Supply Chain Management

Day-1
Definition, Nature and Principles of Supply Chain Management (SCM)
Session Speaker K.M. Sharath Kumar

M.S Ramaiah School of Advanced Studies - Bangalore
Session Objectives
To understand the role of Supply Chain Management in Manufacturing and Service Organisations To critique the impact of Supply Chain in gaining competitive advantage To assimilate the legal framework and negotiation tactics in cross cross-border border transactions
Session Outline
History Hi t of f logistics l i ti and d Supply S l Chain Ch i Management M t (SCM) Objectives of SCM Ch ll Challenges and d opportunities i i in i Machine M hi Tool T l industry i d supply chain Kraljics matri matrix Cross-border negotiation L lf Legal framework ki in cross b border d negotiation ti ti
Rationale for SCM

Adding Value in Every Thing We Do
Rationale for Logistics and Supply Chain g ( (SCM) ) Management

Defeat of the British in the American war of Independence: At the height of war, 12000 troops had to be equipped and fed from the far away Britain.
Gulf war in 1991: Half a million people and half a million tones o es o of equ equipment p e had ad to o be a airlifted ed 12,000 ,000 km w with a further u e 2.3 million tones of equipment moved by sea- all in impossible time frames.
Supply Chain Management (SCM)(SCM) Definition

Here are two definitions: The h design and management of f seamless, value-added process across organisational boundaries to meet the real needs of the end customer
- Institute for Supply Management
Supply Chain Management (SCM)(SCM) Definition

Managing supply and demand, sourcing raw materials and parts, manufacturing and assembly, warehousing and inventory tracking, order entry and order management, distribution across all channels, and delivery to the customer. -The Supply Chain Council
SCM : Schematic
Evolutionary Timeline of SCM
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A business process
Cost Timeliness Performance Product Interface
Customer S Service S ii I Service Interface I Interface tt ff T h l Technology I Interface t f
O Organisation i i Individual Society Processes
P d Products Automation 11
Value created and added by outside firm providing MIS
Value created and delivered by supplier
Value created and delivered by purchasing and materials management
Value created and delivered by production/ operations management
Value created and delivered by Finance, HR and Marketing
Total value created and delivered for customer
Value created and added by outside firm providing Logistics M.S Ramaiah School of Advanced Studies - Bangalore
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SUPPLY CHAIN
Customer
Enterprise Processes
Supplier
Enquiries Quotations Orders Supplies Invoices Money

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One Variant 6,200 Distinct Parts Imported from 17 Countries From 240 Suppliers Assembled in 1 Plant Within few minutes Exported to 34 Countries Same day Without becoming inventory!
Suzuki Grand Vitara
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Competition is no longer between Companies: It is between supply chains
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Value Chain
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Cost
Quality
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P l People
Technology
Delivery & Service
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Succeed in Technology by Connecting with People
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2010 Onwards
Achieve Competitive p Advantage g by: y
Focusing on both Core and NonCore Competencies

Ford Company Scenario
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Aston Martin
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Ford India introduces its Roadside Assistance (RSA) service in Agra

- 21 July 2010, Business Line
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Riding Solo, Honda Shifts to Top Gear on 22 wheelers Company p y to focus f on new models, , expand p dealer network
Mr S Shinji j Aoyama oy
Source: Business Line, 5 January 2011
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We have combined the leading edge technology of Nissan with ith A Ashok h kL Leyland l d Li Limited's it d' d delivery li capability bilit to t complete l t the th project j t in i a cost t effective ff ti manner". "
Nissan Motor senior vice President and the JV chairman Dr. Andy y Palmer
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Alto in India is Rs. Rs 1 lakh cheaper p than in China

- Shinzo Nakanishi, MD and CEO of MSIL
(09 Aug A 2010, 2010 Economic E i Times) Ti )
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Customers get Ambushed
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Ambushed Every Where
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What SCM is not ? SCM is not :

Buying Developing suppliers Logistics Warehousing Inventory Control Kanban M k B d Make-Buy decision ii Manufacturing Distribution
o Blind man touching elephant o All these together g ?
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Bottom line Situation Bottom-line

SCM looks l k at t the th process from f b i i beginning t end to d holistically in a seamless way instead of glorifying unduly/underplaying y p y g an in-between event as stand alone The customer does not see, does not have to see, the glorification of any event. He just wants the product/service early and cheap. He is not impressed if you just improve the situation by working on logistics, logistics or shorten the manufacturing lead time or you do all and even more, but still do not deliver results.
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Some Examples
You ou ge get Dell e laptop p op in 10 0d days ys after e o ordering. de g. They ey in turn u order all parts to their vendors only after you order. Incidentally the beautiful consignment reaches your doorsteps. Seven KMs above ground level, on a London bound flight from Bangalore at 7 am, when Thames is almost in sight, you get Vada Sambar, Sambar very tasty, tasty more or less so at least. least Sitting in Bangalore, Bangalore through internet you book a 2nd class ticket from Varanasi to Pratabgarh ten days before. The ticket is delivered to your e-mail ID.
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SCM is at play behind all this amazing transformation in Value Chain
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Fit Between Corporate p and Functional Strategies (Chopra & Meindl)

Corporate Competitive Strategy
Product Development Strategy
Supply pp y Chain or Operations Strategy
Marketing and Sales Strategy
Information Technology Strategy Finance Strategy Human Resources Strategy

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The primary drivers drivers for achieving strategic fit in Supply Chain Strategy (adapted from Chopra & Meindl)
Corporate Strategy
Supply pp y Chain Strategy gy Efficiency Responsiveness
Facilities
Inventory y
Transportation p
Information
Market S Segmentation t ti 33
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Importance of Supply Chain Management? Cont.

