物流管理,供应链管理课件chopra4_ppt_ch02.ppt

2-* Achieving Strategic Fit Shown on the Uncertainty/Responsiveness Map (Fig. 2.5) Implied uncertainty spectrum Responsive supply chain Efficient supply chain Certain demand Uncertain demand Responsiveness spectrum Zone of Strategic Fit 2-* Step 3: Achieving Strategic Fit All functions in the value chain must support the competitive strategy to achieve strategic fit – Fig. 2.7 Two extremes: Efficient supply chains (Barilla) and responsive supply chains (Dell) – Table 2.4 Two key points there is no right supply chain strategy independent of competitive strategy there is a right supply chain strategy for a given competitive strategy 2-* Comparison of Efficient and Responsive Supply Chains (Table 2.4) Efficient Responsive Primary goal Lowest cost Quick response Product design strategy Min product cost Modularity to allow postponement Pricing strategy Lower margins Higher margins Mfg strategy High utilization Capacity flexibility Inventory strategy Minimize inventory Buffer inventory Lead time strategy Reduce but not at expense of greater cost Aggressively reduce even if costs are significant Supplier selection strategy Cost and low quality Speed, flexibility, quality Transportation strategy Greater reliance on low cost modes Greater reliance on responsive (fast) modes 2-* Other Issues Affecting Strategic Fit Multiple products and customer segments Product life cycle Competitive changes over time 2-* Multiple Products and Customer Segments Firms sell different products to different customer segments (with different implied demand uncertainty) The supply chain has to be able to balance efficiency and responsiveness given its portfolio of products and customer segments Two approaches: Different supply chains Tailor supply chain to best meet the needs of each product’s demand 2-* Product Life Cycle The demand characteristics of a product and the needs of a customer segment change as a product goes through its life cycle Supply chain strategy must evolve throughout the li