Supply Chain Assignment
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After read ing th is chapter you wi l l be ab le to
• Appreciate what a supply chain is and what it does • Define the different organizations that participate in any
supply chain
• Discuss ways to align your supply chain with your business strategy
• Start an intelligent conversation about the supply chain management issues in your company
S upply chains encompass the companies and the business activities
needed to design, make, deliver, and use a product or service.
Businesses depend on their supply chains to provide them with
what they need to survive and thrive. Every business fits into one or
more supply chains and has a role to play in each of them.
The pace of change and the uncertainty about how markets will
evolve has made it increasingly important for companies to be aware of
the supply chains they participate in and to understand the roles that
they play. Those companies that learn how to build and participate in
strong supply chains will have a substantial competitive advantage in
their markets.
CHAPTER 1
Basic Concepts of Supply Chain Management
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Nothing Entirely New. . . Just a Significant Evolution The practice of supply chain management is guided by some basic
underlying concepts that have not changed much over the centuries.
Several hundred years ago, Napoleon made the remark, “An army
marches on its stomach.” Napoleon was a master strategist and a skillful
general and this remark shows that he clearly understood the impor-
tance of what we would now call an efficient supply chain. Unless the
soldiers are fed, the army cannot move.
Along these same lines, there is another saying that goes,“Amateurs
talk strategy and professionals talk logistics.” People can discuss all sorts
of grand strategies and dashing maneuvers but none of that will be pos-
sible without first figuring out how to meet the day-to-day demands of
providing an army with fuel, spare parts, food, shelter, and ammunition.
It is the seemingly mundane activities of the quartermaster and the supply
sergeants that often determine an army’s success. This has many analogies
in business.
The term “supply chain management” arose in the late 1980s and
came into widespread use in the 1990s.Prior to that time, businesses used
terms such as “logistics” and “operations management” instead. Some
definitions of a supply chain are offered below:
• “A supply chain is the alignment of firms that bring products or services to market.”—from Lambert, Stock, and Ellram in their book Fundamentals of Logistics Management (Lambert, Douglas M., James R. Stock, and Lisa M. Ellram, 1998, Fundamentals of Logistics Management, Boston, MA: Irwin/McGraw-Hill, Chapter 14)
• “A supply chain consists of all stages involved, directly or indirectly, in fulfilling a customer request. The supply chain not only includes the manufacturer and suppliers, but also transporters, warehouses, retailers, and customers them- selves.”—from Chopra and Meindl in their book Supply
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Chain Management: Strategy, Planning, and Operations (Chopra, Sunil, and Peter Meindl, 2001, Supply Chain Management: Strategy, Planning, and Operations, Upper Saddle River, NJ: Prentice-Hall, Inc. Chapter 1).
• “A supply chain is a network of facilities and distribution options that performs the functions of procurement of materials, transformation of these materials into intermediate and finished products, and the distribution of these finished products to customers.”—from Ganeshan and Harrison at Penn State University in their article An Introduction to Supply Chain Management published at http://silmaril.smeal.psu.edu/supply_chain_intro.html (Ganeshan, Ram, and Terry P. Harrison, 1995, “An Introduction to Supply Chain Management,” Department of Management Sciences and Information Systems, 303 Beam Business Building, Penn State University, University Park, PA).
If this is what a supply chain is then we can define supply chain man-
agement as the things we do to influence the behavior of the supply chain
and get the results we want. Some definitions of supply chain manage-
ment are:
• “The systemic, strategic coordination of the traditional busi- ness functions and the tactics across these business functions within a particular company and across businesses within the supply chain, for the purposes of improving the long-term performance of the individual companies and the supply chain as a whole.”—from Mentzer, DeWitt, Deebler, Min, Nix, Smith, and Zacharia in their article Defining Supply Chain Management in the Journal of Business Logistics (Mentzer, John T.,William DeWitt, James S. Keebler, Soonhong Min, Nancy W. Nix, Carlo D. Smith, and Zach G. Zacharia, 2001, “Defining Supply Chain Management,” Journal of Business Logistics,Vol. 22, No. 2, p. 18).
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• “Supply chain management is the coordination of production, inventory, location, and transportation among the participants in a supply chain to achieve the best mix of responsiveness and efficiency for the market being served.”—my own words.
There is a difference between the concept of supply chain manage-
ment and the traditional concept of logistics. Logistics typically refers to
activities that occur within the boundaries of a single organization and
supply chains refer to networks of companies that work together and
coordinate their actions to deliver a product to market. Also traditional
logistics focuses its attention on activities such as procurement, distribution,
maintenance, and inventory management. Supply chain management
acknowledges all of traditional logistics and also includes activities such as
marketing, new product development, finance, and customer service.
In the wider view of supply chain thinking, these additional activities
are now seen as part of the work needed to fulfill customer requests.
Supply chain management views the supply chain and the organizations
in it as a single entity. It brings a systems approach to understanding and
managing the different activities needed to coordinate the flow of products
and services to best serve the ultimate customer. This systems approach
provides the framework in which to best respond to business require-
ments that otherwise would seem to be in conflict with each other.
Taken individually, different supply chain requirements often have
conflicting needs. For instance, the requirement of maintaining high levels
of customer service calls for maintaining high levels of inventory, but then
the requirement to operate efficiently calls for reducing inventory levels. It
is only when these requirements are seen together as parts of a larger pic-
ture that ways can be found to effectively balance their different demands.
Effective supply chain management requires simultaneous improve-
ments in both customer service levels and the internal operating effi-
ciencies of the companies in the supply chain. Customer service at its
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most basic level means consistently high order fill rates, high on-time
delivery rates, and a very low rate of products returned by customers
for whatever reason. Internal efficiency for organizations in a supply
chain means that these organizations get an attractive rate of return on
their investments in inventory and other assets and that they find ways
to lower their operating and sales expenses.
There is a basic pattern to the practice of supply chain manage-
ment. Each supply chain has its own unique set of market demands and
operating challenges and yet the issues remain essentially the same in
every case. Companies in any supply chain must make decisions indi-
vidually and collectively regarding their actions in five areas:
1. Production—What products does the market want? How much of
which products should be produced and by when? This activity
includes the creation of master production schedules that take
into account plant capacities, workload balancing, quality control,
and equipment maintenance.
