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H.L. Faber, April 16th 2013 | 1
Faculty of Economics and Business
Drs.Ing. H.L. Faber
Intro Supply Chain Management
Polen-reis 2013
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Henk Faber› Background: Mechanical Engineering
University of Applied Sciences Groningen
Technology ManagementUniversity of Groningen
› Positions at: Essent, Tebodin, Johnson & Johnson, Philips, Agrifirm, Imperial Tobacco
› Roles: Business Unit Manager / Interim Manager
› Since 2003:Part time Lecturer RuG, cluster OperationsSupply Chain Management, Consultancy,
Change Management, Logistics, Purchasing
H.L. Faber, April 16th 2013
Agenda:
1. Intro Supply Chain . . . . . Management2. Traditioneel product denken3. Micro, Meso en Macro niveau4. Weergave van Supply Chains5. Producten versus Diensten6. Consider the total Supply Chain !! 7. CSR + TBL8. Outsourcing and Reverse Outsourcing (1800)9. Ketenintegratie en distributieketen
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1. Supply Chain . . . . . Management› Supply Chain:
• Waardeketen (Porter)• Distributie proces• Toegevoegde waarde netwerk (VSM)• Chain = China
› Management:• Overzien en Coördineren• Wat : €, Efficiency, Effectiviteit, Q, Risks,
Prod.Safety, Snelheid/DLT, Pusch Pull, TBL• Supply Chain manager (= functie geworden)
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2. Traditioneel; product beweegt door keten (1)
“5 forces of Porter 1985“
CustomerClient(operat.)BuyerPurchaserContract man.. . . .
VendorSupplierContractorPartner. . . . .
Supply / Value chain
H.L. Faber, April 16th 2013
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WvB
Purchasing Sales
Mag. Voorbew. Prod. Exp.
SCManager
Scope / Systeemgrens
2. Traditioneel; product beweegt door keten (2)
H.L. Faber, April 16th 2013
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Discussie: value added – non value added activities
WVB ?
VSM
2. Traditioneel; product beweegt door keten (3)
H.L. Faber, April 16th 2013
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WvB
Purchasing Sales
Mag. Voorbew. Prod. Exp.
SCManager
Productieproces Intern
3. MICRO niveau:
H.L. Faber, April 16th 2013
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3. MESO niveau:
Boer Klant
Tra
nsp
ort
Melk
fab
riek
Gro
oth
an
del
Dis
trib
uti
e
Su
perm
ark
tVan GRAS tot GLAS Nationaal
H.L. Faber, April 16th 2013
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Kunststofonderdele
n productie
China
ElectroMotoren
India
Scheer-Koppen
Drachten NL
Assemblage
Scheerapp.
DrachtenNL
Verpakken
Scheerapp.
+ Snoer+
Handleid.Hongarije
SALES @Saturn
NL
SALES @Walmart
USA
SALES @Carrefour
France
SALES @. . . . .
SALES @. . . . .
KL
AN
TE
N
GR
ON
DS
TO
FF
EN
Dozen230 V
snoer
Handleidingen
NL, Dk, Fr, Du, Eng, USA, China, etc.
3. MACRO-niveau:
Philips Scheerapparaat Internationaal
H.L. Faber, April 16th 2013
11/04/23 11“Second tier” Suppliers
“First tier” Suppliers
“Second tier” Customers
“First tier” Customers
The Operation
Supply side of the network
Demand side of the network
The Immediate Supply Network
The Total Supply Network
Internal Supply Networks
4. Weergave methoden van een Supply Chain (1)
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Grafischeweergavenaar eigeninzicht
H.L. Faber, April 16th 2013
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Porter Value Chain
Precendence diagramincl. Critical Path and Bottlenecks
4. Weergave methoden van een Supply Chain (2)
H.L. Faber, April 16th 2013
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Activity Network incl. Critical Path and Bottlenecks
4. Weergave methoden van een Supply Chain (3)
H.L. Faber, April 16th 2013
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Supplier Customers
Sheet stock2 months
Sawing CT= 10 minutes
Forming CT=20 minutesC/O = 2 hours
Semi-finished goods1 week
Adding materials CT = 1 hour
Finished goods2 weeks
Planning departmentMonthlyEvery six
weeks
Production Manager?
