LSM 815
LSM 815
LSM 815
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Integrated International Supply<br />
Chain Management<br />
Asst. Prof. Dr. Taweesak Theppitak<br />
1
Logistics & Supply Chain Management<br />
Asst. Prof. Dr. Taweesak Theppitak<br />
2
Logistics & Supply Chain Management<br />
Asst. Prof. Dr. Taweesak Theppitak 3
่่<br />
่<br />
ุ<br />
Logistics & Supply Chain Management<br />
การบรรยายประกอบดวยหัวขอตอไปนี้<br />
• ประวัติความเปนมาของหวงโซอปทานและโลจิสติกส<br />
ประวตความเปนมาของหวงโซอุปทานและโลจสตกส<br />
• ความหมายและบทบาทของระบบหวงโซอุปทานและระบบโลจิสติกส<br />
ที่มีตอการเพิ<br />
่มขีดความสามารถในการแขงขันขององคกร<br />
• ปจจัยที่มีผลตอการพัฒนาโลจิสติกสและหวงโซอุปทาน<br />
• กิจกรรมตางๆของหวงโซอุปทาน<br />
• เปาหมายหลักของการจัดการโลจิสติกสและหวงโซอุปทาน<br />
ัั ัั ิิ ิิ โ ป<br />
• กลยุทธสําหรับการจัดการและหวงโซอุปทาน<br />
Asst. Prof. Dr. Taweesak Theppitak<br />
4
3 กระบวนการหลักในระบบธุรกิจ<br />
Product Development<br />
Customer Relations<br />
Supply Chain Mgt.<br />
Product<br />
Development<br />
Supply Chain<br />
Mgt<br />
Customer<br />
Relations<br />
Asst. Prof. Dr. Taweesak Theppitak 5
่<br />
Logistics & Supply Chain Management<br />
• Product development จะเปนกระบวนการหลักของธุรกิจที่จะ<br />
กําหนดวาจะผลิตอะไรและธุรกิจเลือกที่จะแขงขันในตลาดอยางไร<br />
•<br />
Customer Relations เปนกิจกรรมทางการตลาดตางๆที่จะ<br />
ตอบสนองความตองการของลกคา<br />
ตอบสนองความตองการของลูกคา<br />
• Supply Chain เปนกิจกรรมเกี่ยวกับการจัดการกระบวนการไหล<br />
ของวัตถุดิบ สินคาและขอมูลจากตนน้ําไปยังปลายน้ํา<br />
Asst. Prof. Dr. Taweesak Theppitak<br />
6
ั<br />
Logistics & Supply Chain Management<br />
ความหมายของหวงโซอุปทาน (Supply Chain)<br />
• การประสานกิจกรรมหลักๆของธุรกิจ ิ ั ิ (ทังภายในบริษัทและระหวางบริษัท)<br />
ั้ ิ ั ิ ั<br />
ภายในหวงโซอุปทาน โดยมีเปาหมายเพื่อพัฒนาและปรับปรุงสมรรถนะในระยะยาวของ<br />
บริษัทและของหุนสวนตลอดหวงโซ ( Shapiro, 2001)<br />
• The management of upstream and downstream relationship with suppliers and<br />
customers to deliver superior customer value at less cost to the supply chain as a<br />
whole. (Christopher M. 1998)<br />
• เปนกระบวนการหรือขั้นตอนที่จะประสานและเชื่อมโยงกิจกรรมตางๆตลอดหวงโซอุป<br />
ทานอยางมีประสิทธิภาพและประสิทธิผล<br />
อยางมีประสิทธิภาพและประสิทธิผลโดยมีเปาหมายเพื่อสราง<br />
โดยมีเปาหมายเพื่อสรางมูลคาเพิ่มและa a Bundle<br />
of Benefit ใหกับผเกี่ยวของตลอดหวงโซอปทาน ใหกบผูเกยวของตลอดหวงโซอุปทาน ( Theppitak, 2003)<br />
Asst. Prof. Dr. Taweesak Theppitak<br />
7
Supply Chain Management<br />
• Internal supply chain (in pipeline)<br />
จัดหา ขนสงขาเขา จัดซื้อ ผลิต โกดังสินคา<br />
ขนสงสินคา<br />
ขาออก<br />
การตลาด<br />
Asst. Prof. Dr. Taweesak Theppitak<br />
8
Global Supply Chain Management<br />
• ตลอดหวงโซอุปทาน ตลอดหวงโซอปทาน (บริษัท (บรษท ซบพลายเออร ซับพลายเออร ลูกคา ลกคา ฯลฯ (ใน<br />
รูปแบบของทอน้ํา)<br />
ซับพลายเออร จัดหา จัดซื้อ ผลิต โลจิสติกส การตลาด ลูกคา<br />
Asst. Prof. Dr. Taweesak Theppitak<br />
9
Logistics & Supply Chain Management<br />
ความหมายของ Logistics<br />
“ การเคลอนยาย การเคลื่อนยาย หรือการไหล หรอการไหล ( Flow) ของวตถุดบ ของวัตถดิบ ขอมูลตงแตเปน<br />
ขอมลตั้งแตเปน<br />
วัตถุดิบจนเปนสินคาสําเร็จรูปจากตนทางจนถึงปลายทางผูบริโภค<br />
โดยมีการประสานแตละขันตอนการดําเนินงาน”<br />
ีี ้ ดังนั้นโลจิสติกสจะเปนสวนหนึ่งของหวงโซอุปทาน<br />
บทบาทของนกโลจสตกส บทบาทของนักโลจิสติกส คอ คือ “การวางแผน การปฏบตและการควบคุมวตถุดบ<br />
การปฏิบัติและการควบคมวัตถดิบ<br />
สินคาหรือขอมูลตางๆใหไหลไดอยางมีประสิทธิภาพและประสิทธิผล”<br />
Asst. Prof. Dr. Taweesak Theppitak<br />
10
Logistics Management<br />
Asst. Prof. Dr. Taweesak Theppitak 11
7R R in Logistics Management<br />
• 7Rs<br />
–supplying Right Materials in Right<br />
Quantity, for delivery at the Right<br />
Time and Right Place, from the Right<br />
Source, with the Right Service, and at<br />
the Right Price to customers<br />
Asst. Prof. Dr. Taweesak Theppitak 12
ี<br />
็<br />
การประกอบรถยนตโดยชนสวนจากแหลงผลตทวโลก<br />
การประกอบรถยนตโดยชิ้นสวนจากแหลงผลิตทั่วโลก<br />
ออสเตรีย<br />
ผลิตยางรถยนต<br />
หมอน้ํา<br />
อังกฤษ องกฤษ<br />
ผลิตชิ้นสวนเครื่องยนต<br />
แบ็ตตารี ระบบขับเคลื่อน<br />
เบลเยียม<br />
ลอรถยนตทอทางเบรค<br />
เดนมารก<br />
สายพานพัดลม<br />
อิตาลี<br />
กระบอกสูบ คาบูฯ<br />
กระจก หลอดไฟ<br />
นอรเวย<br />
ลิ้นไอดีไอเสีย<br />
หนาแปลนตางๆ<br />
ญี่ปุน<br />
ระบบสตารท แบริ่ง<br />
ปมน้ํา<br />
เยอรมันนี<br />
ระบบล็อก/สงกําลัง ระบบ<br />
จุดระเบิดประกอบเขาดวยกัน<br />
สวีเดน<br />
นัทโบลทฝาสูบ แค็มป<br />
ประกอบในประเทศอังกฤษ หรือเยอรมันนี<br />
สวิสเซอรแลนด สวสเซอรแลนด<br />
ระบบเกียร สีโคต<br />
สหรัฐอเมริกา สหรฐอเมรกา<br />
วาลว ไฮโดรลิกส<br />
ฝรั่งเศส<br />
ฝาสูบ เบรก สีเคลือบ<br />
ถงนามน ั ้ํ ั คลทซ ั กระจก<br />
แบ็ตตารี ฯลฯ<br />
Asst. Prof. Dr. Taweesak Theppitak 13
่<br />
Logistics & Supply Chain Management<br />
ปจจัยที่มีผลตอการพัฒนาดานโลจิสติกส<br />
• โลจิสติกสดานทหาร<br />
• การลดกฎระเบียบขอบังคับตางๆ เชน FTA<br />
• การแขงขันที่รนแรง<br />
การแขงขนทรุนแรง<br />
• การพัฒนาของเทคโนโลยีสารสนเทศ เชน EDI, Internet, RFID<br />
• การเพิ่มความซับซอนเกี่ยวกับความตองการของลูกคาหรือผูบริโภค<br />
• การกลายเปนโลกาภิวัตน<br />
Asst. Prof. Dr. Taweesak Theppitak<br />
14
Evolution of Logistics / SCM<br />
• Physical Distribution (1940-1970s)<br />
• Business Logistics (1970s - 1990s)<br />
• Integrated Logistics (1990s)<br />
– Supply Chain Management<br />
– Response Logistics Recovery<br />
– Quick Response Logistics<br />
Asst. Prof. Dr. Taweesak Theppitak 15
่<br />
Logistics & Supply Chain Management<br />
ประวัติและวิวัฒนาการ<br />
• วิวัฒนาการระบบสินคาทางธุรกิจ (Business Logistics) เริ่มป ค.ศ. 1961<br />
• หนังสือเลมแรกๆของการจัดการระบบสินคาทางธุรกิจ (Logistics Management)<br />
เพิ่งจะพิมพออกมาในป ค.ศ. 1974<br />
• ธรกิจตางๆจะมีตนทนโดยเฉลี่ยสําหรับระบบสินคาทางธรกิจอยระหวางรอยละ<br />
ธุรกจตางๆจะมตนทุนโดยเฉลยสาหรบระบบสนคาทางธุรกจอยูระหวางรอยละ<br />
5 –35<br />
ของราคาขายซึ่งเปนคาใชจายหรือตนทุนที่สูงรองลงมาจากคาวัตถุดิบของ<br />
อุตสาหกรรมการผลิต<br />
Asst. Prof. Dr. Taweesak Theppitak<br />
16
ิ<br />
Logistics & Supply Chain Management<br />
ตัวอยางของการจัดการหวงโซอุปทานแบบตางๆ<br />
ซับพลายเออร บริษัท ลูกคา/ผูบริโภค<br />
รานขายขาวแกง<br />
บรษทผูผลตสนคา<br />
ิิ ัั ิิ สิ <br />
บริษัทผูรับจัดการขนสงสินคา<br />
บริษัทโทรคมนาคม<br />
บริษัทผูใหบริการตางๆ<br />
Asst. Prof. Dr. Taweesak Theppitak<br />
17
Logistics Concepts<br />
Asst. Prof. Dr. Taweesak Theppitak<br />
18
Logistics Systematic Concept<br />
Carrier<br />
Distribution<br />
center<br />
Customer<br />
Customer<br />
Supplier<br />
Carrier<br />
Customer<br />
Supplier<br />
Carrier<br />
Carrier<br />
Manufacturing<br />
site<br />
Customer<br />
Supplier<br />
Carrier<br />
Distribution<br />
center<br />
Carrier<br />
Customer<br />
Customer<br />
Asst. Prof. Dr. Taweesak Theppitak<br />
19
What are trade-offs in Supply Chain<br />
Asst. Prof. Dr. Taweesak Theppitak 20
A Total Cost Concept<br />
Cost, in dollars<br />
Total cost<br />
Inventory cost<br />
(includes<br />
storage and<br />
intransit<br />
Cost of<br />
transportation<br />
service<br />
(Number of warehouses)<br />
Asst. Prof. Dr. Taweesak Theppitak 21<br />
Source: Ballou
A Cost Conflict in Total Cost Concept<br />
dollars<br />
Cost, in<br />
Inventory cost<br />
(includes<br />
storage and<br />
intransit<br />
Total cost<br />
Cost of<br />
transportation<br />
service<br />
Rail Truck Air<br />
Transportation service<br />
(greater speed and dependability)<br />
Asst. Prof. Dr. Taweesak Theppitak 22<br />
Source: Ballou
Concept of Trade-Off<br />
Before<br />
Trade Off<br />
After<br />
Inventory Cost<br />
Reduction<br />
Transportation<br />
Cost (Sea)<br />
Packaging<br />
Transportation<br />
Cost (Air)<br />
Storage Facilities<br />
Communications<br />
Asst. Prof. Dr. Taweesak Theppitak 23
่ื<br />
Customer Service Concept<br />
การบริการลกคาประกอบดวย<br />
การบรการลูกคาประกอบดวย<br />
การบรการลูกคาประกอบดวย<br />
‣ ปจจัยดานเวลา (Time) – Speed, Consistency, Availability<br />
‣ ปจจัยดานความเชือถือได ั ื (Reliability)–Accuracy, complete, No damage<br />
‣ ปจจัยดานการติดตอสื่อสาร (Communication) – IT facilities<br />
‣ ปจจัยดานความสะดวก (Convenience) – Flexibility<br />
Asst. Prof. Dr. Taweesak Theppitak<br />
24
Heart of Supply Chain and Logistics<br />
Asst. Prof. Dr. Taweesak Theppitak<br />
25
Major Supply Chain Drivers<br />
RESPONSIVENESS 1.<br />
vs.<br />
EFFICIENCY<br />
PRODUCTION<br />
What, how, and<br />
when to produce<br />
2.<br />
INVENTORY<br />
How much to make<br />
and how much to<br />
store<br />
“Increase throughput<br />
while simultaneously<br />
reducing inventory<br />
and operating<br />
expense.”<br />
Goldratt, The Goal,<br />
1984<br />
4.<br />
TRANSPORTATION<br />
How and when to<br />
move product<br />
5.<br />
INFORMATION<br />
The basis for<br />
making these<br />
decisions<br />
3.<br />
LOCATION<br />
Where best to do<br />
what activity<br />
Asst. Prof. Dr. Taweesak Theppitak 26
Responsiveness vs. Efficiency<br />
Supply Chain<br />
Drivers<br />
Responsiveness<br />
1. Production -Excess capacity<br />
-Flexible manufacturing<br />
-Many smaller plants<br />
Efficiency<br />
-Little excess capacity<br />
-Narrow focus<br />
-Few central plants<br />
2. Inventory -High inventory levels -Low inventory levels<br />
-Wide range of items<br />
-Fewer items<br />
3. Location -Many locations close to<br />
customers<br />
- Few central locations<br />
serve wide areas<br />
4. Transportation<br />
-Frequent shipments<br />
-Fast & Flexible mode<br />
-Few large shipments<br />
-Slow, cheaper modes<br />
5. Information - Collect & share timely,<br />
accurate data<br />
- Cost of information<br />
drops ,<br />
other costs rise<br />
Asst. Prof. Dr. Taweesak Theppitak 27
เครื่องมือที่สําคัญ 3 ประการสําหรับการจัดการโลจิสติกส<br />
Transportation<br />
Inventory<br />
Information<br />
Transport<br />
Inventory<br />
Information<br />
Asst. Prof. Dr. Taweesak Theppitak 28
Logistics & Supply Chain Management<br />
โลจิสติกสหรือระบบขนสงสินคา (Logistics)<br />
หรือชื่ออื่นๆ เชน<br />
โลจิสติกสทางธรกิจ<br />
โลจสตกสทางธุรกจ - Business Logistics<br />
การจัดการชองทาง (การจัดจําหนาย) - Channel Management<br />
การกระจายสินคา - Distribution<br />
การกระจายวัสดุ/สินคา - Physical Distribution<br />
โลจิสติกสทางอุตสาหกรรม - Industrial Logistics<br />
การจัดการโลจิสติกส Logistics i Management<br />
การจัดการวัสดุ - Material Management<br />
ระบบการตอบสนองที่รวดเร็ว ระบบการตอบสนองทรวดเรว - Quick-Response Systems<br />
การจัดการหวงโซอุปทาน - Supply Chain Management<br />
การจัดการอุปทาน -Supply Management<br />
Asst. Prof. Dr. Taweesak Theppitak<br />
29
Logistics Management<br />
<br />
<br />
ปรัชญาการบริหารภาพรวมของกระแสการไหลของผลิต<br />
ภัณฑหรือขอมลผานทางชองทางการกระจายจากผจัด<br />
ภณฑหรอขอมูลผานทางชองทางการกระจายจากผูจด<br />
จําหนายไป จนถึงผูบริโภค (Graham 1989)<br />
กระบวนการบริหารปจจัยภายในและปจจัยภายนอกองคการ<br />
เพือเพมคุณคาการบรการใหลูกคา ื่ิ่ ิ (Bernard 1992)<br />
การเคลื่อนยายผลิตภัณฑที่มีลักษณะเปนวงจรที่เริ่มตนและ<br />
จบลงที่ลูกคา (DuPont 1995)<br />
Asst. Prof. Dr. Taweesak Theppitak 30
Logistics & Supply Chain Management<br />
Asst. Prof. Dr. Taweesak Theppitak<br />
31
Logistics & Supply Chain Management<br />
• ระบบสนคาทางธุรกจ ระบบสินคาทางธรกิจ ( Logistics Management) ประกอบดวย ประกอบดวย 2<br />
กิจกรรมหลักๆ คือ<br />
– การจัดการวัสดุ/วัตถุดิบ (Material Management หรือ Physical Supply)<br />
– การแจกจายสินคา (Physical Distribution)<br />
Asst. Prof. Dr. Taweesak Theppitak<br />
32
Business Logistics<br />
