Académique Documents
Professionnel Documents
Culture Documents
Administracin Gerencial
Mdulo IV: Administracin de la Cadena
de Suministro
jlgomez@itesm.mx
http://www.linkedin.com/pub/jose-luis-gomez-mba-pmp/21/608/972
Foto del
Instructor
jlgomez@itesm.mx
http://www.linkedin.com/pub/jose-luis-gomez-mba-pmp/21/608/972
Foto del
Instructor
jlgomez@itesm.mx
http://www.linkedin.com/pub/jose-luis-gomez-mba-pmp/21/608/972
Foto del
Instructor
Presentacin Participantes
Nombre
Empresa / Organizacin
Puesto / Rol / Funcin
Estudios/Experiencia
Expectativas del Mdulo
Mdulo 4
Administracin de Cadena de Suministro
Sesin 1:
1.
2.
3.
4.
Mdulo 4
Tema 1:
Estrategia de cadena de suministro
(Introduccin)
Sumando
al
Productor determinaba
Determina el Mercado
Reduciendo
Productor determina sus
La Cadena de
Abastecimiento
representa del
50% al 80%
de todo el dinero que
gasta una organizacin
Cadena de Abastecimiento de HP
Foxconn
Flextronics
Jabil
Canon
Venture
Technocom
Jabil
Flextronics
Factories
Repair Centers
Distribution Center
Service Center
K&N HUB
Que es Administracin de
la Cadena de
Abastecimiento?
Productor A
Costo de Produccin
$8.50
$1.5
Productor B
Costo de Produccin
$7
Productor A
Costo de Produccin
$8.50
$.90
$1.15
$1.5
$1.35
Embarques de Materias
Primas desde Proveedores
(Inbound)
$2.05 total
Embarques de Materias
$3.50
Embarques de Producto al
cliente (Outbound)
Productor B
Costo de Produccin
$7
$2.8
Embarques de Producto al
cliente
(Outbound)
$4.85 Total
Percentage
China
United States
Germany
Japan
Netherlands
France
Korea, Republic of
2,048,814
1,547,283
1,407,098
798,567
655,841
569,065
547,870
11.2%
8.4%
7.7%
4.4%
3.6%
3.1%
3.0%
Russian Federation
Italy
Hong Kong, China
United Kingdom
Canada
Belgium
Singapore
Mexico
India
Rest of the World
World
529,255
500,239
493,366
468,370
454,840
446,302
408,393
370,915
293,214
6,783,568
18,323,000
2.9%
2.7%
2.7%
2.6%
2.5%
2.4%
2.2%
2.0%
1.6%
37.0%
100.0%
Percentage
2,335,375
1,818,069
1,167,423
885,845
680,409
673,709
590,689
554,222
519,584
489,364
485,890
474,900
434,847
380,477
379,723
335,446
6,361,028
18,567,000
12.6%
9.8%
6.3%
4.8%
3.7%
3.6%
3.2%
3.0%
2.8%
2.6%
2.6%
2.6%
2.3%
2.0%
2.0%
1.8%
34.3%
100.0%
Evolucin de SCM
Fragmentation 1960
2000
Demand Forecasting
Purchasing
Requirements Planning
Production Planning
Manufacturing Inventory
Materials
Management
Warehousing
Materials Handling
Logistics
Industrial Packaging
Finished Goods Inventory
Distribution Planning
Order Processing
Transportation
Customer Service
Strategic Planning
Information Technology
Marketing
Sales
Physical
Distribution
Cadena de Suministros
Domestic
Customers
Domestic
Suppliers
Logistics
Company
International Logistics
Foreign
Suppliers
Foreign
Customers
Como sera
tu red?
Logstica de Reserva
https://www.youtube.com/watch?v=nS_OD8jmUug
Actividad Colaborativa
Mdulo 4
Tema 2:
Retos y Estrategias de Cadena de
Suministros
Corporate: Decisions and plans that answer the questions of what business
are we in? and, how will we allocate resources among these businesses?
1.
How can supply and the supply chain contribute effectively to organizational
objectives and strategy?
AND
2.
How can the organizational objectives and strategy properly reflect the
contribution and opportunities offered in the supply chain?
Supply
Objectives
Organizational
Objectives
Supply
Strategy
Organizational
Strategy
Organizational Objectives
Supply Objectives
1.
Survival
1.
Quality
2.
Growth
2.
Quantity
3.
Financial
3.
Delivery
4.
Environmental
4.
Price
5.
Service
1. Assurance of supply
2. Cost reduction
3. Supply chain support
4. Environmental change
Economic situations
5. Competitive edge
Market opportunities & org strengths
6. Risk Management
Greater dependence on suppliers for design and build strong and long term
relationships
Trend to single sourcing with fewer key suppliers and strategic supplier
relationships
Transaction Components
Price
Order
placement/preparation
Delivery/transportation
Tariffs/duties
Billing/payment
Inspection
Return of parts
Follow-up and correction
Posttransaction Components
Line fallout
Defective finished goods
rejected before sale
Field failures
Repair/replacement in field
Customer
goodwill/reputation of firm
Cost of repair parts
Cost of maintenance and
repairs
Source: Lisa Ellram, Total Cost of Ownership: Elements and Implementation, International Journal of Purchasing
and Materials Management, Winter 1993.
Supplier Management
Focused on supplier development
Joint performance improvement efforts
Value focused
Total cost improvement
Supplier benchmarking
Measurement
Customer orientation
Total value/cost focused
Benchmarking with best in class
Systems
Global databases
Historical performance data
Strategic
EDI, Internet, EFT, CAD, CAM
Manufacturing
Services
The largest portion of needs is
generated by capital, services and
other requirements enabling
employees to provide the service.
In retailing the largest spend is
focused on re-sale requirements.
Total cost improvement
Return-on-assets effect
Information source
Effect on efficiency
Vs
Mdulo 4
Tema 3:
Organizacin de la Cadena de
Abastecimiento
Traditional View of
Supply Objectives
in the right quantity, for delivery at the right time and right place, from
the right source (a supplier who is reliable and will meet its commitments in
a timely fashion),
with the right service (both before and after the sale), and at the right price
in the short and long term.
1.
2.
3.
4.
5.
6. Standardize, where possible, the items and services bought and the
processes used to procure them
Commodity Manager
Commodity Manager
Manager
Administration and
Processes
Buyer
Buyer
Manager
e-Purchasing
Buyer
Buyer
Manager
p-cards
Manager
Purchasing
Research
Materials
Manager
Stores/
Warehouse
Manager
Receiving
Inspection
Manager
Manager
Transportation
Supplier
common suppliers
critical mass
strategic focus
Disadvantages
speed of response
Disadvantages
Centralized
Disadvantages
Decentralized
Advantages
Advantages
Hybrid
structure
Disadvantages
Actividad en Equipo
1.
2.
3.
4.
Preguntas y
Respuestas