Supply chain strategy scoping

Results are also measurable in terms of their achievement — even if it takes longer to know if one has reached one s objective. The outcome definition of the project leaves it to the project team to get to where one wants to go. The firm might begin with a broad result-defined outcome for an initial supply chain strategy project and then use several product-defined and service-defined projects to implement the strategy. So, frequently the supply chain strategy project will use a result to infer its scope and direction. 

The discussion of functional participation in Chapters 13 and 14 raised the issue of sponsorship for supply chain improvement projects. The individual sponsor appointment will depend on the nature of the project, the scope, and the motivation (strategic, catch-up, or financial). Needless to say, the sponsor should have a personal stake in project success. For development of the supply chain strategy, it is often the business unit CEO or managing director who is the sponsor. 

Issue, Issues List Issues are questions that define the scope of the supply chain strategy. A running list keeps track of these issues and the response implicit in the strategy. Issues are often tracked in categories like Financial, Organization Measures, Product Development, Processes, etc. 

A second option allows one to diminish the scope by reducing the number of content modules considered. Thus, all phases would be applied, but only to a limited number of CMs such as customer segmentation and supply chain strategy, or supply chain governance. 

Based on the competitive strategy of the firm, its resulting supply chain strategy, an analysis of the competition, any economies of scale or scope, and any constraints, managers must determine the broad supply chain design for the firm. 

Due to the complexity of environmental impacts, the Swedish Environmental Institute and Volvo recommend consideration of the following characteristics in their environmental priority strategies (EPS) system scope, extent of distribution, frequency and intensity, duration or permanence, significance of contribution, and remediabtiity (Horkeby 1997 Ryding et al. 1993). Another complexity to consider is the transfer of impacts along the supply chain because materials extraction, assembly, use, reuse, recycling, and disposal may occur in different locations around the world. 

The scope definitimi is aligned to the flexibihty strategy. Specifically the configuration effort concerns supplier selection to ensure reliable suppUes and focuses on ensuring high level of customer service which is mie of the key problems in bicycle supply chains. 

The awareness of the nature and importance of SCM is still low. This is demonstrated by limitations in the perception of its objectives and scope and by the conviction of being the supply chain leader, whereas no coherent strategy or other improvements are in place. 

Our discussion of Task 1 describes how one might go about designing a strategy that defines what supply chain projects you should pursue. The discussions of the remaining foiu tasks more or less assume that one has a charter that requires knowledge in each particular area. And that charter arises from the need to implement a supply chain-related project. This project may be either strategic or nonstrategic and have a scope of any of the three types — fxmctional, business xmit, or supply chain. 

The trast within a business network is mostly based on logistics performance and general quality aspects that end consumers identify with a particular food. However, consumer behaviour is a combination of factors that is not within the scope of this chapter. Essential for the BtoB risk and trust process are supply chain management solutions through logistics strategies that show how supply readiness, product conditions, as well as the abihty to provide irrformation and the level of process documentation are achieved. 

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