It is a network of facilities and means of distribution whose function is to obtain materials, transform these materials into intermediate products and finished products, and distribute these finished products to consumers.
Supply Chain (in English)
"In the future, competition will not be from business to business, but rather from supply chain to supply chain."
Michael E. Porter, Ph.D., Harvard University
supply-chain-optimization-of-productionSupply chain concept
A supply chain (in English, Supply Chain) is a network of facilities and means of distribution whose function is to obtain materials, transform these materials into intermediate products and finished products, and distribute these finished products to consumers.
A supply chain consists of three parts
- The supplyThe manufactureThe distribution
The supply side focuses on how, where and when the raw materials for manufacturing are sourced and supplied.
Manufacturing converts these raw materials into finished products and Distribution ensures that these final products reach the consumer through a network of distributors, warehouses and retail outlets. The chain is said to start with your suppliers 'suppliers and end with your clients' customers.
All suppliers of goods and services and all customers are linked by consumer demand for finished products, as well as material and computer exchanges in the logistics process, from the acquisition of raw materials to the delivery of finished products to the user. final."
Supply Chain Objectives
- Promote adequate service to the final consumer Delivery of products in a timely manner and quality Delivery capacity of a variety of products Adequate balance
Types of supply chains
- The strategic supply chain, which consists of deciding on production technology, plant size, product selection, product collaboration, product placement in the plant, and supplier selection for raw materials. Tactical supply chain, assumes that the supply chain is given and is responsible for deciding the use of resources specifically: suppliers, warehouses and sales centers, through a planning horizon.
Supply chain functions
The functions that make up the Supply Chain internal to a manufacturing company are:
- Administration of the Portfolio of Products and Services (PPS), which is the offer that the company makes to the market. The entire Supply Chain is designed and executed to support this offer. Customer Service (SAC), which is responsible for connecting the customer's need with the internal operation of the company. Transactional systems allow the organization to visualize the commitments derived from the processed orders, but in simple terms, if there is inventory to satisfy customer demand, SAC passes its instructions directly to Distribution; If it is necessary to produce, it passes its instructions to Production Control. Production Control (CP), which, derived from the particular service policies of the company and the Demand Administration, is in charge of scheduling internal production and, due,It triggers the activity of Supply of supplies. Supply (Aba), which is in charge of providing the necessary supplies to satisfy the needs of Production (Raw Material and Materials), taking care of the delivery times of the suppliers and the levels of inventory of supplies. (Aba) that is in charge of guarding inputs and finished product (in some organizations only finished product), making it available to Customers and / or its distribution network, which may include other warehouses or Distribution Centers (CD's) or not.Supply (Aba) that is in charge of guarding inputs and finished product (in some organizations only finished product), making it reach Clients and / or their distribution network, which may include other warehouses or Distribution Centers (CD's) or not.Supply (Aba) that is in charge of guarding inputs and finished product (in some organizations only finished product), making it reach Clients and / or their distribution network, which may include other warehouses or Distribution Centers (CD's) or not.
These 5 functions must operate in coordination so that the internal Supply Chain (or internal Logistics) is efficient and effective.
It must be taken into account that in addition to the warehouses owned by the producer, (in the plant and regional ones) there are sometimes customs warehouses or warehouse warehouses.
The Supply Chain encompasses those activities associated with the movement of goods from the supply of raw materials to the final consumer.
Processes involved in the Supply Chain
- Planning supplying emergency orders fulfillment of orders transfers and dispatch inventory analysis process component failure monitoring receipt and inventory management billing and receipt issuance warranty administration payment processing.
The supply chain encompasses those activities associated with the movement of goods from the supply of raw materials to the final consumer.
Supply chain activities
The supply chain encompasses the following activities:
- selection purchasing production scheduling order processing inventory control transportation warehousing customer service information systems
Distribution system in the supply chain
Suppose that the company has a distribution system; In other words, their product passes first through a small winery in the plant, then through one of several regional wineries, and finally is delivered to the wineries of the stores that sell to the final consumer. Note that the stores are not owned by the company that manufactures the product or products, while the regional wineries are owned by them.
Supply Chain Management (SCM)
What is it and why is this concept on the top list of top executives?
Supply Chain Management (SCM for its acronym in English, Suply Chain Management), is emerging as the combination of technology and best business practices around the world. Companies that have improved their internal operations are now working to achieve greater savings and benefits by improving the processes and information exchanges that occur between business associates.
«Supply Chain Management is the planning, organization and control of activities in the supply chain. The management of monetary flows, of information products or services, throughout the supply chain is involved in these activities, in order to maximize the value of the product / service delivered to the final consumer while reducing costs. of the organization ».
A successful supply chain delivers the right product to the end customer, in the right place, at the right time, at the required price, and at the lowest possible cost.
Decisions in the Supply Chain
- Location: place of the different facilities Production: what is produced and where You buy: what, where and how the purchased is transported Inventory: inventory needs for security Transport: how items circulate through the CS.
Comparison between traditional supply chain and new supply chain
Principles for supply chain management
Andersen Consulting has proposed a list of 7 principles for supply chain management, based on the experience of supply chain improvement initiatives in more than 100 industrial companies, distributors and retailers.
