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Module 1 Supply Chain Design
Section A Develop supply chain strategy
Chapter1 Inputs to supply chain strategy
Topic1 BusinessModel
Business strategy
Low cost advantage strategies
Global strategy is one kind of low cost strategy, sinec usiung low cost materials and labor in other regions
Product or service differentiating advatage strategies
Do Competitive analysis
Types
High quality
diversity of the product line
Greater reliability
Special new feature
strategy of supply chain
Focus advantage strategies
Niche marketing
Multicountry strategy
reponsiveness
invest on supply chain agility
innovation
time to market
time to volume
Organizational strategy
goals of organization strategy
Strategy: Costomer focus and aliognment
Pull system
Push System
in reality, most organizationms pursue a push-pull strategy and the pointy where push moves to pull is the key strategic decision
Provide access to real demand data alogn the supply chain for greater visibility of the end customer
Establish trust and promote collaboration among supply chain partners
increase agility of trade partners
Strategy: Product type driven
Businerss plan
Impact of the business plan
Finance
Engineering
Marketing
Operations
Michael Porter five fundamental elements
Customer service
Sales channels
Value system
Operating model
Make to order
Make to stock
engineer to order
Asset footprint
Value proposition
Where and how to add value
Set of core capability
decision making activities
Planning
Enabling
execution activities
Sourcing
Making
Delivering
Returning
competitive advantage
economy of scale
Geographic
Technology advantage
resource advantages
Cost structure
Operationg mode impact
MTS
Low production cost
Hight inventory cost
ATO
in between
MTO
high production cost
low inventory cost
configuration to order
engineer to order
high production cost
high inventory cost
Asset footprint impact
gloable asset footprint, producing centrally
There will be a cost to address business interruption risk
Regional asset footprint
With cross swapping
Country specific asset footprint
Revenue model
Topic 2 External inputs
Chapter2 Supply Chains and Supply Chain Strategy
Topic1 Supply chains and supply chain management
Supply Chain
Supply Chain Management
Topic2 Objectives of supply chain management strategy
Improving market knowledge
Implementing the three Vs
Visibility
Velocity
Variability
Topic3 supply chain strategy
Value proposition
Supply chain capabilities
Cost Structure
Revenue model
Modern supply chain revenue model consider the supply chain as a value added service
Topic4 Supply chain maturity
Stage 1: Multiple dysfunction
Reactive
Stage 2:Semifunctional Enterprise
Reactive efficient
Stage 3: Integrated enterprise
Proactive efficient
Stage 4: extended enterprise
Strategic driver
Topic 5 Misalignments or Gaps in Strategy
Supply chain agility measure by SCOR in two dimentions
Flexibility
Adaptability
Impact factors
Change in market conditions
Rapidity
steadily
incrementally
Change in business direction
New product will require a complete new supply chain
Disruptive technology
Anticipatewd change in market
Innovation is the key to strateghic flexibility
product design
organizational design
supply chain process
A supply chain that has become fast and lean may just leep right on running in a given direction until it starves to death for lack of a marklet
Business combuination or merger
do not impact customer
Product life cycle changes
recognizing misalignments or gaps
resolving misalignments or gaps
Chapter3 Tools and techniques
Topic 1 Marco- and Microeconomic consdierations
Marcoeconomics
the economic cycle
Keynes 经典经济学理论
Real GDP and weighted average price
Interpreting macroeconomic information
Inflation and deflation
Recessions and depressions
Metrics
CPI
CCI
PPI
determine how to set contract terms
Microeconomics
Supply and Demand
Law of demand: As the price of goods or service increase, the demand will decrease
稀缺性
机会成本也影响
Diminishing marginal utility 边际效用
Law of supply: As the price of a good or service increase, supply will also increase, more sellers can sell at a profit
Economies of scale
Diminishing returns
Equilibrium 均衡
Price elasticity 价格弹性
Price elastic of demand
demand is more inelastic over the short term and more elastic over the long term
Coefficient >1 is elastic, <1 is in elastic
Price elastic of supply
Same short term inelastic and longterm elastic
Marginal Analysis 边际分析
Topic 2 Accounting and financial reportinginformation
Topic 3 Strategic Analysis Tools
Section B Design The Supply Chain
Pre
Chapter 1 Business Consideration
Topic 1 Market, Finance and Product Research and Modeling
Market research
demand management
purpose of market research
finding potential markets
analysis markets
refunding product design
demand generation
the four Ps of marketing and demand shaping
demand shaping
customer focused program is still following 4Ps
4Ps
Product
in a customer-focused or world, the starting point for a product or service is often the customer needs
Designed for specific customer segments and may increase profit
There are other impacts
Price
cost. Added menthod
Value proposition method
Price and product are tightly connected
Price may be another way to differentiate products for specific customer segment
Strategic pricing must be carefully and frequently reiewed