2. Inventory—What inventory should be stocked at each stage in a
supply chain? How much inventory should be held as raw mate-
rials, semifinished, or finished goods? The primary purpose of
inventory is to act as a buffer against uncertainty in the supply
chain. However, holding inventory can be expensive, so what are
the optimal inventory levels and reorder points?
3. Location—Where should facilities for production and inventory
storage be located? Where are the most cost efficient locations
for production and for storage of inventory? Should existing
facilities be used or new ones built? Once these decisions are
made they determine the possible paths available for product to
flow through for delivery to the final consumer.
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4. Transportation—How should inventory be moved from one supply
chain location to another? Air freight and truck delivery are gener-
ally fast and reliable but they are expensive. Shipping by sea or rail
is much less expensive but usually involves longer transit times
and more uncertainty. This uncertainty must be compensated for
by stocking higher levels of inventory. When is it better to use
which mode of transportation?
5. Information—How much data should be collected and how much
information should be shared? Timely and accurate information
holds the promise of better coordination and better decision mak-
ing.With good information, people can make effective decisions
about what to produce and how much, about where to locate
inventory and how best to transport it.
The sum of these decisions will define the capabilities and effec-
tiveness of a company’s supply chain. The things a company can do and
the ways that it can compete in its markets are all very much depend-
ent on the effectiveness of its supply chain. If a company’s strategy is to
serve a mass market and compete on the basis of price, it had better have
a supply chain that is optimized for low cost. If a company’s strategy is
to serve a market segment and compete on the basis of customer serv-
ice and convenience, it had better have a supply chain optimized for
responsiveness.Who a company is and what it can do is shaped by its
supply chain and by the markets it serves.
How the Supply Chain Works Two influential source books that define principles and practice of sup-
ply chain management are The Goal (Goldratt, Eliyahu M., 1984, The
Goal, Great Barrington, MA: The North River Press Publishing
Corporation); and Supply Chain Management: Strategy, Planning, and
Operation by Sunil Chopra and Peter Meindl. The Goal explores the
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Alexander the Great based his strategies and cam-
paigns on his army’s unique capabilities and these were
made possible by effective supply chain management.
In the spirit of the saying, “amateurs talk strategy and professionals talk logistics,” let’s look at the campaigns of Alexander the Great. For those who think that his greatness was only due to his ability to dream up bold moves and cut a dashing figure in the saddle, think again. Alexander was a master of supply chain management and he could not have succeeded otherwise. The authors from Greek and Roman times who recorded his deeds had little to say about some- thing so apparently unglamourous as how he secured supplies for his army. Yet, from these same sources, many little details can be pieced together to show the overall supply chain picture and how Alexander managed it. A modern historian, Donald Engels, has investigated this topic in his book Alexander the Great and the Logistics of the Macedonian Army (Engles, Donald W., 1978, Alexander the Great and the Logistics of the Macedonian Army, Los Angeles, CA: University of California Press).
He begins by pointing out that given the conditions and the tech- nology that existed in Alexander’s time, his strategy and tactics had to be very closely tied to his ability to get supplies and to run a lean, efficient organization. The only way to transport large amounts of material over long distances was by ocean-going ships or by barges on rivers and canals. Once away from rivers and sea coasts, an army had to be able to live off the land over which it traveled. Diminishing returns set in quickly when using pack animals and carts to haul supplies because the animals themselves had to eat and would soon consume all the food and water they were hauling unless they could graze along the way.
Alexander’s army was able to achieve its brilliant successes because it managed its supply chain so well. The army had a logistics structure
IN THE REAL WORLD
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IN THE REAL WORLD (CONTINUED)
that was fundamentally different from other armies of the time. In other armies the number of support people and camp followers was often as large as the number of actual fighting soldiers because armies traveled with huge numbers of carts and pack animals to carry their equipment and provisions, as well as the people needed to tend them. In the Macedonian army the use of carts was severly restricted. Soldiers were trained to carry their own equipment and provisions. Other contemporary armies did not require their soldiers to carry such heavy burdens but they paid for this because the resulting baggage trains reduced their speed and mobility.
The result of the Macedonian army’s logistics structure was that it became the fastest, lightest, and most mobile army of its time. It was capable of making lightning strikes against an opponent often before they were even aware of what was happening. Because the army was able to move quickly and suddenly, Alexander could use this capa- bility to devise strategies and employ tactics that allowed him to sur- prise and overwhelm enemies that were numerically much larger.
The picture that emerges of how Alexander managed his supply chain is an interesting one. For instance, time and again the histor- ical sources mention that before he entered a new territory, he would receive the surrender of its ruler and arrange in advance with local officials for the supplies his army would need. If a region did not surrender to him in advance, Alexander would not commit his entire army to a campaign in that land. He would not risk putting his army in a situation where it could be crippled or destroyed by a lack of provisions. Instead, he would gather intelligence about the routes, the resources, and the climate of the region and then set off with a small, light force to surprise his opponent. The main army would remain behind at a well-stocked base until Alexander secured adequate supplies for it to follow.
Whenever the army set up a new base it looked for an area that pro- vided easy access to a navigable river or a seaport. Then ships
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issues and provides answers to the problem of optimizing operations in
any business system whether it be manufacturing, mortgage loan pro-
cessing, or supply chain management. Supply Chain Management: Strategy,
Planning, and Operation is an in-depth presentation of the concepts and
techniques of the profession. Much of the material presented in this
chapter and in the next two chapters can be found in greater detail in
these two books.
The goal or mission of supply chain management can be defined
using Mr. Goldratt’s words as “Increase throughput while simultaneously
reducing both inventory and operating expense.” In this definition
throughput refers to the rate at which sales to the end customer occur.
Depending on the market being served, sales or throughput occurs for
different reasons. In some markets customers value and will pay for high
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IN THE REAL WORLD (CONTINUED)
would arrive from other parts of Alexander’s empire bringing in large amounts of supplies. The army always stayed in its winter camp until the first spring harvest of the new year so that food supplies would be available. When it marched, it avoided dry or uninhabited areas and moved through river valleys and populated regions when- ever possible so the horses could graze and the army could requi- sition supplies along the route.
Alexander had a deep understanding of the capabilities and limita- tions of his supply chain. He learned well how to formulate strate- gies and use tactics that built upon the unique strengths that his logistics and supply chain capabilities gave him and he wisely took measures to compensate for the limitations of his supply chain. His opponents often outnumbered him and were usually fighting on their own home territory. Yet their advantages were undermined by clum- sy and inefficient supply chains that restricted their ability to act and limited their options for opposing Alexander’s moves.