The implementation of these principles allows balancing the needs of excellent customer service with the requirements of profitability and growth. By determining what customers demand and how efforts are coordinated across the supply chain to meet these demands faster, cheaper, and better.
Principle No. 1:
Segment your customers based on the service needs of different groups and tailor the supply chain to serve these markets profitably.
Traditionally, we have segmented clients by industry, product or sales channel, and we have provided the same level of service to each client within a segment.
An efficient supply chain groups customers according to their service needs, regardless of which industry they belong to, and then tailors services to each of those segments.
Principle No. 2:
Adapt the logistics network to the service requirements and profitability of the customer segments.
When designing the logistics network, we must focus intensely on the service requirements and profitability of the identified segments. The conventional approach to creating monolithic networks is contrary to successful supply chain management.
Aun el pensamiento menos convencional acerca de la logística emerge en ciertas industrias que comparten clientes y cobertura geográfica que resulta en redes redundantes. Al cambiar la logística para industrias complementarias y competitivas bajo la propiedad de terceras empresas, se pueden lograr ahorros para todas las industrias.
Principio No. 3:
Esté atento a las señales del mercado y alinee la planeación de la demanda en consecuencia con toda la cadena de suministro, asegurando pronósticos consistentes y la asignación optima de los recursos.
La planeación de ventas y operaciones debe cubrir toda la cadena, buscando el diagnostico oportuno de los cambios en la demanda, detectando los patrones de cambio en el procesamiento de órdenes las promociones a clientes, etc. Este enfoque intensivo en la demanda nos lleva a pronósticos más consistentes y la asignación optima de los recursos.
Principio No. 4:
Busque diferenciar el producto lo más cerca posible del cliente.
Ya no es posible que acumulemos inventario para compensar por los errores en los pronósticos de ventas. Lo que debemos hacer es posponer la diferenciación entre los productos en el proceso de manufactura lo más acerca posible del cliente final.
Principio No. 5:
Maneje estratégicamente las fuentes de suministro.
Al trabajar más de cerca con los proveedores principales para reducir el costo de materiales y servicios, podemos mejorar los márgenes tanto para nosotros, como para nuestros proveedores.
El concepto de exprimir a los proveedores y ponerlos a competir ya no es la forma de proceder, ahora la tendencia es «ganar-ganar»
Principio No. 6:
Desarrolle una estrategia tecnológica para toda la cadena de suministros.
Una de las piedras angulares de una gestión exitosa de la cadena de suministros es la tecnología de información que debe soportar múltiples niveles de toma de decisiones así como proveer una clara visibilidad del flujo de productos, servicios, información y fondos.
Principio No. 7:
Adopte mediciones del desempeño para todos los canales.
Los sistemas de medición en las cadenas de suministro hacen más que monitorear las funciones internas, deben adoptarse mediciones que se apliquen a cada uno de los eslabones de la cadena. Lo mas importante es que estas mediciones no solamente contengan indicadores financieros, sino que también nos ayuden a medir los niveles de servicio, tales como la rentabilidad de cada cliente, de cada tipo de operación, unidad de negocio, y en ultima instancia, por cada pedido.
Estos principios no son fáciles de implementar, y requieren de ciertas habilidades que en algunos casos no son las que naturalmente encontramos en los profesionales de la logística. Se requiere de un esfuerzo de grupo, de habilidades multifuncionales, con as, calidad facilitadores que integren las necesidades divergentes de manufactura y ventas, calidad y precio, costo y servicio y las mediciones cualitativas y financieras.
Se debe ampliar el entendimiento de las otras áreas de la organización, se tiene que mejorar el conocimiento de las funciones de compras, planeación de productos, marketing, ventas y promoción de ventas, y también deben desarrollar un conocimiento más íntimo de sus clientes.
Recuerde que la cadena de suministros comienza y termina con el cliente.
Adicionalmente, es importante que los profesionales sean conocedores de la tecnología de información. La informática no es una función de soporte adicional a la cadena de suministros, más bien es el habilitador, el medio por el cual varios eslabones se integran en una sola cadena.
La tecnología de información debe ayudar en tres categorías diferentes:
Primero debe soportar las actividades operativas, la toma de decisión de corto plazo, el manejo de las transacciones diarias, el procesamiento de órdenes, los embarques y los movimientos de almacén.
Oportunidades dentro de la cadena de suministro
- Habilidad para satisfacer los requerimientos de los consumidoresIdentificar las necesidades para mejorar el desempeño del negocioGeneración de equipos interfuncionalesReducción o eliminación de las actividades que no generan valor agregadoEspecialización en las diferentes posiciones de la compañía.
Anexos
Bibliografía
- http://www.monografias.com/trabajos31/cadena-suministros/cadena-suministros.shtml?monosearchhttp://www.elprisma.com/apuntes/ingenieria%5Findustrial/cadenasuministro/https://www.chilecompra.cl/portal/files/formacion/Charla_Logistica_Inventarios.ppt#664,1,Diapositiva 1
