1. Supply Chain ManagementSupply Chain Management
In RetailIn Retail
Presented byPresented by
-Hareesh.M-Hareesh.M
ID.No-2014600120ID.No-2014600120
2. Contents
Definition
Flows in SCM
Conflicting objectives in SCM
Supply-Demand-SCM
Need of SCM
Integrated SCM
Pull-Push view of SCM
Functions of SCM
SCM-Strategies
Global SCM-Issues
Outsourcing
3. Supply Chain Management
• SCM is primarily concerned with the efficient
integration of suppliers, factories, warehouses
and stores so that merchandise is produced and
distributed in the right quantities, to the right
locations and at the right time, and so as to
minimize total system cost subject to
satisfying service requirements.
4.
5. Conflicting Objectives in SC
• Purchasing
– stable volume requirements
– flexible delivery time
– little variation in mix
– large quantities
• Manufacturing
– long run production
– high quality
– high productivity
– low production cost
6. Conflicting Objectives in SC
• Warehousing
– low inventory
– reduced transportation costs
– quick replenishment capability
• Customers
– short order lead time
– high in stock
– enormous variety in products
– low prices
8. Supply Chain Management
Supply Chain Management is
the design and management of processes
across organizational boundaries
with the goal of matching supply and demand
in the most cost effective way.
Supply Demand
Mission impossible: Matching Supply and Demand
9. Why so Difficult
to Match Supply and Demand?
• Uncertainty in demand and/or supply
• Changing customer requirements
• Decreasing product life cycles
• Fragmentation of supply chain ownership
• Conflicting objectives in the supply chain
• Conflicting objectives even within a single firm
– Marketing/Sales wants: more FGI inventory, fast delivery, many package
types, special wishes/promotions
– Production wants: bigger batch size, depots at factory, latest ship date,
decrease changeovers, stable production plan
– Distribution wants: full truckload, low depot costs, low distribution costs,
small # of SKUs, stable distribution plan
10. Need of SCM in Retail
Cost Cutting
Time Saving
Customer Satisfaction
Increase Profit Margins
Physical Flows
Information Flows
Financial Flows
11. Integrated Supply Chain
Management
• SCM is an integrated process where every
activity is interrelated with the system for
efficient flow of material from supplier to
the end users.
Supplier Manufacturer Distributor Retailer Customer
12. Benefits of Integrated Supply
Chain
• Achieving the best delivery performance.
• Reduction in inventory
• Lower supply chain cost
• Improvement in overall productivity
• Accuracy in forecast
13. Module 1:Supply Chain Management
A push-based SCM takes longer to react to the
changing market place
In a push-based supply chain, production decisions
are usually based on long-term forecasts
In push-based strategies, SCM experience
increased transportation costs, high inventory
levels and high manufacturing costs
In a pull-based supply chain, manufacturing is demand driven
so that it is coordinated with actual external customer
demand rather than a forecast
Push View of SCM
Pull View of SCM
Lead-time reduction occurs as the variabilities
are better monitored in pull-based SCM
Pull-based systems are often difficult to implement when lead times
are so long that it is impractical to react to demand information
14. SCM-Modern Approach
• Just In Time (JIT) Inventory Management
Model
• Total Quality Management (TQM) Model
• Efficient Consumer Response (Ecr) Working
Group.
15. Functions of Retail Supply Chain
• Physically movement of goods from one outlet
to another.
• Stocking the good at the outlets where needed.
• Management of the entire process.
16. Supply-Chain Strategies
• Negotiate with many suppliers; play one supplier
against another
• Develop long-term “partnering” arrangements
with a few suppliers who will work with you to
satisfy the end customer
• Vertically integrate; buy the actual supplier
• Create a virtual company that uses suppliers on an
as-needed basis.
17. • Company
– Financial stability
– Management
– Location
• Product
– Quality
– Price
• Service
– Delivery on time
– Condition on arrival
– Technical support
– Training
Supplier Selection Criteria
18. Managing the Supply-Chain -
Options
• Establishing lines of credit for suppliers
• Reducing bank “float”
• Coordinating production and shipping
schedules with suppliers and distributors
• Sharing market research
• Making optimal use of warehouse space
19. Materials Management
• Integrates all materials functions
– Purchasing
– Inventory management
– Production control
– Inbound traffic
– Warehousing and stores
– Incoming quality control
• Objective: Efficient, low cost operations
20. Outsourcing
Supplier
Question: When should the
firm outsource activities?
Outsourcing: moving some of the firms internal activities
and decisions to outside providers
Firm
21. Examples of outsourcing
• Many firms outsource problem solving to McKinsey & Co.
• Advertising is often outsourced completely.
• Many companies outsource logistics and transportation.
22. Why do firms outsource?
• Organizational reasons
- Focus on service
- Focus on core capabilities
- Transform the organization
- Increase flexibility
• Operational reasons
- Improve performance (quality, productivity, etc.)
- Obtain expertise, skill, and technology
- Risk management
23. Why do firms outsource?
• Financial reasons
- Transfer assets to the outsourcing partner.
- Free up resources for investment in other purposes.
• Cost driven reasons
- Transform fixed costs into variable costs.
- Reduce costs through outsourcing partner efficiencies.
• Revenue driven reasons
- Expand and grow with the help of another organization.
- Obtain access to outsourcing partner’s network.
24. Global Supply-Chain Issues
Supply chains in a global environment must be:
– flexible enough to react to sudden changes in parts
availability, distribution, or shipping channels, import
duties, and currency rates
– able to use the latest computer and transmission
technologies to manage the shipment of parts in and
finished products out
– staffed with local specialists to handle duties, trade,
freight, customs and political issues
25. Global SCM FACTORS
• Costs
– Local labor rates
– International freight tariffs
– Currency exchange rates
• Customs Duty
– Duty rates differ by commodity and level of assembly
– Impact of GATT/WTO: Changes over time
• Taxes on Corporate Income
– Different markups by country
– Tax havens and not havens
– Make vs. buy effect
26. Global SCM FACTORS
Continued…..
• Offset Trade and Local Content
– Local content requirement for government purchases
– Content for preferential duty rates
• Export Regulations
• Denied parties list
• Export licenses
• Time
• Lead time
• Cycle time
• Transit time
• Export license approval cycle
• Customs clearance
27. Key Issues in Supply Chain
Management
• Distribution Network Configuration
• Inventory Control
• Supply contract
• Distribution Strategies
• Supply Chain Integration & Strategic Partnering
• Outsourcing & Procurement Strategies
• Product Design
• Information Technology & Decision Support System
• Customer Value
In distribution network, major issues are warehouse location & capacities, production levels, transportation flows, etc.
In inventory, we need to know how much to order and when to order to increase the inventory turns and minimize stock-outs
Supply contract details the relationship between the suplier and the buyer in terms of pricing, volume discounts, delivery lead time returns, etc.
In distribution strategy we need to decide whether we use cross-docking, warehousing strategy or direct shipping.
Information sharing and operational planing are key to scm integration
What are the firm’s core competencies? Is the company willing to assume the risk with outsourcing?
Is it possible to leverage product design to compensate for uncertainties in customer demand?
IT is a critical enabler to effective SCM. What is the quality and usefulness of the data?
Customer value is a moving target since expectations are always increasing. Value may supersede quality and cost