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Introduction
The success and failure of supply chain in the market will be ultimately determined by final customer or
consumer. Delivering the right product at proper time and price to the consumer is not only the most important
factor for competitive success but also has the key role in the survival of a business entity. Therefore, in line
with establishing a new supply chain strategy, customer satisfaction and market recognition are vital and
essential elements in in this area. Only when market barriers have been identified, a unit can prepare, extract and
develop strategies to cover the needs of supply chain and indeed final customer.
Practices and ideas to improve performance of supply chain are designed to coordinate supply and demand, so,
they will be certainly led to lower costs and improve customer satisfaction simultaneously. This always requires
more and more reducing uncertainty to make possible accurate prediction of upstream demand. However,
sometimes completely removing uncertainty from the supply chain is impossible due to the nature and type of
product. If a product is quite fashion-dependent, given the nature of the product, its demand will be
unpredictable. Thus, specific supply chains which act in such circumstances should have a strategy that will give
them the ability to balance between supply and demand.
Companies which develop their business strategy with regard to uncertainty, they will see the result of their own
forethought in terms of the best performance versus their competitors with a reactive approach. Interestingly,
much of the uncertainty in the supply chain is caused and induced by the system itself, and also become more
intense by "bullwhip" effect. Uncertainty arising from the system itself is often resulted from strategies and
relationships which are involved in the system; therefore, they are under the direct control of system and
management and thus many their adverse result can be reduced by much effort. If this phase of responsibility is
well fulfilled, the supply chain will only face the challenge of uncertainty in the market which by itself makes
the situation much easier.
By passing over 30 years since Skinner introduced the theory of "balancing the mechanical design" to manage
the conflicting production parameters. No one can design a 500-seat passenger plane capable of landing on the
ship and breaking sound barrier; this case is similar to the production category. Variables such as cost, time,
technological constraints, customer satisfaction, etc. could affect on what management is sought to do.
"Production strategy" should be adopted by relative knowledge of these conflicts and the necessity of choosing
between competing criteria such as speed, efficiency, quality, cost, etc., or a combination of modes.
Planning and coordination to be efficient and effective of supply chain activities is called "supply chain
management" i.e. essential supply chain activities are carried out with the minimum cost and time.
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in the market with a known consumption model. In this case, the main factor for survival and in fact main goal
is costs reduction(Motaghi,2006).
According to Hill (1993), there is a considerable difference between these two groups of products. from one
perspective, adequate factor of success in the market for specific products is "availability" and for market
products is "price". Quality and delivery time are the essential factors of presence in the market for both
products; while the price and availability are respectively required factors for specific products and market
products. The point which has been emphasized in is that supply chain should have an acceptable performance
on both necessary and sufficient competition and success factors.
Since these two product categories respond to two different market demands, they are naturally required to
apply various approaches. Only if product characteristics, market requirements and management challenges
have been identified, a strategy can be designed to ensure optimum performance of supply chain. This goal is
achieved through the development of strategies that reduce the uncertainty of the system and subsequently the
bullwhip effect.
Supply chain
The task of final assembly plant which is assembling parts in the form of a perfect product, is only constitutes
15% total production process. A challenge which final assembly companies have constantly faced is
coordinating the supply process so that orders are deliver to the final assembly line timely, with high quality and
low cost. In mass production system, the purchase or manufacturing is designed by the staff of the engineering
center, and then these companies provide these designs with suppliers. They also specify the number, quality
and delivery time, and then they ask suppliers to suggest their prices. Among all foreign and domestic
companies which have participated in the tender, a company that has offered the lowest price wins the tender.
Lean factory organizes various parts supplier companies at the levels with different functions and assigns
responsibilities to different companies in each level. The first responsibility of its suppliers is that act as
complementary parts of the product development team to develop new product. Lean factory also encourages
first-rank suppliers to consult with each other about improving the design processes. As each supplier often
specializes in one piece and in this respect isn't in competition with other suppliers, information transfer is very
simple and yet very useful for all(Motaghi,2006). Any first-rank supplier works with the second-rank supplier
and the task of making each component is given to these second-rank companies. These supplier companies are
almost independent and lean assembler is shared in a part of these companies' capital and acts as a banker of its
supplier groups and meets their financial needs with loan and if supplier companies need experts and managers,
it will borrow them its human resource(Stratton & Warburton,2003).
So, the advantage of using lean production for suppliers includes reduced inventories, increased cash flow,
quality improvement, marketing facilities etc. which all of these cases will decrease costs of supplier companies
increase prices and that is how their contract becomes a money making contract.
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proved that just in time production management simultaneously improves customer service and efficiency by
focusing on the material removal; As such the sources of change and uncertainty within the supply chain and
consequently the need for inventory to maintain the flow are reduced by decreasing preparation time, statistical
process control, and efficient integrated maintenance etc(Manson & Naylor &Towill,2000) .
An alternative to adjust the material flow is investment in the potential capacities. From the traditional or lean
view, it is denied due to conflict with the principles of intensive production; while with a little accuracy we
realize that the potential of resources is an implicit specification of cellular manufacturing and flexibility
requirements, in fact, safety capacity instead of buffer stock is considered one principle of the efficiency and
improvement in service sector. Actually, besides the above, it is necessary to deal with the instability of demand
to design a complete delivery system; agile supply which is based on quick response acts effectively in this case,
for this reason, it is mentioned as an option or alternative besides the lean supply to improve supply chain
strategies. Agile supply is known with certain and new products and instable demand. It is focused on the
delivery of a variety of products with an uncertain demand. In the distinctions between these two supply
categories are expressed.
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Conclusion
An effective supply chain can have a direct impact on stock prices of an organization. Although Iran's
prevailing business environment has relatively large differences compared with developed and advanced
industrial countries, given the efforts started in the industries to enhance productivity and increase non-oil
exports, it can be concluded that in high competitive global environment, organizations and institutions are
compelled to take steps, as soon as possible, in order to take advantage of this advanced technology in the
domestic and international trade.
Lean supply approach shows us the importance of reducing variation, improving flow and thus decreasing the
need for safety stock and capacity. However, by increasing market sensitivity to the fashion and consequently
demand uncertainty, supply chain is required strategic positioning of inventory and capacity to improve the
flow. To do so, a comprehensive and specialized view is required; in particular, the internal decisions induce
more fluctuations and waste than other factors. Investment in capacity rather than inventory to improve material
flow is actually same agile supply approach and in this area, the application of decoupling rules is an effective
way to reduce the effect of contrasts and contradictions. Finally, although agile and lean supply requirements are
in conflict with each other, the integration of these concepts will be possible by applying some modifications.
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References
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Motaqhi, H. (2006). Production and operational management. Tehran: Avaye Patrice Press, 3th ed
Stratton,R & Warburton, R.D.H. (2003). the strategic integration of Agile and Lean supply. Int. J.
production Economics 85 183-198
Mason-Jones,R & Naylor,B andTowill,D.R. (2000). Lean, Agile or Leagile? Matching your supply
chain to the marketplace. Int. J. PROD. RES, VOL.38,NO.17,4061-4070
Mason-Jones,R & Naylor,B and Towill, D.R. (2000). Engineering the leagile supply chain. Int. J. Agile
Management Systems 54-61 The TOC Center, Inc. Current Reality Tree
Valmohammadi, Ch.(2005). Industrial management, production and operations, Faculty Member of
Azad University, South Tehran.
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