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Supply Chain Management
B01.2314 -- Operations -- Prof. Juran 2
©The McGraw-Hill Companies, Inc., 2004
Outline• Supply-Chain Management• Measuring Supply-Chain Performance• Bullwhip Effect• Outsourcing• Value Density• Mass Customization• E-commerce and E-Ops
B01.2314 -- Operations -- Prof. Juran 3
©The McGraw-Hill Companies, Inc., 2004
What is a Supply-Chain?
Supply-chain is a term that describes how organizations (suppliers, manufacturers, distributors, and customers) are linked together
Services Suppliers Service Support
Operations Local Service
Providers Customers
Supply Networks
Inputs Transformation Localization Output
Manufacturing Suppliers Manufacturing Distribution Customers
B01.2314 -- Operations -- Prof. Juran 4
©The McGraw-Hill Companies, Inc., 2004
What is Supply-Chain Management?
Supply-chain management is a total system approach to managing the entire flow of information, materials, and services from raw-material suppliers through factories and warehouses to the end customer
B01.2314 -- Operations -- Prof. Juran 5
©The McGraw-Hill Companies, Inc., 2004
Measures of Supply-Chain Performance• One of the most commonly used measures in all of
operations management is “Inventory Turnover”
• In situations where distribution inventory is dominant, “Weeks of Supply” is preferred and measures how many weeks’ worth of inventory is in the system at a particular time
valueinventory aggregate Average
sold goods ofCost turnoverInventory valueinventory aggregate Average
sold goods ofCost turnoverInventory
weeks52 sold goods ofCost
valueinventory aggregate Averagesupply of Weeks
weeks52
sold goods ofCost
valueinventory aggregate Averagesupply of Weeks
B01.2314 -- Operations -- Prof. Juran 6
©The McGraw-Hill Companies, Inc., 2004
Example: Supply-Chain Performance
Measurement Suppose a company’s new annual report claims their costs of goods sold for the year is $160 million and their total average inventory (production materials + work-in-process) is worth $35 million. This company normally has an inventory turn ratio of 10.
What is this year’s Inventory Turnover ratio?
What does it mean?
Suppose a company’s new annual report claims their costs of goods sold for the year is $160 million and their total average inventory (production materials + work-in-process) is worth $35 million. This company normally has an inventory turn ratio of 10.
What is this year’s Inventory Turnover ratio?
What does it mean?
B01.2314 -- Operations -- Prof. Juran 7
©The McGraw-Hill Companies, Inc., 2004
valueinventory aggregate Average
sold goods ofCost turnoverInventory
valueinventory aggregate Average
sold goods ofCost turnoverInventory
123
A B CCOGS 160,000,000$ Avg Inventory 35,000,000$ Turnover 4.57
=B1/B2
B01.2314 -- Operations -- Prof. Juran 8
©The McGraw-Hill Companies, Inc., 2004
Since the company’s normal inventory turnover ratio is 10, a drop to 4.57 means that the inventory is not turning over as quickly as it had in the past.
In other words, they now have more inventory relative to their cost of goods sold than before.
What else would you want to know about this situation?
B01.2314 -- Operations -- Prof. Juran 9
©The McGraw-Hill Companies, Inc., 2004
Supply Chain Strategy
Marshall Fisher:• Adverse effects of price
promotions• Functional vs. Innovative products
B01.2314 -- Operations -- Prof. Juran 10
©The McGraw-Hill Companies, Inc., 2004
Demand Characteristics Supply Characteristics Functional Innovative Stable Evolving
Low demand Uncertainty High demand Uncertainty Few breakdowns Vulnerable to breakdowns More predictable demand Difficult to forecast Stable and higher yields Variable and lower yields Stable Demand Variable Demand Few quality problems Potential quality problems Long product life Short selling season More supply sources Limited supply sources Low inventory cost High inventory cost Reliable suppliers Unreliable suppliers Low profit margin High profit margin Few process changes More process changes Low product variety High product variety Few capacity constraints Potential capacity constraints Higher volume Low volume Easy to change over Difficult to change over Low stockout cost High stockout cost Flexible Inflexible Low obsolescence High obsolescence Dependable lead times Variable lead times
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©The McGraw-Hill Companies, Inc., 2004
Hau Lee’s Supply Chain Concepts
• Hau Lee’s approach to supply chains centers on aligning the supply chain with process side uncertainties (focus on the supply side)
• A stable supply process has mature technologies and an evolving supply process has rapidly changing technologies
• Types of Supply Chains– Efficient– Risk-Hedging– Responsive– Agile
B01.2314 -- Operations -- Prof. Juran 12
©The McGraw-Hill Companies, Inc., 2004
Hau Lee’s Uncertainty Framework
Low Demand Uncertainty
(Functional Products)
High Demand Uncertainty
(Innovative Products)
Low Supply Uncertainty
(Stable Process)
Efficient Supply Chain
(Grocery, Basic Apparel, Food, Oil and Gas)
Responsive Supply Chain
(Fashion Apparel, Computers, Popular Music)
High Supply Uncertainty
(Evolving Process)
Risk-hedging Supply Chain
(Hydroelectric Power, Some Food Produce)
Agile Supply Chain
(Telecom, High-end Computers, Semiconductors)
B01.2314 -- Operations -- Prof. Juran 13
©The McGraw-Hill Companies, Inc., 2004
What is Outsourcing?
