2015-Scm-c1 Tong Quan Sc

Chng Chng

TNG QUAN V CHUI CUNG NGTNG QUAN V CHUI CUNG NG

1. Tng quan v chui cung ng

2. Hot ng ca chui cung ng2. Hot ng ca chui cung ng

3. Cu trc ca chui cung ng

4. Nhng i tng tham gia trong chui cung ng

5. Chui cung ng ph hp vi chin lc kinh doanh

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1.1. TNG QUAN V CHUI CUNG NGTNG QUAN V CHUI CUNG NG

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EVOLUTION OF SUPPLY CHAIN MANAGEMENTEVOLUTION OF SUPPLY CHAIN MANAGEMENT

SCM Formation/Extensions

Further Refinement of SCM Capabilities

1950s 1960s 1970s 1980s 1990s 2000s Beyond

Traditional Mass Manufacturing

Inventory Management/Cost Optimization

JIT, TQM, BPR, Alliances

Extensions

WHAT IS A SUPPLY CHAIN?WHAT IS A SUPPLY CHAIN?

Flow of products and services from: Raw materials manufacturers Intermediate products manufacturers End product manufacturers

David SimchiDavid Simchi--Levi et.al.,Levi et.al., 20092009

End product manufacturers Wholesalers and distributors and Retailers

Connected by transportation and storage activities Integrated through information, planning, and

integration activities Cost and service levels

NH NGHA V CHUI CUNG NGNH NGHA V CHUI CUNG NG--11

A typical supply chain is a chain operation such as: rawmaterials are procured, products are produced, shippedto warehouses, and then shipped to retailers orcustomers (DavidDavid SimchiSimchi--LeviLevi etet alal..,, 20002000))

Mt chui cung ng c trng l mt chui cchot ng bao gm:

Thu mua NVL, sn xut sn phm, chuyn vo hthng kho, v cui cng chuyn n cc i l vkhch hng

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Felix et al. (2003) SC system integrates all operations anddepartments through suppliers, inbound logistics, core manufacturer,outbound logistics, marketing and sales, and end customers

Khi nim SCM rng hn Logistic!

Mt h thng chui cung ng tch hp tt c cc hotng v cc phng ban xuyn sut t: Nh cung cp,vn hnh ni b, sn xut chnh, vn hnh bn ngoi,kinh doanh tip th, v khch hng

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Stadtler (2002; 2005) built the house of SCM andmentioned to the SC planning matrix (Meyr et al., 2002)which related business functions: procurement,production, transportation and distribution, and sales

Stadtler xy dng ngi nh QL chui cung ngv ng thi cng cp n ma trn hochnh chui cung ng bao gm: Vic thu mua,sn xut, vn chuyn v phn phi, v kinhdoanh

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Ngi nh qun l chui cung ngNgi nh qun l chui cung ng

CompetitivenessCustomer service

Integration: Coordination:

Choice of partners Use of information and communication


and communication technologyNetwork organization and

inter-organizational collaboration

Leadership

Process orientation

Advanced planning

Foundation:Logistics, marketing, operations research, organizational theory,

purchasing and supply8

Fig. House of SCM (Stadtler, 2002; 2005)


Fierce competition in todays global market, theintroduction of products with short life cycles, and theheightened expectations of customers have forcedbusiness enterprises to invest in, and focus attention on,business enterprises to invest in, and focus attention on,their supply chains (David Simchi-Levi et al., 2000).Therefore, supply chain management (SCM), now, isvery important role in business activities!

Nhn mnh vai tr v cng quan trng ca SCM.

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CHUI CUNG CHUI CUNG NG NG L G?L G?Khi nim:- Nh cung cp: cung cp nguyn vt liu, bn thnh phm,- Mua hng: nguyn vt liu, bn thnh phm, Chi tit,tit,

- Sn xut: bn thnh phm, thnh phm,- Tn kho: bn thnh phm, sn phm, chi tit

- Trung tm phn phi (Distribution Centers): phn phi sn phm- i l: p ng nhu cu ca khch hng

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CHUI CUNG NG

Suppliers Raw materials Factories Warehouse/ Retailers/

Purchasing Manufacturing Distributing

Suppliers Raw materials Factories Warehouse/

storage

Retailers/

customers

Fig. Typical Supply Chain

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CHUI CUNG NGCHUI CUNG NG

procurement production distribution sales

Strategic Network planning

DemandMaster Planning

long-term

mid-term

Purchasing&

Material Requirements

Planning

ProductionPlanning

Distribution Planning

Scheduling Transport Planning

Demand

Planning

Demand

fulfillment

Master Planning

short-term

Fig. Software modules covering the Supply Chain planning matrix (Meyr et al., 2002)12

