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Supply chain strategy
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Introduction
Organizations are permanently exposed to the impact of volatile outside and inside factors variety, and therefore have to adjust their direction, structure, procedures and systems in order to search new opportunities and stay successful. “Both trade and academic journals have reported cases in which companies have achieved operational excellence by means of focused process improvement and effective management and scheduling of constrained resources” (Gupta, Chahal, Kaur, & Sharma, 2010, p.864). As supply and demand are never in balance there is always a place for improvement in operations. Volatility in demand along with fierce rivalry requires the utmost responsiveness of supply.
1. Prepare a SWOT (Strengths – Weaknesses – Opportunity – Threats) analysis on the current Supply Chain Management configuration at Upsmoke Corporation.
Upsmoke Corporation is primarily engaged in tobacco products sales and manufacturing worldwide. Tobacco market is gradually declining over the years mainly because of (a) aging population in mature markets, (b) growing public concerns related to health risks, and (c) indirect taxes hikes. Smoking incidence and consumption are gradually decreasing, and this trend is expected to persist further. Tobacco taxation for majority of the emerging markets is one of the main income sources for national economies. In mature markets the governments use taxation leverage to limit consumption (Hanson, & Sullivan, 2009).
Exibit 1. Upsmoke Corporation – Supply Chain - SWOT Analysis
In the shrinking markets, where margins can be improved by cost reduction only, competitiveness is vital. Planning lead times (3 months) are estimated as industry average. However, this is rather weakness than strength as can be easily improved by rivalry and become difficult to overachieve and gain competitive advantage.
Upsmoke’s Supply Chain vulnerability comes from disintegrated planning and performance management objectives. SHINE program was implemented successfully; however it is limited to manufacturing efficiency only. Consolidation of the production facilities allowed capitalizing on the economies of scale, as well as to optimize capacity utilization and increase quality standard compliance.
However, distribution and manufacturing have conflicting goals. Manufacturing aims at reducing material costs and benefit from larger lot sizes, as well as stabilize production schedules and decrease the startup costs; however excessive inventories to secure safety stocks are created. Emergency production changeovers drive incremental manufacturing costs. Production short-falls are compensated at higher transportation costs (airfreight delivery). This approach is characteristic of the push-systems.
Despite of the proven efficiency of a pull-system in volatile demand environment, Upsmoke secures stocks as their deficiency have immediate effect – customer switches to competitive product.
Operations management is essential for the survival and success of any organization. According to Heizer & Render (2011), operations management (OM) is the set of activities that creates value in the form of goods and services by transforming inputs into outputs. Operations managers today contend with competition, globalization, inflation, consumer demand, and consistent change in technology. Managers must focus on the efficiency and effectiveness of processes such as cost, dependability, distribution, flexibility, and speed. The intent of this paper is to discuss the processes and operations management of the Kroger Company.
According to Sehgal, “The push/pull decisions afford a balance between the responsiveness (agility) and cost (lean) (2009)”. Pull systems must be responsive to be effective; push systems are generally more cost effective. Retailers have response immediately to consumer demands but wholesalers like Valley Steel can hold inventories and generate economies of scale to reduce cost.
In the 1960s through the 1970s, companies realized strong engineering, design, and manufacturing functions were strong market strategy keys to create and capture customer loyalty. As the demand for new products rose in the 1980s, these market requirements were to increase their flexibility and responsiveness to adapt existing products and processes or to develop new ones in order to meet customer needs. As manufacturing improved in the 1990s, managers began noticing material and service inputs involving suppliers and their major impact on an organization’s ability to meet customer needs. As a result of these changes, organizations now find that it difficult to manage their own organizations. First, they must be involved in the management of their network of all upstream firms that provide directly or indirectly, as well as the network of downstream firms, which are responsible for delivery and market service of the product to the end customer. In order to succeed, managers have to realize that they cannot do it alone and they must work together on a daily basis with the whole organizations in their supply chains. Because supply chain management involves all functions within an organization, managers need to know what a supply chain is, why it is important, and the impact of supply chain management on the success and profitability of their organization. Today, Wal-Mart topped the list of the America’s biggest companies on the Fortune 500 list, “with sales of almost $345 billion — more than a quarter of a trillion dollars” (Forbs). Wal-Mart’s supply chain management is becoming recognized as a core competitive strategy.
The technology and understanding make today’s supply chains more efficient and available than ever before. The slightest disruption in the supply chain can cost companies time, money and customers. This is the primary reason is imperative to construct a strategy/strategies that eliminates the effect of supply chain disruption.
