Gestión

Estratégica de la
Logística en
Cadenas de
Suministro

Jaime Acevedo
Chedid PhD. (c)

Minor en Logística y
Productividad
2P-2017
Capítulo 1

Gestión Cadenas de Suministro

Globales
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Virtual marketplace for Correlation Analysis Risk Assessment

enterprises with transportation Adjusted Forecasting Incident Monitoring
needs… Models Risk Response
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 Recordemos …

Generalidades Gestión Cadenas de

Suministro Globales
CONCEPTOS GENERALES
DEFINITION
DEFINITION

Flujo de Materiales
Flujo de Información
Flujo de Dinero
DEFINITION
DEFINITION
DEFINITION
DEFINITION
DEFINITION
DEFINITION
OBJETIVO SCM:
Maximizar el
valor de
conjunto

Superávit SC
= Valor
Cliente –
Costos SC
DEFINITION
 CORPORATE SOCIAL RESPONSIBILITY

¿Cómo los productos y servicios afectan a las personas y el ambiente?

DEFINITION
 SUSTAINABILITY

Satisfacer las necesidades del presente sin comprometer la capacidad de

las generaciones futuras
DEFINITION
 SUPPLY CHAIN RISK

Minimizing Risk Exposure in Supply Chain

DEFINITION
 SUPPLY CHAIN RISK
DEFINITION
 SUPPLY CHAIN RISK
 CONCEPTOS
Efecto ‘Bullwhip’
Almacenes/
Proveedores Fabricantes Distribución Vendedores Clientes
Sales
Sales

Sales

Sales
Time Time Time Time

[Forrester, 1961 !!]

CONCEPTOS
‘Contrat Logistics’
CONCEPTOS
‘Coopetition’
CONCEPTOS
‘Customer Power’
CONCEPTOS
‘Just In Time II’
CONCEPTOS
‘Logistics Outsourcing’
CONCEPTOS
‘Partnerships’
CONCEPTOS
‘Relational Exchanges’
CONCEPTOS
‘Model SCOR’
ORGANIZING
FRAMEWORK
ORGANIZING
FRAMEWORK

GLOBAL MACROTRENDS AND THEIR IMPACT ON SUPPLY CHAIN MANAGEMENT BY CHAD W. AUTRY, THOMAS J. GOLDSBY, AND
JOHN E. BELL.
ORGANIZING
FRAMEWORK
2020 Future Value Chain Framework: Trends, Objectives and Tactics

GLOBAL MACROTRENDS AND THEIR IMPACT ON SUPPLY CHAIN MANAGEMENT BY CHAD W. AUTRY, THOMAS J. GOLDSBY, AND
JOHN E. BELL.
ORGANIZING
FRAMEWORK

GLOBAL MACROTRENDS AND THEIR IMPACT ON SUPPLY CHAIN MANAGEMENT BY CHAD W. AUTRY, THOMAS J. GOLDSBY, AND
JOHN E. BELL.
ORGANIZING
FRAMEWORK
We see rapid changes in societies around the world …

GLOBAL MACROTRENDS AND THEIR IMPACT ON SUPPLY CHAIN MANAGEMENT BY CHAD W. AUTRY, THOMAS J. GOLDSBY, AND
JOHN E. BELL.
ORGANIZING
FRAMEWORK
We see rapid changes in societies around the world …

GLOBAL MACROTRENDS AND THEIR IMPACT ON SUPPLY CHAIN MANAGEMENT BY CHAD W. AUTRY, THOMAS J. GOLDSBY, AND
JOHN E. BELL.
ORGANIZING
FRAMEWORK
We see rapid changes in societies around the world …

GLOBAL MACROTRENDS AND THEIR IMPACT ON SUPPLY CHAIN MANAGEMENT BY CHAD W. AUTRY, THOMAS J. GOLDSBY, AND
JOHN E. BELL.
ORGANIZING
FRAMEWORK
We see rapid changes in societies around the world …

GLOBAL MACROTRENDS AND THEIR IMPACT ON SUPPLY CHAIN MANAGEMENT BY CHAD W. AUTRY, THOMAS J. GOLDSBY, AND
JOHN E. BELL.
ORGANIZING
FRAMEWORK
… changes in consumer and shopper behaviour …

