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Operations Management > Chapter 14: Supply Chain Integration > Flashcards

Chapter 14: Supply Chain Integration Flashcards

1
Q

Supply chain integration

A

The effective coordination of supply chain processes through the seamless flow of information up and down the supply chain

Provides visibility into the capacities and inventories of other members of the supply chain to aid in planning and scheduling and facilitate collaboration

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2
Q

Upstream

A

Moving away from end customers towards raw materials

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3
Q

Downstream

A

Moving towards end customers

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4
Q

Tier one suppliers

A

Immediate suppliers to company in consideration. (Tier 2 suppliers for company in consideration = tier 1 supplier for their tier 1 suppliers)

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5
Q

External causes of supply chain disruption

A
  • environmental disruptions
  • supply chain complexity
  • loss of major accounts
  • loss of supply (failure induced downtime)
  • customer induced volume changes
  • customer induced service and production mix changes
  • late deliveries
  • underfilled shipments
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6
Q

Why does a complex supply chain increase potential disruptions

A

Increased dependencies between entities and overall increased number of entities increase points of failure

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7
Q

Internal causes of supply chain disruptions

A
  • internally generated shortages
  • quality failures
  • poor supply chain visibility
  • engineering changes
  • order batching
  • new service or product introductions
  • service or product promotions
  • information errors
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8
Q

How does poor supply chain visibility cause supply chain disruptions?

A

Inhibits ability to properly plan if don’t know supplier stock availability or customer stock need

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9
Q

How does order batching create supply chain disruptions?

A

By offering inducements to place larger orders the variability of demand and shipping is increased as firms place single large orders and then do not order again for a long time

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10
Q

What elements affect the demand placed on upstream parts of the supply chain by downstream parts

A
  • inventory policy
  • inventory levels
  • customer demand
  • information accuracy
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11
Q

Bullwhip effect

A

The phenomenon in supply chains whereby ordering patterns experience increasing variance as you proceed upstream in the supply chain

(Slight changes in customer demand create extreme changes upstream)

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12
Q

When does a firm contribute to the bullwhip effect

A

If the variability of its orders to its suppliers exceeds the variability of the orders from its immediate customers

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13
Q

What happens when supply patterns do not match demand patterns

A

Inventory accumulates for some firms (who stop ordering) and shortages occur for others (who place expedited orders) which creates ordering variance upstream

Emphasizes the need for a process view of an integrated supply chain

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14
Q

SCOR model

A

Supply chain operations reference model

A framework that focuses on a basic supply chain of plan, source, make, deliver, and return processes repeated again and again along the supply chain

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15
Q

Return process in SCOR model

A

Includes both return of recyclable materials and return of defective products

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16
Q

Supply chain risk management

A

The practice of managing the risk of any factor or event that can materially disrupt a supply chain, whether within a single firm or across multiple firms

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17
Q

Operational risks

A

Threats to the effective flow of materials, services and products in a supply chain

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18
Q

Options to reduce operation risk to a supply chain

A
  • strategic alignment of partners
  • upstream and downstream supply chain integration
  • visibility (particularly of end user demand)
  • flexibility and redundancy
  • short replenishment lead times
  • small order lot sizes
  • rationing supplies when shortage exist
  • everyday low pricing (EDLP)
    -cooperation and trustworthiness
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19
Q

Mapping

A

Integrating the supply chain as far upstream as possible (beyond 1st and 2nd tier suppliers) to identify risks of disruptions

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20
Q

How to reduce order lot sizes

A

Reduce costs of ordering, transporting, and receiving inventory to decrease need for large orders

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21
Q

How does everyday low pricing mitigate operational risks

A

Encourages stable demand (vs promotional or discount pricing) and discourages customers from buying excess at discounted pricing

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22
Q

Forward buying

A

When customers buy in excess to take advantage of discounted pricing

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23
Q

Financial risks to supply chains

A

Threats to financial flows of a supply chain (prices, costs, profits)

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24
Q

Low cost hopping

A

Moving to new low-cost source of supply

May be a short run benefit but makes supply chain integration hard

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25
Q

Hedging

A

A supply chain risk-management strategy used in limiting or offsetting the probability of loss from fluctuations in the prices of commodities or currencies

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26
Q

Production shifting

A

Reallocating production to different facilities in different regions based on what will improve financial flows (where exchange rates or commodity prices are favorable)