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levels of service. In other markets customers seek simply the lowest
price for an item.
As we saw in the previous section, there are five areas where com-
panies can make decisions that will define their supply chain capabilities:
Production; Inventory; Location;Transportation; and Information. Chopra
and Meindl define these areas as performance drivers that can be managed
to produce the capabilities needed for a given supply chain.
Effective supply chain management calls first for an understanding
of each driver and how it operates. Each driver has the ability to directly
affect the supply chain and enable certain capabilities.The next step is to
develop an appreciation for the results that can be obtained by mixing
different combinations of these drivers. Let’s start by looking at the
drivers individually.
Production
Production refers to the capacity of a supply chain to make and store
products. The facilities of production are factories and warehouses. The
fundamental decision that managers face when making production
decisions is how to resolve the trade-off between responsiveness and
efficiency. If factories and warehouses are built with a lot of excess
capacity, they can be very flexible and respond quickly to wide swings
in product demand. Facilities where all or almost all capacity is being
used are not capable of responding easily to fluctuations in demand. On
the other hand, capacity costs money and excess capacity is idle capacity
not in use and not generating revenue. So the more excess capacity that
exists, the less efficient the operation becomes.
Factories can be built to accommodate one of two approaches to
manufacturing:
1. Product focus—A factory that takes a product focus performs the
range of different operations required to make a given product
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line from fabrication of different product parts to assembly of
these parts.
2. Functional focus—A functional approach concentrates on per-
forming just a few operations such as only making a select group
of parts or only doing assembly. These functions can be applied
to making many different kinds of products.
A product approach tends to result in developing expertise about a
given set of products at the expense of expertise about any particular
function.A functional approach results in expertise about particular func-
tions instead of expertise in a given product. Companies need to decide
which approach or what mix of these two approaches will give them the
capability and expertise they need to best respond to customer demands.
As with factories, warehouses too can be built to accommodate dif-
ferent approaches. There are three main approaches to use in ware-
housing:
1. Stock keeping unit (SKU) storage—In this traditional approach, all
of a given type of product is stored together. This is an efficient
and easy to understand way to store products.
2. Job lot storage—In this approach, all the different products related
to the needs of a certain type of customer or related to the needs
of a particular job are stored together.This allows for an efficient
picking and packing operation but usually requires more storage
space than the traditional SKU storage approach.
3. Crossdocking—An approach that was pioneered by Wal-Mart in
its drive to increase efficiencies in its supply chain. In this approach,
product is not actually warehoused in the facility. Instead the
facility is used to house a process where trucks from suppliers
arrive and unload large quantities of different products. These
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large lots are then broken down into smaller lots. Smaller lots of
different products are recombined according to the needs of the
day and quickly loaded onto outbound trucks that deliver the
products to their final destination.
Inventory
Inventory is spread throughout the supply chain and includes every-
thing from raw material to work in process to finished goods that are
held by the manufacturers, distributors, and retailers in a supply chain.
Again, managers must decide where they want to position themselves
in the trade-off between responsiveness and efficiency. Holding large
amounts of inventory allows a company or an entire supply chain to be
very responsive to fluctuations in customer demand. However, the cre-
ation and storage of inventory is a cost and to achieve high levels of
efficiency, the cost of inventory should be kept as low as possible.
There are three basic decisions to make regarding the creation and
holding of inventory:
1. Cycle Inventory—This is the amount of inventory needed to sat-
isfy demand for the product in the period between purchases of
the product. Companies tend to produce and to purchase in large
lots in order to gain the advantages that economies of scale can
bring. However, with large lots also comes increased carrying
costs. Carrying costs come from the cost to store, handle, and
insure the inventory. Managers face the trade-off between the
reduced cost of ordering and better prices offered by purchasing
product in large lots and the increased carrying cost of the cycle
inventory that comes with purchasing in large lots.
2. Safety Inventory—Inventory that is held as a buffer against uncer-
tainty. If demand forecasting could be done with perfect accuracy,
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then the only inventory that would be needed would be cycle
inventory. But since every forecast has some degree of uncer-
tainty in it, we cover that uncertainty to a greater or lesser degree
by holding additional inventory in case demand is suddenly
greater than anticipated. The trade-off here is to weigh the costs
of carrying extra inventory against the costs of losing sales due
to insufficient inventory.
3. Seasonal Inventory—This is inventory that is built up in anticipa-
tion of predictable increases in demand that occur at certain
times of the year. For example, it is predictable that demand for
anti-freeze will increase in the winter. If a company that makes
anti-freeze has a fixed production rate that is expensive to
change, then it will try to manufacture product at a steady rate
all year long and build up inventory during periods of low
demand to cover for periods of high demand that will exceed its
production rate. The alternative to building up seasonal inventory
is to invest in flexible manufacturing facilities that can quickly
change their rate of production of different products to respond
to increases in demand. In this case, the trade-off is between the
cost of carrying seasonal inventory and the cost of having more
flexible production capabilities.
Location
Location refers to the geographical siting of supply chain facilities. It
also includes the decisions related to which activities should be per-
formed in each facility. The responsiveness versus efficiency trade-off
here is the decision whether to centralize activities in fewer locations to
gain economies of scale and efficiency, or to decentralize activities in
many locations close to customers and suppliers in order for operations
to be more responsive.
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When making location decisions, managers need to consider a
range of factors that relate to a given location including the cost of
facilities, the cost of labor, skills available in the workforce, infrastructure
conditions, taxes and tariffs, and proximity to suppliers and customers.
Location decisions tend to be very strategic decisions because they
commit large amounts of money to long-term plans.
Location decisions have strong impacts on the cost and performance
characteristics of a supply chain. Once the size, number, and location of
facilities is determined, that also defines the number of possible paths
through which products can flow on the way to the final customer.
Location decisions reflect a company’s basic strategy for building and
delivering its products to market.
Transportation
This refers to the movement of everything from raw material to finished
goods between different facilities in a supply chain. In transportation
the trade-off between responsiveness and efficiency is manifested in the
choice of transport mode. Fast modes of transport such as airplanes are
very responsive but also more costly. Slower modes such as ship and rail
are very cost efficient but not as responsive. Since transportation costs can
be as much as a third of the operating cost of a supply chain, decisions
made here are very important.
