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【正文】 , 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 (variability) 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 4: Develop tailored practices Tailored Practices Function Steady State (High volume, low variability) Selective Statistical (Low volume, low variability) Focus (High volume, high variability) Noise (Low volume, high variability) Sales Minimise promotions Avoid promotions Drive volume through promotion in close collaboration with customer Avoid promotions and validate why a SKU is in the portfolio Marketing Build SKU base Increase volume base and consolidate SKUs Build flexibility into the portfolio Reduce SKU plexity Planning Statistically forecast Statistically forecast Manual forecast based on past history Collaborative forecast with customer and mercial teams Manufacturing Minimise production cycle and production costs Minimise/ maintain production cycle Maximise agility with a must respond mentality Make to order Procurement Focus on quality and cost Focus on quality and cost Minimise order lead time Cover variability with inventory ve: Promotions at product range level segmentation at SKU level ve: Low volume ‘noise’ manufactured centrally so CODP in distribution after manufacture – can’t MTO ve: Procurement cannot be segmented at finished SKU level because procure at material level +ve: Marketing used segmentation to drive SKU rationalisation and product range expansion +ve: Planning used segmentation to drive forecasting approach – statistical for low variability manual collaborative for high variability 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 演講完畢，謝謝觀看！
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