Professional Documents
Culture Documents
Corporate Mission
The mission of the organization
defines its purpose, i.e., what it contributes to society states the rationale for its existence provides boundaries and focus defines the concept(s) around which the company can rally
Functional areas and business processes define their missions such that they support the overall corporate mission in a cooperative and synergistic manner.
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Competitive Advantage through which the company market share is attracted Cost Leadership (Price; e.g., Wal-Mart, Southwest Airlines, Generic Drugs)
Differentiation (Quality; Uniqueness; e.g., Luxury cars, Fashion Industry, Brand Name Drugs)
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Internal
Company politics and restructuring Modified relationships with customers and suppliers Product Life Cycle Page 7
Sales
Time
Frequent product and process changes Short production runs High production costs Limited models Attention to quality Forecasting critical Products and process reliability Increase capacity Shift towards product focus Enhance distribution Standardization minor product changes Optimum capacity Process stability Long production runs Little product differentiation Overcapacity in the industry Reduce capacity and eventually prune line to eliminate items not returning good margin Page 8
Responsiveness Spectrum
Efficient Supply Chain Certain Demand Implied Uncertainty Spectrum Uncertain Demand
Implied Demand Uncertainty: The uncertainty that exists due to the portion of Demand that the supply chain is required to meet. Page 9
Cost Leadership
Differentiation
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PC SUPPLY CHAINS
Customer
Customer
PULL
Distribution Channels Virtual Integration
PULL
Dell
PUSH
Manufacturer
Suppliers
Suppliers
PUSH
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Dell performance
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The Primary drivers for achieving strategic fit in Supply Chain Strategy
Corporate Strategy
Facilities
Inventory
Transportation
Information
Market Segmentation
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In general, centralization boosts efficiency, while decentralization boosts responsiveness (but not always) Primary decisions:
Location
Proximity to the customer Proximity to resources Access to markets (ability to circumvent quotas and tariffs) Infrastructure Operational costs and tax incentives
Capacity
Capital cost vs. responsiveness
Warehousing methodology
SKU-based storage Job lot storage Cross-docking
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It exists because of the finiteness of the production and transportation rates (Littles Law: I=TH*T) Types of Inventory
Cycle Inventory: It is incurred in an effort to control the impact of fixed ordering and set-up costs. Safety Inventory: It is used to deal with the randomness in the experienced demand; it is set so that it meets the supply chain to meet some service level (i.e., control the probability that no stock-out will be experienced at any replenishment cycle). Seasonal Inventory: It is used to help the supply chain deal with predictable variability in demand. Opportunistic Inventory: Takes advantage of bargains.
Sourcing: Determine the set of suppliers / subcontractors to be used, and develop the contracts that will govern the relationship. Page 19
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Production
Distribution
Consumption
Retrieval
Disposal
Disassembly/ Reprocessing
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