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? polyester rubber latex cotton other materials Source: 7 Di che cosa parliamo? Source: 8 4

5 Di che cosa parliamo? Earlier this year, a factory explosion at an Evonik Industries plant in Germany dramatically reduced the amount of nylon supply available to its customers, one of those customers being A. Schulman. This could have led to a supply chain disaster, had it not been for a riskmanagement best practice Schulman and other plastics manufacturers follow: shifting to alternate materials and in some cases, alternate formulations. Source: Di che cosa parliamo? 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/ 10 5

6 Di che cosa parliamo? a company with a manufacturing facility in China that wanted to expand production into Brazil. The first thing you have to understand is that manufacturing in China is massively different from manufacturing in Brazil, in a number of ways: in how we set up our factories, in how we work with the government, in how we get product into the factories and then out of the factories as finished goods and into the hands of the consumer. And in this particular case, we needed to build a factory, fill a factory and hire a labor force in about 120 days. Source: 11 Decisioni complesse nello spazio e nel tempo 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 12 6

7 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! 13 Cosa è una supply chain? Manufacturer Distributor / Warehouse Customer Manufacturer Store Supplier Supplier Supplier Supplier Subcontractor 14 7

8 Cosa è una supply chain (SC)? Una supply chain è composta da tutte le parti (aziende) coinvolte, direttamente o indirettamente, nel soddisfare la rischiesta da parte di un cliente per un prodotto o un servizio Numerosi attori: o o o o o o Manufacturers / Produttori Suppliers / Fornitori Wholesalers / Distributors / Retailers / Rivenditori Carrier/3PL/Logistics service providers Subcontractors Customers / Clienti 15 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 16 8

9 Configurazione di una SC Lineare Supply chain layer or echelon Convergente Divergente 17 Qual è l obiettivo di una supply chain? L obiettivo è 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 18 9

10 Cosa si intende per supply chain management (SCM)? Supply Chain Management (SCM) consiste nella gestione di asset, prodotti, informazioni, e flussi economici per massimizzare il valore totale della supply chain SCM riguarda la gestione efficiente ed efficace dei flussi di materiali, economico-finanziari e informativi 19 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) 20 10

11 Cosa si intende per supply chain management (SCM)? SCM coinvolge numerosi processi Prospettiva interna Prospettiva esterna (interfaccia) La prospettiva della focal company 21 Cosa si intende per supply chain management (SCM)? Prospettiva interna Plan Source Make Deliver Service Return 22 11

12 Principali processi di supply chain management Demand management Supply management Distribution network design and management Transportation management Inventory management Manufacturing management 23 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 24 12

13 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 25 La prospettiva della focal company Suppliers Manufacturer Store Customer Intel LG Microsoft DELL WalMart Elec. sellers Raw material Part suppliers Intel DELL Focal Company 26 13

14 Una prospettiva sistemica Our decisions Our goals Unexpected consequences Business success Other agents goals Unexpected consequences Other agents decisions 27 Principali trend che coinvolgono il SCM Shift in global economic power By 2030 the size of the leading emerging economies will overtake that of the current G7 group new market, new territories, new rules Demographic & social change By 2025 the world s population will be about 8 billion new customers? Less resources? Technological breakthroughs New products, new services, new cost structures, new SC structures Climate change and resource scarcity An increase of 35% in food demand is expected by 2030 Rapid urbanization By 2025 it is expected that there will be 37 megacities (up from 23 today) 28 14

15 Altri fattori che influenzano il SCM Densification of Product Diversification of Sales Channels Decentralization of Production Digitization of Products Complexity Cost /value Technology Supply chain security 29 Global SCM management

16 Importance of inter-company coordination SCM pursues the coordination of the SC, occurring when all the stages of a SC work towards a common objective of maximizing the total SC value Coordination is based on information sharing Lack of coordination can results in significant losses 31 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 32 16

17 Supply chain management: decisioni chiave Decision phase SC Design SC Planning SC Execution Frequency Time frame of impact Example of key decisions 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 33 SCM vs Logistics La logistica è costituita dai processi di supply chain che riguardano la pianificazione, implementazione e controllo della movimentazione e dello stoccaggio dei materiali e delle relative informazioni La logistica è una parte del SCM SCM è più ampio del concetto di logistica 34 17

18 SCM vs Logistics Attività tipiche/tradizionali della logistica In-bound transportation Out-bound transportation Storage / warehousing Materials handling Inventory control Order fulfillment (Forecasting) (Production planning) (Packaging) 35 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 36 18

19 SCM as Risk Management Management of risk: entails decisions and actions to: Reduce the exposure to risks Mitigate the consequences of risks Counterbalance the impacts SCM is all about managing risks! 37 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

20 Appendix: the SCOR model SCOR is organized around the five primary management processes of Plan, Source, Make, Deliver, and Return 39 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

21 References Chopra, S., Meindl, P. (2010). Supply Chain Management (4 th edition), Pearson Cavalieri, S., Pinto, R. (2015), Orientare al successo la supply chain, II edizione, ISEDI 41 Credits CELS University of Bergamo Roberto Pinto Ph.D Logistics and Supply Chain Specialist