What is supply chain management program

Report produced for the EC funded project
INNOREGIO: dissemination of innovation and knowledge management techniques
by Sotiris Zigiaris,
MSc, BPR engineer
B P R H E L L A S S A
J A N U A R Y 2 0 0 0
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SUPPLY CHAIN MANAGEMENT
INNOREGIO project S. Zygiaris, Msc, BPR Engineer
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Contents
1 Description
1.1 What is the Supply Chain Management (SCM)
1.1.1 What is the importance of Supply Chain Management
1.1.2 Supply Chain Management Today
1.1.3 Supply Chain Management Tomorrow
1.1.4 The Supply Chain Management Pipeline
1.2 Objectives of the Supply Chain Management
1.3 Supply Chain principles/ Methodology and Solutions
1.3.1 Supply Chain Principles
1.3.2 Methodology of a Supply Chain Management project-solutions
1.4 Expected results/ benefits
1.4.1 Opportunity areas (examples)
1.4.2 There for the Taking
1.5 Characteristics of firms/ organisations and service providers
2 Application
2.1 Where the technique has been applied
2.1.1 How can Supply Chain Management (SCM) be applied to an organisation?
2.2 Types of firms/ organisations where SCM can be applied
2.3 Duration and implementation cost of Supply Chain Management
2.4 Conditions for implementation
2.5 European organisations supporting the implementation of the method
3 Implementation procedure
3.1 Steps-actions/ phases
3.1.1 Implementing a competitive approach to Warehousing and Distribution
3.2 Partial techniques and tools included in each step
3.3 Related software
4 Bibliographic References
Annex

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1 DESCRIPTION
1.1 What is the Supply Chain Management (SCM)
Within the organisation, the supply chain refers to a wide range of functional areas. These
include Supply Chain Management-related activities such as inbound and outbound
transportation, warehousing, and inventory control. Sourcing, procurement, and supply
management fall under the supply-chain umbrella, too. Forecasting, production planning
and scheduling, order processing, and customer service all are part of the process as well.
Importantly, it also embodies the information systems so necessary to monitor all of these
activities.
Simply stated, "the supply chain encompasses all of those activities associated with
moving goods from the raw-materials stage through to the end user."
Advocates for this business process realised that significant productivity increases could
only come from managing relationships, information, and material flow across enterprise
borders. One of the best definitions of supply-chain management offered to date comes
from Bernard J. (Bud) LaLonde, professor emeritus of Supply Chain Management at
Ohio State University. LaLonde defines supply-chain management as follows: "The
delivery of enhanced customer and economic value through synchronised management of
the flow of physical goods and associated information from sourcing to consumption. "As
the "from sourcing to consumption" part of our last definition suggests, though, achieving
the real potential of supply-chain management requires integration--not only of these
entities within the organisation, but also of the external partners. The latter include the
suppliers, distributors, carriers, customers, and even the ultimate consumers. All are
central players in what James E. Morehouse of A.T. Kearney calls the extended supply
chain. "The goal of the extended enterprise is to do a better job of serving the ultimate
consumer,". Superior service, he continues, leads to increased market share. Increased
share, in turn, brings with it competitive advantages such as lower warehousing and
transportation costs, reduced inventory levels, less waste, and lower transaction costs.
The customer is the key to both quantifying and communicating the supply chain's value,
confirms Shrawan Singh, vice president of integrated supply-chain management at Xerox.
"If you can start measuring customer satisfaction associated with what a supply chain can
do for a customer and also link customer satisfaction in terms of profit or revenue
growth," Singh explains, "then you can attach customer values to profit & loss and to the
balance sheet."
The best companies around the world are discovering a
powerful new source of competitive advantage. It's called
supply-chain management and it encompasses all of those
integrated activities that bring product to market and create
satisfied customers.
The Supply Chain Management Program integrates topics from
manufacturing operations, purchasing, transportation, and
physical distribution into a unified program. Successful supply-
chain management, then, coordinates and integrates all of these
activities into a seamless process. It embraces and links all of
the partners in the chain. In addition to the departments within
the organization, these partners include vendors, carriers, third-
party companies, and information systems providers.
.

