Title: Logistics and Supply Chain Challenges for the Future
1Chapter 16
- Logistics and Supply Chain Challenges for the
Future
2Learning Objectives - After reading this
chapter, you should be able to do the following
- Understand what is meant by strategy and how it
applies to logistics and supply chain management. - Trace the stages in the evolution of strategic
planning and its application to logistics and
supply chain management. - Have a working knowledge of how logistics and
supply chain strategies have benefited individual
business firms.
3Learning Objectives
- Be able to explain the relevance and importance
of logistics and supply chain strategies of the
following types time-based, asset productivity,
technology-based, and relationship-based.
4Learning Objectives
- Identify and explain a number of macro trends
that will impact the future of logistics and
supply chain management, such as shift from
vertical to virtual integration, collaboration,
knowledge of core competencies, technology and
connectivity, managing the people skills, and
having a comprehensive supply chain perspective.
5Logistics Profile Creating a State-of-the Art VW
Beetle Production Facility in
Mexico
- In 1998, at Volkswagens Mexican assembly plant
in Puebla, Exel implemented the JIT sequencing
operation. - Currently, the Mexican plant produces 1,600
vehicles daily, including the Beetle and Jetta. - Parts delivery to a specific place on the line
takes place within 40 minutes of an order, with
one car built every 40 minutes, 24/7. - Exel provides Volkswagen with expert logistics
and supply chain management ported from a similar
VW plant in Spain, proving that transfer of
technology, human resources, and best practices
is possible on a global basis.
6Introduction
- Logistics and supply chain management are
changing quickly, and are characterized by - Many innovations and improvements
- Movement towards being considered as players in
strategic, competitive advantage - Prime candidates for application of tried and
proven approaches to strategic planning
7Overview of Strategic Planning for Logistics and
Supply Chain Management
- Historical Perspective on Strategy
- Has become an appropriately meaningful and
integrated activity in most globally competitive
firms. - Evolutionary development phases
- In the 50s and 60s, was referred to as investment
planning. - In the 70s, began to focus on internal growth
opportunities. - In the 80s, a combination of outside investment
and internal growth opportunities was used.
8Overview of Strategic Planning for Logistics and
Supply Chain Management
- In the 80s, a combination of outside investment
and internal growth opportunities was used. - In the 90s, refocused on gaining strategic
advantage in the marketplace and for defending
against competitors. - In the early 2000s, strategic focus clearly moved
toward the development of effective, interfirm
relationships that would create maximum value for
the firms products and/or services.
9Overview of Strategic Planning for Logistics and
Supply Chain Management
- Definitions
- Strategy a course of action, a scheme, or a
principal idea through which an organization
hopes to accomplish a specific objective or goal. - Tactics refers to the operational aspects that
are necessary to support strategy.
10Overview of Strategic Planning for Logistics and
Supply Chain Management
- Examples
- Cross-docking a term that describes moving
goods through a distribution center in less than
a day, a tactic used by Wal-Mart among others to
both lower prices while increasing customer
service. - Rapid inventory turns contribute to the lower
costs, and the speed of the flow of inventory
results in the increase in customer service.
11Overview of Strategic Planning for Logistics and
Supply Chain Management
- Examples
- Internet capabilities employed by Best Buy to
let customers order over the Internet and pickup
items at a retail store location. - Best Buy is combining its technological
competencies with its logistics and supply chain
capabilities of customer service and market
positioning.
12Figure 16-1 Best Buy Integrating Retail,
Catalog, and Online Sales
13Overview of Strategic Planning for Logistics and
Supply Chain Management
- Examples
- Inventory availability Benneton is another
retailer that has used good logistics to
accomplish increased market share and higher
profit levels - By developing a QR system utilizing bar coding of
cartons and linking production to retail
locations, Benneton achieves low in-store
inventory, right stock availability, and high
levels of customer service.
14Overview of Strategic Planning for Logistics and
Supply Chain Management
- Strategy Classification
- Porters model of basic strategies, namely, cost,
differentiation, and focus is the most popular
scheme. - Strategies based on low cost essentially stress
offering a product or service in a market at a
price or cost lower than that of competitors. - Automobiles and electronic products are two
examples of this strategy, as are the general
operations of retail firms such as Wal-Mart,
Target, and McDonalds.
15Figure 16-2 Strategies for Creating Value
16Overview of Strategic Planning for Logistics and
Supply Chain Management
- Strategy Classification
- Strategies based on differentiation attempt to
make a product or service look unique, such that
consumers are willing to par a premium price. - Perceptions based on better fit, higher quality,
long product life, better service, and other
similar attributes are typical of strategies
based on differentiation.
17Overview of Strategic Planning for Logistics and
Supply Chain Management
- Strategy Classification
- Strategies based on focus attempt to make a
product or service fit a niche or small market
segment where either cost or differentiation is
then employed. - Offering delivery, 24/7 hours, multiple offerings
of similar products into differentiated segments
and other similar strategies are typical of
focus-based models of classification.
18Overview of Strategic Planning for Logistics and
Supply Chain Management
- Strategy Classification
- Porters value chain suggests that a company can
be disaggregated into five primary activities and
four support activities. - Examine Figure 16-3.