Firms with Supply Chain Management: 1 Start with key suppliers and move on to 1. other suppliers. 2 Similar protocol for customers and 2. shippers as well. 3. Integrate second tier suppliers and customers. (second tier refers to the customers ( customers and the suppliers suppliers)
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Objectives of SCM
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Objectives of a Supply Chain

Maximise overall value created pp y chain value: difference between what the final Supply product is worth to the customer and the effort the supply chain expends in filling the customers request V l i Value is correlated l t dt to supply l chain h i profitability fit bilit (difference between revenue generated from the customer and the overall cost across the supply pp y chain) ) Supply chain incurs costs (information, storage, transportation, components, assembly, etc.) Increase Supply chain profitability (total profit to be shared across all stages of the s supply ppl chain) Balance Supply and Demand
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Components of Supply Chain Management
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Supply Chain
Organisations must embrace technologies that can effectively ff i l manage and d oversee their h i supply l chains h i
Distribution or disposal
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Benefits of SCM

Inventory I t reduction d ti Productivity Improvement P Personnel l reduction d ti Cost reduction High customer satisfaction Increased profit On time delivery fulfillment On-time Revenue/profit increase Better cash management Better order management
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Past and Future

G GLOBALISATION O S ON Whether for buying or selling, no one confines to his own y these days. y country
50% under garments in the world are from Tiruppur, India In Indian Super markets, imported potato wafers compete with l l brands. local b d Roses are exported from India daily. Many international brands of Gadgets to day do not put place of manufacture any more because they cannot assign any one country for adding maximum value in the supply chain. E.q.,
Philips Black and Decker
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Supply Chain Competitiveness
Competitor C i Competition Competitiveness
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Source: Presentation from K.C. Manjunath, GE-Triveni

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Supply Chain Competitiveness : Toyota Way

When Toyota developed Prius hybrid car, a core part of computer system, Insulated Gate Bipolar Transistor had to be developed. Toyota was not good at semiconductors. But they decided to develop and put up a new plant for Manufacture. Why? Toyota wanted Self-reliance as this Technology would lead to f t future & will ill give i th them competitive titi advantage d t
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SCM : Activities
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Effects of Supply Chain Problems

Problems with the Supply Chain have caused armies to lose wars & companies p to g go out of business, ,f for example p
I WWII In WWII, G Germany encountered problems supplying troops in Russia, which contributed to their collapse. collapse
In 1999 ToysRUS had problems supplying to holiday shoppers & lost business.
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Sources of Supply Chain Problems

UNCERTAINTY
In demand forecast In delivery times & production delays
POOR COORDINATION
With Internal units and business partners Ineffective customer service High inventory costs, loss of revenue & extra cost for expediting services. i
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B ll whip Bull hi or D Dragon H Head d
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B ll hip Effect Bullwhip

Occurs when slight demand variability is magnified as information moves back upstream
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Equilibrium q & Bull whipped pp

Information
Products & Services
10 Units 10 Units 10 Units
Suppliers
Producers
Products & Products & Services Distributors Services

Retailers
Cash Information Flow

Suppliers Products & Services
Producers Products & Distributors Products & Services Services

Retailers
Cash Flow
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Shrinking Uncertainty in SC
Source:
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Buyer-Supplier Relationship
Exit Exit Voice Loyalty Loyalty
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Sustainability is the Way Forward

Mulling g new supplier pp system y to minimise natural disaster: Boeing
Source: 4 July 2011, Reuters
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Evolution of the Indian Machine Tool Industry

Phase Ph 1: 1 The Th E Early l Y Years (th (three clusters) l t ) Phase Ph 2 : End E d of f the th Golden G ld Y Years Ph Phase 3 1968 to 1983 1983: A Access to I International i l Technology T h l via Collaborations becomes Difficult Phase 4 : The 1980s Open General License (OGL) Phase 5 The 1990s: The Liberalisation Years
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Introduction to Machine Tool Industry y

Indian Machine tool industry grew 13% annually over 2008-11 (TAGMA) Indian Machine tool makers target 67% domestic market share by 2020 (IMTMA) As per available statistics (4th Census of MSME Sector), this sector employs p y an estimated 59.7 million p persons spread p over 26.1 million enterprises It is estimated that in terms of value, MSME sector accounts for about 45% of the manufacturing output and around 40% of the total export of the country
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International Comparison of Machine Tool Industries

Japan: - Massive and low cost production with higher reliability and flexibility y CNC machine tools - Collaborative development of components with oversea suppliers li has h been b considered id d important i business b i Germany: - Associations play an important role in promoting collaborations - Industrial policies have been effective in strengthening upstream, downstream supply chains and collaborations
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International Comparison of Machine Tool Industries Contd.

Italy: - Innovation networks have been in the form of clusters USA: - Composed of SMEs - Grappling because of lack of coordination in technology standardisation d di i - Short term transaction relationship between manufacturer supplier and clients manufacturer, China: - Picked up from 1995 in the form of scattered SMEs - Further diversified into metal cutting and metal forming i d t industry
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Auto sector to drive Die and Machine Tool Industry y in India

constitutes 50% of Die & Machine Tool market - TAGMA and d IMTMA
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An Estimate of Potential about Machine Tool Industry

The two-wheeler industry adding a capacity of 700,000 vehicles every year, calls for an overall investment of close to Rs 1,000 crore (Rs 10 billion) per annum, of which at least 60 per cent would be in the form of machine tools.
Sou ce: Source:
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Machine Tool Industry SC Challenges

D Due to t capacity it constraints t i t in i Indian I di machine hi tool t l industries, i d ti European, Taiwanese and Korean machine tool makers are harvesting the Indian orders With the need to frequently introduce new models as a competitive measure, design and supply of such machine tools needs to be intact with high flexibility Vendors rarely y stick to delivery y commitments in comparison p with international counterparts
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Machine Tool Industry SC Challenges Contd.

N Need d to t invest i t substantially b t ti ll more in i IT on the th business b i side, id such as SCM and CRM in order to handle complaints before they become a source of friction Change relationships with parts vendors to become partners in development rather than not being just customers Many critical components of a modern CNC machine tool are not made in the country y
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Machine Tool Industry SC Challenges Contd.

S Sophisticated hi ti t d machinery, hi short h t product d t life-cycles, lif l and d demanding user requirements have increased competition in the machine tool market Small and medium enterprises (SMEs) face problems in coordinating their supply chain due to lack of resources and improper directions
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A Case
Bharat Fritz Werner Ltd. was able to develop p and deliver, a complex nine-axis CNC multitasking machine for machining rear axle housings of commercial vehicles in a single set t up
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Machine Tool Industry SC Opportunities

T Two-wheeler h l sector t is i today t d importing i ti nearly l two-thirds t thi d of f its requirements of machine tools Improve delivery capability through better internal practices by maximising in in-built built capacity Scope for exporting machine tools from here to countries such as Poland, Czechoslovakia and Turkey, which are emerging g g as major j auto component p suppliers pp to western Europe and west Asia, despite competition from Taiwan and Korea
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Machine Tool Industry SC Opportunities Contd.