GLOBAL MACROTRENDS AND THEIR IMPACT ON SUPPLY CHAIN MANAGEMENT BY CHAD W. AUTRY, THOMAS J. GOLDSBY, AND
JOHN E. BELL.
ORGANIZING
FRAMEWORK
… changes in consumer and shopper behaviour …

GLOBAL MACROTRENDS AND THEIR IMPACT ON SUPPLY CHAIN MANAGEMENT BY CHAD W. AUTRY, THOMAS J. GOLDSBY, AND
JOHN E. BELL.
ORGANIZING
FRAMEWORK
… changes in consumer and shopper behaviour …

GLOBAL MACROTRENDS AND THEIR IMPACT ON SUPPLY CHAIN MANAGEMENT BY CHAD W. AUTRY, THOMAS J. GOLDSBY, AND
JOHN E. BELL.
ORGANIZING
FRAMEWORK
… changes in consumer and shopper behaviour …

GLOBAL MACROTRENDS AND THEIR IMPACT ON SUPPLY CHAIN MANAGEMENT BY CHAD W. AUTRY, THOMAS J. GOLDSBY, AND
JOHN E. BELL.
ORGANIZING
FRAMEWORK
… and other changes in our environment

GLOBAL MACROTRENDS AND THEIR IMPACT ON SUPPLY CHAIN MANAGEMENT BY CHAD W. AUTRY, THOMAS J. GOLDSBY, AND
JOHN E. BELL.
ORGANIZING
FRAMEWORK
… and other changes in our environment

GLOBAL MACROTRENDS AND THEIR IMPACT ON SUPPLY CHAIN MANAGEMENT BY CHAD W. AUTRY, THOMAS J. GOLDSBY, AND
JOHN E. BELL.
ORGANIZING
FRAMEWORK
… and other changes in our environment

GLOBAL MACROTRENDS AND THEIR IMPACT ON SUPPLY CHAIN MANAGEMENT BY CHAD W. AUTRY, THOMAS J. GOLDSBY, AND
JOHN E. BELL.
ORGANIZING
FRAMEWORK
… and other changes in our environment

GLOBAL MACROTRENDS AND THEIR IMPACT ON SUPPLY CHAIN MANAGEMENT BY CHAD W. AUTRY, THOMAS J. GOLDSBY, AND
JOHN E. BELL.
GLOBALIZATION
ENVIRONMENT
- Physical Environment
- Changes nearness to important natural
resources
- Gives access to inexpensive labor and property
- Task Environment
- Political, economic, social, and technical issues
that vary by global location
THE VALUE CHAIN
- The value chain is the transformation of raw material to customer
valued attributes
- The supply chain combines the best value-adding capabilities of several
organizations

The Value Chain

SERVICE SUPPLY CHAINS
- Complex because the customer is also a supplier

- Patient at a hospital gets

served, but also provides
their body as supply

- Flows are often multidirectional

- People add lots of customer/supplier variation
COMBINING SUPPLY CHAIN
& OPERATIONS
COMBINING SUPPLY
CHAIN & OPERATIONS
Great Operational Divide

Balancing Demand and Supply

◦ Supplier Selection
◦ Demand Shaping

Critical Philosophy
◦ Shareholder Value
◦ Customer Outcomes

63
UPSTREAM
COLLABORATION
- Supply management
- Collaboration with
upstream managers
is integral to keep
supply chains
operational
- Must deal with the total cost of
supplies, total quality management
of supplies, and strategic nature of
supplier relationships.
DOWNSTREAM
COLLABORATION
- Customer relationship management
- Personal and
information interaction
with customers to
enhance customer
relationships
- Customer service and
customer satisfaction
- Business to business interactions and
business to consumer interactions are
treated differently
Capítulo 2

Geopolítica en Función del Comercio

Nacional e Internacional
CONCEPTOS GENERALES
FUTURE VALUE CHAIN
FUTURE VALUE CHAIN
POLITICAL RISK IN 2015
 WORLD POPULATION
GROWTH AND PROJECTIONS

Historical and projected world populations (1950–2050) drawn from U.S.Census Bureau estimations.

www.census.gov/population/international/data/idb/worldpopgraph.php . Populations from 1930–1940 provided by a 2006 United Nations report.

