Supply chain management redesign

Chapter 22 identified two missions for process improvement (1) process evaluation and (2) process redesign. This chapter describes industry-developed process tools that support the first mission, evaluating supply chain processes. The two tools have assembled best practices in SCM. They are products from two SCM business associations, the Supply-Chain Council and the Council of Supply Chain Management Professionals (CSCMP), formerly the Council of Logistics Management (CLM). The CSCMP, in the cited quotation, supplies the reason for describing these models. 

To ensure the customization of the supply chain management platform, an iterative development process in collaboration with future users from network companies (see Figure 10) is necessary. The iterative development and evaluation by experts and the redesign according to their feedback supports the customization. 

Hewitt, F. (1994), Supply Chain Redesign, International Journal of Logistics Management, Vol. 

Van der Vorst, J. and Beulens, A. Identifying sources of uncertainty to generate supply chain redesign strategies. International Journal of Physical Distribution Logistics Management, 32(6) 409-430, 2002. 

Consider supply chains that face significant short-term changes events that require rapid adjustment and adaptation of flows. In a book titled Orchestrating Supply Chain Opportunities, Iyer and Zelikovsky [63] focus on the information system as one tool to manage events that include weather-related disruptions (like Hurricane Katrina), product failures that require rapid redesign (Uke the Kryptonite bicycle lock), demand surges (such as those faced by Amazon.com), among others. 

This chapter moves from the process evaluation methods described in Chapter 23 to methods for process documentation. The need to document extends from as-is to redesigned to-be processes. Our introduction to the subject of processes in Chapter 22 asserted that processes, as building blocks of activities, contribute mightily to competitive position. While process management tools such as the Supply-Chain Council s SCOR, described in Chapter 23, will help, most companies have one-of-a-kind existing processes and unique requirements for future processes. 

From benchmarking. Wireless Services management assessed that each of the performance metrics was either a "major opportunity" or a "disadvantage" in terms of competitive position. This created a large gap that had to be closed by supply chain redesign. 

Naraharisetti, P. K., Karimi, I. A., Srinivasan, R. (2008). Supply chain redesign through optimal asset management and capital budgeting. Computers and Chemical Engineering,32,3l53-3169. 

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