DiplomadoAdministración Gerencial

Módulo IV: Administración de la Cadena de Suministro

Foto del

Instructor

• Ingeniero Industrial por el Tec de Monterrey Guadalajara

• MBA en Moore School of Business de la Universidad de Carolina del Sur

• Lean Six Sigma Green Belt

• Programa Management Professional Certification

José Luis Gómezjlgomez@itesm.mxhttp://www.linkedin.com/pub/jose-luis-gomez-mba-pmp/21/608/972

José Luis Gómezjlgomez@itesm.mxhttp://www.linkedin.com/pub/jose-luis-gomez-mba-pmp/21/608/972

Foto del

Instructor

• Business Planning Manager en HP Americas en HP (5 años)

• Production Control Senior Manager en Flextronics (2 años)

• Materials Manager en Flextronics (4 años)

• MPS (2 años)

• Planner-Buyer (2 años)

Foto del

Instructor

• 2 años Profesor en el Tec Milenio

• 4 años Profesor en el Certificado de Logística Internacional y

Administración de Proyectos

• Conferencista en Congresos Nacionales de Ingeniería Industrial y

Comercio Internacional

• Cafetero, Taurino y Viajes

José Luis Gómezjlgomez@itesm.mxhttp://www.linkedin.com/pub/jose-luis-gomez-mba-pmp/21/608/972

Presentación Participantes

• Nombre

• Empresa / Organización

• Puesto / Rol / Función

• Estudios/Experiencia

• Expectativas del Módulo

Políticas de Evaluación del Módulo

• 80% Asistencia

• 10% Participación

• 10% Trabajo en equipo en clases

Módulo 4

Administración de Cadena de Suministro

Sesión 1:

1. Introducción y Contexto global y negocio

2. Retos y Estrategias

3. Organización

4. Caso Ford

Módulo 4

Tema 1: Estrategia de cadena de suministro

(Introducción)

Modelo de Negocio Obsoleto

Sumando …

al

Productor determinaba

Modelo de Negocio Actual

Determina el Mercado

Reduciendo

Productor determina sus

La Cadena de Abastecimiento representa del

50% al 80% de todo el dinero que

gasta una organización

CanonFoxconnFlextronics

Jabil

VentureTechnocom

JabilFlextronics

Factories Repair Centers Distribution Center Service Center K&N HUB Sea / Air port

Cadena de Abastecimiento de HP

¿Que es Administración de la Cadena de

Abastecimiento?

• ¿Que es Administración de la Cadena de Abastecimiento?

Es el arte y ciencia de la integración de flujos de productos, información y finanzas a través de la cadena productiva desde el proveedor

del proveedor hasta el cliente final del cliente.

• Productor B

• Costo de Producción

• $7

Productor A

Costo de Producción

$8.50 $1.5

• Productor B

• Costo de Producción

• $7

• $1.35 Embarques de Materias

Primas desde Proveedores

(Inbound)

• $3.50 Embarques de Producto al cliente

(Outbound)

• $4.85 Total

Productor A

Costo de Producción

$8.50

$.90 Embarques de Materias

Primas desde Proveedores

(Inbound)

$1.15 Embarques de Producto al

cliente (Outbound)

