Documentos de Académico
Documentos de Profesional
Documentos de Cultura
Integration scope
Supply chain management Integrated logistics (material management, physical distribution) Physical distribution management, materials management Value chain management
1960
1970
1980
1990
2000
2010
Time
Late 1980s:
Logistics intra-integration
Managing supply and demand, sourcing raw materials and parts, manufacturing and assembly, warehousing and inventory tracking, order entry and order management, distribution across all channels, and delivery to the customer (Supply Chain Council)
Old paradigm
Firm gains a synergy as a vertically integrated firm, encompassing the ownership and coordination of several supply chain activities.
New paradigm
Firm in a supply chain focuses activities in its area of specialization and enters into voluntary and trust-based relationships with supplier and customer firms.
Order Fulfillment Process- A supply chain management process that involves generating, filling, delivering, and providing on-the-spot service for customer orders.
Returns Management Process- A process that enables firms to manage volumes of returned product efficiently, while minimizing costs and maximizing the value of the returned assets to the firms in the supply chain.
Process stability
LOW
HIGH
3PLs are external suppliers that perform all or part of a companys logistics functions, including: Transportation Warehousing Distribution Financial services Terms contract logistics and outsourcing are sometimes used in place of 3PL.
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Thought of as supply chain integrator, a firm that assembles and manages the resources, capabilities, and technology of its own organization with those of complementary service providers to deliver a comprehensive supply chain solution. 4PLs manage and direct the activities of multiple 3PLs, serving as an integrator. 4PLs are not asset based like 3PLs
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We are providers of outsourced transportation solutions. Using the power of ever improving technology we eradicate any waste or spare capacity within a transport operation. We simplify the complexity of the transportation process; in short, we take your model and improve it. [] (www.3t-europe.com)
Offered services:
Transportation means planning Transportation planning Transportation control services Goods invoicing Accounting and reporting Customized solutions for transportation problems
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Mura ( or )
- unevenness, inconsistency in physical matter or human spiritual condition; Mura is avoided through production leveling (heijunka ) and frequent deliveries
Muri ()
- overburden, unreasonableness or absurdity; Muri can be avoided through a standardized work
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LOGISTICAL EXCELLENCE SEVEN RIGHTS (LOGISTICAL MIX) Right product Right quantity
Right delivery
Right destination
Right time
Right client Right cost
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WHAT IS VALUE ?
Value needs to be created in the eyes of customer, who is, after all, paying for the products or services he/she consumes. The concept of value added is consistent and complementary to the economic concept of value for customer.
The focus of value is therefore translated across functional and company boundaries in both, the design and delivery of the appropriate product-service bundle.
Dimensions of customer value:
Conformance to requirements. Product selection. Price and brand. Value-added services. Relationships and experiences.
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VALUE CHAIN
SUPPORT PROCESSES
BUSINESS MANAGEMENT HUMAN RESOURCES MANAGEMENT INFORMATION PROCESES DEVELOPMENT PROCESES
PRIMARY PROCESSES
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VALUE CHAIN (1) Company activities are divided into the technologically and economically distinct activities that the company performs in doing business Value Activities are nine generic activities (split in two categories: primary and support) which value is the amount that buyers are willing to pay for a product or service Primary activities are those involved in the physical creation of the product or service Support activities provide the inputs and infrastructure that allow the primary activity to take place
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VALUE SYSTEM
Value System
The companys value chain links to the value chains of upstream suppliers and downstream buyers.
Competitive advantage is obtained by optimizing and coordinating the linked activities between the various value chains.
