UT Knoxville BUAD 331 - Chapter 11 & 12 (20 pages)

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Chapter 11 & 12



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Chapter 11 & 12

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Pages:
20
School:
University of Tennessee
Course:
Buad 331 - CBM I: Supply Chain Mgt
CBM I: Supply Chain Mgt Documents

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BA331 Supply Chain Management Chapters 11 12 Shay Scott Ph D Department of Marketing and SCM Managing Director Global Supply Chain Institute University of Tennessee sdscott utk edu Change in Paradigm Traditional View of Competition Individual businesses compete as stand alone entities New Paradigm of Competition Supply chains compete with one another Requirements for success 1 Collective strategy development 2 Win win thinking 3 Open communication Shay Scott 2 Example Automotive Relationships Source http www autolinedetroit tv journal wp content uploads 2009 05 2009 wri news release 0925 092 pdf Supplier Collaboration Why collaborate with suppliers What are the consequences Source http www autolinedetroit tv journal wp content uploads 2009 05 2009 wri news release 09 25 092 pdf Major Business Transformations Recipe for Competitive Advantage Concept based continual learning in addition to experience Internal and external relationships Information visibility to maximize communication and effectiveness Integrate demand and supply as tightly as possible Goal Quickly respond to market changes effectively and efficiently producing what your customers want when they want it 6 Barriers to Supply Chain Improvement Conventional Organization Structure also called traditional functional vertical silo Core organizational objective Generate orders and fulfill those orders without regard to cost Barriers to Supply Chain Integration The cost of an order moving through the pipeline is not visible People are interested in protecting and growing their own function Horizontal Organizations Core organizational objective Link demand and supply through Demand Supply Integration DSI Distinguishing characteristics of horizontal market facing organizations Organized around processes Example UT CBA Flat and de layered Built upon multi functional teams Guided by market based performance metrics Getting started Key Performance Indicators Benchmarking KPI s in the Supply Chain OBJECTIVE PROCESS



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