...Table of contents Abstract-----------------------------------------------------------------------------3 1 significant feature---------------------------------------------------------------3 1.1 Lego design-------------------------------------------------------------------3 1.2 Manufacturing operation----------------------------------------------------3 1.3 Reasons for company’s success--------------------------------------------3 2 current business and operation strategy--------------------------------------3 3 Strengths and weakness-------------------------------------------------------3 4 Order winners and qualifiers-------------------------------------------------3 5 Environment analysis---------------------------------------------------------3 6.1 external analysis--------------------------------------------------------------3 6.2 Forces analysis---------------------------------------------------------------3 6 main expectations-------------------------------------------------------------3 7.3 main expectation--------------------------------------------------------------3 7.4 improvement from the relationship with Flextronics---------------------3 7 key challenges-----------------------------------------------------------------3 8 key issues-----------------------------------------------------------------------3 Reference---------------------------------------------------------------------------3 ...
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...The impact of buyer-supplier relationship and purchasing process on the supply chain performance: a conceptual framework Melody J. Hsiao University of Sydney Sharon Purchase University of Western Australia Shams Rahman University of Sydney ABSTRACT Supply chain performance is a rapidly developing area of research. Many companies are trying to find tools for enhancing performance measures in response to turbulent business markets and for efficiently controlling their business activities. Little empirical research has been conducted on the performance of retail supply chain in Taiwan and other Asian countries. Two factors affecting current retail supply chains, buyer-supplier relationships and purchasing processes, and their antecedents that are relevant to this unique cultural environment will be investigated. The objectives of this research are: (1) to identify the determinants affecting the performance of the supply chain at the retail level; (2) to define the antecedents related to each determinant; and (3) to present the conceptual model for this particular context. This research will contribute by presenting a conceptual model for supply chain performance that is relevant to small and mediumsized businesses that predominate Taiwan. INTRODUCTION Supply chain management (SCM) is “a key strategic factor for increasing organizational effectiveness and for better realization of organizational goals such as enhanced competitiveness, better customer care and increased profitability”...
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...customers. Added value refers to the addition of greater value or worth to a product or service, as a result of all the process that support its production and delivery to the customer: marketing, design, production, customer service, distribution, maintenance and so on. • Improved quality • Reduced prices and total costs • Reducing time to market and achieving deliveries to required timescale • Creating innovation • Reducing risk and supply vulnerability • Consolidation of supply chain • Improved supply chain relationships • Redesigning the organisational structure LEAN AND AGILE SUPPLY CHAIN Lean supply defined by lamming as “the elimination of duplication pf effort and capability in the supply chain combined with a philosophy of continuously increasing the expectations of performance and self-imposed pressure to excel.” • Lean supply chain management represents a new way of thinking about supplier networks • Lean principles require cooperative supplier relationships while balancing cooperation and competition. • Cooperation involves a spectrum of collaborative relationships & coordination mechanisms. • Supplier...
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...The effect of strategy on the use of supply chain management tools – exploratory survey in the Hungarian automotive industry István Jenei1, Krisztina Demeter2, Andrea Gelei3 Budapest University of Economic Sciences and Public Administration, Hungary Abstract Supply chain management (SCM) usually goes beyond company boarders. Cooperating parties are required, who decide to work together. The way how this cooperation evolves depends on the strategies and practices of the parties. In this paper we examine the connection between strategies and SCM practices. Our objective is to analyze how strategy determine the SCM tools used among supply chain parties. The analysis is based on 17 interviews within two supply chains from the Hungarian automotive industry, where supply chains are defined through the car makers (Audi, Suzuki) as focal companies. Our results support the proposition that the connection between strategy and supply chain tools (configurations and practices) is very strong. It is underlined with not only the comparison of the two supply chains but can also be detected in the strategic change at one of the focal companies which resulted in supply chain changes, as well. Besides the main objective a detailed view is provided about the past, present and future of the Hungarian automotive industry. Keywords: Supply chain, supply chain management, strategy, automotive industry, Hungary Introduction content of strategy is required to operate successful ...
