firm_theory__supply_chain_management

尼亚加拉大学APICE 物流讲座 公司供应链管理的理论 供应链 电子射频技术 货运管理与环境 商业合作 库存管理

Firm Theory Kim Valbum – RUC – MEASupply Chain Management - In a Management Perspective

尼亚加拉大学APICE 物流讲座 公司供应链管理的理论 供应链 电子射频技术 货运管理与环境 商业合作 库存管理

SCM - DefinitionSCM is ’managing of integrated business processes across the chain of supply to the final customer’. Three clue words are essential:1. 2. 3.

Management (planning, organising etc.) Integration (overcoming cultural barriers) Business processes: handling orders, time-tomarket, customer service, product development, supply

尼亚加拉大学APICE 物流讲座 公司供应链管理的理论 供应链 电子射频技术 货运管理与环境 商业合作 库存管理

Model of a Supply ChainSupplier Supplier Producer Distributor Customer Co-ordination & Management

Functions/activities

Flow of Information Flow of Commodities

尼亚加拉大学APICE 物流讲座 公司供应链管理的理论 供应链 电子射频技术 货运管理与环境 商业合作 库存管理

Example of a Supply Network

尼亚加拉大学APICE 物流讲座 公司供应链管理的理论 供应链 电子射频技术 货运管理与环境 商业合作 库存管理

Flow in the Chain of SupplyInformation Materials EconomyCapacity, campaigns, plans of delivery, raw materials, Semi-manufactures, manufactured goods, credits, Consignments, conditions of payment, invoicing

Suppliers

Producers

Distributors

Retailers

Customers

Sales, orders, stocks, quality, campaigns, return goods, Repairs, service, recycles, disposals, payments, consignments

Information Materials Economy

尼亚加拉大学APICE 物流讲座 公司供应链管理的理论 供应链 电子射频技术 货运管理与环境 商业合作 库存管理

Flows of Materials, Information & EconomyFlow of Materials & Commodities: Control includes the whole chain of supply from raw materials through production to final customer Flow of Information includes systems of planning for sales, production, capacity etc. Flow of Economy includes terms of payment, routines for invoicing etc. (Example: Wal-Mart pays their suppliers when the articles leave the mart!)

尼亚加拉大学APICE 物流讲座 公司供应链管理的理论 供应链 电子射频技术 货运管理与环境 商业合作 库存管理

The difference between SCM & LogisticsSCM has many similarities with Logistics In SCM focus is on external relations Point of departure is in the final customer’s/the market’s need and demand The view on the whole supply chain is holistic SCM is a strategic concept

尼亚加拉大学APICE 物流讲座 公司供应链管理的理论 供应链 电子射频技术 货运管理与环境 商业合作 库存管理

Competition advantage through SCM – some examplesCompany Arla Foods B&O Business concept Market orientation Integration with business processes of key customers Strategic co-operation with suppliers Direct distribution Management by custom order Dedicated B&O shops Direct distribution Only assembly/not product development Management by custom order Competition advantages High delivering reliability Fast reaction on changes in demand Lead time on five days within Europe Less capital tied up in stocks Postponement of customer adaption Little capital tied up in stocks Fast in- and out-phasing of products No channel-conflict at E-sales Direct customer contact

Dell

尼亚加拉大学APICE 物流讲座 公司供应链管理的理论 供应链 电子射频技术 货运管理与环境 商业合作 库存管理

The Double Helix – structure is the key to supply chain & strategyNiche Competitors Integrated products Vertical line of business Modular products Horisontal line of business Technical progress

High complexity

Power of suppliers

Organisational inertia

Pressure for disintegration

Pressure for integration Patent rights Income

尼亚加拉大学APICE 物流讲座 公司供应链管理的理论 供应链 电子射频技术 货运管理与环境 商业合作 库存管理

SCM modelSCM field of interestVision & Strategy

SCM targetCreate competitive advantages

SCM tasksExternal conditions Positioning Strategic identity Task, borderline to final customer Design Structure

End user/customer and prducts/services A networ

k of companies and activities that enter into different processes of business

Market value of final product (quality, ability to deliver, service, marketing) Supply chain and the strategic position

Costs Service Organisation and position related to co-operations partners Management processes across the chain of supply The company’s investments in development and business