There are six basic modes of transport that a company can choose
from:
1. Ship which is very cost efficient but also the slowest mode of
transport. It is limited to use between locations that are situated
next to navigable waterways and facilities such as harbors and canals.
2. Rail which is also very cost efficient but can be slow.This mode is
also restricted to use between locations that are served by rail lines.
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3. Pipelines can be very efficient but are restricted to commodities
that are liquids or gases such as water, oil, and natural gas.
4. Trucks are a relatively quick and very flexible mode of transport.
Trucks can go almost anywhere. The cost of this mode is prone
to fluctuations though, as the cost of fuel fluctuates and the con-
dition of roads varies.
5. Airplanes are a very fast mode of transport and are very respon-
sive. This is also the most expensive mode and it is somewhat
limited by the availability of appropriate airport facilities.
6. Electronic Transport is the fastest mode of transport and it is very
flexible and cost efficient. However, it can only be used for move-
ment of certain types of products such as electric energy, data,
and products composed of data such as music, pictures, and text.
Someday technology that allows us to convert matter to energy
and back to matter again may completely rewrite the theory and
practice of supply chain management (“beam me up, Scotty. . .”).
Given these different modes of transportation and the location of
the facilities in a supply chain, managers need to design routes and net-
works for moving products. A route is the path through which prod-
ucts move and networks are composed of the collection of the paths
and facilities connected by those paths. As a general rule, the higher the
value of a product (such as electronic components or pharmaceuticals),
the more its transport network should emphasize responsiveness and
the lower the value of a product (such as bulk commodities like grain
or lumber), the more its network should emphasize efficiency.
Information
Information is the basis upon which to make decisions regarding the
other four supply chain drivers. It is the connection between all of the
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activities and operations in a supply chain. To the extent that this con-
nection is a strong one, (i.e., the data is accurate, timely, and complete),
the companies in a supply chain will each be able to make good deci-
sions for their own operations. This will also tend to maximize the
profitability of the supply chain as a whole. That is the way that stock
markets or other free markets work and supply chains have many of the
same dynamics as markets.
Information is used for two purposes in any supply chain:
1. Coordinating daily activities related to the functioning of the other
four supply chain drivers: production; inventory; location; and
transportation. The companies in a supply chain use available
data on product supply and demand to decide on weekly pro-
duction schedules, inventory levels, transportation routes, and
stocking locations.
2. Forecasting and planning to anticipate and meet future demands.
Available information is used to make tactical forecasts to guide
the setting of monthly and quarterly production schedules and
timetables. Information is also used for strategic forecasts to
guide decisions about whether to build new facilities, enter a
new market, or exit an existing market.
Within an individual company the trade-off between responsive-
ness and efficiency involves weighing the benefits that good information
can provide against the cost of acquiring that information. Abundant,
accurate information can enable very efficient operating decisions and
better forecasts but the cost of building and installing systems to deliver
this information can be very high.
Within the supply chain as a whole, the responsiveness versus effi-
ciency trade-off that companies make is one of deciding how much infor-
mation to share with the other companies and how much information
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The Five Major Supply Chain Drivers
Each market or group of customers has a specific set of needs. The supply chains that serve different markets need to respond effec- tively to these needs. Some markets demand and will pay for high levels of responsiveness. Other markets require their supply chains to focus more on efficiency. The overall effect of the decisions made concerning each driver will determine how well the supply chain serves its market and how profitable it is for the participants in that supply chain.
T IPS & TECHNIQUES
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to keep private. The more information about product supply, customer
demand, market forecasts, and production schedules that companies
share with each other, the more responsive everyone can be. Balancing
this openness however, are the concerns that each company has about
revealing information that could be used against it by a competitor.The
potential costs associated with increased competition can hurt the prof-
itability of a company.
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Wal-Mart is a company shaped by its supply chain
and the efficiency of its supply chain has made it a leader
in the markets it serves.
Sam Walton decided to build a company that would serve a mass market and compete on the basis of price. He did this by creating one of the world’s most efficient supply chains. The structure and operations of this company have been defined by the need to lower its costs and increase its productivity so that it could pass these sav- ings on to its customers in the form of lower prices. The techniques that Wal-Mart pioneered are now being widely adopted by its com- petitors and by other companies serving entirely different markets.
Wal-Mart introduced concepts that are now industry standards. Many of these concepts come directly from the way the company builds and operates its supply chain. Let’s look at four such concepts:
The strategy of expanding around distribution centers (DCs)
Using electronic data interchange (EDI) with suppliers
The “big box” store format
“Everyday low prices”
EXECUTIVE INSIGHT
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EXECUTIVE INSIGHT (CONTINUED)
The strategy of expanding around DCs is central to the way Wal-Mart enters a new geographical market. The company looks for areas that can support a group of new stores, not just a single new store. It then builds a new DC at a central location in the area and opens its first store at the same time. The DC is the supply chain bridge- head into the new territory. It supports the opening of more new stores in the area at a very low additional cost. Those savings are passed along to the customers.
The use of EDI with suppliers provides the company two substantial benefits. First of all this cuts the transaction costs associated with the ordering of products and the paying of invoices. Ordering prod- ucts and paying invoices are, for the most part, well defined and rou- tine processes that can be made very productive and efficient through EDI. The second benefit is that these electronic links with suppliers allow Wal-Mart a high degree of control and coordination in the scheduling and receiving of product deliveries. This helps to ensure a steady flow of the right products at the right time, delivered to the right DCs, by all Wal-Mart suppliers.
The big box store format allows Wal-Mart to, in effect, combine a store and a warehouse in a single facility and get great operating efficiencies from doing so. The big box is big enough to hold large amounts of inventory like a warehouse. And since this inventory is being held at the same location where the customer buys it, there is no delay or cost that would otherwise be associated with moving products from warehouse to store. Again, these savings are passed along to the customer.
Everyday low prices are a way of doing two things. The first thing is to tell its price-conscious customers that they will always get the best price. They need not look elsewhere or wait for special sales. The effect of this message to customers helps Wal-Mart do the second thing, which is to accurately forecast product sales. By eliminating special sales and assuring customers of low prices, it
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The Evolving Structure of Supply Chains The participants in a supply chain are continuously making decisions
that affect how they manage the five supply chain drivers. Each organ-
ization tries to maximize its performance in dealing with these drivers
through a combination of outsourcing, partnering, and in-house expertise.