D Due t to shortening h t i of f a product's d t' lif life cycle, l companies i are t to focus on their service offers in order to ensure an advantage in competition Scope for collaborative design of tools, tools digital manufacturing systems, and integrated production management systems, to augment new products to market Strategic g collaborations by y integrating g g the upstream, p midstream, and downstream parts of their supply chains
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Machine Tool Industry SC Opportunities Contd.

Specialisation and coordination mechanism for technological innovation have been dynamically evolving Export opportunity exists to step up share of exports in the world market due to price competitiveness
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UK Manufacturers Take on the Supply Chain Challenge

Present Scenario (12 January 2012)
Source: MTD Website
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Rationale for the Study
SMEs should focus on information flow and mutual t l understanding d t di among the th members b of supply chain
Source: Rajesh K. K Singh Indian Institute of Foreign Trade (IIFT), New Delhi, Business Process Management g Journal, , Vol. 17 No. 4, , 2011,pp. ,pp 619-638
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Efficient Consumer Response (ECR)
Consumer: An orientation toward the needs of the consumer Efficient Response: A process optimisation of the supply chain oriented
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Efficient Consumer Response (ECR)

V Vertical ti l collaboration ll b ti i in manufacturing f t i and d retailing with the objective of an efficient satisfaction ti f ti of f consumer needs d All efforts should stand towards improved customer satisfaction
Source: Dr. Dr Dirk Seifert Harvard Business School
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Concept of ECR in SCM
Efficient replenishment Efficient administration Efficient operating standards
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Collaborative Planning Forecasting Replenishment (CPFR)

Definition: f Sharing of forecast and related business information among trading partners in the supply chain to enable automatic product replenishment. replenishment American Production and Inventory Control Society (APICS). Objective of CPFR- optimize supply chain through improved demand forecasts, with the right product delivered at right time to the right location, with reduced inventories, avoidance of stock stockouts, & improved customer service. Value of CPFR- broad and open exchange of forecasting information to improve forecasting accuracy where both the buyer and seller collaborate through joint knowledge of base sales, promotions, store openings or closings, & new product introductions introductions.
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Wal-Mart, , Warner-Lambert SAP H Hyundai d i VAATZ C Concept Open Standards,Broad Requirements & S t Systematic ti Integration I t ti
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What Collaboration Should Be?

Do D Things Thi Differently Diff tl B2B Extranet Planning Systems Advantage-Strategic Strategic Competitive Advantage Competitive Duration-Medium to Long Drivers-Cost D i C t Eli Elimination i ti through th h synchronization Barriers-Medium Technology;Large People
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THE CPFR 9 STEPS

Develop p Collaborative Arrangement g What info are we going to Share? Create Joint Business Plan How are we going to do business? Create Sales Forecast What does the future look like? Identify Exceptions for Sales Forecast What we know that the supplier doesnt What the supplier knows that we dont
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THE CPFR 9 STEPS..contd

Resolve/Collaborate on Exception Items How are we going to overcome the exceptions?
Create C O Order Forecast

What can we live with and move forward with?
Identify Exceptions for Order Forecast R Resolve/Collaborate l /C ll b t on Exception E ti Items

Generate the Orders
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BEFORE CPFR LIMITED COLLABORATION

Od Order
1. 2
Government
Vendor
Characteristics:
Limited visibility of future demand requirements Both partners forecast independently Outages cause adversarial relationships
Inventories to buffer against unexpected demand
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POST CPFR
Government
Collaborative Arrangement
Retailer Sales Forecast 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 2,559 2,993 3,656 9,208 3,848 3,400 3,724 3,016 13,988
Joint Business Plan

Supplier Sales Forecast Joint Sal;es Needed OnForecast Display Units Hand 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 61 989 1,855 3,492 7,166 0 7,308 10,273 15,735 14,719 15,146 14,840 22,124 21,803 -7,838 -4,567 -6,389 -7,084 0 0 2,773 10,845 61 989 1,855 719 -3,679 0 0 0 0 0 0 0 0 On-Hand Receipt Need 0 0 0 0 0
Sales Forecast Firm Order Collaboration Past Fzn Zone

Order
Order Forecasts with tolerances
Order
Order
Order
361 361 0
Characteristics:
Dual insights provide a better forecast demand Long term view of demand requirements partners j jointly y forecast Both p Earlier visibility of issues through the exceptions Monitor POS data via the private exchange/web portal; p ; compare p to forecast Focus of relationship becomes win-win M.S Ramaiah School of Advanced Studies - Bangalore
Vendor
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Summary y
In order to smoothen the supply pp y chain bull whip, p , we need accurate visibility of demands: CPFR is an industry standard guideline for collaboration Collaboration requires q trust Collaboration is a transformational strategy Roles and responsibilities can change Collaboration facilitates long-term B2B relationships Collaborative C ll b ti partnerships t hi must tb be win i / win i Collaborative benefits can be huge!
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Global Supply Chains

Some of the issues involved in global supply chains; legal issues, customs fees and taxes language and cultural differences fast changes in currency exchange rates political instabilities.
Global Supply Chains = Supply chains that involve suppliers and/or customers in other countries.
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Principles and Standards for Ethical Supply pp y Management g Conduct

LOYALTY TO YOUR ORGANISATION JUSTICE TO THOSE WITH WHOM YOU DEAL FAITH IN YOUR PROFESSION
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Business Culture
Western Perfectionist Engineer Planning g Facts matter p Mauls for non-compliance Single task at a time Indian Functionalist Businessman Improvisation p People matter Bonus for success Multi-task at a time
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Supplier Negotiation and Sourcing Challenges
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Evaluating & Selecting Key Suppliers

When evaluating Wh l ti suppliers li f for a strategic t t i partnering, purchase cost becomes relatively less important. -Tata Nano V/S A-Segment Cars Key Supplier Selection is conducted by a cross functional team selection approach pp wherein purchasing staff, primary users, product designers, and manufacturing personnel participate. - Buyer Audit
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Kraljics Matrix
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Kraljics Matrix
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STRATEGIC SOURCING FOR SUCCESFUL SUPPLY CHAIN MANAGEMENT
Why Strategic Sourcing?