ชิ้นสวนประกอบ สินคาระหวางทํา สนคาระหวางทา<br />
Components<br />
Work in Process<br />
วัตถุดิบ<br />
Raw Materials<br />
โรงงาน<br />
Manufacturing<br />
Facility<br />
Physical<br />
Distribution<br />
Management<br />
ลูกคา<br />
Customers<br />
อะไหล<br />
Parts<br />
Inbound Logistics<br />
Outbound Logistics<br />
Asst. Prof. Dr. Taweesak Theppitak 33
Logistics & Supply Chain Management<br />
ความสมพนธระหวางฝายตางๆ<br />
ความสัมพันธระหวางฝายตางๆ<br />
Suppliers<br />
Firms หรือ<br />
Manufacturer<br />
Customers<br />
Asst. Prof. Dr. Taweesak Theppitak<br />
34
Logistics & Supply Chain Management<br />
เปาหมายของการจัดการโลจิสติกสและหวงโซอุปทาน คือเพื่อ<br />
ลดตนทุนตางๆ<br />
ปรับปรุงคุณภาพการใหบริการ<br />
ป ิ<br />
สรางและเพมระดบความพงพอใจของลูกคา ิ่ ั ึ (ทงภายในและภายนอก)<br />
ั้ใ Asst. Prof. Dr. Taweesak Theppitak<br />
35
Physical Distribution Management<br />
• การจัดการการกระจายสินคา<br />
–สินคาคงคลัง, ิ ั ระบบขนสง, โกดังสินคา, ั ิ การบริหารคํา<br />
สั่งซื้อ, , อุปกรณการขนถาย ผูบริโภคขันสุดทาย<br />
ั้ <br />
End Customer<br />
สินคาที่<br />
ผลิตเสร็จ ผลตเสรจ<br />
Finished<br />
Products<br />
ศูนยกระจายสินคา<br />
Transit Depot<br />
พอคาคนกลาง<br />
Intermediary<br />
Asst. Prof. Dr. Taweesak Theppitak 36
ั<br />
ํ<br />
ิ<br />
Integrated Logistics<br />
Supplier Procurement Operations<br />
ผูจัดจําหนาย การจัดหา การดําเนินงาน<br />
Physical<br />
Distribution<br />
กระจายสินคา<br />
Customer<br />
ลูกคา<br />
PDM<br />
Business Logistics<br />
Integrated Logistics<br />
Asst. Prof. Dr. Taweesak Theppitak 37
้ั<br />
Supply Chain Management - SCM<br />
การบริหารโซอุปทาน<br />
ิ ิ <br />
ี<br />
Supplier Manufacturer โกดังสินคา / รานคา ผูบริโภค<br />
ผูจัดจําหนาย ผูผลิตสินคา รานคาสง ปลีก ขันสุด<br />
ทาย<br />
Management Through Partnership<br />
•Transport,<br />
•Order Processing Systems,<br />
•Information Systems,<br />
•Control Systems<br />
Asst. Prof. Dr. Taweesak Theppitak 38
Quick Response Logistics - QRL<br />
การจัดสงเพื่อการตอบสนองอยางรวดเร็ว<br />
Customer<br />
Purchasing<br />
P/O<br />
Inventory EDI EDI<br />
Accounts<br />
Payable<br />
Given Corporate<br />
Advance Ship Notice<br />
Invoice<br />
Cheque<br />
Order<br />
Entry<br />
Dispatch<br />
Sales<br />
Production<br />
Account Receivable<br />
Supplier<br />
Asst. Prof. Dr. Taweesak Theppitak 39
Logistics & Supply Chain Management<br />
Asst. Prof. Dr. Taweesak Theppitak<br />
40
How to manage Logistics &<br />
Supply Chain to gain and<br />
maximise competitive<br />
advantage???????<br />
Asst. Prof. Dr. Taweesak Theppitak<br />
41
Logistics & Supply Chain Management<br />
หัวใจของการจัดการหวงโซอุปทาน<br />
• สรางวฒนธรรมแหงความไวใจกน<br />
ั ใ ั<br />
ความไวใจ (TRUST)<br />
Asst. Prof. Dr. Taweesak Theppitak<br />
42
Logistics & Supply Chain Management<br />
หัวใจของการจัดการหวงโซอุปทาน<br />
• สรางวัฒนธรรมแหงความไวใจกัน (Create trust and collaboration)<br />
• การใชขอมูลรวมกน การใชขอมลรวมกัน ( Share common information)<br />
• การพัฒนาเทคโนโลยีสารสนเทศ (Adopt & enhance of IT)<br />
• เปดใจใหกวางในการนําเอา Management Technique เขามาใช<br />
ความไวใจกัน (TRUST)<br />
เทคโนโลยีสารสนเทศ เทคโนโลยสารสนเทศ (Information System)<br />
Asst. Prof. Dr. Taweesak Theppitak<br />
43
ุ<br />
ู<br />
Logistics & Supply Chain Management<br />
จากคํานิยาม เราจะมองระบบสินคาทางธุรกิจเปนกระบวนการ ตอเนื่องเสมือนแมน้ําที่<br />
กระแสน้ําไหลผานภูมิประเทศที่แตกตางกัน<br />
ความแตกตางของพื้นที่ภมิประเทศจึงไมใชประเด็นสําคัญ ู ความสําคัญอยที่การไหล<br />
ู<br />
ของน้ําหรือที่รูจักกันดีในชื่อของ<br />
หรือที่รูจักกันดีในชื่อของ“แบบจําลองหวงโซอุปทาน<br />
แบบจําลองหวงโซอุปทาน” ” (Supply Chain Modeling)<br />
การจดการซพพลายเชนคอการจดการกจกรรมตางๆใหมการประสานงานและ<br />
ั ั ื ั ิ ี การเชื่อมโยงกิจกรรมเหลานี้อยางมีประสิทธิภาพและประสิทธิผลเพื่อสราง<br />
value added ใหกับผูเกี่ยวของตลอดหวงโซอุปทาน<br />
การจัดการโลจิสติกสคือการจัดการกระบวนการไหลหรือการเคลื่อนยายวัสดุและขอมูล<br />
ตั้งแตเปนวัตถุดิบจนเปนสินคาสําเร็จรูปอยางมีประสิทธิภาพและประสิทธิผล<br />
Asst. Prof. Dr. Taweesak Theppitak<br />
44
Logistics & Supply Chain Management<br />
แผนกตางๆภายในองคกร<br />
แผนกตางๆภายในองคกร<br />
Suppliers<br />
ฝายจัดซื้อ/จัดหา ฝายผลิต ฝายการตลาด<br />
ฝายบัญชีและ<br />
การเงิน<br />
ฝายสํานักงาน<br />
Customer<br />
Asst. Prof. Dr. Taweesak Theppitak<br />
45
Logistics & Supply Chain Management<br />
เครือขายหวงโซอุปทาน (Supply Chain Network)<br />
Suppliers<br />
Plants<br />
Distribution<br />
Centers<br />
Markets<br />
Asst. Prof. Dr. Taweesak Theppitak<br />
46
Logistics & Supply Chain Management<br />
การเปรียบเทียบตนทุนทางการตลาดและโลจิสติกส<br />
ผลิตภัณฑ<br />
ราคา<br />
การสงเสริมการตลาด<br />
การสงเสรมการตลาด<br />
กิจกรรมการตลาด<br />
สถานที่<br />
กิจกรรม<br />
โลจิสติกส<br />
ตนทุนการเก็บรักษา<br />
สินคาคงคลัง<br />
ตนทุนปริมาณสินคา<br />
ตนทนการสั่งซื้อ ตนทุนการสงซอ<br />
และขอมูล<br />
Asst. Prof. Dr. Taweesak Theppitak<br />
ตนทุนคาขนสง<br />
ตนทุนคาโกดัง<br />
47
Functions of Logistics System<br />
Asst. Prof. Dr. Taweesak Theppitak<br />
48
Logistics & Supply Chain Management<br />
ความสัมพันธในระบบสินคาทางธุรกิจ<br />
ระบบสินคาทางธุรกิจ<br />
การจัดการวัสดุ<br />
การกระจายสินคา<br />
ผขาย ผูขาย<br />
บริษัท<br />
ั<br />
(ระบบสินคาขาเขา) (ระบบสินคาขาออก<br />
ระบบสินคาขาออก)<br />
ลูกคา<br />
Asst. Prof. Dr. Taweesak Theppitak<br />
49
Logistics & Supply Chain Management<br />
การจัดการวัสดุ/วัตถุดิบ (Material Management หรือ Physical Supply) ประกอบดวย<br />
กิจกรรมตางๆดังนี้<br />
การจัดหา (Sourcing)<br />
การจัดซื้อ การจดซอ (Purchasing Management)<br />
การขนสงขาเขา (Inbound Transportation)<br />
การรับและการเก็บรักษาสินคา (Receiving & Storage)<br />
การจัดการสินคาวัตถุดิบคงคลัง (Raw Material Inventory Management)<br />
Asst. Prof. Dr. Taweesak Theppitak<br />
50
ุ<br />
Logistics & Supply Chain Management<br />
กิจกรรมการแจกจายสินคา ( Physical Distribution)<br />
• การประมวลคําสั่งซื้อ (Order Processing)<br />
• การจัดการสินคาคงคลัง ( Finished n i s h e dgoods inventory management)<br />
• คลังสินคา (Warehousing Management)<br />
• การเคลื่อนยายพัสดุ (Material Handling)<br />
• การบรรจุหีบหอ (Packaging)<br />
• การขนสงขาออก (Outbound Transportation)<br />
• การบริการลูกคา (Customer Service)<br />
Asst. Prof. Dr. Taweesak Theppitak<br />
51
Logistics & Supply Chain Management<br />
การจัดการวัสดุ/วัตถุดิบ (Material Management) ประกอบดวยวัสดุ<br />
ในภาวะเคลื่อนไหว<br />
ในภาวะเคลอนไหว<br />
( In Motion) และภาวะที่อยนิ่ง และภาวะทอยูนง (In Rest)<br />
กิจกรรมตางๆสําหรับการจัดการวัสดุ คือ<br />
การจัดหา (Sourcing)<br />
“กระบวนการและขั้นตอนที่บริษัทนํามาใชเพื่อจัดหาทรัพยากรตางๆ ที่จําเปนสําหรับการ<br />
ผลิตสินคา”<br />
การจัดหา จึงมีผลกระทบความมั่นใจดานแหลงจัดหา และตนทุนการผลิตและ<br />
คณภาพของผลิตภัณฑ<br />
คุณภาพของผลตภณฑ<br />
Asst. Prof. Dr. Taweesak Theppitak<br />
52
Logistics & Supply Chain Management<br />
การจัดซื้อ การจดซอ (Purchasing Management)<br />
จะพิจารณาที่มูลคาและประเภทของสินคา/วัตถุดิบ<br />
การจัดการโดยใชเทคนิค การจดการโดยใชเทคนค ABC Analysis<br />
A กลุมมูลคาสูง (80%ของสินคาคงคลัง) - ซื้อบอยและความถี่ในการสงมอบ<br />
B กลุมมูลคาระดับกลาง ู (15%) - ทุกสัปดาห<br />
C กลุมมูลคาระดับต่ํา (5%) - ทุกเดือน<br />
การจัดการแบบ Just-In-Time (JIT)<br />
Asst. Prof. Dr. Taweesak Theppitak<br />
53
Logistics & Supply Chain Management<br />
การขนสงขาเขา การขนสงขาเขา (Inbound Transportation)<br />
การขนสงแบบใดบางที่จะเขาถึงแหลงวัตถุดิบ<br />
ตนทนการขนสงที่เหมาะสม<br />
ตนทุนการขนสงทเหมาะสม<br />
ลักษณะของบริการที่ไดรับ<br />
Asst. Prof. Dr. Taweesak Theppitak<br />
54
Logistics & Supply Chain Management<br />
การรับและการเก็บรักษาสินคา การรบและการเกบรกษาสนคา (Receiving & Storage)<br />
การตรวจสอบสินคา ทั้งในดานปริมาณและคุณภาพ<br />
จัดเก็บในสถานที่เหมาะสม จดเกบในสถานทเหมาะสม ซึ่งจะตองพิจารณาปริมาณ<br />
ซงจะตองพจารณาปรมาณ<br />
และความถี่ของการใชงาน<br />
Asst. Prof. Dr. Taweesak Theppitak<br />
55
รูปแบบคลังพัสดุ<br />
ู<br />
ุ<br />
Asst. Prof. Dr. Taweesak Theppitak 56
สวนประกอบอะไหลรถยนต<br />
สวนประกอบอะไหลรถยนต<br />
Asst. Prof. Dr. Taweesak Theppitak 57
การจัดเก็บใน Rack<br />
Asst. Prof. Dr. Taweesak Theppitak 58
Logistics & Supply Chain Management<br />
การจัดการวัตถดิบคงคลัง การจดการวตถุดบคงคลง (Raw Material Inventory)<br />
การมี Inventory เพื่อใหการผลิตดําเนินการอยางตอเนื่อง<br />
Asst. Prof. Dr. Taweesak Theppitak<br />
59
Asst. Prof. Dr. Taweesak Theppitak 60
Asst. Prof. Dr. Taweesak Theppitak 61
Logistics & Supply Chain Management<br />
กจกรรมการแจกจายสนคา กิจกรรมการแจกจายสินคา ( Physical Distribution)<br />
เปนกระบวนการจัดการตั้งแตวัตถุดิบผลิตออกมาเปนสินคาสําเร็จรูป หีบหอ<br />
เพือการขนสง ื่ การเก็บรักษา ็ ั การเคลือนยาย ื่ ขนสง ประมวลผลการสังซือ<br />
่ ั<br />
ื้<br />
สินคาคงคลังและการสงมอบสินคา<br />
• การประมวลคําสั่งซื้อ (Order Processing)<br />
• กระบวนการในการสั่งซื้อ<br />
กระบวนการในการสงซอ<br />
• กระทําโดยผานระบบ IT ตางๆ เชน โทรศัพท อินเตอรเน็ต EDI เปนตน<br />
Asst. Prof. Dr. Taweesak Theppitak<br />
62
Supply Chain Management<br />
• การจัดการสินคาคงคลัง (Finished goods inventory management)<br />
• Inventory Management คือการเชื่อมโยงการวางแผนเขากับกับการปฏิบัติการ<br />
• การวางแผนความตองการสินคาที่จะเก็บสต็อก<br />
การวางแผนความตองการสนคาทจะเกบสตอก<br />
• การจัดการสงสินคาใหกับลูกคา<br />
• คลังสินคา เปนสถานที<br />
่จัดเก็บสินคากอนสงไปใหลูกคา โดยรวบรวมสินคา<br />
(Consolidation) จากโรงงานตางๆ เพื่อสงใหลูกคา<br />
• ศูนยกระจายสินคา (Distribution Center) ทําหนาที่เชนเดียวกับคลังสินคา เพียงแต<br />
เก็บรักษาในระยะสั้น<br />
เกบรกษาในระยะสน<br />
• Cross-dock<br />
Asst. Prof. Dr. Taweesak Theppitak<br />
63
่<br />
Logistics & Supply Chain Management<br />
• การเคลื่อนยายวัสดุ/สินคา<br />
สินคา (Material Handling)<br />
• เปนสวนหนึงของบรการคลงสนคา ึ่ ิ ั ิ ซึงเคลือนยายในระยะสน<br />
ึ่ ื่ ั้<br />
• เคลื่อนยายเขาคลัง เคลื่อนยายภายในคลังและออกจากคลังสินคา<br />
• ปจจัยหลักๆ ปจจยหลกๆ เชน เชน ความปลอดภัย ความปลอดภย ประสิทธิภาพ ประสทธภาพ และความเสียหายของสินคา และความเสยหายของสนคา ความรวดเร็ว ความรวดเรว<br />
ความถูกตอง ฯลฯ<br />
• การบรรจุหีบหอ ( Packaging)<br />
g)<br />
• มีความสําคัญดานคาใชจายและความปลอดภัยในตัวสินคา<br />
• ในทางวิชาการแลว คาใชจายการกําจัดวัสดุบรรจุภัณฑเปนภาระของผูซื้อสินคา สวน<br />
ประโยชนจะตกอยูทุกฝายที่เกี่ยวของกับระบบสินคาทางธุรกิจ<br />
่<br />
• การบรรจุหีบหอ แบงเปน<br />
• การบรรจหีบหอเพื่อการขาย การบรรจุหบหอเพอการขาย (Consumer Packaging) เปนเรื่องของการตลาด<br />
เปนเรองของการตลาด<br />
• การบรรจุหีบหอทางพาณิชย (Industrial Packaging) เปนเรื่องระบบโลจิสติกส<br />
• การปองกันความเสียหาย (Damage Protection) เชน Cartons, bags, barrels, bins, pallets<br />
• การบรรจุจะตองมีการสื่อสารและถายทอดขอมูล โดยผานเทคโนโลยี เชนระบุเลขหมาย<br />
สินคา (UPC – Universal Product Asst. Prof. Code)<br />
Dr. Taweesak Theppitak<br />
64
Logistics & Supply Chain Management<br />
• การขนสงขาออก การขนสงขาออก ( Outbound Transportation)<br />
• เปนจัดสงใหกับลูกคาโดยตรงหรือเก็บไวตามคลังสินคาหรือศูนยกระจายสินคา<br />
• วิธีการขนสงแบงออกไดเปน วธการขนสงแบงออกไดเปน 3 วิธีคือ วธคอ<br />
• บริษัทมียานพาหนะขนสงของตนเอง<br />
• บริษัทมีสัญญากับบริษัทขนสงเพื่อขนสงสินคาทั้งหมดใหกับบริษัท<br />
บรษทมสญญากบบรษทขนสงเพอขนสงสนคาทงหมดใหกบบรษท<br />
• ใชบริการขนสงสาธารณะ แลวแต Mode ของการขนสง<br />
• การบรการลูกคา ิ ( Customer Service)<br />
• ระบุประเภทของลูกคา เชนใครคือลูกคาของเรา ทั้งลูกคาภายในและลูกคา<br />
ภายนอก<br />
• เปาหมายของบริษัทคือ “ผลกําไร” แตเปาหมายของลูกคาคือ “ความพึงพอใจใน<br />
บริการ”<br />
Asst. Prof. Dr. Taweesak Theppitak<br />
65
ีี<br />
Logistics & Supply Chain Activities<br />
• เขาใจปจจัยทีมีผลตอการพัฒนาการจัดการหวงโซอุปทาน<br />
ใป ัั<br />
่ ี ั ั ป<br />