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1.1.1 What is the importance of Supply Chain Management
In the ancient Greek fable about the tortoise and the hare, the speedy and overconfident
rabbit fell asleep on the job, while the "slow and steady" turtle won the race. That may
have been true in Aesop's time, but in today's demanding business environment, "slow
and steady" won't get you out of the starting gate, let alone win any races. Managers these
days recognise that getting products to customers faster than the competition will improve
a company's competitive position. To remain competitive, companies must seek new
solutions to important Supply Chain Management issues such as modal analysis, supply
chain management, load planning, route planning and distribution network design.
Companies must face corporate challenges that impact Supply Chain Management such
as reengineering globalisation and outsourcing.
Why is it so important for companies to get products to their customers quickly? Faster
product availability is key to increasing sales, says R. Michael Donovan of Natick, Mass.,
a management consultant specialising in manufacturing and information systems.
"There's a substantial profit advantage for the extra time that you are in the market and
your competitor is not," he says. "If you can be there first, you are likely to get more
orders and more market share." The ability to deliver a product faster also can make or
break a sale. "If two alternative [products] appear to be equal and one is immediately
available and the other will be available in a week, which would you choose? Clearly,
"Supply Chain Management has an important role to play in moving goods more quickly
to their destination. "
An example of a Supply Chain Management application:
To Reduce Cycle Time, Kick Those Bad Habits
..One of the chief causes of excessive order-to-delivery cycle times is the existence of long-
standing "bad habits" that result when companies fail to revise internal processes to reflect market
changes. The existence of separate, independent departments tends to perpetuate these inefficient
practices. Taking the supply-chain management view, on the other hand, helps companies identify
the cumulative effects of those individual procedures. Eliminating such bottlenecks improves
product availability and speeds delivery to customers--both of which can increase sales and profits.
The case Consultant R. Michael Donovan illustrates the point with the tale of a client that
manufactures a made-to-order machine part. Average order-to-delivery time varied between six
and nine weeks. As a result, the manufacturer was losing business to "replicators" that could
produce low-quality "knockoff" versions in just three weeks. Donovan and his colleagues analyzed
the manufacturer's entire supply chain, from order entry and raw-materials supply all the way to
final delivery.
They found problems at every step of the way: Handwritten orders were being rekeyed into the
materials-planning system on weekends, which meant that some orders were sitting around
unprocessed for an entire week. On Monday mornings, production control would be overwhelmed
with a week's worth of orders. It often took them several days to plow through the backlog and
issue manufacturing orders.
Once those orders had been cut, the engineering department required one week to produce
technical drawings. They needed several more days to match up drawings with orders and other
documentation. Those information packets then would go to the manufacturing line, where the
scheduling system allowed three weeks' time for production. "Orders could be sitting there for
almost three weeks before going into production, even though the actual time required to produce
an item ranged from a few hours to one full day," Donovan recalls.
The solution Supply Chain experts were able to slash order-processing time, including the
generation of engineering drawings, from about two and a half weeks to one day. They made some
alterations to the manufacturing process to speed up production. While they were cutting waste out
of physical processes, the consultants also were finding ways to speed up the flow of information
and to improve the accuracy of production orders. Today, materials flow is closely correlated with
information flow, and leadtimes have been cut from an average of six to nine weeks down to fewer
than three weeks.
The payoff! The payoff has been enormous. Instead of steadily losing market share to the

