Costing the supply chain

Supply chains, as well as individual organisations have two sources of competitive advantage, value and costs. Improving value to the customer, by offering better products and services. On the other hand, reducing costs can lead to improvements in profitability or market share, by offering lower prices to the customer. All of these benefits, if appropriately shared, can improve the competitive position of both the individual partners and the complete supply chain. The authors offer solutions to some increasingly complex supply network accounting problems.     

The right time and place [strategic positioning and competitive space]

Increasingly in the UK, companies that have traditionally considered themselves as manufacturers are being advised to now see themselves as service providers and to reconsider whether to have any production capability. A key challenge is to translate this strategy into a selection of product and service-centred activities within the company's supply chain networks. Strategic positioning is concerned with the choice of business activities a company carries out itself, compared to those provided by suppliers, partners, distributors and even customers. In practice, strategic positioning is directly impacted by such decisions as outsourcing, off-shoring, partnering, technology innovation, acquisition and exploitation. If companies can better understand their strategic positioning, they can make more informed decisions about the adoption of alternative manufacturing and supply chain activities. Similarly, they are more likely to reject those that, like off-shoring, are currently en vogue but are highly likely to erode competitive edge and business success. Our research has developed a new concept we call 'competitive space' as a means of appreciating the strategic positioning of companies, along with a structured decision process for managing competitive space. Our ideas about competitive space, along with the decision process itself, have been developed and tested on a range of manufacturers. As more and more manufacturers are encouraged to move towards system integration and a serviceable business model, the challenge is to identify the appropriate strategic position for their organisations, or in other words, to identify their optimum competitive space for manufacture.     

Supply chain management program first- and second-order effects model: a new strategic tool

Utilisation of supply chain management (SCM) strategies have an implicit objective of gaining an advantage over one’s business arena partners, whether they be competition or supply chain partners; an SCM-derived competitive advantage. A literature review accentuated four bases of strategic competition (cost-based, resource-based, time-based and knowledge-based), upon which, such an SCM-derived competitive advantage might be built. A Monash University qualitative research study found that the majority of small- to medium-sized firms have found this to be a risky and unprofitable endeavour. In response, this paper explores the four bases of strategic competition through an exemplary success case found within the Australian textiles, clothing and footwear (TCF) industry. The research raised a proposition stated as “effective supply chain management increases shareholder value (SHV).” An effective SCM program influences key success drivers (e.g. expenses, asset utilisation and process cycle time) available to it in a manner that maximises the firm’s competitive position, given its chosen strategy. This paper presents a first- to second-order SCM effects matrix model as a small step towards the mainstream achievement of current world-wide best SCM practice. The matrix can be utilised by individuals planning supply chain change processes or teams evaluating potential change initiatives within their supply chain operations. The substructure of the matrix is examination by isolating just the time-based strategic key success drivers, as found in the literature. The matrix’s utilisation methodology is detailed to enable its application by practitioners.     

The future of selling

There is no doubt that manufacturers of all sizes have gained efficiencies from speeding up the supply chain, by improving communication with suppliers and customers. But many are just beginning to see the real benefits of not just exchanging data, but sharing online information more effectively with partners. The author looks at EDI and other technologies, and sees some signs of how their use will change over the next few years     

Assessment of information technology effects on management of supply chain based on fuzzy logic in Iran tail industries

Evolutions rooted in technology in market arena, business, and demands reforms in supply chain and consequently more demands for created value by end user are among factors causing reforms on management of supply chain. Integrity of supply chain activities and utilized technologies is an essential factor to survive competitions in the market. Organizations, therefore, need to adopt policies to coordinate themselves with new arena in market and electronic commerce. Despite bad news from Iran tail industries about unplanned production, the industry is still in growing path. In addition to easy access to mineral resources and low-energy costs, which have made it quite reasonable to invest in the industry, state tariff policies for imported tail products have made new investment chances in the industry. As a result, Iran recently won a position among five leading counties in world tail industry. However, knowing about high profit margin in tail industries, many countries have stepped into the market and through producing high-quality products have intensified competition in the market. This study tries to identify and assess IT indexes in Iran tail industry’s supply chain and hopes to take a step forward to gain better market position in international market by prioritizing the indexes using fuzzy logic.     

