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Strategic Supply Chain Management - Supply Chain Online

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10 <strong>Strategic</strong> <strong>Supply</strong> <strong>Chain</strong> <strong>Management</strong><br />

sales and build-to-order manufacturing to the computer industry. In truth,<br />

Michael Dell is a visionary in supply chain management. PCs simply were<br />

the medium he used to introduce his idea for a competitive supply chain:<br />

Sell direct, build to order, and ship direct. Sam Walton was another supply<br />

chain visionary. Wal-Mart’s legendary partnership with Procter & Gamble<br />

to replenish inventory automatically showed the power of integrating with<br />

key suppliers. To further reduce inefficiencies and costs, Wal-Mart shifted<br />

from buying from distributors to buying directly from manufacturers for a<br />

broad range of merchandise. These and other supply chain actions combine<br />

to deliver on the promise of “always low prices”—the strategy that has<br />

helped Wal-Mart become the world’s largest retailer.<br />

FIVE KEY CONFIGURATION COMPONENTS<br />

<strong>Strategic</strong> supply chain management is more than just innovation for the<br />

sake of being innovative. It’s creating a unique supply chain configuration<br />

that drives your strategic objectives forward. To get the most from your<br />

supply chain, you need to consider five critical configuration components:<br />

◆<br />

◆<br />

◆<br />

◆<br />

◆<br />

Operations strategy<br />

Outsourcing strategy<br />

Channel strategy<br />

Customer service strategy<br />

Asset network<br />

Your decisions around these components and how they play together define<br />

your supply chain strategy.<br />

Until now, companies tended to either address these components<br />

informally or make decisions about them in isolation—often as part of a<br />

functional strategy related to sales, purchasing, or manufacturing.<br />

However, companies that view the supply chain as a strategic asset see<br />

their components as interdependent—part of an integrated whole. Let’s<br />

look at each more closely.<br />

Operations Strategy<br />

Your decisions about how you’ll produce goods and services form your<br />

operations strategy. Will you choose make to stock, make to order, engineer<br />

to order, or some combination Will you outsource manufacturing<br />

Will you pursue a low-cost offshore manufacturing strategy Will you<br />

complete your final configuration outside the manufacturing plant and

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