• สถานการณขององคกรในปจจุบัน<br />
ซับพลายเออรหรือผูจัดสงสินคา<br />
จัดหา<br />
จัดซื้อ ผลิต โลจิสติกส<br />
การตลาด<br />
ลูกคา<br />
Asst. Prof. Dr. Taweesak Theppitak<br />
66
Supply Chain Management<br />
• หวงโซอุปทานในอุดมคต<br />
หวงโซอปทานในอดมคติ<br />
• Integrated/ Virtual Supply Chain<br />
ซับพลายเออรหรือผูจัดสงสินคา<br />
จัดหา<br />
จัดซื้อ ผลิต โลจิสติกส<br />
ลูกคา<br />
การตลาด<br />
Asst. Prof. Dr. Taweesak Theppitak<br />
67
Logistics & Supply Chain Management<br />
• หวงโซอุปทานในรูปแบบของทอนา<br />
หวงโซอปทานในรปแบบของทอน้ํา<br />
ซับพลายเออร จัดหา จัดซื้อ ผลิต โลจิสติกส การตลาด ลูกคา<br />
Asst. Prof. Dr. Taweesak Theppitak<br />
68
Logistics & Supply Chain Management<br />
Question????????<br />
or<br />
Comment!!!!!!!!<br />
Asst. Prof. Dr. Taweesak Theppitak<br />
69
Logistics & Supply<br />
Chain Strategy and<br />
Management<br />
Asst. Prof. Dr. Taweesak Theppitak<br />
70
ขอบเขตการบรรยาย<br />
Logistics & Supply Chain<br />
Strategy & Management<br />
• สรปภาพรวมของโลจิสติกสและซัพพลายเชน<br />
สรุปภาพรวมของโลจสตกสและซพพลายเชน<br />
• บทบาทและความรับผิดชอบของ Logistics Manager<br />
• ประเดนหลกๆทกระทบตอการดาเนนธุรกจและการนาเอาการจดการ<br />
็ ั ี่ ํ ิ ิ ํ ั<br />
โลจิสติกสมาใช<br />
• ปญหาเกียวกับประเด็นโลจิสติกสทีมักจะพบในองคกร<br />
่่ ่ <br />
• เปาหมายหลักในการจัดการโลจิสติกสและซัพพลายเชน<br />
• การออกแบบและการนําเอากลยุทธโลจิสติกสมาใชในองคกร<br />
• ตวอยางของกลยุทธและการจดการโลจสตกสทมการนามาใชบอยๆ<br />
ตัวอยางของกลยทธและการจัดการโลจิสติกสที่มีการนํามาใชบอยๆ<br />
Asst. Prof. Dr. Taweesak Theppitak<br />
71
Logistics & Supply Chain Management<br />
สรุปภาพรวมของหวงโซอุปทาน (Supply Chain)<br />
• The management of upstream and downstream relationship with suppliers<br />
and customers to deliver superior customer value at less cost to the supply<br />
chain as a whole. (Christopher M. 1998)<br />
• เปนกระบวนการหรือขั้นตอนที่จะประสานและเชื่อมโยงกิจกรรมตางๆตลอด<br />
หวงโซอปทานอยางมีประสิทธิภาพและประสิทธิผล<br />
หวงโซอุปทานอยางมประสทธภาพและประสทธผลโดยมเปาหมายเพอสราง<br />
อยางมีประสิทธิภาพและประสิทธิผลโดยมีเปาหมายเพื่อสราง<br />
มูลคาเพิ่มและa a Bundle of Benefit ใหกับผูเกี่ยวของตลอดหวงโซอุปทาน<br />
( Theppitak, 2003)<br />
Asst. Prof. Dr. Taweesak Theppitak<br />
72
ั<br />
่<br />
ุ<br />
Logistics & Supply Chain Management<br />
ความหมายของ Logistics Management<br />
“ การเคลอนยาย ื่ หรอการไหล ื ( Flow) ) ของวตถุดบ ัั ิ ิ ขอมูลตงแตเปน<br />
ั้ ป<br />
วัตถุดิบจนเปนสินคาสําเร็จรูปจากตนทางจนถึงปลายทางผูบริโภค<br />
โดยมีการประสานแตละขั้นตอนการดําเนินงาน”<br />
ดังนันโลจิสติกสจะเปนสวนหนึงของหวงโซอุปทาน<br />
ั ั้ ิ ิ ึ<br />
โ ป<br />
บทบาทของนักโลจิสติกส คือ “การวางแผน การปฏิบัติและการควบคุม<br />
วัตถุดิบสินคาหรือขอมูลตางๆใหไหลไดอยางมีประสิทธิภาพและ<br />
ประสิทธิผล”<br />
ิ ิ<br />
Asst. Prof. Dr. Taweesak Theppitak<br />
73
แนวโนมใหมๆของโลกที่กําลังเปลี่ยนไปซึ่งเกี่ยวกับ<br />
การพัฒนาการจัดการโลจิสติกสและซัพพลายเชน<br />
The 5 emergence of fundamental themes:<br />
• The customer orientation<br />
• The decline of mass production<br />
• Small inventories<br />
i<br />
• Development of electronic commerce<br />
• Smaller organisations<br />
Asst. Prof. Dr. Taweesak Theppitak<br />
74
Who’s logistics manager???<br />
Or Chief Logistics Officer (CLO)<br />
What ’s thier role and jobs?<br />
Asst. Prof. Dr. Taweesak Theppitak<br />
75
ความรับผิดชอบของผูบริหาร Logistics<br />
Purchasing<br />
9%<br />
Product Plan<br />
8%<br />
Forecast<br />
6%<br />
Warehousing<br />
19%<br />
Packaging<br />
10%<br />
Order Admin<br />
13%<br />
Inventory<br />
16%<br />
Transport<br />
19%<br />
Source: Council of Logistics Management - USA<br />
Asst. Prof. Dr. Taweesak Theppitak 76
7R for Logistics Managers<br />
• 7Rs<br />
– Managing Right Materials in Right<br />
Quantity, for delivery at the Right Time<br />
and Right Place, from the Right Source,<br />
with the Right Service, and at the Right<br />
Pi Price to customers<br />
Asst. Prof. Dr. Taweesak Theppitak 77
เปาหมายของการจัดการโลจิสติกสและซัพพลายเชน<br />
การลดตนทุน<br />
การลดตนทน<br />
และ<br />
การเพมความพงพอใจ<br />
การเพิ่มความพึงพอใจ<br />
Asst. Prof. Dr. Taweesak Theppitak<br />
78
ู<br />
ประเด็นหลักที่มีผลกระทบตอการดําเนินธุรกิจและกระตุนใหมี<br />
การพัฒนากลยุทธโลจิสติกสและซัพพลายเชน<br />
• การแขงขันที่รุนแรง (Intense Competition)<br />
• การกลายเปนโลกาภวตน ป ิ ั ( Globalisation)<br />
li i • ความไมแนนอน (Uncertainty)<br />
• การขาดความไวใจซึ่งกันและกัน (Trust)<br />
• การขาดการประสานและความรวมมือกัน ืื ัั<br />
(Coordination & Cooperation)<br />
• ไมมีการแชรหรือแบงปนขอมูลซึ่งกันและกัน (Share common<br />
information)<br />
Asst. Prof. Dr. Taweesak Theppitak<br />
79
ัั<br />
ปญหาทัวๆไปทีเกียวของกับ<br />
่ ี่ ี่ ั<br />
โลจิสติกสและซัพพลายเชน<br />
Asst. Prof. Dr. Taweesak Theppitak<br />
80
ปญหาที่เกิดขึ้น<br />
• ไมมีสินคาใหลกคาเมื่อตองการ<br />
ไมมสนคาใหลูกคาเมอตองการ<br />
• ลูกคาที่อยูตางถิ่น ู อยากไดสินคา แตไมรูจะติดตอใคร ู<br />
• สงมอบของผิดพลาด เสียหาย ไมทันตามกําหนด<br />
• ขันตอนการติดตอซือขายยุงยาก ั้ิ ้ื<br />
เสียเวลา ี<br />
• มีสินคาคงคลังจํานวนมาก<br />
มสนคาคงคลงจานวนมาก<br />
• พื้นที่จัดเก็บในคลังสินคาไมพอ<br />
• ฯลฯ<br />
Asst. Prof. Dr. Taweesak Theppitak 81
ื<br />
A<br />
สินคาคงคลัง<br />
B<br />
ความตองการที่ ความตองการท การพยากรณ<br />
เปลี่ยนแปลงรวดเร็วมาก ที่ไมถูกตอง<br />
ความไมนาเชื่อ<br />
ถือของผูจัดหา ั<br />
สินคา<br />
ปญหาเกี่ยวกับ ปญหาเกยวกบ<br />
ปญหาคอขวด<br />
คุณภาพ<br />
รูปที่ 1 ปญหาตางๆที่องคกรมักมองไมเห็นที่เกิดขึ้นจากสินคาคงคลัง<br />
Asst. Prof. Dr. Taweesak Theppitak<br />
82
Logistics Management<br />
Asst. Prof. Dr. Taweesak Theppitak 83
Asst. Prof. Dr. Taweesak Theppitak<br />
84
แนวทางในการจัดการปญหาทางโลจิสติกส<br />
Asst. Prof. Dr. Taweesak Theppitak<br />
85
การเพิ่มระดับการใหบริการ - การลดตนทุน<br />
พัฒนากลยุทธการใหบริการลูกคา<br />
ลดความความนาจะเปนที่สินคาจะขาดมือ<br />
ลดระยะเวลานําสงสินคา<br />
ใชพืนทีขายใหเกิดประโยชนสูงสุดและสราง<br />
ื้ ี่ ใ ิ <br />
ความดึงดดลกคา ความดงดูดลูกคา<br />
Asst. Prof. Dr. Taweesak Theppitak 86
ความตองการเพิ่มกําไร ความตองการเพมกาไร - ลดตนทน ลดตนทุน<br />
ลดสินคาคงคลังและกิจกรรมที่ไมเกิดประโยชน<br />
ขจัดปญหาคอขวดและความลาชาในการจัดสง<br />
กําหนดจํานวน กาหนดจานวน / ที่ตั้ง ทตง / ขีดความสามารถของโรงพัก<br />
ขดความสามารถของโรงพก<br />
สินคาใหเหมาะสม<br />
ใชการสั่งซื้อวัตถุดิบคราวละมาก ๆ เพื่อไดสวนลด<br />
ใชอุปกรณ / ยานพาหนะใหเกิดประโยชนสูงสุด<br />
ลดตนทนโดยรวมของธรกิจ<br />
ลดตนทุนโดยรวมของธุรกจ<br />
Asst. Prof. Dr. Taweesak Theppitak 87
Logistics Strategy &<br />
Management<br />
How we solve these problems??, or<br />
How we can define strategies to manage to<br />
the circumstances?? and<br />
How we can gain competitive advantage??<br />
Asst. Prof. Dr. Taweesak Theppitak<br />
88
Logistics & Supply Chain Management<br />
ความไดเปรยบในเชงการแขงขน ความไดเปรียบในเชิงการแขงขัน ( Competitive Advantage)<br />
เวลา<br />
(Time)<br />
ตนทุน<br />
(Cost)<br />
คุณภาพ<br />
(Quality)<br />
ความพึงพอใจของลูกคา<br />
ความไดเปรียบในเชิงการแขงขัน<br />
(Competitive Advantage)<br />
ความยืดหยุน<br />
(Flexibility) สถานที่<br />
(Place)<br />
Asst. Prof. Dr. Taweesak Theppitak<br />
89
Concept of Trade-Off<br />
Before<br />
Trade Off<br />
After<br />
Inventory Cost<br />
Reduction<br />
Transportation<br />
Cost (Sea)<br />
Packaging<br />
Transportation<br />
Cost (Air)<br />
Storage Facilities<br />
Communications<br />
Asst. Prof. Dr. Taweesak Theppitak 90
ั<br />
<br />
<br />
<br />
การออกแบบและการนําเอากลยุทธดานโลจิ<br />
สติกสมาใช<br />
ในบทนี้จะกลาวถึงการนําเอากลยทธโลจิสติกเขามาใชในสองสวน<br />
ในบทนจะกลาวถงการนาเอากลยุทธโลจสตกเขามาใชในสองสวน<br />
1. เปลี่ยนแนวคิดขององคกร<br />
2. นําเทคนิคการจัดการโลจิสติกสเขามาใช<br />
ระบบ<br />
(System)<br />
โครงสราง<br />
(Structure)<br />
องคกร<br />
กระบวนการจัดการ<br />
(Process)<br />
วฒนธรรมองคกร<br />
(Culture)<br />
Asst. Prof. Dr. Taweesak Theppitak<br />
91
ู<br />
ู<br />
การออกแบบและการนาเอากลยุทธดานโลจสตกสมาใช<br />
ํ ิ ิ <br />
Changing conceptual model of new organisaiton as;<br />
• From Functions to Processes<br />
• From Profit to Performance<br />
• From Products to Customers<br />
• From Inventory to Information<br />
• From Transactions to Relationships<br />
• เปลี่ยนวัฒนธรรมองคกรใหอยูในรูปแบบ ู Servicing based on culture<br />
Asst. Prof. Dr. Taweesak Theppitak<br />
92
หัวใจของระบบโลจิสติกสและหวงโซอุปทาน<br />
Inventory<br />
Information<br />
Transport<br />
Inventory Transport<br />
Information<br />
Asst. Prof. Dr. Taweesak Theppitak 93
ประเด็นที่นาสนใจ:<br />
ปจจัยที่มีผลกระทบตอ Logistics<br />
•การขนสง<br />
•การกระจายสินคา<br />
•การคลังสินคา<br />
•สินคาคงคลัง<br />
• การแบงปนขอมูลของผูที่เกี่ยวของ<br />
Asst. Prof. Dr. Taweesak Theppitak 94
ต.ย. ประเด็นเกี่ยวกับ Procurement ที่อยูใน<br />
ความสนใจและผลกระทบตอการลดตนทุน<br />
• Increased Outsourcing<br />
• Global Sourcing<br />
• JIT Purchasing<br />
• Green Supply Management<br />
Asst. Prof. Dr. Taweesak Theppitak<br />
95
Logistics & Supply Chain Strategy t & Management<br />
เทคนคและกลยุทธโลจสตกสและหวงโซอุปทานทนยมใชบอยๆ<br />
เทคนิคและกลยทธโลจิสติกสและหวงโซอปทานที่นิยมใชบอยๆ<br />
•<br />
Just-In-Time; (JIT)<br />
• Postponement<br />
• Third Party Providers (3<br />
rd Logistics Providers)<br />
• Efficient Consumer Response; ECR (QR)<br />
• E – Supply Chain<br />
• Supplier Development Programme<br />
• Benchmarking<br />
Asst. Prof. Dr. Taweesak Theppitak<br />
96
• What is JIT?<br />
Just In Time; JIT<br />
• Its objectives are to provide materials to production as they are<br />
required for use.<br />
• Key of JIT is: eliminating inbound inspection, establishing close<br />
relationship for coordination and problem solving, deliver on time in<br />
small quantities and arrive at an equitable price.<br />
• Limitation of JIT: demand is stable, accurately demand forecasting, JIT<br />
pushes inventory back to suppliers, geographical g location.<br />
Asst. Prof. Dr. Taweesak Theppitak<br />
97
่<br />
Logistics & Supply Chain Management<br />
Postponement<br />
Supply push<br />
วัตถุดิบ<br />
สินคากึง<br />
สําเร็จรูป<br />
สินคา สนคา<br />
สําเร็จรูป<br />
Demand Pull<br />
ชาๆไดพราเลมงาม<br />
• ลดความเสียง ีี่ ลดการพึงพาการคาดคะเน<br />
ึ่<br />
• ลดประเภทและจํานวนสต็อกที่ตองเก็บ<br />
• สามารถตอบสนองลูกคาไดดีขึ้นเพราะผลิตสินคาตรงตามความตองการ<br />
ของลูกคาในตนทุนทตา ของลกคาในตนทนที่ต่ํา ( Mass Customization)<br />
ti Asst. Prof. Dr. Taweesak Theppitak<br />
98
3 rd Party Logistics Service Provider/ Outsourcing<br />
• What about 1 st or 2 nd party logistics parties?<br />
• The issues behind this concept:<br />
– Focusing on core competence of organisation<br />
– Reducing costs<br />
– Releasing capital<br />
– increasing flexibility<br />
– improve service levelel<br />
Asst. Prof. Dr. Taweesak Theppitak<br />
99
3 rd Party Logistics Service Provider<br />
• What is meaning of 3 rd party logistics provider?<br />
• Activities iti carried id out by logistics provider on behalf of a shipper<br />
and consist of at least mgt. and execution of transport and warehousing<br />
(Berglund et al. 1999)<br />
• “...involves outsourcing logistics activities that have traditionally been<br />
performed within an organisation. The functions performed by 3 rd<br />
party can encompass the entire logistics process, or more commonly,<br />
selected activities within the process” (Lieb & Randall, 1996)<br />
Asst. Prof. Dr. Taweesak Theppitak<br />
100
Relationship between Shippers & Logistics Service Providers<br />
Degree of Integration<br />
4 th Party<br />
Logistics (FPL)<br />
Market<br />
