Supply chains three elements

Managing the supply chain generally comprises three elements of activity ... 

A more important deactivation aspect is poisoning. A diesel oxidation catalyst is poisoned by the same elements that poison three-way catalysts, except for lead, which is absent from diesel fuel and the diesel fuel supply chain. Table 25 compares the amount of sulfur, phosphorus and zinc offered to a diesel catalyst and to a three-way catalyst during their lifetime. From this table, it is apparent that a diesel oxidation catalyst has to deal with a considerably higher amount of sulfur during its lifetime than is the case with a three-way catalyst. This is because the diesel fuel specification allows for a higher sulfur content than the gasoline specification. Table 26 gives an overview of the maximum sulfur content in the diesel fuel specification of some selected countries. 

One key element of managing the supply chain is to have an explicit knowledge and understanding of how the supply chain network stmcture is configured. The three primary structural aspects of a... 

Throughout the first three decades of supply chain leadership, the greatest advancements in business results were made by companies that could invest in process innovation holistically and cross-function-ally. As we get ready to run the race for Supply Chain 2020, we are at a juncture where process innovation is needed. There is more unknown than known. New data, new technologies, and market changes make process innovation an important element of readiness to run the race. 

The article referenced at the beginning of the chapter reports the scope of SCM activity in a research project at Ohio State University headed by Douglas M. Lambert, professor of transportation and logistics. His research recommends that supply chains have three elements (1) network structure, (2) business processes, and (3) management components. The nine management components the researchers define are worth repeating here ... 

Figure 15.1 shows three sub-projects (A, B, and C) on the path from where we are in the lower left-hand comer to our destination at the upper right. Of course, in real projects, there could be more or less than three sub-projects. Figure 15.2 is another view that shows the phasing of a supply chain project. The view includes the model elements from Figure 15.1 and shows the sequencing of the five SCM tasks. 

Levels (SCOR) SCOR processes decompose to three levels. Level 1 is composed of the five core management processes. Level 2 is the configuration level and depends on supply chain design. Level 2 process examples are a letter and a number, like PP for Plan supply chain and Ml for Make-to-Stock. Configuration types include Make-to-Stock, Make-to-Order, and Engineer-to-Order. Level 3 activities are process elements supporting Level 2. Level 4 processes are company-specihc and fall outside SCOR. 

In this chapter, we have discussed the opportunities for companies to harness the potential of the Internet by coordinating web-based activities with their traditional operations. We have focused on three critical supply chain elements procurement, pricing and distribution/fulfillment. Most of the academic research in this area is quite recent, and hence much of the research we discuss is currently contained in working papers. We have selected to discuss several important papers that have come to our attention, but certainly can t claim to have produced an exhaustive survey of research in this nascent field. Like our colleagues in industry, academic researchers are still in the early stages of understanding the full impact of the Internet. We believe that issues of coordination between traditional and internet supply chains will continue to provide a fertile area for academic research. 

In the last chapter, we examined three frameworks, or models, that offer different ways to think about supply chain strategy. The model described in this chapter uses the "product life cycle" to define the product s position in its competitive market. The model helps us imderstand the relative importance of supply chain features, as distinct from product features, to long-term product success. It also brings into play the notion of time-criticality in supply chain innovation. As George Stalk noted in his article, time can be the dominant element in a strategy. 

A firm might modify the selected suite for the particular conditions of its supply chain, but it is essential that the links between the three elements are established and carried out. As the house is put in order, it is also... 

Each of the three models has a story to tell us about the supply chain. It would be valuable, at this point, for you to consider your own story and to create your own supply chain model that focuses on elements and processes critical to your organization. 

The final element of the simulation model involves the specification and measurement of performance. As noted by Scheffe (2005), SCDs affect system performance (as measured at either the organizational or supply chain levels) in one of three ways ... 

The 3x3 matrix Ef with elements where ,/ = 1,2,3, characterizes the procurement volume on the company s supply side. The columns refer to the three segments of raw material / /, R2 and R3. The rows relate to the supplier base The first row (w=l) indicates the purchased raw material from the supply chain player that the simulation refers to. The second row (w=2) denotes the suppliers to which the SCI shall be implemented. The third row ( =3) refers to all other suppliers. Hence, the matrix characterizes the company s supply side by allocating the procurement volume of raw material into nine specific product-supplier-segments. Matrix structures the demand side analogously. The calculation of the extrapolation factors for the three segments of raw material Rm is performed according to Eq. (6-14). It is feasible for each product type P7, P2 and P3 respectively. 

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