1. 1. INTRODUCTION
SUPPLY CHAIN MANAGEMENT
A supply chain management consists of all parties involved directly or
indirectly, in fulfilling a customer request. The supply chain includes not only the
manufacturer and suppliers, but also transporters, ware-houses, retailers and even
customers themselves. Within each organization, such as a manufacturer, the supply
chain includes all functions involved in receiving and filling a customer request.
These functions include, but are not limited to, new product development, marketing
operations, distribution, and finance and customer service.
Supply chain management is an application of total systems approach to
managing the entire flow of information materials and services from raw material
suppliers through factories and warehouses to the end customer. The linkages may be
observed between suppliers that provide inputs, manufacturing and service
distribution and local service providers that localize the product. Localization can
involve just the delivery of the product or some more involved process that tailors the
product or service to the needs of the local market.
So why is supply chain management such a popular topic these days? The
answer is that many companies are achieving significant competitive advantage by the
way they configure and manage their supply chain operations. Dell computer, for
example, skips the distribution and retail steps typical of a manufacturing company’s
supply chain. Dell takes orders for its computers from customers over the Internet and
manufactures directly to the orders. The computers are able to get the latest models at
very competitive prices in only five or six days using this approach.
A fundamental question in supply chain management is how value is created,
if improved efficiency lowers the cost to the end customer and does that increase the
perception of value? If so, then strategies such as the auto industry’s seeking to
minimize labour cost have a role to play.

2. GOAL OF A SUPPLY CHAIN:-
The goal of a supply chain should e to maximize overall supply chain
profitability. Supply chain profitability is the difference between the revenue supply
chain. Supply chain decisions have a large impact on the success or failure of each
firm because they significantly influence both the revenue generated and the cost
incurred. Successful supply chains manage flow of product information and funds to
provide a high level of product availability to the customer while keeping costs low.
KEY SUPPLY CHAIN DESION PHASES
The supply chain decisions fall into three categories or phases, depending
upon the frequency of each decision and the time frame during which a decision phase
has an impact.
1. Supply chain strategy or design: - During this phase, given the marketing and
pricing plans for a product, a company decides how to structure the supply
chain over the next several years. It decides what the chain’s configuration
will be, how resources will be allocated and what processes each stage will
perform. Strategic decisions made by companies include whether to outsource
or perform a supply chain function in-house, the location and capacity of
production and warehousing facilities, the products to be manufactured or
stored at various locations, the modes of transportation to be made available
along different shipping legs and the type of information system to be utilized.
A firm must ensure that the supply chain configuration supports its strategic
objectives and increases the supply chain surplus during this phase.
2. Supply chain planning:- for decisions made during this phase, the time frame
considered is a quarter to a year. Planning includes making decisions
regarding which markets will be supplied form which locations, the
subcontracting of manufacturing, the inventory policies to be followed and the
timing and size of marketing and price promotions. Dell’s decisions regarding
markets supplied by a production facility and target production quantities at
each location are classified as planning decisions.

3. 3. Supply chains operations: - The time horizon here is weekly or daily and
during this phase, firms allocate inventory or production to individual order,
set a date on which that order is to be filled, generate pick lists at a warehouse,
allocate an order to a particular shipping mode and shipment, set delivery
schedules of trucks and place replenishment orders. Given the constraints
established by the configuration and planning policies, the goal during the
operation phase is to exploit the reduction of uncertainty and optimize
performance.
PROCESS VIEWS OF A SUPPLY CHAIN: -
There are two different ways to view the processes performed in a supply
chain.
1. Cycle view: - The processes in a supply chain are divided into a series of
cycles, each performed at the interface between two successive stages of a
supply chain.
2. Push/pull view: - The processes in a supply chain are divided into two
categories, depending on whether they are executed in response to a customer
order or in anticipation of the customer orders. Pull processes are initiated by a
customer order, whereas push processes are initiated and performed in
anticipation of customers orders.
SUPPLY CHAIN MACRO PROCESSES IN A FIRM: -
1. Customer relationship management (CRM): All processes that focus on the
interface between the firm and its customers.
2. Internal supply chain management (ISCM): All processes that are internal to
the firm and work to plan for and fulfill customer orders.