Implementing a bespoke supply chain management system to deliver tangible benefits

Companies often focus efforts to improve business efficiencies on internal systems and significant benefits can be achieved by so doing. However, the magnitude of the realised benefit is restricted if only processes within the organisation are targeted for improvement. This paper describes the implementation of a bespoke web-based supply chain management system/online collaboration system. The main drivers behind the development of the system were late deliveries from the supplier and also sporadic and inaccurate delivery schedule information from the supplier. The implementation approach is discussed along with the problems that were encountered en route and the measures that were undertaken to ensure that implementation was successful. The importance of metrics is stressed, as these are essential if any improvements are to be quantified. The metrics enable justification of such projects in financial terms which is compounded by the ‘soft’ benefits that result from the use of such systems.     

动态联盟和供应链比较分析概述

对供应链和动态联盟中企业之间的关系、它们所需要的技术支持、实现的困难等相似点以及它们的目标、稳定性、对市场分析的依赖度等不同点从两个方面作了比较分析,最后,从动态联盟和供应链中的内在联系中描述了两者的转化和集成。     

Design for speed: a supply chain perspective on design for manufacturability

Developing fast operations involves integration with the production systems of critical suppliers. This is a slow and demanding process. However, by accommodating product design, process technology and operations management perspectives, it is possible to achieve the benefits of JIT supply with more suppliers. The principle is to reduce variety in the inbound flow of materials and to create variety Just-in-Time close to assembly. The problem is not variety in itself; the issue is where and when variety is created. The benefits of taking account of supply chain considerations in the design and process engineering stages are illustrated with a case study from the automotive industry. A means for moving the formation of variety downstream in the value adding process is provided by options-based product modelling. In this way, a direct control link may be created between the options chosen by the customer and the variety producing processes.     

炼油工业供应链模式的营销集成研究

首先介绍了炼油工业供应链的定义与结构,分析了炼油工业供应链的支撑技术、开发方法、异构信息集成技术、以及市场预测功能。在此基础上,介绍了炼油工业供应链模式中的营销管理系统,提出了系统的集成框架结构,分析了其设计技术,特别提出了用马尔可夫方法进行市场预测的思路。     

基于协调决策中心的供应链应用系统集成平台研究

为了支持供应链集成化管理,提出了一个在电子商务环境下基于协调决策中心的供应链应用系统集成平台。它包括框架结构、核心功能集和供应链数据交换规范等。在该集成平台中,将供应链应用系统集成归纳为企业内部应用系统的集成和企业间应用系统的集成两类,采用基于公共对象请求代理体系结构封装技术的集成接口代理实现企业内应用系统集成,采用基于可扩展标记语言数据交换技术的数据泵实现企业间应用系统集成。利用该集成平台,将供应链管理的核心业务流程和企业管理应用系统等通过相应的标准组合起来,实现面向多企业的供应链集成化管理。     

Ontology-based semantic models for supply chain management

The efficiencies of supply chain management (SCM) are often impaired by inconsistent exchange and sharing of knowledge semantics among supply chain partners. To address this problem with semantic integration, this paper presents an approach to developing ontologies of supply chain management (Onto-SCM) as a common semantic model of the SCM domain. The Onto-SCM semantic model is constructed in a modular way in order to enhance its reusability and maintainability. The IDEF5 schematic language is employed to provide the graphical representation of Onto-SCM for intuitive communication between domain experts and users. Furthermore, Ontolingua is adopted to define formal semantics of Onto-SCM for effective knowledge interoperability. In addition, a case study of a printer supply chain is illustrated to demonstrate the proposed approach to semantic integration for SCM. Finally, a prototype is developed to support visualized knowledge modeling of the case system using the IDEF5 schematic language and to implement consistent knowledge transformation among heterogeneous applications in the supply chain.     

基于价格弹性的双层规划二级分销网络模型

从供应链集成的角度出发,以整体利益最大化为目标,遵循市场规律引入了产品的需求价格弹性因素。运用双层规划模型,研究了分销中心选址、产品定价和客户在分销中心的最佳调运量等问题。在双层规划模型中,上层规划为分销中心选址模型,下层规划表示客户选择最佳分销中心订货模型。针对所建模型,设计了启发式求解算法,并通过算例验证了模型及其算法的有效性。结果表明,以供应链整体利益最大化为目标所建的模型在生产实践中更具有实际意义,应用的范围更加广泛。     

从价值链到供应链--企业竞争优势理论的衍变

探讨价值链理论与供应链理论的发展和衍变,为企业竞争提供理论指导。通过对价值链理论和供应链理论应用环境的对比分析,阐明了管理理论发展的必然性。供应链理论在现时代有着广阔的应用前景和良好的实践绩效。     

