Professional Documents
Culture Documents
UNIT I INTRODUCTION
Business logistics and supply chain importance, objectives and drivers. Strategy planning,
selecting proper channel, performance measurement. Outsourcing- Make vs buy approach
sourcing strategy.
UNIT II MANAGING FLOWS
Planning Networks Decision making under risk Decision trees Decision making under
uncertainty. Distribution Network Design Role - Factors Influencing Options, Value Addition.
Supply Chain Network optimization models. Logistics information system - Role of IT
Framework for IT adoption.
UNIT III INVENTORY AND WAREHOUSING
Transportation Drivers, Modes, Measures - Strategies for Transportation, 3PL and 4PL,
Vehicle Routing and Scheduling. Packaging- Design considerations, Material and Cost.
Packaging as Unitisation. Consumer and Industrial Packaging.
UNIT V ORGANISATION AND CONTROL
[1]
UNIT-I
Logistics is the management of the flow of goods, information and other resources,
including energy and people, between the point of origin and the point of consumption
in order to meet the requirements of consumers (frequently, and originally, military
organizations). Logistics involve the integration of information, transportation,
inventory, warehousing, material-handling, and packaging.
The term "logistics" originates from the ancient Greek "" ("logos""ratio, word,
calculation, reason, speech, oration").
Every company dreams of achieving the seven R's - delivering the right product in the
right quantity and the right condition, at the right place, at the right time, for the right
customer at the right cost. Effective logistics management alone can make this possible.
In the past, quality of products and services was the key differentiating factor for
companies operating in the same market. In due course, quality and low cost became the
winning combination.
Logistics is an organised process of managing the flow of merchandise from the source
of supply - the vendor, wholesaler or distributor - through internal processing functions
like warehousing and transportation, until the merchandise is sold and delivered to the
end customer.
Anything can be ordered online, but receiving a tangible product is impossible. The
difference between e-business success and failure lies in a company's ability to manage
the logistics.
[2]
Logistics management
Business logistics
In business, logistics may have either internal focus (inbound logistics), or external
focus (outbound logistics) covering the flow and storage of materials from point of
origin to point of consumption .
Production logistics
Machines are exchanged and new ones added, which gives the opportunity to improve
the production logistics system accordingly.
Production logistics is getting more and more important with the decreasing batch sizes.
In many industries (e.g. mobile phone) batch size one is the short term aim. This way
even a single customer demand can be fulfilled in an efficient way. Track and tracing,
which is an essential part of production logistics - is also gaining importance especially
in the automotive and the medical industry.
Thus effective fleet management results in substantial savings with increased earnings.
SCOPE
Transportation management
A major sub function of logistics, this creates time and space utility in goods. In fact, the
backbone of an entire supply chain is transportation management.
Warehouse management
Essentially involves efficient management of receiving, stocking and despatching products.
Inventory management
Every company should aim at simultaneously reducing inventory and maintain high
customer service. Therefore, the real challenge lies in building customer service without
increasing inventory.
[3]
Careers in logistics
Reliability is the most desired personality trait for a logistics or a warehouse manager. It
is critical because employees are expected to be on time, pick orders accurately and put
in extra efforts to beat the schedule.
High salaries, flexible timings, profit sharing and continuous training are some of the
competitive benefits for employees in the logistics industry.
Reliability is the most desired personality trait for a logistics or a warehouse manager. It
is critical because employees are expected to be on time, pick orders accurately and put
in extra efforts to beat the schedule.
synchronizing
supply
with
demand
and
measuring
performance
globally."
Managing upstream and downstream value added flow of materials, final goods and
related information among suppliers; company; resellers; final consumers is supply
chain management.
[5]
A customer focused definition is given by Hines "Supply chain strategies require a total
systems view of the linkages in the chain that work together efficiently to create
customer satisfaction at the end point of delivery to the consumer. As a consequence
costs must be lowered throughout the chain by driving out unnecessary costs and
focusing attention on adding value. Throughput efficiency must be increased,
bottlenecks removed and performance measurement must focus on total systems
efficiency and equitable reward distribution to those in the supply chain adding value.
The supply chain system must be responsive to customer requirements."
According to Lambert, Global supply chain forum - supply chain management is the
integration of key business processes across the supply chain for the purpose of creating
value for customers and stakeholders
Supply chain management software includes tools or modules used to execute supply
chain transactions, manage supplier relationships and control associated business
processes.
[6]
In many cases the supply chain includes the collection of goods after consumer use for
recycling. Including 3PL or other gathering agencies as part of the RM re-patriation
process is a way of illustrating the new end-game strategy.
[7]
[8]
Emerging technologies and standards such as the RFID and the GS1 Global Standards are now
making it possible to automate these Supply Chain Networks in a real time manner making
them more efficient than the simple supply chain of the past.
[9]
[10]
[11]
Cash-Flow: Arranging the payment terms and methodologies for exchanging funds
across entities within the supply chain.
Supply chain execution means managing and coordinating the movement of materials,
information and funds across the supply chain. The flow is bi-directional.
Different organizations in the supply chain may have different, conflicting objectives
Manufacturers
long run production, high quality, high productivity, low production cost Distributors
low inventory, reduced transportation costs, quick replenishment capability Customers
shorter order lead time, high quality , large variety of products, low prices Supply chains
are dynamic and change over time
[14]
[15]
supply chain takes on increased importance with in the firm and can considerably reduce the
other costs.
4. Supply chain is important to strategy:
Firms spend a great deal of time finding ways to differentiate their product offerings from those
of their competitors. When management recognizes that supply chain affects a significant
portion of a firms costs and that the result of decisions made about the supply chain processes
yields different levels of customer service, it is in a position to use this effectively to penetrate
new markets, to increase market share, and to increase profits. That is, good supply chain
Management can generate sales, not just reduce costs.
5. Supply Chain adds Significant Customer Value:
Customers become unsatisfied, if the product/service is not delivered to him/her at the time and
place he/she wish to consume it. When a firm incurs the cost of moving the product toward the
customer or making inventory available in a timely manner, customer value has been created. It
is value as surely as that created through the production of a quality product or through a low
price. Supply chain controls two (time and place) out of four values creating variables.
6. Customers increasingly want QUICK customized Response:
Todays customers expect that products and services be delivered at very short time. In addition,
improved internet service, quick information systems, and flexible manufacturing systems have
led the market place toward customization. Rather than consumers having to accept the One
size fits all philosophy in their purchase, suppliers are increasingly offeringproducts that meet
individual customer needs.
7. Supply Chain in Service Industry:
Service sector of industrialized countries is large and growing. The size of this sector alone
forces us to use the supply chain concepts tountap the potentials so far not tapped
DECISION PHASE IN A SUPPLY CHAIN
Successful management of supply chain requires many important decisions, such as strategy,
planning and operations. They are very important because they affect the flow of information,
product and funds in the supply chain. Let us discuss each these decisions.
[17]
Strategy or Design:
Strategy is a grand plan. Supply chain strategy involving decisions how to structure the supply
chain over next several years. It decides what the chains configuration will be, how resources
will be allocated, and what processes each stage will perform. Strategic decisions made by
companies include the location and capacities of production and warehouse facilities, the
products to be manufactured or stored at various locations, the modes of transportation to be
made available along different shipping legs, and the type of information system to be utilized.
A firm must ensure that the supply chain configuration supports its strategic objectives during
this decision phase. Supply chain design decisions are made for the long term and are very
expensive to alter on short notice. Consequently when companies make these decisions, they
must take into account uncertainty in anticipated market conditions over the next few years.
Planning:
The supply chains configuration determined in design phase is fixed for making planning
decisions. Companies start the planning phase with a forecast for the coming year of demand in
different markets. Planning includes decisions regarding which markets will be supplied from
which locations, the sub contracting of manufacturing, the inventory policies to be followed,
and the timing and size of marking promotions. Planning establishes parameters within which a
supply chain will function over a specified period of time. In the planning phase, companies
must include uncertainty in demand, exchange rates, and competition over this time horizon in
their decisions. Given a shorter time horizon and better forecast than the design phase,
companies in the planning phase try to incorporate any flexibility built into optimize
performance. As a result of the planning phase, companies define a set of operating polices that
govern short-term operations.
