11. Vorlesung
Bullwhip-Effekt 1
The impact of a change can be felt both up and down the supply chain
A change in supply caused by a “production planner” may impact a “materials planner” and an “inventory planner”
Further, such a change may impact both your customer’s and supplier’s supply-chain planning
Uncertainties multiply due to link-to-link communication
. . . Entity 6
. . . Entity 4
DELIVER
Entity 5
SOURCE
MAKE PLAN
PLAN
Entity 9 Entity 7
DELIVER
Entity 8
SOURCE MAKE
PLAN
PLAN PLAN
PLAN PLAN
Bullwhip-Effekt 2
In den 90er Jahren von Procter&Gamble beim
Rennerprodukt Pampers entdeckt, zeigt sich der Bullwhip- Effekt überwiegend in der Handelsbranche.
Die größtenteils lokale Planung beginnend bei den
Einzelhändlern über die zahlreichen Großhändler bis zum Produzenten führt zu einer verzögerten und damit
verzerrten Informationsweitergabe, die anfangs geringe Nachfrageschwankungen von Stufe zu Stufe immer mehr aufschaukeln lässt.
Die führt bei den Herstellern zu schlechter Kapazitätsauslastung, erhöhten Beständen und
mangelhafter Funktionalität der Forecast-Mechanismen.
Bullwhip-Effekt 3
Dieses Phänomen in all seinen Auswirkungen zu beschreiben, ist eine der Herausforderungen, die sich heutzutage den Analytikern in der Logistik stellt.
Erste Ansätze dazu sind zwar in der Forschungslandschaft zu finden, bis zur
ganzheitlichen Erfassung des Problems ist es jedoch noch ein weiter Weg.
Prof. Dr. Günthner VDI, TU München
Integrated Supply Chain
Procurement
Customer Production
Distribution
Supplier
Transport Transport
Supply Information
•Supplier Info
•Carrier ETA
•Material Receipts
•Production Schedules
•WIP Status
•Lot Tracking
•Shipment Status
•Customer ETA Demand Information
•Point of Sale Data
•Customer Inventory
•Distribution Forecast
•Promotions
•Marketing Research
•Competitive Analysis
•Customer Surveys
•Customer Orders
Product Flow
Currency Flow Demand Flow
Matching Supply-Chains with Products
Efficient Supply-Chain
Responsive Supply-Chain
Functional Products
Innovative Products Match
Match Mismatch
Mismatch
Why Supply Chain Management Matters
Mat’l Spends
% Mat’ls COG’s
Revenue Company
80%
D
70%
I
70%
€42 C
70%
€49 H
65%
€51
€130 G
80%
€140
€180 F
Mat’l Spends
% Mat’ls COG’s
Revenue Company
€20 80%
€26
€32 D
€17 70%
€24
€33 I
€22 70%
€31
€42 C
€24 70%
€34
€49 H
€33 65%
€51
€130 G
€112 80%
€ F
(in billions)
Supply Chain Management 1
Definition
A connected series of activities concerned with planning, coordinatingand controllingmaterials, parts, and finished goods from supplier to customer. It is concerned with three distinct flows (material, information, and cash) through the network of supply chain stakeholders.
The Basic Challenge
Get the right amounts of the right products to the right markets at the right time in the most economical way.
Supplier Management 2
Supplier Selection: Global, Local
Component Selection: Standard, Custom Sourcing: Multiple, Single, Sole
Component Qualification, Risk Assessment Purchase Agreement
Cost Negotiations, Quarterly Negotiation Planning & Approval
Supplier Management 3
Supplier Management Reviews, Quarterly
Preferred Supplier Strategy (leaders, lagers, technology, volume, rabbit)
Supplier Ranking and Rating (Scorecard) (technology, quality, availability, cost, service)
Materials Long Range Planning (2-4 years)
Indicators: € savings, % savings, DFC/VE, OTD, Quality, Technology Readiness
SCM Metrics 1
Delivery performance to request
The percentage of orders that are fulfilled on or before the customer's requested date.
Upside Production Flexibility/Material Availability
The number of days required to achieve an unplanned sustainable 20% increase in production.
SCM Metrics 2
Total Supply Chain Costs
The total cost as a percent of sales to manage order processing, acquire materials, manage inventory and manage supply chain finance, planning and MIS costs.