- Lehman Brothers Case
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TYPES OF SUPPLIERS
TECHNOLOGY MACHINERY/CAPITAL EQUIPMENT RAW MATERIAL COMPONENTS FINISHED PRODUCTS
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NEED FOR GLOBAL SUPPLIERS
QUALITY TECHNOLOGY COST SERVICE
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GENERALLY NON NON-NEGOTIABLE NEGOTIABLE ITEMS
SPECIFICATIONS PAYMENT TERMS
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ISSUES IN NEGOTIATION
CULTURE EXCHANGE RATE DEGREE OF TRANSPARENCY REQUIRED OUR MINDSET/ OUR MANAGEMENTS MINDSET
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Supplier Strategies
Pl Plans to t h help l achieve hi company mission i i Affect long-term competitive position Strategic options
Many y suppliers pp Few suppliers Keiretsu network Vertical integration Virtual V tua company co pa y
Pl Plan
1995 Corel Corp.
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Daimler Chryslers Supplier Cost Reduction Effort

Supplier
Rockwell Rockwell
Suggestion
Use passenger car door locks on trucks Simplify design/substitute materials on manual window system Change tooling for woodgrain panels to allow three from one die Change wiper-blade formulation Exterior lighting suggestions
Model
Dodge trucks Various
Savings
$280,000 $300,000
3M
Caravan, Voyager Various
$1,500,000
Trico
$140,000
Leslie Metal Arts
Various
$1,500,000
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Many Suppliers Strategy

Many sources per item Adversarial relationship Short-term Little openness Negotiated, sporadic POs High prices Infrequent, large lots Delivery to receiving dock
1995 Corel Corp.
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Few Suppliers Strategy

1 or few sources per item Partnership (JIT) Long-term, stable On-site audits & visits Exclusive contracts Low prices (large orders) Frequent, small lots Delivery to point of use
1995 995 Corel Corp.
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Tactics for Close Supplier Relationships

Tactic
Red Reduce ce total n number mber of suppliers Certify suppliers
Results Average 20% reduction in 5 years
Ask for JIT delivery from key y suppliers pp Involve key suppliers in new product design Develop software linkages to suppliers li
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Vertical Integration Strategy

Ability to produce goods previously purchased
Setup operations Buy supplier Raw Material (Suppliers) Backward Integration Current Transformation Forward Integration Finished Goods (Customers)
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Make-buy issue Major financial commitment Hard to do all things well

Forms of Vertical Integration

Iron Ore Silicon Farming Raw Material (Suppliers) Backward Integration Current Transformation Forward Integration Finished Goods (Customers)
Steel
Flour Milling
Automobiles
Integrated Circuits
Distribution System
Circuit Boards Computers Watches Calculators
Dealers
Baked Goods
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Keiretsu Network Strategy

Japanese word for affiliated affiliated chain chain System of mutual alliances and cross-ownership hi
Company stock is held by allied firms
Lowers need for short-term profits pp distributors, & Links manufacturers, suppliers, lenders
Partnerships p extend across entire supply pp y chain
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Virtual Company Strategy

Network of independent companies
Linked by technology
PCs, faxes, Internet etc.
Each contributes core competencies Typically provide services

Payroll, editing, designing
May be long or short-term

Usually, only until opportunity is met
1995 Corel Corp.
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Overview of Global Procurement:

Cross Border Negotiations
Interpretation, Enforcement and Dispute Resolution
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Precedence's Precedence s are Referred but not Followed

Sales Act High Court Verdict on S/W CDs C Common Law L (P (Prone to Ch Changes) )
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Legal System Framework

Category 1
Supreme Court, Federal Apex Judiciary
Category 2
II round Takes 10-12 months Court of last resort I round Takes 6 months
Category 3
High Court
District/Province/Civil Court
50-60% disputes p sorted Takes 24 30 months
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Category 1 Category 2
Arbitration Alternative to litigation
Category 3
Special Jurisdiction
Place of evidence is very vital
Headed by professionals not t judges j d Three member committee Two Industry Veterans and one retired j judge g
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Points to Remember
C Contract t t dispute di t b between t any t two companies i cannot t violate i l t the Country law Law to be referred has to be mentioned in the contract Ex: Bombay court may look into Hongkong/Singapore laws to deal with broadcasting rights Choice of Forum Depending on the issue Choice of Law Decided by Parties
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Category 1 Category 2 Category 3
Regulators
Example:
TRAI SEBI AAI etc.
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Cross Border Negotiations
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What is Negotiation? g It is the art of creating agreement on a specific issue between two (or more) parties with 4 differing views (Win/Loose, Win/Win, Loose/Loose, Loose/Win) imparting or conveying ideas, views or information from the mind of one person to the mind of the other. What is Purchasing? The activity of acquiring goods or services to accomplish the goals of an organisation. What is Purchasing Negotiation? A process in a finite number of steps consisting mainly of alternate proposals and counter-proposals or a form of cooperation with both common and opposed interests with two or more parties.
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Golden Rules of Negotiation

1 FORM 1. 2 People Buy People First 2. 3 Buyers 3. Buyers are liars and Non Non-Buyers Buyers are bigger liars 4 Emotion Sells and Logic solidifies the sale 4. 5 Never 5. N Gi Give U Up 6 PMA and 6. dK Keep S Smiling ili
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Role Play
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Session Summary
Meaning and definition of Supply Chain Management has been explained. Special cases with respect to advantages of SCM has been discussed. Current trends of Supply Chain and its impact have b been elucidated. l id d
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Day-2
Manufacturing Logistics and Make or Buy Decisions

Session Objectives
To ascertain the key factors to optimise logistics process To assimilate the factors to be considered for Make or Buy decisions To match supply chain strategies with products
Session Outline
Logistics strategies Make or Buy Factors to be considered Span of Process Push vs. Pull Scheduling Hybrid approach for supply chain
Manufacturing Logistics
CLM DEFINITION OF LOGISTICS

.is that part of the supply chain process that plans, implements, and controls the efficient, effective
flow and storage of goods, services, and related information from the point-of-origin to the point-ofconsumption in order to meet customers' requirements.
Council of Logistics Management, 1998; www.CLM1.org
Logistics - Science of managing (controlling) the movement and storage of goods (or people) from acquisition to consumption. Goods: Raw Materials Final products, and everything in between.
Movement Storage
= Transportation (between locations). = Inventory, Warehousing (at locations).
Difference between acquisition and consumption is a matter of space and time.
NOTE: Logistics does not deal with Technology of Production, such as the design of machines, vehicles and the design of finished products.
Source: Presentation by Mr. K.C. Manjunath, Triveni Engineering Ltd.

