Intro Supply Chain Management Polen-reis 2013

1. Intro Supply Chain ManagementPolen-reis 2013 Faculty of Economics and Business Drs.Ing. H.L. Faber

2. Henk Faber • Background: Mechanical Engineering University of Applied Sciences Groningen Technology Management University of Groningen • Positions at: Essent, Tebodin, Johnson & Johnson, Philips, Agrifirm, Imperial Tobacco • Roles: Business Unit Manager / Interim Manager • Since 2003: Part time Lecturer RuG, cluster Operations Supply Chain Management, Consultancy, Change Management, Logistics, Purchasing

3. Agenda: • Intro Supply Chain . . . . . Management • Traditioneel product denken • Micro, Meso en Macro niveau • Weergave van Supply Chains • Producten versus Diensten • Consider the total Supply Chain !! • CSR + TBL • Outsourcing and Reverse Outsourcing (1800) • Ketenintegratie en distributieketen

4. 1. Supply Chain . . . . . Management • Supply Chain: • Waardeketen (Porter) • Distributie proces • Toegevoegde waarde netwerk (VSM) • Chain = China • Management: • Overzien en Coördineren • Wat : €, Efficiency, Effectiviteit, Q, Risks, Prod.Safety, Snelheid/DLT, Pusch  Pull, TBL • Supply Chain manager (= functie geworden)

5. 2. Traditioneel; product beweegt door keten (1) Supply / Value chain Customer Client (operat.)Buyer Purchaser Contract man. . . . . Vendor Supplier Contractor Partner . . . . . “5 forces of Porter 1985“

6. 2. Traditioneel; product beweegt door keten (2) Purchasing Sales WvB SCManager Mag. Voorbew. Prod. Exp. Scope / Systeemgrens

7. 2. Traditioneel; product beweegt door keten (3) WVB ? Discussie: value added – non value added activities VSM

8. 3. MICRO niveau: Purchasing Sales WvB SCManager Mag. Voorbew. Prod. Exp. Productieproces Intern

9. 3. MESO niveau: Transport Melkfabriek Groothandel Distributie Supermarkt Boer Klant Van GRAS tot GLAS Nationaal

10. SALES @ . . . . . 3. MACRO-niveau: Kunststof onderdelen productie China SALES @ Saturn NL Assemblage Scheerapp. Drachten NL Verpakken Scheerapp. + Snoer + Handleid. Hongarije Electro Motoren India SALES @ Walmart USA KLANTEN GRONDSTOFFEN SALES @ Carrefour France Scheer- Koppen Drachten NL Dozen 230 V snoer SALES @ . . . . . Hand leidingen NL, Dk, Fr, Du, Eng, USA, China, etc. Philips Scheerapparaat Internationaal

11. “Second tier” Suppliers “First tier” Suppliers “First tier” Customers “Second tier” Customers 18/11/2014 11 The Operation Supply side of the network Demand side of the network The Total Supply Network The Immediate Supply Network Internal Supply Networks

12. 4. Weergave methoden van een Supply Chain (1) Grafische weergave naar eigen inzicht

13. 4. Weergave methoden van een Supply Chain (2) Porter Value Chain Precendence diagram incl. Critical Path and Bottlenecks

14. 4. Weergave methoden van een Supply Chain (3) Activity Network incl. Critical Path and Bottlenecks

15. 4. Weergave methoden van een Supply Chain (4) Value Stream Mapping

16. 4. Weergave methoden van een Supply Chain (5) • Wanneer nu welke methode ? • Afhankelijk van: • Aggregatie niveau dat je wilt beschouwen • Complexiteit en omvang supply chain • Analyse versus Ontwerp fase • Waar ben je naar op zoek: • Efficiency, VSM • DLT en Wachtrij analyse • Processen in kaart brengen Porter? • Kies die methodiek • die het meest • passende is bij je • onderzoek

17. 5. Producten versus Diensten • Traditioneel kijken we naar product voortbrenging • Echter > 60% v/d productkosten is service (ww) • Echter: • Een dienst is niet tastbaar (intangiable) • Moeilijker te specificeren • Moet a la minute worden afgenomen • Vraag inspanning klant en leverancier tegelijk  besef dit

18. 6. Consider the total Supply Chain !! Be aware of sub optimalization • Don’t tweak your supply chain (Hau L. Lee, 2010) • Environmental Sustainability and Corp. Social Responsibility • ≠ only Cost Don’ts:- Focus on small savings - Demand that suppliers replace materials with “greener ones” - Use recycling, energy-efficient equipment Do’s:+ Fundamental approach: “pursue broader structural change” + Reinventing manufacturing processes + Link up with competitors  Consider the whole chain; from Farmer to Shelf

19. 7. Corporate Social Responsibility (CSR) Driven by SCM and global sourcing CSR has become significant: • Triple P: Planet, People and Profit • Typical CSR issues: • Child labor • Environment • Social issues • Health and Safety • etc

20. 7. Tripple Bottom Line (1)

21. 7. Tripple Bottom Line (2) • Social: pertains to fair and beneficial business practices toward labor, the community, and the region in which a firm conducts is business • Economic: the firm’s obligation to compensate shareholders who provide capital via competitive returns on investment • Environmental: the firm’s impact on the environment and society at large

22. 8. Outsourcing and Reverse Outsourcing (1800) Outsourcing = Sub-contracting of SERVICES / PRODUCTION + Take over of staff, machines, etc. #Objective: FOCUS upon CORE BUSINESS (Q, $, head count) #Two alternatives: a). Assets / Liability transaction (Activa/Pasivatransactie) b). Take over fiscal unit (economische eenheid) #Examples: J&J Toolshop, J&J => Mexico, Philips Toolshop, Agrifirm BU Reverse outsourcing; recent example, Philips high end shaver production China to Holland ($ + close to R&D)

23. 8. Outsourcing (2) Outsourcing = additional Contract Management !!! ( coordination mechanism = buffer )  In this whole process a Purchasing department has it’s role

24. 9. Ketenintegratie en distributieketen (1) • Auto’s • Tractoren • Landbouww.

25. 9. Ketenintegratie en distributieketen (2)

26. Thank you for your attention