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- Herausgeber: John Wiley & Sons
- Kategorie: Fachliteratur
- Sprache: Englisch
Increase your knowledge of supply chain management and leverage it properly for your business If you own or make decisions for a business, you need to master the critical concept of supply chain management. Supply Chain Management For Dummies, 2nd Edition guides you to an understanding of what a supply chain is and how to leverage this system effectively across your business, no matter its size or industry. The book helps you learn about the areas of business that make up a supply chain, from procurement to operations to distribution. And it explains the importance of supporting functions like sales, information technology, and human resources. You'll be prepared to align the parts of this system to meet the needs of customers, suppliers, and shareholders. By viewing the company as a supply chain, you'll be able to make decisions based on how they will affect every part of the chain. To help you fully understand supply chains, the author focuses on the Supply Chain Operations Reference (SCOR) model. This approach allows all types of professionals to handle their work demands. * Use metrics to improve processes * Evaluate business risks through analytics * Choose the right software and automation processes * Plan for your supply chain management certification and continuing education A single business decision in one department can have unplanned effects in one or more areas, such as purchasing or operations. Supply Chain Management For Dummies helps you grasp the connections between business lines for wiser decision making and planning.
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Supply Chain Management For Dummies®, 2nd Edition
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Supply Chain Management For Dummies®
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Table of Contents
Cover
Title Page
Copyright
Introduction
About This Book
Foolish Assumptions
Icons Used in This Book
Where to Go from Here
Part 1: Getting Started with Supply Chain Management
Chapter 1: The Growing Demand for Supply Chain Management
Defining Supply Chain Management
Exploring Complex Business Challenges
Operating Under Supply Chain Management Principles
Introducing Five Supply Chain Tasks
Implementing the New Supply Chain Agenda
Chapter 2: Understanding Supply Chains from Different Perspectives
Managing Supply Chain Flows
Synchronizing Supply Chain Functions
Connecting Supply Chain Communities
Designing Supply Chain Systems
Measuring Supply Chain Processes
Chapter 3: Digging into Your Supply Chain
Prioritizing Supply Chain Goals
Looking at Cost Drivers
Dealing with Trade-Offs
Chapter 4: Optimizing Your Supply Chain
Designing Your Network
Improving and Innovating Processes
Structuring Supply Chain Projects
Part 2: Managing Supply Chain Processes
Chapter 5: Connecting Supply Chain Processes
Introducing the SCOR Model
Establishing Process Metrics
Building the Right Supply Chain
Chapter 6: Planning the Supply Chain
Balancing Supply and Demand
Aligning Resources with Requirements
Analyzing Your Customers
Planning Your Products
Planning Your Production Systems
Planning Your Delivery Systems
Planning for Returns
Chapter 7: Sourcing, Purchasing, and Procurement
Understanding Strategic Sourcing
Segmenting Your Supply Chain
Managing Life Cycle Costs
Managing Supplier Relationships
Managing Procurement Processes
Establishing Supply Contracts
Mitigating Supplier Risks
Establishing Purchasing Ethics
Sustainable Sourcing
Chapter 8: Making Your Products or Services
Planning and Scheduling Production
Identifying Manufacturing Process Types
Choosing Your Production Environment
Implementing Quality Control and Quality Assurance
Reducing Manufacturing Waste
Chapter 9: Delivering Your Products or Services
Understanding Modes of Transportation
Selecting Modes of Transportation
Managing Warehousing and Inventory
Establishing Inventory Ordering Policies
Selecting Material Handling Equipment
Managing and Filling Orders
Maintaining Visibility of Shipments
Leveraging Third-Party Logistics
Optimizing Freight Audit and Payment
Chapter 10: Managing Product Returns and Reverse Supply Chains
Growing Revenue with Easy Returns
Processing Returns of New or Excess Products
Processing Returns of Used or Defective Products
Managing Closed-Loop Supply Chains
Handling Unauthorized Returns and Fraudulent Products
Managing Trade-Ins
Chapter 11: Enabling Your Supply Chain
Managing Your Business Rules
Managing Supply Chain Performance
Managing Your Assets
Labeling Your Products
Preventing Tampering
Addressing Supply Chain Security Issues
Leveraging Information Technology
Leveraging Human Resources
Mastering Project Management
Part 3: Using Technology to Manage Supply Chains
Chapter 12: Managing Supply Chain Software
Understanding How Processes Evolve
Using Transportation Management Systems
Using Electronic Load Boards
Using Warehouse Management and Execution Systems
Using Demand Planning Systems
Using Material Requirements Planning Systems
Using Manufacturing Execution Systems
Using Distribution Requirements Planning Systems
Using Labor Management Systems
Using Customer Relationship Management Systems
Using Supplier Relationship Management Systems
Using Enterprise Resources Planning Systems
