Chopra scm5 ch03_ge

3
PowerPoint presentation to accompany
Chopra and Meindl Supply Chain Management, 5e
Global Edition
Copyright ©2013 Pearson Education.
© 2012 Prentice Hall Inc. 1
1-3-1
Supply Chain
Drivers and
Metrics

Learning Objectives
1. Describe key financial measures of firm
performance.
2. Identify the major drivers of supply chain
performance.
3. Discuss the role of each driver in creating
strategic fit between the supply chain strategy
and the competitive strategy.
4. Define the key metrics that track the
performance of the supply chain in terms of
each driver.
Copyright ©2013 Pearson Education. 3-2

Financial Measures Of
Performance
• From a shareholder perspective, return on
equity (ROE) is the main summary
measure of a firm’s performance
ROE =
Net Income
Average Shareholder Equity

Performance
• Return on assets (ROA) measures the
return earned on each dollar invested by
the firm in assets
ROA =
Earnings before interest
Average Total Assets
=
Net Income + Interest expense ´(1– tax rate) é
ë
ù
û
Average Total Assets

Financial
Data for
Amazon
Table 3-1

Performance
• An important ratio that defines financial
leverage is accounts payable turnover
(APT)
APT =
Cost of goods sold
Accounts Payable

Performance
• ROA can be written as the product of two
ratios – profit margin and asset turnover
ROA =
Earnings before interest
Sales Revenue
(Profit Margin)
´
Sales Revenue
Total Assets
(Asset Turnover)

Performance
• Cash-to-cash (C2C) cycle roughly
measures the average amount time from
when cash enters the process as cost to
when it returns as collected revenue
C2C = – days payable (1/APT)
+ days in inventory (1/INVT)
+ days receivable (1/ART)

Drivers of Supply Chain
Performance
• Facilities
– The physical locations in the supply chain
network where product is stored,
assembled, or fabricated
• Inventory
– All raw materials, work in process, and
finished goods within a supply chain
• Transportation
– Moving inventory from point to point in the
supply chain

Drivers of Supply Chain
Performance
• Information
– Data and analysis concerning facilities,
inventory, transportation, costs, prices, and
customers throughout the supply chain
• Sourcing
– Who will perform a particular supply chain
activity
• Pricing
– How much a firm will charge for the goods and
services that it makes available in the supply
chain

A Framework
for
Structuring
Drivers
Figure 3-1

Facilities
• Role in the supply chain
– The “where” of the supply chain
– Manufacturing or storage (warehouses)
• Role in the competitive strategy
– Economies of scale (efficiency priority)
– Larger number of smaller facilities
(responsiveness priority)

Facilities
• Components of facilities decisions
– Role
• Flexible, dedicated, or a combination of the two
• Product focus or a functional focus
– Location
• Where a company will locate its facilities
• Centralize/decentralize, macroeconomic factors,
quality of workers, cost of workers and facility,
availability of infrastructure, proximity to
customers, location of other facilities, tax effects

Facilities
– Capacity
• A facility’s capacity to perform its intended
function or functions
• Excess capacity – responsive, costly
• Little excess capacity – more efficient, less
responsive

Facilities
– Facility-related metrics
• Capacity
• Utilization
• Processing/setup/down/idle time
• Production cost per unit
• Quality losses
• Theoretical flow/cycle time of production
• Actual average flow/cycle time

Facilities
• Overall trade-off: Responsiveness
versus efficiency
– Cost of the number, location, capacity, and
type of facilities (efficiency) and the level of
responsiveness
– Increasing the number of facilities increases
facility and inventory costs but decreases
transportation costs and reduces response
time
– Increasing the flexibility or capacity of a
facility increases facility costs but decreases
inventory costs and response time

Overall Trade-Off
• Responsiveness versus efficiency
– Cost of the number, location, capacity, and
type of facilities (efficiency)
– Level of responsiveness
– Increasing number of facilities increases
facility and inventory costs, decreases
transportation costs and reduces response
time
– Increasing the flexibility or capacity of a
facility increases facility costs, decreases
inventory costs and response time

