1. Supply Chain Management
Lecture 9

2. Enterprise systems
An organisational wide enterprise system consists of (e.g. E.R.P.):
Based on suite of integrated software modules and common central database
Integrate information from across company’s divisions, departments, key business processes in the four functional areas
Updated information made available to all business processes
Generate enterprise-wide data for management analyses

3. How enterprise systems “should”work

4. Business value of enterprise systems
Providing firm-wide information to help managers make better decisions; including the formulation/implementation and evaluation of organisational strategy
Increasing operational efficiency
Helping respond to customer requests rapidly
Producing, procuring, shipping right amounts
Enforcing standard practices and data throughout company
Allowing senior management to easily find out at any moment how a particular organizational unit is performing or to determine which products are most or least profitable

5. What is Supply Chain
Network of organizations and business processes for:
Procuring raw materials
Transforming them into intermediate and finished products
Distributing finished products to customers
Includes secondary and tertiary suppliers
Upstream portion: Suppliers
Downstream portion: Distributors

6. Nike’s Supply Chain

7. What is supply chain management
Supply chain management (SCM) is the flow of materials, information, and finances as they move in a process from supplier to manufacturer to wholesaler to retailer to consumer.
Supply chain management involves coordinating and integrating these flows both within and among companies.
The ultimate goal of any effective supply chain management system is to reduce inventory (with the assumption that products are available when needed)

8. Push V Pull based supply chain models

9. Components or steps of SCM
Plan
Source
Make
Deliver
Return

10. Plan The strategic portion of SCM.
Companies need a strategy for managing all the resources that go toward meeting customer demand for their product or service.
A big piece of SCM planning is developing a set of metrics to monitor the supply chain so that it is efficient, costs less and delivers high quality and value to customers.

11. Source
Companies must choose suppliers to deliver the goods and services they need to create their product.
Therefore, supply chain managers must develop a set of pricing, delivery and payment processes with suppliers and create metrics for monitoring and improving the relationships.
SCM managers can put together processes for managing their goods and services inventory, including receiving and verifying shipments, transferring them to the manufacturing facilities and authorizing supplier payments.

12. Make The manufacturing step.
Supply chain managers schedule the activities necessary for production, testing, packaging and preparation for delivery.
This is the most metric-intensive portion of the supply chain—one where companies are able to measure quality levels, production output and worker productivity.

13. Deliver Also may be referred to as logistics
Companies coordinate the receipt of orders from customers
Develop a network of warehouses, pick carriers to get products to customers and set up an invoicing system to receive payments.

14. Return
Supply chain planners have to create a responsive and flexible network for receiving defective and excess products back from their customers and supporting customers who have problems with delivered products..

15. Information and supply chain management
Supply chain inefficiencies due to poor planning include:
parts shortages,
Can waste up to 25% of operating costs
Caused by inaccurate or untimely information
Uncertain product demand
Late shipments from suppliers
excessive inventory
Safety stock: Kept as buffer for lack of flexibility in supply chain adds to costs- ideally a just in time strategy should be adopted.

16. Supply chain management software
Used to track demand, supply, manufacturing status, logistics (i.e. where things are in the supply chain), and distribution
To share data with supply chain partners at an ever increasing rate.
Two main categories of software:
Supply chain planning systems
Supply chain execution systems

17. Supply chain planning systems
Demand planning
Order planning
Scheduling and manufacturing planning
Distribution planning
Transportation planning

18. An example of Supply Chain Management Systems
A decision support “modelling” system ; refer to lecture
An important use of SmartForecasts demand planning software from Smart Software is to forecast future demand for products where demand is intermittent or irregular. Shown here is a forecast graph for the distribution of total cumulative demand for a spare part over a four-month lead time.

19. Supply chain execution systems
Manage flow of products through distribution centres and warehouses to ensure products delivered to right locations in most efficient manner
Order commitments
Final production
Replenishment
Distribution management
Reverse distribution (products/raw material that is returned)

20. Benefits of information sharing on the supply chain
The payoff of timely and accurate supply chain information is the ability to make or ship only as much of a product as there is a market for. This is the practice known as just-in-time manufacturing, and it allows companies to reduce the amount of inventory that they keep. This can cut costs substantially, since you no longer need to pay to produce and store excess goods
Requires: Retailers and manufacturers sharing information

21. Wal-Mart and Procter and Gamble
These two companies started collaborating back in the '80s when retailers shared very little information with manufacturers.
The two giants built a software system that hooked Proctor & Gamble up to Wal-Mart's distribution centres. When Proctor & Gamble's products run low at the distribution centres, the system sends an automatic alert to Proctor & Gamble to ship more products.
In some cases, the system goes all the way to individual Wal-Mart stores. It lets Proctor & Gamble monitor the shelves through real-time satellite up-links that send messages to the factory whenever a Proctor & Gamble item swoops past a scanner at the Wal-Mart register.

22. Wal-Mart and Procter and Gamble
With this kind of up-to-date information, Proctor & Gamble knows when to make, ship and display more products at the Wal-Mart stores.
No need to keep products piled up in warehouses awaiting Wal-Mart's call. Invoicing and payments happen automatically too.
The system saves Proctor & Gamble so much in time, reduced inventory and lower order-processing costs that it can afford to give Wal-Mart "everyday, low prices" without putting itself out of business.

23. Obstacles to installing and using supply chain software
Gaining trust form suppliers and partners
Internal resistance to change
Many mistakes after implementation

24. Business value of supply chain management systems
Matching supply to demand and reducing inventory levels
Improving delivery service and speeding product time to market
Using assets more effectively
Increasing sales by assuring availability of products
Increased profitability
Supply chain costs can approach 75% of total operating budgets

25. Real world examples Wal-Mart Nike Nintendo
Nike
Nintendo

26. Question
Describe, the steps in implementing a, typical, supply chain. (12 marks)
What are issues of the modern supply chain? (6 marks)
Explain, using a suitable example, how the use of a supply chain management system can overcome these issues. (12 marks)