www.un.org/esa/population/publications/sixbillion/sixbilpart1.pdf . 70
GROWTH IN URBAN
DEMAND
GROWTH IN URBAN
DEMAND

Global Macrotrends and Their Impact on Supply Chain Management by Chad W. Autry, Thomas J. Goldsby, and John E. Bell
GROWTH IN URBAN
DEMAND
Pursuing Resources

Changing Rate of Migration

◦ Much more rapidly than in

the past

Supply and Demand Imbalances

73
GROWTH IN URBAN
DEMAND

Hypothetical demand-supply misalignment

74
WORLD TRADE VOLUME

https://socioecohistory.wordpress.com/2015/07/25/world-trade-slumps-by-most-since-financial-crisis/
GLOBAL GROSS
DOMESTIC PRODUCT
GLOBAL GROSS
DOMESTIC PRODUCT
GLOBAL GROSS DOMESTIC
PRODUCT PER CAPITA

Global_Competitiveness_Report_2015-2016
GLOBAL MANUFACTURING
COMPETITIVENESS COMPARISONS
GLOBAL MANUFACTURING
COMPETITIVENESS COMPARISONS

Global Manufacturing Competitiveness Ranking

Deloitte and US Council on Competitiveness I 2016 Global Manufacturing Competitiveness Index
GLOBAL MANUFACTURING
COMPETITIVENESS COMPARISONS

Global Manufacturing Competitiveness Ranking

Deloitte and US Council on Competitiveness I 2016 Global Manufacturing Competitiveness Index
GLOBAL MANUFACTURING
COMPETITIVENESS COMPARISONS

What Drives Manufacturing Competitiveness?

Deloitte and US Council on Competitiveness I 2016 Global Manufacturing Competitiveness Index
GLOBAL MANUFACTURING
COMPETITIVENESS COMPARISONS
Oil major trade movements, 2014
 GLOBAL MANUFACTURING
COMPETITIVENESS COMPARISONS

http://johanneslanger.com/2015/04/20/the-evil-is-called-ttip-emotional-debates-in-europe-about-free-trade-agreement-with-the-u-s/
GLOBAL MANUFACTURING
COMPETITIVENESS COMPARISONS
GLOBAL MANUFACTURING
COMPETITIVENESS COMPARISONS
Merchandise exports and imports in current US dollars by region, 2013
GLOBAL MANUFACTURING
COMPETITIVENESS COMPARISONS
Exports and imports of commercial services in current US dollars by region, 2013
GLOBAL MANUFACTURING
COMPETITIVENESS COMPARISONS

Internet Population 2007 vs 2012 Worldwide Internet users, 2014

GLOBAL MANUFACTURING
COMPETITIVENESS COMPARISONS

Global Mobile Phone Usage, 2014 Visualizing de Web, 2014

Capítulo 3

Administración y planeación estratégica

de la cadena de suministros
CONCEPTOS GENERALES
ISSUES FOR SUPPLY CHAIN
MANAGERS
Population Growth
◦ Demand shifts
◦ Political instability

Migration-Based Population
Growth
◦ Changing demographics
◦ Urbanization

91
PERSPECTIVES
Malthus
◦ Population growth vs. resource
availability
◦ Radical innovation

Cornucopian
◦ Infinite resources
◦ Substitution
◦ Innovation

92
IS GLOBALIZATION REAL?

Global Economy

Global Forces
◦ Population growth
◦ Geopolitical barriers
◦ Interconnectedness

A “Semiglobalized” World

93
GLOBAL CONNECTIVITY AND
SOCIOECONOMIC LEVELING

Steep Productivity Growth

◦ Massive Populations
◦ Local Consumerism

Economic Leveling

Global Markets

94
GLOBAL CONNECTIVITY AND
SOCIOECONOMIC LEVELING

95
CONSUMPTION

Economic Activity and

Resource Consumption
◦ Residues
◦ Great Pacific Garbage Patch
◦ Pollution
◦ Air
◦ Water
◦ Ground

96
CONSUMPTION

Harmful particulate matter concentrations

Voiland, Adam. (22 September 2010). “New Map Offers a Global View of Health-Sapping Air Pollution.” NASA.gov . 97
CONSUMPTION