Inventory
• Role in the Supply Chain
– Mismatch between supply and demand
– Satisfy demand
– Exploit economies of scale
– Impacts assets, costs, responsiveness,
material flow time

Inventory
– Material flow time, the time that elapses
between the point at which material enters the
supply chain to the point at which it exits
– Throughput, the rate at which sales occur
– Little’s law
I = DT
where
I = flow time, T = throughput, D = demand

Inventory
• Role in Competitive Strategy
– Form, location, and quantity of inventory allow
a supply chain to range from being very low
cost to very responsive
– Objective is to have right form, location, and
quantity of inventory that provides the right
level of responsiveness at the lowest possible
cost

Components of Inventory Decisions
• Cycle inventory
– Average amount of inventory used to satisfy
demand between shipments
– Function of lot size decisions
• Safety inventory
– Inventory held in case demand exceeds
expectations
– Costs of carrying too much inventory versus
cost of losing sales

• Seasonal inventory
– Inventory built up to counter predictable
variability in demand
– Cost of carrying additional inventory versus
cost of flexible production
• Level of product availability
– The fraction of demand that is served on time
from product held in inventory
– Trade off between customer service and cost

• Inventory-related metrics
– Cash-to-cash cycle time
– Average inventory
– Inventory turns
– Products with more than a specified
number of days of inventory
– Average replenishment batch size

• Inventory-related metrics
– Average safety inventory
– Seasonal inventory
– Fill rate
– Fraction of time out of stock
– Obsolete inventory

Inventory
versus efficiency
– Increasing inventory generally makes
the supply chain more responsive
– A higher level of inventory facilitates a
reduction in production and
transportation costs because of
improved economies of scale
– Inventory holding costs increase

Transportation
– Moves the product between stages in the
supply chain
– Impact on responsiveness and efficiency
– Faster transportation allows greater
responsiveness but lower efficiency
– Also affects inventory and facilities

Transportation
• Role in the Competitive Strategy
– Allows a firm to adjust the location of its
facilities and inventory to find the right
balance between responsiveness and
efficiency
• Components of Transportation
Decisions
– Design of transportation network
• Modes, locations, and routes
• Direct or with intermediate consolidation points
• One or multiple supply or demand points in a
single run

Transportation
– Choice of transportation mode
• Air, truck, rail, sea, and pipeline
• Information goods via the Internet
• Different speed, size of shipments, cost of
shipping, and flexibility

Transportation
– Transportation-related metrics
• Average inbound transportation cost
• Average income shipment size
• Average inbound transportation cost per shipment
• Average outbound transportation cost
• Average outbound shipment size
• Average outbound transportation cost per
shipment
• Fraction transported by mode

Transportation
versus efficiency
– The cost of transporting a given product
(efficiency) and the speed with which that
product is transported (responsiveness)
– Using fast modes of transport raises
responsiveness and transportation cost but
lowers the inventory holding cost

Information
– Improve the utilization of supply chain
assets and the coordination of supply chain
flows to increase responsiveness and
reduce cost
– Information is a key driver that can be used
to provide higher responsiveness while
simultaneously improving efficiency

Information
– Right information can help a supply chain
better meet customer needs at lower cost
– Improves visibility of transactions and
coordination of decisions across the supply
chain
– Share the minimum amount of information
required to achieve coordination

Components of Information
Decisions
• Push versus Pull
– Different information requirements and uses
• Coordination and information sharing
– Supply chain coordination, all stages of a supply
chain work toward the objective of maximizing
total supply chain profitability based on shared
information
• Sales and operations planning (S&OP)
– The process of creating an overall supply plan
(production and inventories) to meet the
anticipated level of demand (sales)

