SYSTEM

52. TO ACHIEVE AND SUSTAIN A COMPETITIVE ADVANTAGE, AND TO
SUPPORT THE ADVANTAGE WITH INFORMATION TECHNOLOGIES, A
FIRM MUST UNDERSTAND EVERY COMPONENT OF THIS VALUE
SYSTEM

53. TWO MAJOR ACTIVITY-SETS
•PHYSICAL/ TRADITIONAL VALUE CHAIN
•VIRTUAL VALUE CHAIN

54. PHYSICAL/TRADITIONAL VALUE CHAIN
A PHYSICAL-WORLD ACTIVITY PERFORMED IN ORDER
TO ENHANCE A PRODUCT OR A SERVICE. SUCH
ACTIVITIES EVOLVED OVER TIME BY THE EXPERIENCE
PEOPLE GAINED FROM THEIR BUSINESS CONDUCT

55. VIRTUAL VALUE CHAIN
THE ADVENT OF COMPUTER- BASED BUSINESS-AID SYSTEMS IN
THE MODERN WORLD HAS LED TO A COMPLETELY NEW HORIZON OF
MARKET SPACE IN MODERN-BUSINESS JARGON- THE CYBER-
MARKET SPACE. ALL ACTIVITIES OF PERSISTENT PHYSICAL
WORLD’S PHYSICAL VALUE-CHAIN ENHANCEMENT PROCESS.
WHICH WE IMPLEMENTED IN THE CYBER-MARKET