Supply Chain Performance: Achieving Strategic Fit and Scope

Chapter 2
Supply Chain Performance:

Achieving Strategic Fit and
Scope
Competitive and Supply
Chain Strategies
• Competitive strategy: defines the set of customer needs a firm seeks to
satisfy through its products and services
• Product development strategy: specifies the portfolio of new products that
the company will try to develop
• Marketing and sales strategy: specifies how the market will be segmented
and product positioned, priced, and promoted
• Supply chain strategy:
– determines the nature of material procurement, transportation of
materials, manufacture of product, distribution of product
– Consistency and support between supply chain strategy, competitive
strategy, and other functional strategies is important
The Value Chain: Linking Supply
Chain and Business Strategy
Finance, Accounting, Information Technology, Human Resources
New Marketing
Product and Operations Distribution Service
Development Sales
Achieving Strategic Fit
• Strategic fit:
– Consistency between customer priorities that the
competitive strategy hopes to satisfy and supply
chain capabilities specified by the supply chain
strategy
– Competitive and supply chain strategies have the
same goals
• 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
• Example of strategic fit – Zara,Wall_Mart,Dell
How is Strategic Fit Achieved?
• Step 1: Understanding the customer and supply
chain uncertainty
• Step 2: Understanding the supply chain
• Step 3: Achieving strategic fit
Step 1: Understanding the Customer
and Supply Chain Uncertainty
• Identify the needs of the customer segment
being served( 7-Eleven,Wall-Mart)
• Response time customers will tolerate
• Variety of products needed
• Service level required
• Price of the product
• Desired rate of innovation in the product
• Quantity of product needed in each lot
Step 1: Understanding the Customer
and Supply Chain Uncertainty
• Demand uncertainty: uncertainty of customer
demand for a product
• Implied demand uncertainty: resulting
uncertainty for the supply chain given the
portion of the demand the supply chain must
handle and attributes the customer desires
• Nokia stores, Amazon, Dell
Customer and Supply Chain
Uncertainty
• Implied demand uncertainty also related to
customer needs and product attributes
• First step to strategic fit is to understand
customers by mapping their demand on the
implied uncertainty spectrum
• Understanding the Customer
– Lot size
– Response time Implied
– Service level Demand
– Product variety Uncertainty
– Price
– Innovation
Impact of Customer Needs on
Implied Demand Uncertainty
Customer Need Causes implied demand
uncertainty to increase because …
Range of quantity increases Wider range of quantity implies
greater variance in demand
Lead time decreases Less time to react to orders
(Example Intel)
Variety of products required Demand per product becomes more
increases disaggregated
Number of channels increases Total customer demand is now
disaggregated over more channels
Rate of innovation increases New products tend to have more
uncertain demand
Required service level increases Firm now has to handle unusual
surges in demand
Levels of Implied Demand
Uncertainty
Predictable Predictable supply and uncertain Highly uncertain
supply and demand or uncertain supply and supply and demand
demand predictable demand or somewhat
uncertain supply and demand
Salt at a An existing A new

supermarket automobile communication
model device
Figure 2.2: The Implied Uncertainty (Demand and Supply)

Spectrum
Correlation Between Implied Demand
Uncertainty and Other Attributes
Attribute Low Implied High Implied
Uncertainty Uncertainty
Product margin Low High
Avg. Forecast error 10% 40%-100%
Avg. Stock out rate 1%-2% 10%-40%
Avg. forced season- 0% 10%-25%

end markdown
Step 2: Understanding the
Supply Chain
• How does the firm best meet demand?
• Dimension describing the supply chain is
supply chain responsiveness
• Supply chain responsiveness -- ability to
– respond to wide ranges of quantities demanded
– meet short lead times
– handle a large variety of products
– build highly innovative products
– meet a very high service level
Step 2: Understanding the
Supply Chain
• There is a cost to achieving responsiveness
• Supply chain efficiency: cost of making and
delivering the product to the customer
• Increasing responsiveness results in higher costs that
lower efficiency
• cost-responsiveness efficient frontier
• supply chain responsiveness spectrum
• Second step to achieving strategic fit is to map the
supply chain on the responsiveness spectrum
Step 3: Achieving Strategic Fit
• Step is to ensure that what the supply chain
does well is consistent with target customer’s
needs
• Uncertainty/Responsiveness map
• Zone of strategic fit
• Examples: Dell, 7-Eleven
Responsiveness Spectrum
Highly Somewhat Somewhat Highly

efficient efficient responsive responsive
Integrated Hanes Most automotive 7-Eleven Changing

steel mill: Apparel: A make Production: Large Merchandize by
Production To stock, lead time Variety in few weeks Time of day
Scheduled months Of several weeks
In advance
Achieving Strategic Fit Shown on the
Uncertainty/Responsiveness Map
Responsive
supply chain
Responsiveness e of it
n F
spectrum Zo egic
t
t ra
S
Efficient
supply chain
Certain Implied Uncertain

demand uncertainty demand
spectrum
Step 3: Achieving Strategic Fit
• All functions in the value chain must support the competitive
strategy to achieve strategic fit Two extremes: Efficient supply
chains and responsive supply chains –
• Two key points
– there is no right supply chain strategy independent of
competitive strategy
– there is a right supply chain strategy for a given competitive
strategy
Comparison of Efficient and
Responsive Supply Chains
Efficient Responsive
Primary goal Lowest cost Quick response
Product design strategy Min product cost Modularity to allow
postponement
Pricing strategy Lower margins Higher margins
Mfg strategy High utilization Capacity flexibility
Inventory strategy Minimize inventory Buffer inventory
Lead time strategy Reduce but not at Aggressively reduce even
expense of greater cost if costs are significant
Supplier selection Low Cost and quality Speed, flexibility, quality
strategy
Transportation strategy Greater reliance on low Greater reliance on
cost modes responsive (fast) modes
Other Issues Affecting Strategic Fit
• Multiple products and customer segments
• Product life cycle
• Competitive changes over time
Multiple Products and
Customer Segments
• Firms sell different products to different customer
segments (with different implied demand uncertainty)
• The supply chain has to be able to balance efficiency
and responsiveness given its portfolio of products and
customer segments
• Two approaches:
– Different supply chains
– Tailor supply chain to best meet the needs of each
product’s demand
Product Life Cycle
• The demand characteristics of a product and the needs
of a customer segment change as a product goes
through its life cycle
• Supply chain strategy must evolve throughout the life
cycle
• Early: uncertain demand, high margins (time is
important), product availability is most important,
cost is secondary
• Late: predictable demand, lower margins, price is
important
Product Life Cycle
• Examples: Electronic equipments
• As the product goes through the life cycle, the
supply chain changes from one emphasizing
responsiveness to one emphasizing efficiency
Competitive Changes Over Time
• Competitive pressures can change over time
• More competitors may result in an increased
emphasis on variety at a reasonable price
• The Internet makes it easier to offer a wide
variety of products
• The supply chain must change to meet these
changing competitive conditions

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Chapter 2

Supply Chain Performance:

Finance, Accounting, Information Technology, Human Resources

Salt at a An existing A new

Figure 2.2: The Implied Uncertainty (Demand and Supply)

Avg. Forecast error 10% 40%-100%

Avg. Stock out rate 1%-2% 10%-40%

Avg. forced season- 0% 10%-25%

Highly Somewhat Somewhat Highly

Integrated Hanes Most automotive 7-Eleven Changing

Certain Implied Uncertain

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