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DLBDSESCM01 Session1

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26 views

DLBDSESCM01 Session1

Uploaded by

farhad torabi
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LECTURER: MICHAEL SCHATZSCHNEIDER

SUPPLY CHAIN MANAGEMENT I


INTRODUCTORY ROUND

Who are you?


− Name
− Employer
− Position/responsibilities
− Fun Fact
− Previous knowledge? Expectations?
TOPIC OUTLINE

Fundamentals of the Supply Chain Concept 1

Selected Theoretical Concepts on the Supply Chain Concept 2

Supply Chain Management 3

SCM Model 4

SCM as a Coordination Problem 5


UNIT 1

FUNDAMENTALS OF THE SUPPLY CHAIN CONCEPT


STUDY GOALS

On completion of this unit, you will be able to ...


− ... explain why operational and inter-company value creation is
central to corporate governance.
− ... name the main value creation categories.
− ... describe how cooperation is both a challenge to and tool for
inter-company value creation processes.
− ... explain why networks play a particularly important role in the
realization of cross-company value creation processes.
− ... identify the dynamic effects that characterize value chains.
EXPLAIN SIMPLY

1. Why can a supply chain be characterized as a


network?
2. In which way is a supply chain a value-adding
process?
3. Which activities are part of the internal supply chain?
TERMINOLOGICAL AND CONCEPTUAL FOUNDATIONS
MOTIVATIONS FOR COOPERATIONS

− Both intra- and intercompany


cooperation exist. Time
− Intensity of the ties, direction of
cooperation, number of partners,
Market Costs
and form of coordination are
distinguishing factors of a Risk Resources
cooperation.
− The spectrum of possible System
motivations for a cooperative Competence
approach is diverse.
Source of the text: Course Book DLBDSESCM01, p. 16
SUPPLY CHAIN AS A GROUP OF COMPANIES
COOPERATION FORMS

− Joint Venture = horizontal cooperation


between two or more companies Joint
− Strategic Alliances = formalized, long- Venture
term relationship with one or more
companies Strategic
Alliances
− Networks = economic activities
between market and hierarchy to
Consortia
realize a strong competitive advantage
− Consortia = vertical or horizontal
partnerships that aim at the joint Networks
fulfillment of precisely defined tasks

Source of the text : Course Book DLBDSESCM01, p. 26


SUPPLY CHAIN TYPOLOGY
PORTER’S CONCEPT OF THE VALUE CHAIN

Firm infrastructure
Support activities
Human resource management

Technology development

Procurement

Inbound Outbound Marketing


Operations Service
logistics logistics & sales

Primary activities
Source of the graphic: Schulte, 2013, p. 47.
SUPPLY CHAIN TYPOLOGY
SYSTEM OF SYSTEMS (SOS) MODEL

− planning
− controlling & reporting
Control Tasks S − provision of resources
− personnel management

− procurement process
− innovation process
Operational Tasks O − marketing and sales process
− order fulfilment process

− logistics
− IT
Service Tasks S − personnel service
− accounting and finance service

Source of the text : Bach et al., 2012, p. 142.


REASONS FOR COOPERATIONS BETWEEN SUPPLY CHAINS

Existence of a common customer order

Specific form of division of labor between the actors

Cooperation and integration of companies into a vertically-aligned network

Source of the text : Course Book DLBDSESCM01, p. 24


DYNAMIC EFFECTS OF SUPPLY CHAINS

Small changes in the


purchasing behavior of
Bullwhip Effect Across all Involved Stakeholders
end customers have led
to a rough overreaction
to these changes.

Customer Retailer Wholesaler Manufacturer

Source of the text: Course Book Supply DLBDSESCM01, p. 31


REVIEW STUDY GOALS

You are now able to ...


− ... explain why operational and inter-company value creation is
central to corporate governance.
− ... name the main value creation categories.
− ... describe how cooperation is both a challenge to and tool for
inter-company value creation processes.
− ... explain why networks play a particularly important role in the
realization of cross-company value creation processes.
− ... identify the dynamic effects that characterize value chains.
SESSION 1

TRANSFER TASK
TRANSFER TASK

You are a beverage wholesaler who regularly sells 1,500 soda cans to a
customer each week. One week, the customer orders double the usual
amount. You assume that demand is increasing. Therefore, you purchase
4,000 cans to ensure you don't run out of stock.

a) Explain the dynamic effect that may result from this order behavior.
b) Elaborate two possible measures to avoid this effect.
c) Which stakeholders should be considered for implementing those
measures?
TRANSFER TASK
PRESENTATION OF THE RESULTS

Please present your


results.
The results will be
discussed in plenary.
LEARNING CONTROL QUESTIONS

1. What does not “flow” in a supply chain?

a) people
b) information
c) financial resources
d) goods
LEARNING CONTROL QUESTIONS

2. What is an OEM?

a) any supplier for a production


b) original equipment manufacturer
c) raw material supplier
d) organizational energy manager
LEARNING CONTROL QUESTIONS

3. Why can the term “supply chain” often be considered


a simplification?

a) because it only holds meaning for selected industries


b) because it is not used in Germany
c) because we are usually dealing with value creation
networks and not just supply chain
d) because it is an incorrect translation
LIST OF SOURCES

Bach, N., Brehm, C., Buchholz, W., & Petry, T. (2012). Wertschöpfungsorientierte Organisation: Architekturen, Prozesse, Strukturen [Value-oriented organization: architectures, processes, and structures]. Springer.
Schulte, C. (2013). Logistik: Wege zur Optimierung der Supply Chain [Logistics: Ways to optimize the supply chain] (6th ed.). Vahlen.
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