Place
Promotion
Topic 2 Collaboration with supply chain partners
Virtual Organization
Requirements for success
Building collaborative relationships
Collaboration with customers
include intermediate customer and end customers
Chapter 2 Supply Chain Design
Topic 1 Supply chain design and configuration
Translating strategy into design
customer and market decisions
define different supply chain for diffrent customer segement
Technology decisions
The theory of constrains
Process decisions and inventory, funds, and information flow
four flows in supply chain
Sourcing
Supply Chain Network Design
Information system architecture
Four factors
organizational functions
communication of coordination requirements
data modeling needs
managment and control structures
Organizational Strategy to information strategy
information content definition
basic information
what to collect
how to collect
how accurate
how to store, access, control and analysis
business modeling
what market segment to target
how to measure performance
how to share profit
how product distribute
SC infrastructure
The appropriate number of facilities
The size and lopcation of each facility
The allocation of space for products within the facility
Sourcing requirements
Distribution strategies
Information policies and controls
Information infrastructure design
Database, network, software, and configuration
Network configuration
Considerations
Location of plants and production leveles for each product
Number, location, and capacity of warehouse
Transportation between all facilities
The supply chain fluctuaction make it make it necessary to keep inventory along supply chain
If build DC near customer？How to optimize transportation cost?
Employ technology
Globalization
Global sourcing
Offshore
Considerations
Port facility, airport
Highway condition
Rail lines
Heavy paperwork
Metrics design
You get what you measure
SCOR
Topic 2 Fulfillment strategies considering market requirements
Balance efficiency with responsiveness
Efficiency focus SC
Customer demand is table and do not fluctuate significantly
The number of forecast errors is low
There is litttle or no adaptation to changes in structure of markets
Product introduction are infrequest
There is limited product variety
Responsiveness focus SC
Customer demand is not stable and can fluctuate signific antly
The number of forecast errors can be high
There is adaption to changes in structure of marklet
It use real-time systems for customer data and purchases
There is a short product life cycle
It may maintain extra or redundant capacity in the form of geographically diversified operations or contracts with suppliers
It may use third party transportation providers for speedy product delivery
It may require its manufacture or suppliers to have a high degree of agility
Level Of Service
Supply chain fit with organizations' market requirements
Intelligent organizations tailor their supply chain to the nature of the product market for the optimum manufacturing scenories and the best distribution capabilities
Two Articles
The Triple A SC
Inventory - Driven Costs
Fit Suppy Chain type to Product
Make SC resilient
Supply Chain Resilince
Topic 3 Product design for New Product or Requirements
Expenses related to design account for 5-15 percent of product cost
Traditional over-the -wall design versus collaborative design
How much collabration?
Implementing design collaboration
Proof of concept
Formalize concept
Formakuze process
Prioritize opportunities based on best value to encourgae adoption
Benefit of design collaboration
Fewer cost overruns
New and improved approaches to design
Improved satisfaction
Improved efficiency
Higher product quality for the price
Broad-based design methods
Design for supply chain
Design for logistics
Benefit
Tradeoffs
Maximizing items on a pallet needs to be balanced against the needs of retailers; slow moving goods may not be desired in larger quantities
Product requirements may make standard box sizes problematic
Cube Out or Weight Out
Design for excellence
DFX
A design process that ensure the outcome is manufacturable, maintainable, cost effective, and high quality
Design method
Standardization
Component commonality
Universality
Modularization
opposite of modularization is integral design
Simplification
Concurrent engineering
Product design processes can be shortend and simplified when stakeholders other than engineers contribute
Design for manufacturing and assembly
Design for Service
Quality
Design for quality
Design for 6 sigma
Quality function deployment
Customization
Mass customization
Require establishing instantaneous communication among the units that build or supply each module
Requires the availability of s¥considerable expertise at the point of differentiation
Requires more expertise by employees at the point of sales since customer may have to be guideed in their selections of custom product
Postponement
It is an excellent example of a push-pull strategy, thus it addresses the uncertainty relative to final demand even if forecast cannot be improved
Glocalization
Similar to multicountry strategy
Need for reverse innovation
Sustainability
Design for enviorment
Design for reverse logistics
Design for remanufacture
Topic 4 Supply Chain Network Optimization
Stage of supply chain network technology optimization
Stage 1 Multiple dysfunction
Drawback
What to do?