Transaction<br />
Outsourcing of<br />
Transport &<br />
Warehousing<br />
3 rd Party<br />
Logistics (TPL)<br />
Degree of asset Specity<br />
Asst. Prof. Dr. Taweesak Theppitak<br />
101
ิ<br />
ี<br />
ู<br />
ู<br />
้<br />
3 rd Party Logistics Service Provider<br />
สรุป<br />
• TPL เปนการ Outsource กิจกรรมทีไมใช ่ไี<br />
<br />
Core Competence<br />
• ประเด็นหลักๆของการOutsourcing<br />
g อยูที่ระดับของการบูรณาการและ<br />
ู<br />
ระดับของการลงทุนในสินทรัพยตางๆ<br />
• 4 th<br />
PL เปนระดับสูงสุดของความรวมมือและการบูรณาการทัง Scope of<br />
th PL<br />
Services และ Strategic Importance (Day 2000)<br />
Asst. Prof. Dr. Taweesak Theppitak<br />
102
การตอบสนองผูบริโภคอยางมีประสิทธิภาพ<br />
(Efficient Consumer Response; ECR)<br />
1. การนําเอา EDI มาใชอยางกวางขวาง<br />
2. Category Management<br />
3. การนําขอมล การนาขอมูล POS (Point Of Sales) มาใชเพมมากขน มาใชเพิ่มมากขึ้น<br />
4. Partnership หรือจัดใหมีความรวมมือและความสัมพันธทามกลาง<br />
หุ<br />
นสวนเพิมมากขึน<br />
ิ่ ึ้<br />
5. Continuous Replenishment<br />
6. Flow-Through Distribution<br />
Asst. Prof. Dr. Taweesak Theppitak<br />
103
Logistics & Supply Chain Management<br />
E – Supply Chain Management<br />
• รูปแบบใหมทเกดขนโดยการวจยรวมกนของกลุมอาสาสมครจากบรษทคาปลก รปแบบใหมที่เกิดขึ้นโดยการวิจัยรวมกันของกลมอาสาสมัครจากบริษัทคาปลีก คา<br />
คา<br />
สง โรงงานผลิต และกลุมเจาของเทคโนโลยีสื่อสารคอมพิวเตอรทั้ง<br />
Hardware & Software ในสหรฐอเมรกา ในสหรัฐอเมริกา เพื่อหาวิธีการใหมในการ<br />
เพอหาวธการใหมในการ<br />
บริหาร 3 เรื่องหลักๆรวมกัน<br />
1. วางแผนรวมกันในการบริหาร<br />
2. สรางรูปแบบการพยากรณลวงหนา (Demand Forecast) ความตองการสินคา<br />
ของผบริโภครวมกัน ของผูบรโภครวมกน (Collaborative Forecast)<br />
3. การจัดเติมสินคาอยางตอเนื่องอัตโนมัติใหกันและกันบนสื่อคอมพิวเตอรที่ใหมและดีกวา<br />
เกาโดยอาศัย เกาโดยอาศย Web Base B2B E-Commerce<br />
Asst. Prof. Dr. Taweesak Theppitak<br />
104
“E” Terminology<br />
E-Business<br />
Generic term for<br />
business handled<br />
via the internet<br />
E-Logistics<br />
The physical movement of<br />
goods controlled in the<br />
internet<br />
E-Commerce<br />
Marketing & sales of<br />
products & services<br />
via the internet<br />
E-Procurement<br />
Procurement of goods<br />
That are ready for use<br />
Via the internet<br />
E-Fulfillment<br />
The entire processing chain<br />
Of an order placed via<br />
the internet up to complete<br />
customer satisfaction<br />
B2B<br />
Virtual marketplace<br />
Between business partners<br />
B2C<br />
Virtual sales platform<br />
Between companies &<br />
idiid individual customers<br />
Source: UN 2004<br />
B2E<br />
Electronic communication<br />
within a company<br />
Asst. Prof. Dr. Taweesak Theppitak<br />
C2C<br />
Virtual trade between<br />
Private individuals<br />
105
Benchmarking<br />
• Benchmarking เปนขบวนการในการวด เปนขบวนการในการวัด ประเมนและเปรยบเทยบผลท<br />
ประเมินและเปรียบเทียบผลที่<br />
ไดรับและนําไปสูการปรับปรุงอยางตอเนื่อง (ทวีศักดิ์<br />
2546)<br />
• การ Benchmarking มีวัตถุประสงค 5 ประการหลักคือ<br />
– Strategy –short & long-term planning<br />
– Forecasting – Predicting trends in specific areas<br />
– New idea<br />
– Process comparison<br />
– Setting objectives and targets based on best practice.<br />
Asst. Prof. Dr. Taweesak Theppitak<br />
106
Benchmarking<br />
เมื่อตองการ เมอตองการ Benchmarking คณควรจะตองตั้งคําถามดังนี้<br />
คุณควรจะตองตงคาถามดงน<br />
• Which processes and entities in the supply chain are of strategic<br />
importance;<br />
• Which processes and entities in the supply chain have a high relative<br />
impact on the business;<br />
• Where there is a choice between “make” or “ buy”;<br />
• Where there is internal readiness to change.<br />
Asst. Prof. Dr. Taweesak Theppitak<br />
107
Benchmarking<br />
การตงลาดบกอนหลงเมอตองการ การตั้งลําดับกอนหลังเมื่อตองการ Benchmarking<br />
Strategic<br />
Importance<br />
Relative Impact on<br />
Business economics<br />
Benchmark<br />
Priorities<br />
Organisational<br />
readiness<br />
Make versus Buy<br />
Economics<br />
Asst. Prof. Dr. Taweesak Theppitak<br />
108
Logistics & Supply Chain Strategy t & Management<br />
Everyone must learn following subjects:<br />
• Integration of the business process with your business partners<br />
• Increasing people communication (The people process) and technological solution<br />
(Extranet)<br />
• The two important end of supply chain is:<br />
– e-Procurement (e.g. GM)<br />
– e-Sales (Amazon.com, Officemate)<br />
• The change management program with quick wins & benefit<br />
• Partner Relationship Management as the business model for e-PRM<br />
(Collaborative Forecasting & Replenishment Commerce)<br />
Asst. Prof. Dr. Taweesak Theppitak<br />
109
่<br />
่<br />
Logistics & Supply Chain Management<br />
การจดการหวงโซอุปทานใหมประสทธภาพและประสทธผลตองม<br />
ั ีป ิ ิ ป ิ ิ ี<br />
• เขาใจความหมายและหลักการของหวงโซอุปทาน<br />
• มีวินัยในการวางแผนและการบริหารตารางกิจกรรมตางๆ<br />
• มีระดับของการสื่อสารและการเชื่อมโยงของแผนและขอมลตางๆ<br />
มระดบของการสอสารและการเชอมโยงของแผนและขอมูลตางๆ<br />
ระหวางหุนสวนที่ดีเยี่ยม<br />
• มีวิสัยทัศน (Logistics Vision) ที<br />
่มุงที<br />
่จะลดตนทุนและยกระดับความพึง<br />
พอใจของลูกคา<br />
พอใจของลกคา<br />
• รูวาจะบริหารและจัดการโลจิสติกสใหเหมาะสมและสอดคลองกับ<br />
สิงแวดลอมธุรกิจ ิ่ิ่ิ<br />
ิ<br />
Asst. Prof. Dr. Taweesak Theppitak<br />
110
Logistics & Supply Chain Management<br />
การจดการหวงโซอุปทานใหมประสทธภาพและประสทธผลตองม<br />
การจัดการหวงโซอปทานใหมีประสิทธิภาพและประสิทธิผลตองมี<br />
• การใชและการพัฒนาเทคโนโลยี<br />
• การพัฒนาความรวมมือระหวางกันตลอดหวงโซ<br />
• การสรางวัฒนธรรมทีเนน ัั ี่ ี<br />
Serviced and Integrated Business Mind<br />
Asst. Prof. Dr. Taweesak Theppitak<br />
111
Logistics & SCM Strategy &<br />
Management<br />
CRM<br />
SCM<br />
Customer<br />
IT<br />
Logistics<br />
Asst. Prof. Dr. Taweesak Theppitak<br />
112
Logistics & Supply Chain<br />
Strategy and Management<br />
คาถาม????????<br />
คําถาม????????<br />
หรือ<br />
ขอเสนอแนะ!!!!!!!!<br />
Asst. Prof. Dr. Taweesak Theppitak<br />
113
Asst. Prof. Dr. Taweesak Theppitak 114
Case Study for Post Office<br />
• อะไรคือผลิตภัณฑ (Product)<br />
ของบริษัทไปรษณียไทย<br />
• สมมุติวาทานเปน CEO ทีกําลังเขามารับงานใหม ี่ ี<br />
ใหทาน<br />
<br />
กาหนดวสยทศน ํ ิสั ัศ และกลยุทธของบรษทไปรษณยไทยยุค<br />
ิ ั ี ไ<br />
ใหม<br />
Asst. Prof. Dr. Taweesak Theppitak<br />
115
Integrated International Supply Chain<br />
Management<br />
Introduction to Integrated International Supply Chain<br />
Management<br />
Master of Science<br />
Transport & Logistics Management
Objectives<br />
• to explain a terminology and definition of logistics and<br />
supply chain and international trade.<br />
• to examine key components of supply chain process in<br />
international perspective.<br />
• to examine contemporary issues related to international<br />
logistics management.
Assessment Methods<br />
◦ Assignment No. 1 15 คะแนน<br />
◦ Assignment No. 2 25 คะแนน<br />
◦ Class Discussion 30 คะแนน<br />
◦ Class Attendance 5 คะแนน<br />
◦ Site Visiting 15 คะแนน<br />
◦ Final Examination 40 คะแนน<br />
140 คะแนน
Texts, Books and Materials<br />
• Schary, P.B. & Skjott-Larsen, T. 2001, “Managing the Global Supply<br />
Chain”, ” 2 nd edn., Copenhagen Business School Press, Denmark/USA.<br />
• Dornier, P.P., Ernst, R., Fender, M. & Kouvelis, 1998, “Global<br />
Operations & Logistics: Text and Cases”, John Wiley & Sons, Inc., NJ,<br />
USA.<br />
• Taweesak Theppitak, 2005, Logistics Management, Expertnet<br />
Publishing, Thailand.<br />
• Taweesak Theppitak, 2005, Logistics & Supply Chain Management,<br />
Expertnet Publishing, Thailand.<br />
• Bloomberg J.D., Lemay S. & Hanna J.B. “Logistics” , Upper Saddle<br />
River, New Jersey, USA.
Introduction to the Supply Chain
Texts, Books and Materials<br />
•Introduce value chain concept as a tool for<br />
analysing supply ppy chain.<br />
•Describe differences between supply<br />
chain, value chain and commodity chain.<br />
•Discuss issues in global logistics and<br />
supply chain environments.<br />
•Case studies.
Introduction to the Supply Chain<br />
Introduction to the concept<br />
•Value Chain is a framework to add value<br />
to the output of the firm<br />
Supporting Activities<br />
Firm Infrastructure<br />
HRM<br />
Technology Development<br />
Procurement<br />
Margin<br />
Inbound<br />
Logistics<br />
Operations<br />
Outbound<br />
Logistics<br />
Marketing<br />
&<br />
Sales<br />
After<br />
Sales<br />
services<br />
Margin<br />
Primary Activities
What is a Value Chain?<br />
•A A value chain is a sequence of<br />
business functions in which utility<br />
(usefulness) is added to products or<br />
services as they move from supplier<br />
to end customer<br />
•Value auechains saeote are often viewed edlike ea<br />
river--upstream and downstream<br />
• NOTE: Value Chain discussion draws heavily from Michael<br />
Porter, Competitive Advantage--Creating and Sustaining<br />
Superior Performance
Primary and Support Activities<br />
•Primary Activities<br />
Inbound logistics<br />
•Includes activities associated with<br />
receiving, storing, and disseminating<br />
inputs to support the product or service,<br />
including transportation, material handling,<br />
warehousing, inventory control, vehicle<br />
scheduling, and returns to suppliers
Primary and Support Activities<br />
•Primary i Activities<br />
iti<br />
Operations<br />
•Activities associated with transforming<br />
inputs into final form, such as machining,<br />
packaging, assembly, equipment<br />
maintenance, testing, printing, and facility<br />
operations
Primary and Support Activities<br />
•Primary Activities<br />
Outbound logistics<br />
◦Includes l d activities iti associated with physically<br />
collecting, storing, and distributing a<br />
product or service to customers, such as<br />
finished goods warehousing, material<br />
handling, delivery, order processing, and<br />
scheduling
Primary and Support Activities<br />
• Primary Activities<br />
Marketing and Sales<br />
◦Includes activities associated with providing<br />
a means to which buyers can purchase the<br />
product and inducing them to do so, such<br />
as advertising, promotion, sales force<br />
efforts, job quoting, channel selection,<br />
channel relations, and pricing
Primary and Support Activities<br />
•Primary Activities<br />
Service<br />
•Includes activities associated with<br />
providing service to enhance or<br />
maintain the value of the product, such<br />
as installation, repair, training, parts<br />
supply, and product adjustment<br />
t
Primary and Support Activities<br />
•Primary Activities<br />
•In any firm, all the categories of primary<br />
activities iti are present to some degree<br />
and play some role.<br />
•Key primary activities often differ from<br />
industry to industry.
Primary and Support Activities<br />
• Support Activities<br />
Firm infrastructure<br />
•It does not mean building, or infrastructure, but means<br />
a unit which generates useful information for decision<br />
making and operations including accounting, finance,<br />
law department.<br />
•Consists of a number of activities, including general<br />
management, planning, government affairs, finance,<br />
accounting, legal, and quality management<br />
•While firm infrastructure is sometimes viewed as<br />
overhead, it can be a powerful source of competitive<br />
advantage.
