Samenvattingen Technische Bedrijfskunde. Supply Chain Management H1, 3 & 10

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1 Samenvattingen Technische Bedrijfskunde Supply Chain Management H1, 3 & 10 Met dank aan het bestuur van S.V. Scopus Gemaakt door: Roy van der Wal en Cilla Mooij Datum: Let op: S.V. Scopus is niet aansprakelijk voor mogelijke inhoudelijk en typ fouten. Echter streven wij wel naar een zo correct mogelijke samenvatting. Deze samenvatting is ter ondersteuning voor de lesstof en is daardoor niet leidend. Distributie van dit document, gratis alsmede tegen betaling, is niet toegestaan.

2 Hoofdstuk 1 Operations management = the systematic design, direction, and control of processes that transform inputs into services and products for internal, as well as external, costumers Process = any activity or group of activities that takes one or more inputs, transforms them, and provides one or more outputs for its costumer Operation = a group of resources performing all or part of one or more processes Supply chain = an interrelated series of processes within and across firms that produces a service or product to the satisfaction of customers Supply chain management = the synchronization of a firm s processes with those of its suppliers and customers to match the flow of materials, services, and information with customer demand External customers = a customer who is either an end user or an intermediary (e.g., manufactures, financial institutions, or retailers) buying the firm s finished services or products Internal customers = one or more employees or processes that rely on inputs from other employees or processes in order to perform their work External suppliers = the businesses or individuals who provide the resources, services, products, and materials for the firm s short-term and long-term needs Internal suppliers = the employees or processes that supply important information or materials to a firm s processes Nested process = the concept of a process within a process Core process = a set of activities that delivers value to external customers Supplier relationship process = a process that selects the suppliers of services, materials, and information and facilitates the timely and efficient flow of these items into the firm New service/product development process = a process that designs and develops new services or products form inputs received from external customer specifications or from the market in general through the customer relationship process Order fulfillment process = a process that includes the activities required to produce and deliver the service or product to the external customer Customer relationship process = a process that identifies, attracts, and builds relationships with external customers, and facilitates the placement of orders by customers, sometimes referred to as customer relationship management Support process = a process that provides vital resources and inputs to the sore processes and therefore is essential to the management of the business Operations strategy = the means by which operations implements the firm s corporate strategy and helps to build a customer-driven firm

3 Core competencies = the unique resources and strength that an organization s management considers when formulating strategy Lead time = the elapsed time between the receipt of a customer order and filling it Competitive priorities = the critical dimensions that a process or supply chain must possess to satisfy its internal or external customers, both now and in the future Competitive capabilities = the cost, quality, time, and flexibility dimensions that a process or supply chain actually possesses and is able to deliver Time-based competition = a strategy that focuses on the competitive priorities of delivery speed and development speed Order winner = a criterion customers use to differentiate the services or products of one firm from those of another Order qualifier = minimal level required from a set of criteria for a firm to do business in a particular market segment Productivity = the value of outputs (services and products) produces divided by the values of input resources (wages, costs of equipment, and so on) Hoofdstuk 3 Process strategy = the pattern of decisions made in managing processes so that they will achieve their competitive priorities Supply chain process = business processes that have external customers or suppliers Process structure = the process type relative to the kinds of resources needed, how resources are partitioned between them, and their key characteristics Layout = the physical arrangement of operations created by the various processes Customer involvement = the ways in which customers become part of the process and the extent of their participation Resource flexibility = the ease with which employees and equipment can handle a wide variety of products, output levels, duties, and functions Capital intensity = the mix of equipment and human skills in a process Customer contact = the extent to which the customer is present, is actively involved, and receives personal attention during the service process Process divergence = the extent to which the process is highly customized with considerable latitude as to how its tasks are performed Flexible flow = the customers, materials, or information move in diverse ways, with the path of one customer or job often crisscrossing the path that the next one takes

4 Line flow = the customers, materials, or information move linearly from one operation to the next, according to a fixed sequence Front office = process with high customer contact where the service provider interacts directly with the internal or external customer Hybrid office = a process with moderate levels of customer contact and standard services with some options available Back office = a process with low customer contact and little service customization Process choice = a way of structuring the process by organizing resources around the process or organizing them around the products Job process = a process with the flexibility needed to produce a wide variety of products in significant qualities, with considerable divergence in the steps performed Batch process = a process that differs from the job process with respect to volume, variety, and quantity Line process = a process that lies between the batch and continuous processes on the continuum; volumes are high and products are standardized, which allows resources to be organized anroud particular products Continuous flow process = the extreme end of high-volume standardized production and rigid line flows, with production not starting and stopping for long time intervals Make-to-order strategy = a strategy used by manufactures that make products to customer specifications in low volumes Assemble-to-order strategy = a strategy for producing a wide variety of product from relatively few subassemblies and components after the customer orders are received Postponement = the strategy of delaying final activities in the provision of a product until the orders are received Mass customization = the strategy that uses highly divergent processes to generate a wide variety of customized products at reasonably low costs Make-to-stock strategy = a strategy that involves holding items in stock for immediate delivery, thereby minimizing customers delivery times Mass production = a term sometimes used in the popular press for a line process that uses that make-to-sock strategy Block plan = a plan that allocates space and indicates placement of each operation closeness matrix = a table that gives a measure of the relative importance of each pair of operations being located close together Euclidean distance = the straight-line distance, or shortest possible path, between two points