Stage 2 Semifunctional enterprise
How it looks like
What to do?
Stage 3 Integrated enterprise
How it looks like?
What to do?
Stage 4 Extended enterprise
How it looks like?
What to do?
Moving between optimization stages
Optimizationan and innovation are never ending goals
Supply chain can not skip stage
Supply chain network optimization strategy
Setting Steps
1. Determine the goals and teh desired end state of the SC
2. Create cross -functional and cross-business team
3. Organize the SC's operational process and IT mission
4. Design in change management ad training with stringent timetables for all parties. Measure results and provide feedback
5. Create a conceptual model that will adequately explain teh process and all of its elements
6. Establish tecnical infrastructure
Cnetralized and ecentralized approaches mixed to optimized the decision -making process
Considerations
1. Technology development and its benefit
2. Knowledge about all members of supply chain network
3. Team work
Role of nucleus firm and cross-functional teams
Executive team
Technology team
Buying team
Making team
Selling team
inventory team
Delivery team
Chapter 3 Technology Design
Topic 1 Information technology and Supply Chain Management
Role of IT in SCM
The key it turning data into information and then turning infomration into action
IT
IS
To increase supply chain velocity, agility and scalability
To provide cost effective global visibility of data
to avoid bullwhip effect
to creat lean, cost effective supply chains by replacing inventory flows with infromation flows and moving from push to pull
to gather, store, and analyze knowledge and share it among supply chain partners
to facilitate strategic, tactical, and operational planning and coordination
to drive accuracy of data and provide straight-through processing
To facilitate new relationships
to deepen trust in existing relationship
Information system architecture
If the organization wants to change its basic architecture, its information system architecture will also need to be changed
Databse and database management
Network
Intranet
Extranet
Software
Safetware can be judged by its relative costs, its reliability, its relevance, its maintainability
SaaS
Key Advantage of SaaS
Configuration
Server/Client
Cloud computing
Comprehensive supply chain management system
Three categories
Process value supply chain
Value delivery supply chain
Demand channel
Modulars
ERP
APS
SCEM
WMS
TMS
CRM
SRM
Benefit-cost rationale for new technology
Tangible benefit
Intangible benefit
Tangible Cost
Intangible cost
Benefit-cost analysis
ROI
Technology audits and implementation reviews
Technology audits include pre- and post- implementation IT reviews, system development life cycle reviews, and database reviews
The external auditor's recommendations on IT should include an explanation of the cost of continuing to use the existing technology versus replacement cost.
U.S. Sarbanes-Oxley Act of 2002 SOX
Canada Csox
Mitigating typical IT risks
Make incremental improvements
Clearly define business requirements
Perform due diligence on proposals
Control scope creep
Control excessive customization
Topic 2 Electronic Business
An internet-enabled supply chain have the benefits
Visibility and efficient, reponsive networks
Global reach
Improved financial position
Revenue
Profit
Intermediaries
Customer loyalty
The exhibit 1-43 is an important table show the diffrence between traditional supply chain and electrical business supply chain
Topic 3 Key technology applications
ERP
Functionality
Shared Master Data
CRM-Sales
Sales orders
Pricing
Billing
Quotes
ATP
SCEM+WMS+TMS - Logistics
QUality management
Receiving
Issuing
Warehousing
Inventory
APS+ECC - Planning
S&OP
SPS/MRP
plnning
BOM
Scheduling
Manufacturing
Shopfloor control
Production order
Repetitive manufacturing
SRM- Purchasing
POs
Contracts
Quotas
Requirements
Vender List
HR
Personnel
Travel
Payroll
Time management
Finance
General ledger
Assets
A/P
A/R
ERP database and shared master data: A key feature of ERP system is a shared central database.
Customer file
Product price file
Suplier file
Open order file
PO
BOM
Inventory file
Order and PO history files
Transactional: Decision makers use the ERP planning module to set corporate strategy; Analytical and forecasting tools use ERP data as external market intelligence; Strategy are translated into department specific goals; S&OP synchronize supply with demand
ERP system evolution to advanced systems
ERP versus best of breed system
If need to use technology to create a competitive advantage, go to best of breed
If the business case requires a niche application, go to best-of-breed
Use of upgrades, new release of ERP, or new modules
Cloud computing
SaaS
purchased software
Configuration vs. customization
A company is generally better off upgrading current hardware, database, software, and business processes to best practice standard rather than customizing ERP to fit existing system
ERP system normally should meet 80% of commen business requirement
APS
The key use of APS is to help make sourcing and timing decisions when multiple facilities are available to provide the suuply required to meet the demand.