The success of a companies business strategy depends on how effectively firm can influence and create a competitive advantage within the value system it chooses to compete in. a
VALUE SYSTEMS
NETWORKS Many participants Collaboration of competitors possible Low repetitiveness of business processes
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VALUE SYSTEMS
SUPPLY CHAINS / PIPELINES
Driven by the leader at the downstream operations Common operational strategy and policies Highly repetitive work- and material-flows Fixed sequential activities and known products catalogues Predefined participants Strategic sourcing - tend to reduce number of participants Predefined operational rules Information sharing (consumption and stock data given to all participants) Balancing (trade-off) cost and service Strategic imperative of speed and reduced exposure to inventory costs and products obsolescence
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Singer
Instrumentalists
Producer
CD manufacturer
Distributor
Retailer
Me
Recording studio
Sound engineer
Artist
Internet
Me
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WHAT IS CUSTOMER SERVICE ? Martin Christopher: Customer service is to provide time and place utility in the transfer of goods and services between buyer and seller. La Londe: Customer service is a process for providing significant valueadded benefits to the supply chain in a cost-effective way.
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CUSTOMER SERVICE MANAGEMENT Identifying pre-transaction, transaction and posttransaction elements of customer service Measuring customer service and retention (criteria, measures) Setting priorities (customer service optimization)
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ORDER CYCLE TIME It is the sum of the time taken by all the activities performed
within the active cycle
Order processing
Order confirmation Deliveries planning Availability check Checks Insertion
Order preparation
Picking
Check
STOCK Consolidation
Packing Loading Transfer to customer
Order shipment
TRADE-OFFS
Cost / Sales Sales growth
B
Cost
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SCOR
The SCC is an independent, not-for-profit, trade association Membership open to all companies and organizations Focus is on research, application and advancement and advancing state-of-theart supply chain management systems and practices Developer and endorser of the Supply Chain Operations Reference (SCOR) as a cross-industry standard for supply chain management Offers Training, Certification, Benchmarking, Research, Team Development, Coaching, and Cross-standard Integration focused on the SCOR framework Founded in 1996 Approaching 1000 Association Members Chapters in North America, Europe, Japan, South Africa, Latin America, Australia/New Zealand, South East Asia and Greater China, with developing Chapters India and Middle East
MEMEBERS OF SC COUNCIL
China
Australia/New Zealand South Africa Latin America Southeast Asia
Member Location
North America
Japan
Member Affiliation
Europe
Government
SME End User Enabling Technology
Consultant Non-Profit/Academic
0% 10% 20% 30% 40% 50%
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Some members
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SCOR: BOUNDARIES
SCOR spans: All customer interactions, from order entry through paid invoice. All product (physical material and service) transactions, from suppliers supplier to customers customer, including equipment, supplies, spare parts, bulk product, software, etc. All market interactions, from the understanding of aggregate demand to the fulfillment of each order SCOR does not attempt to describe every business process or activity, including: Sales and marketing (demand generation) Research and technology development Product development Some elements of post-delivery customer support
SCOR: PROCESSES
Plan
Plan
Deliver Return Source Return Make Deliver Return
Source Return
Make
Deliver
Return
Plan
Source Return Make Deliver Return Source Return
Suppliers Supplier
Supplier
Internal or External
Your Company
Customer
Internal or External
Customers Customer
#
1
Description
Comments Level 1 defines the scope and content for the Supply chain Operations Reference-model. Here basis of competition performance targets are set.
Deliver Return
A companys supply chain can be configuredto-order at Level 2 from the core process categories. Companies implement their operations strategy through the configuration they choose for their supply chain. Level 3 defines a companys ability to compete successfully in its chosen markets, and consists of: Process element definitions Process element information inputs, and outputs Process performance metrics Best practices, where applicable System capabilities required to support best practices Systems/tools Companies implement specific supply-chain management practices at this level. Level 4 defines practices to achieve competitive advantage and to adapt to changing business conditions.