QUN L CHUI CUNG QUN L CHUI CUNG NG L NG L G?G?Qun l chui cung ng l g?Tch hp mt cch hiu qu t nh cung cp, vic sn xut,tn kho, v cung cp sn phm n khch hng theo 3 tiuch:

- ng s lng yu cung s lng yu cung ni quy nh

- ng thi gian cn thit

Supply chain management is concerned with theefficient integration of suppliers, factories,warehouses and stores so that merchandise isproduced and distributed:

In the right quantities

To the right locations

At the right time

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WHAT IS SUPPLY CHAIN MANAGEMENT?WHAT IS SUPPLY CHAIN MANAGEMENT?

Supply chain management is a set of approachesutilized to efficiently integrate suppliers, manufacturers,warehouses, and stores, so that merchandise isproduced and distributed at the right quantities, to theright locations, and at the right time, in order to minimizesystem wide costs while satisfying service levelrequirements.

TWO OTHER FORMAL DEFINITIONSTWO OTHER FORMAL DEFINITIONSThe design and management of seamless, value-added process across organizational boundaries to meet the real needs of the end customer

Institute for Supply ManagementManaging supply and demand, sourcing raw Managing supply and demand, sourcing raw materials and parts, manufacturing and assembly, warehousing and inventory tracking, order entry and order management, distribution across all channels, and delivery to the customer

The Supply Chain Council

MC TIU CA CHUI CUNG NGMC TIU CA CHUI CUNG NG

=>What Is the Goal of Supply ChainManagement?

Cc tiu ha tng chi ph ca h thng (thamn yu cu ca khch hng!) In order tomn yu cu ca khch hng!) In order to

Minimize total system costSatisfy customer service requirements

Kim sot h thng:Tt c ngun lc u tham gia v nh hng n chi ph chung.p dng cho ton cng ty (h thng) c th gim chi ph

Tch hp cc ngun lc l cha kha thnh cng. 16

Tm quan trng ca SCM: (theo kt qu iutra ca 691 (SC managers) t cc cng ty Chuu, M, v ) [ M: 21%, TB chung: 15% nhnmnh SCM]

TM QUAN TRNG CA SCMTM QUAN TRNG CA SCM

SCM ng th 3 trong i mi trong kinh doanhhin i (sau TQM, v Process Engineering-PE) SCM l qu trnh xuyn sut, trong khi TQM vPE th thin v ni b.

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Khch hng: nhu cu

i lTng khoNh my

Cung ng

THE SCM NETWORKTHE SCM NETWORK

D. Simchi-Levi, P. Kaminshy & E. Simchi-Levi, 1999

Chi ph sn xut / mua

Chi ph bo qun

Chi ph vn chuyn Chi ph

bo qun

Chi ph vn chuyn

18Fig. The logistics network

Key ObservationsKey Observations

Every facility that impacts costs need to be considered Suppliers suppliers Customers customers

Efficiency and cost-effectiveness throughout Efficiency and cost-effectiveness throughout the system is required System level approach

Multiple levels of activities Strategic Tactical Operational

Other Related ObservationsOther Related Observations

Supply chain strategy linked to the Development Chain

Challenging to minimize system costs and maximize system service levelssystem service levels

Inherent presence of uncertainty and risk

Chui cung ng l mt chui nng ng:i hi ca khch hng ngy cng tng lm giatng p lc ln cc i l v cc nh cung cp va dng chng loi, cht lng, s lng, gi c Gia tng tnh nng ng ca tt c cc thnh t

TNH NNG NG CA CHUI CUNG NG TNH NNG NG CA CHUI CUNG NG

Gia tng tnh nng ng ca tt c cc thnh ttrong h thng SC

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Or

d

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r

S

i

z

e

Retailer OrdersRetailer Orders

Distributor OrdersDistributor OrdersProduction PlanProduction Plan

Customer Customer

TNH NNG NG CA CHUI CUNG NG TNH NNG NG CA CHUI CUNG NG O

r

d

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r

S

i

z

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Time

Tom McGuffry, Electronic Commerce and Value Chain Management, 1998

Customer Customer demanddemand

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Fig. The Dynamics of the Supply Chain

Or

d

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S

i

z

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Production PlanProduction Plan

