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Material Flow
Supplier
Credit Flow
Manufacturing
Supplier
Schedules
Retailer
Consumer
Wholesaler
Retailer
Order
Flow
Cash
Flow
Supply-Chain Management
Planning, organizing, directing, & controlling
flows of materials
Supplier
Inventory
Supplier
Customer
Customer
Manufacturer
Inventory
Supplier
Inventory
Distributor
Inventory
Customer
Conflicting Objectives in SC
Purchasing
Manufacturing
Conflicting Objectives in SC
Warehousing
low inventory
reduced transportation costs
quick replenishment capability
Customers
Material Costs in
Supply-Chain
Wholesale
Manufacturing
31%
11%
58%
8% 9%
COGS
Payroll
Material
83%
Other
Dir. Wages
Other
Retail
13%
16%
71%
COGS
Payroll
Other
Response
Differentiation
Suppliers
goal
Supply
demand at
lowest possible
cost
Respond
quickly to
changing
requirements
and demand
to minimize
stockouts
Share market
research;
jointly
develop
products and
options
Primary
Selection
Criteria
Select
primarily for
cost
Select
primarily for
capacity,
speed, and
flexibility
Select
primarily for
product
development
skills
Response
Differentiation
Process
Characteristics
Maintain high
average
utilization
Invest in
excess
capacity and
flexible
processes
Modular
processes to
lend themselves
to mass
customization
Inventory
Characteristics
Minimize
inventory
throughout
the chain to
hold down
costs
Develop
responsive
system, with
buffer stocks
positioned to
ensure supply
Minimize
inventory in
the chain to
avoid
obsolescence
Response
Differentiation
Lead-time
Characteristics
Invest
aggressively
to reduce
production
lead-time
Invest
aggressively to
reduce
development
lead-time
Product-design
Characteristics
Maximize
performance
and
minimize
cost
Use product
designs that
lead to low
set-up time
and rapid
production
ramp-up
Use modular
design to
postpone
product
differentiation
for as long as
possible
Purchasing
Acquisition of goods & services
Activities
Importance
All industry
Automobile
Food
Lumber
Paper
Petroleum
Transportation
Percent of Sales
52%
61%
60%
61%
55%
74%
63%
Purchasing Techniques
Make/Buy Considerations
Reasons for Making
Supply-Chain Strategies
Negotiate with many suppliers; play one supplier against
another
Develop long-term partnering arrangements with a few
suppliers who will work with you to satisfy the end
customer
Vertically integrate; buy the actual supplier
Keiretsu - have your suppliers become part of a company
coalition
Create a virtual company that uses suppliers on an asneeded basis.
1995
Corel
Corp.
Financial stability
Management
Location
Product
Quality
Price
Service
Delivery on time
Condition on arrival
Technical support
Training
Postponement
Channel assembly
Drop shipping
Blanket orders
Invoiceless purchasing
Electronic ordering and funds transfer
Stockless purchasing
Standardization
Materials Management
Integrates all materials functions
Purchasing
Inventory management
Production control
Inbound traffic
Warehousing and stores
Incoming quality control
Trucking
Railways
Airfreight
Waterways
Pipelines