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Verk V2 > F5 Supply chain managment > Flashcards

F5 Supply chain managment Flashcards

1
Q

Vaför har företag börjat integerera vertikalt igen

A

Kontroll
Mer instabil värld och supply chain

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2
Q

Hur konkurrera supply chains

A

Samma som vanlig
Kvalitet
Speed
Dependability
Flexibility
Cost
Sustainibility

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3
Q

Vilka olika typer finns och När passar olika typer av supply network

A
  • lean supply chain networks → suitable for stable “functional” services or products
  • agile supply chain networks → suitable for innovative unpredictable services and products

Effektiv eller responsiv

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4
Q

Vad handlar Supply chain managment om

A

Fysiskt och icke fysiskt flöde
Flödar åt båda håll
Information
Material
Finansiell

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5
Q

Vad är SCOR

A

Supply Chain Operations Reference (SCOR) model
Definierar scope av SCM

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6
Q

Varför är standardiserade processer nödvändigt

A

‒ Benchmark performance.
‒ Coordinating with external firms to build a supply chain.
‒ Template to design and guide development of supply chain processes.
‒ Improve visibility and understanding of the SCM function

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7
Q

Vika delar ingår i SCOR

A

Performance includes standard metrics to describe process
performance and define strategic goals.
Processes offers standard descriptions of management processes and
process relationships.
Practices explains management practices that produce significantly
better process performance.
People comprises standard definitions for skills required to perform
supply chain processes

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8
Q

Exempel på prestation och liknande mättal för sc

A

Relabilitet
Responsivness
Agility
Costs
Profit
Assets
Social

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9
Q

Vilka är elementen i SCOR level 1

A
  1. Plan.
  2. Source.
  3. Transform.
  4. Fulfill.
  5. Return.
  6. Order.
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10
Q

Vad inkluderar plan

A

‒ Understand visions/strategic goals of the firm
‒ Gathering requirements (demand)
‒ Identifying resources (supply)
‒ Balancing supply – demand
‒ Determine planned capabilities or gaps
‒ Specify actions to correct the gaps

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11
Q

Vad inkluderar source

A

‒ scheduling product deliveries,
‒ Receipt of products,
‒ Verification of products received
‒ transfer mechanisms
‒ Supplier payment

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12
Q

Vad är aktiviteterna om man ska köpa av en leverantör

A

‒ Identify relevant suppliers
‒ Determine tenders/sourcing requirements
‒ Evaluate suppliers and request for information
‒ Select suppliers accordingly
‒ Contract the suppliers

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13
Q

Vilka är de 4 olika Supply network arrangements

A

(vem / med vad)
Virtual spot trading
(armlängd med många, allt)
Traditional market
(armläng, oviktiga saker - inget)
Partnership supply relationship
(Nära med få, allt-oviktiga saker)
Vertical integration
(Nära med få, inget)

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14
Q

Beskriv missmatchen i spply chain relationer

A

Vad leverantören tror kunden vill ha
Vad kunden verkligen vill ha
Hur kunden tror leverantören presterar
Hur leverantörer tror den preterar

Requirement perception gap
Supplier improvent gap
Fullfillment perception gap
Supplier performance gap

Min leverantör
Jag som leverantör
Min kun
Jag som kund

Scenario A
Scenario B

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15
Q

Supply chain relationships are multi-tiered
configurations

A

Finns kontakt med leverantör på flera nivåer

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16
Q

Vad inkluderar transform

A

‒ Add value to products in assemblying
‒ Mixing
‒ Separating
‒ Forming
‒ Machining and
‒ Chemical processes

17
Q

Vad inkluderar Fulfil

A
  • Receipt, validation of
    customers’ orders.
  • Schedule order
    deliveries.
  • Pick-pack.
  • Shipment.
  • Invoicing
18
Q

Vad inkluderar return

A
  • Identification of returns
  • Disposition decision
    making
  • Scheduling of the return
  • Shipment and receipt of
    the return goods.
19
Q

Vad inkluderar Order

A
  • Prepare the order and send to suppliers
20
Q

Varför är lager viktigt

A
  • Having inventory means:
  • Customer satisfaction, i.e. secure sales and
    avoid stock outs.
  • Address forecasting biases. Businesses can
    adjust inventory levels to meet seasonal or
    unexpected demand peaks.
  • Handle Disruptions
21
Q

Hur kan man optimera lager

A
  • Cost Optimization:
  • Reduced Holding Costs
  • Lower Ordering Costs
  • Preventing Shortages
  • Financial Performance:
  • Increased Revenue
  • Improved Profit Margins
22
Q

Hur kan man kvantitativt beskriva inventory

A

Safety inventory
Cycle inventory

‒ Cycle Inventory
‒ Safety Inventory
‒ Q order quantity
‒ Reorder Point
‒ Backorders

23
Q

Exempel på ineventory policies

A

‒ When to order?
‒ How much to order?

24
Q

Vilka är prestationsmåtten man använder med SCM

A

‒ Available / in stock
‒ Quality
‒ Speed/On-Time in Full (OTIF)
‒ Flexibility
‒ Cost
‒ Sustainability

25
Q

Exempel på beslutsfattande i SC

A

‒ Competitive priorities (e.g. cost savings, flexibility, rapid response etc.).
‒ Centralize or decentralize control. E.g. Walmart, Apple vs General Electric
‒ Securing financial and information flows.
‒ Location of warehouses, R&D centers, call centers, distribution centers, retailers.
‒ Sustainability. Existing studies show that 60/70% of a company carbon emission are found
along the supply chain! Supply chains affect employemnt, regional development and
safety/security concerns.
‒ Technology. IP rights decisions worldwide.
‒ Digital content. Some products are fully digital, others hybrid.
‒ Sourcing.
‒ Logistics and transportation.
‒ Managing uncertainties/risks.
‒ Measure, monitor and improve performance.

26
Q

Zaras 2 regler i SC

A

‒ ”give customers what they want and” […]
‒ ”get it to them faster than anyone else!”

27
Q

Hållbar SC

A

‒ Energy consumption (manufacturing, storing and transport)

‒ Working conditions and local/regional growth

  • Sustainable supply chains, should ensure the optimal integration of
    economic, social and environmental goals.
28
Q

Vad är bullwhip effekten

A
  • The disturbance at the end
    of the chain causes
    increasingly large
    disturbances moving along
    the supply chain towards
    suppliers.
29
Q

Vad orsakar bullwhip effekten

A

‒ Forecasting errors/forecast updates
‒ Quantity discounts / promotions
‒ Currency exchange
‒ Prices fluctuations
‒ Inventory accuracy (e.g. time lag to update inventory information)
‒ Variable delivery times
‒ Demand information transfer delay
‒ Theft/losses
‒ Order batching
‒ Panic buying/shortage gaming (e.g. reactions to COVID restrictions)

30
Q

Exempel på konsekvenser av bullwhip effekten

A
  • Capacity oscillates leading to under- / over- utilization
  • Ordering costs
  • Firms are forced to hire, fire and re-hire employees as a volatile demand is experienced.
  • Irregular working patterns cause inefficiencies, delays, dissatisfaction, too high workload.
  • Transport capacity is not correctly utilized.
31
Q

Hur kan man undvika bullwhipp

A

Information Sharing
Channel alignment
Operational efficiency

32
Q

How do supply chains compete?

A

The central objective is to meet the needs of end customer
Each operation in the supply chain should contribute to the mix of:
Quality, speed, flexibility etz, that the customer needs

Verk V2 (7 decks)

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