CHAPTER 13
SUPPLY CHAIN MANAGEMENT
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SUPPLY CHAIN MANAGEMENT
The supply chain is the sequence of suppliers and organizational buyers that spans all stages of processing from raw materials to final customers.
Supply chain management involves managing the external factories, i.e., those sources of goods and services that are not under direct corporate control.
Understanding what product transformation activities are best done by outsiders is a basic activity of supply chain management.
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BENEFITS FROM SUPPLIERS
Adept supply chain management results in:– Lower costs– Enhanced flexibility– Higher quality– Higher perceived quality– Enhanced volume flexibility– Access to newer technologies– Access to technical expertise– Enhanced market information– Sharper internal focus on core competencies– Wider business perspectives– Permits firm to broaden social responsibilities
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Outsourcing Outpartnering
Product/Capacity Buys Process/Capability Buys Reduced Direct Costs Access to Technical Expertise Flexibility Market Information Name Recognition Rationalization Excess Capacity Latest Technology/Processes
Product (capacity) Buys : A relatively low-cost, high-quality purchase of inputs, from external suppliers, as a substitute for internal production.
Process (capability) Buys : A purchase that results from an intimate relationship between the knowledge bases, capabilities, and processes of the two firms.
THE SPECTRUM OF SUPPLIER RELATIONSHIPS
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Personal Organizational
Needs 단기의 필요 장기의 필요Purchasing
Power 小 大
Time 공급자와 단기적 관계 공급자와 장기적 관계
Effectiveness 가격 요소에 의존 가격 요소 + 비가격 요소
Cost Impact 개인에 한정 조직 내외부에 영향
PERSONAL VS. ORGANIZATIONAL
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– 하부 조직이 통제 기능을 상실할 가능성
– 일괄 구매는 결제 과정을 복잡하게 하므로 인도 기간이 길어 짐
CENTRAL VS. LOCALIZED BUYING
일괄 구매 (Central Buying)– 구매 영향력을 증대 서비스 개선 ,
장기 수급 안정 , 납품업체의 능력 개발
– 컴퓨터에 의한 정보 시스템과 인터넷의 성장 자료의 이용의 용이
분산 구매 (Localized Buying)
일괄 구매와 분산 구매의 적절한 혼합이 필요
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MAJOR RESPONSIBILITIES OF PURCHASING
Setting the terms and conditions of purchases
Supplier selection
Supplier scheduling(the flow of input)
Supplier education(new supply)
Supplier evaluation and feedback
Supplier certification
Supplier development : reverse marketing
Supplier advocacy : supplier council
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납품업체 구매 생산
통제 유통 고객
납품업체 구매 생산
통제 유통 고객
납품업체
내부사슬 고객
내부 공급 사슬
통합 공급 사슬
독립적공급사슬
개체
내부적 통합
공급사슬 통합
INTEGRATED SUPPLY CHAIN DEVELOPMENT
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CONFRONTATION VS. FULL PARTNERSHIP
Confrontation Full Partnership
Input 요구 제품만 제작 , 배달 제작 , 디자인에 참여
Criteria Price-low quality products Knowledge, Expertise
Supplier multiple,inventory,inspection Limited,best – learning, trust
Interaction Little, legal,suspicion Close, Open, Informal,respect
Duration Short-term Long-term, loyalty
Implication Mature and stable market Frequent design/process change
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Customer Demand for the Benefits of Partnership
Advances in Technology
Recognition of Core Competencies– Skills or Knowledge Sets
– Value for Targeted Customer
– Resistance to Duplication
– Limited Focus : Best Practice
– Extending Skill to New Markets
TREND FROM CONFRONTATION TO PARTNERSHIP
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PROCESS TOOLS FOR SUPPLY CHAIN MANAGEMENT
Make-Buy Analysis involves the following steps:– Assess the relationship of the product to the firm’s
core competencies– Evaluate the suitability of product characteristics fo
r outsourcing– Evaluate the reasons for outsourcing– Assess all relevant quantitative & qualitative costs– Assess all qualitative costs
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Supplier andOMS
FinishedGoods
Inventory
Buyer
Inventory belowReorder Points –
Place Replenishment
Orders with Supplier
Completed Order to
Finished Goods Inventory
Orders Place by
Products Received by
Supplier 에게 정보를 제공함으로써 효율을 달성
SUPPLIER SCHEDULING : INVENTORY AS A BUFFER
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• 원가가 가치를 제대로 반영하고 있는지를 평가
Simultaneous Engineering
Internal FunctionsWorking Together
Early SupplierInvolvement(ESI)
Programs
CostReduction
Links theSupplier
To AchieveCost Reductions
through
Value Engineering
Value Analysis
VALUE ANALYSIS/VALUE ENGINEERING
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Supplier Certification Supplier Evaluation
Supplier’s ProcessesPlanning, Execution,
Control
Goods &Services
Generates
Affects
SUPPLIER CERTIFICATION/EVALUATION
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