In the fast-moving markets of our present economy a company usually
will focus on what it considers to be its core competencies in supply
chain management and outsource the rest.
This was not always the case though. In the slower moving mass
markets of the industrial age it was common for successful companies
to attempt to own much of their supply chain. That was known as ver-
tical integration. The aim of vertical integration was to gain maximum
efficiency through economies of scale (see Exhibit 1.1).
In the first half of the 1900s Ford Motor Company owned much
of what it needed to feed its car factories. It owned and operated iron
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EXECUTIVE INSIGHT (CONTINUED)
smoothes out demand swings making demand more steady and predictable. This way stores are more likely to have what customers want when they want it.
Taken individually, these four concepts are each useful but their real power comes from being used in connection with each other. They combine to form a supply chain that drives a self-reinforcing busi- ness process. Each concept builds on the strengths of the others to create a powerful business model for a company that has grown to become a dominant player in its markets.
There seem to be some similarities between Wal-Mart and Alexander the Great.
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Old Supply Chains versus New Vertically integrated companies serving slow-moving mass markets once attempted to own much of their supply chains. Today’s fast- moving markets require more flexible and responsive supply chains.
EXHIBIT 1 .1
Raw Materials Company
Transportation Company
Manufacturing Company
Independent Distributor
Independent Retailer
Fragmented, Fast-Moving
Markets
Raw Material
Transportation
Manufacturing
Distribution
Retail Showroom
Slow-Moving, Industrial Mass Markets
Vertical integration has given way to “virtual integration.”
Companies now focus on their core competencies, and partner with other companies to create supply chains for fast-moving markets.
Divisions of a Vertically Integrated
Conglomerate
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mines that extracted iron ore, steel mills that turned the ore into steel
products, plants that made component car parts, and assembly plants
that turned out finished cars. In addition, they owned farms where they
grew flax to make into linen car tops and forests that they logged and
sawmills where they cut the timber into lumber for making wooden car
parts. Ford’s famous River Rouge Plant was a monument to vertical
integration—iron ore went in at one end and cars came out at the other
end. Henry Ford in his 1926 autobiography, Today and Tomorrow, boasted
that his company could take in iron ore from the mine and put out a
car 81 hours later (Ford,Henry, 1926,Today and Tomorrow, Portland,OR:
Productivity Press, Inc.).
This was a profitable way of doing business in the more predictable,
one-size-fits-all industrial economy that existed in the early 1900s. Ford
and other businesses churned out mass amounts of basic products. But
as the markets grew and customers became more particular about the
kind of products they wanted, this model began to break down. It could
not be responsive enough or produce the variety of products that were
being demanded. For instance, when Henry Ford was asked about the
number of different colors a customer could request, he said,“they can
have any color they want as long as it’s black.” In the 1920s Ford’s market
share was over 50 percent but by the 1940s it had fallen to below 20
percent. Focusing on efficiency at the expense of being responsive to
customer desires was no longer a successful business model.
Globalization, highly competitive markets, and the rapid pace of
technological change are now driving the development of supply chains
where multiple companies work together, each company focusing on
the activities that it does best. Mining companies focus on mining, timber
companies focus on logging and making lumber, and manufacturing
companies focus on different types of manufacturing from making
component parts to doing final assembly.This way people in each com-
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pany can keep up with rapid rates of change and keep learning the new
skills needed to compete in their particular business.
Where companies once routinely ran their own warehouses or
operated their own fleet of trucks, they now have to consider whether
those operations are really a core competency or whether it is more
cost effective to outsource those operations to other companies that
make logistics the center of their business. To achieve high levels of
operating efficiency and to keep up with continuing changes in tech-
nology, companies need to focus on their core competencies. It requires
this kind of focus to stay competitive.
Instead of vertical integration, companies now practice “virtual inte-
gration.” Companies find other companies who they can work with to
perform the activities called for in their supply chains. How a company
defines its core competencies and how it positions itself in the supply
chains it serves is one of the most important decisions it can make.
Participants in the Supply Chain In its simplest form, a supply chain is composed of a company and the
suppliers and customers of that company.This is the basic group of par-
ticipants that creates a simple supply chain. Extended supply chains
contain three additional types of participants. First there is the supplier’s
supplier or the ultimate supplier at the beginning of an extended supply
chain. Then there is the customer’s customer or ultimate customer at
the end of an extended supply chain. Finally there is a whole category of
companies who are service providers to other companies in the supply
chain. These are companies who supply services in logistics, finance,
marketing, and information technology.
In any given supply chain there is some combination of companies
who perform different functions.There are companies that are producers,
distributors or wholesalers, retailers, and companies or individuals who
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are the customers, the final consumers of a product. Supporting these
companies there will be other companies that are service providers that
provide a range of needed services.
Producers
Producers or manufacturers are organizations that make a product.This
includes companies that are producers of raw materials and companies
that are producers of finished goods. Producers of raw materials are
organizations that mine for minerals, drill for oil and gas, and cut timber.
It also includes organizations that farm the land, raise animals, or catch
seafood. Producers of finished goods use the raw materials and sub-
assemblies made by other producers to create their products.
Producers can create products that are intangible items such as music,
entertainment, software, or designs.A product can also be a service such
as mowing a lawn, cleaning an office, performing surgery, or teaching a
skill. In many instances the producers of tangible, industrial products are
moving to areas of the world where labor is less costly. Producers in the
developed world of North America, Europe, and parts of Asia are
increasingly producers of intangible items and services.
Distributors
Distributors are companies that take inventory in bulk from producers
and deliver a bundle of related product lines to customers. Distributors
are also known as wholesalers. They typically sell to other businesses
and they sell products in larger quantities than an individual consumer
would usually buy. Distributors buffer the producers from fluctuations
in product demand by stocking inventory and doing much of the sales
work to find and service customers. For the customer, distributors ful-
fill the “Time and Place” function—they deliver products when and
where the customer wants them.
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A distributor is typically an organization that takes ownership of
significant inventories of products that they buy from producers and sell
to consumers. In addition to product promotion and sales, other func-
tions the distributor performs are inventory management, warehouse
operations, and product transportation as well as customer support and
post-sales service. A distributor can also be an organization that only
brokers a product between the producer and the customer and never
takes ownership of that product. This kind of distributor performs
mainly the functions of product promotion and sales. In both these cases,
as the needs of customers evolve and the range of available products
changes, the distributor is the agent that continually tracks customer
needs and matches them with products available.
