Global supply chain management

On completion of this course, you should be able to:

• Gain an insightful overview of the conceptual foundations of the global supply chain, as well as current examples of the best practices for managing supply chains in a global context.
• Discuss the recent changes in concepts, technology, and practice and the rapid change that has taken place within the supply chain and its environment.
• Understand the complexity of global supply chains and explain how they can be managed in a constantly changing world.
• Gain essential insights into the challenges of managing the complex networks that typify modern supply chains.
• Determine and apply the underlying mechanisms of the corporate logistics network and how collaboration and open information exchange can improve the effectiveness of supply chains.

Introduction to the supply chain

• Introduction to Supply Chain Management
  • The supply chain
  • Supply chain management (SCM)
  • The customer orientation
  • Multiple management perspectives
  • The characteristics of the supply chain
• Understanding the supply chain
  • The framework
  • Systemic approach
• Supply chain processes
  • The management tasks
  • The new corporate environment
• A model of the global supply chain
• The approach of the course
  • Concepts
  • Processes
  • Management issues

Structure and Process

• The value chain and the value system
• The structure of the supply chain
  • The concept of postponement
  • Building structure
• The Bullwhip Effect
• What are activities?
• Core competencies and outsourcing
• Components in supply chain management
  • Network structure
  • Management components

Inter-organisational Relationships

• Relationships from a network perspective
  • Industrial networks
•  Transactions
  • The firm as a nexus of contracts
  • Boundaries and governance
  • Static versus dynamic boundaries
  • Is transaction cost theory “Bad for Practice”?
  • TCA focuses on cost efficiency
  • Asset specificity based on “Sunk Costs.”
  • Too costly to develop or acquire specific assets
• Perceptions of trust
• Developing collaborative relationships
• Illustrative case: Benetton’s Supply Networks

The Information System for the Supply Chain

• Logistics information
• Information exchange
• Information and operations
• The concept of a supply chain information system
  • The Intra-firm information system
  • The Inter-firm information system
  • Interface optimisation
• Elements of the information system
• On-demand Computing
• Software systems
  • Enterprise Resource Planning (ERP)
  • Software for supply chain management
  • General application areas for supply chain information systems
  • Communications
• Illustrative case

Distribution

• International Markets
  • The structure of international distribution
  • Global Marketing
• The complexity of distribution
  • The significant elements of distribution and its requirements
  • Deficiencies of traditional distribution and distribution dynamics
  • Push versus Pull
• The marketing channel
• Major channel decision
  • Sales decisions
  • Physical distribution decisions
• Global retail distribution
  • Retailing as a supply chain function
  • Grocery retailing
  • Garments
  • Global retail logistics operations
• E-commerce and the supply chain
  • The attractiveness of a new channel
  • The case of grocery e-tailing
  • The structure of e-commerce fulfilment
  • Elements shaping e-commerce
• Collaborative distribution models
  • Efficient Consumer Response (ECR)
  • Vendor-Managed Inventory
  • Collaborative planning, forecasting and replenishment
• Illustrative case

Production Issues for the Supply Chain

• Supply chain requirements – A chain of processes
• Management concepts in production and SCM
  • Just-in-Time and Lean Manufacturing
  • Materials Requirement Planning (MRP)
  • Total Quality Management
  • Integration of manufacturing technologies
  • Agile supply chain
  • Linking Lean and Agile supply chains
• Strategic perspectives on production processes and technology
• Product design for the supply chain
  • Modular products demand production
  • Concurrent engineering
  • Design for manufacturability
  • Design for logistics
• Emerging production paradigm – Modular production
• Illustrative Case

Innovation Management in Supply Chains

• Platform strategies
• Product architecture strategies
  • Modular product architectures
  • Integral product architectures
  • Interface specification and standardisation
• NPD’s impact on outsourcing
  • Early supplier involvement in NPD
  • Innovation and supplier relationships
  • Transaction cost perspective on NPD and outsourcing
  • Component design for postponement and NPD
  • NPD for recycling
• Illustrative Cases

Procurement

• Driving forces behind the strategic importance of procurement
  • Increased outsourcing
  • Just-in-Time purchasing
  • Information technology
• The variety of supplier-buyer relationships
  • Adversarial relationships
  • Referred suppliers
  • Single sourcing
  • Network sourcing
  • Strategic alliances
• Portfolio approach to supplier relationships
  • The Olsen & Ellram portfolio model
  • The competence development model
  • The Bensaou model
  • Critique of portfolio models
  • Strategic partnerships
  • Managing sourcing relationships
• Vendor-managed purchasing
• Illustrative Case

Transport and Logistic Services

• Structural changes in supply chains
  • Infrastructure investment
  • Deregulation of European transport markets
  • The transport and logistics service industry in Europe
• Third-party logistics
  • What is third-party logistics?
  • Typology of third-party logistics providers
  • Driving forces behind third-party logistics
  • Developing a third-party logistics partnership
  • Obstacles in logistics outsourcing
  • Mergers and acquisitions
• The future of European transport and logistics
  • Lead logistics providers
  • Pan-European logistics providers
  • Niche carriers
  • E-commerce logistics providers
  • Tiering structure of the logistics market
• Illustrative cases

Reverse Logistics and Supply Chain Sustainability

• Significant types of returned items
• The challenge of reverse supply chain
• A centralised reverse supply chain
• A decentralised reverse supply chain
• The margin value of time
• Green supply management
• Product stewardship
• The triple bottom line and the supply chain
• Illustrative case

Performance Measurement and Management in the Supply Chain

• Measures and measurement systems
• System thinking in performance measurement
• Inclusiveness in supply chain performance
• Effects of supply chain performance measurement
• Supply chain performance measurement frameworks
• The strategic profit model
• Target cost management
• Total cost of ownership
• Activity-based costing
• The balanced scorecard
• The SCOR model

Strategy and the Supply Chain

• Strategy and the supply chain
  • Objectives and outcomes
  • Networks and systems
  • Resource-based strategy
  • From vertical integration to horizontal disintegration
  • Fine’s double helix model
• Matching product uncertainties with supply chains
• Supply structures for customisation
  • Mass customisation
• Supply chain integration
  • Information integration
  • Organisation integration
  • Other forms of strategy
• Strategy of functional area
  • Information technology
  • Procurement
  • Manufacturing
  • Distribution
  • Logistics

Supply Chain Planning – Modeling Considerations

• Reasons for quantitative modeling
• Modelling sourcing strategies – statistical approach
• Modelling the inventory management – EOQ model
  • Aligning supply chain – SC performance model
  • Modelling the demand forecast – exponential smoothing
  • Modelling the resource allocation – linear programming
• Modelling the demand variability in SC – Bullwhip Effect
• Modelling product architecture modularisation for mass customisation
• Limitations related to modelling

Managing the Complexity of the Global Supply Chain

• The environmental complexity of the supply chain
  • Political issues
  • Social issues
  • Cultures
  • Information technology
• The structural complexity of the global supply chain
  • Options
  • Global production
• The global network
  • Global management
  • Organisational solutions
  • Global products
  • Global sourcing