Assessment Supply Chain Components

The concepts and methods outlined within CM preparation are intra-organi-zational, meaning that they were solely applied to the company s situation and its environment. A further inter-organizational assessment can be conducted by applying the concepts to supply chain components within different companies. The given methods can be applied analogically. By doing so, the core competencies within the supply chain of the company and the competencies of the competitor s supply chain can be assessed. 

This chapter presented a disruption risk assessment method for managing the supply disruptions in a global supply chain. The assessment can help practitioners to quantify risks in their supply chains based on hazards, vulnerability, and risk management practices. The disruption risk scores of suppliers facilities and transportation links can lead a company to proactively manage its suppliers. They then can use the disruption risk matrix to visualize the relative risk of all idenfified hazards. We presented a case study of a global distribution company to illustrate the application of this framework in assessing disruption risks for facilities and transportation links. This framework can be used to develop a company disruption risk profile, which in turn can be used to identify the critical network components that are prone to disruptions and to prioritize the risk mitigation activities. 

Product quality, purity and consistency are critically important in the pharmaceutical sector, applying to all stages of the supply chain and final dosed product. The human body is an exceptionally complex system and the full effect of a pharmaceutical product, consisting of the API, impurities and formulation components, is impossible to predict from first principles. The industry relies on rigorous clinical trials to assess drug efficacy, toxicity and side effect profiles. 

In this book, it is proposed to define the components of DDSC, then develop a structured methodology that will help companies assess their current state in light of demand driven supply chain concepts and identify their current strengths and gaps, and therefore, define a strategic plan to evolve and become more efficient and competitive. 

This book aims to identify and describe the key components of demand driven supply chains, and based on these components, develop a structured and integrated assessment framework that companies can use to assess their current and desired future supply chain states in light of the Demand Driven Supply Chain (DDSC) concepts, and to define a supply chain strategy to move towards a customer centric operation, cost effectively. 

The personalized nature of the experience of color questions both our ability and our need to control color. Much of the need for calibration is about control, and this is understandably necessary when mistakes can be extremely costly. However, calibration across all of the components in the supply chain for ink jet printing on textiles is enormously difficult and remains tricky at best, so it might be argued that this need for control can also be costly. Sometimes a valid question is whether there is a sound financial reason for the control, or whether it is in fact driven by emotion. In color management, context is more crucial than control. Must a particular product match repeatedly across the ranks, or briefly across the racks Calibration needs to be undertaken with an understanding of the final context and a realistic assessment of possibilities and probabilities, of what might happen, and what will happen. There are producers who aim to standardize a product for a market, yet according to seasonal... 

Life cycle analysis and sustainability assessment can quickly become extraordinarily complex, as there are many interconnected components in any process, each with their own supply chain and craisequent impact. Ink use in inkjet printing and waste as effluent is less than in screen-based printing, but quantities of pretreatment substances are... 

It is generally considered that performance measurement for a supply chain is difficult to assess over the whole supply chain, but that each component of the chain should be able to measure with some confidence the performance of its section of the supply chain. This chapter says that it is possible to devise a set of measurements that can be used to determine in one sense the efficiency of the chain as a whole, and in another sense provide measurements of performance at each level designed to foster internal efficiency which in turn will improve the performance of the overall chain. This chapter is presented in three sections. The first section of this chapter deals with how performance is measured at organizational level, the second section considers the supply chain as a process, and the third section considers various approaches to implement improvements and methods to maintain benefits. 

When the actual performance value is on or above target then the value is shown as green. If the actual is below the target but within a given tolerance then the colour becomes amber. It is depicted in red when the value is below the tolerance limit of the target. Another area of application is to assess the performance at the tactical operation level. Usually the top level indicators (also known as vital flow ) are designed in such a way that they can be cascaded to component measures and the root causes can be analysed. Basu (2002) emphasized the impact of new measures on the collaborative supply chain. The Internet-enabled supply chain or e-supply chain has extended the linear flow of... 

In a broader sense, the supply chain consists of two or more organizations, which may be the production company parts, components and final products or may also include the supply and distribute service providers or end-customer (SCC 2008). The most important determinant of effective supply chain management is the credibility and confidence in the relationship between partners in the chain. Therefore, in the development of any integrated supply chain, increase trust among partners and creating for them reliability are key factors to achieve sustained success (Ghazanfari Fatholla 2006). One of the measures of confidence assessment for the project is its reliability. 

Taking into account the above to assess the effective functioning of the entire supply chain can be a criterion of the degree of utilization of both its components and the whole system. The degree of use of the whole supply chain can be assessed as the ratio of the total time required for the transition of ordered materials for production through the supply chain in relation supplier-company to a maximum total duration of stay of vehicles in the chain. 

Measures from the first level approach to supply chain management in order to assess, and the relevant parameters from the second and third contain more specific and detailed criteria for the categories and components processes. Indicators of the level of the first SSC (2006) divided into five operational criteria, of which three, reliability, flexibility and speed of response, are directed to the attributes of the client, and the other two, expenses and assets are used to measure inside the company. Each of these measures is further divided into small ratios at lower levels. 

In the competitive markets of today, positioning a company simultaneously in the domains of product, process, and supply chain is an imperative. However, the tradeoffs among the dimensions can be quite complex, as they are interdependent. The building blocks of a framework for such tradeoffs can be the product-architecture that maps the functions of a product to physical components and determines the configuration of product-variants. The framework must include tools for assessing attributes such as component commonality, product quality, technology, manufacturing processes, and postponement, as shown in Fig. 3.1. Thus, to obtain the optimal tradeoff, one may tweak the product architecture appropriately in view of the customer preferences. 

For a successful product rollover, while companies need to assess the uncertainties associated with manufacturing and delivery, as well as with the product s market potential, it must be done in the context of the supply chain. They need to figure out the timing (cut-in of the new product and cut-out of the current product), component inventory utilization, supplier relationships, new capacity needs, production/assembly cost, pricing, fulfillment plan, and customer relationships, in the context of both the new and current products (Balakrishnan and Chakravarty 1996). 

In this study, composite measures are used to represent each construct, and only the construct-level stractural model is tested using LISREL. However, the nature of relationships among sub-constructs across different variables will be more interesting. For example, what components of collaborative culture have more impact on supply chain collaboration What differing roles of three components of lOS appropriation on supply chain collaboration What dimensions of supply chain collaboration has more impact on collaborative advantage By assessing these relationships at the sub-construct level, many alternative models can be explored and the findings will be more useful for decision makers. 

One way of studying how these various components come together and interact is to build a computer simulation model of a supply chain and to expose it to a dismption. We can also use this same simulation model to assess how alternative policies and actions can affect this chain of events or, if possible, control/eliminate it (and by doing so prevent the SCD from occurring). 

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