Ebook Logistics and supply chain management: creating value-adding networks (4th ed): Part 2
➤ Gửi thông báo lỗi ⚠️ Báo cáo tài liệu vi phạmNội dung chi tiết: Ebook Logistics and supply chain management: creating value-adding networks (4th ed): Part 2
Ebook Logistics and supply chain management: creating value-adding networks (4th ed): Part 2
The synchronous supply chain•The extended enterprise and the virtual supply chain•The role of information in the virtual supply chain•Laying the found Ebook Logistics and supply chain management: creating value-adding networks (4th ed): Part 2 dations for synchronisation•’Quick response' logistics•Production strategies for quick response• Logistics systems dynamicsIn conventional supply chains each stage in the chain tends to be disconnected from the others. Even within the same company the tendency is for separate functions to seek to op Ebook Logistics and supply chain management: creating value-adding networks (4th ed): Part 2 timise their own performance. As a result the interfaces between organisations and between functions within those organisations need to be buffered wiEbook Logistics and supply chain management: creating value-adding networks (4th ed): Part 2
th inventory and/or time lags. The effect of this is that end-to-end pipeline times are long, responsiveness is low and total costs are high.To overcoThe synchronous supply chain•The extended enterprise and the virtual supply chain•The role of information in the virtual supply chain•Laying the found Ebook Logistics and supply chain management: creating value-adding networks (4th ed): Part 2 ies that each stage in the chain is connected to the other and that they all ’march to the same drumbeat’. The way in which entities in a supply chain become connected is through shared information.The information to be shared between supply chain partners includes demand data and forecasts, product Ebook Logistics and supply chain management: creating value-adding networks (4th ed): Part 2 ion schedules, new product launch details and bill of material changes.To enable this degree of visibility and transparency, synchronisation requiresEbook Logistics and supply chain management: creating value-adding networks (4th ed): Part 2
a high level of process alignment, which itself demands a higher level of collaborative working. These are issues to which we shall return. The box beThe synchronous supply chain•The extended enterprise and the virtual supply chain•The role of information in the virtual supply chain•Laying the found Ebook Logistics and supply chain management: creating value-adding networks (4th ed): Part 2 lanning and scheduling: Material positioning/visibility, advanced planning, scheduling, forecasting, capacity management.•Design: Mechanical design, electrical design, design for supply chain, component selection.•New product introduction: Bill of materials management, prototyping, design validation Ebook Logistics and supply chain management: creating value-adding networks (4th ed): Part 2 , testing, production validation, transfer to volume.•Product content management: Change generation, change impact assessment, product change release,Ebook Logistics and supply chain management: creating value-adding networks (4th ed): Part 2
change cut-in/phase-out.•Order management: Order capture/configuration, available to promise, order tracking, exception management.•Sourcing and procThe synchronous supply chain•The extended enterprise and the virtual supply chain•The role of information in the virtual supply chain•Laying the found Ebook Logistics and supply chain management: creating value-adding networks (4th ed): Part 2 collaborative manufacturing', Ascet, Vol. 3, 2001, www.ascet.comFigure 7.1 depicts the difference between the conventional supply chain with limited transfer of information and the synchronous supply chain with network-wide visibility and transparency.The extended enterprise and the virtual supply Ebook Logistics and supply chain management: creating value-adding networks (4th ed): Part 2 chainThe nature of business enterprise is changing. Today’s business is increasingly ‘boundaryless’, meaning that internal functional barriers are beiEbook Logistics and supply chain management: creating value-adding networks (4th ed): Part 2
ng eroded in favour of horizontal process management and externally the separation between vendors, distributors, customers and the firm is gradually The synchronous supply chain•The extended enterprise and the virtual supply chain•The role of information in the virtual supply chain•Laying the found Ebook Logistics and supply chain management: creating value-adding networks (4th ed): Part 2 reformulated.Underpinning the concept of the extended enterprise is a common information ‘highway’. It is the use of shared information that enables cross-functional, horizontal management Io become a reality. Even more importantly it is information shared between partners in the supply chain that m Ebook Logistics and supply chain management: creating value-adding networks (4th ed): Part 2 akes possible the responsive flow of product from one end of the pipeline to another. What has now come to be termed the virtual enterprise or supplyEbook Logistics and supply chain management: creating value-adding networks (4th ed): Part 2
