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Benchmarking
the supply chain Supply chain mapping and throughput efficiency Supplier and distributor benchmarking Supply-Chain Operations Reference Model Managing the supply chain of the future - the new organizational paradigm The seven principles of supply chain management
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What is Benchmarking?
Competitive Benchmarking is
the continuous measurement of the companys products, services, processes and practices against the standards of best competitors and other companies who are recognized as leaders
output, i.e., achieving customer service goals and customers perception of performance Performance should be compared to the best of the class. Dont limit your effort to players inside the industry only! Logistics processes, i.e., not enough to just measure the output, processes which generate the output should also be measured!
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Benefits of Benchmarking
Enable
best practices from any industry to be creatively incorporated into the benchmarked process Provide stimulation and motivation to professionals involved in implementing benchmarked findings Breaks down ingrained reluctance to change (more receptive to ideas from another industry) May identify technological breakthroughs from other industries (e.g. bar-coding)
the structure of the process, i.e., process mapping, process analysis, flow charts Identify the critical processing steps, i.e., process bottlenecks, critical path Benchmark those critical processing steps against best in class Measure performance at supplier/customer interface Derive the most effective processes and adopt the best control and measurement tools
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Invoicing
Inventory file
Process order
Customer Order
Warehouse withdrawal
Transport scheduling
Material procurement
Production schedule
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Inventory Mgmt
Inventory available
Back order
Invoicing
Order fulfillment
Inventory file Process order Warehouse withdrawal
Customer Order
Transport scheduling
Production Mgmt
Material procurement Production schedule
Supplier Mgmt
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Supplier Mgmt
Prod. Mgmt
Inventory Mgmt
Order Fulfill
Customer Service
End user
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Throughput Efficiency
Value-adding
time is time spent doing something which creates a benefit for customer (i.e., the right product in the right place and at the right time) Non-value-adding time is time spent on activities that can be eliminated with no reduction in benefit to the customer Throughput efficiency is defined as: Value-added time End-to-end pipeline time
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X 100 %
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Primary conversion
Packaging
10%
10
14
18
22
26
30
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Pipeline Mapping
Length 60 days
Fiber store (20)
Grey stock (15) Yarn finished Raw material store (10) (10) Yarn store (5) (5) (5) (2) Knitting (10) Dyeing & finishing Finished fabric (7) (1)
Commodity market
Spinning (15)
End user
Spinning
Fabric supplier
Retailer
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provides a powerful basis for logistics reengineering projects It makes the total process and its associated inventory transparent It measures product or service supply chain efficiency (i.e., value-added vs. non-value-added time) It highlights the consequences of some rules and policies the company is imposing (or has inherited) in the areas of inventory, purchasing, production planning, and vendor management
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Assignment?
Define
the supply chains of the products or services for the company you are working for. Map out those supply chains using the tools learnt in this class; Calculate the supply chain efficiency of your company, and benchmark it against other players in the industry; Identify issues in the supply chain and propose reengineering projects for the company.
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willingness to work as a partner / co-maker commitment to continuous improvement acceptance of innovation and change focus on throughput time reduction utilization of quality management procedures use regular and formal benchmarking processes themselves do they seek to improve communication with you? are they flexible? Customer-focused?
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Supplier e.g.
Quality On-time
Internal e.g.
Throughput
Distributor e.g.
Value-added
e.g.
Communications Schedule
e.g.
integration Co-makership
planning
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processes and entities in the supply chain are of strategic importance Which processes and entities have a high relative impact on the business economics (costs, revenue, asset performance, and human productivity) Where there is a choice between make and buy (processes of high impact on performance /productivity and hard to source from suppliers) Where there is internal readiness to change
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The Supply Chain Council represents a wide spectrum of industries and other related institutions (700+ members)
Supply Chain Operations Reference-model (SCOR)
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in early 1990s by Robert Kaplan (Harvard Business School) and David Norton. A system for strategic management, that enables organisation to clarify their vision and strategy and translate them into action.
Develop metrics, collect data and analyse!
Financial
measures reflect the past, but does not provide guidance for information-age companies to create future value. Provides a clear prescription as to what companies should measure (for long-term investment in customers/suppliers, technology and innovation).
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2.
To fit with overall corporate and marketing goals Better, faster, cheaper, closer Processes leading to better order achievement, shorter pipelines, lower costs, stronger relationships
3.
4.
around five major processes: Plan, Source, Make, Deliver and Return, as the cross-industry standard for supply chain management Provides a standard way to measure supply chain performance and to use common metrics to benchmark against other organisations
The model is regularly updated based on most recent study and research results. The latest version is V5.0. The Supply Chain Council provides regular workshop for its members to understand the model Website address: www.supply-chain.org
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descriptions of management processes A framework of relationships among the standard processes Standard metrics to measure process performance Management practices that produce best-in-class performance Standard alignment to software features and functionality
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Top level
Defines the scope and content for the SCOR model Basis of competition performance target set Representation of the companys supply chain using 30 core process categories
2.