Retailers
Retailers stock inventory and sell in smaller quantities to the general
public.This organization also closely tracks the preferences and demands
of the customers that it sells to. It advertises to its customers and often
uses some combination of price, product selection, service, and con-
venience as the primary draw to attract customers for the products it
sells. Discount department stores attract customers using price and wide
product selection. Upscale specialty stores offer a unique line of prod-
ucts and high levels of service. Fast food restaurants use convenience
and low prices as their draw.
Customers
Customers or consumers are any organization that purchases and uses a
product. A customer organization may purchase a product in order to
incorporate it into another product that they in turn sell to other cus-
tomers. Or a customer may be the final end user of a product who buys
the product in order to consume it.
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Service Providers
These are organizations that provide services to producers, distributors,
retailers, and customers. Service providers have developed special expertise
and skills that focus on a particular activity needed by a supply chain.
Because of this, they are able to perform these services more effectively
and at a better price than producers, distributors, retailers, or consumers
could do on their own.
Some common service providers in any supply chain are providers
of transportation services and warehousing services. These are trucking
companies and public warehouse companies and they are known as
logistics providers. Financial service providers deliver services such as
making loans, doing credit analysis, and collecting on past due invoic-
es. These are banks, credit rating companies, and collection agencies.
Some service providers deliver market research and advertising, while
others provide product design, engineering services, legal services, and
management advice. Still other service providers offer information
technology and data collection services. All these service providers are
integrated to a greater or lesser degree into the ongoing operations of
the producers, distributors, retailers, and consumers in the supply chain.
Supply chains are composed of repeating sets of participants that
fall into one or more of these categories. Over time the needs of the
supply chain as a whole remain fairly stable.What changes is the mix of
participants in the supply chain and the roles that each participant plays.
In some supply chains, there are few service providers because the other
participants perform these services on their own. In other supply chains
very efficient providers of specialized services have evolved and the
other participants outsource work to these service providers instead of
doing it themselves. Examples of supply chain structure are shown in
Exhibit 1.2.
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Supply Chain Structure
EXHIBIT 1 .2
Supplier Company Customer
SupplierUltimateSupplier Company
Service Provider
Product Designer
Logistics Provider
Finance Provider
Business Customer
Raw Material Producer
Manufacturer Distributor Retailer RetailCustomer
Market Research
Customer UltimateCustomer
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A new category of supply chain service providers
has arisen because of opportunities opened up by the
use of information technology. Functions that companies
each used to do on their own can now be outsourced to
companies who make that function a core competency.
SiteStuff (www.sitestuff.com) is a procurement solutions provider focused on the real estate management market. The company serves customers such as Trammell Crow, Jones Lang LaSalle, C.B. Richard Ellis, and Insignia/ESG. Charlie Pace is SiteStuff’s chief operating officer and has been with the company since its founding in 1999. Charlie’s areas of responsibilities include creating SiteStuff’s prod- uct offering for maintenance, repair, and operations (MRO) Services and future lines of business, supply chain operations, and relation- ships with suppliers.
“Our founder, Michael Stuart, was a CIO for several REITS (real estate investment trusts). Back in the 1980s he saw the need in the property management industry for better budgeting support based on more detailed understanding of spending patterns,” said Charlie. “He put together a plan to offer this solution to property managers before the Internet, but it was too expensive. Then the Internet came along and suddenly it became possible to cheaply network into thousands of commercial properties.”
Traditionally, real estate procurement has been very decentralized and real estate companies have shared similar issues when pur- chasing maintenance, repair, and operations (MRO) products and services. This decentralized purchasing process results in:
• A lack of compliance on national purchasing contracts • High transaction costs due to working with thousands of
vendors
• Lack of visibility into property operations
IN THE REAL WORLD
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IN THE REAL WORLD (CONTINUED)
“SiteStuff helps owners and managers of real estate save money, save time, and gain control over property operations by aggregating their buying power, streamlining back-end accounting practices, and allowing them to more effectively track and manage data regarding procurement activities,” Charlie explained. “I think most people can see the benefits conceptually. The hard part is to do it in practice. In our daily operations we focus on three areas to get the job done.
“The first and most difficult is change management. We are funda- mentally changing the way distribution works with the properties and vice versa. We put together national solutions for what up until now have been regional markets. Distributors now have to deliver a very specific and predefined set of products.
“Technology infrastructure is the second area. Managing the order fulfillment process, which includes collecting end user data, order status, etc., is one of our core activities. This calls for us to roll out an e-purchasing system to our customers as well as link our supplier’s systems with internal tools in order to provide seamless integration.
“Changing perceptions so that SiteStuff becomes an accepted channel to market—that’s the third. We have successfully demon- strated to property managers, manufacturers, and distributors that our procurement solution delivers quantifiable benefits to all par- ties. Initially, this was a difficult proposition to prove, however, we gained traction as our volume quickly ramped up.”
SiteStuff did a strategic sourcing assessment for its customers based on 1999 purchasing data provided by the customers. The study identified the MRO products and services that customers were buying, what the brand preferences were, whose products per- formed the best, and who had the best pricing. With this data, SiteStuff could zero in on the best-in-class providers of products and services for its customers. They then began a process of negotiat- ing national contracts with these providers.
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Aligning the Supply Chain with Business Strategy A company’s supply chain is an integral part of its approach to the mar-
kets it serves. The supply chain needs to respond to market require-
ments and do so in a way that supports the company’s business strategy.
The business strategy a company employs starts with the needs of the
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IN THE REAL WORLD (CONTINUED)
“For manufacturers we offer them the ability to drive standardization with our customers. Through distributor rationalization, we partner with a few best-in-class distributors per category, which in turn offers them a significant increase in the business they get from our proper- ties. And our customers now have access to a single-source, paperless process for purchasing all of their MRO products. They outsource their purchasing operations and benefit from better economies of scale. For each constituent in our model, we provide high levels of data on purchasing activities, customer profiles, and seasonal patterns. We are bringing transparency to the supply chain.”
In reflecting on the last couple of years, Charlie summarized the main lessons learned. “We have to stay very focused on our core proposition. We do purchasing of MRO products and services for people who manage real estate. We continue to build our value in that area. We have learned how best to roll out the technology and how to integrate with our supplier partners. We also have learned a lot about how to screen suppliers for their ability to implement our tech- nology and how to support and assist our client to grow with us.”
