Introduzione. Roberto Pinto Dipartimento di Ingegneria Gestionale, dell Informazione e della Produzione (DIGIP) Università di Bergamo

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1 Introduzione Roberto Pinto Dipartimento di Ingegneria Gestionale, dell Informazione e della Produzione (DIGIP) Università di Bergamo Di che cosa parliamo? Pensate ad un qualsiasi prodotto che usate, indossate, consumate Provate a porvi le seguenti domande: 1. Chi lo ha prodotto? 2. Chi lo ha venduto? 3. Da dove arriva? Da dove arrivano i materiali di cui è composto? 4. Come è arrivato fino a me? 5. Quanti km ha percorso per arrivare fino a me? 6. Quando è stato prodotto? 7. Quante aziende / persone hanno preso parte alla sua produzione e trasporto? 2 1

2 Di che cosa parliamo? 3 Di che cosa parliamo? Source: washingtonpost.com 4 2

3 Di che cosa parliamo? Source: seattletimes.nwsource.com 5 Di che cosa parliamo? Source: iter.org 6 3

4 Di che cosa parliamo? Ora, provate a chiedervi: 1. Se io fossi responsabile della produzione / vendita / trasporto di quel prodotto, come dovrei organizzare e gestire le attività? 2. Quali fornitori dovrei scegliere? 3. Come dovrei fare per contenere i costi? 4. Come posso contenere i costi pur garantendo ai miei clienti la massima soddisfazione? 5. Di cosa avrei bisogno in termini di competenze, conoscenze, strumenti per gestire le attività dalla produzione alla vendita e oltre? Come posso usare tali strumenti? Come posso gestire la complessità? Proveremo a capire come rispondere a queste domande! 7 A real-life example How many iphones should be manufactured? Customer perspective: let s go to the store and buy one! Apple announced nextgen iphone If everything goes ok, this process should stay hidden from public view This example relates only to the operations in the supply chain Let s buy components in advance to build new devices Apple perspective: let s ship millions devices in two weeks! Move devices from China to final stores Let s bring components to the factories Sell the product and collect new orders Organize shipping via air and road (and secure them as well) Adapted from: bloomberg.com 8 4

5 A real-life example Apple has already begun flexing its supply chain muscles by shipping so many units of upcoming devices from its manufacturing facilities to sales outlets that it is causing delays for other manufacturers. The company is apparently flooding its channels with devices, causing shipments for other top tier device makers to be delayed to make way for Apple products (Sept. 2014). Source: techcrunch.com/ 9 Cosa è una supply chain? Manufacturer Distributor / Warehouse Customer Manufacturer Store Supplier Supplier Supplier Supplier Subcontractor 10 5

6 Cosa è una supply chain (SC)? A supply chain consists of all parties involved, directly or indirectly, in fulfilling a customer request for a product or a service Numerosi attori: o o o o o o Manufacturers Suppliers Wholesalers / Distributors / Retailers Carrier/3PL/Logistics service providers Subcontractors Customers 11 Configurazione di una SC Numero di livelli Numero di facility per livello Livello di integrazione Estensione geografica FR Gruppo HU IT IT DE DE DE 12 6

7 Configurazione di una SC Lineare Supply chain layer or echelon Convergente Divergente 13 Qual è l obiettivo di una supply chain? L obiettivo è di massimizzare il valore totale generato Cosa è il valore? Una definizione semplificata What the final product / service is worth for the customer Cost incurred by the supply chain in filling the customer s request VALUE 14 7

8 Cosa si intende per supply chain management (SCM)? Supply Chain Management (SCM) isthe management of supplychainassets, products, information, and fund flowsto maximizethe total supply chain value SCM dealswith efficientand effectivematerial, financial, and information flows 15 I principali flussi nella supply chain Information flow Financial flow (money) Suppliers Manufacturer Distributor / Warehouse Store Customer Physical flow (goods) Physical return flow (returned or end-of-life goods) 16 8

9 Cosa si intende per supply chain management (SCM)? SCM coinvolge numerosi processi Prospettiva interna Prospettiva esterna (interfaccia) La prospettiva della focal company 17 Cosa si intende per supply chain management (SCM)? Prospettiva interna Plan Source Make Deliver Service Return 18 9

