scm-chapter2(文件)
【正文】 to which supply chain is customer order driven (. customer order decoupling point) MTO?MTS? Implications for supply chain strategy Material flow: JIT pull or MRP push : ? Supplier replenishment ? Manufacturing ? Outbound logistics Product profile ? Customisation versus standardisation Figure Strategy drivers and their implications for supply chain strategy Supply chain strategy drivers Slide Harrison, van Hoek and Skipworth, Logistics Management and Strategy PowerPoints on the Web, 5th edition, 169。 Alan Harrison, Remko van Hoek and Heather Skipworth 2023 Figure Customer value gap as perceived by Autoco’s customer during product launch and steady state Product launch Autoco perceived as providing lower value on order leadtime and delivery reliability than petitor Steady State Autoco perceived as providing superior or equal value to petitor on all aspects except quality Slide Harrison, van Hoek and Skipworth, Logistics Management and Strategy PowerPoints on the Web, 5th edition, 169。 Alan Harrison, Remko van Hoek and Heather Skipworth 2023 Figure Analysis of demand volume and variability for SKUs in KC Europe, Consumer Products Slide Harrison, van Hoek and Skipworth, Logistics Management and Strategy PowerPoints on the Web, 5th edition, 169。 Alan Harrison, Remko van Hoek and Heather Skipworth 2023 Step 1: Identify customer demand signal Forests Pulping facility KC Europe operations (plan, buy, make deliver) Distributor Retailer Consumer Scope of the ‘a(chǎn)rc of integration’ Simplified endtoend supply chain for KC Europe (value chain) 2 possible CODPs ? High volume moditised ? Invest in many manufacturing plants ? Manufactured local to market ? Low volume specialised products ? Invest few manufacturing plants ? Manufactured centrally Primary customer Slide Harrison, van Hoek and Skipworth, Logistics Management and Strategy PowerPoints on the Web, 5th edition, 169。 Alan Harrison, Remko van Hoek and Heather Skipworth 2023 Conclusion ? KimberleyClark case demonstrates how difficult SC segmentation is in practice across sales, marketing, planning, manufacturing and procurement. ? For sales and manufacturing there’s a mismatch between the segmentation approach and the promotions and the European manufacturing strategy. ? For procurement its fundamentally flawed to used finished product segmentation for segmentation of procurement, because procured materials are used in many different products. ? For Fast Moving Consumer Goods at a multinational level, segmented SC strategy tends to drive marketing product expansion/rationalisation and demand forecasting approaches. Slide Harrison, van Hoek and Skipworth, Logistics Management and Strategy PowerPoints on the Web, 5th edition, 169。 Alan Harrison, Remko van Hoek and Heather Skipworth 2023 Step 3: Identify the key supply chain segments Noise 39% SKU’s, 10% volume Collaborative forecast with customer Make to Order Reduce SKU plexity Focus 13% SKU’s, 36% volume Manual forecast based on past history Maximise agility ‘must respond’ mentality Selective Statistical 24% SKU’s, 12% volume Statistically forecast Minimise production cycle time Steady State 24% SKU’s, 42% volume Statistically forecast Minimise production cycle time Build SKU base Volume Volatility (varia
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