chain is in effect a scries of relationships between partners that is based upon the value-added exchange of information. Figure 7.2 illustrates the cThe synchronous supply chain•The extended enterprise and the virtual supply chain•The role of information in the virtual supply chain•Laying the found Ebook Logistics and supply chain management: creating value-adding networks (4th ed): Part 2 rial basis of relationships is now gaining ground. Thus the supply chain is becoming a confederation of organisations that agree common goals and who bring specificFigure 7.1 Achieving synchronisation through shared information: (a) before synchronisation; (b) after sychronisationOEM = Original equi Ebook Logistics and supply chain management: creating value-adding networks (4th ed): Part 2 pment manufacturer Tier 1 and 2 = Supplier echelonsFigure 7.2 The extended enterprise and the virtual supply chainSource: A.T. Kearneyhttps://khothuviEbook Logistics and supply chain management: creating value-adding networks (4th ed): Part 2
en.cori!strengths to the overall value creation and value delivery system. This process is being accelerated as the trend towards outsourcing continueThe synchronous supply chain•The extended enterprise and the virtual supply chain•The role of information in the virtual supply chain•Laying the found Ebook Logistics and supply chain management: creating value-adding networks (4th ed): Part 2 tter to use the term ‘in-sourcing’ or ‘re-sourcing’, when we refer to the quite different concept of partnering that the virtual supply chain depends upon. These partnerships may not be for all time - quite possibly they exist only to exploit a specific market opportunity - but they will be 'seamles Ebook Logistics and supply chain management: creating value-adding networks (4th ed): Part 2 s' and truly synergetic.The role of information in the virtual supply chainLeading organisations have long recognised that the key to success in supplEbook Logistics and supply chain management: creating value-adding networks (4th ed): Part 2
y chain management is the information system. However, what we are now learning is that there is a dimension to information that enables supply and deThe synchronous supply chain•The extended enterprise and the virtual supply chain•The role of information in the virtual supply chain•Laying the found Ebook Logistics and supply chain management: creating value-adding networks (4th ed): Part 2 classical dimensions of simple planning and control enables time and space to be collapsed through the ability to link the customer directly to the supplier and for the supplier to react, sometimes in real time, to changes in the market. Rayport and Sviokla' have coined the term ‘marketspace' to des Ebook Logistics and supply chain management: creating value-adding networks (4th ed): Part 2 cribe the new world of electronic commerce, internets and virtual supply chains. In the marketspace, customer demand can be identified as it occurs anEbook Logistics and supply chain management: creating value-adding networks (4th ed): Part 2
d, through CAD/CAM and flexible manufacturing, products created in minimal batch sizes. Equally, networks of specialist suppliers can be joined togethThe synchronous supply chain•The extended enterprise and the virtual supply chain•The role of information in the virtual supply chain•Laying the found Ebook Logistics and supply chain management: creating value-adding networks (4th ed): Part 2 advanced aeroplanes, for example, would not be possible without the use of global information networks that link one end of the value chain to the other.The Internet has in many ways transformed the ways in which supply chain members can connect with each other.2 It provides a perfect vehicle for th Ebook Logistics and supply chain management: creating value-adding networks (4th ed): Part 2 e establishment of the virtual supply chain. Not only does it enable vast global markets to be accessed at minimal cost and allow customers to shortenEbook Logistics and supply chain management: creating value-adding networks (4th ed): Part 2
dramatically search time and reduce transaction costs, but it also enables different organisations in a supply chain to share information with each oThe synchronous supply chain•The extended enterprise and the virtual supply chain•The role of information in the virtual supply chain•Laying the found Ebook Logistics and supply chain management: creating value-adding networks (4th ed): Part 2 fferent internal information systems can now access data from customers on sales or product usage and can use that information to manage replenishment and to alert their suppliers of forthcoming requirements.One of Britain’s major retailers, Tesco, is using an extranet to link with its suppliers to Ebook Logistics and supply chain management: creating value-adding networks (4th ed): Part 2 share point-of-sale data. At the same time the company is successfully running a home shopping and delivery system for consumers over the Internet. WiEbook Logistics and supply chain management: creating value-adding networks (4th ed): Part 2
thin the business, intranets are in place that enable information to be shared between stores and to facilitate communication across the business. We The synchronous supply chain•The extended enterprise and the virtual supply chain•The role of information in the virtual supply chain•Laying the found Ebook Logistics and supply chain management: creating value-adding networks (4th ed): Part 2 l supply chain. Figure 7.3 highlights some of the current applications of Internet-based concepts to supply chain management.I rxr'ICTir'Q p CIIDDI V rUAIM UAMAHCLICMTFigure 7.3 Internet applications and the supply chain Ebook Logistics and supply chain management: creating value-adding networks (4th ed): Part 2 The synchronous supply chain•The extended enterprise and the virtual supply chain•The role of information in the virtual supply chain•Laying the foundGọi ngay
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