Operation:
During operation phase (weekly or daily) companies make decisions regarding individual
customer orders. At the operational level, supply chain configuration is considered fixed and
planning policies are already defined. The goal of supply chain operations is to handle incoming
customer orders in the best possible manner. During this phase, firms allocate inventory or
[18]
production to individual orders, set a date that an order is to be filled, generate pick lists at a
warehouse, allocate an order to a particular shipping mode and shipment, set delivery schedules
of trunks and place replenishment orders. Because operational decisions are being made in the
short term, there is less uncertainty about demand information. Given the constraints established
by the operation phase is to exploit the reduction of uncertainty and optimize performance.
Strategic level
Strategic network optimization, including the number, location, and size of warehousing,
distribution centers, and facilities.
[19]
Strategic
partnerships
with
suppliers,
distributors,
and
customers,
creating
Product life cycle management, so that new and existing products can be optimally
integrated into the supply chain and capacity management activities.
Tactical level
Milestone payments.
Operational level
Daily production and distribution planning, including all nodes in the supply chain.
Production scheduling for each manufacturing facility in the supply chain (minute by
minute).
Demand planning and forecasting, coordinating the demand forecast of all customers
and sharing the forecast with all suppliers.
[20]
Order promising, accounting for all constraints in the supply chain, including all
suppliers, manufacturing facilities, distribution centers, and other customers.
From production level to supply level accounting all transit damage cases & arrange to
settlement at customer level by maintaining company loss through insurance company.
[21]
Therefore, the choice of an internal management control structure is known to impact local firm
performance .
In the 21st century, changes in the business environment have contributed to the development of
supply chain networks. First, as an outcome of globalization and the proliferation of
multinational companies, joint ventures, strategic alliances and business partnerships,
significant success factors were identified, complementing the earlier "Just-In-Time", Lean
Manufacturing and Agile manufacturing practices.
Second, technological changes, particularly the dramatic fall in information communication
costs, which are a significant component of transaction costs, have led to changes in
coordination among the members of the supply chain network
The security management system for supply chains is described in ISO/IEC 28000 and ISO/IEC
28001 and related standards published jointly by ISO and IEC
[22]
[23]
Creation era
The term supply chain management was first coined by Keith Oliver in 1982. However, the
concept of a supply chain in management was of great importance long before, in the early 20th
century, especially with the creation of the assembly line. The characteristics of this era of
supply chain management include the need for large-scale changes, re-engineering, downsizing
driven by cost reduction programs, and widespread attention to the Japanese practice of
management.
Integration era
This era of supply chain management studies was highlighted with the development of
Electronic Data Interchange (EDI) systems in the 1960s and developed through the 1990s by the
introduction of Enterprise Resource Planning (ERP) systems. This era has continued to develop
into the 21st century with the expansion of internet-based collaborative systems. This era of
supply chain evolution is characterized by both increasing value-adding and cost reductions
through integration.
In fact a supply chain can be classified as a Stage 1, 2 or 3 network. In stage 1 type supply
chain, various systems such as Make, Storage, Distribution, Material control, etc. are not linked
[24]
and are independent of each other. In a stage 2 supply chain, these are integrated under one plan
and is ERP enabled. A stage 3 supply chain is one in which vertical integration with the
suppliers in upstream direction and customers in downstream direction is achieved. An example
of this kind of supply chain is Tesco.
Globalization era
The third movement of supply chain management development, the globalization era, can be
characterized by the attention given to global systems of supplier relationships and the
expansion of supply chains over national boundaries and into other continents. Although the use
of global sources in the supply chain of organizations can be traced back several decades (e.g.,
in the oil industry), it was not until the late 1980s that a considerable number of organizations
started to integrate global sources into their core business. This era is characterized by the
globalization of supply chain management in organizations with the goal of increasing their
competitive advantage, value-adding, and reducing costs through global sourcing.
Web 2.0 is defined as a trend in the use of the World Wide Web that is meant to increase
creativity, information sharing, and collaboration among users. At its core, the common attribute
that Web 2.0 brings is to help navigate the vast amount of information available on the Web in
order to find what is being sought. It is the notion of a usable pathway. SCM 2.0 follows this
notion into supply chain operations. It is the pathway to SCM results, a combination of the
processes, methodologies, tools and delivery options to guide companies to their results quickly
as the complexity and speed of the supply chain increase due to the effects of global
competition, rapid price fluctuations, surging oil prices, short product life cycles, expanded
specialization, near-/far- and off-shoring, and talent scarcity.
Order fulfillment
Returns management
[27]
Much has been written about demand management. Best-in-Class companies have similar
characteristics, which include the following: a) Internal and external collaboration b) Lead time
reduction initiatives c) Tighter feedback from customer and market demand d) Customer level
forecasting
One could suggest other key critical supply business processes which combine these processes
stated by Lambert such as:
a. Customer service management
b. Procurement
c. Product development and commercialization
d. Manufacturing flow management/support
e. Physical distribution
f. Outsourcing/partnerships
g. Performance measurement
h. Warehousing management
a) Customer service management process
Customer Relationship Management concerns the relationship between the organization
and its customers. Customer service is the source of customer information. It also provides the
customer with real-time information on scheduling and product availability through interfaces
with the company's production and distribution operations. Successful organizations use the
following steps to build customer relationships:
b) Procurement process
Strategic plans are drawn up with suppliers to support the manufacturing flow
management process and the development of new products. In firms where operations extend
globally, sourcing should be managed on a global basis. The desired outcome is a win-win
relationship where both parties benefit, and a reduction in time required for the design cycle and
product development. Also, the purchasing function develops rapid communication systems,
[28]
such as electronic data interchange (EDI) and Internet linkage to convey possible requirements
more rapidly. Activities related to obtaining products and materials from outside suppliers
involve resource planning, supply sourcing, negotiation, order placement, inbound
transportation, storage, handling and quality assurance, many of which include the
responsibility to coordinate with suppliers on matters of scheduling, supply continuity, hedging,
and research into new sources or programs.
c) Product development and commercialization
Here, customers and suppliers must be integrated into the product development
process in order to reduce time to market. As product life cycles shorten, the appropriate
products must be developed and successfully launched with ever shorter time-schedules to
remain competitive. According to Lambert and Cooper (2000), managers of the product
development and commercialization process must:
1. coordinate with customer relationship management to identify customer-articulated
needs;
2. select materials and suppliers in conjunction with procurement, and
3. develop production technology in manufacturing flow to manufacture and integrate into
the best supply chain flow for the product/market combination.
d) Manufacturing flow management process
The manufacturing process produces and supplies products to the distribution
channels based on past forecasts. Manufacturing processes must be flexible to respond to
market changes and must accommodate mass customization. Orders are processes operating on
a just-in-time (JIT) basis in minimum lot sizes. Also, changes in the manufacturing flow process
lead to shorter cycle times, meaning improved responsiveness and efficiency in meeting
customer demand. Activities related to planning, scheduling and supporting manufacturing
operations, such as work-in-process storage, handling, transportation, and time phasing of
components, inventory at manufacturing sites and maximum flexibility in the coordination of
geographic and final assemblies postponement of physical distribution operations.
e) Physical distribution
[29]
3. Productivity measures
4. Asset measurement, and
5. Quality.
External performance measurement is examined through customer perception measures and
"best practice" benchmarking, and includes 1) customer perception measurement, and 2) best
practice benchmarking.
h) Warehousing management
As a case of reducing company cost & expenses, warehousing management is
carrying the valuable role against operations. In case of perfect storing & office with all
convenient facilities in company level, reducing manpower cost, dispatching authority with on
time delivery, loading & unloading facilities with proper area, area for service station, stock
management system etc.
Components of supply chain management are as follows: 1. Standardization 2. Postponement 3.
