© 2011 Pearson Education, Inc. publishing as Prentice Hall 11 Supply-Chain Manag

© 2011 Pearson Education, Inc. publishing as Prentice Hall 11 Supply-Chain Manag www.phwiki.com

© 2011 Pearson Education, Inc. publishing as Prentice Hall 11 Supply-Chain Manag

Laurie, Kim, Host has reference to this Academic Journal, PHwiki organized this Journal © 2011 Pearson Education, Inc. publishing as Prentice Hall 11 Supply-Chain Management PowerPoint presentation to accompany Heizer in addition to Render Operations Management, 10e Principles of Operations Management, 8e PowerPoint slides by Jeff Heyl © 2011 Pearson Education, Inc. publishing as Prentice Hall Supply-Chain Management The objective is to build a chain of suppliers that focuses on maximizing value to the ultimate customer © 2011 Pearson Education, Inc. publishing as Prentice Hall The Supply Chain’s Strategic Importance Supply chain management is the integration of the activities that procure materials in addition to services, trans as long as m them into intermediate goods in addition to final products, in addition to deliver them through a distribution system Competition is no longer between companies; it is between supply chains

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© 2011 Pearson Education, Inc. publishing as Prentice Hall Supply Chain Management Transportation vendors Credit in addition to cash transfers Suppliers Distributors Accounts payable in addition to receivable Warehousing in addition to inventory Order fulfillment Sharing customer, as long as ecasting, in addition to production in as long as mation Important activities include determining © 2011 Pearson Education, Inc. publishing as Prentice Hall A Supply Chain as long as Beer Figure 11.1 © 2011 Pearson Education, Inc. publishing as Prentice Hall How Supply Chain Decisions Impact Strategy Table 11.1

© 2011 Pearson Education, Inc. publishing as Prentice Hall How Supply Chain Decisions Impact Strategy Table 11.1 © 2011 Pearson Education, Inc. publishing as Prentice Hall How Supply Chain Decisions Impact Strategy Table 11.1 © 2011 Pearson Education, Inc. publishing as Prentice Hall Supply Chain Risk More reliance on supply chains means more risk Fewer suppliers increase dependence Compounded by globalization in addition to logistical complexity Vendor reliability in addition to quality risks Political in addition to currency risks

© 2011 Pearson Education, Inc. publishing as Prentice Hall Supply Chain Risk Mitigate in addition to react to disruptions in Processes Controls Environment © 2011 Pearson Education, Inc. publishing as Prentice Hall Supply Chain Risk Reducing risk in supply chains Process risk at McDonald’s Process risk at Ford Controls at Darden Restaurants Control risk at Boeing Environmental risk at Hard Rock Café Environmental risk at Toyota © 2011 Pearson Education, Inc. publishing as Prentice Hall Ethics in addition to Sustainability Personal ethics Institute as long as Supply Management Principles in addition to St in addition to ards Ethics within the supply chain Ethical behavior regarding the environment

© 2011 Pearson Education, Inc. publishing as Prentice Hall Principles in addition to St in addition to ards as long as Ethical Supply Management Conduct LOYALTY TO YOUR ORGANIZATION JUSTICE TO THOSE WITH WHOM YOU DEAL FAITH IN YOUR PROFESSION Table 11.2 © 2011 Pearson Education, Inc. publishing as Prentice Hall Supply Chain Economics Supply Chain Costs as a Percent of Sales Table 11.3 © 2011 Pearson Education, Inc. publishing as Prentice Hall Supply Chain Economics Dollars of additional sales needed to equal $1 saved through the supply chain Table 11.4

© 2011 Pearson Education, Inc. publishing as Prentice Hall Make-or-Buy Decisions Choice between internal production in addition to external sources © 2011 Pearson Education, Inc. publishing as Prentice Hall Outsourcing Transfers traditional internal activities in addition to resources of a firm to outside vendors Utilizes the efficiency that comes with specialization Firms outsource in as long as mation technology, accounting, legal, logistics, in addition to production © 2011 Pearson Education, Inc. publishing as Prentice Hall Supply Chain Strategies Negotiating with many suppliers Long-term partnering with few suppliers Vertical integration Joint ventures Keiretsu Virtual companies that use suppliers on an as needed basis