Thng tin thc t cho nhng nh qun lTNH NNG NG CA CHUI CUNG NG TNH NNG NG CA CHUI CUNG NG

O

r

d

e

r

S

i

z

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Customer demand

Customer demand

Time

Tom McGuffry, Electronic Commerce and Value Chain Management, 199823

Fig. The Dynamics of the Supply Chain

Or

d

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S

i

z

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What Management WantsK hoch cn t ca nhng nh qun l

TNH NNG NG CA CHUI CUNG NG TNH NNG NG CA CHUI CUNG NG O

r

d

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S

i

z

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Customer demand

Customer demand

TimeTom McGuffry, Electronic Commerce and Value Chain Management, 1998

Production PlanProduction Plan

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2.2. HOT HOT NGNG CA CHUI CUNG NGCA CHUI CUNG NG

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THNH PHN V HOT NG THNH PHN V HOT NG

Sources:plantsvendorsports

RegionalWarehouses:stocking points

Field Warehouses:stockingpoints

Customers,demandcenterssinks

Khch hng: nhu cu

i lTng khoNh my

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Supply

Production/purchase costs

Inventory &warehousing costs

Transportation costs

Inventory &warehousing costs

Transportation costs

Cung ng



1. Nh cung cp (Suppliers): Cung cp nguyn vt liu t u ca qu trnh

sn xut, cung cp chi tit trong qu trnh snxut, cung cp sn phm trc tip khch hng

Manufacturing Plants

KhchhngSuppliers

Suppliers Suppliers

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THNH PHN V HOT NG THNH PHN V HOT NG 2. Nh sn xut (Manufacturers): Thc hin mt phn hay ton b qu trnh to ra sn phm p ng n t hng ca cc nh phn phi trong chuiTrong chui c/ng hin i khi nim nh cungcp v nh sn xut i khi khng phn bit (nhCC trong chui ny c th l nh sn xut trongchui khc v ngc li) Khi nim nh sn xut nu nh SX QL, iu khin chui c/ng.

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3. Nh phn phi (Distributors): Qun l v iu hnh cc tng kho p ng nhu cu khch hng, v cc i l trong chui cho tng vng/khu vc.chui cho tng vng/khu vc.D bo nhu cu sn phm, t hng nh SX, d tr, v cung cp p ng nhu cu.

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4. Nh bn l - i l (Retailers):D tr, p ng nhu cu ca khch hnga phngD bo, nm bt nhu cu sn phm, t hngD bo, nm bt nhu cu sn phm, t hngnh sn xut/nh phn phi, d tr, v cung cpp ng nhu cu khu vc nh. i vi mt s h thng chui c/ng th nh bnl l khch hng ca h thng.

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THNH PHN V HOT NG THNH PHN V HOT NG 5. Khch hng (Customers/end-users):L nhng ngi/t chc c nhu cu i vi snphm ca h thng

Nm bt nhu cu, k vng ca khch hng v snphm v mc phc v ca h thng l nhimv quan trng ca nhng nh iu hnh h thng(t chc hi ngh khch hng, khch hng thnthin, khuyn mi,)

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HOT NG CA CHUI CUNG NG HOT NG CA CHUI CUNG NG

Hot ng (QL v VH) ca chui cung ng: phctp theo kiu mng li gm nhiu thnh phn.Mt s hot ng trong chui cung ng:- Xc nh nhu cu khch hng ca h thng, phng thcnm bt thng tin ton h thngnm bt thng tin ton h thng- Xc nh ngun cung (v tr ca Distribution Centers vRetailers)- Xc nh phng thc vn chuyn, vn ti- Xc nh mc , phng thc tn kho- Xc nh phng thc sn xut

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PHT TRIN CHUI CUNG NGPHT TRIN CHUI CUNG NG

Plan/Design- Product architechture- Make/buy- Early supplier involvement

- Strategic partnerships

Supply Produce Distribute Sell

Source- Strategic partnerships- Supplier (vendor) selection- Supply contracts


The The Development ChainDevelopment Chain

Fig. The enterprise development and supply chain

Set of activities and processes associated with new product introduction. Includes: product design phase associated capabilities and knowledge sourcing decisions production plans

3.3. CU TRC CA CHUI CUNG NGCU TRC CA CHUI CUNG NG

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CU TRC CHUI CUNG NGCU TRC CHUI CUNG NG