Using Supply Chain Modeling Software
Using Business Intelligence Software
Leveraging Software Analysts
Anticipating the Future of Supply Chain Software
Chapter 13: Integrating Advanced Manufacturing into Your Supply Chain
Avoiding Obsolescence
Preparing for Industry 4.0
Capitalizing on Advanced Manufacturing
Automated Mobile Robots
Unmanned and Autonomous Vehicles
Chapter 14: Managing Digital Supply Chains
Digitalizing Products and Services
Integrating Planning, Execution, and Visibility
Creating Customer Centricity
Sharing with Blockchains
Harnessing the Internet of Things, Big Data, and the Cloud
Connecting with Social Media
Employing Artificial Intelligence
Preparing for Quantum Computers
Retooling for Omnichannel
Part 4: Driving Value with Supply Chain Management
Chapter 15: Transforming Your Supply Chain
Improving Transparency and Visibility
Deploying Demand Shaping
Performing Postponement
Renewing Regional Sourcing
Reducing Stock-Keeping Units
Optimizing Inventory
Incorporating Vendor-Managed Inventory
Adjusting Payment Terms
Using Supply Chain Finance
Controlling the Bullwhip Effect
Starting with Small Improvements
Creating Sandboxes
Investing in Innovation
Chapter 16: Adopting Supply Chain Metrics
Understanding Metrics
Identifying Performance Attributes
Understanding SCOR Metrics
Optimizing Operational Metrics
Formalizing Financial Metrics
Perfecting People Metrics
Solidifying Sustainability Metrics
Chapter 17: Managing Supply Chain Risks
Challenging Assumptions about the Future
Building Supply Chain Resilience
Identifying Risks
Classifying Risks
Scoring Risks
Managing Risks
Handling a Crisis
Chapter 18: Building Supply Chain Analytics
The Rise of Big Data, Sensors, and the Internet of Things
Outline of an Analytics Plan
Correlation, Causation, and Interpolation
Modeling, Simulation, and Optimization
Scenario Planning
Scorecards, Dashboards, and Control Towers
Part 5: Building Your Supply Chain Management Career
Chapter 19: Selecting a Supply Chain Career
Doing Your Homework
Examining Supply Chain Career Categories
Chapter 20: Pursuing Supply Chain Education
Earning Certificates and Certifications
Earning Degrees and Diplomas
Exploring Online Education Options
Playing Supply Chain Games
Following Supply Chain Media
Part 6: The Part of Tens
Chapter 21: Ten Questions to Ask about Your Supply Chain
Who Are Your Key Customers?
What Do Your Key Customers Value?
How Could Your Supply Chain Create More Value?
How Do You Define Supply Chain Management?
What Information Do You Share with Suppliers?
How Do You Compare with Competitors?
What Changes Could Increase Revenue?
What Changes Could Lower Costs?
What Affects Your Supply Chain Now?
What Will Affect Your Supply Chain in the Future?
Index
About the Author
Advertisement Page
Connect with Dummies
End User License Agreement
List of Tables
Chapter 2
TABLE 2-1 Quantitative versus Qualitative Metrics
Chapter 3
TABLE 3-1 Supply Chain Priorities
TABLE 3-2 Common Supply Chain Management Trade-Offs and Solutions
Chapter 4
TABLE 4-1 Three Approaches to Process Improvement
Chapter 5
TABLE 5-1 Example Top-Level SCOR Processes
Chapter 17
TABLE 17-1 Risk Register
TABLE 17-2 Risk Register with Actions
Chapter 19
TABLE 19-1 O*NET Codes for Supply Chain Associate Positions
TABLE 19-2 O*NET Codes for Supply Chain Technician Positions
TABLE 19-3 O*NET Codes for Supply Chain Planner and Analyst Positions
TABLE 19-4 O*NET Codes for Supply Chain Engineer Positions
TABLE 19-5 O*NET Codes for Supply Chain Supervisor Positions
TABLE 19-6 O*NET Codes for Supply Chain Manager Positions
TABLE 19-7 O*NET Codes for Supply Chain IT Manager Positions
TABLE 19-8 O*NET Codes for Supply Chain Educator Positions
List of Illustrations
Chapter 1
FIGURE 1-1: Frequency of
supply chain
in book titles.
FIGURE 1-2: Scenario-planning model.
FIGURE 1-3: Supply chain management principles.
FIGURE 1-4: The New Supply Chain Agenda.
Chapter 2
FIGURE 2-1: Three supply chain flows.
FIGURE 2-2: Logistics, purchasing, and operations are interdependent.
FIGURE 2-3: Dominant group personalities.
FIGURE 2-4: Example of a causal loop diagram.
Chapter 3
FIGURE 3-1: Example HOQ.
FIGURE 3-2: Supply chain cost drivers.
FIGURE 3-3: Biased forecast.
FIGURE 3-4: Average inventory level.
Chapter 4
FIGURE 4-1: Nodes and links in a supply chain.
FIGURE 4-2: Example VSM.
FIGURE 4-3: Sample work breakdown structure.
FIGURE 4-4: Sample network diagram.
FIGURE 4-5: Sample RACI matrix.
FIGURE 4-6: Sample project scorecard.
FIGURE 4-7: The six responsibilities of a leader in the DIRECT model.
Chapter 5
FIGURE 5-1: The six top-level supply chain processes in the SCOR Model.
FIGURE 5-2: Supply chain objectives.
Chapter 6
FIGURE 6-1: Supply chain planning model.
Chapter 7
FIGURE 7-1: Tiers in a supply chain.
FIGURE 7-2: Tiers of direct and indirect suppliers.
FIGURE 7-3: SIPOC diagram.
FIGURE 7-4: Segmentation of inputs to a process.
FIGURE 7-5: Cash conversion cycles.
FIGURE 7-6: A risk register.
Chapter 8
FIGURE 8-1: Production scheduling process flow.
FIGURE 8-2: Manufacturing capacity and output.
FIGURE 8-3: Assembly line versus cellular manufacturing.
FIGURE 8-4: Make-to-stock, make-to-order, and engineer-to-order production.
Chapter 9
FIGURE 9-1: A boxcar.
FIGURE 9-2: Air cargo.
FIGURE 9-3: Inventory chart.
FIGURE 9-4: Storage racks and mezzanine.
