16 nov lecture
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ì BA 244: Supply Chain Management
ì Teams
ì Google Scholar
ì Google Scholar
ì Google Scholar
ì Eigenfactor.org
ì Eigenfactor.org
ì Eigenfactor.org
Eigenfactor.org
ì Thomson-‐Reuters Journal Cita3on Reports (JCR)
ì Eigenfactor Scores (EF) ì Journal’s total importance to the scien3fic
community
ì Ar3cle Influence (AI) ì Measure of the average influence of each of its
ar3cles over the first five years aEer publica3on
SCM Journal Article
ì Prior approval of topic from me
ì Write a 1-page summary report (abstract) along with a link to the article and Post as a Conversation in the LinkedIn group
Supply Chain Management
ì The management of upstream and downstream rela.onships with suppliers and customers to deliver superior customer value at less cost to the supply chain as a whole (Christopher)
Supply Chain Management
ì ‘If a firm has NOT first coordinated its own internal processes, and made them efficient, it will generally NOT be prepared to cooperate more closely with other supply chain par.cipants, nor to define clear areas of improvement – and the poten3al advantages of SCM will not accrue’ (CIPS, Jespersen and Skjo.-‐Larsen)
Internal Supply Chain
Procurement Produc3on Storage Distribu3on Sales and Marke3ng
Informa3on (capacity data, delivery schedules, payment terms) Materials (finished goods, services)
Informa3on (promo3on plans, sales forecast, orders) Materials (returns, goods for repair)
Finance (payment)
Demand Management
ì Balances customer requirements with the capabili3es of the supply chain (Lambert, 2008)
ì Process within an organiza3on to “tailor its capacity, to meet varia.ons in demand, or to manage the level of demand using marke.ng or SCM strategies” (CIPS)
Internal Supply Chain
Procurement Produc3on Storage Distribu3on Sales and Marke3ng
Forecas3ng
CPFR
Promo3ons
POS Data
Capacity Assessment
Case Studies
ì Campbell’s Soup ì Winter promo3on of chicken noodle soup ì No capability or stock in place ì Result: Cost exceeded Revenue
ì Volvo ì In mid-‐90s, excessive inventory of green cars ì Sales and Marke3ng offered special deals and discounts ì Sales increased, so planning group increased produc3on ì Result: unsold green cars, because sales was caused by
deals, not that customers finally liked green cars
Forecasting Demand
ì Predict the future based on past data
ì Gut Feel
ì Structured Analy3cal Planning ì Moving Averages ì Exponen3ally Weighted Average Method (EWAM)
Types of Demand
ì Independent ì Influenced by market condi3ons ì Not related to produc3on decisions ì Can be es3mated and usually demonstrates a
con3nuous and definable pabern ì e.g. final product sold to the customer
ì Dependent ì Can be forecasted ì Depends on product decisions for its ‘parent’ ì e.g. top and legs for ‘parent’ table
Economics of Stock Management
ì Acquisi3on Costs ì Arising from placing an order ì Irrespec3ve of the size of the order ì e.g. PO processing, receipt of goods, inspec3on
ì Holding Costs ì Insurance ì Losses due to obsolescence and pilferage ì Storage Space and Electricity
ì Costs of Stockouts ì e.g. Idle 3me, loss of customer goodwill
Economic Order Quantity
ì The op3mal ordering quan3ty for an item of stock that minimizes cost
Demand-‐Driven Supply Network (DDSN)
ì Tradi3onal ì Manufacturers were forecast-‐driven and sales-‐
driven and the products were pushed downstream towards end customers
ì In DDSN, products are ‘pulled’ to market by customers
ì System of technologies and processes that sense and react to real-‐3me demand across a network of customers, suppliers, and employees (Doherty, 2005)
ì Bullwhip Effect
Bullwhip Effect
ì Forrester Effect
ì Demand distor.on that travels upstream in the supply chain due to the variance of orders which may be larger than that of sales (Lee and Billington, 1992)
ì Inventory is oEen a subs.tute for informa.on, as any kind of uncertainty is covered by inventory. However, adding in safety stocks can send out false signals and encourage suppliers to also compensate for uncertainty by similarly building in safety stocks
ì End
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