Nh cung cp cui cng

Nh cung cp

Cng ty

Khchhng

Khchhng cui

cngcui cng

Nguyn Kim Anh, 2006

cung cp ty hngcng

Nh cung cp dch v

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4.4. CHUI CUNG NG PH HP VI CHUI CUNG NG PH HP VI CHIN LC KINH DOANHCHIN LC KINH DOANHCHIN LC KINH DOANHCHIN LC KINH DOANH

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CHIN LC KINH DOANH CHIN LC KINH DOANH

So snh 2 chui siu th ln ca Vit nam

Din tchCo-opmart Big CTrung bnh Ln

nh v Ni thnh/dn c Ngoi thnh/ca ngnh v Ni thnh/dn c Ngoi thnh/ca ng

Khch hng Thun tin Chit khu

c tnh p ng nhanh p ng gi

TyTy theotheo khchkhch hnghng mcmc tiutiu vv thth mnhmnh caca chuichui!!38

CHIN LC KINH DOANH CHIN LC KINH DOANH

3 bc chui cung ng ph hp vi cng ty:B1. Tm hiu th trng

Khch hng mc tiu, th trng mc tiu, gi c,cht lng, mc p ng, mc phc v,

B2. Nng lc cnh tranh ct liB2. Nng lc cnh tranh ct liVai tr ca c.ty trong chui l g, nhng c.ty khc,th mnh ca cng ty(VD: c.ty vin thng, nc gii kht)

B3. Pht trin v n nhKhi nh v c bn thn trong chui, tng bcpht trin v n nh thng qua cc hot ng cachui (SX, tn kho, vn chuyn, thng tin) 39

V D V SCMV D V SCM--1 1 + P&G saved US$65 million in 18 months

Essence is that manufacturers and suppliers are working closely

+ In two years national Semiconductor reduced distributioncosts by 2.5%, decreased delivery time by 47%, andincreased sales by 34%Closed 6 warehouses around the globe and air-freighted microchips tocustomers from a DC in Singapore

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Procter & Gamble estimates that it saved retail customers $65 million through logistics gains over the past 18 months.According to P&G, the essence of its approach lies in manufacturers and suppliers working closely together . jointly creating business plans to eliminate the source of wasteful practices across the entire supply chain. (Journal of business strategy, Oct./Nov. 1997)

Supply Chain: The Potential

V V D V D V SCMSCM--2 2

+ Trong vng 10 nm, Wal-Mart t thay i hthng Logistic p ng nhu cu khch hng

Doanh s tng, vng quay tn kho nhanh, hotng hiu qu ca hu ht nhng ca hng bn lIn 10 years, Wal-Mart transformed itself by changing itslogistics system. It has the highest sales per square foot,inventory turnover and operating profit of any discountretailer.

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V V D V D V SCM SCM --33Laura Ashley c vng quay tn kho 10 ln trongmt nm, nhanh hn gp 5 ln so vi 3 nm trcy bng cch:- Xy dng h thng thng tin mi hiu qu- Tp trung vo cc nh kho- Tp trung vo cc nh kho

Cng ty (Dt v ha cht) Milliken s dng h thngthng tin kim sot thi gian thc lm gim thi giancung ng t phn xng dt n kho thnh phm chcn 3 tun (thay v 18 tun)

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V V D V D V SCMSCM--4 4 Cng ty my tnh Dell, trong vng 8 nm lm tng 3000% gi tr c phn (88-96). Cty xy dng dng chin lc tch hp o, lm m ranh gii gia cc nhcung cp, cc nh sn xut v khch hng.

Dell Computer has outperformed the competition in terms of shareholder value growth over the eight years period, 1988-1996, by over 3,000% (see Anderson growth over the eight years period, 1988-1996, by over 3,000% (see Anderson and Lee, 1999) using

Direct business modelBuild-to-order strategy.

Cng ty bn g qua mng Furniture.com (1/1999). Trong 9 thng u nm2000 c doanh s $22 triu. Vn v vn chuyn (logistic problem) lmgim doanh s ca c.ty. Cui cng c.ty phi lin minh vi 6 nh phn phi aphng.