Primary and Support Activities<br />
•Support Activities<br />
Human resource management<br />
•Consists of activities involved in<br />
recruiting, hiring, training, developing,<br />
and compensating all types of<br />
personnel
Primary and Support Activities<br />
• Support Activities<br />
Technology Development<br />
•Includes activities typically associated with MIS,<br />
engineering, and R&D and involve activities that<br />
seek to improve product and processes.<br />
•New product and process development<br />
are primary concerns of technology<br />
development support activities
Primary and Support Activities<br />
•Support Activities<br />
◦Procurement<br />
• Involves activities associated with<br />
identifying, evaluating, selecting,<br />
managing, and developing sources of<br />
supply
Primary and Support Activities<br />
•Support Activities<br />
◦Procurement<br />
• Though purchased inputs are<br />
commonly associated with primary<br />
activities, purchased inputs are<br />
present in every value activity,<br />
including support activities.
Primary and Support Activities<br />
•Support Activities<br />
-Procurement<br />
• Examples:<br />
• Supplies<br />
• Travel services<br />
• Media
What is Value Chain Integration?<br />
•Value chain integration involves<br />
bringing together different groups,<br />
functions, or organizations, either<br />
formally or informally, physically or<br />
by information technology, to work<br />
jointly and often concurrently on a<br />
common business-related<br />
assignment purpose.
Horizontal Integration Across the Value Chain<br />
•Examples of how firms integrate<br />
across the value chain--<br />
◦Committees/groups/teams<br />
/ /t<br />
◦Shared and linked information systems<br />
◦Integrated performance<br />
goals/objectives/measures<br />
◦Strategy development process.
Value Chain Management Issues<br />
•Configuration: where to build factories<br />
◦Independent p plants supplying ppy to local markets<br />
◦Network of plants supplying to specific region<br />
◦Centralized manufacturing, supplying to the<br />
whole world
Value Chain Management Issues<br />
•Compatibility: with competitive strategy<br />
(Multi-domestic vs. global)<br />
•Coordination: making logistics, channel<br />
management and CRM work together<br />
•Control: centralized, decentralized, and<br />
knowledge acquisition and dissemination
Value Chain Decision Constraints<br />
•Customer characteristics<br />
•Product characteristics<br />
•Channel characteristics<br />
•Environmental E i t l characteristics<br />
ti
Fig. 1 Current business framework<br />
Product Development<br />
Customer Relations<br />
Supply Chain Mgt.<br />
Product<br />
Supply Chain<br />
Development<br />
Mgt<br />
Logistics<br />
Customer<br />
Relations
Introduction to the Supply Chain<br />
Mannheim et al. (1994) explain in 3 parallel<br />
l<br />
flows:<br />
• Product development – the process is the core<br />
of the firm determining what it produces & how it<br />
chooses to compete in the marketplace.<br />
• Customer relations – This flow encompasses the<br />
activities iti related to the market: 4Ps.<br />
• The supply chain – The flow is the activities<br />
involving i the organisation & flow of physical to<br />
produce & deliver the product to end customer.
Commodity chain<br />
• Commodity chain is series of independent<br />
enterprises and internal organisational units,<br />
with individual transactions determined by the<br />
market, without overall direction by a single<br />
dominant firm.<br />
• The weaknesses of the commodity chain are:<br />
◦It required firms to duplicated their activities at each<br />
stage in the process, principally inventory;<br />
◦ the system could not respond rapidly to change, other<br />
than through the price mechanism.<br />
• It proved to be inadequate in meeting the<br />
demands of a modern, technologically oriented<br />
global society.
Introduction to the Supply Chain<br />
Definitions of Supply Chain<br />
• A coordination of a company’s activities (both<br />
internal and external), with objective is to develop<br />
and improve long-term performance of the<br />
company and its partners through the chain.<br />
(Shapiro, 2001)<br />
• The management of upstream and downstream<br />
relationship with suppliers and customers to deliver<br />
superior customer value at less cost to the supply<br />
chain as a whole. (Christopher M. 1998)<br />
• “An integrative approach to manage the total flow<br />
of a distribution channel from the supplier to the<br />
ultimate user” (Cooper & Ellram, 1993)
Introduction to the Supply Chain<br />
Definitions of SC<br />
• The processes which are effectively and<br />
efficiently coordinating and linking activities<br />
with the purpose is to create and add a bundle<br />
of benefit and value to stakeholders through<br />
the chain (Theppitak, 2003)<br />
• Distribution channel includes connection or<br />
linking by a common process to stakeholders<br />
• Integration means the coordination of a network<br />
of separate operations to achieve common<br />
objectives in physical & information flow.
Who is stakeholders in supply chain
Introduction to the Supply Chain<br />
The customer orientation<br />
•Push orientation – product & materials<br />
move towards the final market, driven by<br />
forecast demand.<br />
•Pull orientation – SC originates with<br />
customer & decisions flow backward<br />
through the supply.
Fig. 2 The Tools of logistics<br />
Transportation<br />
Inventory<br />
Information<br />
Transport<br />
Inventory<br />
Information
Introduction to the Supply Chain<br />
• Logistics interacts t with every area of the firm.<br />
Product<br />
Design<br />
Procurement Production Marketing Finace Transport<br />
Product Flow<br />
•Fig.<br />
3 Product flow in logistics
Introduction to the Supply Chain<br />
•Fig. 4 Logistics i and the supply chain<br />
Logistics boundaries<br />
Supplier<br />
Firm<br />
Customer<br />
Transport Inventory Scheduling Information<br />
Supply Chain Boundary<br />
Supplier<br />
Firm<br />
Customer
The characteristics of the Supply Chain<br />
• The SC is a complete process for providing goods & services to final<br />
users.<br />
• Stakeholders include all parties: logistics operations from initial material<br />
supplier to final user.<br />
• Management extends across organisational boundaries to include<br />
planning & control over operations of other organisational units.<br />
• A common information system accessible to all members makes<br />
coordination possible between organisations.<br />
• Members achieve their own individual objectives through the<br />
performance of the SC as a whole.<br />
• The SC may also share members with other supply chains.
Understanding the global supply chain<br />
•Understanding the SC is prerequisite to<br />
managing g it. The 3 tasks cover:<br />
1. To develop a framework for analysis<br />
2. To recognise the systemic nature of the SC;<br />
3. Identify the processes that are involved.
The framework of the Supply Chain<br />
• Fig. 5 The framework of the supply chain<br />
Core operations<br />
Supply Chain<br />
Management<br />
Corporate<br />
Management<br />
Environment<br />
Processes<br />
Activities<br />
Demand<br />
Distribution<br />
Production<br />
Procurement<br />
Product<br />
Organizations
The SC is both a network & a system<br />
•The network properties involve the sequence<br />
of connections among organisational units for<br />
product & information flow.<br />
•The systemic properties are interdependence<br />
y p p p<br />
of activities, organisations & processes.
Five operating processes in supply chain<br />
• Product – product design determines production<br />
processes, also determine logistics requirements for<br />
delivery.<br />
• Production – add value to product flow.<br />
• Procurement – links stages of manufacturing together. In<br />
effect, purchasing becomes ‘managers of outside<br />
production.’<br />
• Distribution – links between production & market. It<br />
influences logistics through market requirements for<br />
service & efficiency.<br />
• Demand management – this includes several related<br />
activities related to the market: forecasting, order<br />
processing, market coordination, sales support activities.
The management tasks<br />
• The primary task is to integrate each stage into a larger<br />
system through coordination.<br />
• Second task is manage assets across the SC,<br />
specifically inventory, to serve customers & reduce<br />
costs.<br />
• The concept of the SC is more than coordination and<br />
managing inventory, but creating and adding a value to<br />
customers.<br />
• It has the potential for strategy, to be valued by<br />
customers, more efficient & profitable.<br />
• It becomes a source of competitive advantage through<br />
the effectiveness of the entire chain & organisational<br />
relations.<br />
• Building these relationships is difficult, but also difficult to<br />
emulate.<br />
uate
The management tasks<br />
•Fig. 6 The management concept of the SC<br />
Strategy<br />
Coordination<br />
Asset Management<br />
Customers<br />
Cost Management
Global issues<br />
• Many international ti dimensionsi are involved in<br />
supply decisions for raw materials, production<br />
components or international marketing.<br />
• The movement towards global business is<br />
inevitable.<br />
• National & regional infrastructures of<br />
telecommunications and transport are<br />
converging.<br />
• The global SC deals with a common structure,<br />
but needs to meet local cultures & economic<br />
conditions.
The 5 new corporate environments<br />
•The customer orientation<br />
•The decline of mass production<br />
•Small inventories<br />
•Development of electronic commerce<br />
•Smaller organisations
Introduction to the Supply Chain<br />
•Fig. 7 The global supply chain<br />
Supply Chain<br />
Management<br />
Decision<br />
Flow<br />
Information<br />
System<br />
Supply Chain<br />
Supplier -2 Supplier -1 Manufacturer Distributor<br />
Customer<br />
Organizational<br />
Management<br />
Order<br />
Transaction<br />
Flow<br />
Product and<br />
Material<br />
Flow<br />
Functiona<br />
l<br />
Activities<br />
Product<br />
Collaboration<br />
Reverse Logistics<br />
Logistics Service Providers<br />
and Carriers
The Global Supply Chain<br />
• It comprises of 5 successive stages:<br />
◦ Customer<br />
◦ Distribution<br />
◦ Final manufacturing & assembly<br />
◦ First-tier ti suppliers<br />
◦ Second-tier suppliers<br />
• Products & materials flow forward, towards the<br />
customer.<br />
• After the product is consumed, product recycling<br />
becomes a material flow backward to a point of reuse or<br />
renovation.<br />
• Information flows in both directions: orders and<br />
transactions move towards the source of supply.<br />
• Transport provides the physical links between stages.
Tactics to implement SCM<br />
• Developing strong relationships with SC<br />
members<br />
• Developing high-quality products and services<br />
• Sharing information among SC members<br />
• Reducing the order cycle time<br />
• Minimising inventory levels across the supply<br />
chain<br />
• Reducing the number of suppliers and carriers<br />
• Building commitment to SCM. (Bloomberg et al.,<br />
2002)
Introduction to the Supply Chain<br />
Any Question????<br />
Or<br />
Comment!!!!!!!!!
A Total Cost Concept<br />
Cost, in dollars<br />
Total cost<br />
Inventory cost<br />
(includes<br />
storage and<br />
intransit<br />
Cost of<br />
transportation<br />
service<br />
(Number of warehouses)<br />
Source: Ballou
Concept of Trade-Off<br />
Before<br />
Trade Off<br />
After<br />
Inventory Cost<br />
Reduction<br />
Transportation<br />
Cost (Sea)<br />
Packaging<br />
Transportation<br />
Cost (Air)<br />
Storage Facilities<br />
Communications
A Cost Conflict in Total Cost Concept<br />
dollars<br />
Cost, in<br />
Inventory cost<br />
(includes<br />
storage and<br />
intransit<br />
Total cost<br />
Cost of<br />
transportation<br />
service<br />
Rail Truck Air<br />
Transportation service<br />
(greater speed and dependability)<br />
Source: Ballou
Integrated International Supply Chain Management<br />
Structure and Process<br />
Ph.D Program<br />
MBA in Transport & Logistics Management
Scope of the Presentation<br />
• Introduce what is meaning of SC structure and<br />
process<br />
• Explain how to use business process re-<br />
engineering to improve SC activities<br />
• Explain meaning of core competency and<br />
outsourcing<br />
• Introduce time related strategy i.e. Full<br />
speculation, Manufacturing postponement,<br />
Logistics postponement, Full postponement.
Structure and Process<br />
• Logically, customer decisions on products,<br />
delivery and other service preferences should<br />
ultimately shape the organisation of the SC and<br />
determine its performance requirement.<br />
• The fundamental issue is conflict between process<br />
of the SC and organisational boundaries.<br />
• Oraganisations manage & supply resources, but<br />
activities must have both coordinated operations &<br />
physical links to make the SC operate.<br />
• The management task is to identify necessary<br />
operations & select their organisational location to<br />
realise the performance of the SC as a whole.
Structure and Process<br />
• SCM must organise & manage a potentially<br />
worldwide supply and distribution ib ti network that<br />
t<br />
delivers a variety of products and services that<br />
respond directly to customers in global markets.<br />
• The value chain – is a concept to describe a<br />
sequence of stages of value-adding adding activities for<br />
product flow within the firm.<br />
• Value results from any activity that makes the final<br />
product worth more to the final customer.<br />
• It would be reconfigurated the Value Chain for<br />
greater efficiency through eliminating redundant<br />
activities or shifting activities between stages.
Structure and Process<br />
• The barriers require redundant functions for<br />
each stage, e.g. marketing & procurement<br />
to negotiate transfer of ownership and<br />
responsibility.<br />
• The objective of SCM is to eliminate this<br />
redundancy by integrating operations, to<br />
make the system as a whole more<br />
responsive to customers and to reduce the<br />
total costs of product flow.<br />
• The ultimate customer becomes the final<br />
judge of value.
Structure and Process<br />
• Fig. 2 Activity and organisations in the SC<br />
Supplier #2 Supplier #1 Manufacturer Distributor Customers<br />
Coordination<br />
Procurement<br />
Procurement<br />
Procurement<br />
Production<br />
Production<br />
Inventory<br />
Product design<br />
Inventory<br />
Forecasting<br />
Inventory<br />
Demand management<br />
Order management<br />
Communication Product design Communication<br />
Transport Transport Transport Transport
Business process re- engineering (BPR)<br />
• BPR – a technique as the total t redesign of fth<br />
the<br />
business processes in the company, leading to a<br />
change in the way work is done.<br />
• Michael Hammer (1996) describes as “a<br />
complete end-to-end set of activities that<br />
together create value for a customer”<br />
• It is restarting from scratch, reinventing the way<br />
to produce goods and services.<br />
• It needs a complete reanalysis of all the<br />
processes, to increase the velocity of processes,<br />
obtain cost reduction through labor reduction,<br />
and improve the quality of the service provided<br />
to the clients.
Business process re- engineering (BPR)<br />
• Hammer divides activities into those that<br />
add value, those that do not, but are<br />
necessary to support value-adding adding<br />
activities and waste: activities that do not<br />
add or enable value.<br />
• The concept is still valid and applicable to<br />
organisational problems.<br />
• It applies to the SC as the starting point of<br />
the SC design.
Business process re- engineering (BPR)<br />
• Any business is a process to deliver a product to<br />
a customer.<br />
• Business process re-engineering engineering i (BPR)<br />
becomes the vehicle to re-organise<br />
this flow.<br />
• BPR is a radical redesign of fb<br />
business<br />
operations, focusing on creating value through<br />
the end product of a chain of activities.<br />
• Organisations use BPR to refocus their internal<br />
activities toward a common goal.<br />
• The driving force is a search for efficiency and<br />
more effective response to customer needs.
Business process re-engineering engineering (BPR)<br />
• What to do<br />
– Strong involvement of top management.<br />
– Create a conscience in the people regarding quality,<br />
costs and services.<br />
– Manage the cultural transformation and keep all people<br />
informed about the coming changes.<br />
– Any function or activity which does not effectively add<br />
value to the process must tb be discontinued.<br />
d<br />
– Decisions must be taken where the work is being<br />
performed.<br />
–Work<br />
in parallel rather in a sequential manner.<br />
– Break the rules and ignore fundamental organisation<br />
beliefs.<br />
– Establish ambitious goals. The great advantage of BPR<br />
is to bring substantial improvement.<br />
– Consider the existing resources on a global level and<br />
not only on a local level.
Business process re-engineering engineering g (BPR)<br />
• What not to do<br />
– Reorganisation by function or specialisation, leading to<br />
a sectarian vision.<br />
– Inadequate vision i of fth the business of fth the companies.<br />
– Application to only part of a process.<br />
– Lack of support from top management.<br />
– Lack of resources to implement changes.<br />
– Use of technology which is not yet assimilated by the<br />
organisation, or not yet available.<br />
– Too short maturation ti time.<br />
– In adequate involvement of human resources with the<br />
change process.
Business process re- engineering (BPR)<br />
• Case : Hackman Designor, Finnish i Co.,Ltd.<br />
• Process redesigning in 5 areas:<br />
– Reororganising logistics;<br />
– Redesigning i information systems;<br />
– Creating a process-oriented oriented organisation;<br />
– Establishing a marketing logistics interface; and<br />
– Global coordination combined with local<br />
management. (Juga, 1996)
Business process re- engineering (BPR)<br />
• Three core processes are identified and<br />
developed:<br />
– Meeting customer demands through rapid<br />
delivery of broad product lines;<br />
– Improved customer service through more<br />
efficient i order processing and delivery; and<br />
– Faster product development and<br />
commercialisation.<br />
i
The Structure of the Supply Chain<br />
• Traditionally, activities iti defined d their<br />
organisations, e.g. manufacturing includes<br />
multiple activities involving production.<br />
• The roles is now changing.<br />
g<br />
• The activity sequence defines a process of<br />
product flow.<br />
• Management in the SC concerns not only<br />
with individual id activities, ities but also with<br />
organising these activities more<br />
effectively.