精益供应链物流运作模式探讨

在阐述精益思想的基础上,针对精益供应链物流的内涵与基本特征,运用集成管理思想和方法,提出了由精益供应链物流服务集成商构建精益供应链物流运作模式的观点,并从价值链基础、集成商主体地位、集成性、串行与并行相结合、非线性和相容性等6方面探讨了精益供应链物流运作模式的特点。     

逆向供应链物流的内涵及研究发展趋势

逆向供应链是实现制造业可持续发展、综合提高制造业的市场竞争能力的一种新策略。阐述了逆向供应链的广义内涵,主要包括逆向供应链的基本概念、逆向供应链的路径、逆向供应链的开环和闭环特性、逆向供应链的特征、逆向供应链的含义以及逆向供应链的战略内涵等。在此基础上,分析了逆向供应链物流技术主要包括逆向供应链物流网络设计技术、逆向供应链库存技术以及逆向供应链生产计划与调度技术的研究现状。最后论述了逆向供应链物流技术的发展趋势。     

A novel hybrid method for supply chain optimization with capacity constraint and shipping option

In a modern market, supply chain network design is considered as a strategic decision that provides the proper platform for cost management and increases the competitive edge of enterprise. In a five-tier supply chain, there are several facilities such as suppliers, manufacturers, warehouses, distribution centers, and retailers or customers. For product transportation from one facility to another, different types of options may be used. These options have variety price and the manager should do the best assignment to reduce the total cost. In this paper, we formulated an integer programming model for a five-tier supply chain with capacitated facility and multiple transportation option with fixed lead time. We also proposed a novel meta-heuristic solution methodology that combines the Taguchi's feature with artificial immune approach in order to solve the proposed model. The performance of the proposed solution methodology has been examined against a set of numeric instances and the obtained results are compared with those provided by hybrid genetic algorithm and Taguchi and artificial immune system. Results indicate that this methodology can make better results than previous solutions effectively.     

精益供应链物流运作模式探讨

在阐述精益思想的基础上，针对精益供应链物流的内涵与基本特征，运用集成管理思想和方法，提出了由精益供应链物流服务集成商构建精益供应链物流运作模式的观点，并从价值链基础、集成商主体地位、集成性、串行与并行相结合、非线性和相容性等6方面探讨了精益供应链物流运作模式的特点。     

ONCE:一种基于XML的虚拟企业运行支撑平台

虚拟企业是由多个伙伴企业依据市场需求共同组建的,具有分布性、动态性和异构性等特性.ONCE(Open Network Computing Environment)正是一种支持虚拟企业信息系统运行的一组中间件集合,它以XML作为虚拟企业信息交换的主要载体,提供多种中间件服务,包括可靠消息中间件、数据转换中间件、数据集成中间件、流程管理系统、企业信息门户、能够适应虚拟企业信息系统的异构性、动态性和分布特性,并方便地实现与企业内遗留系统的有效集成.在该平台研究的基础上,文章总结归纳了基于该平台的虚拟企业应用模式,为组建虚拟企业信息系统提供参考依据.     

Counting the cost [enterprise resource planning]

Enterprise resource planning (ERP) systems were introduced into organisations to provide a fully integrated business solution and maintain competitive advantage. However, many implementations experienced cost and schedule overruns and loss of system functionality. A need to investigate this issue and identify leading practice was raised and work has been done by the UK lean aerospace initiative at the University of Warwick, supported by industry through the Society of British Aerospace Companies (SBAC) and the Engineering and Physical Sciences Research Council (EPSRC). The study found four significant areas of concern: systems are often way over the expected cost; they are usually delivered late; they do not do half of what was promised; and jobs are lost because of this. Cost and schedule overruns can be avoided if the appropriate precautions and factors are considered and fully implemented. ERP systems can deliver process efficiency and massive benefits when implemented correctly. They have also become so encompassing that they may drive the future success of a company, so they must be done right.     

Partnership in supply [supply chain management]

A world-class supply chain is better regarded as a functioning system because it brings benefits to all parties involved in the system. The supply chain has the proven ability to produce competitive advantage through efficient partnership operations. Integrated IT systems give them the visibility of the end-to-end supply chain together with the metrics to mutually manage the system activity at all stages. The commercial advantages of operating a supply chain in interdependent system can be realized by the application of partnership behavior toward people and change, processes, systems and assets.