How much supply chain important to save and success business

1. Supply-Chain Management Supply-Chain Management

5. The Strategic Importance Of The Supply Chain

6. Global Supply-Chain Issues

7. Supply-Chain Economics

8. Make-or-Buy Decisions

10. Supply-Chain Strategies

11. Many Suppliers

12. Few Suppliers

13. Vertical Integration

14. Keiretsu Networks

16. Issues In an Integrated Supply Chain

17. Opportunities in an Integrated Supply Chain

18. Internet Purchasing

19. Vendor Selection

20. Vendor Evaluation

21. Vendor Development

23. Distribution Systems

24. Cost of Shipping Alternatives

25. Logistics, Security, and JIT

27. Purchasing

28. Outsourcing

29. E-procurement

30. Materials management

31. Keiretsu (a loose coalition of businesses

34. 200 work for VW and are responsible for overall quality, marketing, research, and design

35. 800 work for other contractors and do the assembly work

36. VW looks to innovative supply chain to improve quality and drive down costs

38. VW is buying not only materials, but also the laborand related services

39. Suppliers are integrated tightly into VW’s own network, right down to assembly work in the plant

41. The Strategic Importance of the Supply Chain Supply-chain management is the integration of the activities that procure materials and services, transform them into intermediate goods and the final product, and deliver them to customers Competition is no longer between companies; it is between supply chains

42. Supply-Chain Management Important activities include determining Transportation vendors Credit and cash transfers Suppliers Distributors and banks Accounts payable and receivable Warehousing and inventory Order fulfillment Sharing customer, forecasting, and production information

43. A Supply Chain Figure 11.1

45. Use the latest computer and transmission technologies to schedule and manage the shipment of parts in and finished products out

47. How Supply-Chain Decisions Impact Strategy Table 11.1

48. How Supply-Chain Decisions Impact Strategy Table 11.1

49. Supply-Chain Economics Supply Chain Costs as a Percent of Sales Table 11.2

50. Percent of Sales Spent in the Supply Chain Percent Net Profit of Firm 40% 50% 60% 70% 80% 90% 2 $3.23 $3.85 $4.76 $6.25 $9.09 $16.67 4 $3.13 $3.70 $4.55 $5.88 $8.33 $14.29 6 $3.03 $3.57 $4.35 $5.56 $7.69 $12.50 8 $2.94 $3.45 $4.17 $5.26 $7.14 $11.11 10 $2.86 $3.33 $4.00 $5.00 $6.67 $10.00 Supply-Chain Economics Dollars of additional sales needed to equal $1 saved through the supply chain Table 11.3

51. Reasons for Making Maintain core competence Lower production cost Unsuitable suppliers Assure adequate supply (quantity or delivery) Utilize surplus labor or facilities Obtain desired quality Remove supplier collusion Obtain unique item that would entail a prohibitive commitment for a supplier Protect personnel from a layoff Protect proprietary design or quality Increase or maintain size of company Make-or-Buy Decisions Table 11.4

52. Reasons for Buying Frees management to deal with its primary business Lower acquisition cost Preserve supplier commitment Obtain technical or management ability Inadequate capacity Reduce inventory costs Ensure alternative sources Inadequate managerial or technical resources Reciprocity Item is protected by a patent or trade secret Make-or-Buy Decisions Table 11.4

54. Utilizes the efficiency that comes with specialization

56. Many companies have strict rules and codes of conduct that define acceptable behavior

58. Principles and Standards for Ethical Supply Management Conduct Avoid the intent and appearance of unethical or compromising practice in relationships, actions, and communications Demonstrate loyalty to the employer by diligently following the lawful instructions of the employer, using reasonable care and granted authority Avoid any personal business or professional activity that would create a conflict between personal interests and the interests of the employer Table 11.5

59. Principles and Standards for Ethical Supply Management Conduct Avoid soliciting or accepting money, loans, credits, or preferential discounts, and the acceptance of gifts, entertainment, favors, or services from present or potential suppliers that might influence, or appear to influence, supply management decisions Handle confidential or proprietary information with due care and proper consideration of ethical and legal ramifications and government regulations Promote positive supplier relationships through courtesy and impartiality Avoid improper reciprocal agreements Table 11.5

60. Principles and Standards for Ethical Supply Management Conduct Know and obey the letter and spirit of laws applicable to supply management Encourage support for small, disadvantaged, and minority-owned businesses Acquire and maintain professional competence Conduct supply management activities in accordance with national and international laws, customs, and practices, your organization’s policies, and these ethical principles and standards of conduct Enhance the stature of the supply management profession Table 11.5

62. Long-term partnering with few suppliers

63. Vertical integration

64. Keiretsu

66. Purchasing is typically based on price

67. Suppliers are pitted against one another

69. Create value through economies of scale and learning curve improvements

70. Suppliers more willing to participate in JIT programs and contribute design and technological expertise

73. Integration may be forward, towards the customer, or backward, towards suppliers

74. Can improve cost, quality, and inventory but requires capital, managerial skills, and demand

76. Supplier becomes part of the company coalition

77. Often provide financial support for suppliers through ownership or loans

78. Members expect long-term relationships and provide technical expertise and stable deliveries

80. Fluid organizational boundaries that allow the creation of unique enterprises to meet changing market demands

82. Trust

84. Incentives (sales incentives, quantity discounts, quotas, and promotions) - push merchandise prior to sale

85. Large lots - low unit cost but do not reflect sales

87. Lot size reduction

88. Single stage control of replenishment

89. Vendor managed inventory

91. Drop shipping and special packaging

92. Blanket orders

93. Standardization

97. Long-term master agreements in place

102. Shorter cycle times may improve cash flow

103. Capital investment is low

104. Buyers enjoy comparison shopping, rapid ordering, reduced transaction costs, and lower inventory

106. Critical decision

107. Find potential vendors

108. Determine the likelihood of them becoming good suppliers

109. Vendor Development

110. Training

111. Engineering and production help

113. Cost-Based Price Model - supplier opens books to purchaser

114. Market-Based Price Model - price based on published, auction, or indexed price

117. A frequent candidate for outsourcing

119. Moves the vast majority of manufactured goods

120. Chief advantage is flexibility

121. Railroads

122. Capable of carrying large loads

124. Fast and flexible for light loads

125. May be expensive

126. Waterways

127. Typically used for bulky, low-value cargo

130. Faster shipping is generally more expensive than slower shipping

133. Monitoring and controlling stock moving through supply chains is more important than ever