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replicators, the manufacturer has doubled sales volumes. It has reaped an added benefit as well:
Because quality remains very high, the manufacturer has been able to charge more for its products,
generating even greater profits.
Donovan proudly notes that this radical change was achieved with technologies the manufacturer
already had. "We didn't change the technology, we just changed how it was applied," he says. "The
magic is not in the software. Information technology should not be the driver of re-engineering the
order-to-delivery process," he concludes. "It should enable you to achieve your objectives."
Source: SUPPLY-CHAIN MANAGEMENT REPORT
"It's about time- Supply-chain management and time-based logistics together can give companies
an unbeatable opportunity to increase profits " by Toby B. Gooley -Senior Editor
1.1.2 Supply Chain Management Today
If we take the view that Supply Chain Management is what Supply Chain Management
people do, then in 1997 Supply Chain Management has a firm hand on all aspects of
physical distribution and materials management. Seventy-five percent or more of
respondents included the following activities as part of their company's Supply Chain
Management department functions:
• Inventory management
• Transportation service procurement
• Materials handling
• Inbound transportation
• Transportation operations management
• Warehousing management
Moreover, the Supply Chain Management department is expected to increase its range of
responsibilities, most often in line with the thinking that sees the order fulfilment process
as one co-ordinated set of activities. Thus the functions most often cited as planning to
formally include in the Supply Chain Management department are:
• Customer service performance monitoring
• Order processing/customer service
• Supply Chain Management budget forecasting
On the other hand, there are certain functions which some of us might feel logically
belong to Supply Chain Management which companies feel are the proper domain of
other departments. Most difficult to bring under the umbrella of Supply Chain
Management are:
• Third party invoice payment/audit
• Sales forecasting
• Master production planning
Write-in responses reveal the leading edge of what some Supply Chain Management
departments are doing. These include engineering change control for packaging; custom
Today Supply Chain Management includes services such as:
• Operational Analysis and Design Materials Handling
• Distribution Strategy
• Operational Improvements, Distribution Management
• Computer Systems
• Warehouse Design Project Management
• Operational Commissioning
• Computer Simulation
• Technical seminars

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design packaging; drafting national Supply Chain Management standards; and
implementing SCM software
1.1.3 Supply Chain Management Tomorrow
The future for Supply Chain Management looks very bright. This year, as well as last
year, two major trends are benefiting Supply Chain Management operations. These are
• Customer service focus
• Information technology
Successful organisations must be excellent in both of these areas, so the importance of
Supply Chain Management and the tools available to do the job right will continue to
expand.
1.1.4 The Supply Chain Management Pipeline
The freight transportation industry has undergone a revolutionary change during the
last decade. As deregulation spread to all modes of transport, the number of surviving
companies declined. Carriers unprotected by regulation discovered they could not
differentiate themselves from the competition on price alone. Successful transportation
companies must provide prompt pickup, excellent customer service, and swift, complete
and damage-free delivery.
The motor carrier industry forges a critical link in a multimodal Supply Chain
Management system and must compete against time and service to stay in business.
Shippers move cargo over whatever mode provides the best service. Less-than-truckload
(LTL) motor carriers find their competition particularly stiff. Parcel carriers constantly
increase their maximum shipment weight while truck load carriers now accept partial
trailer loads as small as 10,000 pounds.
Shorter cycle times means better service.
Customers' needs have also changed. The growth of Just-in-Time and Quick Response
inventory management and third-party Supply Chain Management requires all
participants in the Supply Chain Management chain to consider shorter cycle time a
competitive advantage. Manufacturers, distributors, and some carriers effectively use
information technology to reduce cycle times and improve the quality of freight handling.
Package handlers use the technology to great competitive advantage.
LTL∗∗
carriers are beginning to adapt their information systems to provide on-line, real-
time data on the movement of freight through their systems. To successfully use
information technology to speed the movement of freight, these carriers must have low-
cost methods to accurately gather and disseminate data. Bar code and radio frequency
technologies provide the tools for LTL carriers to survive and thrive.
Traditional bar codes uniquely identify every package in the pipeline. Scanning the
packages positively confirms custody transfer from shipper to carrier to consignee. Two-
dimensional bar codes on shipping documents record the entire bill of lading (BOL).
Scanners in drivers' hands provide error-free entry of the BOL in less than a second.
Radio communication from the truck cab to central operations immediately informs
dispatchers of incoming freight. Similar scanning during delivery shortens the billing
cycle and provides positive confirmation of delivery.
Information technology speeds cargo through every phase of LTL operations.
∗
Less-than-truckload