10 Principali processi di supply chain management Demand management Supply management Distribution network design and management Transportation management Inventory management Manufacturing management 19 Principali processi di supply chain management Demand management Supply management Distribution network design and management Transportation management Inventory management Manufacturing management Finance Sales New Product Development Marketing 20 10

11 Cosa si intende per supply chain management (SCM)? Prospettiva esterna (interfaccia) Plan Source Make Deliver Service Return Plan Source Make Deliver Service Return Plan Source Make Deliver Service Return Plan Source Make Deliver Service Return 21 La prospettiva della focal company Suppliers Manufacturer Store Customer Intel LG Microsoft DELL WalMart Elec. sellers Raw material Part suppliers Intel DELL Focal Company 22 11

12 Una prospettiva sistemica Our decisions Our goals Unexpected consequences Business success Otheragents goals Unexpected consequences Otheragents decisions 23 The major SC issues & trends Supply chain network design and management Complexity management Inventory deployment Information management Cost /value Organizational relationship Performance measurement Technology Transportation management Supply chain security Densification of Product Diversification of Sales Channels Decentralization of Production Digitization of Products 24 12

13 Global SCM management 25 Importance of inter-company coordination SCM pursuesthe coordinationof the SC, occurringwhenallthe stagesof a SC work towardsa common objectiveof maximizingthe total SC value Coordination is based on information sharing Lack of coordination can results in significant losses 26 13

14 Supply chain management: decisioni chiave 3 macro-fasi decisionali SCM Design (or SCM Strategy) SCM Planning SCM Operation (or SCM Execution) Ogni fase è caratterizzata da: Frequenza Orizzonte di impatto 27 Supply chain management: decisioni chiave Decision phase Frequency Time frame of impact Example of key decisions SC Design SC Planning SC Execution Very low (i.e.once every 5 years) Medium to high (3-4 times per year) Very high (daily or weekly) Long, several years SC configuration SC facility location and size Insource / outsource Process definition Transportation available Few months (configuration is fixed) Short, few days or weeks (policies are fixed) Strategic forecasting Supplier selection and mngt Inventory and production policies Market promotions Order fulfillment & shipment Inventory allocation Inbound / outbound logistics Expediting Short term forecasting 28 14

15 SCM vs Logistics Logistics is that part of the supply chain process that plans, implements and controls the efficient, effective flow and storage of goods, services and related information Logistics is a part of the SCM SCM is a broader concept than logistics 29 SCM vs Logistics Logistics typical activities In-bound transportation Out-bound transportation Storage / warehousing Materials handling Inventory control Order fulfillment (Forecasting) (Production planning) (Packaging) 30 15

16 SCM as Risk Management Modern supply chains are exposed to numerous kinds of events that may disrupt the course of their businesses These events are usually: Random(they have a probability of occurrence) Disruptive(they have a relevant impact on the performance) Managerial decisions always entail risks 31 SCM as Risk Management Management of risk: entails decisions and actions to: Reducethe exposure to risks Mitigate the consequences of risks Counterbalance the impacts SCM is all about managing risks! 32 16

17 Appendix: the SCOR model The Supply Chain Operations Reference (SCOR ) model is the product of Supply Chain Council (SCC), an independent, nonprofit, global corporation SCOR helps manage a common set of business problems through a standardized language, standardized metrics, and common business practices which accelerate business change and improve performance 33 Appendix: the SCOR model SCOR is organized around the five primary management processes of Plan, Source, Make, Deliver, and Return

18 Appendix: the SCOR model Provides performance indicators for the supply chain: Reliability: achievement of customer demand fulfillment on-time, complete, without damage etc. Responsiveness:the time it takes to react to and fulfill customer demand Agility: the ability of supply chain to increase/decrease demand within a given planned period Cost: objective assessment of all components of supply chain cost Assets: the assessment of all resources used to fulfill customer demand 35 References Chopra, S., Meindl, P. (2010). Supply Chain Management (4 th edition), Pearson Cavalieri, S., Pinto, R. (2007), Orientareal successo la supply chain, ISEDI

19 Credits CELS University of Bergamo Roberto Pinto Ph.D Logistics and Supply Chain Specialist