Repetition SOL 2. semester

Emerging Practices in SCM Logistics and Supply Chain Chapter 16

3. Supply Chain Collaboration Concepts page Customer Managed Ordering – CMO 2. Vendor Managed Inventory – VMI 3. Quick Respons 4. Efficient Consumer Response – ECR 5. Collaborative Planning Forecasting and Replenisment – CPFR 1+2: more optimal allocation of administrative work etc : Strive to co-ordinate flows

Figure 16.4

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Figure 16.10

New ways of designing PUSH/PULL PUSH PULL Physical Efficient SCMarket-Responsive SC Both Chains require short leadtimes but differ with respect to Costs and Adaptability Physical Efficient SC (Lean SC) focus on: High utilisation of capacity in production Reducing stocks Market-Responsive SC (Agile SC) focus on: Where it is best to have storage and extra production capacity How to satisfy the unpredictable demand at the lowest possible cost

Figure 16.12

Chapter 11 Marketing Channels and Supply Chain Management

Conventional Distribution Channel Vs. a Vertical Marketing System (Fig. 11-3)

Corporate VMS Common Ownership at Different Levels of the Channel i.e. Sears Contractual VMS Contractual Agreements Among Channel Members i.e Western Auto Administered VMS Leadership is Assumed by One or a Few Dominant Members i.e. Kraft Degree of Direct Control Types of Vertical Marketing Systems

Contractual VMS Contractual VMS Retailer Cooperatives Retailer Cooperatives Franchise Organizations Franchise Organizations Wholesaler Sponsored Voluntary Chain Wholesaler Sponsored Voluntary Chain Service-Firm- Sponsored Retailer Franchise System Service-Firm- Sponsored Retailer Franchise System Manufacturer- Sponsored Wholesaler Franchise System Manufacturer- Sponsored Wholesaler Franchise System Manufacturer- Sponsored Retailer Franchise System Manufacturer- Sponsored Retailer Franchise System Corporate VMS Corporate VMS Administered VMS Administered VMS Types of Vertical Marketing Systems Vertical Marketing Systems (VMS) Vertical Marketing Systems (VMS)

Analyzing Consumer Service Needs Setting Channel Objectives & Constraints Responsibilities of Intermediaries Number of Intermediaries Types of Intermediaries Identifying Major Alternatives Evaluating the Major Alternatives Designing International Distribution Channels Channel Design Decisions

Chapter 6: Formulating Strategy PowerPoint by Hettie A. Richardson Louisiana State University

Strategic Formulation Process

Strategic Decision-Making Models

Strategic Choice

Chapter 7: Global Alliances and Strategy Implementation PowerPoint by Hettie A. Richardson Louisiana State University

Strategic Alliances  Partnerships between two or more firms that combine financial, managerial, and technological resources and their distinctive competitive advantages to pursue mutual goals  Also referred to as cooperative strategies

Categories of Alliances  Joint Ventures PSA Peugeot-Citroen Group and Toyota  Equity strategic alliances TCL-Thompson Electronics  Non-equity strategic alliances UPS and Nike  Global strategic alliances Covisint

Knowledge Management in IJVs

Chapter 8: Organization Structure and Control Systems PowerPoint by Hettie A. Richardson Louisiana State University

Emergent Structural Forms

Choice of Organizational Form

Multidomestic Strategy International Strategy Globalization Strategy Transnational Strategy Exhibit 8-7

Locus of Decision Making

Differentiering og integration To centrale strukturparametre

1. Modernismens strukturtænkning Differentiering Dele hovedopgaven op i underopgaver Integrering Koordinere udførelsen af disse underopgaver, så de tilsammen løser hovedopgaven Differentiering sker i funktionerne, og jo større differentiering, jo større integrationspres Typisk en ledelsesfunktion

”After the task has been divided into specialist subtasks, the problem is to integrate the subtasks around the completion of the global task. This is the problem of organization design.” Jay Galbraith (1974), Organization Design – An Information Processing View DifferentieringIntegrering Formaliseringens cirkelbevægelse Problemet er at finde den rette balance hvis ikke organisation skal drukne i kompleksitet

Chapter 10: Developing a Global Management Cadre PowerPoint by Hettie A. Richardson Louisiana State University

The Expatriate Transition Process Entry transition (initial confrontation) Adjustment (adaptation) Exit transition (anticipatory socialization) Entry transition (initial confrontation) Adjustment (adaptation) Exit transition (anticipatory socialization) Entry transition (initial confrontation) Adjustment (adaptation) Exit transition (anticipatory socialization) Home country Home country or New Host country Host country Preparation Adaption Repatriation

Global Teams in the Global Enterprise

Figures in Logistics Chapter 7

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Figure 7.7

Figures in Logistics Chapter 8

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Figur 8.9

Figure 8.10

Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall. Supervising, Managing, and Leading Salespeople Individually and in Teams Chapter 10

Supervising Leading Managing

Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall A New School of Managerial Thought?  Transactional leadership: two-factor approach that focused on an exchange between leaders and followers (late 20th century)  Transformational leadership: focuses on needs and motives of employees, tries to help them reach their fullest potential Emotional intelligence: ability to understand and manage emotions of other people; includes self- awareness, self-regulation, motivation, empathy, social skills

Transactional leaders – motivate their followers in the direction of established goals by clarifying role and task requirements Transformational leaders – inspire followers to transcend their own self-interests for the good of the organization Transactional vs. Transformational Leader

Full Range of Leadership Model

The Balanced Scorecard Four Perspecyives Kaplan & Atkinson Chapter 8

Translating Vision and Strategy: Four Perspectives Financial Internal Business Process Customer Learning and Growth Vision and Strategy

Customer Service Chapter 4 Logistics and Supply Chain Management

Figure 4.3

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Figur 4.10

Innovation og forandringsprocesser Organisation kapitel udgave, Trojka, 2007