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OTM 20
Supply Chains Part 2
| Question | Answer |
|---|---|
| sourcing decisions in the supply chain | range of choices for defining links in the supply chain 1.vertical integration-100% ownership 2. virtual integration-joint venture or equity partner 3. strategic alliances - long term relationship 4. arm's length transaction-short term contract |
| sourcing decisions define organizational boundaries - How do we choose? Protecting intellectual property Loss of control Relative cost and quality Required skills / processes Core competencies What are they now? What should they be in the future? | 1.protecting intellectual property 2.loss of control 3.relative cost and quality 4.required skills/processes 5.core competencies-What are they now? AND What should they be in the future? |
| global sourcing - possible benefits | 1.reduced production costs 2.labor availability 3.wider choice of suppliers gives better materials and better products for our customers |
| global sourcing- added complexity | 1.increased complexity of order fulfillment process, marketing efforts 2.managing exchange rate fluctuations (risk) 3. minimizing tariff and quota problems 4.instability of governments, diplomatic relations |
| local vs global sourcing | 1.local sourcing- high holding cost and high demand uncertainty 2.global sourcing - low holding cost and low demand uncertainty |
| supply chain alliances take the buyer-supplier relationship and make it even closer by | 1.sharing confidential information (costs, demand data) 2.investing assets in joint projects – new product development, mfg., etc. 3.pursuing joint improvement projects and sharing the resulting benefits |
| selecting alliance partners | 1.benefits both parties resulting in win-win scenario 2.adds to the stability of the firm |
| supply chain alliances take the buyer-supplier and make it even closer by | 1.sharing confidential information (costs, demand data) 2.investing assets in joint projects – new product development, mfg., etc. 3.pursuing joint improvement projects and sharing the resulting benefits |
| supply alliance partners benefit both parties to result in win-win scenario | 1.access to partner’s capabilities, technologies, distribution channels 2. improved efficiency and effectiveness through coordination 3.jointly optimizing the system, rather than individually optimizing facilities (more profit to be shared) |
| considerations for selecting alliance partners | 1.stability of the firm 2.history of market success 3.low rate of management turnover 4.steady management-employee relations 5. stable financial position 6.commitment to continuous improvement |
| developing trust with alliance partners | 1.be reliable – follow through on commitments; act in a predictable manner 2.be loyal – show responsiveness to partner’s needs; be willing to “go out on a limb” 3.ease feelings of vulnerability – share information; take actions that benefit both parties |
| key technologies in supply chain information management | 1.bar coding 2.internet 3.enterprise resource planning (ERP) software 4. radio frequency identification (RFID) |
| current IT-driven supply chain initiatives | → all are focused on integrating decision-making in order to improve performance 1.efficient consumer response 2.customer relationship management 3.vendor-managed inventories 4.collaborative forecasting, planning, and replenishment (CPFR) |
Created by:
rainesv