Configuration level
3.
4.
Implementation level
Defines practices to achieve competitive advantage and adapt to change
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Plan
Processes that balance aggregate supply and demand to develop strategies to best meet sourcing, production and delivery requirements
Source
Processes that procure goods and services to meet demand
Make
Processes that transform product to a finished state to meet planned or actual demand
Deliver
Processes that provide finished goods or services to meet demand (order management, transportation, distribution)
Return
Processes associated with returning or receiving returned products; postdelivery customer support
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SCOR Level 2:
Each SCOR process can be further described by process type: Planning
Balance aggregated demand and supply Occur at regular intervals, consistent planning horizon Contribute to supply-chain response time
Execution
Scheduling/sequencing, transform product and/or moving product Contribute to order fulfilment cycle time
Enable
Prepares, maintains, or manages information or relationships on which planning and execution processes rely
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SCOR configurability
A supply-chain configuration is driven by: Plan levels of aggregation and information sources Source locations and products Make production sites and methods Deliver channels, inventory deployment and products Return locations and methods SCOR must accurately reflect how a supply-chains configuration impacts management processes and practices.
Each intersection of two execution processes (Source-Make-Deliver) is a link in the supply chain Each process is a customer of the previous process and a supplier to the next Every link requires an occurrence of a plan process category
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Time
Costs Assets
6. Cash-to-cash cycle time 16. Forecast accuracy 7. Inventory days of supply 17. Inventory obsolescence 8. Asset performance 18. Capacity utilization
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Managing the Supply Chain of the Future - the new organizational paradigm
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Have had formal logistics organisations longer Tend to have logistics headed by an officer-level executive Adopt more fluid approach to logistics organisation; encourage frequent re-organisation to take advantage of opportunities Favour centralised control Becoming more centralised as they adapt organisational structure to corporate mission More apt to execute boundary-spanning or externally-oriented logistics functions Tend to manage more beyond or extended functional responsibilities not traditionally considered part of logistics
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Have a greater tendency to manage logistics as a value-added process Reflect a stronger commitment to achieving and maintaining customer satisfaction Place a premium on flexibility, particularly in accommodating special or non-routine requests Are better positioned to handle unexpected events Are more willing to use outside service providers Place a premium on how well the service company performs in managing itself and its service to clients More apt to view service-provider relationships as strategic alliances Anticipate greater use of outside services in the future
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Expend more effort on formal logistics planning Are more apt to publicise their performance commitments and standards by issuing specific mission statements Are more apt to have chief logistics officers involved in business unit strategic planning Respond effectively to non-planned events Regularly use a wider range of performance measures, including asset management, costs, customer service, productivity and quality Are more significant users of information processing technology and enjoy a higher quality of information systems (IS) support Typically have more state-of-the-art computer applications and are planning more updates and expansions Are more involved in new technology such as electronic data interchange (EDI), artificial intelligence (AI), etc.
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Virtual Organisations
New Paradigm: An interdependent confederation of mutually complementary competences and capabilities, competing as an integrated supply chain against other supply chains. Collective strategic development Win-win thinking Open communications
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supplier-centric to customer-centric From push to pull From inventory to information From transactions to relationships From `trucks and sheds to `end-to-end pipeline management From functions to processes From stand-alone competition to network rivalry
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Leading to
Design of customer-driven supply chains
Competence Required
Market understanding; customer insight
Higher levels of agility and Management of complexity and flexibility change Capturing and sharing Information systems and information on real demand information technology expertise Ability to define, measure and manage service requirements by market segment Understanding of the cost-toserve and time-based performance indicators Specific functional excellence with cross-functional understanding; team working capabilities Relationship management and win-win orientation
Focus on service and responsiveness as the basis for customer retention From `trucks & sheds A wider definition of to `end-to-end pipeline supply chain cost management From functions to Creation of crossprocesses functional teams focused on value creation From stand-alone More collaborative competition to network working with supply chain rivalry partners
organisation and the extended enterprise heightened requirement for managing the added complexity.
Commonly-agreed
agenda driving the achievement of supply-chain goals. Supply chain strategy subscribed to by all entities in the chain. Orchestrator usually the most powerful member? Li & Fung example.
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customers based on service needs Customize the logistics network Listen to signals of market demand and plan accordingly Differentiate product closer to the customer Source strategically Develop a supply chain-wide technology strategy Adopt channel-spanning performance measures
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the supply chain Supply chain mapping and throughput efficiency Supplier and distributor benchmarking The Balanced Scorecard SCOR Managing the supply chain of the future - the new organizational paradigm The seven principles of supply chain management
2/22/2002
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References
Christopher, M., Logistics and Supply Chain Management, 3rd edition, FT-PrenticeHall, 2005. Kaplan, R.S. and Norton, D.P., The Balanced Scorecard, Harvard Business School Press, 1996. Supply-Chain Operations Reference-model: Overview of SCOR Version 5.0, Supply Chain Council, Inc., 2001.
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