The Structure of the Supply Chain<br />
• A case of Elecktra Electronics as<br />
computer manufacturer, work as functional<br />
activities which are modular building<br />
blocks. See Figure 3.<br />
• There is a lack of central direction of<br />
stages.<br />
• The general tendency is to build<br />
inventories based on forecasting demand,<br />
a push inventory environment.
The Structure of the Supply Chain<br />
• Fig. 3 Activity deployment in the SC<br />
Supplier #2 Supplier #1 Manufacturer Distributor Customer<br />
P-Pr-l-S T P-Pr-l-S T P-Pr-l-S T P-l-S T P-l-C<br />
Product Flow<br />
The specific notation is as follows :<br />
Information flow<br />
P = procurement<br />
Pr = production<br />
I = inventory<br />
S = sales and marketing activities<br />
T = transport<br />
D = distribution<br />
C = consumption
What are activities<br />
• one of SC objectives is to reduce cost by<br />
eliminating all unnecessary inventory.<br />
• Inventory serves 2 useful purposes:<br />
– to protect the SC against unpredicted<br />
demands;<br />
d<br />
–To<br />
protect intermediate stages against<br />
unpredicted delays and other failures.<br />
• Increasing coordination can eliminate the<br />
necessity of inventory, e.g. JIT.
The Structure of the Supply Chain<br />
• Fig. 4 Activity shifting in the SC<br />
Supplier #2 Supplier #1 Manufacturer Distributor Customer<br />
P-Pr-l-ST Pr P-Pr-l-ST Pr P-Pr-S Pr T P-l-S<br />
T P-l-C<br />
Product Flow<br />
•Using of JIT Production<br />
•Place it close to the market<br />
Information flow
Activity shifting in the SC<br />
• Fig. 4, it places product close to the market,<br />
where orders can be filled rapidly. At the<br />
same time, orders for replenishment must<br />
be filled directly from production both<br />
manufacturers and their suppliers.<br />
• This is also a push inventory system, and<br />
may allow suppliers to produce directly to<br />
manufacturers’ orders.<br />
• It’s possible in theory, if customers are able<br />
to wait for delivery, to avoid inventories.
The Structure of the Supply Chain<br />
• Fig. 5 Activity shifting in the SC<br />
BROKER/MANAGER<br />
SUPPLIER 2 SUPPLIER 1<br />
SUBCONTRACT<br />
MANUFACTURER<br />
DISTRIBUTOR<br />
CUSTOMER<br />
P-Pr-l-S T P-Pr-l-S T P-Pr-l-S T l-P-S T P-l- C<br />
Product flow<br />
Coordination flow<br />
• Manager develops, designs, & market product<br />
• athletic shoes, garment, electronics industries.
Activity shifting in the SC<br />
• Fig. 5 shows a set of design options<br />
through activity shifting.<br />
• Manufacturers employ subcontract<br />
companies that specialise in production by<br />
developing, designing i and marketing the<br />
products.
Fig. 6 Customised order SC<br />
The variant involves the customer in order<br />
process, selecting options and even variations<br />
of a basic production<br />
1. Produce component inventories for assembly close<br />
to market, but suppliers conforming to final<br />
customer orders, & delivering on short notice. (Dell)<br />
Product flow<br />
Coordination flow<br />
Broker/Manager<br />
Option#1<br />
DS<br />
Supplier 2 Supplier 1<br />
P-Pr-I-S----T<br />
Option#2<br />
Supplier 2<br />
P-Pr-I-S----T<br />
---P-Pr-I-S---T<br />
Supplier 1<br />
---P-Pr-I-S---T<br />
Final<br />
Assembly<br />
Pr-I---T------<br />
Customer<br />
---P-I-C<br />
2. Avoid final stage of manufacturing, shifting<br />
them forwards the market, depends on modular<br />
product design. A wider range of products.
Activity shifting in the SC<br />
• Fig. 6 shows a set of design options has to<br />
deal with customised ordering.<br />
• The variant involves the customer in the<br />
order process, selecting options and even<br />
variations of a basic product.<br />
• One approach produces component<br />
inventories for assembly close to market,<br />
but with suppliers conforming to final<br />
customer orders, possibly delivering on<br />
short notice.
Activity shifting in the SC<br />
• Second approach avoids final stages of<br />
manufacturing, shifting them forward<br />
towards the market, which reduce<br />
inventory, but also depends on module<br />
product design.<br />
• Customer choice can select components<br />
before final assembly that involve<br />
completely separate SC.<br />
• Modular products e.g. computers engage<br />
component with their own networks of<br />
suppliers.
What are activities<br />
• Specialised activities – a system of product<br />
flow. Its scope extends to all tasks of the<br />
SC.<br />
• As building blocks, activities take on a<br />
specific set of characteristics ti (Bucklin,<br />
1960):<br />
– They should be related both to each other &<br />
the objectives of the SC as a system;<br />
– They must be manageable as individual units.<br />
– They must be economically significant, adding<br />
value and incurring cost;
What are activities<br />
• They must have economic characteristics<br />
that create incentive for firms to specialise<br />
in them:<br />
• Economies of scale (volume)<br />
• Economies of scope (Products)<br />
• Specialisation in specific tasks<br />
• Specific operational factors<br />
– Their specific function should not be duplicated<br />
within the SC
What are activities<br />
• Most activities can be located at any of several<br />
different stages within the SC.<br />
• One option is to assume their traditional location,<br />
e.g. production within a manufacturing<br />
organisation.<br />
• Another is to combine them with other activities<br />
as part of different organisations, e.g. a DC<br />
operations within a manufacturing organisation.<br />
• An alternative is to outsource activities e.g. final<br />
assembly to another organisation.<br />
• Third, is to create another oraganisation to<br />
perform this operation as a specialised task.
Core competencies & outsourcing<br />
• Core competencies drive the enterprise.<br />
• It defines activities that an organisation<br />
should retain for competitive advantage.<br />
• Sources of competitive advantage – creating<br />
brand loyalty, y, knowledge of unique<br />
technologies, and skills in management<br />
coordination and execution.
Core competencies & outsourcing<br />
• Core and outsourcing are complementary<br />
concepts.<br />
– The core deals with sources of competitive<br />
advantage, outsourcing shifts activities that do<br />
not add competitive i value to other<br />
organisations that can perform them at least as<br />
efficiently.<br />
– It releases management and capital resources.<br />
– Companies that t outsource can concentrate<br />
t<br />
resources areas that give them advantage,<br />
where they can earn higher rate of return.
Core competencies & outsourcing<br />
• Outsourcing creates external supply<br />
chains.<br />
• Outsourcing is now an interorganisational<br />
necessity.<br />
• Case :<br />
– Hewlett-Packard<br />
– SBU with 10 employees to design<br />
& market low-cost printer units.<br />
– Production, logistics & procurement to be performed by<br />
other organisations.<br />
– Nike – designs & markets athletic ti shoes & cloths.<br />
– Contract manufacturing distribution & logistics are<br />
performed by other firms.
Scale, scope & specialisation<br />
• Economies of scale – explain why companies<br />
outsource activities that would otherwise be<br />
retained as a core competency.<br />
• Economies of scope – Cost reduction that can be<br />
achieved as additional products are handled<br />
d<br />
through a single facility.<br />
• Specialisation – is important t reason for<br />
outsourcing, to gain experience and learns how to<br />
make its operations efficient, it gain advantage<br />
through its expertise and time advantage over<br />
potential competition.
Postponement<br />
• Two time-oriented<br />
forces operate on the SC.<br />
– Speculation;<br />
– Postponement. (Pagh & Cooper 1998).<br />
• Speculation – the act of producing and placing<br />
inventory close to the market at the earliest<br />
possible time to reduce SC costs.<br />
• Postponement – the act of delaying ‘changes in<br />
product form or identify until the last possible<br />
moment’ (Bucklin 1965)
Postponement<br />
• Cooper (1998) outline a continuum<br />
involving 4 distinct strategies:<br />
– Full speculation<br />
– Manufacturing postponement<br />
– Logistics postponement<br />
– Full postponement
Full speculation<br />
• Full speculation positions finished product<br />
inventory as close as possible to the market.<br />
• It means multiple stocking points and<br />
inventories.<br />
• Inventory levels control production.<br />
• Disadvantage – the costs of facilities and<br />
inventories.<br />
• It’s useful where has high service requirement<br />
as in health care and spare parts for machines<br />
where immediate support is needed.
Logistics postponement<br />
• Logistics postponement consolidates inventory<br />
into one central location, a DC that serve<br />
multiple local markets.<br />
• It’s still speculation in the sense of holding<br />
inventory but is also postponement in avoiding<br />
commitment until the customer orders.<br />
• Inventory drives production orders as before.<br />
• Advantage – reduction of total inventory.<br />
• Disadvantage – longer distance for delivery.
Manufacturing postponement, MP<br />
• MP mixes postponement t and speculation.<br />
• Products are produced to an intermediate form<br />
(e.g. modular components, packaged) or<br />
otherwise completed at a point downstream from<br />
manufacturing such as DC or distributor.<br />
• It provides more flexibility to the logistics system<br />
• Inventory levels of components control<br />
production, but customer orders control final<br />
assembly.<br />
• It requires advance planning in product<br />
development and choice of place and partners<br />
for final stages of production.
Manufacturing postponement, MP<br />
• Advantage –<br />
– reduction of finished production inventory,<br />
– ability to meet individual customer requirements,<br />
– product extensions to new markets<br />
– Economies of scale in production of components and<br />
– Economies of scope in developing multiple products.<br />
• Disadvantage –<br />
– Time delays for final stages of production<br />
– A potential loss in control over production.
Full postponement, FP<br />
• FP delays manufacturing until the order is<br />
received.<br />
• It represents a shift towards more postponement<br />
t<br />
and less speculation.<br />
• Some components are usually produced d in<br />
advance, though to a level where financial<br />
commitments may not be high.<br />
• Advantage – lack of reduction in inventory and to<br />
complete flexibility to meet new orders.<br />
• Disadvantage – production cost and time to<br />
produce to meet orders.
Factors that determine postponement p<br />
versus<br />
speculation strategy<br />
– Product – product life cycle, monetary density<br />
and value profiles, and product design.<br />
– Market demand – related to service,<br />
requirement for short delivery times and high<br />
frequency favor speculation policies.<br />
– Supply – manufacturing and logistics where<br />
economies of scale and scope can reduce<br />
costs or where specialised knowledge is<br />
necessary.
The virtual supply chain<br />
• Three themes dominate this view:<br />
– A complete customer orientation;<br />
– Flexibility through temporary connection; and<br />
– Instantaneous connection of all parties in the chain.<br />
• The customer dominates the virtual chain.<br />
• Parties are coordinated d through h e-communication.<br />
• The chain is organised around the customer<br />
order. “A value net begins with customers, allows<br />
them to self-design products and build to satisfy<br />
actual demand”.<br />
• Each member becomes a partner through real-<br />
time e-communication, with joint planning &<br />
shared knowledge.
Structure and Process<br />
Any Question????<br />
Or<br />
Comment!!!!!!!!!
916572:การบริหารระบบโลจิสติกสระหวางประเทศ<br />
<br />
(Global Logistics Management)<br />
Distribution<br />
ib ti<br />
Master of Science<br />
Transport & Logistics Management
Introduction<br />
• Global l logistics and distribution ib ti have played a<br />
critical role in the growth and development of<br />
world trade and in the integration of<br />
manufacturing on a worldwide scale.<br />
• The use of appropriate distribution channels in<br />
international markets increases the chances<br />
of success dramatically.<br />
• In the United States, the total logistics cost<br />
has amounted to ten to eleven percent of the<br />
country’s GDP every year in the last decade.
Introduction (contd.)<br />
• As firms start operating on a global basis,<br />
logistics managers need to manage shipping of<br />
raw materials, components, and supplies<br />
among various manufacturing sites at the most<br />
economical and reliable rates.<br />
• The development of intermodal transportation<br />
and electronic tracking technology has resulted<br />
in a quantum jump in the efficiency of the<br />
logistic methods employed by firms worldwide.
Definition of Global Logistics<br />
• Global logistics is defined as “the design<br />
and management of a system that directs<br />
and controls the flows of materials into,<br />
through and out of the firm across<br />
national boundaries to achieve its<br />
corporate objectives at a minimum total<br />
cost”.
Definition of Global Logistics<br />
• Materials management refers to the inflow<br />
of raw material, ,p parts, and supplies<br />
through the firm.<br />
• Physical distribution refers to the<br />
movement of the firm’s finished products<br />
to its customers, consisting of<br />
transportation, warehousing, inventory,<br />
customer service/order entry, and<br />
administration.
Managing Global Logistics<br />
• The following factors contribute to the<br />
increased complexity and cost of global<br />
logistics:<br />
• Distance<br />
• Exchange rate fluctuations<br />
• Foreign intermediaries<br />
i<br />
• Regulation<br />
• Security
Managing Global Logistics<br />
• Modes of Transportation<br />
ti<br />
• Ocean Shipping<br />
•Liner Service<br />
•Bulk Shipping<br />
• Air Freight<br />
• Land Transport<br />
• Piping System<br />
• Intermodal Transportation
Managing Global Logistics<br />
• Warehousing and Inventory Management<br />
• Hedging Against Inflation and Exchange<br />
Rate Fluctuations<br />
• Benefiting from Tax Differences<br />
• Logistic Integration and Rationalization<br />
• E-Commerce and Logistics
• Fig. 1 Distribution<br />
Distribution<br />
Supply Chain<br />
Management<br />
Decision<br />
Flow<br />
Information<br />
System<br />
Supply Chain<br />
Supplier -2 Supplier -1 Manufacturer Distributorib<br />
Customer<br />
Organizational<br />
Management<br />
Order<br />
Transaction<br />
Flow<br />
Product and<br />
Material<br />
Flow<br />
Functiona<br />
l<br />
Activities<br />
iti<br />
Product<br />
Collaboration<br />
Reverse Logistics<br />
Logistics Service Providers<br />
and Carriers
Distribution<br />
• Distribution ib ti links the customer to the supply chain.<br />
• It is a set of functional activities: order processing<br />
& transmission, DC operations, inventory holding<br />
and control and delivery.<br />
• The distribution requires heavy investment in<br />
inventory for sorting and stock holding for product<br />
availability<br />
• The result is high inventory cost and often a lack<br />
of responsiveness to changes in the market.<br />
• Further, public policy now requires distribution to<br />
take on an additional task: recovery of consumed<br />
& waste materials.
Distribution<br />
• The presentation covers six topics:<br />
• The complexity of distribution<br />
• The new environment of distribution<br />
• The logistics of retail<br />
• International issues in distribution<br />
• E-commerce and the supply chain<br />
• Reverse logistics
Distribution<br />
• Distribution’s role in supply chain:<br />
• The entry of real-time orders directly into the<br />
production schedule;<br />
• The coordination of production with demand<br />
to reduce inventory requirement;<br />
• Increase flexibility to take on new products<br />
and replace the old; and<br />
• Changes in the institutions themselves into<br />
new form to meet new demands.
Complexity of Distribution<br />
• The complexity of distribution<br />
ib ti<br />
• Uncertain demands<br />
• New intermediaries<br />
• Shifting in power from manufacturers to fewer retailers, as major<br />
intermediate customers.<br />
• Intervention of governments and trade associations<br />
• The variety of requirements on the system.<br />
• Shorter product life cycles, more frequent promotions,<br />
increase price pressures & changes in the patterns of<br />
demand and intermediate practices.<br />
• The task is to supply requirements of ffi final product<br />
variety & variation in local distribution channels.
New environment of Distribution<br />
• The new environments<br />
• Intense competition<br />
• New and renovated institutions change the<br />
task requirements.<br />
• Technology – IT, telecom.<br />
• Modern transport.<br />
t<br />
• E-commerce.<br />
• Lean retailing – combine of IT, transport &<br />
simplified processing.
New environment of Distribution<br />
• Traditional distribution ib ti channel, keeping inventory<br />
at retail store and at local DC.<br />
• It was a system that was slow to respond to<br />
changes in demand, low service level and often<br />
out of stock on high demand items.<br />
• The older system is being replaced which more<br />
variety, faster service and lower cost forced the<br />
change.<br />
• Inventories are becoming centralised in fewer<br />
stock locations, minimising in-store inventories,<br />
eliminating local DCs in favor of CDCs holding<br />
complete inventories and direct distribution from<br />
factory to store & in some case to final customers.