Looking at the next couple of years, Charlie sees the company con- tinuing to grow its client base. “We know we have an excellent pro- curement solution in place now. We will continue to grow and enhance our facility management service offerings. We will further integrate our systems with those of suppliers. Where there is real estate and a need to manage it, we have a solution and real estate leaders are starting to realize that.”
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customers that the company serves or will serve. Depending on the
needs of its customers, a company’s supply chain must deliver the
appropriate mix of responsiveness and efficiency. A company whose
supply chain allows it to more efficiently meet the needs of its cus-
tomers will gain market share at the expense of other companies in that
market and also will be more profitable.
For example, let’s consider two companies and the needs that their
supply chains must respond to. The two companies are 7-Eleven and
Sam’s Club, which is a part of Wal-Mart. The customers who shop at
convenience stores like 7-Eleven have a different set of needs and pref-
erences from those who shop at a discount warehouse like Sam’s Club.
The 7-Eleven customer is looking for convenience and not the lowest
price. That customer is often in a hurry and prefers that the store be
close by and have enough variety of products so that they can pick up
small amounts of common household or food items that they need
immediately. Sam’s Club customers are looking for the lowest price.
They are not in a hurry and are willing to drive some distance and buy
large quantities of limited numbers of items in order to get the lowest
price possible.
Clearly the supply chain for 7-Eleven needs to emphasize respon-
siveness.That group of customers expects convenience and will pay for
it. On the other hand, the Sam’s Club supply chain needs to focus tightly
on efficiency. The Sam’s Club customer is very price conscious and the
supply chain needs to find every opportunity to reduce costs so that these
savings can be passed on to the customers. Both of these companies’
supply chains are well aligned with their business strategies and because
of this they are each successful in their markets.
There are three steps to use in aligning your supply chain with
your business strategy. The first step is to understand the markets that
your company serves. The second step is to define the strengths or core
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competencies of your company and the role the company can or could
play in serving its markets. The last step is to develop the needed supply
chain capabilities to support the roles your company has chosen.
Understand the Markets Your Company Serves
Begin by asking questions about your customers. What kind of cus-
tomer does your company serve? What kind of customer does your
customer sell to? What kind of supply chain is your company a part of?
The answers to these questions will tell you what supply chains your
company serves and whether your supply chain needs to emphasize
responsiveness or efficiency. Chopra and Meindl have defined the fol-
lowing attributes that help to clarify requirements for the customers
you serve. These attributes are:
• The quantity of the product needed in each lot—Do your cus- tomers want small amounts of products or will they buy large quantities? A customer at a convenience store or a drug store buys in small quantities. A customer of a discount warehouse club, such as Sam’s Club, buys in large quantities.
• The response time that customers are willing to tolerate—Do your customers buy on short notice and expect quick service or is a longer lead time acceptable? Customers of a fast food restaurant certainly buy on short notice and expect quick service. Customers buying custom machinery would plan the purchase in advance and expect some lead time before the product could be delivered.
• The variety of products needed—Are customers looking for a narrow and well-defined bundle of products or are they looking for a wide selection of different kinds of products? Customers of a fashion boutique expect a narrowly defined group of products. Customers of a “big box” discount store like Wal-Mart expect a wide variety of products to be avail- able.
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• The service level required—Do customers expect all products to be available for immediate delivery or will they accept partial deliveries of products and longer lead times? Customers of a music store expect to get the CD they are looking for imme- diately or they will go elsewhere. Customers who order a custom-built new machine tool expect to wait a while before delivery.
• The price of the product—How much are customers willing to pay? Some customers will pay more for convenience or high levels of service and other customers look to buy based on the lowest price they can get.
• The desired rate of innovation in the product—How fast are new products introduced and how long before existing products become obsolete? In products such as electronics and com- puters, customers expect a high rate of innovation. In other products, such as house paint, customers do not desire such a high rate of innovation.
Define Core Competencies of Your Company
The next step is to define the role that your company plays or wants to
play in these supply chains. What kind of supply chain participant is
your company? Is your company a producer, a distributor, a retailer, or
a service provider? What does your company do to enable the supply
chains that it is part of? What are the core competencies of your com-
pany? How does your company make money? The answers to these
questions tell you what roles in a supply chain will be the best fit for
your company.
Be aware that your company can serve multiple markets and par-
ticipate in multiple supply chains.A company like W.W. Grainger serves
several different markets. It sells maintenance, repair, and operating
(MRO) supplies to large national account customers such as Ford and
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Boeing and it also sells these supplies to small businesses and building
contractors. These two different markets have different requirements as
measured by the above customer attributes.
When you are serving multiple market segments, your company
will need to look for ways to leverage its core competencies. Parts of
these supply chains may be unique to the market segment they serve
while other parts can be combined to achieve economies of scale. For
example, if manufacturing is a core competency for a company, it can
build a range of different products in common production facilities.
Then different inventory and transportation options can be used to
deliver the products to customers in different market segments.
Develop Needed Supply Chain Capabil ities
Once you know what kind of markets your company serves and the role
your company does or will play in the supply chains of these markets,
then you can take this last step,which is to develop the supply chain capa-
bilities needed to support the roles your company plays. This develop-
ment is guided by the decisions made about the five supply chain drivers.
Each of these drivers can be developed and managed to emphasize
responsiveness or efficiency depending on the business requirements.
1. Production—This driver can be made very responsive by building
factories that have a lot of excess capacity and that use flexible
manufacturing techniques to produce a wide range of items. To
be even more responsive, a company could do their production
in many smaller plants that are close to major groups of customers
so that delivery times would be shorter. If efficiency is desirable,
then a company can build factories with very little excess capacity
and have the factories optimized for producing a limited range of
items. Further efficiency could be gained by centralizing produc-
tion in large central plants to get better economies of scale.
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2. Inventory—Responsiveness here can be had by stocking high
levels of inventory for a wide range of products. Additional
responsiveness can be gained by stocking products at many loca-
tions so as to have the inventory close to customers and available
to them immediately. Efficiency in inventory management would
call for reducing inventory levels of all items and especially of
items that do not sell as frequently. Also, economies of scale and
cost savings could be gotten by stocking inventory in only a few
central locations.