Five Business Systems - Tightly Interconnected within the Organization

Management Strategic Systems
Decisions Measurement Decisions Reward Decisions Price Decisions Place (How, where, how much) Product Decisions Product Design Decisions Process Design Decisions
}
Promotion Decisions Production Capacity Decisions Production Scheduling Decisions Shop Floor Decisions
Engineering Systems
Logistics Systems
Marketing Systems
Inventory Decisions
Transportation Decisions
Sourcing Decisions
Manufacturing Systems
Logistics Mission [A Bill of Rights]

Logistics embodies the effort to deliver: the right product in the right quantity in the right condition to the right place at the right time for the right customer at the right cost
Activities and Logistics Decisions

Transportation
rate and contract negotiation mode and service selection routing and scheduling
Customer Service
determining customer wants determining customer response to service changes
Inventories
finished goods policies supply scheduling short term forecasting
Materials Handling
equipment selection equipment replacement order picking procedures
Warehousing
private vs. public space determination warehouse configuration Stock layout and dock design stock placement Cross-docking
Packaging design Order Processing

order procedure determination
Facility Location
determining location, number and size of facilities allocating demand t o facilities
Coordinating Production Schedule

aggregate production quantities sequencing and timing of production runs 10
Manufacturing Logistics
Physical Distribution
Recycling/ Returns/ Waste Disposal Location Communication
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Inbound & Outbound Logistics

SUPPLIER CUSTOMER
MANUFACTURING PROCESSES
INBOUND LOGISTICS
OUTBOUND LOGISTICS
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Reverse Logistics
To manage the flow & Storage of products and services, moving backwards through the supply chain Supply chains create waste due to packing New development in SCM includes the recycling of products and packing materials, disassembly of products for reuse, product returns for warranty claims
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TVS Logistics Case
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Air Asia Case
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Freight management goes online in Thiruvananthapuram Railway division

(August 24, 2010)
Freight Operating Information system will enable traders to monitor arrival of the freight train, plan out the receipt and dispatch of consignments to the intended locations, besides providing adequate time to arrange for labour.
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Importance of Logistics
Essential & Expensive - ( GDP ) 10 to 13% in India 8% in USA Bigger than the profit margin on goods Affects Financial Performance
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Logistics for life sciences still out in the cold

A goods carrier crossing a State border in India may have to wait anywhere between two to 24 hours to get the necessary clearances before it can enter the next State. Compare this to transit across borders in China, which takes between 15 minutes to two hours. Or in the EU, where the carrier usually does not have to wait for more than a few minutes. According to World Bank's Logistics Performance Index ranked India 47 with a score of 3.1 (world average 2.5) in 2010, dropping from 39 in 2007. The index evaluates the logistics performance of countries on the basis of following key dimensions such as Customs clearances, infrastructure, ease of shipment and tracking.
Source: Joint Study by DHL and Organisation of Pharmaceutical Producers of India , October 2011
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Role of logistics managers in strategic decision

DISCUSSIONS & AGREEMENTS LOGISTICS MANAGER OTHER MANAGERS
BUSINESS STRATEGY
LOGISTICS STRATEGY
ROUTINE LOGISTICS DECISIONS
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Volvo-Case
Multi Axle Transport Solution
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Benefits
Equivalent to 5 : 2-Axle trucks Higher Average speed Less Breakdowns Transportation cost saving of 20-40% to Fleet owners Takes 16 m road space but the latter take 90 m Cut in fuel consumption by 50% Environmental safety
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Consolidation
Smaller Operators are shrinking Large players are outsourcing Shift towards bagging quality orders Warehousing etc.
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Volvos Fuel Cost

Typical Trucks Fuel Consumption Cost/Tonne KM Load Carried Fuel cost/Tonne KM 3.5 kmpl Rs. 4.60 10 Tonnes Re 0.46 Volvo Trucks 2.5 kmpl Rs. 6.40 30 Tonnes Re 0.21
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Conclusion
Big is Better
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Indian Government Initiatives

Allowing 100% FDI Eliminating CST and IT exemptions on Port development Projects Improving Multi Modal Transport and PPP
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Plan for multi-modal venture by 3 logistics PSUs

SCI, Concor, Central Warehousing Corporation would be equity partners
Source: BL, 5 January 2011

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Delhi may soon levy congestion fee on vehicles

08 April 2010 Source: ET
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Railways sees scope for greater logistics play

Source: ET, September 2011
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Make or Buy Decisions
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Make or Buy Choice

One of the key strategic issue in manufacturing is the decision regarding what to make and what to buy. Companies rarely make their own products/services from start to end. Mostly these decisions have been taken on an ad-hoc manner and lack adequate scientific consideration.
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Make or Buy Choice

Inability to make in-house (Technical capability High-Investment Low Utilisation) Retaining Core Technology
L & T Komatsu-Welding Robot

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Make or Buy Choice

BREAK EVEN ANALYSIS
TOTAL COST -BUY
COST TOTAL COST MAKE MAKE-FIXED COST MAKE-VARIABLE COST BREAK -EVEN VOLUME
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Span of Process
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Make-or-Buy Decisions
Reasons for Making
1. 2. 3. 4. 5. 6. 7. 8. Maintain core competence Lower production cost Unsuitable suppliers Assure adequate supply (quantity or delivery) Utilize surplus labor or facilities Obtain desired quality Remove supplier collusion Obtain unique item that would entail a prohibitive commitment for a supplier 9. Protect personnel from a layoff 10. Protect proprietary design or quality 11. Increase or maintain size of company
37
Make-or-Buy Decisions
Reasons for Buying
Frees management to deal with its core competence 2. Lower acquisition cost 3. Preserve supplier commitment 4. Obtain technical or management ability 5. Inadequate capacity 6. Reduce inventory costs 7. Ensure alternative sources 8. Inadequate managerial or technical resources 9. Reciprocity 10. Item is protected by a patent or trade secret
1.
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Framework for Make/Buy Decisions

Which component to Manufacture and what to Outsource? Identify Core Competencies and it should be made internally. Fine & Whitney Framework for Outsourcing Dependency on Capacity Dependency on Knowledge Toyotas outsourcing strategies
39
Make/Buy Decisions
Product Dependent on Independent Independent knowledge of knowledge, of knowledge and capacity Dependent on and capacity capacity Outsourcing is Outsourcing is Opportunity to risky an opportunity reduce cost through outsourcing Outsourcing is Outsourcing is Keep very risky an option production internal
Modular
Integral
40
Push and Pull Scheduling
41
Effective SCM Pre-requisites

Efficient integration warehouses, and stores. of suppliers, manufacturers,
Coordinating activities across the supply chain Improve performance through cost reduction, increasing service level, reducing the bullwhip effect, better utilising resources, and effectively responding to changes
42
Challenges can be met by Integration

Linking front-end customer demand and back-end production and manufacturing portion of the supply chain.
Various supply chain integration strategies:

Push, pull, pushpull strategy. Matching products and industries with supply chain strategies. Demand-driven supply chain strategies. The impact of the Internet on supply chain integration.
43
What is Push and Pull?