P1.3
Balance Production Resources with Supply-Chain Requirements
P1.4
Establish and Communicate Supply-Chain Plans
P1.2
Identify, Assess, and Aggregate Supply-Chain Requirements
Not in Scope
SCOR: METRICS
Level 1 Metrics are primary, high level measures that may cross multiple SCOR processes. They do not necessarily relate to a SCOR Level 1 process (Plan-Source-MakeDeliver-Return). There is hierarchy among the metrics in different levels. Level 1 Metrics are created from lower level calculations (Level 2 metrics) Level 2 Metrics: Associated with a narrower subset of processes. Example: Metric related with Delivery Performance: Total number of products delivered on time and in full based on a commit date. Metric related with Production: Ratio Of Actual To Theoretical Cycle Time
Level 1 Metric
The performance of the supply chain in delivering: the correct product, to the correct place, at the correct time, in the correct condition and packaging, in the correct quantity, with the correct documentation, to the correct customer. The velocity at which a at which a supply chain provides products to the customer.
The agility of a supply chain in responding to marketplace changes to gain or maintain competitive advantage. The costs associated with operating the supply chain.
Delivery Performance
Fill Rates Perfect Order Fulfillment Order Fulfillment Lead Times Supply Chain Response Time Production Flexibility Cost of Goods Sold Total Supply Chain Management Costs
Value-Added Productivity
Warranty / Returns Processing Costs Supply Chain Asset Management Efficiency The effectiveness of an organization in managing assets to support demand satisfaction. This includes the management of all assets: fixed and working capital. Cash-to-Cash Cycle Time Inventory Days of Supply Asset Turns
SCOR CODIFICATION
SCOR processes have unique identifiers: 1. One capital only are level 1 processes: P, S, M, D and R (5 in total) 2. A capital plus a number are level 2: P1, S2, M3, D2, D4 (15 in total) Two groups of exceptions for level 2: Enable: EP, ES, EM, ED and ER (5 in total) and Return: SR1, DR1, SR2, DR2, SR3, DR3 (6 in total) 3. A capital plus a number, a period and a number are level 3 processes:
P1.1, P1.2, S2.1, M1.5, D3.12 (108 processes in total) Two groups of exceptions for level 3: Enable: EP.1, ES.3, EM.4, ED.8, ER.1 (42 in total) Return: SR1.1, DR1.3, SR2.2, DR2.4, SR3.5, DR3.1 (27 in total) 49
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Plan
P2 Plan Source
Suppliers
Source
S1 Source Stocked Products
S2 Source MTO Products
Make
M1 Make-to-Stock
Deliver
D1 Deliver Stocked Products
M2 Make-to-Order
M3 Engineer-to-Order
Return Source
Return Deliver
Enable
Customers
Environmental Management
SCOR Model
GreenSCOR modifies the existing SCOR structure to include environmental processes, metrics, and best practices.
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GreenSCOR maintains the integrity of the current SCOR model by adding to the existing elements.
GreenSCOR Model
Best Practices to green the supply chain (examples) Collaborate with partners on environmental issues Minimize fuel/energy consumption Minimize and reuse packaging materials Metrics to measure the effects of greening (examples) Carbon and Environmental Footprint (proposed) Energy Costs Units per Shipment Processes to capture waste management M1.7, M2.7, M3.8Waste Disposal
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Source
Make
Deliver
Return Enable
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M1.2
Issue Product
M1.3
Produce and Test
M1.4
Package
M1.5
Stage Product
M1.6
Release Product to Deliver
M1.7
Activities associated with collecting and managing waste produced during the produce and test process including scrap material and nonconforming product.
Waste Disposal
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Product/Portfolio Management
Customer processes Supplier processes
DCOR/SCOR/CCOR DCOR spans the activities between customer requirements and the design or specification of a product to meet customer demand. Organized around the processes of Plan, Research, Design, Integrate and Amend. SCOR spans the activities between recognition of demand through product delivery CCOR spans the activities associated with establishing and maintaining a customer relationship, identifying customer requirements and product support. Organized around the processes of Relate, Sale, Price, Assist. All xCOR frameworks are based on the same syntax rules.
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EVOLUTION OF SCOR/DCOR/CCOR
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www.value-chain.org
www.value-chain.org
www.value-chain.org