© 2011 Pearson Education, Inc. publishing as Prentice Hall Many Suppliers Commonly used as long as commodity products Purchasing is typically based on price Suppliers compete with one another Supplier is responsible as long as technology, expertise, as long as ecasting, cost, quality, in addition to delivery © 2011 Pearson Education, Inc. publishing as Prentice Hall Few Suppliers Buyer as long as ms longer term relationships with fewer suppliers Create value through economies of scale in addition to learning curve improvements Suppliers more willing to participate in JIT programs in addition to contribute design in addition to technological expertise Cost of changing suppliers is huge © 2011 Pearson Education, Inc. publishing as Prentice Hall Vertical Integration Figure 11.2

© 2011 Pearson Education, Inc. publishing as Prentice Hall Vertical Integration Developing the ability to produce goods or service previously purchased Integration may be as long as ward, towards the customer, or backward, towards suppliers Can improve cost, quality, in addition to inventory but requires capital, managerial skills, in addition to dem in addition to Risky in industries with rapid technological change © 2011 Pearson Education, Inc. publishing as Prentice Hall Joint Ventures Formal collaboration Enhance skills Secure supply Reduce costs Cooperation without diluting br in addition to or conceding competitive advantage © 2011 Pearson Education, Inc. publishing as Prentice Hall Keiretsu Networks A middle ground between few suppliers in addition to vertical integration Supplier becomes part of the company coalition Often provide financial support as long as suppliers through ownership or loans Members expect long-term relationships in addition to provide technical expertise in addition to stable deliveries May extend through several levels of the supply chain

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© 2011 Pearson Education, Inc. publishing as Prentice Hall Virtual Companies Rely on a variety of supplier relationships to provide services on dem in addition to Fluid organizational boundaries that allow the creation of unique enterprises to meet changing market dem in addition to s Exceptionally lean per as long as mance, low capital investment, flexibility, in addition to speed © 2011 Pearson Education, Inc. publishing as Prentice Hall Managing the Supply Chain Mutual agreement on goals Trust Compatible organizational cultures There are significant management issues in controlling a supply chain involving many independent organizations © 2011 Pearson Education, Inc. publishing as Prentice Hall Issues in an Integrated Supply Chain Local optimization – focusing on local profit or cost minimization based on limited knowledge Incentives (sales incentives, quantity discounts, quotas, in addition to promotions) – push merch in addition to ise prior to sale Large lots – low unit cost but do not reflect sales Bullwhip effect – stable dem in addition to becomes lumpy orders through the supply chain

© 2011 Pearson Education, Inc. publishing as Prentice Hall Opportunities in an Integrated Supply Chain Accurate “pull” data Lot size reduction Single stage control of replenishment Vendor managed inventory (VMI) © 2011 Pearson Education, Inc. publishing as Prentice Hall Opportunities in an Integrated Supply Chain Collaborative planning, as long as ecasting, in addition to replenishment (CPFR) Blanket orders St in addition to ardization © 2011 Pearson Education, Inc. publishing as Prentice Hall Opportunities in an Integrated Supply Chain Postponement Drop shipping in addition to special packaging Pass-through facility Channel assembly

© 2011 Pearson Education, Inc. publishing as Prentice Hall Measuring Supply-Chain Per as long as mance = 14.2 / 1.69 = 8.4 © 2011 Pearson Education, Inc. publishing as Prentice Hall Measuring Supply-Chain Per as long as mance = 1.69 / .273 = 6.19 weeks © 2011 Pearson Education, Inc. publishing as Prentice Hall The SCOR Model Processes, metrics in addition to best practices Figure 11.3

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Laurie, Kim is from United States and they belong to Culinary Confessions – KAZG-AM and they are from  Phoenix, United States got related to this Particular Journal. and Laurie, Kim deal with the subjects like Cooking; Food; Restaurants/Dining

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