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Dock management systems speed cross docking operations. A combination of radio
communication and bar code scanning immediately delivers control information to people
who need it. From dispatchers to fork operators, every member of the dock team receives
immediate information where they work. The system efficiently tracks all packages from
inbound docks through staging to outbound docks. No package waits for information.
Yard management systems ensure the delivery of the right equipment to the right
location at the right time. Radio communication to yard tractors keeps shuttle drivers
working on the highest priority tasks. Real-time communication between yard drivers,
hub managers, and information support systems provides positive control of all moving
stock. Optimising personnel and rolling stock results in shortened stripping and loading
time at the doors.
Consistent application of appropriate information technology throughout the Supply
Chain Management pipeline results in shortened cycle times and lowered effort.
Immediate, reliable information allows managers to optimise their physical and human
resources. While maximum benefit comes to those carriers who implement a consistent
information strategy throughout their operations, segmentation of the problem allows
carriers to phase in their transformation. Each phase provides immediate economic
benefits, while improving the strategic position of the carrier.
Co-ordinating Multiple Initiatives through IT
The Supply Chain Management model of LTL carriers offers the greatest advantage and
the fundamental vulnerability of the mode. City terminals, break bulk consolidation,
and other cargo transfer techniques allow LTL carriers to sell economies of scale to
shippers with small cargo consignments. However, the same process requires multiple
handling and offers frequent opportunities for delays, misshipments, and cargo damage.
Effective use of information technology maximises the advantages and minimises the
risks inherent in LTL transportation. Each package must be positively identified every
time it is handled. Information about every destination must be checked and double
checked to maximise cargo speed while minimising empty trailer miles.
Implementation of competitive information technologies begins wherever carriers feel
they need the most assistance. For many, dock management represents a logical starting
point. Positive tracking of every package in and out of every hub drastically reduces the
possibility of cargo delays and damage. Automatic optimisation techniques
simultaneously reduce handling expenses and allow some trailers to bypass consolidation
hubs entirely.
When carriers augment a dock management system with yard management support,
the two projects amplify each other's advantages. Yard management initiatives closely
control the movement of trailers and drivers based on information provided by the dock
management system.
The dock management system, in turn, profits from data provided by pickup and
delivery automation. When shipment information from city drivers immediately flows to
the hubs, support systems and supervisors can anticipate requirements. Incoming cargo
stays in motion because dock managers already know what is on each inbound truck.
If pickup and delivery systems are not immediately automated, carriers can implement
intermediate systems to efficiently feed information to hub management support projects.
Dockside data collection allows operators to enter all data about an inbound truck's
cargo at the dock even as operators strip the cargo for consolidation.
Dockside data collection becomes more efficient when carriers encourage their shippers
to produce scannable bills of lading. These documents can be produced on existing

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printers with specialised software. A two-dimensional bar code encodes all necessary
shipment information. In less than one second, a dockside scanner captures an entire bill
of lading. The same scannable documents can be used when the carrier later implements a
pickup and delivery management system.
Effective supply-chain management may be the best way to achieve reduced order-to-
delivery cycle time. Instead of treating each function as consisting of discrete activities,
supply-chain management considers all functions to be linked and interdependent. As a
result, supply-chain management can reveal the cumulative effect of problems anywhere
in the chain, not just within Supply Chain Management' areas of responsibility.
1.2 Objectives of Supply Chain Management
The fundamental objective is to "add value".
That brings us to the example of the fish fingers. During the Supply Chain Management
'98 conference in the United Kingdom this fall, a participant in a supply chain
management seminar said that total time from fishing dock through manufacturing,
distribution, and final sale of frozen fish fingers for his European grocery-products
company was 150 days. Manufacturing took a mere 43 minutes. That suggests an
enormous target for supply chain managers. During all that time, company capital is--
almost literally in this case--frozen. What is true for fish fingers is true of most products.
Examine any extended supply chain, and it is likely to be a long one. James Morehouse, a
vice president of consulting firm A.T. Kearney, reports that the total cycle time for corn
flakes, for example, is close to a year and that the cycle times in the pharmaceutical
industry average 465 days. In fact, Morehouse argues that if the supply chain, of what he
calls an "extended enterprise," is encompassing everything from initial supplier to final
customer fulfilment, could be cut to 30 days, that would provide not only more inventory
turns, but fresher product, an ability to customise better, and improved customer
responsiveness. "All that add value," he says. And it provides a clear competitive
advantage.
Supply Chain Management becomes a tool to help accomplish corporate strategic
objectives:
§ reducing working capital,
§ taking assets off the balance sheet,
§ accelerating cash-to-cash cycles,
§ increasing inventory turns, and so on.
1.3 Supply-Chain Principles/ Methodology & Solutions
1.3.1 Supply-Chain Principles
If supply-chain management has become top management's new "religion," then it needs
a doctrine. Andersen Consulting has stepped forward to provide the needed guidance,
espousing what it calls the "Seven Principles" of supply-chain management. When
consistently and comprehensively followed, the consulting firm says, these seven
principles bring a host of competitive advantages.
The seven principles as articulated by Andersen Consulting are as follows:

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1. Segment customers based on service needs. Companies traditionally have grouped
customers by industry, product, or trade channel and then provided the same level of
service to everyone within a segment. Effective supply-chain management, by contrast,
groups customers by distinct service needs--regardless of industry--and then tailors
services to those particular segments.
2. Customise the Supply Chain Management network. In designing their Supply
Chain Management network, companies need to focus intensely on the service
requirements and profitability of the customer segments identified. The conventional
approach of creating a "monolithic" Supply Chain Management network runs counter to
successful supply-chain management.
3. Listen to signals of market demand and plan accordingly. Sales and operations
planning must span the entire chain to detect early warning signals of changing demand
in ordering patterns, customer promotions, and so forth. This demand-intensive approach
leads to more consistent forecasts and optimal resource allocation.
4. Differentiate product closer to the customer. Companies today no longer can afford
to stockpile inventory to compensate for possible forecasting errors. Instead, they need to
postpone product differentiation in the manufacturing process closer to actual consumer
demand.
5. Strategically manage the sources of supply. By working closely with their key
suppliers to reduce the overall costs of owning materials and services, supply-chain
management leaders enhance margins both for themselves and their suppliers. Beating
multiple suppliers over the head for the lowest price is out, Andersen advises. "Gain
sharing" is in.
6. Develop a supply-chain-wide technology strategy. As one of the cornerstones of
successful supply-chain management, information technology must support multiple
levels of decision making. It also should afford a clear view of the flow of products,
services, and information.
7. Adopt channel-spanning performance measures. Excellent supply-chain
measurement systems do more than just monitor internal functions. They adopt measures
that apply to every link in the supply chain. Importantly, these measurement systems
embrace both service and financial metrics, such as each account's true profitability.
The principles are not easy to implement, the Andersen consultants say, because they run
counter to ingrained functionally oriented thinking about how companies organise,
operate, and serve customers. The organisations that do persevere and build a successful
supply chain have proved convincingly that you can please customers and enjoy growth
by doing so.
1.3.2 The Methodology of a Supply chain Management project- solutions
The best supply-chain management programs display certain common
characteristics.
For one, they focus intensely on actual customer demand. Instead of forcing into the
market product that may or may not sell quickly (and thereby inviting high warehousing
costs), they react to actual customer demand. And by doing so, these supply-chain leaders
minimise the flow of raw materials, finished product, and packaging materials at every
point in the pipeline.
To respond more accurately to actual customer demand and keep inventory to a
minimum, leading companies have adopted a number of speed-to-market management
techniques. The names by now have become part of the Supply Chain Management
vernacular JIT manufacturing and distribution, quick response (QR), efficient consumer

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response (ECR), vendor managed inventory (VMI), and more. These are the tools that
help build a comprehensive supply-chain structure.
A Four Step integrated Approach
In view of the importance of Supply Chain Management to commercial success, making
the right decision about which system is best is vital. Before deciding how to develop
new service Supply Chain Management chains and economical distribution centres, many
factors must be considered, such as, the required customer service levels, optimum
location, stock holding policies and EDP systems. To help organisations make the best
decisions, the Miebach Supply Chain Management Group employs an integrated planning
approach, consisting of four steps from planning to realisation:
"The integrated planning process helps to find solutions that best match clients
requirements and the technical demands of the problem", states Dr Joachim Miebach,
Chairman of the Miebach Supply Chain Management Group. "The only way to manage
the growing complexity in international Supply Chain Management chains is through the
integration of strategy, engineering and IT systems and methods."
1.4 Expected Results / Benefits
Where the Supply Chain Creates Value
Supply chain management's ability to affect profitability and shareholder value should
come as no surprise. As Richard Thompson, a partner in Ernst & Young's supply chain
practice, points out, supply chain management affects virtually every aspect of a
company's business. "Everything is involved," he says. "Supply chain management
[influences] plan-buy-make-move-and-sell."
Enhanced revenues, tighter cost control, more effective asset utilisation, and better
customer service are just the beginning.
Thompson and his colleagues have identified five areas in which supply chain
management can have a direct effect on corporate value. They include:
* Profitable growth. Supply chain management contributes to profitable growth by
allowing assembly of "perfect orders," supporting after-sales service, and getting
involved in new product development. The bottom-line numbers give the answer.
According to A.T. Kearney's research, inefficiencies in the supply chain can waste up to
25 percent of a company's operating costs. With profit margins of only 3 to 4 percent, the
consultants point out, even a 5-percent reduction in supply-chain waste can double a
company's profitability.
• Potential analysis
• Concept study
• Detailed planning
• Project or change management
The main feature of Miebachs integrated
approach is the simultaneous consideration
of strategy, engineering and IT at every step
to arrive at an optimum Supply Chain
Management solution, the problem".