4. 3. Supplier Relationship management (SRM): All processes that focus on the
interface between the firm and its suppliers and include work to evaluate and
select suppliers and then source goods and services from them.
Supplier Firm Customer
SRM ISCM CRM
Source Strategic planning Market
negotiate Demand planning Price
Buy Supply Sell
planning
Design collaboration Fulfillment Call centre
Supply collaboration Field service Order management
Supply Chain Macro Processes
COMPETITIVE AND SUPPLY CHAIN STARTEGIES:-
A company’s competitive strategy is defined as relative to its competitors and
the set of customer needs that it seeks to satisfy through its products and services.
Wal-Mart aims to provide high availability of a variety of products of reasonable
quality at low prices. Most products sold at Wal-Mart are commonplace (everything
from home appliances to clothing) and can be purchased elsewhere. What Wal-Mart
provides is a low price and product availability. Similarly, Dell has stressed
customization and variety at a reasonable cost, with customers having to wait
approximately to get their product.
To wee the relationship between competitive and supply chain strategies, we
start with the value chain for a typical organization as shown below –

5. The value chain disaggregates the firm into its distinct strategic activities. The
value chain is the complete set of activities involved in a product. The value chain
begins with new product development , which creates specifications for the product.
Marketing and sales generate demand by publicizing the customer priorities that the
products and services will satisfy. Marketing also brings customer input back to new
product development. Using new product specifications and operations transforms
inputs to outputs to create the product. Distribution either takes the product to the
customer or brings the customer to the product. This service responds to customer
requests during or after the sale. Finance, information technology, human resources
support and facilitate the functioning of the value chain.
Value chain analysis seeks to determine, within the company’s operations –
from new product development to distribution – customer value can be enhanced or
costs lowered.
For each value added activity, the key questions are:
1. Can we reduce costs in this activity, holding revenue value constant?
2. Can we increase revenue in this activity, keeping the costs constant?
3. Can we reduce assets in this activity keeping costs and revenues constant?
4. Mostly importantly, can we do 1, 2 and 3 simultaneously?
By systematically analyzing costs, revenues and assets in each activity, the
business unit can achieve cost cum differentiation advantage.
To execute a company’s competitive strategy, all the above functions play a
role and each must develop its own strategy. Here strategy refers to what each process
or function will try to do particularly well.
A product development strategy specifies the portfolio of new products that
the company will try to develop. It also decides whether the development effort will
be made in-house or outsourced. A marketing and sales strategy specifies how the
market will be segmented and how the products will be positioned, priced and
promoted. A supply chain strategy determines the nature of procurement of raw
materials, transportation of materials to and from the company, manufacture of the
product or operation to provide the service and distribution of the product to the

6. customer, along with any follow up service and a specification of whether these
processes will be performed in house or outsource. Given that firms are rarely
completely vertically integrated, it is important to recognize that the supply chain
strategy defines not only what processes within the firm should do well but also what
role played by each supply chain entity is. Supply chain strategy includes a
specification of the broad structure of the supply chain and what many traditionally
call “operations strategy” and “logistics strategy”.
The value chain emphasizes the close relationship the close relationship
between the functional strategies within a company. Each function is crucial if a
company is to satisfy customer needs profitably. Thus, the various functional
strategies cannot be formulated in isolation. They are closely inter-twined and must fit
and support each other if a company is to succeed.
DRIVERS OF SUPPLY CHAIN PERFORMANCE:
First we define each driver and discuss its impact on the performance of the
supply chain:
1. Facilities are the actual physical locations in the supply chain network where
product is stored, assembled or fabricated. The two major types of facilities
are production sites and storage sites. Decisions regarding location, capacity
and flexibility of facilities have a significant impact on the supply chain’s
performance.
2. Inventory encompasses all raw materials work- in- process and finished
goods within a supply chain. Changing inventory policies can dramatically
alter the supply chain’s efficiency and responsiveness.
3. Transportation entails moving inventory from point to point in the supply
chain. Transportation can take the form of many combinations of modes and
routes, each with its own performance characteristics.
4. Information consist of data and analysis concerning facilities, inventory,
transportation, costs, prices and customers throughout the supply chain
information is potentially the biggest driver of performance in the supply
chain because it directly affects each of the other drivers. Information presents
management with the opportunity to make supply chain more responsive and
more efficient.

7. 5. Sourcing is the choice of who will perform a particular supply chain activity
such as production, storage, transportation or the management of information.
At the strategic level these decisions determine what functions a firm performs
and what functions the firm out-sources. Sourcing decisions affect both the
responsiveness and efficiency of a supply chain.
6. Pricing determines how much a firm will charge for goods and services that it
makes available in the supply chain. Pricing affects the behavior of the buyer
of the good or service, thus affecting supply chain performance.