Distribution<br />
• The 3 categories will be considered:<br />
• Food<br />
• Clothing<br />
• automobiles
Food<br />
• Food retailing has been moving towards larger<br />
units.<br />
• For distribution, change occurred in stock control<br />
and delivery practice.<br />
• Tesco’s, the largest retailer in Europe, shifts from<br />
direct store delivery to central DCs with<br />
consolidated daily store deliveries.<br />
• Automated ordering processes reduced<br />
processing costs and both in-store and<br />
distribution centre inventories.<br />
• Ex. Wal-Mart (largest retailer) & P&G (largest<br />
grocery package good manufacturer) – as basis<br />
of ordering replenishment stocks & production<br />
schedules. Incl. to cross-docking & direct delivery<br />
to retail stores.
Garments<br />
• Clothing is normally sold with long-interval reorder cycles.<br />
• Department store order once per season, forecasting<br />
demand and building markdowns into the pricing structure<br />
to clear away excess inventory.<br />
• The need for faster ordering & delivery leads to changes<br />
not at the retail level, but in manufacturing as well, to<br />
shorten production cycles for better response.<br />
• Ex. Samples are sent to HQ to be converted into<br />
production o designs s & transmitted electronically ec ca to HK to be<br />
manufactured in small quantities for market testing. The<br />
products are sent to select stores to test market<br />
acceptance. Confirmation leads to production orders that<br />
are also air freighted to UK for distribution to the entire<br />
chain. The entire cycle takes 5 weeks, producing goods<br />
with rapidity, matched to the market.
Garments<br />
• A wide variety of logistics strategies may be<br />
used:<br />
• The Limited exemplifies a rapid-to<br />
to-market<br />
approach.<br />
• Introducing waves of new assortments, using<br />
not rapid production cycles but a continuous<br />
flow of merchandise. (using by Esprit)<br />
• The low-cost approach followed by retailers<br />
such as Wal-Mart & Kmart.<br />
• Dvorak & Van Paasschen (1996<br />
1996) noted that<br />
“one size doesn’t fit all”.
automobiles<br />
• Most dealers have a traditional pattern of holding large &<br />
costly inventories of cars to meet customer requests for<br />
different options & colours.<br />
• Ex. Ford held cars in a regional inventory pool with<br />
enough variety of colours and options. Dealers can draw<br />
on these pool to meet customer requests. It reduces cost<br />
of dealer inventory, but increase total distribution cost for<br />
manufacturer. ac u It requires es the customer to wait for a<br />
couple of days for the vehicle.<br />
• Customer may order directly to the production schedule<br />
over the web. But he has to wait for delivery.<br />
• New vehicle sales are not the major source of profit for<br />
dealers. Care service and leasing are more profitable.
Distribution Centers<br />
• DCs are now changing.<br />
• Retail DCs may still hold inventory for local<br />
delivery, but product flow management is<br />
emphasised by using cross-docking<br />
–<br />
information-intensive, intensive, pellet or cases,<br />
software programs.
Distribution<br />
• The logistics i of retail involves in 3 major<br />
areas:<br />
• Transportation<br />
• Inventory<br />
• Information<br />
• The aim is to fast, low-cost transport<br />
opens possibilities for rapid replenishment.
Distribution<br />
• Industries shift relations from confrontation<br />
to collaboration.<br />
• It considers four stages of integration:<br />
• Individual id store control<br />
• Distribution center control<br />
• Headquarters control<br />
• Just-in-time delivery
Changes in the supply network<br />
• Cost components are included in the total<br />
distribution cost<br />
• Transport costs<br />
• Inventory costs<br />
• Warehousing costs<br />
• Service costs
Distributions in International markets<br />
• Several issues in international business<br />
that influence distribution are unresolved:<br />
• The role of regional or global organisations<br />
versus local country control<br />
• The changes wrought by some foreign<br />
countries (US, EU), and union point.<br />
• Picard (1983<br />
1983) suggests 2 solutions:<br />
• To decentralise distribution to local<br />
subsidiaries with their own DCs; or<br />
• To concentrate inventory in regional DCs.
Total Cost of Distribution<br />
dollars<br />
Cost, in<br />
Inventory cost<br />
(includes<br />
storage and<br />
intransit<br />
Total cost<br />
Cost of<br />
transportation<br />
service<br />
Rail Truck Air<br />
Transportation service<br />
(greater speed and dependability)<br />
Source: Ballou
The structure of international distribution<br />
• The four basic models of product<br />
movement (Fig. 1)<br />
• The classical system<br />
• The transit system<br />
• The regional distribution system<br />
• The direct system<br />
• What is most appropriate model in global<br />
market?
Distribution<br />
• Fig. 1 Basic patterns of international<br />
distribution (P.124<br />
124) (Pichard, 1983)<br />
Classical System<br />
Transit System<br />
E<br />
DC<br />
C<br />
C<br />
E<br />
TP<br />
C<br />
C<br />
Direct System<br />
Multicountry DC System<br />
E<br />
C<br />
C<br />
E<br />
RDC<br />
C<br />
C<br />
E = Exporter<br />
C = Consumer<br />
DC = Distribution Center<br />
TP = Transshipment Point<br />
RDC = Regional DC<br />
C<br />
C
four basic models of product movement<br />
1. The local subsidiary completely manages its own<br />
distribution to customers. It may be a supporting<br />
regional supply ppy organisation, but the subsidiary or a<br />
local distributor hold local inventory and delivers to<br />
customers.<br />
2, Transit – the parent or regional unit holds inventory and<br />
fills orders.<br />
3. Regional DC – uses one central DC within a regional to<br />
fill orders and deliver to customer. It is useful within<br />
trading blocs, and it relies on one or a few DCs<br />
servicing all customer within a time window of 24-72<br />
hrs.<br />
4. Direct – products move directly from production to<br />
customers without using intermediaries or intervening<br />
inventory points. A result of low cost & Efficient<br />
transport & communication systems.
Scale and cross-docking<br />
Cross Docking<br />
Suppliers Distribution Center Retail stores<br />
Docking<br />
Fig. 2 The Walmart Approach (p.127<br />
127)
Distribution<br />
• Separating sales and distribution<br />
ib ti<br />
• Many companies have found that managing<br />
centralised distribution has required<br />
separating the sales function from SC<br />
activities.<br />
iti<br />
• First, the company moved first to direct<br />
distribution from one central distribution<br />
center; and<br />
• Second step in centralised sales<br />
management is an administrative center.
The surge in e- commerce<br />
• E-commerce<br />
makes major changes in the<br />
structure and processes of distribution,<br />
especially in 2 market processes: B2B B&<br />
B2C.<br />
• The value chain involves two closely<br />
interwined processes:<br />
• Demand creation, resulting in customer orders &<br />
post-delivery satisfaction;<br />
• Supply and fulfillment.
e- commerce fulfillment<br />
• Fulfillment involves communication with<br />
customer about the order, delivering from a<br />
supplier or DC to customer, providing status<br />
information en route & follow up, it can include<br />
payment, as part of the system.<br />
• Fulfillment centers (FC) differ from DCs in the<br />
order sizes.<br />
• Ordinary DC deals with pallet or case unit loads;<br />
• FC services individual product orders, often with a<br />
wide variety items.
The structure of e- commerce fulfillment<br />
• Fulfillment systems have several different<br />
forms:<br />
• The drop shipment model<br />
• The Amazon model<br />
• Catalog model<br />
• Bricks and Mortar model<br />
• Inventory yp<br />
pooling model<br />
• Home delivery model
Fig. 3 E-Commerce Fulfillment Models (p. 133)<br />
M<br />
E<br />
Drop Shipment<br />
C<br />
DC<br />
Bricks & Mortar Model<br />
E<br />
C<br />
R<br />
M<br />
DC<br />
Amazon Model<br />
E<br />
C<br />
Inventory Pooling Model<br />
E<br />
I<br />
E<br />
C<br />
Catalog Model<br />
Home delivery Model<br />
M<br />
E<br />
C<br />
FC<br />
C<br />
DC<br />
Physical Flow<br />
Information Flow E<br />
M = Manufacturer E = e-commerce site, C = Customer, R = Retailer, I = Inventory, FC = Fulfillment Centre, DC = Distribution Centre
Elements shaping e-commerce<br />
• Elements have impact on its future:<br />
1. The development of express package<br />
delivery<br />
2. The emergence of a specialised institution,<br />
e.g. the fulfillment center<br />
3. The development of contractual validity on<br />
the web; and<br />
4. Web-resident programs.
Elements shaping e-commerce<br />
• Express package delivery has become the most visible<br />
ibl<br />
part of e-commerce<br />
– Fedex & UPS.<br />
• The fulfillment center is a specialised DC for individual<br />
consumer orders.<br />
• Where conventional DC deals in case & pallet load<br />
order sizes, the FC deals in small orders for<br />
individual consmers.<br />
• Establishing customer validity becomes important for<br />
consumer confidence and security.<br />
• Web-resident software is significant for development of<br />
retailing.<br />
• Cost & delay of software installation is reduced to<br />
training and data entry, including licensing &<br />
transaction fees.
Reverse logistics<br />
• Reverse logistics (RL) – the process of moving<br />
product from their typical final destination for the<br />
purpose of capturing value, or proper disposal.”<br />
(Roger & Tibben-Lembke,<br />
1998)<br />
• A broader definition – includes reducing material<br />
quantities upstream in the SC to encourage reuse &<br />
recycling and reduce the total t volume of material.<br />
(Carter & Ellram, 1998)<br />
• RL is important t as a result of both governmental<br />
legislation & consumer environmental awareness.<br />
• The 4 in 10 logistics managers consider RL relatively<br />
l<br />
unimportant compared with other company issues.<br />
(Roger & Tibben-Lembke,<br />
bk 1998)
Reverse logistics<br />
• A variety of channel of the return flow (Jone,<br />
1998)<br />
• Product returns;<br />
• Component returns;<br />
• Scrapped products<br />
• Reusable packaging<br />
• Non-reusable packaging
S<br />
Reverse logistics<br />
• Fig. 4 Reverse Distribution Channels<br />
a) Product returns b) Component returns d) Reusable packaging<br />
S<br />
S<br />
S RM S<br />
M<br />
M DIS M<br />
Pr<br />
M<br />
D<br />
D<br />
D<br />
DIS<br />
D<br />
R R R R<br />
S<br />
M<br />
D<br />
R<br />
RM<br />
Pr<br />
Con<br />
C C C<br />
c) Scrapped products<br />
C<br />
C<br />
e) Non-reusable packaging<br />
S = Supplier M = Manufacturer, D = Distributor, R = Retailer, C = Customer, Con = Consolidator, Pr. Processor, Dis = Dismantler, RM. Raw Material Market
Reverse e logistics<br />
• Reverse logistics utilises extensive outsourcing.<br />
• Recovery of durable products<br />
• The producer-pay pay principle dictates that the company responsible for an<br />
environmental situation should pay for costs of the clean-up.<br />
• The EU has proposed an “End-of-Life Vehicles” directive that would<br />
require car manufacturers to cover the cost of taking back all cars<br />
registered after 1 Jan, 2006.<br />
• Several car manufacturers in EU and their suppliers developed programs<br />
to recycle used car parts, beginning with disassembly of used cars. (e.g.<br />
Volkswagen, Fiat)<br />
• Returnable containers<br />
• RCs do not provide clear advantages over one way systems.<br />
• Return transport, t cost maintenance & management can be significant<br />
ifi costs.<br />
• Solutions range from:<br />
• Closed loops back to the sender<br />
• A central depot as a pool<br />
• Booking to account for different users<br />
• User deposits (Kroon & rijens, 1995)<br />
• A model involves a central agency coordinating an open system where<br />
pallets were returned to the agency.
Reverse e logistics<br />
• Recycling packaging<br />
• Packaging materials have high visibility & be subjected to both<br />
consumer awareness & public policy. (e.g. German Packaging<br />
Law 1991)<br />
• Exporters to Germany must focus carefully on environmental<br />
effects of product packaging, reuse & recyclability.<br />
• EU developed in 1994, member states were to implement in<br />
their national legislation by 1996.<br />
• Packaging materials be marked and identified to facilitate<br />
reuse, recovery and recycling. (Webb, 1997)<br />
• Returned goods<br />
• Today many retailers invite consumers to return any yp<br />
product at<br />
any time, in any condition for a full refund 30-50%.<br />
• The problems of returned goods would increase as e-<br />
commerce and other forms of non-store retailing increase.
Managing reverse logistics<br />
• Enthusiasm for recycling varies by country.<br />
• The lack of harmonisation of rules & standards<br />
for reclycling creates a source of frastration for<br />
management & new technical barriers.<br />
• Wu & Dunn (1995<br />
1995) suggest 4 ranked tenets of<br />
reverse logistics:<br />
• Source reduction and substitution wherever possible<br />
• Use of environmentally friendly materials<br />
• Reuse of materials in the system such as packaging<br />
• Recycling
Distribution<br />
Any Question????<br />
Or<br />
Comment!!!!!!!!!
Global Logistics Management<br />
Global Production Issues<br />
Master of Science<br />
Transport & Logistics Management
• Fig. 1 Production<br />
Production Issues<br />
Supply Chain<br />
Management<br />
Decision<br />
Flow<br />
Information<br />
System<br />
Supply Chain<br />
Supplier -2 Supplier -1 Manufacturer Distributorib<br />
Customer<br />
Organizational<br />
Management<br />
Order<br />
Transaction<br />
Flow<br />
Product and<br />
Material<br />
Flow<br />
Functiona<br />
l<br />
Activities<br />
iti<br />
Product<br />
Collaboration<br />
Reverse Logistics<br />
Logistics Service Providers<br />
and Carriers
Global Production Issues<br />
• The found major themes of this chapter:<br />
1. Requirements of the supply chain<br />
2. The role of product design within the supply chain<br />
3. The strategic perspective on manufacturing<br />
processes, including the options in production<br />
technology, production scheduling and planning.<br />
4. The new emerging technology.
Supply chain requirements<br />
• A global production system is a network. So,<br />
logistics becomes important for connecting the<br />
production process, both within host countries<br />
and externally.<br />
• Transport ultimately l determines lead times for<br />
orders, and ability to respond to change.<br />
• Global networks are accompanied by pressures<br />
to create local supply sources, both to satisfy<br />
employment needs and to transfer technology.<br />
• Plants also vary by factor cost, principally in<br />
labor<br />
wage costs.
Supply chain requirements<br />
• The global l nature of production is important in<br />
developing the SC.<br />
• Factories must be located close to markets,<br />
sources of technology, or low labor cost.<br />
• Toyota supply complete engine assemblies from<br />
Japan to US plant to take advantage of economy<br />
of scale in production.<br />
• US electronic companies operate in Japan to<br />
take advantage of technology.
Supply chain requirements<br />
• Other factors include:<br />
• Infrastructure – refers to transport, telecommunication<br />
and government support (taxes, incentives and<br />
regulations)<br />
• Culture – enter in through worker’ attitudes and<br />
educational levels, and the general business climate.<br />
• Motivation and capabilities in labor force play obvious<br />
roles in determining the success of production ventures.
Production Flexibility<br />
• Global market demand for both product and volume<br />
flexibility at the factory is increasing.<br />
i<br />
• Product life cycles become shorter, with pressures for<br />
inventory reduction and greater demand df for product<br />
variety.<br />
• One purpose is to avoid obsolete inventory in the final<br />
market by producing to match demand as closely as<br />
possible.<br />
• The SC imperative is to increase flexibility, to develop<br />
faster changeovers and ability to expand production<br />
within the factory.<br />
• Factories must adopt similar methods of producting<br />
rapidly in response to orders without holding inventory.
The production environment<br />
1. The change in orientation from push to pull;<br />
2. Real-time interaction between customers and production<br />
shorten order cycle time, enabling customised orders;<br />
3. Wider product ranges place demands on production<br />
systems for rapid changeovers from one product to<br />
another.<br />
4. Mass customisation; as adaptation of products to meet<br />
individual requirements.<br />
5. Expansion of computer and information technology in<br />
production o planning, execution ecut and control;<br />
o 6. Quality becomes important for new production<br />
technologies.<br />
7. Zero inventory systems include JIT and Kanban.
Production Environments<br />
• Shift from push to pull changes production scheduling &<br />
inventory policy.<br />
• Ability to respond directly to customer orders is becoming a<br />
competitive necessity – by offer flexibility, reducing inventory<br />
among SC members.<br />
• The shift can be successful where production lead and transit times<br />
are short, avoiding necessary for buffer inventories.<br />
• Real-time interaction between customers and production<br />
shorten order cycle time, enabling customised orders.<br />
• Orders enter directly into production schedule, with advantage -<br />
match demand & reducing finished inventory which not match<br />
customer preference.<br />
• It places a burden on suppliers to supply component products on<br />
demand, requiring their own buffer inventories, or flexible<br />
production system.