19Figure 16-3 The Generic Value Chain
20Time-Based Strategies
- Reducing Cycle Time
- Logistics activities that shorten the length of
the order/replenishment cycle have been the focus
of much recent attention. - Reductions in cycle time are based on three
factors processes, information, and decision
making. - If logistics is seen as a series of processes,
performing those processes faster will reduce
cycle time.
21Time-Based Strategies
- Utilization of faster, more efficient forms of
order transmission---EDI or the Internet---can
significantly reduce the time needed to complete
the transaction. - Finally, empowering individuals to make decisions
can be one of the most important ways to speed
cycle time. - Pre-approvals and other delegated decision making
models can lead to making mistakes, but the
experience of Proctor Gamble, among others, is
that the risk is justified in terms of time saved
and improvement in customer responsiveness.
22Time-Based Strategies
- Time-Reduction Logistics Initiatives
- Push to pull
- Cross-docking, JIT, VMI, and CRP are all
contemporary approaches that help logistics
systems move from push to pull. - Each strategy reduces the order cycle by
shortening the total time from vendor to delivery
to customers.
23Time-Based Strategies
- Time-Reduction Logistics Initiatives
- Anticipate customers needs
- Improved ability to anticipate through
collaborative planning, forecasting, and
replenishment (CPFR) enables the logistics and
supply chain processes to make a more valuable
contribution to corporate objectives. - The switch from push to pull is a more
demand-responsive system, but requires changes
that may be difficult to achieve depending on the
corporate culture in place.
24Time-Based Strategies
- Time-Reduction Logistics Initiatives
- Manufacturing impacts
- Pull approach requires a fast manufacturing
system. - Risk of low or no inventory depends on fast and
frequent replenishment. - Responding to demand
- Consistent with time-compression strategies
- Produce to order now being tried by furniture and
farm implement manufacturers, both traditional
produce for stock companies.
25Time-Based Strategies
- Time-Reduction Logistics Initiatives
- Postponement involves not completely finishing a
product until an order arrives. - Food processors that can brights and do not
label until an order is received - Auto manufacturers that pre-wire electronic
harnesses to take any option, not knowing what a
particular car order will specify.
26Asset Productivity Strategies
- Inventory Reduction
- Much evidence that companies have been successful
in reducing inventories. - Time reduction strategies have contributed.
- Facility Utilization
- Strategy to keep the goods moving throughout the
logistics and supply chain system has contributed
to effective use of logistics facilities thus
squeezing more productivity from these assets.
27Asset Productivity Strategies
- Equipment Utilization Strategies
- Some reductions have occurred here as a result of
contraction of this equipment and smarter, more
sophisticated equipment dispatching software. - Doing more with less is a result of leaner
enterprises.
28Asset Productivity Strategies
- Third-Party/Contract Logistics Services
- Use of 3PLs has resulted in dramatic positive
impact on asset productivity. - DuPont, Nabisco, Proctor Gamble, General
Electric and General Motors and others are users
of 3PLs, focusing on managing logistics services
rather than on the assets themselves. - Examine Figure 16-4 on 4PLs potential impact.
29Figure 16-4Fourth-Party Logistics
30Technology-Based Strategies
- Disruptive technologies are those will help make
firms more competitive, but will change the basis
of competition. - Examine Table 16-1
- Implications are that logistics and supply chain
areas of the future will differ significantly
from those of today. - E-commerce e-procurement and electronic
marketplaces will continue to grow in importance.
31Table 16-1 Disruptive Information Technologies
32Figure 16-5Shifts in Technology
33Figure 16-6Strategic Sourcing and Procurement
34Relationship-Based Strategies
- Collaboration
- Parties involved dynamically share and
interchange information. - Group benefits more than individual benefits.
- All parties modify their business practices.
- All parties conduct business in new and visibly
different ways. - All parties provide a mechanism and process for
collaboration to occur.
35Figure 16-7 Types of Collaboration
36Relationship-Based Strategies
- Value Nets
- Taking the place of the old supply chain, the
value net starts with the customer and is built
around three powerful value propositions - High levels of customization
- Super service
- Convenient solutions
37Relationship-Based Strategies
- Value Nets
- Combines strategic thinking with the latest
advances in digital supply chain management. - Every customer is unique.
- Customers choose products or services they value
most. - Capture real choices in real time and transmit
them digitally to other net participants. - Examine Figure 16-8.
38Figure 16-8 Gateways Value Net
39Synthesis and Future Directions
- Shift from Vertical to Virtual Integration
- Collaboration
- Knowledge of Core Competencies
- Expertise
- Strategic fit
- Ability to trust
- Technology and Connectivity
- Managing-the-People Skills
- Comprehensive Supply Chain Perspective
40On the Line Modus Media
International (MMI)
- In 1997, MMI began transforming itself from a
contract manufacturer to a supply chain
management services company. - Key criteria for the technology selection process
included only best-of-breed technology
off-the-shelf software industry or de facto
standard externally supported, E-business
enabled, and supportive of business modeling and
scripting. - Planned to be completed in 2002, the results will
help close the knowledge gap in its supply chain
information systems.
41Chapter 16 Summary and Review Questions
- Students should review their knowledge of the
chapter by checking out the Summary and Study
Questions for Chapter 16.
42End of Chapter 16 Slides
- Logistics and Supply Chain Challenges for the
Future