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...As director of Supply Chain Systems, I have decided to implement some of the key components of the new supply chain strategy of Virtual Integration from the companies like Dell Computer Corporation. Though there are several differences between the companies, Dell’s virtual integration strategy can be applied to Ford’s supply chain operation. A modified Virtual Integration System can be applied to Ford’s dependent supplied base, distribution system and dealerships. Special care needs to be taken to address the issue of unique dependency of our Tier 1 suppliers. The management of Tier 2 and Tier 3 suppliers would be more suited by the standard procedures used by Dell. If we could find a solution to all the obstacles of virtual integration at Ford, it could make our supply chain run smoothly with the best inventory solutions and overall performance. Managers will be able to overcome the complex and faulty manual process of forecasting and procuring parts which result in reduced OTD, thus decreasing the costs and enhancing customer satisfaction. Issues Identification • Inaccurate forecasting • Supply chain based on outsourcing dependent on large supplier network • Ineffective communication in supplier network • Long Cycle Times • Dealer network structure • Following the traditional “Push” model Environment and Root Cause Analysis Ford’s Supply Chain is based on Vertical Integration and Outsourcing strategy, this has created a complex supply chain, increasing inventory...
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...European Journal of Marketing Emerald Article: Value creation in supply chain relationships: a critique of governance value analysis Trond Hammervoll Article information: To cite this document: Trond Hammervoll, (2009),"Value creation in supply chain relationships: a critique of governance value analysis", European Journal of Marketing, Vol. 43 Iss: 5 pp. 630 - 639 Permanent link to this document: http://dx.doi.org/10.1108/03090560910946963 Downloaded on: 07-07-2012 References: This document contains references to 41 other documents To copy this document: permissions@emeraldinsight.com This document has been downloaded 2200 times since 2009. * Users who downloaded this Article also downloaded: * James DeLisle, Terry Grissom, (2011),"Valuation procedure and cycles: an emphasis on down markets", Journal of Property Investment & Finance, Vol. 29 Iss: 4 pp. 384 - 427 http://dx.doi.org/10.1108/14635781111150312 David Wyman, Maury Seldin, Elaine Worzala, (2011),"A new paradigm for real estate valuation?", Journal of Property Investment & Finance, Vol. 29 Iss: 4 pp. 341 - 358 http://dx.doi.org/10.1108/14635781111150286 François Des Rosiers, Jean Dubé, Marius Thériault, (2011),"Do peer effects shape property values?", Journal of Property Investment & Finance, Vol. 29 Iss: 4 pp. 510 - 528 http://dx.doi.org/10.1108/14635781111150376 Access to this document was granted through an Emerald subscription provided by University of Pretoria For Authors: If you would like to write for...
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...Course Title : Supply Chain Management Course Code : BUS 306 Year of Study : 3 Number of Credits : 3 credits Duration in Weeks : 15 weeks Contact Hours Per Week : Lecture (2.0 hours) Tutorial (1.0 hour) Pre-requisite Course(s) : Nil Course Aims This course aims to provide students with a clear, well-structured and comprehensive understanding of basic concepts and principles of supply chain management. The course will highlight the very important role of supply chain management in creating customer values, and how it plays in today’s global business world. Besides, this course also presents the strategic context in which supply chain managers work. Teaching Approach Both lectures and tutorials will be used. Lectures are designed to introduce the topics and develop students’ understanding of the materials. Tutorials are designed to consolidate what students have learned in the lecture and help them to apply the theories in relevant situations. Participation of students will be vital to the learning process. Current issues in the business fields related to supply chain management will be used extensively to illustrate the practical aspects of the course. Resources Principal Reading 1. Chopra S. & Meindl P., Supply Chain Management – Strategy, Planning, and Operation, Fourth Edition, New Jersey: Pearson Education, 2010. Supplementary Reading: 1. Bozarth, C. & Hanfield, R., Introduction to Operations and Supply Chain Management,...