$2.05 total

$1.5

$2.8

Costo Logístico como % del PIB en LAR Vs EEU

Canal Logístico Simple

Canal Logístico Multi Escala

Canal Logístico Complejo

Crecimiento del Comercio Internacional

International Trade Growth 1953-2013. Source: World Trade Organization

Países: Mayores Exportadores

Country Exports (US$ billions) Percentage China 2,048,814 11.2%

United States 1,547,283 8.4%

Germany 1,407,098 7.7%

Japan 798,567 4.4%

Netherlands 655,841 3.6%

France 569,065 3.1%

Korea, Republic of 547,870 3.0%

Russian Federation 529,255 2.9%

Italy 500,239 2.7%

Hong Kong, China 493,366 2.7%

United Kingdom 468,370 2.6%

Canada 454,840 2.5%

Belgium 446,302 2.4%

Singapore 408,393 2.2%

Mexico 370,915 2.0%

India 293,214 1.6%

Rest of the World 6,783,568 37.0%

World 18,323,000 100.0%

Países: Mayores Importadores

Country Imports (in US$ billions) PercentageUnited States 2,335,375 12.6%

China 1,818,069 9.8%

Germany 1,167,423 6.3%

Japan 885,845 4.8%

United Kingdom 680,409 3.7%

France 673,709 3.6%

Netherlands 590,689 3.2%

Hong Kong, China 554,222 3.0%

Korea, Republic of 519,584 2.8%

India 489,364 2.6%

Italy 485,890 2.6%

Canada 474,900 2.6%

Belgium 434,847 2.3%

Mexico 380,477 2.0%

Singapore 379,723 2.0%

Russian Federation 335,446 1.8%

ROW 6,361,028 34.3%

World 18,567,000 100.0%

Fragmentation 1960 Evolving Integration 1980 Total Integration 1990 2000

Demand Forecasting

Purchasing

Requirements Planning

Physical

Distribution

Materials

Management

Logistics

Supply Chain Mgmt.

Production Planning

Manufacturing Inventory

Warehousing

Materials Handling

Industrial Packaging

Finished Goods Inventory

Distribution Planning

Strategic Planning

Customer Service

Transportation

Order Processing

Sales

Marketing

Information Technology

Source: Alfred Battaglia

Evolución de SCM

Cadena de Suministros

Domestic

Suppliers

Domestic

Customers

Foreign

Customers

Foreign

Suppliers

Company

International Logistics

Logistics

Supply Chain Management

¿Como sería tu red?

Logística de Reserva

Source: Lora Skarman

https://www.youtube.com/watch?v=nS_OD8jmUug

Administración de la Cadena de Abastecimiento

Actividad Colaborativa

Lectura Individual de los artículos (10min) :

1)Creating Value

2) Supply Chain Managers Take on a New Role: Value Creators

Discusión y preparar presentación en Equipo (20min ):

-Definir el concepto actual de SCM

-Puntos clave para para poder crear valor para las compañías

-Construir diagrama con las entidades que forman su cadena de abastecimiento

Módulo 4

Tema 2: Retos y Estrategias de Cadena de

Suministros

• Corporate: Decisions and plans that answer the questions of what business are we in? and, how will we allocate resources among these businesses?

• Unit: Decisions mold the plans of a particular business unit, as necessary to contribute to corporate strategy.

• Function: Plans concern the “how” of each functional area’s contribution to the business strategy and involve the allocation of internal resources.

An Organization Must Approach Strategic Planning on Three Levels

1. How can supply and the supply chain contribute effectively to organizational objectives and strategy?

AND

2. How can the organizational objectives and strategy properly reflect the contribution and opportunities offered in the supply chain?

Key Strategy Questions for Supply

Supply Strategy Interpreted in Organizational Strategy

SupplyObjectives

SupplyStrategy

OrganizationalStrategy

OrganizationalObjectives

Normal Organizational and Supply Objectives

Organizational Objectives

1. Survival

2. Growth

3. Financial

4. Environmental

Supply Objectives

1. Quality

2. Quantity

3. Delivery

4. Price

5. Service

Six Major Supply Strategy Areas

1. Assurance of supply

2. Cost reduction

3. Supply chain support

4. Environmental changeEconomic situations

5. Competitive edgeMarket opportunities & org strengths

6. Risk Management

• Increased outsourcing places great reliance on suppliers to respond to end-customer needs

• Greater dependence on suppliers for design and build strong and long term relationships

• Trend to single sourcing with fewer key suppliers and strategic supplier relationships