98
CONSUMPTION

Future water supply degradation

99
CONSUMPTION

Drivers and consequences of environmental posture

100
GEOPOLITICAL AND SOCIAL
SYSTEMS DISRUPTIONS

101
GEOPOLITICAL AND SOCIAL
SYSTEMS DISRUPTIONS

Corruption Perception Index, Transparency International (2015)

102
GEOPOLITICAL AND SOCIAL
SYSTEMS DISRUPTIONS

Corruption Perception Index, Transparency International (2015)

103
IMPLICATIONS FOR SUPPLY
CHAIN PLANNING

104
SUPPLY CHAIN PLANNING
Three Types of Supply
Chains

◦ Anticipatory
◦ Responsive
◦ Postponement

105
 RESOURCE SCARCITY
Resource Quantity and
Quality
◦ Tied to Geography

Geopolitical Risks
◦ Increasing Prices

Scarcity Levels
◦ Continuously Changing

106
 RESOURCE ATTRIBUTES

Heterogeneity

Renewability

Scarcity
◦ Local vs. Global

107
RESOURCE SCARCITY AND
FORCES

Resource scarcity
dynamics

Bell, J.E., D.A. Mollenkopf, and H.J. Stolze. (2013). “Natural Resource Scarcity and the Closed-Loop Supply Chain.” 108
SCARCITY RESPONSES
 Understand Resources
 Quality
 Quantity
 Product Design

 Invest in Scarcity Monitoring

and Research

 Capitalize on Opportunities

109
IMPLICATIONS FOR
GOODS/SERVICES PRODUCTION
Sialkot, Pakistan

Juxtaposition of Technology and People

110
LEAGILE MANUFACTURING
Combination of Lean and Agile
◦ Lean for Generic Items
◦ Agile for Customization

Postponement
◦ Configure-to-Order
◦ Centralized
◦ Make-to-Order

111
IMPLICATIONS FOR
TRANSPORTATION/LOGISTICS

Urban Mobility Report

◦ Rush-Hour Delay
◦ Worldwide Phenomenon

Business Effects
◦ Freight
◦ All Transportation Modes

http://d2dtl5nnlpfr0r.cloudfront.net/tti.tamu.edu/documents/mobility-scorecard-2015-wappx.pdf 112
DIFFUSING CONGESTION

Internet Shopping

Home Delivery

Intelligent Vehicle Highway Systems

113
 RESOURCE MITIGATION STRATEGIES

Resource scarcity mitigation approaches

Bell, J.E., C.W. Autry, D.A. Mollenkopf, and L.M. Thornton. (2012). “A Natural Resource Scarcity Typology: Theoretical 114
Foundations and Strategic Implications for Supply Chain Management”
 RESOURCE MITIGATION STRATEGIES

Resource degradation and consumption imbalances

Bell, J.E., C.W. Autry, D.A. Mollenkopf, and L.M. Thornton. (2012). “A Natural Resource Scarcity Typology: Theoretical
115
Foundations and Strategic Implications for Supply Chain Management”
COST VS. DIFFERENTIATION

Using Demand-Supply Integration for strategic advantage

116
IMPLEMENTING DSI (DEMANDA-
SUPPLY INTEGRATION)

Demand-imbalance mitigation strategies by demand status

117
IMPLEMENTING DSI (DEMANDA-
SUPPLY INTEGRATION)

Demand statuses imbalance

118
STRATEGIC INTEGRATION
- Functions that affect the entire supply chain
Impacting
o Effectively managing core
processes, anywhere in the
supply chain, that create
value for the customer
o Directly effects the
profitability of a company
Improving
o Bar on competitive
advantage is continually
raising
o Supply chains must
continually be able to
improve or they will lose
o Relies on effective
process management and
process design
STRATEGIC INTEGRATION
- Functions that affect the entire supply chain
Innovating
o Innovating is change on a
large scale that has a
dramatic effect on business
results
o Must create new processes,
services, and SC&O global
operations
o Competitive SC&O
landscape is dynamic and
requires dynamic responses
Integrating
o Collaborating and
cooperating with all the
stakeholders in the SC&O
processes
o Streamlines communication,
information sharing, and
improved management
outcomes
o Teamwork enhanced and
problems more easily solved