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PGDM 2014-16
Term:
IV
Course Name:
Topic/ Title :
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ORIGINAL
or Revised Write-up:
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GROUP 3
Sl
.
1
2
3
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5
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Debasish Chatterjee
9654608011
Roll No.
Name
1401-01013
1401-01074
1401-02060
1401-03044
1401-03052
1401-03064
1401-02071
Akshat K
Kajal V
Kaushik T
Ayyappan A
Debasish C
Sashidhar G
Manik G
Contents
Supply Chain Network........................................................................................... 4
Framework for Supply Chain Network Design Decisions........................................5
Factors influencing Network Design Decisions.......................................................5
Strategic Factors:................................................................................................ 6
Macroeconomic Factors:..................................................................................... 6
Political Factors:.................................................................................................. 6
Infrastructure Factors......................................................................................... 6
Technology Factors............................................................................................. 6
Issues Pertinent to Facilities................................................................................... 6
Life Span of the facilities:................................................................................... 6
Example.......................................................................................................... 7
Focus on Tax and Tariffs...................................................................................... 7
Example.......................................................................................................... 7
Network Design issues in uncertain environment..................................................8
Essar Oil Retail Outlets....................................................................................... 8
DISTRIBUTION NETWORK DECISIONS....................................................................9
Definition of Distribution Network:.....................................................................9
Factors Influencing Distribution Network Design................................................9
Design Options for a Distribution Network.......................................................10
Manufacturer storage with direct shipping....................................................10
Manufacturer Storage with Direct Shipping and In-Transit Merge..................11
Distributor Storage with Carrier Delivery......................................................12
Distributor Storage with Last Mile Delivery...................................................13
Manufacturer or Distributor Storage with Consumer Pickup..........................13
Retail Storage with Customer Pickup.............................................................14
Selecting a Distribution Network Design..........................................................15
CASE 1: Chennai as an Automobile hub...............................................................16
CASE 2: P&G........................................................................................................ 17
Present Supply Chain Network..........................................................................17
Heading Towards Automated Supply Chain Network........................................17
References........................................................................................................... 18
PHASE 1
Supply
Chain
Strategy
PHASE 2
Regional
Facility
Configurati
on
AGGREGATE
FACTORS AND
LOGISTICS COSTS
PRODUCTION
METHODS
Skill needs, Response
FACTOR COSTS
Labour, Materials,
Site Specific
PHASE 3
Desirable
Sites
PHASE 4
Location
Choices
GLOBAL
AVAILABLE
INFRASTRUCTURE
LOGISTICS COSTS
Transport,
Inventory,
Strategic Factors
Macroeconomic Factors
Technological Factors
Political Factors
Infrastructure Factors
Socioeconomic factors
Strategic Factors:
Firms will have to take network decision based on its competitive advantage. It
has to take a call on responsiveness or efficient supply network to leverage their
capabilities. This is the single most important factor that impacts majority of the
decisions.
Example: Low cost electronic manufacturers like Flextronics and Foxconn gives
a higher priority to decisions that are in favour of low costs. Whereas apparel
manufacturer like Zara that bets on fast fashion, look to improve the
responsiveness. Again firms will have to base their decision primarily on their
strategy.
Macroeconomic Factors:
Firm that would like to have international presence should primarily
consider macro-economic factors of the economies in which they operate. Global
firms primary challenge is to tweak their business model in accordance to the
macroeconomic factors. This will have a significant impact on the decision
regarding the supply chain network.
Example: Host of automobile companies set their facilities in China due to the
government policies. The policy stated that the cars sold in China should have at
least 70% of the raw materials procured to be sourced from a local vendor.
Political Factors:
Firms also face severe bureaucratic control even when operating in a free
economy. Political stability plays a crucial role in protecting the resources of the
firm and the subsequent supply chain processes. There are few indices like GPRI
which could help firms to assess a countrys political influence on the firm.
Example Reliance Fresh retails aggressive expansion was stalled due to the
intervention of multiple state government. The state government claimed that
the Reliances model was disruptive to the small vendors and Kirana stores.
Therefore the company had to shut shops in few places in the country.