Outsourcing is defined as the act of moving a firm’s internal activities and decision responsibility to outside providers
B01.2314 -- Operations -- Prof. Juran 14
©The McGraw-Hill Companies, Inc., 2004
Reasons to Outsource
• Organizationally-driven• Improvement-driven• Financially-driven• Revenue-driven• Cost-driven• Employee-driven
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©The McGraw-Hill Companies, Inc., 2004
Value Density
• Value density is defined as the value of an item per pound of weight
• An important measure when deciding where items should be stocked geographically and how they should be shipped
B01.2314 -- Operations -- Prof. Juran 16
©The McGraw-Hill Companies, Inc., 2004
Mass Customization
• Mass customization is a term used to describe the ability of a company to deliver highly customized products and services to different customers
• The key to mass customization is effectively postponing the tasks of differentiating a product for a specific customer until the latest possible point in the supply-chain network
B01.2314 -- Operations -- Prof. Juran 17
©The McGraw-Hill Companies, Inc., 2004
Mass Customization• Principle 1: A product should be designed so
it consists of independent modules that can be assembled into different forms of the product easily and inexpensively.
• Principle 2: Manufacturing and service processes should be designed so that they consist of independent modules that can be moved or rearranged easily to support different distribution network strategies.
B01.2314 -- Operations -- Prof. Juran 18
©The McGraw-Hill Companies, Inc., 2004
Mass Customization
• Principle 3: The supply network — the positioning of the inventory and the location, number, and structure of service, manufacturing, and distribution facilities — should be designed to provide two capabilities. First, it must be able to supply the basic product to the facilities performing the customization in a cost-effective manner. Second, it must have the flexibility and the responsiveness to take individual customers’ orders and deliver the finished, customized good quickly.
B01.2314 -- Operations -- Prof. Juran 19
©The McGraw-Hill Companies, Inc., 2004
Electronic Commerce and E-Ops
• Electronic commerce is defined as “the use of computer applications communicated over networks to allow buyers and sellers to complete a transaction or part of a transaction”
• E-Ops is a term that refers to the application of the Internet and its attendant technologies to the field of operations management
B01.2314 -- Operations -- Prof. Juran 20
©The McGraw-Hill Companies, Inc., 2004
The Context of E-Ops Business Model
“How we make our money?”
Operations
“How do we manage production of the product or service?”
Information System Architecture
“The set of tools used to support processes.”
Exhibit MB9.1Exhibit MB9.1
B01.2314 -- Operations -- Prof. Juran 21
©The McGraw-Hill Companies, Inc., 2004
Business Web Models
B-Web Model
Example
Marketplace
Ebay
Aggregator
E-Trade
Alliance
AOL
Value Chain
Dell Computers
Distributive Network
UPS
B01.2314 -- Operations -- Prof. Juran 22
©The McGraw-Hill Companies, Inc., 2004
A Make-to-Order Fulfillment Process
Customers
ProductCompany
Factory
Step II: Build Plan
Orders sent
System provides
information
Step I: Retailer
Factory updates custome
r
Step III: Logistics
Order fulfillment flows
Customer/Product info. flows
Exhibit MB9.3Exhibit MB9.3
Suppliers
Develop Products
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©The McGraw-Hill Companies, Inc., 2004
Other E-Ops Applications
• Order Fulfillment in Aggregator Businesses
• Project Management• Product and Process Design• Purchasing• Manufacturing Processes
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©The McGraw-Hill Companies, Inc., 2004
Other E-Ops Applications (Continued)
• Inventory Management• Services• Quality Management• Forecasting• Operations Scheduling• Reengineering and Consulting
B01.2314 -- Operations -- Prof. Juran 25
©The McGraw-Hill Companies, Inc., 2004
Beer Game debrief
B01.2314 -- Operations -- Prof. Juran 26
©The McGraw-Hill Companies, Inc., 2004
The Bullwhip Effect O
rder
Q
uan t
ity
Time
Retailer’s Orders
Ord
er
Qua
n tit
y
Time
Wholesaler’s Orders
Ord
er
Qua
n tit
y
Time
Manufacturer’s Orders
The magnification of variability in orders in the supply-chainThe magnification of variability in orders in the supply-chain
A lot of retailers each with little variability in their orders….
A lot of retailers each with little variability in their orders….
…can lead to greater variability for a fewer number of wholesalers, and…
…can lead to greater variability for a fewer number of wholesalers, and…
…can lead to even greater variability for a single manufacturer.
…can lead to even greater variability for a single manufacturer.
B01.2314 -- Operations -- Prof. Juran 27
©The McGraw-Hill Companies, Inc., 2004
Summary
• Supply-Chain Management• Measuring Supply-Chain Performance• Bullwhip Effect• Outsourcing• Value Density• Mass Customization• E-commerce and E-Ops