HC8 Coordinated Product and Supply Chain Design
Supply and development chain
In many organizations we find two interacting chains, met beide verschillende
dimensions/challenges (laatste drie puntjes):
(1) (4)
(2)
(5)
(3)
(6)
Alle 6 characteristics bepalen welke supply chain strategy je moet voeren. Zo kunnen we
allereerst kijken naar characteristic (1) en (4) door te kijken naar twee soorten type
producten onderscheden door Marshall Fisher:
Functional products
Slow technology clock speed, low product variety, and typically low profit margins
Innovative products
Fast technology clock speed and short product life cycle, high product variety, and
relatively high margins
We kunnen aan de hand van deze type producten kijken welke supply chain strategy het
beste past bij een bepaalde demand uncertainty en een bepaalde clock speed (product
introduction frequency:
Demand uncertainty (1)
Everything else being equal, higher demand uncertainty leads to a preference for
managing the supply chain based on a pull strategy. Alternatively, smaller demand
uncertainty leads to an interest in managing the supply chain using a push strategy.
Product introduction frequency/clockspeed (4)
Everything else being equal, high product introduction frequency (fast clock speed)
suggests a focus on modular product architecture since this allows the independent
development of product subcomponents so that final feature set selection and
product differentiation are postponed as much as possible, sometimes until demand
is realized. On the other hand, speeding up product development and postponing
differentiation, and thus product modularity, is not that important when product
introduction frequency is low.
We kunnen elke box (A tot D) langsgaan:
Box A: represents products that are characterized by predictable demand and slow
product introduction frequency. Alles is dus heel voorspelbaar en onveranderlijk.
, Voorbeelden zijn diapers, soup and pasta. In dit geval kun je een push strategy
hanteren.
Box B: represents products with fast clockspeed and highly unpredictable demand.
Alles is dus heel onvoorspelbaar en veranderlijk. Voorbeelden zijn PCs, printers,
telefoons, fashion kleding, etc. Here, the focus is on responsiveness, on pull strategy
as well as modular product architecture.
Box C: represents products with fast clockspeed and low demand uncertainty. Is heel
zeldzaam, maar een voorbeeld is de batterij van een telefoon. Omdat elke telefoon
dezelfde batterij heeft, is de vraag geaggregeerd en dus voorspelbaar (certain). Het is
onderdeel van een modular product (zelf dus niet modular). De focus is hier op een
push strategy.
Box D: represents products with slow clockspeed but high demand uncertainty.
Voorbeelden zijn dure furniture, grote banden bijvoorbeeld gebruikt in de mijnbouw.
These are the products and industries where a combination of push and pull is
essential.
Recall the characteristics of push and pull supply chain strategies. In a push strategy, the
focus is on predictable demand, leveraging high economies of scale, and achieving cost
efficiency. In contrast, in a pull supply chain, the focus is on reacting to unpredictable
demand, dealing with low economy of scale, and achieving responsiveness, which in part is
achieved by aggressively reducing lead times.
Design for Logistics (DFL)
Three concepts suggest product and process design approaches that help to control logistics
costs and increase customer service levels:
Economic packaging and transportation
Er zijn een aantal dingen die je kunt doen om economisch te packagen en te
trasporteren:
o Designing products so that they can be efficiently packed and stored
Products that can be packed more compactly are cheaper to transport,
particularly if delivery trucks "cube out" before they "weigh out." In other
words, if the space taken up by a product and not its weight constrains how
much can fit in a delivery vehicle; dus de truck is eerder vol dan dat er
daadwerkelijk in zou passen; je pakt het dan dus inefficient in.
o Design products to efficiently utilize retail space