Demand management
Resource managment
Requirement optimization
It allows planners to simulate the effect of changes in demand, capacity...
Resource allocation
ATP: Available To Promise
CTP: Capable To Promise
PTP: Profitable To Promise
Benefit of APS
Rewmove pressure from bottlenecks in system; APS will decide where, when and how make the plancan use all the resource most efficient to meet the demand
APS also makes tradeoffs between conflicting objectives as determinded by the strategy
SCEM
Active Visibility
Customer can see their issue handling progress
Managers can do gloable track and trace
Can measure SC performance
......
The Benefit
Faster reponse times to changes in supply and/or demand
Ability to receive exception notifications on portable devices
Earlier marketing and sales demand reaction
WMS
TMS
Topic 4 Data acquisition and management
Chapter 4 Implementation Tools- Communications and Projects
Topic 1 Communications
Topic 2 Project Management
Module 2 Supply Chain Planning and Execution
Section D Logistics
Topic 1 Transport
Objective and consideration
Product Movement
Efficient use of time
Consider JIT
Efficient use of money
Vehicle costs
Driver/operater costs
Vehicle operating costs
General and administrative costs
Insurance and security costs
minimal harm to the enviroment
Use truck as temporary storage
Short term storage
Crowd facility
Change the destination
Strakholders in transport decision
Shipper
Recipient
Carrier
Government
Public
Mode of transport
Types
Mode of transport
Types
Selection
Question: Apply ship iPhone by air? for sure
Special mentioned package delivery service
Intermode transport
Topic 2 Wahrehousing
Value added warehousing
Consideration
Numbers
location
Capability
Chapter 5 Logistics
Topic 1 Introduction to logistics
Inventory and forecasting need to be consider in logistics
What is included in logistics?
Warehouse
Transport
import/export
packaging
materials handling
inventory management
logistics information system
Chapter 6 warehouse management
Topic 1 Warehouse Objectives and planning
Type
Private
Public
Contracted
Mixed
Consideration when select the type
Control
Flexibility
Mark up
Investment/depreciation
Objectives
Organization of storage locations
Velocity analysis
Cube utilization
Stock location
Random location=floating inventory location
Fixed location
ABC classification
A
10%-20% by volume
50%-70% by doller
50%-70% by doller
B
20% by volume
20% by doller
C
60%-70% by volume
10%-30% by doller
Warehouse capacity forecasting and planning
Time frame 3 to 5 years
Mode=Average= level between safety stock and minimal level
forecast average inventory level
Topic 2 warehouse capability
Activities
Value added
Receiving
Prepacking
Put-away
Sorting
Order picking
Moving
Shipping
Packing and marking
Service Value
Cycle counting
Consolidation
Break-bulk and cross-dock facilities
Postponement
Anticipation(stockpiling inventories)
Spot stocking
Assortment warehousing
Mixing
Section E managing the supply chain
Topic 1 Supply chain metrics
SCOR
Level 1
Process
Plan
Source
Make
Deliver
Return
Enable
Measure
1 Reliability
Perfect Order Fulfillment
2 Responsive
Order fulfillment cycle time
3 Agility
Flexibility
Adaptaibility
VAR=Value At Risks
4 Cost
SCMC=Supply chain management cost
COGS=Cost Of Goods Sold
direct materials
direct labor
overhead
EX
5 Asset
Cash to Cash Cycle Time
=Days of sales outstanding+Inventory Days of Supply-Dyas of payables outstanding
Improve by better forecasting and JIT
Return on Supply Chaion Fixed Assets
Rerurn on working captial
Level 2
Process Type
Planning
Execution
Make to Stock
Drive by inventory(plan)
Standard materials orders
High fill rate, short turnaround
Make to Order
Driven by customer order
Configurable materials
Longer turnaround time
Engineer to Order
Driven by customer requirement
Sourcing new materials
Longest long lead times, low fill rates
Level 3
一个分析的比较多的文章，关于SCOR的
Topic 2 Efficience versus responsive supply chains
Efficient focus
Responsive
Forecast with cushions
Tailoring between
Case of gap three brands
Make supply chain resilient
Build redundancy
Safety stock
Multiple suppliers
high capacity and low utilization
flexibility
Engineering
System
Topic 3 Sales and operation planning (S&OP)
Defination
S&OP meetings
1-Product Review Meeting
2-Demand planning phase
3-Supply planning phase
Review is at product family level
Use demand plan dashboard
focus on close the gap between demand plan and business plan
To have for forecast for all department
4-Supply planning phase
Verify the production plan can be supported or not, otherwise find out the solutions
5- Financial Review Meeting
In doller
talk revenue, profit, cash flow, capex and so on
6- Pre-meeting
7-Executive meeting
Whether plan still on budget
How the product mix works
Strategies need modified?
