Supply Chain Management ME2014: Produktion: Strategi och utveckling

Transcription

1 Supply Chain Management ME2014: Produktion: Strategi och utveckling

2 The major trends in business right now lowcost country sourcing, outsourcing, customization, globalization and more all create tremendous complexities in a supply chain. [...] In most cases, however, companies have not changed how they manage this critical part of the business. Steve Matthesen, vice president and global leader for supply chain at BCG. supply chains compete, not companies (Martin Christopher, Cranfield School of Management)

3 Definitioner [SCM is] the integration of business processes from end user through original suppliers that provides products, services and information that add value for customers. (Cooper, Lambert and Pagh 1997) SCM is the management of relations and integrated business processes across the supply chain that produces products, services and information that add value for the end customer. (Dam Jespersen and Skjott-Larsen 2005) SCM is the integration and management of supply chain organizations and activities through cooperative organizational relationships, effective business processes, and high levels of informations sharing to create high-performing value systems that provide member organizations a sustainable competitive advantage. (Handfield and Nichols 2002) The supply chain encompasses all organizations and activities associated with the flow and transformation of goods from the raw materials stage, through to the end user, as well as the associated information flows. Material and information flows both up and down the supply chain. (Handfield and Nichols 2002) The management of upstream and downstream relationships with suppliers and customers to deliver superior customer value at less cost to the supply chain as a whole. (Christopher 2005) The effort involved in producing and delivering a final product from the supplier s supplier to the customer s customer (Supply-Chain Council 2002) SCM encompasses the planning and management of all activities involved in sourcing and procurement, conversion, and all Logistics Management activities. Importantly, it also includes coordination and collaboration with channel partners, which can be suppliers, intermediaries, third-party service providers, and customers. (Council of Supply Chain Management Professionals, CSCMP)

4 Logistik och SCM (Mills et al. 2005) There is definately a need for the integration of business operations in the supply chain [across firm bundaries] that goes beyond logistics. (Cooper et al, 1997) Rationell samverkan vs. tillit, makt, konfikter och beroende? Minimering av totalkostnad vs. öka lönsamheten på lång sikt för kunder och kunders kunder? Intra- vs. interorganisatoriskt? Integration Förbättra hela kedjan/ nätverket (holistiskt synsätt)

5 SCM, DCM, SNM Supply chain management - i bred och smal bemärkelse Demand chain - i bred och smal betydelse Supply-nätverk

6 from purchasing (operational) to supply management (strategic) Kraljic (1983) each firm should have a purchasing portfolio (portföljmodellen) 2 variables: strategic importance of purchasing & complexity of supply markets

7 Hög Importance of purchasing Hävstång Standard Strategisk Flaskhals Låg Complexity of supply markets Hög

8 materials management sortimentsrensning Köpsamordning med andra enheter reducera antalet leverantörer sök en mix av kontrakt/spot arbeta med totalkostnad supply management stabila och långsiktiga relationer ömsesidigt förtroende utvecklingssamarbete gemensamma mål gemensamma projekt och team, öppet informationsutbyte högsta ledningens engagemang purchasing reducera antalet leverantörer standardisera reducera administrations- och logsitikkostnader reducera transaktionskostnader, tex mha EDI, e-procurement outsourca hela tjänsten sourcing management kortsiktigt: bygg upp säkerhetslager och gör back-up planer påverka konstruktion/sök substitutvaror integrera vertikalt försök göra långsiktiga analyser om kommande marknads- och kapacitetsutvecklingen Text

9 Sourcing Strategies Single sourcing The buying firm depends on a single company for all or nearly all of an item or service Multiple sourcing The buying firm shares its business across multiple suppliers Cross sourcing Using a single supplier for a certain part or service and another supplier with the same capabilities for a similar part Dual sourcing Using two suppliers for the same purchased product or service Source: Bozarth and Handfield (2008) Introduction to Operations and Supply Chain Management

10 Leverantörsrelationer tex SCANIA tex SKF

11 Scania - Purchasing Supplier Categories High Joint Venture Degree of involvement in product development Mature Development Labour Low Catalogue Low Value added by the supplier High

12 October 30, 2007 SKF Group Slide 13 Suppliers segmentation Entreprise Relationship Strategic core suppliers BCC potential suppliers under development GP Suppliers Local Suppliers

13 Fokus (Mills et al. 2005) Uppströms Nedströms Statiskt nätverk Dynamiskt nätverk

14 Myten om inköpschefen Val av leverantör Leverantörsrelationer Leverantörsutveckling Leverantörers bidrag till innovation och produktutveckling Logistikfrågor Figure 5. The upstream perspective 2. The upstream perspective A typical upstream perspective is shown in Figure 5. There are two main a interest, the first concerns the structure of the supply base and the links betwee and supplier. This includes a company s supplier selection and supplier devel policy Uppströms and processes, and the whole area of buyer supplier relationships. The second area is concerned with actual ongoing operations in the supply namely the material and information flow. Looking upstream and including and third tier suppliers into one s thinking largely extends the scope for b process re-engineering and integration efforts.

