Dr. Schenk Company. Locations. Products. Customers. Anticipatory-Based Business Model. Supply Chain Dr. Schenk GmbH

Transcription

1 Supply Chain Dr. Schenk GmbH Dr. Schenk Company Dr. Schenk GmbH, established in 1985, is an innovative high tech firm based in Munich, Germany. Comprehensive solutions for automated quality assurance and production process monitoring. The core performance features of Dr. Schenk systems are: OM 661 Project Presentation Christin Gleissner - Detecting surface defects and mapping localized imperfections of materials - Measuring the mechanical and optical characteristics of materials - Rapid and precise analyzing of measurement values Products Locations Quality inspection systems for: Optical Media Web - Plastic Films, Sheets, Paper, Foils Glass - LCD, Laminated, Automotive Customized Solutions - Solar, Optical Lenses, Photomasks Headquarters: Munich, Germany Subsidiaries: USA, China, Hong Kong, Korea, Taiwan, Japan Disc Producers Customers - Infodisc,, Sony, Hitachi, Panasonic OEM Disc Customers - Singulus,, Mitsui, M2 Engineering Film Producers - Kodak, Fuji Steel Producers - BaoSteel, Thyssen Krupp For a complete reference list: ferences.php Anticipatory-Based Business Model Forecast is the base Basic product produced by supplier in low- cost manufacturing environment Manufacturing Form Postponement: Final specifications and customer modifications are integrated upon order/payment. Some products are purely Response Based Third party logistics 1

2 Objective Supply Chain Operations Responsiveness combined with quality products that fit specific customer needs. Decisions Supply Chain Long term: Quantity of basic products needed Modification capacity in-house Service capacity in-house Short term: Exact product specification Spare parts Geographical location Barriers of Supply Chain Financial Sophistication Response-based used for OEM customers collaboration with information sharing paradigm in product development, delivery, etc. Anticipatory used for small customers no extended business relationship Payment terms depended on location and relationship with customer: L/C, Electronic Funds Transfer, etc. Dwell time depends on product 1 day to several months Pricing differs between customers many cultures/companies discounts necessary for purchasing, etc. dead net pricing not possible Cash-spin: Used where possible: Outsourced transportation, production, etc. Trends Globalization Dr. Schenk s s products are already exported to 95%. Increased expansion to third world countries creates difficulties for service E-commerce only used for spare parts products are customer specific Local presence in foreign markets & order-to-delivery Documentation needed for most shipments (ISO, CE, etc.) International work environment Supply Chain Strategy: Operationally Agile 2

3 In-House: Order processing, inventory, warehousing, facility network Outsourced: Transportation, packaging Order Processing Manual entry into internal system Customer orders received via , bank (L/C), fax, mail, etc. No direct customer link Inventory Transportation Large amounts of spare part inventory of previous systems Large financial investment New policies implemented to reduce variance in products of core customers Contracts with dedicated transport specialists Depending on shipment locations use of other specialist carriers Most carriers also do customs papers Reliability key Warehousing, Material Handling, Packaging Facility Network Design Small shipments so generally specialized warehousing and materials handling in- house Packaging outsourced Depending on product special boxes Country specifications and transportation method considered with packaging Some products in stock at subsidiaries Generally direct customer delivery Many machines through OEM s 3

4 Logistical Operating Arrangement Combined Echelon and Direct Delivery Standard items (off-line) in storage at technical centers Specialized items (in-line) delivered through OEM or directly Flexible Structure Very flexible structure If necessary, in-house capacity and knowledge for quick in-house production If necessary, use of company plane Performance Cycle High performance cycle uncertainty within supply chain Many customers depending on culture more or less communication No direct IT link to customers or suppliers Existing transportation links Customer Accommodation Customer-focused marketing Relationship marketing - partnership - strong loyalty Customer-Focused Marketing Spatial Convenience low Lot Size low Waiting Time low Product variety and assortment high Additional product customization, and after-sales support - high Customer Service Orders shipped complete: Essential due to location of customers and payment methods Operational performance: Speed/Reliability: small boxes more reliable by plain than by ship Consistency: High Flexibility: High but higher price and longer delivery times Malfunction Recovery: n.a. Service Reliability: High The Perfect Order:not able to calculate 4

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