Requires flexible facilities

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27
Q

Futures contract

A

A contractual agreement, generally made on the trading floor of a futures exchange, to buy or sell a particular commodity or financial instrument at a predetermined price in the future

Often settled not for the actual commodity but for the cash difference

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28
Q

Who makes money on a futures contract if the price of the commodity goes up

A

The buyer (who can purchase the commodity at the agreed upon low price and sell it at the current higher market price)

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29
Q

Who makes money on a futures contract if the price of the commodity goes down

A

The seller (who can buy the commodity at the lower market price and sell to the buyer at the higher agreed on price)

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30
Q

Supplier relationship process focus

A

Interaction of the firm with upstream supplies

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31
Q

Nested processes within supplier relationship process

A

1) sourcing
2) design collaboration
3) negotiation
4) buying
5) information exchange

May be collected under “purchasing” or “procurement”

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32
Q

Purchasing

A

The activity that decides which suppliers to use, negotiates contracts, and determines whether to buy locally

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33
Q

Sourcing

A

The selection, certification, and evaluation of suppliers and management of supply chain contracts

34
Q

Key costs to consider for each supplier

A
  • material costs
  • freight costs
  • inventory costs
  • administrative costs
35
Q

Annual material costs equation

A

Price per unit (p) x annual requirements (D)

36
Q

Annual inventory costs equation

A

= (cycle inventory + pipeline inventory)* holding cost per unit

37
Q

Cycle inventory

A

= shipping quantity (Q)/2

38
Q

Pipeline inventory

A

= lead time * average demand per day (or week)

39
Q

Total annual cost for a supplier

A

= annual material costs + freight costs + annual inventory costs + administrative costs

= (Price per unit* material requirements) + freight costs per year + ((Shipping quantity / 2)+(lead time* average days demand))*holding cost + annual administrative costs

40
Q

Supplier considerations besides costs

A
  • lead time
  • consistent, on-time delivery
  • quality
  • sustainability

Depends on competitive priorities and order winners

41
Q

Green purchasing

A

The process of identifying, assessing. And managing the flow of environmental waste and finding ways to reduce it and minimize it’s impact on the environment

42
Q

Supplier certification programs

A

Verify that potential suppliers have the capability to provide the services or materials the buying firm required

43
Q

Design collaboration process focus

A

Jointly designing new services or products together with key suppliers

Bringing suppliers into the design and development stages of a new product to minimize delays and mistakes

44
Q

Early supplier involvement

A

A program that includes suppliers in the design phase of a service or product

Suppliers may have suggestions for more efficient design and materials

45
Q

Presourcing

A

A level of supplier involvement in which suppliers are selected early in a products concept development stage and are given significant, if not total, responsibility for the design of certain components or systems of the product

These suppliers take responsibility for the cost, quality and on time delivery of the items they produce

46
Q

Value analysis

A

A systematic effort to reduce the cost or improve the performance of services or products either purchased or produced

Intensive evaluation of all things that go into the production of the product or service

47
Q

Focus of negotiation process

A

Obtaining an effective contract that meets the price, quality, and delivery requirements of the supplier relationship process’s internal customers

Effected by the firms orientation to supplier relations

48
Q

Competitive orientation

A

A supplier relation that views negotiations between buyer and seller as a zero-sum game. Whatever one side loses the other side gains and short term advantages are prioritized over long term commitments

49
Q

Economic dependency

A

When one buyers purchasing volume represents a significant share of the suppliers sales, (or when the purchase item/service is standardized and many substitutes are available

50
Q

referent power

A

When one entity values identification with the other (based on perceived status or network connections)

51
Q

Expert power

A

When one entity has access to knowledge, information and skills desired by another

52
Q

Reward power

A

When one entity has the power to give rewards to another

53
Q

Legal power

A

When one entity has the right to prescribe the behavior of the other

54
Q

Coercive power

A

When one entity had the power to punish the other

55
Q

Cooperative orientation

A

A supplier relation orientation in which the buyer and seller are partners, helping each other as much as possible

Potential to lead to increased information sharing, long-term commitment, and economies of scale

56
Q

Sole sourcing

A

Awarding a contract for service or items to only one supplier

While it can minimize supply chain complexity it can add additional risk of interrupted supply

57
Q

Buying process

A

Procurement of service or materials from supplier. Includes: creation, management, and approval of purchase orders and determines locus of control for purchasing decisions

58
Q

Approaches to e-purchasing

A
  • electronic data interchange
  • catalog hubs
  • exchanges
  • auctions
59
Q