FIGURE 9-5: Sample sales order.
Chapter 11
FIGURE 11-1: The information value chain.
Chapter 12
FIGURE 12-1: An example capability maturity model.
FIGURE 12-2: Basic ERP system modules.
Chapter 13
FIGURE 13-1: FDM 3D printer.
Chapter 15
FIGURE 15-1: Relationship between service level and inventory.
Chapter 17
FIGURE 17-1: Supply chain risk heat map.
Chapter 18
FIGURE 18-1: Linear interpolation of data points.
FIGURE 18-2: Variables that have a positive correlation.
FIGURE 18-3: Variables that have a negative correlation.
FIGURE 18-4: Variables that are random and not correlated.
FIGURE 18-5: Sample supply chain dashboard.
Chapter 19
FIGURE 19-1: Career alignment diagram.
FIGURE 19-2: Sample career information from O*NET.
FIGURE 19-3: Supply chain careers framework.
Guide
Cover
Title Page
Copyright
Table of Contents
Begin Reading
Index
About the Author
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Introduction
Supply chain management is about seeing your business as an interconnected system. Supply Chain Management For Dummies covers the tools, rules, and language that you need to understand how the parts of your company’s supply chain fit together. The book also shows you how to plan and manage your supply chain in ways that reduce costs, increase profits, and minimize risk.
About This Book
Many books treat supply chain management as part of operations, logistics, or procurement, but this book takes a broader approach, showing that those functions are interconnected parts of a system.
I include lots of everyday examples that make it easy to understand each step in any supply chain and how virtually any company can employ supply chain principles.
Most people get to see only a small part of the supply chains that they work in. This book helps you understand all the other processes and systems in a supply chain, as well as how decisions that you make affect others up and down the supply chain, including your customers and suppliers. The book uses language that’s easy to understand and is organized in a way that makes access to specific topics easy.
Foolish Assumptions
In writing this book, I assumed that supply chain management is important to you because
You need to understand it for your current job.
You need to understand it for a future job.
You need to explain it to other people so that they can do their jobs better.
I assume that you have some connection to supply chain management, probably because you’ve studied or worked in logistics, operations, or procurement. I assume that you may have been taught to see supply chain management from a narrow, functional perspective rather than as an end-to-end, integrated system.
I assume that you want to understand how decisions made in one part of a supply chain can influence the results in another. Many companies have made bad choices with expensive consequences simply because they didn’t recognize the effects of those choices on their supply chains. When you consider that more than 70 percent of costs and 100 percent of revenue depend on supply decisions, it’s clearly worth the time and energy to understand how to manage a supply chain efficiently.
Icons Used in This Book
Icons emphasize a point to remember, a danger to be aware of, or information that you may find helpful.
The Tip icon marks tips (duh!) and shortcuts that you can use to make supply chain management easier.
Remember icons mark information that’s especially important to know. To siphon off the most important information in each chapter, skim the paragraphs that have these icons.
The Technical Stuff icon marks information of a highly technical nature that you can normally skip.
The Warning icon tells you to watch out! It marks important information that may save you headaches.
Where to Go from Here
You can read this book in different ways, depending on why you’re reading it. You can certainly start at the beginning and skip the things you already know, but I’ve written the book so that you can start reading anywhere that catches your eye and then hunt for additional bits that sound interesting.
If your goal is to discover what supply chain management is, start with Part 1. If you’re trying to get a sense for how the pieces of a supply chain fit together in a framework, read about the Supply Chain Operations Reference (SCOR) Model in Part 2. If you need to get a handle on the technologies that are key to supply chain management, check out Part 3. If you’re looking for ways to drive strategic value for your company by using supply chain management tools, jump into Part 4. Finally, Part 5 is packed with information that can help you grow your career in supply chain management.
Some of the material in this book will be useful if you’re preparing for a supply chain certification such as Certified Supply Chain Professional or SCPro (see Chapter 20), but you shouldn’t use it as a substitute for the official study guides.
No matter how you go through the book, you’ll eventually want to read all the chapters. Each chapter is useful on its own, but the chapters work together to help you see how interconnected the parts of a supply chain are and why you need to think about all of them when you make decisions that affect your business, your customers, and your suppliers.
For some helpful information about how to describe supply chain management, how to lead supply chain projects, and how to use the SCOR Model, check out the Cheat Sheet for this book by visiting https://www.dummies.com and entering the book’s title in the search field.
Part 1
Getting Started with Supply Chain Management
IN THIS PART …
Simplify the concept of supply chain management by breaking it into pieces.
Analyze supply chain management from different perspectives to see why it’s important.
Align supply chain management with the goals of your business.
Optimize supply chain performance to drive better results for you, your suppliers, and your customers.
Chapter 1
The Growing Demand for Supply Chain Management
IN THIS CHAPTER
Understanding complex business challenges
Focusing on supply chain tasks
Understanding supply chain management principles
Getting started with the New Supply Chain Agenda
These days, it’s hard to find a copy of The Wall Street Journal that doesn’t have the phrase supply chain somewhere on the first page. You hear about supply chains everywhere: in company reports, on the news, and even in casual conversation. But it hasn’t always been that way. Only in the past 35 years has supply chain management gone from being a vague academic concept to a critical business capability. This chapter covers why supply chain management has become so important and explains the process for building best-in-class supply chain management into your company.