Customization
Just-in-Time (JIT)
Agile Manufacturing
Available-to-promise (ATP)
However, the unit of analysis of most of these theories is not the system supply chain, but
another system such as the firm or the supplier/buyer relationship. Among the few
exceptions is the relational view, which outlines a theory for considering dyads and networks of
firms as a key unit of analysis for explaining superior individual firm performance (Dyer and
Singh, 1998).[14]
aware of the environmental impact of their purchases and companies SECH ratings and, along
with non-governmental organizations(NGOs), are setting the agenda for transitions to
organically-grown foods, anti-sweatshop labor codes and locally-produced goods that support
independent and small businesses. Because supply chains frequently account for over 75% of a
companys carbon footprint many organizations are exploring how they can reduce this and thus
improve their SECH rating.
For example, in July, 2009 the U.S. based Wal-Mart corporation announced its intentions to
create a global sustainability index that would rate products according to the environmental and
social impact made while the products were manufactured and distributed. The sustainability
rating index is intended to create environmental accountability in Wal-Mart's supply chain, and
provide the motivation and infrastructure for other retail industry companies to do the same.[17]
More recently, the US Dodd-Frank Wall Street Reform and Consumer Protection Act signed
into law by President Obama in July 2010, contained a supply chain sustainability provision in
the form of the Conflict Minerals law. This law requires SEC-regulated companies to conduct
third party audits of the company supply chains, determine whether any tin, tantalum, tungsten
or gold (together referred to as conflict minerals) is made of ore mined/sourced from the
Democratic Republic of the Congo (DRC), and create a report (available to the general public
and SEC) detailing the supply chain due diligence efforts undertaken and the results of the
audit.[18] Of course, the chain of suppliers/vendors to these reporting companies will be expected
to provide appropriate supporting information.
Components
Management components
The SCM components are the third element of the four-square circulation framework. The level
of integration and management of a business process link is a function of the number and level,
ranging from low to high, of components added to the link. Consequently, adding more
management components or increasing the level of each component can increase the level of
integration of the business process link. The literature on business process re-engineering, [19]
buyer-supplier relationships, and SCM suggests various possible components that must receive
[33]
managerial attention when managing supply relationships. Lambert and Cooper identified the
following components:
Work structure
Organization structure
Management methods
SCM software
Supply Chain Management Tomorrow
The future for Supply Chain Management looks very bright. This year, as well as last
year, two major trends are benefiting Supply Chain Management operations. These are
Customer service focus
Information technology
Successful organisations must be excellent in both of these areas, so the importance of
Supply Chain Management and the tools available to do the job right will continue to
[35]
expand.
The Supply Chain Management Pipeline
The freight transportation industry has undergone a revolutionary change during the last decade. As
deregulation spread to all modes of transport, the number of surviving companies declined. Carriers
unprotected by regulation discovered they could not differentiate themselves from the competition on
price alone. Successful transportation companies must provide prompt pickup, excellent customer
service, and swift, complete and damage-free delivery.
The motor carrier industry forges a critical link in a multimodal Supply Chain Management system
and must compete against time and service to stay in business. Shippers move cargo over whatever mode
provides the best service. Less-than-truckload (LTL) motor carriers find their competition particularly
stiff. Parcel carriers constantly increase their maximum shipment weight while truck load carriers now
accept partial trailer loads as small as 10,000 pounds. Shorter cycle times mean better service.
Customers' needs have also changed. The growth of Just-in-Time and Quick Response
Inventory management and third-party Supply Chain Management requires all
Participants in the Supply Chain Management chain to consider shorter cycle time a
Competitive advantage. Manufacturers, distributors, and some carriers effectively use
Information technology to reduce cycle times and improve the quality of freight handling.
Package handlers use the technology to great competitive advantage.
LTL
carriers
data on the movement of freight through their systems. To successfully use information technology to
speed the movement of freight, these carriers must have low-cost
methods to accurately gather and disseminate data. Bar code and radio frequency
technologies provide the tools for LTL carriers to survive and thrive.
Traditional bar codes uniquely identify every package in the pipeline. Scanning the
packages positively confirms custody transfer from shipper to carrier to consignee. Twodimensional
bar codes on shipping documents record the entire bill of lading (BOL).
Scanners in drivers' hands provide error-free entry of the BOL in less than a second.
Radio communication from the truck cab to central operations immediately informs
dispatchers of incoming freight. Similar scanning during delivery shortens the billing
cycle and provides positive confirmation of delivery.
Information technology speeds cargo through every phase of LTL operations.
[36]
Dock management systems speed cross docking operations. A combination of radio communication and
bar code scanning immediately delivers control information to people who need it. From dispatchers to
fork operators, every member of the dock team receives immediate information where they work. The
system efficiently tracks all packages from inbound docks through staging to outbound docks. No
package waits for information.
Yard management systems ensure the delivery of the right equipment to the right location at the right
time. Radio communication to yard tractors keeps shuttle drivers working on the highest priority tasks.
Real-time communication between yard drivers, hub managers, and information support systems
provides positive control of all moving stock. Optimizing personnel and rolling stock results in
shortened stripping and loading time at the doors.
Consistent application of appropriate information technology throughout the Supply Chain
Management pipeline results in shortened cycle times and lowered effort. Immediate, reliable
information allows managers to optimize their physical and human resources. While maximum benefit
comes to those carriers who implement a consistent information strategy throughout their operations,
segmentation of the problem allows carriers to phase in their transformation. Each phase provides
immediate economic benefits, while improving the strategic position of the carrier.
SUPPLY-CHAIN PRINCIPLES
Supply-Chain Principles
If supply-chain management has become top management's new "religion," then it needs a doctrine.
Andersen Consulting has stepped forward to provide the needed guidance, espousing what it calls the
"Seven Principles" of supply-chain management. When consistently and comprehensively followed, the
consulting firm says, these seven
principles bring a host of competitive advantages.
1. Segment customers based on service needs. Companies traditionally have grouped customers by
industry, product, or trade channel and then provided the same level of service to everyone within a
segment. Effective supply-chain management, by contrast, groups customers by distinct service needs-regardless of industry--and then tailors services to those particular segments.
2. Customise the Supply Chain Management network. In designing their Supply Chain Management
network, companies need to focus intensely on the service requirements and profitability of the customer
[37]
segments identified. The conventional approach of creating a "monolithic" Supply Chain Management
network runs counter to successful supply-chain management.
3. Listen to signals of market demand and plan accordingly. Sales and operations planning must span
the entire chain to detect early warning signals of changing demand in ordering patterns, customer
promotions, and so forth. This demand-intensive approach leads to more consistent forecasts and optimal
resource allocation.
4. Differentiate product closer to the customer. Companies today no longer can afford to stockpile
inventory to compensate for possible forecasting errors. Instead, they need to postpone product
differentiation in the manufacturing process closer to actual consumer demand.
5. Strategically manage the sources of supply. By working closely with their key suppliers to reduce
the overall costs of owning materials and services, supply-chain management leaders enhance margins
both for themselves and their suppliers. Beating multiple suppliers over the head for the lowest price is
out, Andersen advises. "Gain sharing" is in.
6. Develop a supply-chain-wide technology strategy. As one of the cornerstones of successful supplychain management, information technology must support multiple levels of decision making. It also
should afford a clear view of the flow of products, services, and information.
7. Adopt channel-spanning performance measures. Excellent supply-chain measurement systems do
more than just monitor internal functions. They adopt measures that apply to every link in the supply
chain. Importantly, these measurement systems embrace both service and financial metrics, such as each
account's true profitability. The principles are not easy to implement, the Andersen consultants say,
because they run counter to ingrained functionally oriented thinking about how companies organise,
operate, and serve customers. The organisations that do persevere and build a successful supply chain
have proved convincingly that you can please customers and enjoy growth by doing so.