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...1. Introduction In recent years, a growing amount of research, much of which is still preliminary, has been dedicated to investigating maturity models development for the strategic management of supply chains (Chan and Qi, 2003; Gunasekaran et al., 2001; Coyle et al., 2003). The concept of process maturity derives from the understanding that processes have life cycles or developmental stages that can be clearly defined, managed, measured and controlled throughout time. A higher level of maturity, in any business process, results in: (1) better control of the results; (2) more accurate forecast of goals, costs and performance; (3) higher effectiveness in reaching defined goals and the management ability to propose new and higher targets for performance (Lockamy and McCormack, 2004; Poirier and Quinn, 2004; McCormack et al., 2008). In order to meet the performance levels desired by customers in terms of quantitative and qualitative flexibility of service in demand fulfillment, deadlines consistency and reduction of lead times related to fulfilling orders, firms have developed repertoires of abilities and knowledge that are used in their organizational process (Day, 1994 apud Lockamy and McCormack, 2004; Trkman, 2010). In two past decades, management of supply chain processes has evolved, also because of these new demands, from a departmental perspective, extremely functional and vertical, to an organic arrangement of integrated processes, horizontal and definitely...
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...collaborative supply chain with the analytic hierarchy process (AHP) Andra Badeaa , Gabriela Prosteana*, Gilles Goncalvesb,c, Hamid Allaouib,c a Politehnica University of Timisoara, Remus 14, Timisoara 300191 Romania b Universite Lille Nord de France, Lille F-59000, France a Universite Artois, LGI2A, Bethune F-62400, France Abstract This paper analyzes supply chain crisis, the main blockage to effective supply chain collaboration. The research question of this article refers to how the two collaboration concepts (vertical and horizontal) in supply chain can be influenced in practice by potential risk factors. This research proposes five alternatives for a good collaboration: Information sharing collaboration, Decision synchronization collaboration, Incentive alignment collaboration, Resource and skill sharing collaboration, Knowledge Management collaboration. After a thorough research and detailed discussions, the authors identified 16 risk factors most present in literature. The research methodology was combined with the application of the analytic hierarchy process (AHP). © 2014 The Authors. Published by Elsevier Ltd. Open access under CC BY-NC-ND license. © 2014 The Authors. Published by Elsevier Ltd. Selection and peer-review under responsibility ofof SIM 2013/12thInternational Symposium inin Management. Selection and peer-review under responsibility SIM 2013 / 12th International Symposium Management. Keywords: collaborative supply chain; risk factors;...
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...IN SUPPLY CHAIN MANAGEMENT The use of information technology (IT) is considered a prerequisite for the effective control of today’s complex supply chains. Because, today companies are often not considered independent entities, but parts of multi-company, multi-echelon networks, i.e. supply chains, delivering goods and services to the final customer. Companies today are under pressure to better manage the supply chain and to improve efficiency and logistics operations while remaining responsive to changing market conditions and customer demands. As a result, organizations need to adopt IT to support their supply chains and increase their efficiency by achieving tighter cooperation over the supply-chain. Importers and exporters need to know where their product is. Lenders need to know when and how to pay for it. Innovative companies have sprung up to harness the power of the IT, making it easier than ever for logistics managers to track and manage international shipments, and to serve their changing needs as they reach ever further across the globe to source goods. Companies such as Home Depot, Xerox and Sears already use on-demand, Web-based data hubs to identify where their goods are in real time, and if delays along the way should be corrected to avoid broader supply chain disruptions and expensive recovery work. TYPE OF ‘IT’ USE FOR OPTIMIZING SCM The use of IT for optimizing SCM can be divided into (Ref. Figure 1): * Transaction processing * Supply chain...
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...enabling (from reactive to pro-active)? • Did you make the next step in positioning FM: from facility management to enabling leadership (from marching along the choosen road to marking the shining path) The strategic choices • Facility or make • Example Health care • Take hospitals: – Healing patients – Or – Enabling medical professionals to execute medical interventions Context: what is the world around FM Social Economic: a New Economy Geo-Political: The world is not enough Geo-Political: shifting power positions Political-Administrative: relationship business vs. state • Turbulence by crisis • Changing Governance systems • Limited tenability of current models • • • • New Economy disintermediated prosumption multiformity networks/chains ICT convergence changing economic landscape demand driven knowledge...