5 Rectilinear distance = the distance between two points wigh a series of 90-degree turns, as along city blocks Flexible workforce = a workforce whose members are capable of doing many tasks, either at their own workstations or as they move from one workstation to another Automation = a system, process, or piece of equipment that is self-acting and self-regulating Fixed automation = a manufacturing process that produces one type of part or product in a fixed sequence of simple operations Flexible (or programmable) automation = a manufacturing process that can be changed easily to handle various products Industrial robot = versatile, computer-controlled machine programmed to perform various tasks Economies of scope = economies that reflect the ability to produce multiple products more cheaply in combination than separately Plans within plants (PWPs) = different operations within a facility with individualized competitive priorities, processes, and workforces under same roof Focused factories = the result of a firm s splitting large plants that produced all the company s products into several specialized smaller plants Reengineering = the fundamental rethinking and radical redesign of processes to improve performance dramatically in terms of cost, quality, service, and speed Process improvement = the systematic study of the activities and flows of each process to improve it Hoofdstuk 10 supply chain design = designing a firm s supply chain to meet the competitive priorities of the firm s operations strategy Belangrijke aspecten voor het ontwikkelen van een effectieve supply chain 1. Link service/products with internal processes 2. Link service/product with the external supply chain 3. Link service/product with customers, suppliers and supply chain processes Druk binnen de organisatie op het ontwikkelen van supply chain, door ook aandacht nodig voor: 1. Dynamic sales volumes 2. Customer servicelevels 3. Service/product proliferation Het leveren van een dienst of goederen is afhankelijk of je leverancier ook op tijd kan leveren. Als je leverancier niet op tijd kan leveren, dan kan jij als bedrijf dat ook niet. - Bij diensten heeft het bedrijf zelf leveranciers - Bij producten hebben de leveranciers ook weer leveranciers enz Average aggregate inventory value = the total average value of all items held in inventory for a firm

6 (Number units of item A typically on hand x value of each unit of item A) + (for all products) Weeks of supply = an inventory measure obtained by dividing the average aggregate inventory value by sales per week at cost Average aggregate inventory value / weekly sales (at cost) Inventory turnover = an inventory measure obtained by dividing annual sales at cost by the average aggregate inventory value maintained during the year Annual sales (at cost) / average aggregate inventory value Figuur 10.6 blz 386 zie aantekeningen van college SCM Centralized placement = keeping all the inventory of a product at a single location such as a firm s manufacturing plant or a warehouse and shopping directly to each of its customers Inventory pooling = a reduction in inventory and safety stock because of the merging of variable demands from customers Forward placement = locating stock closer to customers at a warehouse, distribution center (DC), wholesaler, or retailer Voordelen van mass customization 1. Managing customer relationships 2. Eliminating finished goods inventory 3. Increasing perceived value of services or products Assemble-to-order strategy = standaardonderdelen produceren en deze samenvoegen naar de wens van de klant als het besteld word Modular degsign = totale productie waarvan men een product kan kopen. Standaard gemaakt Postponement = product pas maken als de eisen van de klant duidelijk zijn Channel assembly = the process of using members of the distribution channel as if they were assembly stations in the factory Outsourcing = paying suppliers and distributors to perform processes and provide needed services and materials Make-or-buy decisions = a managerial choice between whether to outsource a process or do it inhouse Make-or- buy break-even quantity: Q=Fm Fb/ Cb-Cm Backward integration = a firm s movement upstream toward the sources of raw materials, parts, and services through acquisitions Forward integration = acquiring more channels of distribution, such as distribution centers (warehouses) and retail stores, or even business customers

7 Offshoring = a supply chain strategy that involves moving processes to another country Invloeden om te kiezen voor outsource of offshore 1. Comparative labor costs 2. Rework and product returns 3. Logistics costs 4. Tariffs and taxes 5. Market effects 6. Labor laws and unions 7. Internet Aandachtspunten bij het kiezen van outsource of offshore 1. Pulling the plug too quickly 2. Technology transfer 3. Process integration Efficiënt supply chain proces is de Build-to-stock = het maken van een product pas bij de bestelling Designs for responsive suppy chains 1. Assemble-to-order 2. Make-to-order 3. Design-to-order