FLOWS OF SCM
Supply chain management flows can be divided into three main flows:
[38]
The product flow includes the movement of goods from a supplier to a customer, as well as any
customer returns or service needs. The information flow involves transmitting orders and
updating the status of delivery. The financial flow consists of credit terms, payment schedules,
and consignment and title ownership arrangements. There are two main types of SCM software:
planning applications and execution applications. Planning applications use advanced
algorithms to determine the best way to fill an order. Execution applications track the physical
status of goods, the management of materials, and financialinformation involving all parties.
Some SCM applications are based on open data models that support the sharing of data both
inside and outside the enterprise (this is called the extended enterprise, and includes key
suppliers, manufacturers, and end customers of a specific company). This shared data may
reside in diverse database systems, or data warehouses, at several different sites and companies.
[39]
By sharing this data "upstream" (with a company's suppliers) and "downstream" (with a
company's clients), SCM applications have the potential to improve the time-to-market of
products, reduce costs, and allow all parties in the supply chain to better manage current
resources
and
plan
for
future
needs.
Increasing numbers of companies are turning to Web sites and Web-based applications as part of
the SCM solution. A number of major Web sites offer e-procurement marketplaces where
manufacturers can trade and even make auction bids with suppliers.
ELEMENTS OF SCM
A supply chain is the stream of processes of moving goods from the customer order through the
raw materials stage, supply, production, and distribution of products to the customer. All
organizations have supply chains of varying degrees, depending upon the size of the
organization and the type of product manufactured. These networks obtain supplies and
components, change these materials into finished products and then distribute them to the
customer.
Managing the chain of events in this process is what is known as supply chain management.
Effective management must take into account coordinating all the different pieces of this chain
as quickly as possible without losing any of the quality or customer satisfaction, while still
keeping costs down.
The first step is obtaining a customer order, followed by production, storage and distribution of
products and supplies to the customer site. Customer satisfaction is paramount. Included in this
supply chain process are customer orders, order processing, inventory, scheduling,
transportation, storage, and customer service. A necessity in coordinating all these activities is
the information service network.
In addition, key to the success of a supply chain is the speed in which these activities can be
accomplished and the realization that customer needs and customer satisfaction are the very
reasons for the network. Reduced inventories, lower operating costs, product availability and
customer satisfaction are all benefits which grow out of effective supply chain management.
[40]
The decisions associated with supply chain management cover both the long-term and shortterm. Strategic decisions deal with corporate policies, and look at overall design and supply
chain structure. Operational decisions are those dealing with every day activities and problems
of an organization. These decisions must take into account the strategic decisions already in
place. Therefore, an organization must structure the supply chain through long-term analysis
and at the same time focus on the day-to-day activities.
Further more, market demands, customer service, transport considerations, and pricing
constraints all must be understood in order to structure the supply chain effectively. These are
all factors, which change constantly and sometimes unexpectedly, and an organization must
realize this fact and be prepared to structure the supply chain accordingly.
Structuring the supply chain requires an understanding of the demand patterns, service level
requirements, distance considerations, cost elements and other related factors. It is easy to see
that these factors are highly variable in nature and this variability needs to be considered during
the supply chain analysis process. Moreover, the interplay of these complex considerations
could have a significant bearing on the outcome of the supply chain analysis process.
There are six key elements to a supply chain:
Production
Supply
Inventory
Location
Transportation, and
Information
which plants or outsourced to capable suppliers. These strategic decisions regarding production
must also focus on capacity, quality and volume of goods, keeping in mind that customer
demand and satisfaction must be met. Operational decisions, on the other hand, focus on
scheduling workloads, maintenance of equipment and meeting immediate client/market
demands. Quality control and workload balancing are issues which need to be considered when
making these decisions.
2.Supply
Next, an organization must determine what their facility or facilities are able to produce, both
economically and efficiently, while keeping the quality high. But most companies cannot
provide excellent performance with the manufacture of all components. Outsourcing is an
excellent alternative to be considered for those products and components that cannot be
produced effectively by an organizations facilities. Companies must carefully select suppliers
for raw materials. When choosing a supplier, focus should be on developing velocity, quality
and flexibility while at the same time reducing costs or maintaining low cost levels. In short,
strategic decisions should be made to determine the core capabilities of a facility and
outsourcing partnerships should grow from these decisions.
3.Inventory
Further strategic decisions focus on inventory and how much product should be in-house. A
delicate balance exists between too much inventory, which can cost anywhere between 20 and
40 percent of their value, and not enough inventory to meet market demands. This is a critical
issue in effective supply chain management. Operational inventory decisions revolved around
optimal levels of stock at each location to ensure customer satisfaction as the market demands
fluctuate. Control policies must be looked at to determine correct levels of supplies at order and
reorder points. These levels are critical to the day to day operation of organizations and to keep
customer satisfaction levels high.
4.Location
Location decisions depend on market demands and determination of customer satisfaction.
Strategic decisions must focus on the placement of production plants, distribution and stocking
facilities, and placing them in prime locations to the market served. Once customer markets are
[42]
determined, long-term commitment must be made to locate production and stocking facilities as
close to the consumer as is practical. In industries where components are lightweight and market
driven, facilities should be located close to the end-user. In heavier industries, careful
consideration must be made to determine where plants should be located so as to be close to the
raw material source. Decisions concerning location should also take into consideration tax and
tariff issues, especially in inter-state and worldwide distribution.
5.Transportation
Strategic transportation decisions are closely related to inventory decisions as well as meeting
customer demands. Using air transport obviously gets the product out quicker and to the
customer expediently, but the costs are high as opposed to shipping by boat or rail. Yet using sea
or rail often times means having higher levels of inventory in-house to meet quick demands by
the customer. It is wise to keep in mind that since 30% of the cost of a product is encompassed
by transportation, using the correct transport mode is a critical strategic decision. Above all,
customer service levels must be met, and this often times determines the mode of transport
used. Often times this may be an operational decision, but strategically, an organization must
have transport modes in place to ensure a smooth distribution of goods.
6.Information
Effective supply chain management requires obtaining information from the point of end-use,
and linking information resources throughout the chain for speed of exchange. Overwhelming
paper flow and disparate computer systems are unacceptable in today's competitive world.
Fostering innovation requires good organization of information. Linking computers through
networks and the internet, and streamlining the information flow, consolidates knowledge and
facilitates velocity of products. Account management software, product configurators, enterprise
resource planning systems, and global communications are key components of effective supply
chain management strategy
Decisions about the structure of the supply chain and what processes each stage will
perform
Supply chain design decisions are long-term and expensive to reverse must take into
account market uncertainty
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
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
[44]
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)
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
Cycle view consists of four process cycles, namely customer order cycle, replishment cycle,
Manufacturing cycle and Procurement cycle. Each cycle occurs at the interface between two
successive stages of the supply chain. It is pointed out here that, not every supply chain will
have all four cycles clearly separated. A cycle view clearly specifies the role and responsibilities
of each member of the supply chain. The detailed process description of a supply chain in the
cycle view forces a supply chain design to consider the infrastructure required to support these
processes. When we want set up an information systems to support supply chain operations, the
cycle view is very useful, as process ownership and objectives are clearly defined in cycle view.
Customer order cycle:
All processes directly involved in receiving and filling the customer orders at the customer /
retailer interface consist of customer order cycle. Customer initiates this cycle at a retailer site
and the cycle primarily involves filling customer demand.
Replenishment Cycle:
The replenishment cycle includes all processes involved in replenishing retailer inventories to
meet future demand. It occurs at the retailer / distributor interface. A replenishment cycle may
be triggered at a firm when it is running out of stock.
Manufacturing Cycle:
The manufacturing cycle occurs at the distributor / manufacturer (or retailer, manufacturer)
interface and includes all processes involved in replenishing distributor (or retailer) inventory.
Based on the customer orders, or by the forecast the replenishment order is placed on the
manufacturer. Manufacturing cycle starts immediately after the receipt of the order.
Procurement Cycle:
The procurement cycle occurs at the manufacturer / supplier interface and includes all processes
necessary to ensure that materials are available for manufacturing to occur according to
schedule. Suppliers supply the necessary components
.