Production Environments<br />
• Wider product ranges place demands on production systems for<br />
rapid changeovers from one product to another.<br />
• Japanese car production formerly took days was reduced to minutes.<br />
• Modular products where standarised modules can be combined or added<br />
to extend range of potential products.<br />
• Mass customisation; as adaptation of products to meet<br />
individual requirements.<br />
• Levi Strauss to adapt women’s jeans to their individual id measurements.<br />
• Cars for accessory items and colors.<br />
• Expansion of computer and information technology in<br />
production planning, execution and control.<br />
• Completely automated factories may not be common & are not<br />
usually successful, but ‘island of automation’ have been useful in<br />
supplementing convention production, especially in hazardous<br />
production environment.<br />
• The factor is no longer an isolated system, but one interconnected to<br />
the entire SC.
Production Environments<br />
• Quality becomes important for new production technologies.<br />
• Standards d related to quality are widely adopted.<br />
d<br />
• Factories around the world improve quality has become a<br />
necessary requirement, but not sufficient condition for competitive<br />
advantage.<br />
• Zero inventory systems include JIT and Kanban.<br />
• JIT is a production orientation, to deliver materials directly to the<br />
point of use as they are used.<br />
• Kanban is a signaling system originally using cards to indicate a<br />
need to replenish inventory at the user’s station in a production<br />
system.<br />
• Both JIT & Kanban involve intense coordination between<br />
production stages, whether inside the firm or externally between<br />
supplier and customer.<br />
• Factory organisation has changed.<br />
• Culture of production has moved from organisational hierarchy to<br />
empowerment of workers in self-managing teams that set their<br />
work schedules and methods.
Product design for the supply chain<br />
• Product design plays an important role in the SC.<br />
• Modular products<br />
• Concurrent engineering<br />
• Design for logistics<br />
• Quality and recycling
Modular products (MP)<br />
• MPs give the SC flexibility to meet the requirement of a<br />
broad product range without need for specialised<br />
production for individual products.<br />
• Increase product variety & accelerating gp<br />
product<br />
development.<br />
• Inventory saving with modular product design, by<br />
pooling modules as a group, production is easier.<br />
• Demand for a MP group can be forecasted more easily<br />
than individual products, which have erratic demand.<br />
• Disadvantage – the entire product line must be planned<br />
with a basis platform with common interfaces for<br />
different modules.<br />
• MP involve inevitably compromise, trade-off production,<br />
and inventory efficiency against product performance.
Concurrent engineering (CE)<br />
• SCM is concerned with time to market: time<br />
interval between design concept & market<br />
introduction.<br />
• DaimlerChrysler used 5 years to bring a new<br />
model to market, now reduced to 24 months.<br />
• In some case, product design were often<br />
difficult to manufacture, actu with low productivity<br />
ty<br />
and poor reliability.
Concurrent engineering (CE)<br />
• CE means designing i products for ease of production as<br />
well as functionality.<br />
• Significant gain in elapsed time & problem solution<br />
come as CE where designer & production process<br />
engineers work cooperatively on the same design to<br />
eliminate problems before they begin.<br />
• Japanese semiconductor manufacturers encourage their<br />
capital equipment suppliers to develop processes in advance<br />
of the product itself.<br />
• IT offers substantial time reduction.<br />
• CAD helps for developing & communicating designs<br />
without having to commit them to physical models.
Design for logistics<br />
• Location of product assembly affects the cost<br />
structure, order cycle time & ability to respond<br />
to change.<br />
• Packaging is directly involved though the types<br />
of environments encountered, dimensions and<br />
recycling.
Strategic perspectives p on manufacturing gp<br />
processes<br />
• Fig. 1 Product volume and process<br />
Output<br />
Process<br />
Very low volume<br />
Few units/products<br />
Low volume<br />
Many products<br />
High volume<br />
Major products<br />
High volume<br />
Standard products<br />
Loosely linked<br />
flow<br />
Project……...<br />
Job shop …<br />
Intermittent flow<br />
Batch<br />
Loosely linked<br />
flow<br />
Production<br />
line……<br />
Continuous flow<br />
Continuous<br />
process
Strategic perspectives on manufacturing processes<br />
• Fig. 1 shows basic choices in production<br />
processes.<br />
• Projects<br />
• Job shops<br />
• Batch processing<br />
• Production lines
asic choices in production processes.<br />
• Projects<br />
• Characterised as make-to-order order with little standardisation.<br />
• Job shops<br />
• Deal with small-order production.<br />
• Organised around work centers with specialised activities.<br />
The work flows through a series of work centers.<br />
• It offers flexibility that it can apply routine operations to<br />
several different production sequences at the same time, and<br />
its sequences can be changed to meet the specific require for<br />
each product.<br />
• Disadvantage – scheduling, where conflicts may result in<br />
delay in completion, need for movement between work<br />
centers and inability of workers to see the results of their<br />
output.
Options in production technology<br />
• Technology has influenced production in several<br />
ways, y, especially information and communication<br />
systems, e.g. CAD & CIM.<br />
• e.g. the Toyota production system & Reflective<br />
production
The Toyota production system (TPS)<br />
• The four rules comprise of:<br />
• All work is highly specified & precisely measured, enabling<br />
workers to test changed methods against standards.<br />
• All customer-supplier supplier connections are direct & unambiguous.<br />
• The pathways for every product should be direct & simple, inc.<br />
both physical production layouts and services.<br />
• Improvements should be made using the scientific method at<br />
the lowest possible level.<br />
• Toyota achieves flexibility and efficiency by creating<br />
standardised problem-solving for creativity, job<br />
enrichment ih to encourage workers to become more<br />
innovative and flexible, swicthing between routing &<br />
non-routine tasks.
Reflective production<br />
• The major principles in reflective production are<br />
as follows: (Engstrom et al. 1996)<br />
• An assembly process based on holistic learning<br />
emphasising meaningful coherence in work<br />
processes<br />
• Parallel organic flows, which ensure overview and<br />
self-control; and<br />
• Two or four workers belonging to work teams of<br />
about ten members who assemble the entire car.
Options in manufacturing<br />
• Cellular manufacturing<br />
• Computer-integrated manufacturing<br />
• Flexible manufacturing system<br />
• Just-in-time and kanban
Cellular manufacturing<br />
• Production is divided id d into teams responsible for<br />
producing a complete product or component.<br />
• Workstations are arranged di in a U-shaped dl layout so that<br />
each team member can see output of the team.<br />
• Production tasks are different from each other, workers<br />
become multi-skilled, able to take over any specific task<br />
in the cell.<br />
• Production problems are visible to every member of<br />
the team.<br />
• Production control is decentralised to the team.
Cellular manufacturing<br />
Workstation<br />
Assembly Line
Computer-integrated manufacturing(CIM)<br />
• Computer-based software to manage the production process from<br />
design to total production.<br />
• It includes CAD, CAM & computer numerical control (CNC).<br />
• CAD – accelerates the design process, provides a vehicle for<br />
communication i & provides with precise data fro tooling &<br />
programming of machine tools for factory automation.<br />
• CNC – involves numerical control of machine tools in factory<br />
automation.<br />
• CAM involves<br />
• A bill of materials that lists assemblies, components & materials for the final<br />
product<br />
• A list of operations to produce each component for the bill of materials,<br />
itemised by time requirements for machines, tooling and labor<br />
• Work centers required with their capacities<br />
• Customer tmrdli delivery rqirmnt<br />
requirement<br />
• Components and materials available & the procurement requirement.
Flexible manufacturing system(FMS)<br />
• FMS is operations within the factory, which opposed to<br />
computer-aided production systems that are oriented<br />
towards management.<br />
• FMS is oriented towards group technology, where<br />
similar groups of parts are brought together for<br />
production, a sort of electronically controlled job shop.<br />
• It was discouraging, & requiring the development of<br />
computer protocols so that machines could<br />
communicate with each other.<br />
• It represents a large fixed cost with a scale that may not<br />
match the market.<br />
• Their inflexibility does not support current trends<br />
towards flexibility and customisation.
JIT and KANBAN<br />
• JIT and KANBAN are now familiar concepts.<br />
• KANBAN is a pull system of production control.<br />
• KANBAN operates on the basis of signals & usually use<br />
cards.<br />
• The original idea was to bring materials & components<br />
to specific point & time where they would be used, in<br />
quantities to match the factory production schedule.<br />
• Advantages – reduced di inventory, factory space, reduced<br />
d<br />
material handling, quality control through smaller lot<br />
sizes.<br />
• Disadvantages – depend on precise transit times with<br />
potential interruptions & stable production.
JIT and KANBAN<br />
• For suppliers, JIT means: stable production, inventory-<br />
on-hand, shifting i the inventory cost from manufacturer<br />
to supplier, or flexible production processes that can<br />
produce on demand.<br />
d<br />
• Buffering has advantages where demand or supply<br />
conditions are unstable.<br />
• If expanding demand led to shortages and longer lead<br />
times for key components, leaving some companies<br />
unprepared, p facing shortages that limit production, “just-<br />
in-time” ” may become “just-in-trouble”, the risk shifts<br />
from supplier to buyer.
Production Planning<br />
• MRP replaced a system in which factories<br />
produced for inventory to meet forecast market<br />
demands.<br />
• Original MRP was purely a production<br />
scheduling system. It expanded as and<br />
information system to organise procurement,<br />
transport, forecasting, etc.<br />
• Its failing is that it oriented to the factory alone.
Production Planning<br />
• Input of fMRPI<br />
• MPS<br />
• BOM<br />
• Inventory Record<br />
• Output of MRP I<br />
• Purchasing Order<br />
• Shop Orders<br />
• MRP II – Covers activities of Production planning and<br />
control, MRPI, MPS, Shop floor control, Purchasing,<br />
Resource Requirement Planning.<br />
• Disadvantage – Reduce stock, better flow of inventory,<br />
reduce ordering cost, reduce O/T, better delivering.
Production planning framework<br />
Forecasting<br />
Business Planning<br />
Distribution Requirement<br />
planning, DRP<br />
Production Planning<br />
Demand<br />
management<br />
Master Production<br />
Schedule - MPS<br />
Rough-cut capacity<br />
Planning - RCCP<br />
Materials requirements<br />
planning, MRP<br />
Capacity Requirements<br />
planning - CRP<br />
Production Control<br />
Procurement
Production planning framework<br />
• A forecast from sales, drives business & production plans. It<br />
becomes an input to the MPS.<br />
• The schedule can be modified by management action to modify<br />
demand.<br />
• The MPS affects distribution through DRP.<br />
• The MPS then leads to a first estimate of production capacity to<br />
test the feasibility of the proposed MPS.<br />
• After possible modification, the MPS is converted into an MRP<br />
schedule.<br />
• This will, in turn, result in revised capacity requirements planning.<br />
• MRP determines inventory status, & release orders for purchasing,<br />
scheduling them based on vendor lead times.<br />
• There is a difficult transition from MRP to production control,<br />
where the system often breaks down.
Materials requirements planning (MRP)<br />
• MRP consists of a production schedule and a<br />
bill of materials.<br />
• MRP requires three major steps:<br />
• Development of the master production schedule;<br />
• The bill of materials; and<br />
• The master production schedule and the bill of<br />
materials together to create input requirements.
• Production scheduling<br />
New approaches<br />
• Because of a real-time environment, rapid product changeover,<br />
volume changes, and schedule on the fly as orders come in.<br />
• So, it needs advance scheduling and planning system, and<br />
closely linked to software.<br />
• It become a closely linked component to other process<br />
management software, notably ERP that extends beyond<br />
production to the whole enterprise.<br />
• An advanced d scheduling & planning system program generates<br />
a set of possible production schedules through simulation. The<br />
advanced scheduling & planning system program select the one<br />
closest to optimal.<br />
• The computer then manages the schedule & material flow.
Virtual manufacturing<br />
• The key is the computer connection.<br />
• VM has characterised as<br />
1. The ability to make product design mobile, communicating<br />
manufacturing requirements for local production anywhere in<br />
the world;<br />
2. A vehicle for rapid development through computer-based<br />
modeling.<br />
• Many elements are currently in practice or are waiting<br />
for the development of technology.
New approaches<br />
• Many elements are currently waiting for the<br />
development of technology:<br />
• Solid modeling<br />
• Collaborative design<br />
• Rapid prototyping<br />
• Testing the feasibility of manufacturing<br />
• Testing factory processes,<br />
• Transmitting product design<br />
• Remote production
Virtual Manufacturing<br />
• Solid modeling<br />
• Replace wire diagrams now used in e-transmitted product<br />
modeling.<br />
• It’s only limited by availability of broadband transmission.<br />
• The problems will be relieved by extension of fiber-optic<br />
cable & wireless transmission.<br />
i<br />
• Collaborative design<br />
• Be supported by groupware designed for collaboration.<br />
• One group of engineers & other specialists works on a given<br />
project & turns it over to other groups in different time<br />
zones for further development.<br />
• Boeing 777 – engineers in Japan can communicate & discuss<br />
designs s directly with engineers ee in Seattle.<br />
e.
Virtual Manufacturing<br />
• Rapid prototyping<br />
• Refers to computer modeling of physical & software<br />
products.<br />
• It accelerates design process to the point directing the<br />
development of the physical model by computer.<br />
• In some case, it creates sintered metal prototypes as output.<br />
• The feasibility of manufacturing<br />
• Can be tested through modeling production processes which<br />
can eliminate problems in production process.<br />
• Factory processes simulation tests<br />
• Can be used to plan factory operations for coordination &<br />
product flow issues in advance of implementation.
Virtual Manufacturing<br />
• Transmitting product design<br />
• It transmits instantaneously to & from suppliers<br />
enhances coordination.<br />
• It becomes vitally important in modular product<br />
design & in clarifying & modifying product features.<br />
• Remote production<br />
• It reduces transport costs & increases market<br />
response through closer proximity.<br />
• It becomes possible when drawings & even<br />
computer machine instructions can be transmitted in<br />
full detail.
Case study of Smart Car in global production<br />
• Smart car began in 1994 as J/V between Mercedes Benz &<br />
Swiss Watchmarker.<br />
• A Smart Car is a small, plastic-bodies,<br />
2-seater city car, little<br />
more than half of length of a Volkswagen Beetle.<br />
• The average fuel consumption is 3 Lit/100<br />
km.<br />
• DC forecast sale 200,000<br />
000 units annually, but in 1999, sold<br />
80,000000 units, in 2000 sold 100,000000 units in dozen countries,<br />
ie. G, F, E, J.<br />
• MMC handed over & plan to produce Smart Car with a<br />
right-hand hand drive version, a sporty roadster & a four-seater<br />
version in near future.<br />
• Hambach plant is 1,400, & when including system partners is<br />
a total of 2,500<br />
people p are involved in building, design &<br />
marketing the smart car.
Case study of Smart Car in global production<br />
• It can be ordered from 120 Smart Centers through<br />
Europe or via the internet.<br />
• Smart Centers are high-profile showrooms in shopping<br />
centers or other visible places in big cities.<br />
• Smart Centers have repair shop areas where body parts<br />
can be rapidly replaced or new product features be<br />
added.<br />
• When having ordered, the order is submitted to<br />
Hambach, special features can be added & body parts<br />
can be changed di in Smart tC Center by taking 2-3 weeks.
Smart Car in global production issues<br />
• Smart Ville (SV) is production plant in Hambach,<br />
France.<br />
• 7 First tier suppliers are integrated with Smart Assembly<br />
operation by co-invested in production location &<br />
located adjacent to the assembly hall of MMC.<br />
• Smart Car consists of 5 modules: platform, powertrain,<br />
doors & roof, electronics & the cockpit.<br />
• The modules are pre-assembled on site & synchronised<br />
with production schedule for final assembly.<br />
• MMC provides value-added added about 10% of production<br />
costs, & assembly time per car is 4.5 hours & plastic<br />
body panels can be completely l replaced di in an hours.
Smart Car in global production issues<br />
• Outsourcing process has gone further than in most other car<br />
manufacturing companies.<br />
• i.e. pressing & painting process has been outsourced to a first-tier tier<br />
supplier. Information system to plan & control production &<br />
logistics are run by Andersen Consulting. The building & the sites<br />
were sold to a property company under a lease-back arrangement.<br />
• Smart Car has been a prototype for a new way to organise<br />
collaboration between assembly plant & first-tier tier suppliers, &<br />
being considered as a strategic learning project for DC.<br />
• Other car manufacturers generally accepted the Smart Car<br />
Concept as of key importance to future organisation of assembly<br />
processes.<br />
• i.e. GM has built a plant in Brazil incorporating the ideas of heavy<br />
contribution ti of supplier capital & a small assembly plant.
Smart Car in global production issues<br />
• What is a main issue for the case study?<br />
• Why would Smart Car be preferred model for<br />
manufacturers?<br />
• What do you think as critical success factors of<br />
producing smart car? Why?<br />
• To establish the model, who and what would be<br />
concerned and linked? And how?
Global Production Issues for the Supply Chain<br />
Any Question????<br />
Or<br />
Comment!!!!!!!!!