CHAPTER 2 Supply Chain Management SCM CSCMP Definition

CHAPTER 2 Supply Chain Management

SCM (CSCMP Definition) • The integration of key business processes from end user through original suppliers, that provides products, services, and information that add value for customers and other stakeholders. • Importantly, it also includes coordination and collaboration with channel partners, which can be suppliers, intermediaries, third-party service providers, and customers. • In essence, Supply Chain Management integrates supply and demand management within and across companies.

Supply Chain Network Structure Tier 1 Suppliers Tier 1 Customers Tier 2 Customers 1 1 2 2 n 1 1 2 2 Tier 3 to Consumers/ End-Customers n 1 n n 1 2 3 n 1 2 n n 1 n Focal Company 1 Members of the Focal Company’s Supply Chain Figure 2 -2 Consumers / End-Customers Tier 2 Suppliers Tier 3 to n customers Tier 3 to n suppliers Initial Suppliers Tier 3 to Initial suppliers

The SCM Framework Elements and Key Decisions 2. What processes should be linked with each of these key supply chain members? Supply chain business processes Supply chain management components Supply chain network structure 3. What level of integration and management should be applied or each process link? 1. Who are the key supply chain members with whom to link processes? Figure 2 -3

SUPPLY CHAIN MANAGEMENT Integrating and Managing Processes Across the Supply Chain Information Flow Tier 2 Supplier Manufacturer Tier 1 Supplier Logistics Purchasing Production Customer Marketing & Sales PRODUCT FLOW Consumer/ End-user Finance R&D Supply Chain Business Processes CUSTOMER RELATIONSHIP MANAGEMENT CUSTOMER SERVICE MANAGEMENT DEMAND MANAGEMENT ORDER FULFILLMENT MANUFACTURING FLOW MANAGEMENT PROCUREMENT PRODUCT DEVELOPMENT AND COMMERCIALIZATION RETURNS Source: Douglas M. Lambert, Martha C. Cooper, Janus D. Pagh, “Supply Chain Management: Implementation Issues and Research Opportunities”, The International Journal of Logistics Management, Vol. 9, No. 2, 1998, p. 2. Figure 2 -1

Issues Affecting Channel Structure • Make versus buy: outsourcing • Postponement: shifting the risk - Postponing changes in the form and identity of the product to the last possible point in the marketing process - Postponing inventory location to the last possible point in time

Issues Affecting Channel Structure • Risk -economies of large scale production -reduction in logistics costs -reduction of stockouts -reduction of uncertainty • Local laws • Social and behavioral variables • Physical factors: geography, size of market, concentration of markets • Technological factors

Issues Affecting Channel Structure • Type of distribution -Intensive distribution: chewing gum… -Selective distribution -Exclusive distribution • Seasonality

Issues Affecting Channel Structure Product characteristics • • • Value Technicality Market acceptance Substitutability Bulk Perishability

Customer service objectives • Whatever requested and required by the customer. . . (e. g. availability, order cycle time. . . )

Logistics Supports Marketing • According to Kotler and Armstrong; – marketing management - determining the needs and wants of target markets and delivering the desired satisfactions more effectively and efficiently than competitors – Impact of marketing concept ----customer orientation – Marketing/logistics interfaces focus on physical distribution activities. . .

Logistics Adds Value by Creating Utility • FORM UTILITY is the process of creating the good and service, or putting it in the proper form for the customer to use. (from raw materials to finished goods) • POSSESSION UTILITY is the value added to a product or service because the customer is able to take actual possession. (by credit arrangements, loans. . . ) • TIME UTILITY is the value added by having an item when it is needed. • PLACE UTILITY means having the item or service available where it is needed.

Marketing-Logistics Interaction • Time and place utility –customer service level –customer satisfaction • Customer service is an output of the logistics system

System Approach/Integration • Logistics is, in itself, a system; it is a network of related activities with the purpose of managing the orderly flow of goods, information and service with the logistics channel. • The systems approach simply states that all functions or activities need to be understood in terms of how they affect, and are affected by, other elements and activities with which they interact.

System must be viewed as a whole Logistics and Supply Chain Management Approach

Systems Approach • The sum of a series of activities is greater than its individual parts. • Trade-off analysis-system should be viewed as a whole. High inventory- High customer service High storage costs High obsolescence risks

TOTAL COST CONCEPT • “The total cost concept” is the key to effectively managing logistics processes. • The goal of the organization should be to reduce the total cost of logistics activities, rather than focusing on each activity in isolation.

1 7 MAJOR LOGISTICS COST CATEGORIES Customer service levels Transportation costs Warehousing costs Order processing/information systems costs • Lot quantity costs • Inventory carrying costs • •

• Inventory carrying costs: capital costs, inventory service cost (insurance and taxes on inventory), storage space costs, inventory risk costs. • Lot quantity costs: procurement and production related costs varying with changes in order size or frequency. Order costs, setup costs, capacity lost, material handling cost, price differentials due to buying in different quantities

TRADE-OFF APPROACH IN LOGISTICS • Central goal of trade off in logistics is to maximize long term profitability and the effective use of assets. • Examining trade-offs among alternatives and costs, thereby reducing the overall total cost of activites. • Reduced transportation costs and longer transit timesincreased inventory and inventory carrying costs

Cost Trade-offs Required in Marketing and Logistics 1 5 Price Promotion LOGISTICS Place/ customer service levels Inventory carrying costs Transportation costs Lot quantity costs Warehousing costs MARKETING Product Order processing and information costs Source: Adapted from Douglas M. Lambert, The Development of an Inventory Costing Methodology: A Study of the Costs Associated with Holding Inventory (Chicago, IL: National Council of Physical Distribution Management, 1976), p. 7.

Competition Today the real competition is not company against company but rather supply chain against supply chain. Christopher s. 16, 38