Defining Supply Chain Management
In spite of the current hype, supply chains aren’t really that new. Entrepreneurs have been buying things from suppliers and selling products to customers for almost as long as people have inhabited the earth. Supply chain management is new, however. In fact, the basic principles of supply chain management began to take shape in the 1980s, at about the same time that personal computers came onto the business scene. You can see the trend clearly by using Google’s N-Gram Viewer, shown in Figure 1-1, which illustrates how often the term supply chain has been used in book titles.
FIGURE 1-1: Frequency of supply chain in book titles.
Supply chain management is the planning and coordination of all the people, processes, and technology involved in creating value for a company. Managing a supply chain effectively involves aligning all the work inside your company with the things that are happening outside your company. In other words, it means looking at your business as a single link in a long, end-to-end chain that supplies something of value to a customer.
The word value shows up a lot when people talk about supply chain management. Basically, value means money. If a customer is willing to pay for something, it has value.
Negotiating prices, scheduling manufacturing, and managing logistics all affect the value equation for a company, and they’re critical to a supply chain, but because they’re so interdependent, it’s a bad idea to manage them separately, in silos. As companies grow larger, supply chains get longer, and the pace of business gets faster, making it more important to align the various functions in a supply chain. Ironically, many of the strategies and metrics that businesses relied on in the past, and that managers have been taught to use, can actually drive the wrong behaviors. A sales rep might hit her quota by landing a huge deal with a customer, for example, but the deal might be unprofitable for the company because of the costs it will drive to the logistics and manufacturing functions. Sales, logistics, manufacturing, procurement, and all your other functions need to be aligned to ensure that the business is pursuing profitable deals.
The difference between the amount of money your company brings in (revenue) and the amount of money it spends (costs) is your profit. In other words, your profit is the amount of value that you have captured from your supply chain.
On the other hand, companies that do a good job of managing their supply chain are better able to take advantage of value-creation opportunities that their competitors might miss. By implementing lean manufacturing, for example, companies can reduce inventories. By being responsive to customer needs, they can build stronger relationships with their customers and grow their sales. By collaborating closely with their suppliers, they can get access to the materials they need, when they need them, and at a reasonable cost.
Part 4 of this book is all about ways you can use supply chain management to create more value.
Keeping all the parts of the supply chain aligned is key to ensuring that revenue is greater than costs and running any business successfully. That’s why supply chain management has become so important so quickly.
Exploring Complex Business Challenges
Managing a business is like playing a full-contact sport: So many moving pieces are involved, and so many things can change in an instant, that making long-term plans is virtually impossible. How can you really plan for commodity price swings, natural disasters, and financial meltdowns? You can’t. You can’t ignore those possibilities, either. Instead, you need to think about them and design your business so that it can function well under a range of scenarios. In other words, you need to think about the many possibilities that the future holds, try to imagine each one as a series of events, and then think about how it would affect your business.
To use scenario planning to prepare for the unknown and the unknowable, you need to understand three really important things:
Which scenarios are most important to you.
What you’ll do — and how — in each scenario. (Each scenario calls for a different plan.)
How you can tell when a scenario is becoming reality. You need to have triggers that help you decide when to implement which plan. Then the job of supply chain management becomes a process of sensing and responding to those triggers.
You need to determine how your business will sense what’s happening and how events will respond. Figure 1-2 shows how your sensors help you recognize which scenario is unfolding so that you can implement the proper plan.
FIGURE 1-2: Scenario-planning model.
I can explain this concept with a few practical examples:
You run a manufacturing company that imports products from overseas, so you need to consider what you’d do if one of your inbound shipments is lost at sea, impounded by customs, captured by pirates, or caught in a port strike. One option might be shutting down your factory until the issue is resolved. You might also consider placing a new order with a different supplier. In an extreme case, you might declare force majeure and tell your customers that you won’t be able fulfill your commitments to them.
Force majeure is a legal concept used in contracts to free one or both parties from liability if they’re unable to meet their obligations due to an extraordinary circumstance.
You work for a wholesaler that has been selling a product at a steady rate for months, and one month, the company sells twice as much as normal. You don’t have enough inventory to fill all your customer orders, and now you also have back orders to fill. You may even be at risk of losing sales and customers. You might decide to place bigger orders in the future and keep more inventory on hand. That means you’ll be investing more working capital in inventory, and if sales drop off in the future, you’ll have to figure out what to do with that extra inventory.
You work for a transportation company. The company’s customers pay you to deliver their products around the world, and they count on your deliveries to help them meet their commitments to their own customers. Therefore, your ability to deliver on time is essential to them. Suddenly, a volcano in a distant part of the world spews ash far into the sky, making it dangerous for airplanes to use a heavily traveled flight path. You could reroute your planes, but this process is an expensive one that involves developing flight plans, scheduling airplanes, and finding available crews. Alternatively, you could tell your customers that their deliveries are on hold until normal operations can resume.
Thousands of companies have had to face every one of these scenarios in the past few years. In every case, making the right decision about how to respond requires understanding supply chains and supply chain management.
You can find more information about supply chain scenario planning, as well as a link to the MIT Scenario Planning Toolkit, in Chapter 18.
Some supply chain management professionals are generalists, and others are specialists. Generalists look at the big picture; specialists focus on a particular step in the supply chain. A good way for you to start learning about supply chain management is to think like a generalist and become comfortable with some of the general principles.
The next sections cover ten supply chain management principles, five supply chain tasks, and the five steps for implementing a new supply chain agenda. Each section provides a slightly different perspective on supply chain management, but the sections explain the same challenge in different ways. The supply chain management principles express the essence of supply chain management. The five supply chain tasks are like the job description of a supply chain manager. And the New Supply Chain Agenda is a strategy for planning and implement effective supply chain management practices.