• Increased global competition

• Development of new product technologies

• Evolving information systems

Corporate Supply Challenges

• Identify opportunities to reduce unit costs for products and services

• Identify opportunities to increase revenue

• Implement supply initiatives to improve customer satisfaction

• Reduce Total Costs of Ownership

• Improve efficiency and effectiveness of the supply process

• Maximize value from suppliers

• Work with key supplier to provide product and service innovations

Corporate Supply Challenges

Advantages of TCO - Strategy

• Highlight cost reduction opportunities

• Aid supplier evaluation and selection

• Provide data for negotiations

• Focus suppliers on cost reduction opportunities

• Highlight the advantage of expensive, high-quality items

• Clarify and define supplier performance expectations

• Create a long-term supply perspective

• Forecast future performance

The Special Case of Procurement Price

Major Categories for the Components of Total Cost of Ownership

Pretransaction Components

• Identifying need

• Investigating sources

• Qualifying sources

• Adding supplier to internal systems

• Educating:• Supplier ins firm’s

operations• Firm in supplier’s

operations

Source: Lisa Ellram, “Total Cost of Ownership: Elements and Implementation,” International Journal of Purchasingand Materials Management, Winter 1993.

Transaction Components

● Price

● Order placement/preparation

● Delivery/transportation

● Tariffs/duties

● Billing/payment

● Inspection

● Return of parts

● Follow-up and correction

Posttransaction Components

● Line fallout

● Defective finished goods rejected before sale

● Field failures

● Repair/replacement in field

● Customer goodwill/reputation of firm

● Cost of repair parts

● Cost of maintenance and repairs

Total Cost of Ownership

Characteristics of an Integrated StrategicProcurement and Sourcing Function

Supply Base Strategy

●Quality driven

●Design standardization

●Concurrent engineering

●Supply base optimization

Supplier Management

●Focused on supplier development

●Joint performance improvement efforts

●Value focused

●Total cost improvement

●Supplier benchmarking

Measurement

●Customer orientation

●Total value/cost focused

●Benchmarking with best in class

Systems

●Global databases

●Historical performance data

●Strategic

●EDI, Internet, EFT, CAD, CAM

Differences between Manufacturing and Services Organizations

Manufacturing

• The largest portion of needs is generated by customer needs.

• The largest portion of spend with suppliers will be on direct requirements which comprise products sold to customers.

Services

●The largest portion of needs is generated by capital, services and other requirements enabling employees to provide the service.

●In retailing the largest spend is focused on re-sale requirements. Total cost improvement

Differences between Manufacturing and Services Organizations

• Profit-leverage effect

• Return-on-assets effect

• Information source

• Effect on efficiency

• Effect on competitive position and customer satisfaction

• Effect on organizational risk

• Effect on image

• Training ground

• Management strategy and social policy

The Opportunities for Contribution of the Supply Function

Differentiations for Supply

Vs

Differentiations for Supply in Private Organizations

Identificar a su empresa en la siguiente clasificación

Módulo 4

Tema 3: Organización de la Cadena de

Abastecimiento

• Obtain the right materials (meeting quality requirements),

• in the right quantity, for delivery at the right time and right place, from the right source (a supplier who is reliable and will meet its commitments in a timely fashion),

• with the right service (both before and after the sale), and at the right pricein the short and long term.

Traditional View of Supply Objectives

1. Improve the organization’s competitive position

2. Provide an uninterrupted flow of materials, supplies and services required to operate the organization

3. Keep inventory investment and loss at a minimum

4. Maintain and improve quality

5. Find or develop best-in-class suppliers

Nine Goals of Supply

6. Standardize, where possible, the items and services bought and the processes used to procure them

7. Purchase required items and services at lowest total cost of ownership

8. Achieve harmonious, productive internal relationships

9. Accomplish supply objectives at the lowest possible operating costs

Nine Goals of Supply

Typical Supply Organization Structure - Medium Sized Company

Director of Purchasing

Manager Administration and

Processes

Commodity ManagerCommodity Manager MaterialsManager

Buyer

Buyer

Buyer

Buyer

Manager e-Purchasing

Manager p-cards

Stores/Warehouse

Manager

Receiving InspectionManager

Manager Purchasing Research

ManagerTransportation

Structure Options for Large Organizations

Centralized: Authority and responsibility for most supply-related functions are assigned to a central organization.