MRP is the classic push system. The MRP system computes production schedule for all levels based on forecasts of end items sale. Once produced, subassemblies are pushed to next level whether needed or not. Typical PC Manufacturing JIT is the classic pull system. The basic mechanism is that production at one level only happens when initiated by a request at the higher level. That is, units are pulled through the system by request. Dells PC Manufacturing
44
Comparison
These methods offer two completely different approaches to basic production planning Each has advantages over the ot her, but neither seems to be sufficient on its own. Both have advantages and disadvantages, suggesting that both methods could be useful in the same organisation.
45
Push Vs. Pull Scheduling in SCM

Push Scheduling - Traditional Approach
- Move the Job when finished - Creates Excessive Inventory
Pull Scheduling
- Coordinated Production - Driven by Demand( Pulled thru system ) - Extensive use of visual triggers
46
47
Demand Pull
Customer D1 D2 D3 D4
Finished products, Demand forecast level
RDC1 Factory Warehouse
RDC2
Finished products
Finished products
Factory Warehouse
WIP
Sub Assemblies
Product Push
Vendors/Suppliers
Components
48
Push-Pull Scheduling in Supply Chain

A Hybrid Approach in Todays Scenario
49
Toyotas Manufacturing Strategy Dells PC Manufacturing Strategy
50
Push-Pull Supply Chain

Initial Stages are operated in a push based manner whereas the remaining stage are operated in a pull based manner. Interface between the push based stage and pull based stage is known as the push-pull boundary Supply Chain Time Line
51
Supply Chain Timeline
Push-pull supply chains
52
General Framework for Time Line
Make a part of the product to stock generic product The point where differentiation has to be introduced is the push-pull boundary Based on extent of customisation, the position of boundary on the timeline is decided
53
Matching Supply Chain Strategies with Products
Push-pull supply chains

54
GMs Case
Failure of Make to Order Strategy
55
Characteristics of Push & Pull in Supply Chain

Push Objective Complexity Focus Lead Time Processes
Minimize Cost High Resource Allocation Long Supply chain Planning
Pull
Maximize Service Level Low Responsiveness Short Order Fulfillment
56
Implementing a PushPull Strategy

Achieving the appropriate design depends on many factors:
product complexity manufacturing lead times suppliermanufacturer relationships.
Many ways to implement a pushpull strategy

location of the pushpull boundary. Dell locates boundary at the assembly point Furniture manufacturers locate the boundary at the production point
57
The Impact of Lead Time
Longer the lead time, more important it is to implement a push based strategy. Typically difficult to implement a pull strategy when lead times are so long that it is hard to react to demand information.
58
Cases
59
Grocery Industry
Typical supermarket employs a push-based strategy Peapod was built on pure pull strategy with no inventory and no facilities.
Significant service problems with high stock-out rates Changed to a pushpull strategy by setting up a number of warehouses Warehouse covers a large geographical area
Aggregated demand
Other challenges:
Reducing transportation costs Short response time Low customer density
Products having low demand uncertainty were treated with

high economies of scale in transportation cost push-based strategy more appropriately.
60
Book Industry
Initial model of Amazon.com a pure pull system with no warehouses and no stock.
Ingram Book Group supplied most of Amazons customer demand.
As volume and demand increased:

Amazon.coms service level was affected by Ingram Books distribution capacity Using Ingram Book in the first few years allowed Amazon.com to avoid inventory costs but significantly reduced profit margins.
As demand increased distributor no longer required.
Current Amazon.com:
Several warehouses around the country where most of the titles are stocked. Inventory at the warehouses is managed using a push strategy Demand satisfied based on individual requests, a pull strategy.
Slow moving low volume books and CDs are not stocked at Amazon distribution centers
Amazon orders those when demand arrives.
61
Session Summary
Meaning of Logistics, components of Logistics management have been explained. Factors influencing the make or buy decision has been elucidated. Cases with respect to Push-Pull supply chain have been discussed.
62
Day-2
Supply Chain (SC) Design

Session Objectives
To identify the role of aggregate planning in supply chain to manage supply and demand To examine the key factors to be considered when designing a distribution network To apply optimisation techniques to evaluate trading partners
Session Outline
Introduction to SC modelling Managing supply through Aggregate planning Gravity Model Supply Chain Benchmarking Data Envelopment Analysis
Supply chain Networks
Integrated Supply Chain

Functional Integration - Purchasing, M anufacturing, Transportation, Warehousing Spatial Integration - Geographically dispersed vendors, - Facilities & Markets Inter-temporal Integration - Strategic, Tactical & Operational Integration of SC & Demand Management
Overview of SC Models and Modelling System

Need to augment Transactional IT with Analytical IT - Metrics is very important Analytical IT involves - Descriptive Method - Normative Method or Optimisation method or Mathematical Programming method
Descriptive Method
Forecasting Models - predict demand for companys finished products, cost of raw materials etc. Cost Relationship -describes how direct and indirect costs vary Resource Utilisation -how manufacturing activities consume scarce resources Simulation Models -describes parts or all the companys supply chain that will operate over time as function of parameters and policies
Normative or Optimisation Method

- Helps
managers to make better decisions
- Requires descriptive data & models as inputs
The primary drivers for achieving strategic fit in Supply Chain Strategy (adapted from Chopra & Meindl)
Corporate Strategy
Supply Chain Strategy Efficiency Responsiveness
Facilities
Inventory
Transportation
Information
Market Segmentation 9
Introduction to Linear Programming Problem (LPP)

