Summary for SCM Avans Breda year 4 quarter 1. Course code: ISIB4SBD-BCSC-01. topics include Innovation, Sustainability, Service, Coopetition and the Theory of SCM. This summary consists of all lectures, classes, PowerPoint and materials. I made this to prepare for the case exam in Q1.
Supply chain innovation
- Innovation Dynamic nature, incremental to radical terms of innovation effect,
more than invention or idea but, perceived as actual implementation in a SC
o Incremental small continuous improvements, master data management,
process optimizations.
o Radical includes implementation of direct distribution by using principles of
postponement, reengineering business processes by state-of-the-art
information tech, and the implementation of cross-functional teams in order
to speed up the time-to-market processes.
o Not static elements but are triggered by the
companies’ dynamic interaction with their
business environments.
o Characteristics development and
implementation of new processes, one-time
change that creates the basis for continuous
improvements, relatively long development
and implementation period, top-down and
bottom-up participation, cross-functional
scope.
- Supply chain innovation model
o Processes activities to produce a specific output of value to the customer.
Make transactions more efficient and effective and structure inter-firm
relations.
Customer relationship management
Customer service management
Demand management
Order fulfillment
Manufacturing flow management
Supplier relationship management
Product development and commercialization
Return management.
o Technology that can be applied in isolation or in combination with other tech
or elements in the SCI model.
Application e-procurement auctions can improve market structure,
market behaviour, and market performance.
Not technology itself is innovation but its application in a SC context.
o Network structure both vertical and horizontal. Innovation might be
perceived differently by members of SC
, Vertical structure number of suppliers/customers represented within
each tier.
Horizontal structure number of tiers across the SC.
Coopetition in Supplier Networks
- A traditional supply chain based on the belief maximum competition, under the
discipline of the free market, would promote a healthy supply base which secures
low prices and on-time delivery.
o Focus on open-market negotiations heavily based on price competition
eventually replaced by a new paradigm that shifted the focus of competition
dyadic buyer-supplier level to a network of co-operating firms.
o Over-embedded supplier relations revealed an inverted curvilinear
relationship between social capital and the buying firm’s performance.
Over-embeddedness can reduce the buyer’s ability to make objective
decisions and lead to an increase in supplier opportunism.
- Triadic relation between one buyer and two suppliers. From a structural network
perspective, cooperation is understood as a direct link between two companies that
suggests competition when at least one of the three following conditions is met.
o 1. Two firms can supply a product for equivalent functionality
o 2. Firms require similar scarce resources or input
o 3. Two firms have overlapping and complementary tech such that learning
and value-appropriation incentives exist.
Important competitive tensions do not escalate and might
undermine the potential for joint value creation.
- Uncertainty of the division of value between buyer and seller leads to buyers
deciding to distribute their business to a larger number of suppliers instead of
maximizing joint value creation through deep relationships with single or few
suppliers.
- Coopetition is desirable and paradoxical since a simultaneous focus on cooperation
and competition causes conflicts and tensions.
o Accept rather than deny or suppress the contradictory nature of paradox and
seek to create synergies between elements.
o Managing approaches or responses are either built on a structural separation
of contradictory elements or acceptance of the coexistence of these elements
and the search for synergies between elements.
o Can not be broken down into antecedent-process-out-come relationships
among core constructs but needs to be studied as a process reflecting cyclical
dynamics.
- Strategies for managing coopetition.
o Acceptance addressed both elements simultaneously, offers the highest
potential for synergistic outcomes of cooperation and competition higher
cost efficiencies and profit margins.
Voordelen van het kopen van samenvattingen bij Stuvia op een rij:
Verzekerd van kwaliteit door reviews
Stuvia-klanten hebben meer dan 700.000 samenvattingen beoordeeld. Zo weet je zeker dat je de beste documenten koopt!
Snel en makkelijk kopen
Je betaalt supersnel en eenmalig met iDeal, creditcard of Stuvia-tegoed voor de samenvatting. Zonder lidmaatschap.
Focus op de essentie
Samenvattingen worden geschreven voor en door anderen. Daarom zijn de samenvattingen altijd betrouwbaar en actueel. Zo kom je snel tot de kern!
Veelgestelde vragen
Wat krijg ik als ik dit document koop?
Je krijgt een PDF, die direct beschikbaar is na je aankoop. Het gekochte document is altijd, overal en oneindig toegankelijk via je profiel.
Tevredenheidsgarantie: hoe werkt dat?
Onze tevredenheidsgarantie zorgt ervoor dat je altijd een studiedocument vindt dat goed bij je past. Je vult een formulier in en onze klantenservice regelt de rest.
Van wie koop ik deze samenvatting?
Stuvia is een marktplaats, je koop dit document dus niet van ons, maar van verkoper Angela5678. Stuvia faciliteert de betaling aan de verkoper.
Zit ik meteen vast aan een abonnement?
Nee, je koopt alleen deze samenvatting voor €5,47. Je zit daarna nergens aan vast.
