Supply chains s betydelse för företaget

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1 Supply chains s betydelse för företaget Inbegriper allt som upphandlas Hela kedjan, alla delar. Leveranskedja som maximerar kundvärde Genomsyrar företagets alla delar Supply chain management ÄR R INTEGRERING AV AKTIVITETERNA SOM ANSKAFFAR MATERIAL OCH TJÄNSTER, ÖVERFÖRS RS TILL PRODUKTER I ARBETE OCH FÄRDIGVARA F OCH LEVERERAR DEM TILL KUND. Konkurrensen finns idag inte mellan företagen utan mellan försörjningskedjorna som företagen har. Supply chain -beslut påverkar företagets strategi. Supplier s goal Primary selection criteria Låg-kostnads strategi Supply demand at lowest possible cost (e.g., Emerson Electric, Taco Bell) Select primarily for cost Response Strategy Respond quickly to changing requirements and demand to minimize stockouts (e.g., Dell Computers) Select primarily for capacity, speed, and flexibility Differentiation Strategy Share market research; jointly develop products and options (e.g., Benetton) Select primarily for product development skills Supply chain -beslut påverkar företagets strategi. Low-Cost Strategy Response Strategy Differentiation Strategy Supply chain -beslut påverkar företagets strategi. Low-Cost Strategy Response Strategy Differentiation Strategy Process characteristics Maintain high average utilization Invest in excess capacity and flexible processes Modular processes that lend themselves to mass customization Lead-time characteristics Shorten lead time as long as it does not increase costs Invest aggressively to reduce production lead time Invest aggressively to reduce development lead time Inventory characteristics Minimize inventory throughout the chain to hold down cost Develop responsive system with buffer stocks positioned to ensure supply Minimize inventory in the chain to avoid obsolescence Productdesign characteristics Maximize performance and minimize costs Use product designs that lead to low setup time and rapid production ramp-up Use modular design to postpone product differentiation as long as possible 1

2 Supply Chain Costs I procent av försäljning Industry All industry Automobile Food Lumber Paper Petroleum Transportation % Purchased Global supply chain frågeställningar I globalt perspektiv måste företagets SC reagera på Tillgänglighet, distribution och leverans, tullar och avgifter samt valutaförändringar Använda senaste tekniken, JIT, kundleverans Lokalkännedom Effekt av att minska SC-kostnader kontra öka försäljningen (hävstångseffekt) Dollars of additional sales needed to equal $1 saved through the supply chain Percent of Sales Spent in the Supply Chain Percent Net Profit of Firm 30% 0% 50% 60% 70% 80% 90% 2 $2.78 $3.23 $3.85 $.76 $6.25 $9.09 $16.67 $2.70 $3.13 $3.70 $.55 $5.88 $8.33 $ $2.63 $3.03 $3.57 $.35 $5.56 $7.69 $ $2.56 $2.9 $3.5 $.17 $5.26 $7.1 $ $2.50 $2.86 $3.33 $.00 $5.00 $6.67 $10.00 Tillverka eller köpa Fördelar finns för båda Vilka är det? Även nackdelar men de nämns inte Table

3 Outsourcing Breakeven med outsourcing Vad är outsourcing? Vad kan outsource:as? Varför outsourcing? Strategiskt planering Core competens Trend Risker med outsourcing? Information Fast kostnad båda alternativen Rörlig kostnad båda alternativen X breakeven F = V in in F V out out Sammanfattning Etiskt eller oetiskt Vilka är fördelarna? Vilka är nackdelarna? Olika för olika företag? Olika för olika branscher? Olika för olika produkter? Olika för olika avstånd geografiskt? Olika för olika länder? Kommunal och statliga bolag? Varför är detta ett problem? När blir gåva en muta? Institute for Supply Management 3