[46]
Integration among the above three macro processes is critical for effective and successful
supply chain management
ISCM
CRM
Source
strategic planning
market
Negotiate
demand planning
price
Buy
supply planning
sell
Design collaboration
fulfillment
call center
Supply collaboration
field service
order mgt
Facilities
places where inventory is stored, assembled, or fabricated
production sites and storage sites
Role in the supply chain
Role in the competitive strategy
Components of inventory decisions
Role in the supply chain
the where of the supply chain
[48]
Location
centralization (efficiency) vs. decentralization (responsiveness)
other factors to consider (e.g., proximity to customers)
Inventory
raw materials, WIP, finished goods within a supply chain
inventory policies
Role in the supply chain
Role in the competitive strategy
Components of inventory decisions
Role in the supply chain
Impact on
material flow time: time elapsed between when material enters the supply chain
to when it exits the supply chain
If cost is more important, inventory can be reduced to make the firm more efficient
Trade-off
Cycle inventory
Average amount of inventory used to satisfy demand between shipments
Depends on lot size
Safety inventory
inventory held in case demand exceeds expectations
costs of carrying too much inventory versus cost of losing sales
Seasonal inventory
inventory built up to counter predictable variability in demand
cost of carrying additional inventory versus cost of flexible production
Transportation
moving inventory from point to point in a supply chain
combinations of transportation modes and routes
Role in the supply chain
Role in the competitive strategy
Components of transportation decisions
Role in the supply chain
Can also use slower transportation modes for customers whose priority is price (cost)
Can also consider both inventory and transportation to find the right balance
Mode of transportation:
air, truck, rail, ship, pipeline, electronic transportation
vary in cost, speed, size of shipment, flexibility
In-house or outsource
Information
data and analysis regarding inventory, transportation, facilities throughout the
supply chain
potentially the biggest driver of supply chain performance
Role in the supply chain
Role in the competitive strategy
Components of information decisions
Role in the supply chain
[51]
The connection between the various stages in the supply chain allows coordination
between stages
Crucial to daily operation of each stage in a supply chain e.g., production scheduling,
inventory levels
Allows supply chain to become more efficient and more responsive at the same time
(reduces the need for a trade-off)
Information technology
Push (MRP) versus pull (demand information transmitted quickly throughout the supply
chain)
Enabling technologies
Internet
ERP systems
Supply Chain Management software
Sourcing
functions a firm performs and functions that are outsourced
Role in the supply chain
Role in the competitive strategy
Components of sourcing decisions
Role in the supply chain
Set of business processes required to purchase goods and services in a supply chain
Sourcing decisions are crucial because they affect the level of efficiency and
responsiveness in a supply chain
Example Cisco
Procurement process
Pricing
Price associated with goods and services provided by a firm to the supply chain
Role in the supply chain
Role in the competitive strategy
Components of pricing decisions
Role in the supply chain
Firms can utilize optimal pricing strategies to improve efficiency and responsiveness
Low price and low product availability; vary prices by response times
Example Amazon
[53]
SCM Strategy
Johnson and Scholes define strategy as follows:
"Strategy is the direction and scope of an organisation over the long-term which
achieves advantage for the organisation through its configuration of resources within
a
challenging
environment,
to
meet
the
needs
of markets and
to
Strategy
Tactics
Operational decisions
expectations. This is a crucial level since it is heavily influenced by investors in the business
and acts to guide strategic decision-making throughout the business. Corporate strategy is often
stated explicitly in a "mission statement".
[55]
market. It concerns strategic decisions about choice of products, meeting needs of customers,
gaining advantage over competitors, exploiting or creating new opportunities etc.
Operational Strategy
- is concerned with how each part of the business is organised to deliver the corporate
and business level strategic direction. Operational strategy therefore focuses on issues of
resources, processes, people etc.
organizations assets and evaluate how well they support the strategy. Old machinery and
disparate systems may mean high operational overhead and costly process inefficiencies and
redundancies clearly not supportive of a low cost provider strategy. A formal supply chain
assessment by
operational strengths and opportunities for improvement. Look for a firm that can provide you
with operational benchmarks both inside and outside of your industry inorder to gauge core
competencies. Once the assessment is complete, assemble a team to review and prioritize
recommendations, validate the opportunities, define the risks, and the requirements for
implementation. Ultimately, if there is a disparity between the supply chain strategy and the
operational assets, you may have to make capital investments. Of course, the other alternative is
to change your assumptions and alter your strategy all together!
Develop an Implementation Plan
From this critical work emerges the go forward supply chain strategy directly tied to the
business strategy, highly specific as to enablers and metrics, and with a defined set of
implementation requirements and contingencies. The development of an implementation plan
should include activities and tasks, roles ,responsibilities, a corresponding timeline, and
performance metrics. Establish a sub-team to shepherd the execution and provide project
management responsibility to resolve issues and track status.
Development Considerations
Cooperate and Collaborate with Your Partners Throughout the development process
remember to include your supply chain partners. While you dont necessary need to divulge the
full details of your strategy, you can certainly communicate how you would like to do business.
Ideally, seek out mutual goals that both organizations can execute on. Not only will you be one
step closer to realizing your supply chain strategy, you will learn more about the companies that
you do business with. For example, collaboration in product design may meet your need to stem
R&D costs and also alert you to new product concepts that you wouldnt discover without
working with your customer.
Outsource Where Appropriate Part of developing a supply chain strategy includes
[57]
Evaluating opportunities to outsource areas that are not your core competency. If someone else
can do it cheaper, it may be worth outsourcing not only to driv e down costs, but also to focus
more resources on the core competencies your organization does well. but also to focus
more resources on the core competencies your
and it is precisely because of these different levels of the enterprise at which strategies
necessarily must be developed, that companies so often have major gaps between their highest
level business strategy and their supply chain strategy. There are some additional risks
associated with developing these separately, which include:
Developing a supply chain strategy without a true understanding of the business case and
value propositions the costs and benefits are not known
Utilizing different or new resources in the operational model development that werent
exposed to the original business strategy thinking, thereby diluting and weakening the supply
chain strategy.
Confusing or conflicting communications to the organization where objectives
may be contradictory
Organization Challenges
The company and its organizational culture play a key role in developing and executing a
supply chain strategy. The following are some common organizational challenges found in
many companies:
Lack of ownership many supply chain processes and value levers do not have an owner in
the traditional sense
Tower of Babel problem most organizations across the enterprise do not speak a common
supply chain language
Organizational focus some managers are functional or process oriented and do not
understand the value levers multiple drivers model
Extending the Supply Chain most supply chain initiatives involve external parties (trading
partners) which makes strong collaboration a requirement
[60]
[61]
[62]
[63]
Time frame
Measurement
Specificity
Focus
[64]
Strategy Linkages
Corporate Strategy
Business Unit Strategy
purchasing Strategy
Commodity Strategy
STEPS IN DEVELOPING PURCHASINGSTARTEGY
1 Define Requirements
2 Portfolio Analysis
3 Market Research
4 Set Goals and Gap Analysis
5 Sourcing
6 Execute
7 Monitor and Review Performance
STEP 1 DEFINE REQUIREMENTS
Business unit
Objectives
Purchasing
Goals
Business units may be
Manufacturing, Logistics,
Engineering
STEP 2 Classification of Purchase
Requirement - Portfolio Analysis
Strategic
Leverage
Multiple
[65]
Few
Many
Number of Capable Suppliers
High
Low
Value to Buyer
Acquisition
Low dollar value.
Standardized commercial items.
Limited Purchase Supervision.
Use of Purchase cards,
electronic catalogs,
automated transaction systems.
Acquisition
STEP 3 MARKET RESEARCH
Current Purchasing expenditures [also look at other business units and their expenses]
Current and potential Suppliers
Identify strategies of market leaders
Determine current and future volumes
Sources of Information Supplier literatures, government reports, trade magazines,
Thomas register, databases search
STEP 4 SET GOALS
Evaluate the progress of strategy development by setting goals.
Characteristics of Goals:
Measurable and action oriented.
