1. 1 What is a Supply Chain?  All stages involved, directly or indirectly, in fulfilling a customer request  Includes manufacturers, suppliers, transporters, warehouses, retailers, and customers  Within each company, the supply chain includes all functions involved in fulfilling a customer request (product development, marketing, operations, distribution, finance, customer service)

2. 2 What is a Supply Chain?  Customer is an integral part of the supply chain  Includes movement of products from suppliers to manufacturers to distributors, but also includes movement of information, funds, and products in both directions  Probably more accurate to use the term “supply network” or “supply web”  Typical supply chain stages: customers, retailers, distributors, manufacturers, suppliers All stages may not be present in all supply chains (e.g., no retailer or distributor for Dell)

3. 3 What Is a Supply Chain? Flow of products and services from: Raw materials manufacturers Intermediate products manufacturers End product manufacturers Wholesalers and distributors and Retailers Connected by transportation and storage activities Integrated through information, planning, and integration activities Cost and service levels

4. 4 What Is Supply Chain Management?  Supply chain management is a set of approaches utilized to efficiently integrate suppliers, manufacturers, warehouses, and stores, so that merchandise is produced and distributed at the right quantities, to the right locations, and at the right time, in order to minimize system wide costs while satisfying service level requirements.

5. 5 Two Other Formal Definitions The design and management of seamless, value-added process across organizational boundaries to meet the real needs of the end customer Institute for Supply Management Managing supply and demand, sourcing raw materials and parts, manufacturing and assembly, warehousing and inventory tracking, order entry and order management, distribution across all channels, and delivery to the customer The Supply Chain Council

6. 6 The SCM Network FIGURE 1.1: The logistics network

7. 7 Global Apparel Value Chain Tracing back the dress you are wearing

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9. 9 QC & Shipping [Hong Kong] QC & Shipping [Hong Kong] Product Design [Hong Kong] Product Design [Hong Kong] Zippers+… [Japan+…] Zippers+… [Japan+…] Stitching [Indonesia] Stitching [Indonesia] Weaving [Taiwan] Weaving [Taiwan] Yarn Spinning [Korea] Yarn Spinning [Korea] An Illustration: How Li & Fung Limited Might Make a Dress Globally Dispersed Manufacturing

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11. 11 The Objective of a Supply Chain  Maximize overall value created  Supply chain value: difference between what the final product is worth to the customer and the effort the supply chain expends in filling the customer’s request  Value is correlated to supply chain profitability (difference between revenue generated from the customer and the overall cost across the supply chain)

12. 12 The Objective of a Supply Chain  Example: Dell receives $2000 from a customer for a computer (revenue)  Supply chain incurs costs (information, storage, transportation, components, assembly, etc.)  Difference between $2000 and the sum of all of these costs is the supply chain profit  Supply chain profitability is total profit to be shared across all stages of the supply chain  Supply chain success should be measured by total supply chain profitability, not profits at an individual stage

13. 13 The Objective of a Supply Chain  Sources of supply chain revenue: the customer  Sources of supply chain cost: flows of information, products, or funds between stages of the supply chain  Supply chain management is the management of flows between and among supply chain stages to maximize total supply chain profitability

14. 14 Examples  Supply of onion in October 1998  Turnaround of Indian railways

15. 15 The Changing Business Landscape: Five Driving Forces  The Empowered Consumer  Power Shift in the Supply Chain  Deregulation  Globalization  Technology

16. 16 The Changing Business Landscape: Five Driving Forces  The Empowered Consumer Informed consumers have low tolerance for poor quality in products and services. Changing demographics commands 24/7 service. Increased customer service increases the importance of logistics and supply chains.

17. 17 The Changing Business Landscape: Five Driving Forces  Power Shift in the Supply Chain Large retailers more demanding and commanding. Focus upon distribution costs and their impact on “everyday low prices”. Changing logistics and supply chain strategies resulted from shifts in the balance of economic power.

18. 18 The Changing Business Landscape: Five Driving Forces  Deregulation Changing economic controls empowered creativity and competition. Change in financial institutions blurred traditional differences and increased competition. Change in the communications industry also resulted in more competition.

19. 19 The Changing Business Landscape: Five Driving Forces  Globalization Global marketplace concept Global network sourcing, manufacturing, marketing and distribution Global alternatives have blossomed No geography --- access available to the world New supply sources

20. 20 The Changing Business Landscape: Five Driving Forces  Technology Information Age provides new and unrestricted access to the place aspect of business. My time, my place Warehouse technology has changed dramatically with computer devices in use from the office space to the forklifts.