Operating Under Supply Chain Management Principles
Many people try to define supply chain management by talking about what they do, which is a bit like describing a cake by giving someone a recipe. A different approach is to explain what supply chain management creates. To continue the cake analogy, that approach communicates how the finished cake tastes and what it looks like.
The key supply chain management principles illustrated in Figure 1-3 are good places to start.
FIGURE 1-3: Supply chain management principles.
Customer focus
Supply chain management starts with understanding who your customers are and why they’re buying your product or service. Any time customers buy your stuff, they’re solving a problem or filling a need. Supply chain managers must understand the customer’s problem or need and make sure that their companies can satisfy it better, faster, and cheaper than any competitors can.
Systems thinking
Supply chain management requires understanding the end-to-end system — the combination of people, processes, and technologies that must work together so that you can provide your product or service. Systems thinking involves appreciation of the series of cause-and-effect relationships that occur within a supply chain. Because these systems are complex, supply chains often behave in unpredictable ways, and small changes in one part of the system can have major effects somewhere else.
Bimodal innovation
The world of business is changing quickly, and supply chains need to keep up by innovating. Two kinds of innovation are important for supply chains:
Sustaining innovation:
Sustaining innovation
is built on continuous process improvement techniques such as Lean, Six Sigma, and the Theory of Constraints (see
Chapter 4
). Sustaining innovation isn’t sufficient, though, because new technologies can disrupt industries. So you also need to pursue disruptive innovation.
Disruptive innovation:
Disruptive innovation
introduces a product, process, or service that creates new markets and destroys established paradigms. When a disruptive solution is accepted, it becomes the new dominant paradigm. If you’re in the business of making buggy whips, you need to figure out how to make buggy whips better, faster, and cheaper than your competitors do, as well as what the new dominant paradigm is going to be so that you’ll know what to do when buggy whips are replaced by a different technology.
Collaboration
Supply chain management can’t be done in a vacuum. People need to work across departments inside an organization, and they need to work with suppliers and customers outside the organization. A “me, me, me” mentality leads to transactional relationships in which people focus on short-term opportunities while ignoring the long-term results. This situation costs more money in the long run because it creates lack of trust and unwillingness to compromise. An environment in which people trust one another and collaborate for shared success is much more profitable than an environment in which each person is concerned only with his or her own success. Also, a collaborative type of environment makes working together a lot more fun.
Flexibility
Because surprises happen, supply chains need to be flexible. Flexibility is a measurement of how quickly your supply chain can respond to changes, such as an increase or decrease in sales or an interruption of supply. This flexibility often comes in the form of extra capacity, multiple sources of supply, and alternative forms of transportation. Usually, flexibility costs money, but it also has value. The key is understanding when the cost of flexibility is a good investment.
Suppose that only two companies in the world make widgets, and you need to buy 1,000 widgets per month. You may get a better price on widgets if you buy all of them from a single supplier, which would lower your supply chain costs. But you’d have a problem if that supplier experienced a flood, fire, or bankruptcy. You may save some money at first, but you’re stuck if anything goes wrong with that supplier.
If you established a relationship with the second supplier by buying some of your widgets from them — even at a higher cost — you wouldn’t be hurt as badly if the first supplier stopped making widgets. Having a second supplier provides flexibility.
Think of the extra cost that you pay to the second supplier as a kind of insurance policy. You’re paying more up front, but you’re increasing your supply chain flexibility and protecting yourself from a possible disruption.
Technology
The rapid evolution of technology has transformed the way that supply chains work. A few years ago, we ordered things from catalogs, mailed in checks, and waited for our packages to be delivered. Today, we order products on our phones, pay for them with credit cards or information stored in a digital wallet, and expect real-time updates until those packages are delivered to our doorsteps. Supply chain management requires understanding how technologies work and how to use them to create value at each step in the supply chain.
Global perspective
The ability to share information instantly and to move products around the world cheaply means that every organization today operates in a global marketplace. No matter what product or service you provide, your company is global in some way. As a supply chain manager, you must recognize how your business depends on global factors to supply inputs and drive demand for outputs. You also need to think globally about competition. After all, your company’s real competitive threat could be on the other side of the planet.
Risk management
When you combine high-performance requirements with complicated technologies and dependence on global customers and suppliers, you have a recipe for chaos. Lots of variables mean that many things can go wrong. Even a small disturbance, such as a shipment that gets delayed, can lead to a series of problems farther down the supply chain — stockouts, shutdowns, penalties, and more. Managing a supply chain means being aware of risks and implementing processes to detect and mitigate threats. Stability may be the key to making supply chains work smoothly, but risk management is the key to avoiding or minimizing the costs of dealing with surprises. Done well, risk management can even provide opportunities to capture value during times of uncertainty.
Visibility
You can’t manage what you can’t see, so supply chain management makes visibility a priority. Knowing what’s happening in real time (or close to real time) lets you make better decisions faster. Visibility comes at a cost, however: You have to build your supply chain in a way that lets you capture data about key steps in the process. The value of visibility is that it lets you make decisions based on facts rather than on intuition or uncertainty. Having better visibility into supply and demand allows you to optimize the amount of inventory that you hold throughout the supply chain.
Value creation
Supply chain management is about creating value — meeting your customers’ needs in the right place, at the right time, at the right level of quality, for the lowest cost. This value is the heart of supply chain management. If I had to pick just one principle to describe the whole process of supply chain management, it would be value creation.