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...upply Chain Management is the systematic, strategic coordination of the traditional business functions within a particular company and across businesses within the supply chain, for the purposes of imposing the long-term performance of the individual companies and the supply chain as a whole. The definition of Supply Chain Management focuses on management of relationships as means of achieving better results for all members of the supply chain, including customers. As a philosophy Supply Chain Management takes a systems approach to viewing the channel as a single entity, rather than as a set of fragmented parts, each performing its own function. There are three concepts in Supply Chain Management. These three concepts are tightly interconnected. Network Structure Business Processes Management The Network structure comprises the most important collaboration partners in a supply chain, as well as the relationships between these players. It is neither possible nor desirable to establish a SCM cooperative network that includes all participants in a business network. It is important to focus available resources on the relations that are of strategic importance for the competitiveness of the business. For many businesses, it is a novel challenge to choose and work in a structured manner with business relationships. A good way to start is to describe the roles the business fills today and the roles the business wishes to fill in the future in terms of supply chain. In this...
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...International Journal of Physical Distribution & Logistics Management Clusters and supply chain management: the Amish experience Tom DeWitt Larry C. Giunipero Horace L. Melton Article information: To cite this document: Tom DeWitt Larry C. Giunipero Horace L. Melton, (2006),"Clusters and supply chain management: the Amish experience", International Journal of Physical Distribution & Logistics Management, Vol. 36 Iss 4 pp. 289 - 308 Permanent link to this document: http://dx.doi.org/10.1108/09600030610672055 Downloaded by University of Akron At 11:41 23 March 2015 (PT) Downloaded on: 23 March 2015, At: 11:41 (PT) References: this document contains references to 26 other documents. To copy this document: permissions@emeraldinsight.com The fulltext of this document has been downloaded 2473 times since 2006* Users who downloaded this article also downloaded: Anthony L. Patti, (2006),"Economic clusters and the supply chain: a case study", Supply Chain Management: An International Journal, Vol. 11 Iss 3 pp. 266-270 http:// dx.doi.org/10.1108/13598540610662176 Vichuda Nui Polatoglu, (2007),"Strategies that work – the case of an e-retailer in an emerging market", International Journal of Emerging Markets, Vol. 2 Iss 4 pp. 395-405 http:// dx.doi.org/10.1108/17468800710824536 Amit Sachan, Subhash Datta, (2005),"Review of supply chain management and logistics research", International Journal of Physical Distribution & Logistics Management, Vol. 35 Iss 9 pp. 664-705 http://...
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...Supply Chain Supply chain is the network of vendors of raw materials plants that change important products and the centers of distribution for the products to get to the buyers. Myerson, P. (2015) further refers supply chain as the value of chain, it the network that includes producing and delivering services or products. The integration of customer requirements at the same time, the upstream supplier performance and internal process is mostly known as supply chain management. Supply chain strategies are as significant to a given company in various ways as explained below: According to kamE. et al (November, 2012) supply chain strategies is the movement of products from the initial point until it gets to the buyer and meet their requirements (demand). According to Kam. E. (November 2012) supply chain strategies are so significant to the organization or company because its efficiency lead to the good recognition of revenue. The issues experienced by the product not being available at the right moment decreases the buyers’ commitment to the product. According to the Managementguide.com (2012) many organizations take supply chain as the source of support. The best line between failure and success is measures by the organization’s supply chain Supply chain management is necessary to organization achievement and customer approval because it includes all of the actions that lead to the achievement of the association from start of planning, management of all activities and operations...
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...The coordination of the Supply Chain Management varies on the business industry and collaboration of each company functions. In most organizations, supply chain planning is a cross-functional effort. Functional areas such as sales, marketing, finance, and operations traditionally specialize in portions of the planning activities, which results in conflicts over expectations, preferences, and priorities, most important fundamental component of the supply chain management would be Functional Coordination within the firm operation, without this function we couldn’t isolate who does what in each phase of operation, and couldn’t determine who being profitable by accomplishing the objective task within budget, and constraints there are other imperative dimensions that have to be addressed in all functional operations. At first Prestige’s Wines LLC had major problem with Coordination and because of that situation we were not profitable for third years, the high cost of the process was out control so we had to reorganize our operations we have implemented a process to our management team to analyze the important features of our operations and coordination of our unique process in the wine business cycle. One of the dimensions of the functional coordination has to be well established before any arrangement can be implemented. The interaction of the company is vital with the collaboration of each category of the process with individuals, committees, and other departments within the company...
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