The most important function of management is effective decision making.
10
Definition of LPP
Linear Programming (LP) is a versatile technique for assigning a fixed amount of resources among competing factors. A mathematical technique used to obtain an optimal solution in resource allocation problems, such as production planning, scheduling, advertising, cost analysis etc. It is basically used for efficient and effective utilisation of limited resources to achieve organization objectives (Maximise profits or Minimise cost).
11
The General LP Formulation

There are n variables in m constraints to be solved Max / Min Z = C1x1 + C2x2 + .Cnxn Max/Min Z =cx11 +c x22 +. +c xnn Subject to a11 x1 + a12x2S.t + . + a1nxn < /> = b1 + 1 xa nn // = b1 . + a2nxn < /> = b2 1 xa 1 + 12xa 2 +.+ a21 x1 + a22x2 21xa 1 + 2 xa 2 +. + 2 xa nn // = b2 am1 x1 + am2x.2 . . . . .+ . . . . . . . + amnxn < /> = bm
m 11 m 22 mn n m
xa + xa +. + xa // = b
where xi >= 0, i = 1,2,.n

xi 0, i=1,2. ,n
12
Formulation of LPP (Production allocation problem)

Case: 1 A manufacturer produces two models M1 and M2 . Each unit of model M1 requires 4 hours grinding and 2 hours polishing. Each unit of model M2 requires 2 hours grinding and 5 hours of polishing. The manufacturer has 2 grinding wheels wherein each is available for 40 hours per week only. Similarly there are 3 polishing machines wherein each is available for 60 hours per week only. Profit on model M1 is Rs. 300 per unit and profit on model M2 is 400 per unit. The manufacturer has to allocate his production capacity so as to maximize his profit. Formulate the LPP.
13
Formulation of LPP (Production allocation problem)

Solution: Let X: Number of units of model M1 to be produced. Y: Number of units of model M2 to be produced. Model
M1
Model
M2
Requirement Maximize < 80 < 180
Number of units Grinding time(hrs.) Polishing time(hrs.) Profit (Rs)
X 4X 2X 300 X
Y 2Y 5Y 400 Y
14
Conversion to LPP (Production allocation problem)

Maximum Z = 300X + 400Y Subject to (S.t) 4 X + 2Y < 80 2X + 5Y < 180 and X > 0, Y > 0
(cont..d)
Objective Function
Constraints
Decision variable (non negative)
15
Formulation of LPP
Case: 2 A firm produces two home products viz. model A
and model B. The production involves three operationsassembly, painting and testing. The relevant data are as follows: Hours required for each unit Unit selling price Model A Rs.40 Model B Rs.60 Assembly 10 18 Painting 2 5 Testing 1 2
16
Case-2
Formulation of LPP
(Contd)
Total number of hours available each week are as follows: Assembly 400 Painting 100 Testing 60 The firm wishes to determine its weekly product mix so as to maximize profit. Formulate the problem as a linear programming problem(LPP).
17
Case-2
Formulation of LPP
(Contd)
Solution: Let X: Number of units of model A to be produced. Y: Number of units of model B to be produced. Model A Number of units Assembly time(hrs.) Painting time(hrs.) Testing time (hrs.) Profit (Rs) X 10 X 2X 1X 40 X Model B Y 18 Y 5Y 2Y 60 Y Requirement
< 400 < 100 < 60
18
Case- 2
Conversion to LPP
(cont..d)
Maximize Z = 40X + 60Y Subject to (S.t) 10X +18Y < 400 2 X + 5Y < 100 1X + 2 Y < 60 and X > 0, Y > 0
Objective Function
Constraints
Decision variable (non negative)
19
Methods for Solving Linear Programming Problems (LPP)

Important method of solving LPPs
Simplex method using Solver
20
Managing Supply in a Supply Chain
21
Aggregate Planning in Supply Chain

Aggregate planning is a process by which a company determines ideal levels of capacity, production, subcontracting, inventory stock outs and pricing over a specified time horizon Goal is to satisfy demand while maximising profit. Premium Paper Mill Case Spring Annual Reports Fall - Car Brochure
22
Aggregate Planning Strategies

The planner should make trade-offs among capacity, inventory and backlog costs/ lost sales. If one increases the other two decreases. Trade off Strategies (tailored strategies) - Chase strategy - using capacity as lever - Time flexibility from workforce or capacity strategy using utilisation as a lever - Level strategy using inventory as the lever
23
Red Tomato Gardening Tool Case

Demand for Red Tomatos gardening tools is highly seasonal in spring. The first step towards aggregate planning is to arrive at effective demand forecasting.
Month Jan Feb Mar Apr May Demand forecast Tomato tools for Red Jun 2200
24
Demand Forecast 1600 3000 3200 3800 2200
Red Tomato Tools Case Contd

Red Tomato sells each tool at $40. The company has a starting inventory of 1000 tools in January. At the beginning of January, company has a workforce of 80 employees. Plant works 20 days in each month with 8 hrs per day. Each employee earns $4 per hour on regular time.
Capacity of the plant is determined by total labour hours worked. As per labour rules, no employee works more than 10 hrs overtime per month. SC manager goal is to have 500 units at the end of june as inventory. Minimising cost over the planning horizon is equal to maximising profit as all demand has to be met.
25
Various Costs for Red Tomato Case