21. 21 Process View of a Supply Chain  Cycle view: processes in a supply chain are divided into a series of cycles, each performed at the interfaces between two successive supply chain stages  Push/pull view: processes in a supply chain are divided into two categories depending on whether they are executed in response to a customer order (pull) or in anticipation of a customer order (push)

22. 22 Cycle View of Supply Chains Customer Order Cycle Replenishment Cycle Manufacturing Cycle Procurement Cycle Customer Retailer Distributor Manufacturer Supplier

23. 23 Cycle View of a Supply Chain  Each cycle occurs at the interface between two successive stages  Customer order cycle (customer-retailer)  Replenishment cycle (retailer-distributor)  Manufacturing cycle (distributor-manufacturer)  Procurement cycle (manufacturer-supplier)  Cycle view clearly defines processes involved and the owners of each process. Specifies the roles and responsibilities of each member and the desired outcome of each process.

24. 24 Push/Pull View of Supply Chains Procurement, Manufacturing and Replenishment cycles Customer Order Cycle Customer Order Arrives PUSH PROCESSESPULL PROCESSES

25. 25 Push/Pull View of Supply Chain Processes  Supply chain processes fall into one of two categories depending on the timing of their execution relative to customer demand  Pull: execution is initiated in response to a customer order (reactive)  Push: execution is initiated in anticipation of customer orders (speculative)  Push/pull boundary separates push processes from pull processes

26. 26 Examples  Dell  Mobile recharge coupons

27. 27 Push/Pull View of Supply Chain Processes  Useful in considering strategic decisions relating to supply chain design – more global view of how supply chain processes relate to customer orders  Can combine the push/pull and cycle views  The relative proportion of push and pull processes can have an impact on supply chain performance

28. 28 Decision Phases of a Supply Chain  Supply chain strategy or design  Supply chain planning  Supply chain operation

29. 29 Supply Chain Strategy or Design  Decisions about the structure of the supply chain and what processes each stage will perform  Strategic supply chain decisions Locations and capacities of facilities Products to be made or stored at various locations Modes of transportation Information systems  Supply chain design must support strategic objectives  Supply chain design decisions are long-term and expensive to reverse – must take into account market uncertainty

30. 30 Supply Chain Planning  Definition of a set of policies that govern short-term operations  Fixed by the supply configuration from previous phase  Starts with a forecast of demand in the coming year

31. 31 Supply Chain Planning  Planning decisions: Which markets will be supplied from which locations Planned buildup of inventories Subcontracting, backup locations Inventory policies Timing and size of market promotions  Must consider in planning decisions demand uncertainty, exchange rates, competition over the time horizon

32. 32 Supply Chain Operation  Time horizon is weekly or daily  Decisions regarding individual customer orders  Supply chain configuration is fixed and operating policies are determined  Goal is to implement the operating policies as effectively as possible  Allocate orders to inventory or production, set order due dates, generate pick lists at a warehouse, allocate an order to a particular shipment, set delivery schedules, place replenishment orders  Much less uncertainty (short time horizon)

33. 33  Set of activities and processes associated with new product introduction. Includes: product design phase associated capabilities and knowledge sourcing decisions production plans The Development Chain

34. 34 The Development Chain FIGURE: The enterprise development and supply chain

35. 35 Example  Hewlett Pacakard  Tata Motors

36. 36 Figure : Comparison of Average Throughput Time of Dry Grocery Chain before and after

37. 37 Complexity: The Magnitude  U.S. companies spend more than $1 trillion in supply-related activities (10-15% of Gross Domestic Product) Transportation 58% Inventory 38% Management 4%  The grocery industry could save $30 billion (10% of operating cost) by using effective logistics strategies  A typical box of cereal spends 104 days getting from factory to supermarket.  A typical new car spends 15 days traveling from the factory to the dealership.

38. 38 Complexity: The Magnitude  Compaq computer’s loss of $500 million to $1 billion in sales in one year Laptops and desktops were not available when and where customers were ready to buy them  Cisco’s multi-billion ($2.2b) dollar write-off of inventories in 2001-2002 Customers balked on orders due to market meltdown  When the 1 gig processor was introduced by AMD, the price of the 800 mb processor dropped by 30%  Laura Ashley turns its inventory 10 times a year, five times faster than 3 years ago

39. 39 Magnitude of Supply Chain Costs Example: The Apparel Industry Manufacturer Distributor RetailerCustomer Cost per Percent Shirt Saving $52.72 0% $41.34 28% $20.45 62% Manufacturer Distributor RetailerCustomer ManufacturerDistributor RetailerCustomer

40. 40 Supply Chain: The Potential  P&G’s estimated savings to retail customers of $65 million through logistics gains  Dell Computer’s outperforming of the competition in terms of shareholder value growth over more than two decades by over 3,000% using: Direct business model Build-to-order strategy  Wal-Mart transformation into the world’s largest retailer by changing its logistics system: highest sales per square foot, inventory turnover and operating profit of any discount retailer

41. 41 Exercise  Through secondary research identify salient features of the supply chain of following companies:  Maruti Udyog Limited  Asian Paints  Namdhari  Shoppers Stop