What decision need to be made and when?
Module 3 Supply Chain Improvement and Best Practice
Section A Comply with standards, Regulation, and Sustainable Best Practice
Chapter 1: international standards and regulatory compliance
Topic 1: Import/Export. Intellectual property, and licensing compliance
Import/export decisions
The purpose of each country's customs regulations are twofold
To provide revenue
To protect domestic industries
Strategy consideration
Use a customs house broker with proven experience
Begin the process before the shipment arrives
Use electrical documents than hard copy
Make sure your counterparty in the trade has done its research
Check the backgrounds of your intermediaries carefully
Export packaging concerns
Packaging for a rough ride
Packaging for perishables
Packaging for customs
packaging for sustainability
labelling
Consolidation
Reverse logistics
Intellectual property rights IP
In countries with developed regulations and enforcement
In US, Artical 1, Section 8, Clause 8
Aware of PAE=Patents Assertion Entity
Violations can report to National IP Rights Coordination Center, to Official Custom Department in EU
In countries with higher IP risk
in US, you can apply patent applications and seek patent protection in 115 countries by applying to the U.S. Patent and Trademark Office
TransAtlantic IPR Portal, include toolkits for specific countries
Licensing compliance
Software
Technology
Topic 2: International accouting, tax, and labor laws
IFRS=International Financial Reporting Standards (International Accounting Standards Board)
GAAP=Generally Accepted Accouting Principle
Leveraging tax advantages
Tax planning to reduce the global tax liability of the extended enterprise
Tax saving and the SC
Procument and taxes
Country and local labor laws
In state-controlled goverment
In market-controlled goverment
US: at-will work common law
Key for SC manager is to knwo that be famaliar about the local labor laws and know if their suppliers are in compliance or not
International labor considrations
Deemed export 视为出口
Dimentions of culture
Geert Hofstede
Chapter 2: Corporate Social Responsibility Considerations
Topic 1: Triple Bottom Line
TBL: economic performance
Short-term vs. Long term 只说问题，没给答案呀！
Sales and financial managers were too eager to make their short-term tragets and would consequenty sacrifice best practice of supply chain management in order to make the numbers looks better
Listed all the issues may happen due to this conflict
TBL: enviormental performance
TBL: social performance
Topic 2: Sustainability guidelines and reporting initiatives
United Nations Global Compact
Human rights
Labour
Enviorment
Anti-corruption
GRI Global Reporting Initiative
Framework
Reporting principles and standard disclosures is about What to report
Implementation Manual is about How to report
Reporting hierarcy
Reporting principle
Content
Stakeholder inclusiveness
Sustainability context
Materiality
Completeness
Quality
Balance
Comparability
Accuracy
Timeliness
Clarity
Reliability
OECD Guidelines for multinational Enterprises
Reporting requirements for conflict minerals
Topic 3: Standards, Accreditations, and Certifications
Benefit of ISO
Basic ISO concept
Voluntary
Market-driven
Consensus 一致性
Registration
Generic management system standard
Quality Standard ISO 9000 series
Enviormental standard ISO 14000 series
Social standard ISO 26000
Social Accoutantability iternational SA8000 guidelines
Child labor
Forced or compulsory labor
Health and safety
Freedom of association and right to collective bargaining
Discrimination
Disciplinary practices
Working hours
Remuneration 薪酬
Management system
Safety standard: ANSI Z.10-2012 Occupational Health and Safety Management Systems
Section B Manage Risk in the Supply Chain
Chapter 1: Risk Identification
Chapter 2: Risk Asseeement and classification
Chapter 3: Risk Response
Chapter 4: Security, Regulatory, and Compliance Concerns
Section C Measure, Analyze, and Improve the Supply Chain
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