Item
Material Cost Inventory holding cost Marginal cost of stock-out/backlog Hiring and training costs Layoff cost Labor hours required Regular time cost Overtime cost Cost of subcontracting
Cost
$10/unit $2/unit/month $5/unit/month $300/worker $500/worker 4/unit $4/hour $6/hour $30/unit
26
Decision Variables
Wt = Workforce size for month t Ht = number of employees hired at the beginning of month t Lt = number of employees laid off at the beginning of month t Pt = number of units produced in month t It = Inventory at the end of month t St = number of units stocked out/backlogged at the end of month t Ct = number of units sub-contracted at the end of month t Ot = number of overtime hours worked in month t where t = 1, 2, ........ , 6
27
Table Containing Decision Variable
28
Table containing Constraints
29
Formulae
Cell M5
(Wt Constraints)
Cell Formula = D5-D4-B5+C5
Equation W t = W t-1 + Ht -Lt Pt 40 W t + Ot /4
N5
(Capacity
Constraints)
= 40*D5+E5/4-I5
O5
(Inventory Constraints)
= F4-G4+I5+H5-J5F5+G5 = -E5 + 10 * D5
It-1 + Pt + Ct = Dt +St-1 +It - St
P5
(Over-time Constraints)
Ot 10 W t
Here, M5 = 0; N5 0; O5 = 0; P5 0
30
Table containing Objective function
[640W
6 i =1
+ 6 ot + 300 H t + 500 Lt + 2 I t + 5 S t + 10 Pt + 30 C t
We need to arrive at minimised solution
31
Invoking Solver Tool and following Constraints
32
Solver Steps
Set Target Cell: C22, Equal to : Select Min By Changing Cells : B5 : I10 Subject to Constraints B5 : I10 0 (All decision variables are non -negative) F10 500 ( Inventory at end of period 6 is at least 500) G10 = 0 (Stock-out at the end of 6 months equals 0) M5 : M10 = 0 (workforce constraints) N5 : N10 0 (capacity constraints) O5 : O10 = 0 (inventory constraints) P5 : P10 0 (over-time constraints)
Assume linear model in options and press solve

33
Final Solution
34
Gravity Models in Supply Chain
35
Steel Appliances (SA)

Gravity location models are used to find locations that minimises the transportation cost. SA manufactures high quality refrigerators and cooking ranges - currently one plant in Denver which supplies entire US - Three parts plant located at Buffalo, Memphis and St. Louis will supply parts for new factory which will serve Atlanta, Boston, Jacksonville, Philadelphia and Newyork. - The coordinates, demand, required supply and shipping cost has been collected.
36
Supply sources and Markets for SA
37
38
Gravity Model
This model assumes that both markets and supply sources can be located as grid points on plane. All distances are calculated as the geometric distance between two points on the plane. Assumes transportation cost linearly grows with quantity shipped.
39
Input Parameters
xn, yn : coordinate location of either a market or supply source n Fn: Cost of shipping one unit for one mile between facility and either market or supply source n Dn: Quantity to be shipped between facility and market or supply source n If (x,y) is the location selected for the facility, the distance dn between the facility at location (x,y) and the supply source or market n is given by:
40
Formulae
(x
x)
n
k
+ y
) y
2 n
Total Cost (TC) is given by:
TC = d n D n F n
n =1
The optimal location is one that minimises the total TC

41
42
Equations
Cell Cell formula Equation Copied to
G5:G12
G5
=SQRT($B$16-E5)^2+($B$17-F5)^2
B19
=SUMPRODUCT(G5:G12,D5:D12, C5:C12)
After entering these formulae, invoke solver to solve the problem

43
44
Results
The coordinates (x, y) = ( 681, 882) has been identified as the location of the new factory which minimises the total transportation cost. From the map, these coordinates are close to the border of North Carolina and Virginia. The manager should look for desirable sites close to optimal coordinates that have the required infrastructure and appropriate worker skills.
45
46
SC Trading Partners Benchmarking

using Data Envelopment Analysis (DEA)
47
Non-Parametric Analysis Tool

- Data Envelopment Analysis (DEA)
Analyses multiple outputs and inputs simultaneously to arrive at single overall performance index Uses Linear Programming technique to objectively derive individual weights under MCDM Organisation under study is called as DMU
X $ 1,00,000
Limitations Dependent on data

48
Contd.
49
50
Motivations to use DEA

Simplicity and ease-of-use No need to specify relationships or trade-offs among performance measures prior to computation The frontier principle suits benchmarking goal Evaluate multiple outputs and multiple inputs simultaneously Addresses quantitative and qualitative data together Weights obtained by solving LPP from the data objectively
51
Inferences after using DEA

Measures operational performance relative to peer groups Identify performance gaps in inefficient DMUs Evaluate improvement opportunities Assess operational progress over time
52
Methodology
- Identification of input (X) and output (Y) variables of DMUs for performance evaluation through DEA. - In general, radial efficiency () measure takes the form of ratio
=
-
Output Input
Considering all m inputs and s outputs portraying total factor productivity measure of a DMU, the unknown variable weights will be represented as vi and ur
Virtual Input = v1x1o + ............... + vmxmo Virtual Output = u1y1o + ............... + usyso - Finally the linear programming technique will be used to maximise the ratio and to determine weights individually
53
Input and Output Consideration Consideration

Principle to be adapted for selecting inputs/outputs: lower the better for input value higher the better for output value n = max { (m*s), (3*(m+s)) } condition has to be satisfied
54
Basic Charnes Cooper and Rhodes (CCR) Model
FPo = Fractional Programme

55
Converting FP into LPP
LPo = Linear Programme

56
Inference after Solving LPP
57
Taking Dual* of the LPP (DLP)
Where, is the non-negative Column Vector of Variables is radial efficiency X is Input vector and Y is Output vector xo, yo is DMU under study
58
Example
59
Mathematical Formulation
60
Optimal Solution
61
Reference Set
62
Consolidated Results
63
Output Oriented Model
64
Example-Case (1 Input and 1 Output Case)
65
Graphical Representation
X $ 1,00,000
66
Demo Session
67
References
1. Chien-Ming Chen, Evaluation and Design of Supply Chain Operations using DEA, Ph.D. Thesis, Erasmus University Rotterdam, 2009. 2. William W. Cooper, Lawrence M. Seiford, Kaoru Tone, Introduction to Data Envelopment Analysis and Its Uses, Springer, 2006. 3. William W. Cooper, Lawrence M. Seiford, Kaoru Tone, Data Envelopment Analysis, 2nd edition, Springer, 2007.
68
Session Summary
Strategies adapted in aggregate planning with trade-offs has been elucidated. Facility location model in the form of gravity model has been applied. DEA models to evaluate the trading partners has been demonstrated.
69
sharath@msrsas.or g M: 0 99005 14038

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Day-1

Definition, Nature and Principles of Supply Chain Management (SCM)

Session Speaker K.M. Sharath Kumar

M.S Ramaiah School of Advanced Studies - Bangalore

M.S Ramaiah School of Advanced Studies - Bangalore

Rationale for SCM

M.S Ramaiah School of Advanced Studies - Bangalore

M.S Ramaiah School of Advanced Studies - Bangalore

Rationale for Logistics and Supply Chain g ( (SCM) ) Management

M.S Ramaiah School of Advanced Studies - Bangalore