1. Chapter 1, Slide 1 ©2006 Pearson Prentice Hall — Introduction to Operations and Supply Chain Management — Bozarth & Handfield

2. Chapter 1, Slide 2 ©2006 Pearson Prentice Hall — Introduction to Operations and Supply Chain Management — Bozarth & Handfield Why Study Operations and Supply Chain Management?

3. Chapter 1, Slide 3 ©2006 Pearson Prentice Hall — Introduction to Operations and Supply Chain Management — Bozarth & Handfield Three Basic Truths I.Pervasiveness II.Interdependence III.Profitability and Survival

4. Chapter 1, Slide 4 ©2006 Pearson Prentice Hall — Introduction to Operations and Supply Chain Management — Bozarth & Handfield Pervasiveness Every organization must make a product or provide a service that someone values…………. Manufacturer. Retailer. Design firm. University. Health services.

5. Chapter 1, Slide 5 ©2006 Pearson Prentice Hall — Introduction to Operations and Supply Chain Management — Bozarth & Handfield Interdependence Most organizations function as part of a larger supply chain

6. Chapter 1, Slide 6 ©2006 Pearson Prentice Hall — Introduction to Operations and Supply Chain Management — Bozarth & Handfield Supply Chains Networks of manufacturers and service providers that work together to move goods from the raw material stage through to the end user Linked through physical, information, and monetary flows

7. Chapter 1, Slide 7 ©2006 Pearson Prentice Hall — Introduction to Operations and Supply Chain Management — Bozarth & Handfield Profitability and Survival Organizations must carefully manage their operations and supply chains to prosper, and indeed, survive! Shoe manufacturer: How many shoes should we make? What mix? What resources do we need? What will we outsource? Location? Key performance criteria -- Cost? Quality? Speed?

8. Chapter 1, Slide 8 ©2006 Pearson Prentice Hall — Introduction to Operations and Supply Chain Management — Bozarth & Handfield Operations Management The planning, scheduling, and control of the activities that transform inputs into finished goods and services

9. Chapter 1, Slide 9 ©2006 Pearson Prentice Hall — Introduction to Operations and Supply Chain Management — Bozarth & Handfield Operations Function The collection of people, technology, and systems within a company... … that has primary responsibility... … for providing the organization’s products or services.

10. Chapter 1, Slide 10 ©2006 Pearson Prentice Hall — Introduction to Operations and Supply Chain Management — Bozarth & Handfield Viewing Operations as a Transformation Process Transformation Process Manufacturing operations Service operations Inputs Outputs Materials People Equipment Intangible needs Information Tangible goods Fulfilled requests Information Satisfied Customers

11. Chapter 1, Slide 11 ©2006 Pearson Prentice Hall — Introduction to Operations and Supply Chain Management — Bozarth & Handfield Manufacturing Tangible product Key decisions driven by physical characteristics of the product: – How is the product made? – How do we store it? – How do we move it? – Etc.

12. Chapter 1, Slide 12 ©2006 Pearson Prentice Hall — Introduction to Operations and Supply Chain Management — Bozarth & Handfield Services Intangible “Product” or Service –Location, Exchange, Storage, Physiological, Information Key decisions: –How much customer involvement? –How much customization?

13. Chapter 1, Slide 13 ©2006 Pearson Prentice Hall — Introduction to Operations and Supply Chain Management — Bozarth & Handfield Cross-Functional Linkages Operations Finance Budgeting. Analysis. Funds. Marketing What products? What volumes? Costs? Quality? Delivery? Human Resources Skills? Training? # of Employees? Accounting Performance measurement systems. Planning and control. MIS What IT solutions to make it all work together? Design Sustainability. Quality. Manufacturability.

14. Chapter 1, Slide 14 ©2006 Pearson Prentice Hall — Introduction to Operations and Supply Chain Management — Bozarth & Handfield Supply Chain Management Active management of supply chain activities and relationships to maximize customer value and achieve a sustainable competitive advantage

15. Chapter 1, Slide 15 ©2006 Pearson Prentice Hall — Introduction to Operations and Supply Chain Management — Bozarth & Handfield Alcoa Ball CorpAnheuser-BuschM&M Meijer First Tier Supplier DistributorRetailer Transportation companies Final customers UpstreamDownstream Alcoa Second Tier Supplier Material Flows

16. Chapter 1, Slide 16 ©2006 Pearson Prentice Hall — Introduction to Operations and Supply Chain Management — Bozarth & Handfield Ball Corporation Metal Beverage Product Catalog (Ball Corporation) The right size for any occasion Building on our position as the market leader in 12-ounce (355ml) cans, we offer the largest variety of sizes of aluminum beverage cans in North America. Our comprehensive range of products provides customers key opportunities to drive growth for their brands through a variety of multi- pack types for the take-home market and immediate consumption. Custom shapes and sizes including our Sleek Cans™ and Squat Cans offer fresh approaches to brand differentiation and serving-size optimization. Use the links on the left to review product sizes, ends, and tabs or to learn more about custom graphic capabilities and innovative new packaging developed by Ball.

17. Chapter 1, Slide 17 ©2006 Pearson Prentice Hall — Introduction to Operations and Supply Chain Management — Bozarth & Handfield Supply Chain Issues Length of the chain Complexity Stability Physical, informational, and monetary flows

18. Chapter 1, Slide 18 ©2006 Pearson Prentice Hall — Introduction to Operations and Supply Chain Management — Bozarth & Handfield Wal-Mart — Early 1990s Individual stores sent sales data daily to Wal-Mart’s suppliers via satellite Suppliers plan production and ship based on this sales data Wal-Mart used its own dedicated fleet to ship from its warehouses to stores

19. Chapter 1, Slide 19 ©2006 Pearson Prentice Hall — Introduction to Operations and Supply Chain Management — Bozarth & Handfield Krispy-Kreme — 2004 Stores order supplies electronically from K-K’s warehouses At the warehouse –Radio-frequency tag (RFID) technology to track the location of inventory Results: Fast and error-free ordering

20. Chapter 1, Slide 20 ©2006 Pearson Prentice Hall — Introduction to Operations and Supply Chain Management — Bozarth & Handfield Important Trends Electronic commerce –Reduce the costs and time associated with supply chain relationships Increasing competition & globalization –Fewer industries protected by geography Relationship management –Competition between chains, not individual firms –Trust and coordination