Dr Michael Wynn-Williams wm97@gre.ac.uk 1 Supply chain: describes the system of resources and processes from raw materials to the market The value chain describes a similar internal perspective for a single company adding value The value chain concerns the maximisation of value Supply chain concerns management of the supply system costs Supply chain management Coordination of materials, information, and funds from the initial raw material supplier to the ultimate customer The value chain links the value-creating activities involved in designing and bringing a product to market
Source: Download Route Value chain analysis also takes in upstream and downstream activities
Source: Download Route Buyers/ Customers Suppliers The Firm Forward integration Backward integration Multiple distribution channels Multiple vendors Should all firms be fully vertically integrated? Buyers/ Customers Suppliers The Firm Forward integration Backward integration Multiple distribution channels Walkers Crisps Flavourings Farmers Packaging Manufacturers TESCO WH Smiths Should Walkers be a vertically integrated firm ? Should a firm make or buy the component parts that go into their final product? The decision is based on Transaction Cost Analysis (O E Williamson) Bounded rationality means that knowledge is limited opportunism occurs when new information emerges or there is specificity Costly contracts control opportunism 8 Issues to consider: Control Risk Investment Flexibility Strategic control (produce internally) Low Control (buy off the shelf) Moderate control (special venture or contract arrangement) Degree of strategic vulnerability High Low Potential for competitive advantage High Low Source: Griffin and Pustay (2010:516) on Queen and Hilmer (1994) Access to market pricing Access to economies of scale Strategic flexibility in sourcing components Open to new developments Reduces coordination costs Strategic alliances with suppliers give benefits of vertical integration without the associated organizational problems 11 Global Reducing costs Improving quality Access to new technology Offset requirements Presence in a foreign market Domestic Avoid problems of different: language culture currency tariffs Few concerns about quality and safety Domestic purchasing only Foreign buying based on need Foreign buying as part of a procurement strategy Integration of global procurement strategy Assign domestic buyers for foreign purchasing Use foreign subsidiaries or business agents Establish international purchasing offices Assign the responsibility for global sourcing to specific business units Integrate and coordinate worldwide sourcing Continual reevaluation of implementation status, requirements, and capabilities Select best suppliers, establish contract terms and conditions and build desired relationship Request/evaluate proposals from suppliers Determine appropriate nature of buyer-supplier relationship Identify and evaluate potential suppliers worldwide Define scope of international purchasing effort Evaluate operating and competitive environments Role of just-in time inventory (JIT) Economize on inventory holding costs Speeds inventory turnover Difficult to achieve over international distances Drawback: no buffer stock
Role of organization Organizational linkages more numerous and complex Require a separate functional department
Role of IT and the internet Track components across globe to an assembly plant Electronic data interchange (EDI) Bounded rationality perfect market is impossible Avoids friction of transactions Search costs Contracting costs Coordination costs Williamson gave three dimensions of transaction costs Frequency Uncertainty Specificity Vertical integration reduces risk by internalising the employment contracts Lower costs Disperse manufacturing to efficient locations Accommodate local demands Decentralize production Respond to shifts on customer demand Time-based competition extremely important
Centralised manufacturing favoured Decentralized manufacturing favoured Country factors Differences in politics, eco., culture Trade barriers Location externalities Exchange rates Substantial Substantial Important in industry Stable Few Few Not important in industry Volatile Technological factors Fixed costs Minimum efficient scale Flexible manufacturing technology High High Available Low Low Not available Product factors Value-to-weight ratio Serves universal needs High Yes Low No How to read the table: from left (factors) to the preferred cell (high/low etc.) and up to manufacturing style (centralised/decentralised) Optimum PEST conditions Externalities Skilled labor pools Supporting industries Formal and informal trade barriers Exchange rate Fixed costs Minimum efficient scale Flexible manufacturing (lean production) Flexible machine cells Two product features affect decisions Value to weight ratio (Cement) Product serves universal needs (Screws, Bolts)
Two basic strategies Concentrating in a centralized location and serving the world market (Coke, Microsoft) Decentralizing them in various regional or national locations close to major markets (Nike) Initially, established where labour costs low
Later, important centres for design and final assembly Dispersed centres of excellence are consistent with a transnational Strategy
The upgrading of production capability is known as upward migration
Upward migration caused by pressures to: Improve cost structure Customize product to meet customer demand An increasing abundance of advanced factors of production Father Christmas is a purveyor of gifts to children Suppliers include Sony, Apple and ToysRus Father Christmas supplies parents who purchase on behalf of their children You have been appointed as the chief elf for vertical integration What is Father Christmas core competency? Where are the opportunities for vertical integration? Describe different dimensions of global manufacturing strategy
Discuss factors important for making manufacturing location strategies
Examine issues related to global supply chain management
Explain how inventory management is a key dimension of the global supply chain Download, print and read the article on Supply Chain Management (SCM) in the tutorial folder Download and print the accompanying question paper Bring both documents to the tutorial and be prepared to discuss the issues. Download Route <http://www.downloadroute.com/VALUE- CHAIN-ANALYSIS-MEGA-SOFTWARE-sqaki-com-16- VALUE-CHAIN-ANALYSIS-MEGA/image.html> Hill and Hernandez-Requejo (2011) Global Business Today Chapter 14 Williamson O E (1981) The economics of organization: the transaction cost approach in The American Journal of Sociology 87, 3, November 1981 pp548-577 Wynn-Williams M S (2009) Surfing the Global Tide. London: Palgrave Macmillan