1. Chapter 5 Managing the Supply Chain

2. A Supply Chain
The set of institutions that move goods from the point of production to the point of consumption.
Synonymous with the term “channel”
Must perform eight marketing functions:
Note: None of these functions can be eliminated; they can only be shifted.
Buying
Selling
Storing
Transporting
Sorting
Financing
Information gathering
Risk taking

3. Supply Chain Participants
A channel is made up of only two types of institutions…
Primary marketing institutions
Members that take possession of and title to the goods handled as they move through the marketing channel.
Only primary institutions are formal members of a channel
Facilitating marketing institutions
Members that do not actually take title to the goods they handle, but assist in the marketing process by specializing in the performance of one or more of the eight marketing functions.

4. Development of the Supply Chain
There are three general strategic decision areas that must addressed when designing a supply chain
Length
Width
Level of Control
All three will impact supply chain efficiency and the channel’s ability to meet its ultimate goal.
Goal of every channel is to minimize suboptimization
Achieved via specialization of labor in the 8 mkt. functions

5. Choices Concerning Length

6. Length: Direct vs. Indirect

7. Choices Concerning Width

8. Choices Concerning Control

9. Managing Retailer – Supplier Relations
Power
Ability of one channel member to influence the decisions and behavior of the other channel members.
Pab = Dba
Dependency
Occurs when a retailer needs another supply chain member or vice versa to perform certain marketing functions.
All channel members are interdependent upon one another.
Interdependency is at the root of all major sources of conflict.

10. Bases of Power Bases of Power: Expertise power Referent power
Legitimate power
Reward power
Coercive power

11. Use of Power within the Supply Chain*
Note this information is not within your text and was supplied in class. (L.P. Bucklin’s “Theory of Channel Control,” JM 1973)

12. Theory of Channel Control
Payoff Function
The amount of benefits (or profits) that accrue as a result of giving up control
Benefit
(eg, $)
Control Given Up

13. Theory of Channel Control
Tolerance Function
The amount of pain/burden felt as a result of giving up control to another.
Benefit
(eg, $)
Control Given Up

14. Theory of Channel Control
Zone of Indifference
Corresponds to the indifference of keeping/ending the relationship due to the costs associated with “breaking-up” an arrangement
Zone is the area below the Tolerance Function that is shaded in grey
Benefit
(eg, $)
Control Given Up

15. Theory of Channel Control
Area “A”
The only area where the Payoff Function is above the Tolerance Function, and it’s increasing
As one gives up more control initially, they experience greater benefit (e.g., why consultants exist)
Benefit
(eg, $)
Control Given Up A

16. Theory of Channel Control
Area “B”
The only area where the Payoff Function is above the Tolerance Function, but it’s decreasing
As one continues to give up control, the benefits begin to fall. Burden simultaneously begins to rise substantially as benefits continue to fall (i.e., steep rise in the Tolerance function).
Benefit
(eg, $)
Control Given Up A B

17. Theory of Channel Control
Area “C”
The area where the Payoff Function is below the Tolerance Function, and still in the zone of indifference
Here the amount of burden felt outstrips the benefit gained, but there’s a cost assoc. with breaking up
Benefit
(eg, $)
Control Given Up A B C

18. Theory of Channel Control
What bases of power should be used in “A”? And why should the others not?
Benefit
(eg, $) A B C
Control Given Up

19. Theory of Channel Control
What bases of power should be used in “B”? And why should the remaining not?
Benefit
(eg, $) A B C
Control Given Up

20. Theory of Channel Control
Why should the remaining bases of power be used in “C”? What do they do?
Benefit
(eg, $) A B C
Control Given Up

21. Theory of Channel Control
Why should the remaining bases of power be used in “C”? What do they do?
Benefit
(eg, $) A B C
Control Given Up

22. Theory of Channel Control
Why should the remaining bases of power be used in “C”? What do they do?
Benefit
(eg, $) A B C
Control Given Up

23. Theory of Channel Control
Why should the remaining bases of power be used in “C”? What do they do?
Benefit
(eg, $) A B C
Control Given Up

24. Conflict Within the Supply Chain
Exists when a member of the channel perceives that another member’s actions impede the attainment of his/her goals.*
Sources of conflict:
Perceptual incongruity
Goal incompatibility
Dual distribution
Domain disagreements
Diverting, Gray Marketing, Free Riding
Role incongruities*
Expectational differences*

25. Facilitating Channel Collaboration
Compromise vs. Collaboration
Win/Lose vs. Win/Win
Requires:
Mutual trust
Faith that each (retailer & supplier) will be truthful and fair in their dealings with the other.
Two-way communication
When both communicate openly their ideas, concerns, & plans.
Solidarity
High value is placed on the relationship & results in flexible dealings where adaptations are made as circumstances change.

26. Category Management
Process of managing all the SKUs within a product category.
Involves the simultaneous management of…
Price
Shelf space
Merchandising strategy
Promotional efforts

27. Category Management Category Manager Category Advisor
The individual who uses detailed knowledge of the consumer and consumer trends, detailed point-of-sale (POS) information, and specific analysis provided by each supplier to the category to create various store displays based on local market conditions.
Works for the retailer
Category Advisor
In cases where the solidarity of the channel partners is high, a supplier may serve as the retailer’s category manager.
Works for a supplier but manages all brands within the category.

28. What You Should Have Learned… Chapter’s Learning Objectives
The retailer’s role as one of the institutions involved in the supply chain.
How to discuss the types of supply chains by length, width, and level of control.
The terms dependency, power, and conflict, as well as their impact on supply chain relationships.
The importance of a collaborative supply-chain relationship.