Академический Документы
Профессиональный Документы
Культура Документы
Outline
x Competitive and supply chain strategies x Achieving strategic fit x Expanding strategic scope
2-2
2-3
Finance, Accounting, Information Technology, Human Resources New Product Development Marketing and Operations Sales
Distribution
Service
2-5
2-6
x A company may fail because of a lack of strategic fit or because its processes and resources do not provide the capabilities to execute the desired strategy x Example of strategic fit -- Dell
2-7
2-8
2-9
2-10
2-11
2-12
Variety of products required increases Demand per product becomes more disaggregated Number of channels increases Rate of innovation increases Required service level increases Total customer demand is now disaggregated over more channels New products tend to have more uncertain demand Firm now has to handle unusual surges in demand
2-13
Salt at a supermarket
2-14
Correlation Between Implied Demand Uncertainty and Other Attributes (Table 2.2)
Attribute Product margin Avg. forecast error Avg. stockout rate Avg. forced seasonend markdown Low Implied Uncertainty Low 10% 1%-2% 0% High Implied Uncertainty High 40%-100% 10%-40% 10%-25%
2-15
2-16
Low High
2007 Pearson Education
Low
Cost
2-18
2-19
Highly efficient
2-20
Responsiveness spectrum
Uncertain demand
2-21
2-22
Reduce but not at expense of Aggressively reduce even if greater cost costs are significant Cost and low quality Greater reliance on low cost modes Speed, flexibility, quality Greater reliance on responsive (fast) modes
2-23
2-24
2-27
2-28
x Five categories:
Intracompany intraoperation scope Intracompany intrafunctional scope Intracompany interfunctional scope Intercompany interfunctional scope Flexible interfunctional scope
2-29
Manufacturer
Distributor
Retailer
Customer
2-30
2-31