Input Management AG BM 460. Supply Chain Management Implies working with customers and suppliers to...

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Input Management AG BM 460

Transcript of Input Management AG BM 460. Supply Chain Management Implies working with customers and suppliers to...

Page 1: Input Management AG BM 460. Supply Chain Management Implies working with customers and suppliers to get everything to work as well as possible with efficiency,

Input Management

AG BM 460

Page 2: Input Management AG BM 460. Supply Chain Management Implies working with customers and suppliers to get everything to work as well as possible with efficiency,

Supply Chain Management

• Implies working with customers and suppliers to get everything to work as well as possible with efficiency, quality, and cost control

• Requires recognition of system’s existence and everyone’s roles

• Must identify critical steps

• Jointly manage these steps, sharing gains

Page 3: Input Management AG BM 460. Supply Chain Management Implies working with customers and suppliers to get everything to work as well as possible with efficiency,

Input Management

• What are your inputs?

• Can you store them?

• Is it expensive?

• Are they perishable?

• Where do you get them?

• What problems do your have with them?

• Can you work together and do better?

Page 4: Input Management AG BM 460. Supply Chain Management Implies working with customers and suppliers to get everything to work as well as possible with efficiency,

Input Management

• Start with long-term goals - Profitability, market share, consumer satisfaction

• Then short-term goals – inventory costs, quality, price, product loss, efficiency

• Then identify critical control points

Page 5: Input Management AG BM 460. Supply Chain Management Implies working with customers and suppliers to get everything to work as well as possible with efficiency,

Vegetable Cannery

• Some inputs very perishable – peas

• Some more storable – carrots

• Growing season short

• Cost of idle plant high

• Other inputs – cans, boxes, sugar, energy – not a problem

Page 6: Input Management AG BM 460. Supply Chain Management Implies working with customers and suppliers to get everything to work as well as possible with efficiency,

Cannery (cont.)

• Scheduling of plant essential

• Scheduling of growing season also essential

• Also control of sprays, varieties, etc. essential

• So how do you manage your inputs?

• What could you do better?

Page 7: Input Management AG BM 460. Supply Chain Management Implies working with customers and suppliers to get everything to work as well as possible with efficiency,

Cannery

• Start with calendar

• Block out most important product – e.g., tomatoes

• What other seasons are there? Before tomatoes. After tomatoes

• What crops mature before tomatoes? If you can them, can you sell them for a profit?

Page 8: Input Management AG BM 460. Supply Chain Management Implies working with customers and suppliers to get everything to work as well as possible with efficiency,

Cannery

• Can you work with grower to risk an early season variety? – share risks, pay a premium

• If bad weather, who bears the cost?• The point here is to structure contracts to

help cannery get what it needs, while provide farmer with what he needs.

• This may be facilities use, profits, quality, food safety, other stuff – but work together

Page 9: Input Management AG BM 460. Supply Chain Management Implies working with customers and suppliers to get everything to work as well as possible with efficiency,

Milk Plant

• Milk comes every day

• Flows can vary

• Demand can vary – school year vs. summer

• Quality important, esp., bacteria, drugs, etc.

• What do you do?

• What could you do better?

Page 10: Input Management AG BM 460. Supply Chain Management Implies working with customers and suppliers to get everything to work as well as possible with efficiency,

Milk Plant

• Can you work with farmers to improve quality

• Premiums, financing a super-cooler to quick chill milk before it goes in tank

• Once again, input management involves working with suppliers to get exactly what you need on a long-run basis

• May pay more to get it – reliability has value

Page 11: Input Management AG BM 460. Supply Chain Management Implies working with customers and suppliers to get everything to work as well as possible with efficiency,

Beef Plant

• Plant most efficient at capacity

• Product not especially storable

• Holding live animals expensive

• Odd-sized animals hurt efficiency

• Individual suppliers small

• What do you do?

• What could you do better?

Page 12: Input Management AG BM 460. Supply Chain Management Implies working with customers and suppliers to get everything to work as well as possible with efficiency,

Feed Mill

• Limited storage space at mill• Limited storage space at most farms• Corn major ingredient• Many trace ingredients• Rail service has good rates, but handling

big shipment a problem• Lots of small farmer suppliers• Major sources elsewhere

Page 13: Input Management AG BM 460. Supply Chain Management Implies working with customers and suppliers to get everything to work as well as possible with efficiency,

Feed Mill (cont.)

• What do you do?

• What could you do better?

• How do you induce your farmer-suppliers to store grain and dry it and do other valuable things?

Page 14: Input Management AG BM 460. Supply Chain Management Implies working with customers and suppliers to get everything to work as well as possible with efficiency,

Chocolate Company

• Inputs sugar, cocoa, milk• Non-farm inputs – wrappers, other

ingredients, boxes• Cocoa from overseas – price varies• Sugar from domestic sources • Milk from local sources• What do you do?• What could you do better?

Page 15: Input Management AG BM 460. Supply Chain Management Implies working with customers and suppliers to get everything to work as well as possible with efficiency,

Hog Farm

• Buy feed

• Buy feeder pigs

• Feed formula changes with age

• Limited storage space

• Cost of running out very high

• What do you do?

• What could you do better?

Page 16: Input Management AG BM 460. Supply Chain Management Implies working with customers and suppliers to get everything to work as well as possible with efficiency,

McDonalds

• Limited storage space at store

• Perishable inputs

• Payoffs to large scale purchases

• Very rigid uniformity requirements

• What do you do?

• What could you do better?

Page 17: Input Management AG BM 460. Supply Chain Management Implies working with customers and suppliers to get everything to work as well as possible with efficiency,

Weis Markets

• Limited back room space at store

• Warehouse space, but inventory costs may be high

• Need mixed loads to store

• Want truckloads to warehouse

• Movement of trucks through warehouse productivity measure

• Don’t want stock outs

Page 18: Input Management AG BM 460. Supply Chain Management Implies working with customers and suppliers to get everything to work as well as possible with efficiency,

Weis (Cont.)

• Many perishable items

• Some fragile items

• Don’t want spoilage or old produce

• What do you do?

• What could you do better?

Page 19: Input Management AG BM 460. Supply Chain Management Implies working with customers and suppliers to get everything to work as well as possible with efficiency,

Concluding Comments

• Each firm has key measures• Bottlenecks • High cost items• Quality determining items• Space limitations• Just in time • Structure of suppliers important• Hot topic throughout food system