Control Relations The internet & SCM Change management Proces orientation

尼亚加拉大学APICE 物流讲座 公司供应链管理的理论 供应链 电子射频技术 货运管理与环境 商业合作 库存管理

Components in a SCM StrategyNetwork Structure

SCM Strategy

Management

Business processes

尼亚加拉大学APICE 物流讲座 公司供应链管理的理论 供应链 电子射频技术 货运管理与环境 商业合作 库存管理

LEGO – characterization - the change process from product to market orientationFROM: Product orientation Management Managment by rules Internal focus Productivity Management by rules and budget Focus on the single activity and product Control Focus on plan Long horizon with frozen plans Control on history and balance Structure of Organization Orientation to product Internal split according to functions Strong limits between company & outside world Business Model One channel of sales One product family Activities & Competences mirror the products More channels of sales More product families Companies & Activities do not mirror each other Orientation to product Internal split according to processes Floating transition bt. company & outside world Focus on accessability and flexibility Short horizon with frozen plans Control by projects and campaigns Management by goals Focus on possibilities of external circumstances Efficiency Empowerment Focus on business and customer TO: Market orientation

尼亚加拉大学APICE 物流讲座 公司供应链管理的理论 供应链 电子射频技术 货运管理与环境 商业合作 库存管理

SCM DriversTECHNOLOGY-IT -Product -Production -Trandsport

NEUTRAL FORCES-Public regulation -Economy -Labour Market -Infrastructure

PARTIAL FORCES-Market -Partners -Competitors -Owners

The Suplly Chain in which the company participates

Design Products etc. Role of the Company Customers

Implementation, works and development

尼亚加拉大学APICE 物流讲座 公司供应链管理的理论 供应链 电子射频技术 货运管理与环境 商业合作 库存管理

Strategies of action – proaction vs. reactionThe Strategist The Army Commander

ProactionClassic strategic planning http://www.77cn.com.cn trend SCM

No planning & execution of plans No monitoration and adaption to external conditions

?

Uncertain owners

The cautious MerchantReaction

尼亚加拉大学APICE 物流讲座 公司供应链管理的理论 供应链 电子射频技术 货运管理与环境 商业合作 库存管理

The competition TriangleCustomers Needs seeking benefits at acceptable prices

Value

Value

Assets & utilization Cost differentiation Company

Assets & utilization

Competitor

尼亚加拉大学APICE 物流讲座 公司供应链管理的理论 供应链 电子射频技术 货运管理与环境 商业合作 库存管理

Solutions to the challenge of distributionPossible solution Content Low complexityPredominantly direct distribution from factory to customer. Little volume and frequency Predominantly direct distribution from factory to customer. Large volume and high frequency Predominantly indirect distribution from factory via distirbution-centres to retailer. Little volume and frequency Predominantly indirect distribution from factory via distribution-centres to retailer. Great volume and frequency

Area of validity Long-term industrial goods Short-term industrial goods Long-term consumer goods Short-term consumer goods

Medium-low complexity Medium

-high complexity High complexity

尼亚加拉大学APICE 物流讲座 公司供应链管理的理论 供应链 电子射频技术 货运管理与环境 商业合作 库存管理

Barriers - 1Like in warfare, the value of a barrier is the product of height and position Height (exclusivity) represents the needed time and investments a competitor must spend to establish a similar position Protected against horizontal and vertical integration Hard to imitate and control and not fast to buy Value of the position represents what it takes the customer to prefer other solutions Position must be essential and make value to the product

尼亚加拉大学APICE 物流讲座 公司供应链管理的理论 供应链 电子射频技术 货运管理与环境 商业合作 库存管理

Barriers – 2 Meaning of height and positionHeight of the barrier (investments X time)Very hard to imitate

1.St mover – can be destroyed, but not imitated

Patents etc.

Structural dominance

Can be made by great investments of time, money – and uncertainty. Can be made without conSiderable inVestments or Uncertainty

Expert knowledge

Technology competences

Trade mark Partnering (can work in more position, dependant on content)

General capacity of production

Production capacity of specific products

Time consuming sales and service

Position importanceAlmost matching Alternatives lead to alternatives exist extra costs Unique importance to the customer

尼亚加拉大学APICE 物流讲座 公司供应链管理的理论 供应链 电子射频技术 货运管理与环境 商业合作 库存管理

Simplified Supply ChainOrder

Upstream business

Delivery of articles (”downstream”)

Downstream business

The Forrester-effect: An indication that a potential for improving is at hand – besides bad performance indicators on a logistic efficiency of a supply chain – can be due to the so-called Forrester-effect or the whiplash effect. This phenomenom is due to, that informations about the actual demand from the end customers are being delayed and distorted throughout the supply chain. This leads to swings in stocks and the level of activity is amplified upstream through the supply chain.

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