Introducing Five Supply Chain Tasks
James B. Ayers is a supply chain management expert who works with manufacturers, service companies, and government agencies. In Handbook of Supply Chain Management, 2nd Edition (Auerbach Publications, 2006), Ayers says that supply chain management should concentrate on five tasks:
Designing supply chains for strategic advantage:
Consider how your supply chain can help you create value by operating better, faster, and cheaper than your competitors. Think beyond just lowering costs, and consider ways in which your supply chain can help you grow revenue, innovate, and even create new markets.
Implementing collaborative relationships:
Consider how you can get teams to work together toward a goal rather than compete for conflicting objectives. If your sales team is trying to improve customer service by making sure that plenty of inventory is available, and your logistics team is trying to reduce inventory to lower costs, both teams are probably going to waste a lot of energy. Supply chain management can help them align their objectives.
Forging supply chain partnerships:
Consider how you can build and sustain strong relationships with customers and suppliers. When companies understand that they depend on one another for success — and perhaps survival — working well together becomes a priority. Companies that don’t do a good job of forming and sustaining supply chain partnerships end up at a competitive disadvantage.
Managing supply chain information:
Consider how you can make sure that information is shared with others in the supply chain in ways that create value for everyone. When retailers share sales data with their upstream partners, the manufacturers and distributors do a better job of scheduling production and managing inventory. When manufacturers share data about commodity prices and capacity constraints with their downstream supply chain partners, the retailers do a better job of managing pricing and promotions. Sharing the right information up and down the supply chain helps everyone create more value.
Making money from the supply chain:
Consider how you can use your supply chain design, relationships, partnerships, and information to capture value for your company. At the end of the day, businesses are sustainable only if they’re able to generate a profit. In supply chains, a process change for one part often creates value for someone else. Find ways to share this value so that everyone has an incentive to work toward optimizing the value of the entire supply chain and ensuring that all the participants make a profit along the way.
Implementing the New Supply Chain Agenda
One of my favorite books about supply chain management is The New Supply Chain Agenda, by Reuben E. Slone, J. Paul Dittmann, and John T. Mentzer (Harvard Business Review Press, 2010). It’s a business book — the kind that you’d find in an airport bookstore — that breaks down the challenge of supply chain management in a way that focuses on senior executives. The authors talk about working capital and liquidity, strategy, and alignment, and they lay out a five-step system for making a company better at supply chain management. The five steps of the New Supply Chain Agenda are shown in Figure 1-4.
FIGURE 1-4: The New Supply Chain Agenda.
Placing the right people in the right jobs
Implementing supply chain management requires understanding how your job affects other people inside your company, as well as the people up and down the supply chain. If people don’t understand the true effect of the jobs that they do, they need to learn so that they can do their jobs better. If someone is unable to learn or doesn’t want to learn, he or she isn’t the right person for that job. Getting the right people in the right jobs is the first step in implementing an effective supply chain strategy.
Putting the right technology in place
Supply chains depend on technology. The technology may be something simple, such as a whiteboard with sticky notes that gets updated daily, or it may be something as complicated as an enterprise resource planning system. Each business, and each function within each business, has different technology needs. Figuring out how technology can enable your supply chain to create and capture value and then implementing the right technologies at the right time is the second step in the New Supply Chain Agenda.
Focusing on internal collaboration
When you look at a company’s organization chart, it’s easy to see how traditional business structures create silos within a company, with divisions competing for limited resources and often working toward conflicting goals. Managing from a supply chain perspective helps you break down the silos that keep people from collaborating effectively. By changing the focus from the performance of the separate groups to the performance of the company’s supply chain as a whole, each division becomes more dependent on the others for its own success. Sales teams need to collaborate with operations teams. Logistics teams need to collaborate with procurement teams. Everyone needs to understand the company’s strategy and work toward common goals.
Directing external collaboration
Traditional business relationships are transactional and often self-centered. Buyers and suppliers approach each deal as a win-lose game: The suppliers are trying to inflate their profits, and the buyers are trying to squeeze them on price. Over the long run, this approach can damage both parties because it destroys value rather than creates it. To build sustainable supply chain relationships, each partner needs to look for opportunities to contribute more value. The goal is for each to identify ways to share value, maximize total value, and be successful over the long term. This approach is very different from a transactional approach, in which each party is trying to squeeze every penny from each deal even if it means causing harm in the long run.
Applying project management
Supply chains are dynamic. Companies respond to changes with projects, so the last step in the New Supply Chain Agenda is implementing strong project management capabilities. Teaching people how to manage projects well and having professional project managers involved are the keys to ensuring that your supply chain evolves as your customers, suppliers, and company change.
I provide a whole section about leading supply chain projects in Chapter 4.
Chapter 2
Understanding Supply Chains from Different Perspectives
IN THIS CHAPTER
Looking at the three flows in every supply chain
Aligning key supply chain functions and groups
Designing and monitoring supply chain performance
There are several ways to analyze what’s happening in a supply chain. Each of these perspectives can help you understand how your supply chain really works and reveal opportunities for improvement. Because there are so many ways to look at the same issue, supply chain managers can encounter confusion and miscommunication about which options are the best. In this chapter, you see several of these approaches and examples that illustrate how useful they can be for managing your own supply chain.
Managing Supply Chain Flows
One great way to explain a supply chain is to think of it as three rivers that flow from a customer all the way back to the source of raw materials. These rivers, or flows, are materials, money, and information, as shown in Figure 2-1. Materials flow downstream in the supply chain, starting with raw materials and flowing through value-added steps until a product finally ends up in the hands of a customer. Money flows upstream from the customer through all the supply chain partners that provide goods and services along the way. Information flows both upstream and downstream as customers place orders and suppliers provide information about the products and when they will be delivered.
