Repetition
SOL 2. semester
Emerging Practices in
SCM
Logistics and Supply Chain
Chapter 16
3. Supply Chain Collaboration Concepts
page 372
Customer Managed Ordering – CMO
2. Vendor Managed Inventory – VMI
3. Quick Respons
4. Efficient Consumer Response – ECR
5. Collaborative Planning Forecasting and
Replenisment – CPFR
1+2: more optimal allocation of
administrative work etc.
3+4+5: Strive to co-ordinate flows
1.
Figure 16.4
Procurement
process
Purcha- Inventory Finance
sing
control
Invoicing
Accounts
receivable
Transport Store
Order
entry
Pick
Forwarding
Order-to-delivery
process
Pack
Customer
Supplier
Finance
Transport Store
Invoicing
ForwardingPick
Order
entry
Purcha- Inventory Finance
sing
control
Transport
Forwarding
Accounts
receivable
Pack
Invoicing
Accounts
receivable
A common inter-organisational process for cross-company material flows
Figure 16.5
Supplier
Customer
Figure 16.6
Supplier
Customer
Figure 16.10
a) Lateral integration – Coordinated management of separately owned links in the supply chain
End
consumer
Supplier
Manufacturer
Distributor
Retailer
b) Vertical integration – Degree to which a firm directly controls multiple links in the supply chain
End
consumer
Supplier
Manufacturer
Distributor
Retailer
Based on APICS (2005)
New ways of designing PUSH/PULL
PULL
PUSH
Physical Efficient SC
Market-Responsive SC
Both Chains require short leadtimes but differ with respect to
•Costs and
•Adaptability
Physical Efficient SC (Lean SC) focus on:
•High utilisation of capacity in production
•Reducing stocks
Market-Responsive SC (Agile SC) focus on:
•Where it is best to have storage and extra production capacity
•How to satisfy the unpredictable demand at the lowest possible cost
Figure 16.12
Total lead-time
Material supply
Production
Delivery
Lead-time gap
Delivery time
Physical efficient
Supply chain
Responsive
Supply chain
Customer order
de-coupling point
Chapter 11
Marketing Channels and Supply
Chain Management
Conventional Distribution Channel Vs.
a Vertical Marketing System
(Fig. 11-3)
Types of Vertical Marketing Systems
Corporate VMS
Common Ownership at Different
Levels of the Channel i.e. Sears
Degree of
Direct
Control
Contractual VMS
Contractual Agreements Among
Channel Members i.e Western Auto
Administered VMS
Leadership is Assumed by One or
a Few Dominant Members i.e. Kraft
Types of Vertical
Marketing Systems
Vertical Marketing
Systems (VMS)
Corporate
VMS
Wholesaler Sponsored
Voluntary Chain
ManufacturerSponsored Retailer
Franchise System
Administered
VMS
Contractual
VMS
Retailer
Cooperatives
Franchise
Organizations
ManufacturerSponsored Wholesaler
Franchise System
Service-FirmSponsored Retailer
Franchise System
Channel Design Decisions
Analyzing Consumer Service Needs
Setting Channel Objectives & Constraints
Identifying Major Alternatives
Types of
Intermediaries
Number of
Intermediaries
Responsibilities of
Intermediaries
Evaluating the Major Alternatives
Designing International Distribution Channels
Chapter 6:
Formulating Strategy
PowerPoint by
Hettie A. Richardson
Louisiana State University
Strategic Formulation Process
Strategic Decision-Making
Models
Strategic Choice
Chapter 7:
Global Alliances and
Strategy Implementation
PowerPoint by
Hettie A. Richardson
Louisiana State University
Strategic Alliances

Partnerships between two or more firms
that combine financial, managerial, and
technological resources and their
distinctive competitive advantages to
pursue mutual goals

