3 Definitions of OM“Design, execution, and control of a firm's operations that convert its resources into desired goods and services, and implement its business strategy”The business function responsible for the transformation processes that create the goods and services required by the organization’s customers. Chase, Aquilano & Jacobs (2009)“the maintenance, control, and improvement of organizational activities that are required to produce goods or services for consumers.”
4 More definitions.. deals with the design and management of products, processes, services and supply chains. It considers the acquisition, development, and utilization of resources that firms need to deliver the goods and services their clients want.The purvey of OM ranges from strategic to tactical and operational levels. Representative strategic issues include determining the size and location of manufacturing plants, deciding the structure of service or telecommunications networks, and designing technology supply chains.Tactical issues include plant layout and structure, project management methods, and equipment selection and replacement. Operational issues include production scheduling and control, inventory management, quality control and inspection, traffic and materials handling, and equipment maintenance policies.
5 OM is about transformation Inputs > Transformation > OutputsTransformation is about processes to create valuePlastic FormingCheck ProcessingAssemblyTransportationSurgery
6 Importance of OMEvery business provides a transformation; and it must create value to the customer (and typically generate profits).Value > cost (inputs + transformation)The value obtained will be directly related to the planning, management, and execution of the transformation processes.Therefore, every organization needs effective OM systemsThis applies to government, Not for profit, SME, …
7 OM …. SCM What is Supply Chain Management? All stages involved, directly or indirectly, in fulfilling a customer requestIncludes movement of products from suppliers to manufacturers to distributors, but also includes movement of information, funds, and products in both directionsSpans all movement and storage of raw materials, work-in-process inventory, and finished goods from point-of-origin to point-of-consumptionBut, all stages may not be present in all supply chainsWithin each company, the supply chain includes all functions involved in fulfilling a customer request (product development, marketing, operations, distribution, finance, customer service)
9 SCM Basics Customer Retailer Distributor Manufacturer Supplier Cycle view:processes in a supply chain are divided into a series of cycles, each performed at the interfaces between two successive supply chain stagesCycle view clearly defines processes involved and the roles and responsibilities of each member and the desired outcome of each process.Customer Order CycleRetailerReplenishment CycleDistributorManufacturing CycleManufacturerProcurement CycleSupplier
10 SCM Basics Strategic Issues Strategic network optimization, including the number, location, and size of warehouses, distribution centers and facilitiesStrategic partnership with suppliers, distributors, and customers, creating communication channels for critical information and operational improvements such as cross docking, direct shipping, and third-party logisticsSupplier developmentProduct design coordination, so that new and existing products can be optimally integrated into the supply chainInformation Technology infrastructure to support supply chain operationsWhere-to-make and what-to-make-or-buy decisions (outsourcing)Reverse logisticsAligning overall organizational strategy with supply strategy
11 SCM Basics Tactical Issues Sourcing contracts and other purchasing decisionsProduction decisions, including contracting, locations, scheduling, and planning process definition.Inventory decisions, including quantity, location, and quality of inventoryTransportation strategy, including frequency, routes, and contractingBenchmarking of all operations against competitors and implementation of best practices throughout the enterprise
12 SCM Basics Operational Issues Daily production and distribution planning, including the consumption of materials and flow of finished goodsProduction scheduling for each manufacturing facilityDemand planning and forecasting, coordinating the demand forecast of all customers and sharing the forecast with all suppliers.Sourcing planning, including current inventory and forecast demand, in collaboration with all suppliersInbound operations, including transportation from suppliers and receiving inventoryOutbound operations, including all fulfillment activities and transportation to customersOrder promising, accounting for all constraints in the supply chain, including all suppliers, manufacturing facilities, distribution centers, and other customersCustoms and other international trade issues
13 SCM StrategySimilar to “overall strategy” as is linked to the core competencies of price, variety, quality, flexibilityTranslating into product availability, delivery speed, fill rates, …For many SCM decision areas, the choice of strategy is about reaching the level of customer service and cost that meets the target market ’s requirement$Service Level(Quality, Speed,Flexibility, Variety,Accuracy, …)
14 Inventory ManagementInventory is the stock of any item or resource used in an organization and can include: raw materials, finished products, component parts, supplies, and work-in-processAn inventory system is the set of policies and controls that monitor levels of inventory and determines what levels should be maintained, when stock should be replenished, and how large orders should beWhy do organizations have inventory?1. To maintain independence of operations2. To meet variation in product demand3. To allow flexibility in production scheduling4. To provide a safeguard for variation in raw material delivery time5. To take advantage of economic purchase-order size
15 Inventory Management Inventory costs Holding (or carrying) costs: costs for storage, handling, insurance, etcSetup (or production change) costs: costs for arranging specific equipment setups, etcOrdering costs: costs of someone placing an order, customs brokerage, etcShortage costs: costs of canceling an order, expediting to customer, lost sales
16 Inventory Management Common Metrics of Inventory Average Inventory (AvgI) = Average value in $ of your material stocksCost of goods sold (COGS)= $ in terms of raw material valueInventory turns = COGS / AvgI (how many times your inventory cycles or is replaced)Weeks of supply = [AvgI / COGS ] x 52 (if all your suppliers shut down, how many weeks before you run out of stuff)
17 Inventory Systems Decisions: When to order and How much to order Two typical approaches:Fixed period: Goal is to have F units of inventory. Every W time units the system checks the actual inventory level V. If V is less than F, reorder F – V + “extra”.Fixed quantity: Every order is for Q units, reorder is triggered by reaching r units of inventoryFixed period models were common on “sales visit” systems of the past. Information technology allows real time inventory information, thus fixed quantity – reorder point are the norm today.
18 Inventory TrackingLarge variety of Information technology tools and platforms used to track and manage inventoryFrom simple self-made databases to multi-million dollar global Enterprise Resource Planning platforms.Use of technologies such as bar scanners, RFID, and GPS to determine the flow and location of inventory
19 Transportation Management Multiple transportation services options are available that are functions of speed, shipment size, and costThink of the multiple options to ship UPSModes: Air, Rail, Truck, MaritimeAir: fastest/ most expensive, limited sizesMaritime/Rail: slowest, cheapestTruck: multiple versions, for example dedicated-expedited transport of a full container (TL = truckload) to LTL of a few pallets (LTL = less than truckload).Routing decisions for distributionConsolidation of shipment (both inbound and outbound)Intermodal Transportation
20 Transportation Management Transportation decisions and SC costsLine haul rates (distance + weight or volume). They have price breaks based on shipment sizeLTL versus (TL) full container (this is linked to the “order size”)Stopovers (to pickup or deliver)Expediting (additional drivers)Border crossings/ customsInsurance, losses during transportation (permits/escorts)Cost of holding inventory while being transportedSafety stock cost as transportation options will determine the lead timeHazardous material transportation issues
21 Third Party Logistics (3PLs) A third-party logistics provider is a firm that provides service to its customers of outsourced (or "third party") logistics services for part, or all of their supply chain management functions.Third party logistics providers typically specialize in integrated operation, warehousing and transportation services that can be scaled and customized to customers' needs based on market conditions and the demands and delivery service requirements for their products and materials.
22 Network Analysis/ Design The network design must account for the diverse components of the systemProximity to CustomersBusiness ClimateTotal CostsInfrastructureQuality of LaborSuppliers3PLsOther FacilitiesFree Trade ZonesPolitical RiskGovernment BarriersTrading BlocsEnvironmental Regulation