Hybrid: Authority and responsibility are shared between a central supply organization and business units, divisions, or operating plants.

Hybrid structures may lean more heavily toward centralized or decentralized depending division of decision-making authority.One type of hybrid supply structure is a “center-led” organization in which strategic direction is centralized and execution is decentralized.

PC’s & Printers

Servers

GPS

Customer Support Organization

Structure Options for Large Organizations

Decentralized: Authority and responsibility for supply-related functions are dispersed throughout the organization.

PC’s & Printers Supplier

Sales OperationsCustomers

Structure Options for Large Organizations

Potential Advantages and Disadvantages of Centralization

Advantages

• greater buying specialization

• ability to pay for talent

• consolidation of requirements - clout

• coordination of policies and procedures

• effective planning and research

• common suppliers

• proximity to major organizational decision makers

• critical mass

• firm brand recognition and stature

• reporting line - power

• strategic focus

• cost of purchasing low

Disadvantages

• narrow specification and job boredom

• lack of job flexibility

• corporate staff appears excessive

• tendency to minimize legitimate differences in

requirements

• lack of recognition of unique needs

• focus on corporate requirements, not on

business unit strategic requirements

• even common suppliers behave differently in

geographic and market segments

• distance from users

• tendency to create organizational silos

• customer segments require adaptability to

unique situations

• top management not able to spend time on

suppliers

• lack of business unit focus

• high visibility of purchasing costs

Potential Advantages and Disadvantages of Decentralization

Advantages

• easier coordination/communication with operating department

• speed of response

• effective use of local sources

• business unit autonomy

• reporting line simplicity

• undivided authority and responsibility

• suits purchasing personnel preference

• broad job definition

• geographical, cultural, political, environmental, social, language, currency appropriateness

• hide cost of supply

Disadvantages

• more difficult to communicate among business

units

• encourages users not to plan ahead

• operational versus strategic focus

• too much focus on local sources - ignores

better supply opportunities

• no critical mass in organization for visibility/

effectiveness - “whole person syndrome”

• lacks clout

• suboptimization

• business unit preferences not congruent with corporate preferences

• small differences magnified

• reporting at low level in organization

• limits functional advancement opportunities

• ignores larger organizational considerations

• limited expertise for requirements

• lack of standardization

• cost of supply relatively high

Advantages and Disadvantages of Hybrid, Centralized and Decentralized Structures

Hybridstructure

Centralized Decentralized

Disadvantages DisadvantagesAdvantages Advantages

Key Success Factors for Successful Teams

• Supportive organizational culture, structure, and systems.

• A common purpose, measurable goals, and feedback for individual and team.

• Organized for customer satisfaction rather than individual functional success.

• All functional areas involved in up-front planning, shared leadership roles, and role flexibility.

• The right people (right qualifications), in the right place (on a team that needed their skills), at the right time (when those skills were needed).

• A common, agreed-upon work approach and investment in a high level of communication.

• Dedication to performance and implementation with decisions delegated to the appropriate level.

• Integration of all relevant functional areas and various teams throughout the project life cycle.

Key Success Factors for Successful Teams

Caso: Ford Motors Company

Actividad en Equipo

Caso: Ford Motors Company

1. Si fueras Tony Brown, ¿Cómo procederías con la implementación de la alineación del modelo de negocio ABF?

2. ¿Cómo construirías confianza con tus proveedores ymanejarías sus preocupaciones acerca de la nueva relaciónFord y sus proveedores?

Caso: Ford Motors Company

1. Por que quiere cambiar FORD?2. Si tu fueras el supplier como reaccionarías3. Como se obtendrá el ahorro de $7billones de dlls.4. En cuanto tiempo crees que Ford empezará a dar los

Primeros ahorros

Preguntas y Respuestas