supply chain Flashcards
process house
core processes: supply chain- customer relation- life cycle- -management
support:
HR and quality assurance
history of OM
industrial revolution scientific management human relations computer age outsourcing e-commerce
SC and operations strategy
SC resources
-competencies, processes, resources
market needs
-customer, competition, market position
strategic fit
place beteern efficiency and responsiveness
efficiency: low costs supplier bound low invenotry reduce lead time
responsivness:
buffer
flexible
higher margins
from network to supply chain
world factory
-one factory to satisfy needs from all over the world caused by bad communication ways and low production volume
production abroad
-copy and paste factories everywhere because of high logistic and transportation costs
high specialisation
-everybody produces what they can produce the best
what is the optimal outsourcing degree
intersection between costs for value creation and coordination costs
limited scope: limited steps, less complicated, control
high scope: various steps, reverse snd forward integration
where should buffers be located
products that are needed daily and can be forecasted well close to customer (proximity)
products like spare parts where you have high fluctuations in the center
lean management
kaizen: continuous improvement
1. value creation for which customer pays - optimize
2. necedsary waste for value creation - minimize
3. waste nobody pays for - eliminate
TIMWOOD
transportation inventory movement waiting time over production over engineering defects
align process to tact time
tact time = abailable time/output requirments
capacity needed = work content/tact time
production ways
single piece flow —> reduced waiting time
first in first out
kanban —> bad huge inventory needed
limit production control
factory planning steps
geographical factory building workspace workolace
status of factory planning
green field
-new plant, low qualified workers, mess restrictions
brown field
-qualified worker, logistics not the best, infrastructure given
design material flow and optimal layout
on site production (start ups) produce everything on one site
workshop production same machinery or tasks in one area
group production small departments within company
assembly line workstations assembled in the need sequence
product architecture
modular: seperate modules flexible for change
integral: combined modules, individual change affects whole product
challenges in time pressure
successive planning (everyone does their job and hands it to next one) simultaneous engineering (working parallel as a team)
risk effects on supply chain
loss of productivity increased working costs customer complaints less service outcome loss of revenue damaged brand reputation
risk drivers
drivers: network structure
- globalization
- centralization of supplier
- reduction of buyers
sources: environment
- shorter product lifecycle
- dynamic demand
- limited raw materials
- natural disasters
process of SCRM
identification
assessment
management
risk pooling
pooling of product
pooling of location of inventory
pooling of lead time
pooling of capacity
pooling capacity
no flexibility: 10 types or cars one car per site
full flexibility: every site can produce every type of car
chaining: one site can produce 2 car types
nature of demand
dependant if customer orders
infependant driven by forecasts
nature of supply
mtf: make to forecast
ato: assembly to order
mto: make to order
eto: engineer to order
activities of planning and control
loading
sequencing
scheduling
monitoring and controlling
activities of planning and control-loading
finite (only until capacity reached, might have something left at the end of period)
infinite (produce everything but always over capacity)
activities of planning and control-sequencing
fifo
dd- closest due date
sot - shortest order first
lot- longest order first
activities of planning and control - scheduling
forward- produce as soon as you know about it
backwards - produce the latest possible to due date
determine operations base level of capacity
performance objective
perishability
variability in demand
bullwhip effect
large distortion of demand due to information asymmetries
reasons:
demand submitted unequally
greater lot size ordered to reduce costs
sales campaigns
overreaction
bottleneck poker: everybody orders more if bottleneck expected
counter measures:
smoothing info exchange
smoothing product flow (automation of order process)
design incentive scheme (const whole sale price, risk sharing)
interfaces for optimal sc planning
collaborative partnership
ECR, COFR, JIT
-data exchange in all directions, coordinated collaboration
VMI
-automatic transfer, commong access to stock data
EDI
-minimization if time for transfer of data quality