Cash-to-Cash Cycle Time
The number of days between paying for raw materials and getting paid for product (inventory days of supply plus days of sales outstanding minus average payment period for material)
Supply Chain Roles
Manufacturers
Contract Manufacturers
ODMs - Original Design Manufacturers OEMs - Original Equipment Manufacturers
Service Provider
3PLs - Third Party Logistics 4PLs - Fourth Party Logistics
Original Equipment Manufacturer (OEM)
Als bezeichnet man
einen Hersteller, dessen Produkte unter einem
Markennamen als Einheit verkauft werden; ein OEM kauft im Normalfall Komponenten anderer Hersteller, integrierten sie unverändert in die eigenen Produkte und verkauft das daraus entstandene Gesamtpaket an Endkunden.
eine Produktvariante, die nicht für den Endkundenmarkt bestimmt ist, sondern im Gesamtpaket mit Markenprodukten ausgeliefert wird. Sytemintegratoren (Assembler, Value- added reseller) bauen diese OEM-Komponenten in ihre Endprodukte ein, die sie dann an Kunden verkaufen.
OEM Beispiele:
Der Hersteller Hewlett-Packard verkauft CD- Recorder an Endkunden, produziert die
entsprechenden Komponenten jedoch nicht selbst;
stattdessen kauft HP OEM-Laufwerke von Philips und baut diese in mit dem eigenen Markennamen versehene Gehäuse ein.
Ähnliche Verfahren sind u.a. auch bei
Digitalkameras der Marken Jenoptik und Medion üblich.
Third-Party Logistics (3PL):
Definitions
3PLs are external suppliers that perform all or part of a company’s logistics functions, including:
Transportation Warehousing Distribution
Financial services
Terms contract logistics and outsourcing are sometimes used in place of 3PL.
Third-Party Logistics (3PL):
Types of 3PL Providers Transportation-Based
Warehouse/Distribution-Based Forwarder-Based
Financial-Based
Information-Based
Third-Party Logistics (3PL):
Types of 3PL Providers Transportation-Based
Services extend beyond transportation to offer a comprehensive set of logistics offerings.
Leveraged 3PLs use assets of other firms.
Nonleveraged 3PLs use assets belonging solely to the parent firm.
Ryder, Schneider Logistics, FedEx Logistics, and UPS Logistics are examples of 3PLs.
Third-Party Logistics (3PL):
Types of 3PL Providers Warehouse/Distribution-Based
Many, but not all, have former warehouse and/or distribution experience.
Transition to integrated logistics has been less complex than for the transportation based providers.
DSC Logistics, USCO, Exel, Caterpillar Logistics, and IBM are examples of warehouse/distribution- based 3PLs.
Third-Party Logistics (3PL):
Types of 3PL Providers Forwarder-Based
Essentially very independent middlemen extending forwarder roles.
Non-asset owners that capably provide a wide range of logistics services.
AEI, Kuehne & Nagle, Fritz, Circle, C. H. Robinson, and the Hub Group are examples of forwarder-based 3PLs.
Freight forwarders are familiar with the import laws of foreign countries and make sure that the exporters shipment of goods comply with those foreign laws and that all paperwork is certified by the proper authorities. (http://www.itds.treas.gov/freight.html)
Third-Party Logistics (3PL):
Types of 3PL Providers Financial-Based
Provide freight payment and auditing, cost
accounting and control, and tools for monitoring, booking, tracking, tracing, and managing inventory.
Cass Information Systems, CTC, GE Information Services, and FleetBoston are examples of
financial-based 3PLs.
Third-Party Logistics (3PL):
Types of 3PL Providers Information-Based
Significant growth and development in this
alternative category of Internet-based, business-to- business, electronic markets for transportation and logistics services.
Transplace and Nistevo are examples of information-based 3PLs.
4PL
Thought of as supply chain integrator, a firm that assembles and manages the resources, capabilities, and technology of its own organization with those of complementary service providers to deliver a comprehensive supply chain solution.
4PLs act as lead logistics managers, contracting other companies for the customer's entire logistics solution.
Ryder System Inc. buys about €2.5 billion in logistics services from other companies
"We buy a lot of UPS and FedEx services. Since we're modal-neutral and supplier-neutral, we look for our customer to see where the best cost is and purchase other services. We've even used other 3PLs."
Chuck Lounsberry, senior vice president