Electronic data interchange

A

EDI

A traditional form of e-purchasing. A technology that enabled the transmission of routine business documents having a standard format from computer to computer

Uses specialized communications software to replace phone, fax, mailed communication

60
Q

Catalog hubs

A

An e-purchasing system where suppliers post their catalog of items on the internet and buyers select what they need and purchase it electronically

Single hub may include catalogs for hundreds of suppliers

Buying firm may negotiate prices with suppliers and then their employees may order pre-approved items

61
Q

Exchanges

A

An e-purchasing system in the form of a marketplace where buying firms and selling firms come together to do business

Often allows for spot purchases at lowest offered cost

62
Q

Auctions

A

An e-purchasing system consisting of a marketplace where firms place competitive bids to buy something

May allow for both closed and open bidding

63
Q

Reverse auction

A

Where suppliers bid for contracts with buyers. Each bid is posted so suppliers can see how low their bid needs to be to stay in the running

64
Q

Vendor managed inventories

A

VMI

A system in which the supplier has access to the customer’s inventory data and is responsible for maintaining inventory on the customer’s site

Inventory is on customer’s site but supplier may retain posession of the inventory until it is used by the customer

65
Q

Key elements of vendor managed inventories

A
  • require collaborative effort and information sharing
  • potential for cost savings by eliminating excess inventory, reducing administrative and ordering costs
  • improves customer service by bringing the supplier closer to the customer
  • important to have a clear written agreement of responsibilities
66
Q

Key performance measure for the supplier relationship process

A
  • percent of supplier’s deliveries on time
  • suppliers lead times
  • percent defects in services and purchased materials
  • cost of services and purchased materials
  • inventory levels of supplies and purchased components
  • evaluation of supplier’s collaboration on streamlining and waste conversion
  • amount of transfer of environmental technologies to suppliers
67
Q

Order fulfillment process

A

Produces and delivers service or product to firm’s customers

68
Q

Nested processes in the order fulfillment process

A
  • customer demand planning
  • supply planning
  • production
  • logistics
69
Q

Customer demand planning

A

CDP

Facilitates collaboration of a supplier and it’s customers for the purpose of forecasting customer requirements for a service or product

Creating the forecasts to enable planning

70
Q

Supply planning process

A

Takes demand forecasts (produced by customer demand process) and combines them with customer service level requirements, inventory targets, and sales and operations resources to generate a plan to meet forecasted demand

71
Q

Production process

A

Executing the supply plan to produce the service or product

Must be integrated with the supply facing and customer facing processes

72
Q

Logistics

A

Delivering the product or service to the customer

73
Q

Key decision for design and implement of logistics processes

A

1) degree of ownership
2) facility location
3) mode selection
4) capacity level
5) amount of cross docking

74
Q

Private carrier

A

When a firm owns and operates its own logistics process

Requires major investment in equipment, labor, facilities, maintenance

75
Q

Third-party logistics carrier

A

3PL

Logistics service providers that production firms can contract with, typically provide integrated services:
- transportation
- packaging
- warehousing
- inventory management
- supply chain design

76
Q

Five basic modes of transportation

A

Truck
Train
Ship
Pipeline
Airplane

Choice of mode depends on firm’s competitive priorities, many firms use mixed models

77
Q

Expected value decision rule

A

Used to evaluate capacity alternatives

Expected value of an alternative = ((probability of demand and occuring) * (payoff for using alternative if that level of demand materialized)) summed over all possible levels of demand

Sum of all probabilities must equal 1

78
Q

Cross docking

A

The packing of products on incoming shipments so that they can be easily sorted at intermediate warehouses for outgoing shipments based on their final destinations

Enhances low-cost operations and delivery speed

Intermediate warehouses become a short term staging area rather than a long term holding area

79
Q

Benefits of cross docking

A

Reductions in:
- inventory investment
- storage space requirements
- handling costs
- lead times

Increased inventory turnover
Accelerated cash flow

80
Q

Key performance measures for the order fulfillment provess

A
  • percent of incomplete orders shipped
  • percent of orders shipped on time
  • time to fulfill the order
  • percent of botched services or returned items
  • costs to produced the service or item
  • customer satisfaction with the order fulfillment process
  • inventory levels of work-in-process and finished good
  • amount of greenhouse gasses emitted
  • number of security breaches

Operations Management (11 decks)

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