Monthly
2 months
30 mintues
1 week
6 hours 15 minutes
2 weeks
Wineco
Drying CT = 5 hours
Drilling CT = 5 minutes
Packaging CT=10 minutes
3 Months
3 Weeks
3 months 3 weeks
Weekly
WeeklyWeekly Weekly
Weekly
Weekly
Value Stream Mapping
4. Weergave methoden van een Supply Chain (4)
H.L. Faber, April 16th 2013
› Wanneer nu welke methode ?• Afhankelijk van:
Aggregatie niveau dat je wilt beschouwenComplexiteit en omvang supply chain
• Analyse versus Ontwerp fase• Waar ben je naar op zoek:
Efficiency, VSMDLT en Wachtrij analyseProcessen in kaart brengen Porter?
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Kies die m
ethodiek
die het meest
passende is
bij je
onderzoek
4. Weergave methoden van een Supply Chain (5)
H.L. Faber, April 16th 2013
5. Producten versus Diensten
› Traditioneel kijken we naar product voortbrenging
› Echter > 60% v/d productkosten is service (ww)› Echter:• Een dienst is niet tastbaar (intangiable)• Moeilijker te specificeren• Moet a la minute worden afgenomen• Vraag inspanning klant en leverancier tegelijk
besef dit
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6. Consider the total Supply Chain !!
Be aware of sub optimalization• Don’t tweak your supply chain (Hau L. Lee, 2010)
• Environmental Sustainability and Corp. Social Responsibility
• ≠ only Cost
Don’ts: - Focus on small savings
- Demand that suppliers replace materials with “greener ones”
- Use recycling, energy-efficient equipment
Do’s: + Fundamental approach: “pursue broader structural change”
+ Reinventing manufacturing processes+ Link up with competitors
Consider the whole chain; from Farmer to Shelf
H.L. Faber, April 16th 2013
7. Corporate Social Responsibility (CSR)
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Driven by SCM and global sourcing CSR has become significant:› Triple P: Planet, People and Profit› Typical CSR issues:• Child labor• Environment• Social issues• Health and Safety• etc
H.L. Faber, April 16th 2013
7. Tripple Bottom Line (1)
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7. Tripple Bottom Line (2)
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› Social: pertains to fair and beneficial business practices toward labor, the community, and the region in which a firm conducts is business
› Economic: the firm’s obligation to compensate shareholders who provide capital via competitive returns on investment
› Environmental: the firm’s impact on the environment and society at large
H.L. Faber, April 16th 2013
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8. Outsourcing and Reverse Outsourcing (1800)Outsourcing = Sub-contracting of SERVICES / PRODUCTION
+Take over of staff, machines, etc.
#Objective: FOCUS upon CORE BUSINESS (Q, $, head count) #Two alternatives: a). Assets / Liability transaction (Activa/Pasiva transactie)
b). Take over fiscal unit (economische eenheid)
#Examples: J&J Toolshop, J&J => Mexico, Philips Toolshop, Agrifirm BU
Reverse outsourcing; recent example, Philips high end shaver
production China to Holland ($ + close to R&D)
H.L. Faber, April 16th 2013
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8. Outsourcing (2)Outsourcing = additional Contract Management !!!
( coordination mechanism = buffer )
In this whole process a Purchasing department has it’s role
H.L. Faber, April 16th 2013
9. Ketenintegratie en distributieketen (1)
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Fabrikant Dealer KlantImporteurDistributeur
Fabrikant Dealer KlantImporteurDistributeur
€
info
prod.dienst
€
info
prod.dienst
€
info
prod.dienst
informatie = marktonderzoek
informatie = reclame
•Auto’s•Tractoren•Landbouww.
H.L. Faber, April 16th 2013
9. Ketenintegratie en distributieketen (2)
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Fabrikant Dealer KlantImporteurDistributeur
€
info
prod.dienst
€
info
prod.dienst
informatie = marktonderzoek / Cust.Satisv.Index
informatie = reclame
H.L. Faber, April 16th 2013
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Thank you for your attention
H.L. Faber, April 16th 2013