[PPT]Operations and Supply Chain Managementweb.iitd.ac.in/~ravi1/US PPts/Chapter1.pptx · Web viewAuthor Putbrese, Kaylee MHE India Created Date 06/15/2014 07:47:18 Title Operations
Post on 17-Apr-2018
241 Views
Preview:
Transcript
1–1
Operations andSupply Chain Management
CHASE | SHANKAR | JACOBS
14e
1–2
INTRODUCTION
Chapter OneCopyright © 2014 by The McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill/Irwin
1–3
Copy
right
© 2
014
by M
cGra
w Hi
ll Ed
ucat
ion
(Indi
a) P
rivat
e Lim
ited.
All
right
s re
serv
ed.
Learning Objectives• LO1-1: Identify the elements of
operations and supply chain management.
• LO1-2: Know the potential career opportunities in operations and supply chain management.
• LO1-3: Recognize the major concepts that define the operations and supply chain management field.
• LO1-4: Evaluate the efficiency of a firm.
1–4
Copy
right
© 2
014
by M
cGra
w Hi
ll Ed
ucat
ion
(Indi
a) P
rivat
e Lim
ited.
All
right
s re
serv
ed.Strategy, Processes,
and Analytics• Operations and supply chain management
involves– Product design– Purchasing– Manufacturing– Service operations– Logistics– Distribution
• Success depends upon– Strategy– Processes to deliver products and services– Analytics to support the decisions needed to
manage the firm
1–5
Copy
right
© 2
014
by M
cGra
w Hi
ll Ed
ucat
ion
(Indi
a) P
rivat
e Lim
ited.
All
right
s re
serv
ed.What Is Operations and
Supply Chain Management?
• The design, operation, and improvement of the systems that create and delivery the firm’s primary products and services
• Operations and supply chain management (OSCM) is– A functional field of business– Concerned with the management of
the entire production/delivery system
1–6
Copy
right
© 2
014
by M
cGra
w Hi
ll Ed
ucat
ion
(Indi
a) P
rivat
e Lim
ited.
All
right
s re
serv
ed.Operations and Supply
Chain Processes
Operations
Manufacturing and service
processes used to
transform resources
into products
Supply Chain
Processes that move
information and material to and from
the firm
1–7
Copy
right
© 2
014
by M
cGra
w Hi
ll Ed
ucat
ion
(Indi
a) P
rivat
e Lim
ited.
All
right
s re
serv
ed.Process Steps for Men’s
Nylon Supplex Parkas
1–8
Copy
right
© 2
014
by M
cGra
w Hi
ll Ed
ucat
ion
(Indi
a) P
rivat
e Lim
ited.
All
right
s re
serv
ed.Each Section of OSCM:
What Is Accomplished?
1–9
Copy
right
© 2
014
by M
cGra
w Hi
ll Ed
ucat
ion
(Indi
a) P
rivat
e Lim
ited.
All
right
s re
serv
ed.Operations and Supply
Chain Processes
1–10
Copy
right
© 2
014
by M
cGra
w Hi
ll Ed
ucat
ion
(Indi
a) P
rivat
e Lim
ited.
All
right
s re
serv
ed.Process Activities
• Planning – processes needed to operate an existing supply chain
• Sourcing – selection of suppliers that will deliver the goods and services needed to create the firm’s product
• Making – producing the major product or service• Delivering – logistics processes such as selecting
carriers, coordinating the movement of goods and information, and collecting payments from customers
• Returning – receiving worn-out, excess, and/or defective products back from customers
1–11
Copy
right
© 2
014
by M
cGra
w Hi
ll Ed
ucat
ion
(Indi
a) P
rivat
e Lim
ited.
All
right
s re
serv
ed.
Goods versus Services
TangibleLess interaction with
customersOften homogeneous
Not perishable – can be inventoried
Pure Goods
Core Goods
IntangibleInteraction with customer
requiredInherently heterogeneousPerishable/time dependentDefined and evaluated as a
package of features
Core Services
Pure Services
Goods
Services
1–12
Copy
right
© 2
014
by M
cGra
w Hi
ll Ed
ucat
ion
(Indi
a) P
rivat
e Lim
ited.
All
right
s re
serv
ed.Careers in Operations
and Supply Chain Management
Plant manager
Hospital administrator
Branch manager
Department store
manager
Call center manager
Supply chain manager
Purchasing manager
Quality control
manager
Business process improvement
analyst
Lean improvement
managerProject
managerProduction
control analyst
Facilities manager
Chief operating
officer
1–13
Copy
right
© 2
014
by M
cGra
w Hi
ll Ed
ucat
ion
(Indi
a) P
rivat
e Lim
ited.
All
right
s re
serv
ed.Historical Development of
Operations and Supply Chain Management
Late 1970s
Early 1980s Mid 1980s
Early 1990s
Mid 1990sLate 1990s
Early 2000s
Mid 2010s
Manufacturing strategy developed
Just-in-time (JIT) production pioneered by the Japanese
Service quality and productivityTotal quality
management (TQM) and Quality certification programs Business process
reengineering (BPR)Electronic commerce
Business analytics
Service science
Supply chain management (SCM)
Six-sigma quality
1–14
Copy
right
© 2
014
by M
cGra
w Hi
ll Ed
ucat
ion
(Indi
a) P
rivat
e Lim
ited.
All
right
s re
serv
ed.Current Issues in
OSCM• Coordinating relationships
between members of SC • Optimizing global network of
suppliers, producers, and distributors
• Managing customer touch points• Raising awareness of OSCM as a
competitive weapon• Sustainability and triple bottom
line
1–15
Copy
right
© 2
014
by M
cGra
w Hi
ll Ed
ucat
ion
(Indi
a) P
rivat
e Lim
ited.
All
right
s re
serv
ed.
Efficiency, Effectiveness, and
ValueEfficiency
• Doing something at the lowest possible cost
Effectiveness
• Doing the right things to create the most value for your customer
Value
• The attractiveness of a product relative to its cost
1–16
Copy
right
© 2
014
by M
cGra
w Hi
ll Ed
ucat
ion
(Indi
a) P
rivat
e Lim
ited.
All
right
s re
serv
ed.Efficiency and Wall
Street• Comparison of firms is important to investors
– From an operations and supply chain perspective, the relative cost of providing a good or service is closely related to earnings growth
• Management efficiency ratios– Labor productivity
Net income per employee Revenue (or sales) per employee
– Asset productivity
top related