Infrastructure Factors
Infrastructure plays a vital role in placing a facility. Choice of an area
where the infrastructure is not up to the mark could lead to additional spending
by the firm. So the availability of transport, utilities and skilled labour is a prime
parameter for taking network design decision.
Technology Factors
Firms that operate with the technology that requires lesser fixed cost are
most likely to experience higher economies of scale. It also enables the firm to
establish more plants closer to market to serve the customers better.
Example: Beverage companies like Coca Cola, Pepsi operates with facilities that
can be built at lower cost. So to reduce cost on transportation, they build
multiple facilities closer to their local markets.
Example
Nokia Chennai Factory
The state of the art facility of Nokia in Chennai was once the largest assembler of
electronics in the world. The factory once assembled 15 million phones a month.
But several tax disputes caught up with the company which ran into serious
trouble. Although the factory at its peak was the most efficient, it was not sold to
Microsoft even when the entire company was bought. This was primarily due to
the technology installation which could predominantly produce feature phones.
With the world moving towards smartphones, there was a little headroom for
growth to Nokia in the feature phone space.
Microsoft found the facility unattractive owing to its feature phone production
capability. This was not in line with Microsofts vision as it kept the Chennai Plant
out of its acquisition ambit.
Example
Mexican Automobile Story
Mexico in recent times has become a brutal force in Automobile industry. This
was primarily due to governments investment policies which encourages many
automobile giants to set shop and roll out production. The geographical
advantage also lets Mexico to get connected to both Pacific and Atlantic Ocean.
With the second largest automobile market US, right on top of Mexico, many
automobile firms has capitalized this near shoring capabilities and started to
reap profits.
enterprises has left no place for margins to Essar and as a result has to shut their
outlets. The subsidy offered by the government and the regulation of prices has
bought Essar down to its knees. The entire supply chain network of Essar
including the resources in transportation and skilled labours were all left jobless
due to the external environment and government intervention in pricing.
This case was similar to Reliance retail fuel outlets which had to shut down most
of its bunks due to unsustainable operations. Reliance recently had opened it fuel
network due to deregulation in fuel pricing and that the resources are left long
without any operations leading to depreciation in its investments. The opening of
the outlets is a good news but the retail oil segment is an extremely price
sensitive segment and often bought under the lens of the government leading to
little control for such firms to persist.
Transportation
Facilities and handling
Information
Downright logistics expenses are the total of stock, transportation, and facility
costs for a supply network system. As the quantity of facilities is expanded,
complete logistics costs first abatement and afterward increment as indicated in
Figure. Every firm ought to have in any event the quantity of offices that
minimize downright logistics costs. As a firm needs to further lessen the reaction
time to its clients, it may need to build the quantity of offices past the point that
minimizes logistics costs. A firm ought to include offices past the expense
minimizing point just if supervisors are certain that the increment in incomes on
account of preferable responsiveness is more prominent over the increment in
expenses due to the extra offices.
Cost Factor
Inventory
Transportatio
n
Facilities and
handling
Information
Service
Factor
Response
time
Product
variety
Product
availability
Customer
experience
Order
visibility
Ability to
Return
Performance
Lower expenses in total. Profits of total are most astounding for
low volume, high esteem things. Profits are extensive if item
customization can be delayed at the producer
Higher transportation costs in view of expanded separation and
dis-aggregate shipping
Lower office costs because of aggregation. Some saving money
on taking care of expenses if producer can oversee little
shipments or ship from production line.
Huge investment in IT infrastructure to coordinate maker and
retailer
Performance
High reaction time of between 1-2 weeks on account of
expanded separation and two stages for request preparing.
Reaction time may fluctuate by item, hence complicating the
system
Simple to give a very high level of mixed bag
Simple to give a high level of item accessibility in light of
aggregation by manufacturer
Great regarding home conveyance however can experience the
ill effects if order from several makers is sent in partial
shipments
More troublesome but more essential from a client
administration point of view
Extravagant and hard to actualize
Example: At the point when a client requests a PC from Dell alongside a Sony
screen, the bundle transporter grabs the PC at the Dell manufacturing plant, the
screen at the Sony industrial facility and consolidations the two together at a
centre before making a single delivery to the client.
