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H.L. Faber, April 16 th 2013 | 1 Faculty of Economics and Business Drs.Ing. H.L. Faber Intro Supply Chain Management Polen-reis 2013.

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Presentation on theme: "H.L. Faber, April 16 th 2013 | 1 Faculty of Economics and Business Drs.Ing. H.L. Faber Intro Supply Chain Management Polen-reis 2013."— Presentation transcript:

1 H.L. Faber, April 16 th 2013 | 1 Faculty of Economics and Business Drs.Ing. H.L. Faber Intro Supply Chain Management Polen-reis 2013

2 | 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 H.L. Faber, April 16 th 2013

3 Agenda: 1.Intro Supply Chain..... Management 2.Traditioneel product denken 3.Micro, Meso en Macro niveau 4.Weergave van Supply Chains 5.Producten versus Diensten 6.Consider the total Supply Chain !! 7.CSR + TBL 8.Outsourcing and Reverse Outsourcing (180 0 ) 9.Ketenintegratie en distributieketen | 3 H.L. Faber, April 16 th 2013

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) | 4 H.L. Faber, April 16 th 2013

5 | 5 2. Traditioneel; product beweegt door keten (1) “5 forces of Porter 1985“ Customer Client (operat.)Buyer Purchaser Contract man... Vendor Supplier Contractor Partner..... Supply / Value chain H.L. Faber, April 16 th 2013

6 | 6 WvB Purchasing Sales Mag. Voorbew. Prod. Exp. SCManager Scope / Systeemgrens 2. Traditioneel; product beweegt door keten (2) H.L. Faber, April 16 th 2013

7 | 7 Discussie: value added – non value added activities WVB ? VSM 2. Traditioneel; product beweegt door keten (3) H.L. Faber, April 16 th 2013

8 | 8 WvB Purchasing Sales Mag. Voorbew. Prod. Exp. SCManager ProductieprocesIntern 3. MICRO niveau: H.L. Faber, April 16 th 2013

9 | 9 3. MESO niveau: Boer Klant Transport Melkfabriek Groothandel Distributie Supermarkt Van GRAS tot GLASNationaal H.L. Faber, April 16 th 2013

10 | 10 Kunststof onderdelen productie China Electro Motoren India Scheer- Koppen Drachten NL Assemblage Scheerapp. Drachten NL Verpakken Scheerapp. + Snoer + Handleid. Hongarije Saturn NL Walmart USA Carrefour France KLANTEN GRONDSTOFFEN Dozen 230 V snoer Hand leidingen NL, Dk, Fr, Du, Eng, USA, China, etc. 3. MACRO-niveau: Philips ScheerapparaatInternationaal H.L. Faber, April 16 th 2013

11 12/07/ “Second tier” Suppliers “First tier” Suppliers “Second tier” Customers “First tier” Customers The Operation Supply side of the network Demand side of the network The Immediate Supply Network The Total Supply Network Internal Supply Networks

12 4. Weergave methoden van een Supply Chain (1) | 12 Grafische weergave naar eigen inzicht H.L. Faber, April 16 th 2013

13 | 13 Porter Value Chain Precendence diagram incl. Critical Path and Bottlenecks 4. Weergave methoden van een Supply Chain (2) H.L. Faber, April 16 th 2013

14 | 14 Activity Network incl. Critical Path and Bottlenecks 4. Weergave methoden van een Supply Chain (3) H.L. Faber, April 16 th 2013

15 | 15 Value Stream Mapping 4. Weergave methoden van een Supply Chain (4) H.L. Faber, April 16 th 2013

16 ›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? | 16 Kies die methodiek die het meest passende is bij je onderzoek 4. Weergave methoden van een Supply Chain (5) H.L. Faber, April 16 th 2013

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 | 17 H.L. Faber, April 16 th 2013

18 | 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 H.L. Faber, April 16 th 2013

19 7. Corporate Social Responsibility (CSR) | 19 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 H.L. Faber, April 16 th 2013

20 7. Tripple Bottom Line (1) | 20 H.L. Faber, April 16 th 2013

21 7. Tripple Bottom Line (2) | 21 ›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 H.L. Faber, April 16 th 2013

22 | Outsourcing and Reverse Outsourcing (180 0 ) Outsourcing = Sub-contracting of SERVICES / PRODUCTION + Take over of staff, machines, etc. #Objective:FOCUS upon CORE BUSINESS (Q, $, head count) #Two alternatives:a). Assets / Liability transaction (Activa/Pasiva transactie) b). Take over fiscal unit (economische eenheid) #Examples: J&J Toolshop, J&J => Mexico, Philips Toolshop, Agrifirm BU Reverse outsourcing; recent example, Philips high end shaver production China to Holland ($ + close to R&D) H.L. Faber, April 16 th 2013

23 | Outsourcing (2) Outsourcing = additional Contract Management !!! ( coordination mechanism = buffer )  In this whole process a Purchasing department has it’s role H.L. Faber, April 16 th 2013

24 9. Ketenintegratie en distributieketen (1) | 24 Auto’s Tractoren Landbouww. H.L. Faber, April 16 th 2013

25 9. Ketenintegratie en distributieketen (2) | 25 H.L. Faber, April 16 th 2013

26 | 26 Thank you for your attention H.L. Faber, April 16 th 2013


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