Effective Supply Chain Management Flashcards
according to Gattorna, what are the 6 drivers that have contributed to the evolution of the SC
1- shorter product life cycles
2- product proliferation & mass customisation
3- reduced product costs
4- competition
5- increased customer demands
6- a need to survive in the age of the ‘virtual enterprise’
according to Accenture, what are the 4 stages of building collaborative SC planning
1- optimisation/traditional (planning in each function)
2- integration (int collaboration, cross function)
3- collaboration (building relationships with ext partners)
4- synchronisation (network SC, mutual benefits, ecosystems compete rather than SC entities
by using Chom’s PADI (pragmatism, administration, divergence, integration) taxonomy, what can it help the SC department understand?
the values, drivers and priorities of stakeholders
help to determine:
behaviour that will be valued, strategic priorities of the org/SC’s, strategic & cultural compatibility of SC partners, the best supply structures & collaborations for different SCs
what must be considered in an implementation plan that will deliver a collaborative SC strategy?
partnership agreements, development of trust, monitoring & managing risk, effective comms, effective performance measurement, understanding of relationship cycle, change management, managing issues from long term relationships
what are shared services?
support activities (IT, HR, print, procurement) which are commonly used by many departments within an organisation (can be extended to supply network partners, e.g. IT)
how can electronic systems help in overcoming complexities in collaborative SCs
collaborative comms (web conference, shared drives) data & systems integration (designs, forecasts) integrated SC management (software for end-to-end logistics) collaborative management integrated resource management
according to Boddy, what are the 3 responses to change?
resistant - avoid, refuse, sabotage, poor service/quality (SC)
compliant - agree to make changes, lacks commitment, unlikely to undertake activists (SC)
acceptance - agree, plans in place to make change, committed & seeks opportunities
what acronym can you use to help develop performance measures?
SMART
specific, measurable, attainable, relevant, time-bound
what are the 4 elements that make up a balanced scorecard?
financial perspective, internal business processes perspective, learning and innovation perspective, customer and stakeholder perspective
define knowledge management
the mechanism for systemising and continuously developing individual, group and organisational learning
effective extraction, harnessing or creation of intellectual assets. info is retained
what is the difference between tactic knowledge and explicit knowledge?
tactic- ingrained knowledge, taken for granted and difficult to formalise and share. ‘just know’
explicit- formal, systematic and clearly articulated. can be shared using tools, such as very procedures and product specifications
according to Gattorna and Clarke what are the 3 levels of skills development for those is SCM?
level 1- functional skills (demand and inventory management, sourcing, procurement, analysis, comms)
level 2- integration and collaboration skills (customer awareness, vision, management and leadership skills, trust, collaboration, negotiation)
level 3- synchronisation and new business models (vision for new business models, entrepreneurial leadership skills, value proposition, innovation)
what are the main components of a training needs analysis (TNA)?
user analysis content analysis training suitability analysis work analysis content analysis cost benefit analysis
what methods can be used to help bridge competency gaps and meet development targets?
training, coaching, mentoring, organisational learning, self managed learning, experiential learning
describe the 4 elements of the learning cycle (Kolb)
concrete experience (experience new knowledge)
observation and reflection (reflect on that experience)
conceptualisation (Ind develops hypothesis of what’s going on and why?
active experimentation (apply hypothesis to diff situation)