Cost Factor
Inventory
Transportation
Facilities and
handling
Information
Service Factor
Response time
Product variety
Product
availability
Customer
experience
Order visibility
Ability to
Return
Performance
Same as drop shipping
To some degree lower transportation costs than dropshipping
Handling expenses higher than drop transportation at
transporter level, receiving expenses lower at client level
Investment is to some degree higher than for drop-shipping
Performance
Like drop transportation, may be barely higher
Same as drop shipping
Same as drop shipping
Better than drop shipping in light of the fact that single
delivery has to be received
Same as drop shipping
Same as drop shipping
Cost Factor
Inventory
Transportation
Facilities and
handling
Information
Service Factor
Response time
Product variety
Product
availability
Customer
experience
Order visibility
Ability to Return
Performance
Higher than manufacturer storage. Difference is not vast for
quicker moving things
Lower than manufacturer storage. Decrease is most
astounding for quicker moving things
To a degree higher than manufacturer storage. The
distinction can be vast for slow moving things
Less complex compared to manufacturer storage
Performance
Faster than manufacturer storage
Lower than manufacturer storage
Higher expense to give the same level of accessibility as
storage by manufacturers
More efficient than manufacturer storage with drop shipping
Simpler than manufacturer storage
Simpler than manufacturer storage
Cost Factor
Inventory
Transportation
Facilities and
handling
Information
Service Factor
Response time
Product variety
Product
availability
Customer
experience
Order visibility
Ability to Return
Performance
Higher than wholesaler storage along with package carrier
delivery
High cost given minimal scale economies. Higher than
whatever other dispersion choice
Facility costs higher than manufacturer storage or
wholesaler storage with package carrier delivery, however
lower than a chain of retail locations
Like distributor storage with package carrier delivery
Performance
Brisk. Same day to 24 hour delivery
To some degree not as much as merchant storage with
package carrier delivery yet bigger than retail locations
More extravagant to give accessibility than some other
choice with the exception of retail locations
Great, especially for bulky orders
Less of an issue and simpler to actualize than manufacturer
storage or merchant storage with package carrier delivery
Less demanding to actualize than different choices. Harder
and more extravagant than a retail arrangement
Cost Factor
Performance
Inventory
Transportation
Facilities and
handling
Information
Service Factor
Response time
Product variety
Product
availability
Customer
experience
Order visibility
Ability to Return
Performance
Higher than all different alternatives
Lower than all different alternatives
Higher than different alternatives. The increment in
handling expense at the pickup site can be noteworthy for
online and telephone requests
Some investment in infrastructure needed for online and
telephone requests
Performance
Same day (prompt) pickup possible for things put away
locally at pickup site
Lower than all different alternatives
More costly to give than all different choices
Identified with whether shopping is seen as a positive or
negative experience by client
Minor for in store requests. Troublesome, however essential,
for online and telephone requests
Less demanding than different choices given that pickup
area can deal with returns
These are the factors that encourage Chennai to be among the top automobile
hub in the world. They are
CASE 2: P&G
References
1. http://www.scdigest.com/assets/FirstThoughts/11-08-05.php?cid=4822
2. http://www.computerweekly.com/news/2240050722/PG-implements-zerotouch-supply-chain-integration
3. http://www.transportation.northwestern.edu/docs/research/Chopra_Distribution
SupplyChain.pdf
4. http://sydney.edu.au/business/__data/assets/pdf_file/0009/136746/gauravppresentation.pdf
5. http://www.caldwellpartners.com/reshoring-and-near-shoring-becomingincreasingly-viable-manufacturing-options/
6. http://www.ibtimes.com/mexico-auto-industry-why-are-kia-motors-bmw-nissanmercedes-headed-south-border-1671486
7. http://qz.com/81739/adios-motor-city-how-mexico-is-becoming-the-worldsbest-place-to-make-cars/
8. http://automotiveproductsfinder.com/APFCONTENT/coverstory/chennai-tobecome-the-worlds-largest-auto-cluster.php
9. http://www.aalhysterforklifts.com.au/index.php/about/blogpost/common_warehousing_issues
10.https://www.ce.udel.edu/UTC/Presentation%2009/ChuoranWangThesis.pdf