7 supply chain managment

Question 1

supply chain objective / where i want them to allign

Answer 1

• quality
• speed
• dependability (on time delivery)
• flexibility
• cost
• sustenability

Question 2

MATRIX OF FISHER (we must understand our product = different necessity = different supply chain)

Answer 2

INNOVATIVE PRODUCT :

            - Changing and updating 
	- Impredictible sell range / market 
	- High margin (innovative product) 
	- Changing prive very fast 
	- Short lead time 

Area of fit  =   WE HAVE TO BE VERY FLEXIBLE   = AGILE SUPPLY CHAIN MANAGMENT  									

	- Flexible 
        - Fast / reactive  = reactive to changes 
	- The aim is not effitienty but flexibility / speed / quality 

               --> RESPONSIVE SUPPLY CHAIN

• FUNCTIONAL PRODUCT :
  - Predictable demand : costant and forcastable
  - Stable price
  - Same product
  - High quality product
  - Low margin

    Area of fit  =   STABLE AND EFFICIENT SUPPLY CHAIN  =  LEAN SUPPLY CHAIN
  
            	- Effitient : tight margin, i must optimize the cost of raw matirial 
        - Stable 
        - Cheap 
  
                    --> EFFICIENT SUPPLY CHAIN

Question 3

transactional vs patnership

Answer 3

TRANSACTIONAL :
Benefits :
- Establishing strong competition btw suppliers = lower price
- Can change suppliers if market/price change
- More innovation sources with more suppliers
- Good with unpredictable/irregular purchases

		Problems : 

			- Using suppliers just for their price 
			- No colabboration / loyalty / aim 

PARTNERSHIP: 
			Benefits : 
				- High loyalty 
				- High comunication / strong relationship 
				- Lower quality failures 
				- Joint problem solving  

		Problems : 
                             - Lot of time to build a strong relationship

Question 4

vertical integration vs spot trading

Answer 4

X = number of suppliers   ( lot --> few) 
Y = what u outsorce (everything   -->  nothing ) 

  Vertical integration : 

						- Few suppliers
						- Try to controll everything 
						- Close patnership / strong colaboration 
						- Controlling the entire supply chain 
						- Great investment / long relations 

Spot trading : 

						- Colaborations : contract just for a product and stop 
						- No control on the supply chain: quality or knowledge 
                                                    - Lot of outsourcing

Question 5

sourcing configurations

Answer 5

MULTIPLE SOURCNG : Similar to transactional relationship
- Ask to many suppliers to do the same
- Works if there are many suppliers in the market
- No strong relationship
For not specialized pruduct = not critical

SINGLE SOURCING : just one suppliers for a
- Strong partership
- Monopolistic risk = must manage the price
- I have to plan in case of failing = no product delivered
- Can be a bottle neck
- Can works for specifics product (not pens)
If have no other option or the product is very particular

DELEGATED SOURCING : one delagate suppliers that manage all the suppliers 
			- The managing is done by the delegated = easy 
			- Kinda like a single sourcing monopoly  (barilla non distribuisce ad ogni supermercato, ha undistributore che si occupa di quello) 

PARRALEL SOURCING : mitigate all the probles seen 
			- Every need has at least 2 suppliers = they realize the same product 
			- In case of a failing the other can back up the need: just a matter of increasing 
                                  the volume, they already produce that

Question 6

the interaction with the supplier

Answer 6

• Logic : use of powerful agruments Counter emotional
• Treat : when there is a difference in power btw supplier and focal company
  Supp bigger than company
  Company bigger than supp
• Barganing : small step without exposing in the negotiation
• Compromise : after all the other tactics

Question 7

FORRESTER EFFECT

Answer 7

A small change by an down stream component of the supply chain mean huge changes to a component upstream in the supply chain –> AMPLIFIED OSSILATIONS

A SMALL CHANGE IN THE DEMAND –> VERY BIG CHANGE IN THE ASK

Rule / approximation =

                        - the stock is equal to the ask of the previus period 
                        - the aim is to have the same umber of product of the ask = free the inventory

SOLUTION =

• have more data to analize –> day to day data so i can average them to adjust the production
• smaler batches = more and smaller = day to day production and delivery