Evaluate overtime and compare with competitors
Look at the overall picture beyond price
[66]
[67]
Final Step
Review Meetings
Share results with top management
Feedback from customer and supplier
TYPES OF PURCHASING STRATEGIES
Supply Base Optimization
[Number and mix] [Supplier performance]
TQM of Suppliers
[Zero Defect / Continuous improvement] [SPC] [DOE] [Quality Audits]
Global Sourcing
[World Market and Source of Supply] [Exposure] [competition] [increase supplier
pool]
Long-Term Supplier Relationships
[qualified supplier] [depending on portfolio analysis]
Early Supplier Design Involvement
[new product development] [concurrent engineering]
Supplier Development
Total Cost of Ownership
[beyond up-front price] [effects of non conformance and associated prices]
IMPLEMENTATAION
PHASE 1:
Basic Beginning
Ensure Supply Capacity
Limited control over change/improvement
Supply base consolidation
Supplier quality focus
[68]
PHASE 2:
Moderate Development
Ad hoc supplier alliances
Cross-functional sourcing teams
Supply base optimization
International sourcing
PHASE 3:
Limited Integration
Strategic supplier alliances
Supplier TQM development
Total cost of ownership
Early supplier involvement
Dock to stock pull systems
PHASE 4:
Fully Integrated Supply Chains
Automated purchasing procedures [ Internal and External]
Insourcing/ outsourcing to maximize core competencies of
firms throughout the supply chain
purchasing strategies
Scope of purchasing
Creating Profit in a Business
Processes Examined
Place of purchasing
Financial Impact of Functions
Purchasing as a Strategic Process
[69]
[71]
[72]
Cartels
Organising for Impact
Parking Wheel
External Environment
Role
Relationships
Systems & Structures
Resources
Measurement, Audit & Benchmarking
Why Measure
Operational or Strategic
Use of Indicators
Overall Indicators
Limitations of Indicators
Management by Objectives
Measurement Summary
Benchmarking
[73]
Delivery Performance
Quality Performance
Easy to implement
Disadvantages:
[74]
Least reliable
Most subjective
Usually manual
2. Weighted-Point
Advantages:
Flexible system
Disadvantages:
3. Cost-Based
Advantages:
Disadvantages:
As companies continue to rely on fewer total suppliers, the selection process takes on
even greater importance
Why is optimization critical?
The costs associated with multiple suppliers for each purchased good or service
usually outweigh any perceived reduction in supply risk.
Optimization is a critical prerequisite to the development of a world-class supply
base
Optimization results in improved costs, quality, delivery, and information
sharing.
The remaining suppliers are generally the best suppliers.
Advantages of an Optimized Supply Base
Optimization results in:
Buying from World-class suppliers.
Use of Full-Service Suppliers.
Reduction of Supply Base risk.
Lower Supply Base maintenance costs.
Lower Total Product costs.
Ability to pursue Complex Purchasing Strategies.
Risks of Maintaining Fewer Suppliers
Optimizing the supply base can be beneficially, yet potential risks exist in relying on a
smaller supply base:
Supplier Dependency
Absence of Competition
Supply Disruption
[76]
PERFORMANCE MEASUREMENT
Business organizations need to capitalize on Supply Chain (SC) capabilities and resources to
bring products and services to the market faster, at the lowest possible cost, with the appropriate
product and service features and the best overall value . Performance measures are important to
the effectiveness of SC. Companies can no longer focus on optimizing their own operations to
the exclusion of their suppliers' and customers' operations. Supply Chain Performance Measures
(SCPM) serve as an indicator of how well the SC system is functioning. Measuring SC
performance can facilitate a greater understanding of the SC and improve its overall
performance
SC and improve its overall performance There is an emerging requirement to focus on the
performance measurement of the SC in which company is a partner . Interest on performance
measurement has notably increased in the last 20 years Companies have understood that for
competing in continuously changing environment, it is necessary to monitor and understand
firm performances. Measurement has been recognized as a crucial element to improve business
performance Various performance metrics are in place for measuring effectiveness of SC.
Different perspectives of Supply Chain Performance Measures (SCPM) are cost and non-cost
perspective; strategic, tactical or operational focus business process perspective and financial
perspective (Beamon, 1999). The earlier focus of performance measurement was on financial
perspective which is gradually changing to non-financial perspectives.
A firm's performance measures should:
Be simple and easy to use.
Have a clear purpose.
Provide fast feedback.
Relate to performance improvement, not just monitoring.
Reinforce the firm's strategy.
Relate to both long-term and short-term objectives of the organization.
Match the firm's organization culture.
[77]
[78]
1980s, traditional accounting measures were being criticized as inappropriate for managing
businesses of the day. The mid-1980was a turning point in the performance measurement
literature, as it marked the beginning of the second phase. This phase was associated with the
growth of global business activities and the changes brought about by such growth. In the late
1980s, some frameworks, which attempted to present a broader view of performance
measurement started to appear (Gomes et al., 2004). They underscored the need for the
alignment of financial and non-financial measures in order to be in accordance with business
strategy. The emphasis was on the development of better integrated performance measurement
systems. The structure of the business organization also evolved during this period. The early
19th century saw the birth of systematic large organizations. During the 1980s the business
organizations became global and 1990s were significant with automation of business processes.
The 2000s saw the emergence of e-commerce and boarder less business activities. PMS also
changed with this evolution of business organization from cost accounting system (before
1980s), mixed financial and non financial systems (1990s) to balance integrated approach
(2000s).
Evolution of PMS in an organizational context
.
Period
Before 1980
Characteristics of
business
organisation
Systematic large
organizations
1980 - 1990,
Business
organizations
became global
1990 2000
Automation of
business processes
Characteristics of PMS
(i). Cost Accounting orientation.
(ii).Retroactive approach and results used to promote
organizational efficiency,
facilitate budgeting and attract capital from external
entities
(iii).Performance measurement dominated by
transaction costs and profit
determination
(i). Cost Accounting orientation
(ii).Retroactive approach and results used to promote
organizational efficiency.
(iii).Enhanced to include operations and value adding
perspectives.
(i).A mixed financial and non financial orientation.
(ii).A mixed retroactive and proactive approach.
(iii).Results are used to manage the entire
organization.
(iv).PMS enhanced to include process, quality &
[79]
customer focus
2000 - 2010
e-Commerce and
borderless
business
activities
[80]
[81]
models into:
Balanced models;
Quality models;
Questionnaire-based models;
Hierarchical models; and
Support models.
Balanced Model:
Balanced models consider the presence of both financial and non-financial indicators. In these
models several separate performance measures which correspond to diverse perspectives
(financial, customer, etc.) are considered independently. Some of the important existing models
are (i). Performance Measurement Matrix; (ii). Balanced Scorecard (BSC); and (iii).
Performance Prism.
Quality Models: These are frameworks in which a great importance is attributed to Quality. An
example of quality model is the Business Excellence Model (EFQM-Model) (EFQM, 1999).
Questionnaire-based Models:
These are frameworks based on questionnaire. The Performance Measurement Questionnaire
(PMQ) and TOPP System (a research program studying productivity issues in Norwegian
manufacturing industry)
Hierarchical Models:
SCPM models that are strictly hierarchical (or strictly vertical), characterised by cost and noncost performance on different levels of aggregation are classified as hierarchical models.
Frameworks where there is a clear hierarchy of indicators are:
Performance Pyramid;
Advanced Manufacturing Business Implementation Tool for Europe (AMBITE);
The European Network for Advanced Performance Study (ENAPS) approach; and
Integrated Dynamic Performance Measurement System (IDPMS).
[82]
Support Models: Frameworks that do not build a performance measurement system but help in
the identification of the factors that influence performance indicator are classified as support
models. These models are: (i). Quantitative Model for Performance Measurement System
(QMPMS); and (ii). Model for Predictive Performance Measurement System (MPPMS)
[83]
The BSC includes financial performance measures giving the results of actions already taken. It
also complements the financial performance measures with more operational non-financial
performance measures, which are considered as drivers of future financial performance. By
giving information from four perspectives, the BSC minimizes information overload by limiting
the number of measures used. It also forces managers to focus on the handful of measures that
are most critical. Further, the use of several perspectives also guards against sub-optimization
by compelling senior managers to consider all measures and evaluate whether improvement in
one area may have been achieved at the expense of another.