4 Supply chain strategier Många leverantörer Spela ut leverantörer mot varandra Långsiktiga parterskap (få) Veritikala integrationer Keiretsu Virtual companies Handelvaror Prisbaserad Konkurrens Ansvaret hos leverantören ren Få leverantörer Vertical Integration Längre relationer i tid Anpassning och kunskap JIT-intresse intresse,, samarbete och expert- kompeten Stor kostnad byta leverantör Vertical Integration Raw material (suppliers) Backward integration Current transformation Forward integration Iron ore Steel Automobiles Distribution systems Examples of Vertical Integration Silicon Integrated circuits Circuit boards Farming Flour milling Finished goods (customers) Dealers Computers Watches Calculators Baked goods Figure 11.2

5 Lyckosam hantering av SC kräver Mutual agreement on goals Trust Företagskulturerna kompatibla Issues in an Integrated Supply Chain Local optimization - focusing on local profit or cost minimization based on limited knowledge Incentives (sales incentives, quantity discounts, quotas, and promotions) - push merchandise prior to sale Large lots - low unit cost but do not reflect sales Bullwhip effect - stable demand becomes lumpy orders through the supply chain Internet i handeln Eliminerar papper Hoppar över distributionsled Snabb och direkt information Snabb och enkel betalning Leveranskontroll Direktaccess till varandras system Vendor Selection Vendor evaluation Critical decision Find potential vendors Determine the likelihood of them becoming good suppliers Vendor Development Training Engineering and production help Establish policies and procedures 5

6 Vendor Selection Vendor Evaluation Negotiations Criteria Weights Scores (1-5) Weight x Score Cost-Based Price Model - supplier opens books to purchaser Market-Based Price Model - price based on published, auction, or indexed price Competitive Bidding - used for infrequent purchases but may make establishing long-term relationships difficult Engineering/research/innovation skills Production process capability (flexibility/technical assistance) Distribution/delivery capability Quality systems and performance Facilities/location Financial and managerial strength (stability and cost structure) Information systems capability (eprocurement, ERP) Integrity (environmental compliance/ ethics) Total Logistics Management Distribution Systems Objective is to obtain efficient operations through the integration of all material acquisition, movement, and storage activities Is a frequent candidate for outsourcing Allows competitive advantage to be gained through reduced costs and improved customer service Trucking Railroads Airfreight Waterways Pipelines 6

7 Cost of Shipping Alternatives Value of connectors = $1, Holding cost = 0% per year Second carrier is 1 day faster and $20 more expensive Daily cost of holding product = Annual x Product holding /365 value cost = (.0 x $1,750)/ 365 = $1.92 Since it costs less to hold the product one day longer than it does for the faster shipping ($1.92 < $20), we should use the cheaper, slower shipper Lead time (weeks) Time spent placing an order Percentage of late deliveries Percentage of rejected material Number of shortages per year Typical Firms 15 2 minutes 33% 1.5% 00 Benchmark Firms 8 15 minutes 2%.0001% Table 11.6 Assets committed to inventory Percent Total inventory invested in = investment x 100 inventory Total assets Investment in inventory = $11. billion Total assets = $. billion Inventory turnover Inventory turnover = Cost of goods sold Inventory investment Percent invested in inventory = (11./.) x 100 = 25.7% 7

8 Inventory turnover Net revenue $32.5 Cost of goods sold $1.2 Inventory: Raw material inventory $.7 Work-in in-process inventory $.11 Finished goods inventory $.8 Total inventory investment $1.69 Inventory turnover Net revenue $32.5 Cost of goods sold Cost Inventory of goods turnover sold = $1.2 Inventory: Inventory investment Raw material inventory $.7 Work-in in-process inventory = 1.2 / 1.69 $.11 = 8. Finished goods inventory $.8 Total inventory investment $1.69 Inventory turnover Net revenue $32.5 Cost of goods sold Cost Inventory of Average goods turnover weekly sold = $1.2 Inventory: Inventory = $1.2 / investment 52 = $.273 cost of goods sold Raw material inventory $.7 Work-in in-process inventory = 1.2 Inventory / 1.69 $.11 investment = 8. Weeks of supply = Finished goods inventory Average weekly $.8 cost of Total inventory investment goods sold $1.69 = 1.69 /.273 = 6.19 weeks 8