15 Nedströms Kundval, Kraljic Distributionsnätverk Prognoser Efficient consumer response Reverse logistics Kundutveckling ACTA Most of the research from the supplier s perspective focuses on large companie their distribution networks with retailers and end customers, rather than indu transactions (e.g. Lee et al., 1997). Procter & Gamble and Hewlett Packard hav analysed to discover how they reengineer their downstream value chains in or

16 network in static positions. We term the role of managers taking this perspective as that of an auditor looking to how the efficiency and effectiveness of the supply network is developing and how it may be improved without changing the structure of the network. This perspective aligns well with Porter s (1985) value chain ideas. Understanding a firm s position in respect of its relationship with its supplier, channel, and buyer value chains is a crucial step in determining the appropriate direction of the many trade-off decisions it faces. The static perspective is indicated in two broad situations. In the first, supply chains serving similar end-users are said to compete this is often accompanied by comparisons between these chains, for example comparisons Statiskt nätverk Figure 7. Types of inter-company business process links whole network perspective

17 Statiskt nätverk compare performance in its multiple supply chains; to identify potential competitive Framtidens konkurrens... Inte bara första ledet är intressant Some see it as just common sense. Sceptics dismiss ECR as a buzzword and a fad, merely considering it as rebundling and a repackaging of a range of already familiar techniques and approaches. Converts see it as an opportunity for total business transformation. Each view has its elements of truth (Mitchel, 1997, p. 3). 4. The static network perspective This perspective views a focal firm s whole supply network (see Figure 7), in order to problems and opportunities; and to identify overall process improvements through supply chain thinking. This perspective views the focal company and members of the network in static positions. We term the role of managers taking this perspective as that of an auditor looking to how the efficiency and effectiveness of the supply network is developing and how it may be improved without changing the structure of the network. This perspective aligns well with Porter s (1985) value chain ideas. Understanding a firm s position in respect of its relationship with its supplier, channel, and buyer value chains is a crucial step in determining the appropriate direction of the many trade-off decisions it faces. The static perspective is indicated in two broad situations. In the first, supply chains serving similar end-users are said to compete this is often accompanied by comparisons between these chains, for example comparisons A review of supply networks 1023 Intel Halvledartillverkare Nya Zeeländska tomatodlare Synliggöra risker Figure 7. Types of inter-company business process links whole network perspective

18 The make versus buy literature has grown considerably in recent years and can be divided into two sections, the first emphasises the potentially strategic nature of make versus buy or out-sourcing decisions (Fine and Whitney, 1996; Jennings, 1997; Fine, 1998). There have been many examples of unwanted and unanticipated out-sourcing outcomes: Ford, after outsourcing some gasoline engines to the Dodge brothers (founders of what became a division of Chrysler), was in head to head competition with them in 1914 following their forward integration to produce entire automobiles (Welch and Ranganath Nayak, 1992). Figure 8. The dynamic perspective recent Ford network evolution Dynamiskt nätverk

19 Dematerialisera Ford Dynamiskt nätverk have strengthened the capabilities within their supply chains while US companies have Integrera vertikalt Apple, Valve Integrera horisontellt Black & Decker Subversion Chongqing Imitation Nike IJOPM 24, Figure 8. The dynamic perspective recent Ford network evolution depend less and less on being a primary supplier based on ownership and could only continue to supply Ford on the basis of its performance against competitors. Figure 8 illustrates this latest step in Ford s supply chain evolution. Salvation for Visteon is to grow in volume and expertise by supplying other car OEMs, becoming a more focussed and specialised organisation. For Ford its return on capital employed (ROCE) can steadily rise as Visteon assets disappear from its accounts and it can look forward to lower prices arising from increased competition in markets Visteon supplies. Perhaps the ultimate driver for US companies for this kind of network evolution has indeed been the drive for shareholder value through rises in share price and dividends. This has certainly not been the driver for Japan s automobile or other major companies. According to Kotabe (1998), who compared US and Japanese strategies for global out-sourcing (see Table III), since the 1980s Japanese companies lost manufacturing capability in a range of components and have become more reliant on offshore suppliers. The make versus buy literature has grown considerably in recent years and can be divided into two sections, the first emphasises the potentially strategic nature of make versus buy or out-sourcing decisions (Fine and Whitney, 1996; Jennings, 1997; Fine, 1998). There have been many examples of unwanted and unanticipated out-sourcing outcomes: Ford, after outsourcing some gasoline engines to the Dodge brothers (founders of what became a division of Chrysler), was in head to head competition with them in 1914 following their forward integration to produce entire automobiles (Welch and Ranganath Nayak, 1992).

20 Figure 1 The four sourcing options for buyers The art of the possible Andrew Cox Supply Chain Management: Volume 9 Number 5 The buyer s role is still e arm s-length, providing lim information and allowing s provide innovation throug variant is, however, far mo intensive because buyers m costs for search, selection suppliers throughout the s than just at the first-tier. 2.1 Supplier Cox selection Not all sourcing relationships that buyers have with suppliers are long-term and collaborative. On the contrary the bulk of sourcing is normally based on relatively short-term contracting relationships, with the buyer selecting from amongst competent suppliers in the market, all making their own supply offerings (in terms of functionality and 2.3 Supplier developmen The two broad theoretical above are essentially reacti makes selection decisions supply market offerings m freely in markets, that may competitive. It is possible, operate in a far more proac acts proactively it is norma will shift from arm s-length involvement by the buyer business, to one in which th more long-term and highly In this approach the bu now, jointly, begin to make in the relationship and cre relationship specific adapta

21 Industriperspektiv 5/2 Sören Bergström, JM