FIGURE 2-1: Three supply chain flows.
Managing a supply chain effectively involves synchronizing these three flows. You have to determine, for example, how long you can wait between the time when you send a physical product to your customer and when the customer pays you for the product. You also have to determine what information needs to be sent each way — and when — to keep the supply chain working the way you want it to.
Every dollar that flows into a supply chain comes from a customer and then moves upstream. The companies in the supply chain have to work together to capture that dollar, but they’re also competing to see how much of that dollar they get to keep as their own profit.
Synchronizing Supply Chain Functions
Supply chain management can also be described as integrating three of the functions inside an organization: purchasing, logistics, and operations. Each function is critical in any company, and each has its own metrics. Because these functions are interdependent (see Figure 2-2), making good decisions in any of these areas requires coordination with the other two.
The purchasing, logistics, and operations teams often have conflicting goals —often without realizing it. Managing these functions independently leads to poor overall performance for your company. To meet top-level goals, supply chain managers need to make sure that the objectives of these groups are aligned.
FIGURE 2-2: Logistics, purchasing, and operations are interdependent.
The simplest top-level goal for many supply chain decisions is return on investment. Focusing on this one objective can often help everyone see the big picture and look beyond functional supply chain metrics such as capacity utilization or transportation cost.
Purchasing
Purchasing (or procurement) is the function that buys the materials and services that a company uses to produce its own products and services. The basic goal of the purchasing function is to get the stuff that the company needs at the lowest cost possible; the purchasing department is always looking for ways to get a better deal from suppliers. Some of the most common cost-reduction strategies for a purchasing manager are
Negotiating with a supplier to reduce the supplier’s profit margin
Buying in larger quantities to get a volume discount
Switching to a supplier that charges less for the same product
Switching to a lower-quality product that’s less expensive
On the surface, any of these four options looks like a simple, effective way to reduce costs and therefore increase profitability, but each can have negative long-term effects. Driving a supplier’s profit margin too low, for example, could make it hard for them to pay their bills — or even force them out of business. Although you’d save money in the short term, having to find a new supplier in the future could cost you a lot more, increasing your total cost. Many purchasing decisions can also have direct effects on the costs of other functions within your company. Sourcing lower-quality raw materials might lead to higher inspection and testing expenses, for example.
Your total costs include all the investments and expenses that are required to deliver a product or service to your customer.
Logistics
Logistics covers everything related to moving and storing products. This function involves physical distribution, warehousing, transportation, and traffic.
Inbound logistics refers to the products that are being shipped to your company by your suppliers. Outbound logistics refers to the products that you ship to your customers.
Logistics adds value because it gets a product where a customer needs it when the customer wants it. Logistics costs money too. Transporting products on ships, trucks, trains, and airplanes has a price tag. Also, whether a product is sitting on a truck or gathering dust in a distribution center, it’s an asset that ties up working capital.
The goals of the logistics function are to move things faster, reduce transportation costs, and decrease inventory. Following are some ways that a logistics department might try to achieve these goals:
Consolidating many small shipments into one large shipment to lower shipping costs
Breaking large shipments into smaller ones to increase velocity
Switching from one mode of transportation to another, either to lower costs or increase velocity
Increasing or decreasing the number of distribution centers to increase velocity or lower costs
Outsourcing logistics services to a third-party logistics (3PL) company
You can see the conflicts that can occur between logistics and purchasing. Logistics wants to decrease inventory, which may mean ordering in smaller quantities, but purchasing wants to lower the price of the purchased materials, which may mean buying in larger quantities. Unless purchasing and logistics coordinate their decision-making and align their goals with what’s best for the bottom line, the two functions often end up working against each other and against the best interests of your company, your customers, and your suppliers.
Operations
Operations is the third key function in supply chain management, involving the processes that your company focuses on to create value. Here are some examples:
In a manufacturing company, operations manages the production processes.
In a retailing company, operations focuses on managing stores.
In an e-commerce company or 3PL, the operations team may also be the logistics team.
Operations managers usually focus on capacity utilization, which means asking “How much can we do with the resources we have?” Resources can be human resources (people) or land and equipment (capital). The operations department is measured by how effectively and efficiently it uses available capacity to produce the products and services that your customers buy. Common goals for operations teams include
Reducing the amount of capacity wasted due to changeovers and maintenance
Reducing shutdowns for any reason, including those caused by running out of raw materials
Aligning production schedules and orders for raw materials with forecasts received from customers
Although increasing operations efficiency sounds like a great idea, sometimes it actually creates supply chain problems and does more harm than good. Companies may invest in increasing their capacity only to find out that their suppliers or logistics infrastructure can’t support the higher production levels or that they’re making more product than they can sell.
Connecting Supply Chain Communities
If you’ve ever taken a personality test, such as the Myers-Briggs Type Indicator, you know that these tests can reveal important differences in the way that people approach problems and make decisions. It turns out that groups of people have personalities too. These personalities form the culture of a group, and culture matters a lot when it comes to managing a supply chain.
Suppose that one of your customers is a company that really values reliability. That company considers it important for a supplier to deliver exactly what was ordered, exactly the same way, every time. The culture of that group — the things that the company values — determines how it judges its suppliers. Now suppose that this customer has a choice of working with two suppliers: one that’s known for consistent quality and another that’s known for flexibility and innovation. Naturally, the first supplier would be a better cultural fit because of the value that the customer places on reliability.
