1. 21 st -Century Supply Chains Copyright © 2010 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin

2. 1-2 Overview of 21 st -century supply chains The supply chain revolution Why integration creates value Generalized supply chain model Responsiveness Financial sophistication Globalization

3. 1-3 The supply chain revolution has reshaped contemporary strategic thinking Supply Chain Management –Consists of firms collaborating to leverage strategic positioning and to improve operating efficiency Supply Chain Strategy –Is a channel and business organizational arrangement based on acknowledge dependency and collaboration Logistics –The work required to move and geographically position inventory

4. 1-4 The total integration of the overall business process creates value Table 1.1 Integrative Management Value Proposition

5. 1-5 The integrated value-creation process must be managed across firms from end to end Figure 1.1 The Integrated Supply Chain Framework

6. 1-6 Forces driving supply chain strategies Information technology Integrative management Responsiveness Financial sophistication Globalization

7. 1-7 Integrative management requires simultaneous achievement of 8 processes Table 1.2 Eight Supply Chain Processes

8. 1-8 Concepts necessary for achieving integrated management Lowest total process cost is the focus of integrated management –Differs from lowest cost of each function in the process Collaboration of operating information, technology and risk has been encouraged by national legislation to keep US-based firms competitive Enterprise extension includes expanded managerial influence and control beyond traditional ownership boundaries of a single enterprise Integrated service providers (ISP) provide a range of logistics services to accommodate customers, ranging from order entry to product delivery –Commonly known as third (or fourth) party service providers

9. 1-9 Responsiveness emerges as a competitive advantage Figure 1.2 Anticipatory Business Model Figure 1.3 Responsive Business Model

10. 1-10 Postponement strategies keep supply chains responsive Types of Postponement –Manufacturing (or Form) –Geographic (or Logistics) –Combined Manufacturing and geographic types are exact opposites in practice but have the same goal –Meeting customer demand quickly while minimizing inventories

11. 1-11 Manufacturing (or Form) Postponement Manufacturing one order at a time Base modular construction of product No customization until the exact customer specs and financial commitment is received Objective is to maintain products in an uncommitted status as long as possible Balances economy of scale with responsiveness –Can build a sufficient quantity of “ready to customize” basic units Requires a lot of forethought during product design

12. 1-12 Example of Manufacturing Postponement Keeping all the car panels a base color (white or gray) until the order is received, then painting to the color ordered

13. 1-13 Geographic (or Logistics) Postponement Build or stock a full-line inventory at one or a few strategic locations Forward deployment of inventory is postponed until customer orders are received Once orders received, specific item is expedited to the local distributor Advantages are manufacturing economies of scale along with responsiveness to customer Often used for critical, high cost parts and assemblies (e.g. engines)

14. 1-14 Example of Geographic Postponement Keeping full inventory in a central warehouse and releasing customer orders to local distributors or direct shipping to customer

15. 1-15 Combined Postponement Keeping the basic products centralized and performing the customization at the destination distributor Historical example - Autos –Installing dealer options like sound systems, GPS, sun roofs on new cars purchased Contemporary example - Computers –Dell Computers, doing final assembly or packaging additional system options like printers, digital cameras at a distribution center

16. 1-16 Barriers to implementing responsive systems Need for publicly held corporations to maintain planned quarterly profits –Expectations of continued financial results often drive promotional and pricing strategies to “load the channel” with inventory Need to establish collaborative relationships –Most business managers do not have training or experience in development of collaborative arrangements

17. 1-17 Financial sophistication enables measurement of time-based supply chain Cash-to-Cash Conversion — the time required to convert raw material or inventory purchases into sales revenue Dwell Time Minimization — dwell time is the ratio of time that an assets sits idle to the time required to satisfy its supply chain mission Cash Spin —reducing assets in the supply chain can “spin” cash for reinvestment in other projects

18. 1-18 Globalization offers firms several attractive opportunities Demand exceeds local supply –90% of global demand is not fully satisfied by local supply Strategic sourcing –Identifying and matching the sources of raw materials and components to manufacturers and distributors Offshoring –Moving manufacturing and distribution operations to countries with favorable labor costs and tax laws

19. 1-19 Significant differences for global logistics Distance of typical order-to-delivery operations is significantly longer compared to domestic business Documentation requirements for business transactions is significantly more complex Operations must be deal with significant Diversity in work practices and local operating environments How consumers Demand products and services must accommodate cultural variations