Decisions
• Enabling technologies
1. Electronic data interchange (EDI)
2. The Internet
3. Enterprise resource planning (ERP)
systems
4. Supply chain management (SCM)
software
5. Radio frequency identification (RFID)

Decisions
• Information-related metrics
– Forecast horizon
– Frequency update
– Forecast error
– Seasonal factors
– Variance from plan
– Ratio of demand variability to order
variability

Information
• Overall trade-off: Complexity versus
value
– Good information helps a firm improve both
efficiency and responsiveness
– More information is not always better
– More information increases complexity and
cost of both infrastructure and analysis
exponentially while marginal value diminishes
– Evaluate the minimum information required to
accomplish the desired objectives

Sourcing
– Set of business processes required to
purchase goods and services
– Will tasks be performed by a source internal
to the company or a third party
– Globalization creates many more sourcing
options with both considerable opportunity
and potential risk

Sourcing
– Sourcing decisions are crucial because
they affect the level of efficiency and
responsiveness in a supply chain
– Outsource to responsive third parties if it
is too expensive to develop their own
– Keep responsive process in-house to
maintain control

Components of Sourcing Decisions
• In-house or outsource
– Perform a task in-house or outsource it to a
third party
• Supplier selection
– Number of suppliers, evaluation and selection
criteria, direct negotiations or auction
• Procurement
– The supplier sends product in response to
customer orders

Components of Sourcing Decisions
• Sourcing-related metrics
– Days payable outstanding
– Average purchase price
– Range of purchase price
– Average purchase quantity
– Supply quality
– Supply lead time
– Fraction of on-time deliveries
– Supplier reliability

Sourcing
• Overall trade-off: Increase the supply
chain surplus
– Increase the size of the total surplus to be shared
across the supply chain
– Impact of sourcing on sales, service, production
costs, inventory costs, transportation costs, and
information cost
– Outsource if it raises the supply chain surplus
more than the firm can on its own
– Keep function in-house if the third party cannot
increase the supply chain surplus or if the
outsourcing risk is significant

Pricing
– Pricing determines the amount to charge
customers for goods and services
– Affects the supply chain level of
responsiveness required and the demand
profile the supply chain attempts to serve
– Pricing strategies can be used to match
demand and supply

Pricing
– Firms can utilize optimal pricing strategies to
improve efficiency and responsiveness
– Pricing strategies vary to meet different
customer responsiveness requirements

Components of Pricing Decisions
• Pricing and economies of scale
– The provider of the activity must decide how
to price it appropriately to reflect these
economies of scale
• Everyday low pricing versus high-low
pricing
– Different pricing strategies lead to different
demand profiles that the supply chain must
serve

• Fixed price versus menu pricing
– If marginal supply chain costs or the value to
the customer vary significantly along some
attribute, it is often effective to have a pricing
menu
– Can lead to customer behavior that has a
negative impact on profits

• Pricing-related metrics
– Profit margin
– Days sales outstanding
– Incremental fixed cost per order
– Incremental variable cost per unit
– Average sale price
– Average order size
– Range of sale price
– Range of periodic sales

Pricing
• Overall trade-off: Increase firm profits
– Understand of the cost structure of performing
a supply chain activity and the value this
activity brings to the supply chain
– Strategy may support efficiency in the supply
chain, lower supply chain costs, defend
market share, or steal market share
– Differential pricing may be used to attract
customers with varying needs
– Strategy should help either increase revenues
or shrink costs or preferably both

Summary of Learning Objectives
1. Describe key financial measures of firm
performance
2. Identify the major drivers of supply chain
performance
3. Discuss the role of each driver in creating
strategic fit between the supply chain strategy
and the competitive strategy
4. Define the key metrics that track the
performance of the supply chain in terms of
each driver

All rights reserved. No part of this publication may be reproduced, stored in a retrieval
system, or transmitted, in any form or by any means, electronic, mechanical, photocopying,
recording, or otherwise, without the prior written permission of the publisher.
Printed in the United States of America.

Chopra scm5 ch03_ge

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