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NGUYN TC CA NH QUN L LOGISTICSNGUYN TC CA NH QUN L LOGISTICS

c

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of the right product / ng sn phm

in the right quantity / ng s lng yu cu

the right condition / ng iu kin yu cu

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the right condition / ng iu kin yu cu

at the right price / ng gi cam kt

the right customer / ng khch hng

at the right cost / chi ph hp l

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KEY STRATEGIES FOR SC SUCCESSKEY STRATEGIES FOR SC SUCCESSK

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Shorter, more predictable supply chains(chui ngn, d nm bt thng tin)

Add final value to product closer to customer(to gi tr cho sn phm gn vi khch hng hn)

Move inventory upstream and out of supply chain(tn kho hoch nh ngc v tch ra khi chui)

K

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Greater collaboration among supply chain firms (tng cng hp tc gia cc thnh vin)

Move to strategic sourcing and supply management(chuyn sang hoch nh ngun lc chin lc v QL cung ng)

Increased outsourcing of logistics services(gia tng thu ngoi i vi dch v vn ti)

Leveraging information technology (cng ngh thng tin lm n by cho i mi, tc thng tin)

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5.5. Further explanationFurther explanation

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Strategies for SCMStrategies for SCM

All of the advanced strategies, techniques,and approaches for Supply ChainManagement focus on:

Global OptimizationGlobal OptimizationManaging Uncertainty

OptimizationOptimization

What is it? Why is it important? What tools and approaches What tools and approaches

help?

Global OptimizationGlobal Optimization

What is it? Why is it different/better than local optimization? What are conflicting supply chain objectives? What tools and approaches help with global

optimization?optimization? Decision Support Systems Inventory Control Network Design Design for Logistics Cross Docking

Global Global OptimizationOptimization

Geographically dispersed complex network Conflicting objectives of different facilities Dynamic system

Variations over time Matching demand-supply difficult Matching demand-supply difficult Different levels of inventory and backorders

Recent developments have increased risks Lean production/Off-shoring/Outsourcing

Procurement Planning

ManufacturingPlanning

DistributionPlanning DemandPlanning

Sequential Optimization

Global Optimization

Sequential Optimization vs. Sequential Optimization vs. Global Global OptimizationOptimization

Supply Contracts/Collaboration/Information Systems and DSS

Procurement Planning

ManufacturingPlanning

DistributionPlanning DemandPlanning

Global Optimization

Source: Duncan McFarlane

Why is Global Optimization Hard?Why is Global Optimization Hard?

The supply chain is complex Different facilities have conflicting

objectives The supply chain is a dynamic

system The power structure changes

The system varies over time

Conflicting Conflicting Objectives Objectives in the Supply Chainin the Supply Chain1. Purchasing

Stable volume requirements Flexible delivery time Little variation in mix

3. Warehousing Low inventory Reduced transportation costs Quick replenishment capability

Large quantities

4. Customers Short order lead time High in stock Enormous variety of products Low prices

2. Manufacturing Long run production High quality High productivity Low production cost

UncertaintyUncertainty

What is variation? What is randomness? What tools and approaches What tools and approaches

help us to deal with these issues?

Cant Forecasting Help?Cant Forecasting Help?

Forecasting is always wrong The longer the forecast horizon the

worse the forecast End item forecasts are even more

wrong

Why Is Uncertainty Hard to Deal With?Why Is Uncertainty Hard to Deal With? Matching supply and demand is difficult. Forecasting doesnt solve the problem. Inventory and back-order levels typically fluctuate

widely across the supply chain. Demand is not the only source of uncertainty:

Lead times Lead times Yields Transportation times Natural Disasters Component Availability

Recent trends make things more uncertain Lean manufacturing Outsourcing Off-shoring

Dealing with UncertaintyDealing with Uncertainty

Pull Systems Risk Pooling Centralization Centralization Postponement Strategic Alliances Collaborative Forecasting

Further information sourceFurther information source

Stadtler, H. (2002). Basics of supply chain management. In:Stadtler, H., Kilger, C. (Eds.), Supply Chain Management andAdvanced PlanningConcepts, Models, Software and CaseStudies, Berlin, pp. 728.

Felix, T.S. Chan, and Qi, H.J.(2003), An innovative performancemeasurement method for supply chain management, Supply ChainManagement: An International Journal, 8(3), pp 209-223.Management: An International Journal, 8(3), pp 209-223.

Stadtler, H. (2005). Supply chain management and advancedplanningbasics, overview and challenges. European Journal ofOperational Research 163(3), pp 575588.

Meyr, H., Wagner, M., Rohde, J. (2002). Structure of advancedplanning systems. In: Stadtler, H., Kilger, C. (Eds.), Supply ChainManagement and Advanced PlanningConcepts, Models Softwareand Case Studies, Berlin, pp. 109115.

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Questions?Questions?Questions?Questions?

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Documents

2015-Scm-c1 Tong Quan Sc