3. Location—A location approach that emphasizes responsiveness
would be one where a company opens up many locations to be
physically close to its customer base. For example, McDonald’s
has used location to be very responsive to its customers by open-
ing up lots of stores in its high volume markets. Efficiency can
be achieved by operating from only a few locations and central-
izing activities in common locations. An example of this is the
way Dell serves large geographical markets from only a few cen-
tral locations that perform a wide range of activities.
4. Transportation—Responsiveness can be achieved by a transporta-
tion mode that is fast and flexible. Many companies that sell
products through catalogs or over the Internet are able to pro-
vide high levels of responsiveness by using transportation to
deliver their products, often within 24 hours. FedEx and UPS are
two companies who can provide very responsive transportation
services. Efficiency can be emphasized by transporting products
in larger batches and doing it less often. The use of transporta-
tion modes such as ship, rail, and pipelines can be very efficient.
Transportation can be made more efficient if it is originated out
of a central hub facility instead of from many branch locations.
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5. Information—The power of this driver grows stronger each year
as the technology for collecting and sharing information becomes
more widespread, easier to use, and less expensive. Information,
much like money, is a very useful commodity because it can be
applied directly to enhance the performance of the other four
supply chain drivers. High levels of responsiveness can be
achieved when companies collect and share accurate and timely
data generated by the operations of the other four drivers. The
supply chains that serve the electronics markets are some of the
most responsive in the world. Companies in these supply chains
from manufacturers, to distributors, to the big retail stores collect
and share data about customer demand, production schedules,
and inventory levels.
Where efficiency is more the focus, less information about
fewer activities can be collected. Companies may also elect to
share less information among themselves so as not to risk having
that information used against them. Please note, however, that
these information efficiencies are only efficiencies in the short
term and they become less efficient over time because the cost of
information continues to drop and the cost of the other four
drivers usually continues to rise. Over the longer term, those
companies and supply chains that learn how to maximize the use
of information to get optimal performance from the other drivers
will gain the most market share and be the most profitable.
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Three Steps to Align Supply Chain & Business Strategy
T IPS & TECHNIQUES
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Sunil Chopra is the IBM Distinguished Professor
of Operations Management at Northwestern University’s
Kellogg School of Management and a director of the
Masters of Management in Manufacturing program. He is
also co-author of Supply Chain Management: Strategy,
Planning, and Operation, a definitive and widely recog-
nized source book in the field.
Wal-Mart and Dell Computers are two companies that have risen to prominence using a business strategy that offers low prices as a key selling point to their customers. This strategy requires that their sup- ply chains be highly efficient in order to generate the cost savings needed to make a profit at the low prices they offer. Professor Chopra has followed these two companies and offers an analysis of how they have aligned their supply chains to support their business strategies.
To begin with, he points out that Wal-Mart’s competitors opened stores in ones and twos and used demographic data to select store sites. Wal-Mart took a supply chain approach and would not even open a store in an area unless they determined that the area could support a distribution center (DC) and a sufficient number of stores to gain scale economies at the DC.
Then they targeted specific business operations from which to get efficiencies. “Wal-Mart said 15 years ago we are going to replenish our stores much more efficiently. They began to replenish stores two times a week where their competition was replenishing two times a month. What this meant was that a Wal-Mart manager only had to forecast for half a week and an equally capable store man- ager elsewhere had to forecast sales and inventory needs for half a month—they couldn’t do as well.
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“Since they were replenishing more often, they pioneered the cross- docking technique in order to reduce the cost of small lot replen- ishment. They also said that they would own and control their own trucks and their computer systems because these were the two assets that they used to make their supply chain so efficient. They invested heavily in information technology and trucks—they bought a fleet of trucks. They made these into core competencies of the company.
“When I look at Dell,” said Professor Chopra, “I see a company who was able to live through and learn from a big mistake they made early on. Their roots were as a direct sales company but then in the early 90s they tried to sell through retail stores and almost went broke. That drove them back to the direct model and they have not strayed since.
“PCs are now much like cars, it is more of a replacement market than a growth market. Customers know what they want and they also want a good price. Dell’s message to the market is customiza- tion and great prices. They can support this strategy because they enjoy economies of scale and postpone assembly. They use a few large facilities to assemble PCs, they assemble to order and not to stock so inventory is kept very low. In a high change technology mar- ket they do not get stuck with obsolete inventory. Their shipping costs are high but there is enough profit margin to cover that.
“This business model is finely tuned to the demands of the market, but what would happen if the PC market suddenly changed?” Professor Chopra painted a scenario that gives insight into how a company must always adjust its strategy and its supply chain to the demands of the market. “Low inventory is good in a technology mar- ket where there is a lot of churn and customers value customiza- tion. But what if the PC market is on the verge of standardization? The higher up we get in PC performance levels, the less the value of the next incremental improvement in performance. Dell and its
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Chapter Summary A supply chain is composed of all the companies involved in the design,
production, and delivery of a product to market. Supply chain man-
agement is the coordination of production, inventory, location, and
transportation among the participants in a supply chain to achieve the
best mix of responsiveness and efficiency for the market being served.
The goal of supply chain management is to increase sales of goods and
services to the final, end use customer while at the same time reducing
both inventory and operating expenses.
The business model of vertical integration that came out of the
industrial economy has given way to “virtual integration” of companies
in a supply chain. Each company now focuses on its core competencies
and partners with other companies that have complementary capabilities
for the design and delivery of products to market. Companies must focus
on improvements in their core competencies in order to keep up with
the fast pace of market and technological change in today’s economy.
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competitors all use many of the same components to build their machines. If the market no longer values customization and simply wants the best price on a standard machine, then the Dell model doesn’t work as well. Build to stock and position inventory close to the customers via retail stores becomes a better model.”
There is no one right model for a supply chain. Markets change and as they do, businesses need to reevaluate their business model and their strategy. “Since a company’s supply chain has a great impact on its ability to execute its business model successfully, that supply chain must always be adjusted as the business strategy changes.”
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To succeed in the competitive markets that make up today’s econ-
omy, companies must learn to align their supply chains with the
demands of the markets they serve. Supply chain performance is now a
distinct competitive advantage for companies who excel in this area.
One of the largest companies in North America is a testament to the
power of effective supply chain management. Wal-Mart has grown
steadily over the last 20 years and much, if not most, of its success is
directly related to its evolving capabilities to continually improve its
supply chain.
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