Also referred to as cooperative strategies
Categories of Alliances

Joint Ventures


Equity strategic alliances


TCL-Thompson Electronics
Non-equity strategic alliances


PSA Peugeot-Citroen Group and Toyota
UPS and Nike
Global strategic alliances

Covisint
Knowledge Management in IJVs
Chapter 8:
Organization Structure
and Control Systems
PowerPoint by
Hettie A. Richardson
Louisiana State University
Emergent Structural Forms
Emergent Structural Forms
Choice of Organizational Form
Choice of Organizational Form
Exhibit 8-7
Transnational
Strategy
Globalization
Strategy
International
Strategy
Multidomestic
Strategy
Locus of Decision Making
Differentiering og
integration
To centrale strukturparametre
1. Modernismens strukturtænkning
Differentiering
Dele hovedopgaven op i underopgaver
Integrering
Differentiering sker i funktionerne, og
jo større differentiering, jo større
integrationspres
Koordinere udførelsen af disse
underopgaver, så de tilsammen
løser hovedopgaven
Typisk en ledelsesfunktion
Formaliseringens cirkelbevægelse
Problemet er at finde
den rette balance hvis ikke
organisation skal drukne i
kompleksitet
Differentiering
Integrering
”After the task has been divided into specialist subtasks, the
problem is to integrate the subtasks around the completion of the
global task. This is the problem of organization design.”
Jay Galbraith (1974), Organization Design – An Information Processing View
Chapter 10:
Developing a Global
Management Cadre
PowerPoint by
Hettie A. Richardson
Louisiana State University
The Expatriate Transition Process
Entry transition (initial confrontation)
Home country
Adjustment (adaptation)
Exit transition (anticipatory
socialization)
Entry transition (initial
confrontation)
Adjustment (adaptation)
Host country
Exit transition (anticipatory
socialization)
Home country or
Entry transition (initial
confrontation)
New Host country
Adjustment (adaptation)
Exit transition (anticipatory
Global Teams in the Global
Enterprise
Figures in Logistics
Chapter 7
Figure 7.3
CODP
PC
Make-to-stock
(forecasted)
Make-to-order
Customer
Figure 7.4
Assembly to order
Engineer to order
Make to order
Make to plan
Make to stock
Figure 7.5
Product
variants
Raw materials
and purchased
components
Product variants
with accessories
Raw materials
and purchased
components
Figure 7.6
Product variants
based on modules
Possible
product
variants
Module variants
Raw materials
and purchased
components
Raw materials
and purchased
components
Figure 7.7
Sales
volume
Time
Introduction phase
Maturity/saturation phase Decline phase
Growth phase
Figures in Logistics
Chapter 8
Figure 8.5
System supplier strategy
Component supplier strategy
Product company
Product company
System
supplier
System
supplier
Component suppliers
System
supplier
Component suppliers
Figure 8.6
Traditional supply to stock (1)
Direct delivery to production (2)
Delivery through logistics centre (3)
Supplier
Customer
Vendor managed inventory (4)
In plant store (5)
Direct delivery to customer’s customer (6)
Figure 8.8
Partnership
suppliers
Associated suppliers
Conventional suppliers
Leverage items
Strategic items
Coordinate processes
Long-term cooperation
Non-critical items
Bottleneck items
Efficient routines
Secure delivery
Low
Significance for the company High
Figur 8.9
High
Availability on the market
Low
One-off Procurement frequency
High
Figure 8.10
Just-in-time oriented
procurement
Order by order procurement
with simplified routines.
Repetitively used suppliers
Order by order procurement
with simplified routines.
Order by order procurement
with complicated routines.
Standard
Degree of customer order specificity
Order specific
Supervising,
Managing, and
Leading
Salespeople
Individually and in
Teams
Chapter 10
10-47
Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall.
A New School of Managerial
Thought?
 Transactional
leadership: two-factor
approach that focused on an exchange
between leaders and followers (late 20th
century)
 Transformational leadership: focuses on
needs and motives of employees, tries to
help them reach their fullest potential
 Emotional
intelligence: ability to understand and
manage emotions of other people; includes selfawareness, self-regulation, motivation, empathy,
social skills
10-49
Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall.
Transactional vs.
Transformational Leader
Transactional
leaders –
motivate their
followers in the
direction of
established goals
by clarifying role
and task
requirements
Transformational
leaders –
inspire followers to
transcend their own
self-interests for the
good of the
organization
Full Range of Leadership Model
The Balanced Scorecard
Four Perspecyives
Kaplan & Atkinson
Chapter 8
Translating Vision and Strategy:
Four Perspectives
Financial
Vision and
Strategy
Customer
Internal Business Process
Learning and Growth
Customer Service
Chapter 4
Logistics and
Supply Chain Management
Figure 4.3
Customer service
Pre-order
service
Service from order
to delivery
Service during delivery
Post-delivery service
Figure 4.4
Customer service
Delivery service
Information exchange
Logistics services
Figure 4.7
Cost
Cost and revenue
Revenue
Maximum
Profit contribution
Customer service
Figur 4.10
A
Products
B
C
A
B
C
Customers
Innovation og
forandringsprocesser
Organisation kapitel 12
4. udgave, Trojka, 2007