Performance Prism: The performance prism framework suggests that a PMS should be
organised around five distinct but linked perspectives of performance
Stakeholder satisfaction (Who are the stakeholders and what do they want and need?);
Strategies (What are the strategies we require to ensure the wants and needs of our
stakeholders?);
Processes (What are the processes we have to put in place in order to allow our
strategies to be delivered?);
[84]
The Performance Pyramid: The purpose of the performance pyramid (refer Figure 4) is to link
an organisations strategy with its operations by translating objectives from the top down (based
on customer priorities) and measures from the bottom up. ThisPMS includes four levels of
objectives that address the organisations external effectiveness (left side of the pyramid) and its
internal efficiency (right side of the pyramid). The development of a companys performance
pyramid starts with defining an overall corporate vision at the first level, which is then
translated into individual business unit objectives. The second-level business units are shortterm targets of cash flow and profitability and long-term goals of growth and market position
(e.g. market, financial). The business operating system bridges the gap between top-level and
day-to-day operational measures (e.g. customer satisfaction, flexibility, productivity). Finally,
four key performance measures (quality, delivery, and cycle time, waste) are used at
Departments and work centres on a daily basis. Ghalayini et al. (1996) suggest that the main
strength of the performance pyramid is its attempt to integrate corporate objectives with
operational performance indicators. However, this approach does not provide any mechanism to
[85]
identify key performance indicators, nor does it explicitly integrate the concept of continuous
improvement.
[86]
As a Horizon customer can take full advantage our global network of customers and
suppliers to meet company's short and long term needs. The strength of our relationships enable
us to source large quantities of highly allocated & end-of-life product without direct exposure to
the open market. Our line card is not limited to a few manufacturers; we can provide all major
brands. We provide the best sourcing solution by combining our own stringent quality assurance
procedures with ISO 9001:2000 procedures and thorough product inspection & testing.
Consider the following strengths our Strategic Worldwide Sourcing service offers:
Proactive and Reactive Part Match Sourcing
All Major Brands, No Brand Limitations
Allocated, End-Of-Life, & Obsolete Sourcing
24 Hour Operations
International Offices
Multi-Lingual Staff
Expedited Shipments
Worldwide Logistics Network
Strong Capitalization
ISO 9001:2000 Certified
Comprehensive Product Testing & Inspection
Full Warranty Coverage From Horizon
Confidential treatment of sensitive & proprietary customer information
Best Practices in Supplier Quality Management
Supplier quality management has emerged as one of the leading business practices
in the past few years. World-class manufacturers are making significant investments in systems
and processes to improve supplier quality. This white paper briefly outlines some of the best
practices implemented by such manufacturers in supplier quality management.
the supply chains have become very long. Many consumer products are manufactured in
Mexico or the Far East and then shipped to North American markets using multiple logistics
providers via ocean, air and trucks. It can take weeks for a finished product to reach the store
shelves from a supplier in the Far East. In addition, many of these manufacturers have
streamlined their supply chain and implemented lean inventory techniques. As a result, any
issue in supplier quality can quickly result in stock outs.
Companies that sell industrial products need to preserve their preferred supplier
status to continue to be considered for future business. As a result they are under pressure to
ensure that their products continue to meet or exceed acceptable PPM and Corrective Action
thresholds set by their customers. Hence managing their own suppliers quality is very high on
the agenda for these companies.
The following best practices enable these companies to improve their own quality by
improving their suppliers product and delivery quality.
Supplier quality management has emerged as one of the leading business practices in
the past few years. World-class manufacturers are making significant investments in systems
and processes to improve supplier quality. This white paper briefly outlines some of the best
practices implemented by such manufacturers in supplier quality management.
Best
Practice
#1:
Measuring
&
tracking
cost
of
poor
supplier
quality
Most organizations do not track and measure the cost of poor supplier quality (COPQ)
attributed to their suppliers. Such COPQ may add up to over 10% of the organizations revenue.
Some companies only track supplier COPQ by measuring scrap and increase in MRB inventory.
Results have shown that materials account for less than 50% of the total COPQ. The following
should be taken into account to calculate the actual COPQ.
Using equipment that is capacity constrained for rework due to poor quality, reducing
the overall utilization of the production line
[88]
any of the above costs are incurred due to supplier quality issues. World-class manufacturers are
using all of the above factors to track actual supplier-related COPQ.
Best
Practice
#2:
Cost
recovery
The total COPQ is equal to the COPQ of OEM plus inherited COPQ of suppliers. As a
result, companies need to proactively work with their suppliers to improve their quality, so that
they can reduce their own COPQ. Hence a cost-recovery system, where suppliers are charged
back for providing poor quality of components, is an effective way to introduce business
discipline and accountability into the supply chain.
However, based on our findings, less than 50% of companies pursue cost recovery with
their suppliers. And majority of these companies only recover material costs from their
suppliers. According to a recent report by AMR, an industry analyst group, about 65% of the
costs attributed to the poor supplier quality are non-material related see an example in the
picture below. If a company institutes a quality management system to aggregate such costs and
use it for charge-backs, not only would they be able to fully recover the costs of poor quality
from their suppliers, they would be able to institute a discipline that forces the suppliers to
quickly improve their quality of products shipped.
[89]
Best
Practice
#3:
Supplier
Audit
Supplier Audits are one of the best ways to ensure that supplier is following the processes and
procedures that you agreed to during the selection processes. The supplier audit identifies nonconformances in manufacturing process, shipment process, engineering change process,
invoicing process and quality process at the supplier. After the audit, the supplier and
manufacturer jointly identify corrective actions which must be implemented by the supplier
within an agreed-upon timeframe. A future audit ensures that these corrective actions have been
successfully implemented.
In our research, over 50% of the manufacturers do not follow the best practices in audit, while
engaging with their suppliers. By implementing best practices, manufacturers ensure that the
audit process is effective and efficient and allows them to audit their entire supplier base at least
once a year while maintaining a lean staff of auditors. The following picture shows the best
practices process for internal auditing.
[90]
IN SOURCING
In sourcing is the opposite of outsourcing.
Definition
Insourcing can be defined as the delegation of operations or jobs from production within a
business to an internal entity that specializes in that operation Insourcing is the utilization of
professional from another company employed as a turnkey global extension of a companys
work place and workforce, without transferring the project management and decision-making
control to an outside provider.
What is in sourcing?
When an organization delegates its work to another entity, which is internally yet not a part of
the organization, it is termed as insourcing. The internal entity will usually have a specialized
team who will be proficiency in providing the required services. In sourcing enables
organization to maintain a better control of what they outsource. In sourcing can also be defined
as transferring work from one organization to another organization, which is located within the
same country. In sourcing can also mean an organization building a new business center or
facility which would specialize in a particular activity, usually opt for insourcing in order to cut
down the cost of labour and taxes amongst others. The trend towards insourcing has increased
since the year 2006. Organizations who have been dissatisfied with outsourcing have moved
towards insourcing. Some organization feels that they can have better customer support and
better control over the work outsourcing by insourcing their work rather than outsourcing it. U.S
and U.K are currently the largest outsourcing in the world. The U.S and U.K outsourcing and
insourcing work equally.
What is best for your organization?
If the work involves production, it is ideal for the organization to opt for insourcing, as
reduction in transportation costs and exercise a better control over the project. If the
organization has a number of non-core processes, which are taking plenty of time, effort and
resources to perform in house, it would be wise to outsource these noncore functions.
[91]
Salient features
Insourcing is also referred to as contracting in.
Contracting is often defined as the delegation of operations or jobs from production
with in a business to an internal (but stand-alone) entity (such as a sub contractor)
that specifies in that operation.
It is a business decision that is often made to maintain control of certain productions
or competencies
An alternate use of the term implies transferring jobs to within the country where
the term is used, either by hiring local sub contractors or building a facility.