...CS.com, 2005). The key to the success of this partnership between UPS and Adidas is the single, streamlined (integrated) supply chain that allows them to view all aspects/processes within it and to adjust when and wherever necessary. Visibility throughout the entire supply chain process produced results for Adidas by increasing order accuracy, improved customer satisfaction, and a boost in on-time deliveries. Flexibility is the key process that is needed in the supply chain integration processes, the ability to ramp up or ramp down operations can make a world of difference in operations and meeting customer demand.
It is suggested for any organization to review, reassess any existing supply chain management or any delivery techniques, before developing a new supply chain method so that any exposure to high risk of failure is reduced. Somerset as a company taken advantage of outsourcing and transferred it product manufacturing to China leveraging low cost labor and raw material. The labor cost and other cheap material reduce Somerset overhead cost, but there is always the risk of not delivering product on time due to the foreign country political climate, change in tax and tariff and local
This article adds value to the class by going into detail and providing examples of every pitfall the supply chain management can encounter, by doing so, it makes it easier to understand and visually how the supply chain management works. The supply chain management has various parts to it, and it can be hard to understand, but after reading this article and having so many different examples of situations, I see all the opportunities that come from pitfalls and I am aware of all the problems that can happen in order to avoid making them.
Lean manufacturing and just-in-time processing are great business strategies that can severely stress a supply chain. The supply chain and supply chain management is a critical operations management element for any major company to succeed and remain competitive in the global market. The supply chain is one of many pieces critical to maximizing value to the end customer and requires close management to minimize external impacts. If a company is relying on another company to supply the raw materials needed for their production line, then impacts to this other company could impact their supply chain. Careful risk management is needed to optimize performance. As a company expands into global markets and global suppliers, this risk and management challenge is multiplied. The global nature of the company could impact important activities such as transportation, funds transfers, suppliers, distributors, accounting and information sharing. Disruption to the supply chain can significantly reduce revenue, cut market share, inflate costs and threaten production. A major disruption would have obvious impacts to profit, but could have additional intangible impacts to the credibility of the company if products are not delivered on time.
Supply chain management has been defined as that process that involves the management of information, materials, and all the finances that are handled within and across the entire supply chain process (Christopher, 2016). The management is usually done through out the entire supply chain management from that moment when the suppliers are involved through all the manufacturing activities, different distribution activities, and the way that the products are served to the final product consumer (Turban, et al., 2002). The process also includes all the activities that different organizations offers to their customers as after sale services for purposes perfecting their services and products towards their highly valued customers (Christopher,
In addition, at the time, the economy was doing great, therefore, using the push system to stock pile inventory was acceptable. However, during the dot-com bust of the 2000’s, its sales and the demand for its products greatly decreased. Unfortunately, during this time, Cisco discovered that it possessed an abundance of inventory, and, wrote off more than $1 billion in inventory. Consequently, the company learned that acquiring inventory in anticipation of market demand, and not factoring in the human element of its business increased its risks of failure. Obviously, Cisco wanted to meet its customer’s demands, however, the problem was that it held more inventory than what the customers were demanding. Nevertheless, afterwards, it knew that it needed to adopt a new, more efficient approach to inventory. Therefore, Cisco had to reevaluate its supply chain system and seek input from IT, customers, suppliers, and finance. Further, by including input from these sources, Cisco adopted the more efficient pull system. The pull system, is dependent upon producing smaller repeating orders. Rather than the push system, which relies on larger less repeating orders. Effective inventory management, when administered correctly, can reduce and keep the inventory to a more desired level. In addition, Cisco discovered that inventory management can reduce inventory levels, enhance cash flow and reduce overall
A detailed analysis should be made on performance of 13 distribution centers – capacity, inventory turnover, costs etc. It appears most of the centers should be closed as they serve as excessive link in the supply chain, accumulating high inventory levels.
• The supply chain is getting divided. At one time vertical incorporation was the request of the day. Yet the present pattern is to focus on center fitness and outsource more exercises. Along these lines the supply chain is more divided now.
Generally, a superior supply Chain is an important and unique source of competitive advantage. Its importance is especially illuminated in Multinational companies such as Toyota. Putting this into consideration, the question that now begs for an answer is whether Toyota’s supply chain is effectively serving the organization. Without a doubt, Toyota ha...
Operations management strategies play an important role in any organization to achieve organizational goals. An organization uses these operations strategies to maintain and control all its operations...
According to Slack et. al. (2001) the best mechanism for running a business is to match level of demand (goods, services that customers need) with supply of capacity (recourses, labor force that the business inputs in the production process). They also define capacity as “the maximum level of value –added activity over a period of time”. Thus three main factors come into force here – the capacity of resources and labor force, the process operation which itself leads to satisfying customers through matching demand. It is very important to plan and coordinate all 3 factors very effectively because a difference in capacity and performance easily affects: costs, revenues, working capital, flexibility, quality of goods, speed of response and others.