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1、Operations Management,Chapter 11 Supply Chain Management,PowerPoint presentation to accompany Heizer/Render Principles of Operations Management, 7e Operations Management, 9e,Outline,Global Company Profile: Darden Restaurants The Supply Chains Strategic Importance Global Supply Chain Issues Supply Ch
2、ain Economics Make-or-Buy Decisions Outsourcing,Outline Continued,Ethics in the Supply Chain Supply Chain Strategies Many Suppliers Few Suppliers Vertical Integration Keiretsu Networks Virtual Companies,Outline Continued,Vendor Selection Vendor Evaluation Vendor Development Negotiations,Outline Cont
3、inued,Logistics Management Distribution Systems Third-Party Logistics Cost of Shipping Alternatives Logistics, Security, and JIT Measuring Supply Chain Performance,Learning Objectives,When you complete this chapter you should be able to:,Explain the strategic importance of the supply chain Identify
4、five supply chain strategies Explain issues and opportunities in the supply chain Describe approaches to supply chain negotiations,Learning Objectives,When you complete this chapter you should be able to:,Evaluate supply chain performance Compute percent of assets committed to inventory Compute inve
5、ntory turnover,Darden Restaurants,Largest publicly traded casual dining company in the world Serves over 300 million meals annually in more than 1,400 restaurants in the US and Canada Annual sales of $2.4 billion Operations is the strategy,Darden Restaurants,Sources food from five continents and tho
6、usands of suppliers Four distinct supply chains Over $1.5 billion spent annually in supply chains Competitive advantage achieved through superior supply chain,The Supply Chains Strategic Importance,Supply chain management is the integration of the activities that procure materials and services, tran
7、sform them into intermediate goods and the final product, and deliver them to customers,Competition is no longer between companies; it is between supply chains,Supply Chain Management,Transportation vendors Credit and cash transfers Suppliers Distributors Accounts payable and receivable Warehousing
8、and inventory Order fulfillment Sharing customer, forecasting, and production information,Important activities include determining,A Supply Chain for Beer,Figure 11.1,Global Supply Chain Issues,React to sudden changes in parts availability, distribution, or shipping channels, import duties, and curr
9、ency rates Use the latest computer and transmission technologies to schedule and manage the shipment of parts in and finished products out Staff with local specialists who handle duties, freight, customs and political issues,Supply chains in a global environment must be able to,How Supply Chain Deci
10、sions Impact Strategy,Table 11.1,How Supply Chain Decisions Impact Strategy,Table 11.1,How Supply Chain Decisions Impact Strategy,Table 11.1,Supply Chain Economics,Supply Chain Costs as a Percent of Sales,Table 11.2,Supply Chain Economics,Dollars of additional sales needed to equal $1 saved through
11、the supply chain,Table 11.3,Make-or-Buy Decisions,Table 11.4,Make-or-Buy Decisions,Table 11.4,Outsourcing,Transfers traditional internal activities and resources of a firm to outside vendors Utilizes the efficiency that comes with specialization Firms outsource information technology, accounting, le
12、gal, logistics, and production,Ethics in the Supply Chain,Opportunities for unethical behavior are enormous and temptations are high Many companies have strict rules and codes of conduct that define acceptable behavior Institute for Supply Management has developed a detailed set of principles and st
13、andards for ethical behavior,Principles and Standards for Ethical Supply Management Conduct,LOYALTY TO YOUR ORGANIZATION JUSTICE TO THOSE WITH WHOM YOU DEAL FAITH IN YOUR PROFESSION,Table 11.5,Principles and Standards for Ethical Supply Management Conduct,Avoid the intent and appearance of unethical
14、 or compromising practice in relationships, actions, and communications Demonstrate loyalty to the employer by diligently following the lawful instructions of the employer, using reasonable care and granted authority Avoid any personal business or professional activity that would create a conflict b
15、etween personal interests and the interests of the employer,Table 11.5,Principles and Standards for Ethical Supply Management Conduct,Avoid soliciting or accepting money, loans, credits, or preferential discounts, and the acceptance of gifts, entertainment, favors, or services from present or potent
16、ial suppliers that might influence, or appear to influence, supply management decisions Handle confidential or proprietary information with due care and proper consideration of ethical and legal ramifications and government regulations Promote positive supplier relationships through courtesy and impartiality Avoid improper reciprocal agreements,Table 11.5,Principles and Standards for Ethical Supply Management Conduct,Know and obey the letter and spirit of laws applicable to supply management Enc