Insourcing is widely used in an area such as production to reduce costs of taxes,
labour, transportation, etc.,
Insourcing is a business model that requires multi-dimensional expertise and
adequate know-how of technology, trends and business practices.
Insourcing offers benefits over outsourcing
Greater control over resources because they are direct employees.
Better control over intellectual property
Higher acceptance of insourcing. Insourcing can work well for companies looking to use
offshore resources for long periods of time working on strategic activities such as
product engineering and customer facing strategies.
Advantages
1. Higher degree of control over inputs
2. Increases visibility over the process
3. Economies of scale / Scope uses integration
Disadvantages
1. Require high volume
2. High investment
3. Dedicated equipment has limited
4. Problem with supply chain
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OUTSOURCING
Outsourcing is subcontracting a process, such as product design or manufacturing, to a thirdparty company. The decision to outsource is often made in the interest of lowering firm costs,
redirecting or conserving energy directed at the competencies of a particular business, or to
make more efficient use of labour, capital, technology and resources. Outsourcing became part
of the business lexicon during the 1980s. .The strategic use of outside service provides to
perform non-revenue generating activities so that an organization may focus on its core
competencies. Outsourcing is a business model for leveraging the capability and capacity
externally. Outsourcing is a long-term result oriented business in an external service provider
for services traditionally performed with in a company. Outsourcing means taking out a specific
area of the business and giving it to someone who is an expert and having assumed end-to-end
deliveries. Outsourcing involves the transfer of the management and / or day-to-day execution
of an entire business function to an external service provider. The client organization and the
supplier enter into a contractual agreement that defines the transferred services. Under the
agreement the supplier acquires the means of production in the form of a transfer of people,
assets and other resources from the client. The client agrees to procure the services from the
supplier for the term of the contract. Business segments typically outsourced include formation
technology, human resources, facilities and real estate management, and accounting. Many
companies also outsource customer support and call center functions like telemarketing,
customer services, market research, manufacturing and engineering.
Outsourcing and offshoring are used interchangeably in public discourse despite important
technical differences. Outsourcing involves contracting with a supplier, which may or may not
involve some degree of offshoring. Offshoring is the transfer of an organizational function to
another country, regardless of whether the work is outsourced or stays within the same
corporation. With increasing globalization of outsourcing companies, the distinction between
outsourcing and offshoring will become less clear over time. This is evident in the increasing
presence of Indian outsourcing companies in the US and UK. The globalization of outsourcing
operating models has resulted in new terms such as near shoring and right shoring that reflect
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the changing mix of locations. This is seen in the opening of offices and operations centers by
Indian companies in the US and UK.
Multisourcing refers to large (predominantly IT) outsourcing agreements. Multisourcing
is a framework to enable different parts of the client business to be sourced from different
suppliers. This requires a governance model that communicates strategy, clearly defines
responsibility and has end-to-end integration.
Process of outsourcing
Deciding to outsource
The decision to outsource is taken at a strategic level and normally requires board approval.
Outsourcing is the divestiture of a business function involving the transfer of people and the
sale of assets to the supplier. The process begins with the client identifying what is to be
outsourced and building a business case to justify the decision. Only once a high-level business
case has been established for the scope of services will a search begin to choose an outsourcing
partner. A request for proposal (RFP) is issued to the shortlist suppliers requesting a proposal
and a price. A competition is held where the client marks and scores the supplier proposals. This
may involve a number of face-to-face meetings to clarify the client requirements and the
supplier response. The supplier will be qualified out until only a few remain. This is known as
down select in the industry. It is normal to go into the due diligence stage with two suppliers to
maintain the competition. Following due diligence the supplier submit a best and final offer
(BAFO) for the client to make the final down select decision to one suppliers to go into
competitive negotiations.
Negotiations and Finalization
The negotiation takes the original RFP, the supplier proposals, BAFO submissions and converts
these into the contractual agreement between the client and the supplier. This stage finalizes the
documentation and the final pricing structure. At the heart of every outsourcing deal is a
contractual agreement that defines how the client and the supplier will work together. This is a
legally binding document and is core to the governance of the relationship. There are three
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terms become active and a service commencement date when the supplier will take over the
services.
Execution
The transition will begin from the effective date and normally run until four months after
service commencement date. This is the process for the staff transfer and take on of services.
The transformation is the execution of a set of projects to implement the Service Level
Agreement (SLA), to reduce the Total Cost of Ownership (TCO) or to implement new services.
Emphasis is on standardization and centralization. This is the execution of the agreement and
lasts for the term of the contract. Near the end of the contract term a decision will be made to
terminate or renew the contract. Termination may involve taking back services (insourcing) or
the transfer of services to another supplier.
Reasons for outsourcing
Organization that outsource are seeking to realize benefits or address the following
issues:
Cost savings: The lowering of the overall cost of the service to the business. This will
involve reducing the scope, defining quality levels, re-pricing, re-negotiation, cost restructuring. Access to lower cost economies through offshoring called labor arbitrage
generated by the wage gap between industrialized and developing nations.
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Time zone: A sequential task can be done during normal day shift in different time
zones to make it seamlessly available 24X7. Same/similar can be done on a longer
term between earths hemispheres of summer/winter.
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Customer Pressure: Customer may see benefits in dealing with your company, but are
not happy with the performance of certain elements of the business, which they may not
see a solution to except through outsourcing.
Outsourcing objectives
Focus core activity
Reduced costs
Improved operational quality
Achieve high productivity
De-risk the business
Quality of service in outsourcing
Quality of service is measured through a Service Level Agreement (SLA) in the outsourcing
contract. In poorly defined contracts there is no measure of quality or SLA defined. Even when
an SLA exists it may not be to the same level as previously enjoyed. This may be due to the
process of implementing proper objective measurement and reporting which is being done for
the first time. It may also be lower quality through design to match the lower price. There are a
number of stakeholders who are affected and there is no single view of quality. The CEO may
view the lower quality acceptable to meet the business needs at the right price. The retained
management team may view quality as slipping compared to what they previously achieved.
The end consumer of the service may also receive a change in service that is within agreed
SLAs but is still perceived as inadequate. The supplier may view quality in purely meeting the
defined SLAs regardless of perception or ability to do better. Quality in terms of end-userexperience is best measured through customer satisfaction questionnaires, which are
professionally designed to capture an unbiased view of quality. Surveys can be one of research.
This allows quality to be tracked over time and also for corrective action to be identified and
taken. A Mek insey study shows that when processes are outsourced to India, companies not
only get the advantage of low cost but also experience improvement and quality.
Impact of outsourcing
Offshore outsourcing for the purpose of saving cost can often have a negative influence on the
real productivity of a company. Rather than investing in technology to improve productivity,
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companies gain non-real productivity by hiring fewer people locally and outsourcing work to
less productivity facilities offshore that appear to be more productive simply because the
workers are paid less. In contrast, increases in real productivity are the result of more productive
tools or methods of operating that make it possible for a worker to do more work. Non-real
productivity gains are the shifting work to lower paid workers, often without regards to real
productivity. The net result of choosing non-real over real productivity gain is that the company
falls behind and obsoletes itself overtime rather than making real investments in productivity.
From the standpoint of labor within countries on the negative end of outsourcing this may
represent a new threat, contributing to rampant worker insecurity, and reflective of the general
process of globalization. While the outsourcing process may provide benefits to less
developed countries or global society as a whole, in some form and to some degree include
rising wages or increasing standards of living these benefits are not secure. Further, the term
outsourcing is also used to describe a process by which an internal department, equipment as
well as personal, is sold to a service provider, who may retain the workforce on worse
conditions or discharge them in the short term. The affected workers thus often feel they are
being sold down the river.
Advantages
1) Greater flexibility suppliers
2) Lower investment risk
3) Improved cash flow
4) Lower potential labour costs shortage
Disadvantages
1) Possibility of choosing wrong
2) Loss of control over process
3) Potential for guard banding
4) Long lead times / capacity
5) Hollowing out of the corporation
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