The impact of culture can also apply to the functions within your organization. Different departments — such as purchasing, logistics, and operations — often develop cultures of their own. If the values of these departments clash, it’s difficult for the company to manage its supply chain effectively.
One useful way to think about the culture of a company or a department is to use a framework that was developed by John Gattorna in Dynamic Supply Chains: Delivering Value through People, 2nd Edition (FT Press, 2010). Gattorna says that four major behavioral forces determine the culture of a group (see Figure 2-3) and are often related to the style of a group’s leader and the norms of a particular industry:
Integrator:
Force for cohesion, cooperation, and relationships
Developer:
Force for creativity, change, and flexibility
Administrator:
Force for analysis, systems, and control
Producer:
Force for energy, action, and results
FIGURE 2-3: Dominant group personalities.
The strength of these personality forces leads to differences in the culture of a team or organization. The most accurate way to measure culture is to formally interview people on a team and then analyze their responses. But in many cases, you can get a good sense for a team’s culture simply by working with the team for a little while.
Teams that are driven by the Integrator force tend to have a group culture, in which everyone is encouraged to develop personal relationships and informal communications. In a group culture, people feel that they’re part of a family. But a group culture also tends to be exclusive: the team against everyone else.
Teams that are driven by the Developer force form an entrepreneurial culture, in which everyone focuses on realizing a common vision. Communications are informal, and ideas are exchanged with people inside and outside the group. An entrepreneurial culture may tolerate bad behaviors that don’t interfere with achieving the shared goal.
Teams that are driven by the Administrator force create a hierarchical culture, in which communication is formal and shared through official channels. Hierarchical cultures are good at developing processes and ensuring consistency, but they’re often slow and inflexible.
Teams that are driven by the Producer force develop a rational culture, in which communications are concise and fast. Plans are made, plans are executed, and updates are sent out to keep stakeholders in the loop. Rational cultures are good at keeping teams focused and delivering results. But these cultures often find it hard to deviate from a plan, even when the circumstances around them change.
A useful exercise for analyzing your supply chain is to list the groups that work together and try to determine the dominant culture of each group. This exercise can help you anticipate conflicts that might emerge when these groups interact and find ways to use differences to your advantage. Here are some examples:
Purchasing departments often have a hierarchical culture, whereas operations departments have a rational culture. The purchasing department may feel frustrated because operations doesn’t follow the rules. Operations may feel frustrated because purchasing is slowing it down. So you could create a small team of expeditors, made up of representatives of both operations and purchasing, to manage urgent orders while ensuring that all the proper policies are followed.
Large companies often have strict rules that lead to a hierarchical culture. Startup technology companies that focus on innovation have an entrepreneurial culture. To take advantage of the latest technologies, these companies may need to start new programs that respond faster and have more flexibility for their suppliers.
Human resources teams often have a group culture, whereas consultants may have a rational culture. The human resources team may find the consultants rude and disinterested, and the consultants may view the human resources team as being nosy and unprofessional. For these groups to work effectively through a corporate merger, for example, you may need to schedule time for their members to interact in a social setting, such as a kickoff celebration.
You can also use an understanding of group personalities to choose teams to partner with in your supply chain. If your priority is creativity and innovation, for example, you’re likely to work best with supply chain partners that are driven by an entrepreneurial culture, and you’re probably going to be disappointed by a supply chain partner with a hierarchical culture.
Gattorna makes the point that supply chains are dynamic, so balancing these forces is an ongoing process. One way to create balance is to build teams of people that include each of these tendencies. If the team has a diverse set of personalities, its members are more likely to appreciate the strengths of diverse supply chain partners and find ways to build effective relationships with other teams.
Designing Supply Chain Systems
The most complicated way to understand a supply chain is to look at it as a system. (I think that this perspective is often the most useful.) Like many other systems that we encounter every day, supply chains are made up of interconnected components that can behave in unpredictable ways.
Your car is a good example. You expect your car to move you from Point A to Point B. In fact, you probably take for granted that your car will take you to Point B any time you want to go there. But your car is a system, and it can perform the way you expect it to only if all the components are operating correctly. A dead battery, a broken fuel pump, or worn-out brakes could bring the whole thing to a halt (or, in the case of the worn-out brakes, not bring it to a halt).
Supply chains are systems too. The components that make up supply chains are people, processes, and technologies. Each of these components needs to be organized and managed correctly for the system to operate as expected.
When you look at them as systems, you begin to see that supply chains have underlying rules and patterns that are key to understanding how they work. A good example of one of these patterns occurs when a company experiences wild swings in inventory levels. It can be difficult for people in the company to understand why these swings occur until you look at the supply chain as a system. Then you can recognize a pattern called the Bullwhip Effect, in which inventory peaks and valleys are amplified as they move upstream from one step to the next in a supply chain. The Bullwhip Effect, which occurs often in supply chain systems, is a normal, predictable result when everyone in the supply chain makes decisions that seem to be logical. To fix the problem, you need to change the system, which means understanding what is really happening.
Here’s a scenario that explains how a Bullwhip Effect can occur. A customer comes in to buy a widget, which turns out to be the last widget in the store, so the store needs to order more inventory from its wholesaler. But the wholesaler doesn’t sell individual widgets; it sells widgets in cases of 100 units. Now the store has to buy a full case — 100 widgets — even though it sold only one. If that case was the last one in the warehouse, the wholesaler will replenish its inventory by ordering more widgets from the factory. The factory, however, sells widgets in batches of 100 cases, so the wholesaler has to buy 100 cases of 100 widgets each. The wholesaler just bought 10,000 widgets even though it sold only 100.
