Maximizing Supply Chain Management Efficiency and Technology Integration

1. Supply chain management Chapter 6

2. Learning outcomes Identify the main elements of supply chain management and their relationship to the value chain and value networks Assess the potential of information systems to support supply chain management and the value chain.

3. Management issues Which technologies should we deploy for supply chain management and how should they be prioritized? Which elements of the supply chain should be managed within and beyond the organization and how can technology be used to facilitate this? What are the practical issues with online supply chain management?

4. SCM – some definitions Supply chain management (SCM) The coordination of all supply activities of an organization from its suppliers and partners to its customers Upstream supply chain Transactions between an organization and its suppliers and intermediaries, equivalent to buy-side e-commerce Downstream supply chain Transactions between an organization and its customers and intermediaries, equivalent to sell-side e-commerce

5. SCM – some definitions What’s Supply Chain Management? The design, planning, execution, control, and monitoring of supply chain activities with the objective of creating net value, building a competitive infrastructure, leveraging worldwide logistics, synchronizing supply with demand, and measuring performance globally. -APICS Dictionary, http://en.wikipedia.org/wiki/Supply_chain_management

6. Figure 6.1 (a) Benefits of supply chain management, (b) realization of benefits.Note respondents could select all benefits that applySource: PMP (2008)

7. Figure 6.1 (a) Benefits of supply chain management, (b) realization of benefits.Note respondents could select all benefits that apply (Continued)Source: PMP (2008)

8. Figure 6.2 Members of the supply chain: (a) simplified view, (b) includingintermediaries

9. SCM Mini Case Study Read the Mini Case Study 6.1 on pp. 331-332 and discuss these questions: How did Premier Farnell manage its supply chain? What can e-business/e-commerce do with SCM? What a role did IT played in Premier Farnell’s SCM? What can we learn from this case study?

10. Table 6.2 Objectives and strategies for effective consumer response (ECR)

11. SCM Trends Read the Box 6.3 on p. 339 to discuss these questions: What are the two fundamental principles presented by Braithwaite? What are the three key points observed by Braithwaite? What would be the future of SCM?

12. Figure 6.5 A typical supply chain for a B2B company

13. SCM Case Study www.bluescopesteel.com.au

15. What is Logistics • Used to refer specifically to the management of logistics or inbound and outbound logistics • Inbound logistics: The management of material resources entering an organization from its suppliers and other partners • Outbound logistics: The management of material resources supplied from an organization to its customers and intermediaries

16. Push and Pull SCM Push SCM—emphasis distribution product to passive customers Pull SCM—emphasis delivery of values to customers who actively involved in product and service specification

17. Figure 6.7 Push and pull approaches to supply chain management

18. Figure 6.7 Push and pull approaches to supply chain management (Continued)

19. Value Chain A model that considers how supply chain activities can add value to products and services delivered to the customer. A tradition value chain model was proposed by Porter in 1980 A new value chain model was proposed by Deise et all in 2000

20. Figure 6.8 Two alternative models of the value chain: (a) traditional value chain model, (b) revised value chain modelSource: Figure 6.4(b) adapted from Deiseet al. (2000)

21. Value Chain Analysis A framework that decomposes an organization into its individual activities and determines value added at each stage. Activities can be divided into 3 categories Create value as perceived by customers Create no value but required by product development/production Those that don’t add value at all.

22. Value Chain Networks Also called external value chain—The link between an organization and its strategic and non-strategic partners that form its external value chain.

23. Restructuring Supply Chain A SCM can be viewed from control perspective-internal and external. Vertical integration—supply chain activities are undertaken and controlled by the organization Virtual integration—majority of supply chain activities are undertaken and controlled by third party

24. Figure 6.10 The characteristics of vertical integration, vertical disintegration andvirtual integration

25. Use e-Business to Restructuring Supply Chain E-business can help provide the right information to the right entity at the right time in a secure manner. Adoption rate of e-business—not high particular not in SMEs REID (Radio Frequency Identification Microchip) and SCM

26. Figure 6.13 A typical IS infrastructure for supply chain management

27. SCM Strategy Process SOSTAC approach—ref.p.371, Table 6.3 Managing Partnerships It’s advised that a company should Focus on core competencies Reduce their number of suppliers Develop strong partnership relationships Strategic options for partnerships Ref. p. 373, table 6.4

29. Figure 6.14 Alternative strategies for modification of the e-business supply chain

30. Case Study Read the Case Study on pp. 374-375 Use a industry of your choice to evaluate the benefits and risks of applying REID in the sector