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* Working-capital reductions. Increasing inventory turns, managing receivables and
payables, minimising days of supply in inventory, and accelerating the cash-to-cash cycle
all are affected by supply chain execution. Thompson cites the case of a consumer-
products company that took 20 minutes to make a product and five and a half months to
collect payment for it. "If you can cut the cash cycle down, there are millions of dollars
there," he says.
* Fixed-capital efficiency. This refers to network optimisation--for instance, assuring
that the company has the right number of warehouses in the right places, or outsourcing
functions where it makes more economic sense.
* Global tax minimisation. "There's a ton of money here," Thompson says, if companies
look at assets and sales locations, transfer pricing, customs duties, and taxes.
* Cost minimisation. This largely focuses on day-to-day operations, but it also may
involve making strategic choices about such issues as outsourcing and process design.
Based on experience with companies participating in MIT's Integrated Supply Chain
Management Program, there has been found that the most commonly reported bottom-
line benefits are centred on reduced costs in such areas as inventory management,
transportation and warehousing, and packaging; improved service through techniques like
time-based delivery and make-to-order; and enhanced revenues, which result from such
supply-chain-related achievements as higher product availability and more customised
products.
The companies studied by Metz have recorded a number of impressive supply-chain
accomplishments, including:
• a 50-percent inventory reduction.
• a 40-percent increase in on-time deliveries.
• a 27-percent decrease in cumulative cycle time.
• a doubling of inventory turns coupled with a nine-fold reduction in out-of-stock rates.
• a 17-percent revenue increase.
On a broader scale, research conducted by Mercer Management Consulting reveals that
organisations with the best supply chains typically excel in certain pivotal performance
areas. Specifically, they outperform their counterparts along such key metrics as reducing
operating costs, improving asset productivity, and compressing order-cycle time. In a
separate study, Mercer found that close to half of all senior executives surveyed had
specific supply-chain improvement projects among their top 10 corporate initiatives. This
is a resounding affirmation at the highest levels of supply-chain management's
competitive potential.
A study by the management consulting firm of A.T. Kearney has come at the supply-
chain payback from another angle--the costs of not paying careful attention to the supply-
chain process. The Kearney consultants found that supply-chain inefficiencies could
waste as much as 25 percent of a company's operating costs. Thus, assuming even a
relatively low profit margin of 3 to 4 percent, a 5-percent reduction in supply-chain waste
could double a company's profitability.
Finally, the PRTM study cited earlier documented the powerful advantages of supply-
chain management across a range of critical measures. The leading companies, for
example, enjoyed a cash-to-order cycle time that was fully one-half of the median

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companies'. Similarly, their inventory days of supply turned out to be 50 percent less than
the median. The best-in-class companies, moreover, met their promised delivery dates 17
percent more often than the rest of the pack.
1.4.1 Opportunity Areas (examples)
These are some of the big-picture numbers. Most companies, though, find it more
meaningful to focus on the payback potential of specific activities within the total supply-
chain process. The following examples illustrate the kinds of benefits that can be realised.
Individually, these improvements can bring important cost savings and service
enhancements. Collectively, they can lead to dramatic breakthroughs in profitability and
market share.
Morehouse believes that Supply Chain Management and supply chain management also
can play key roles in increasing a company's market share--"... not by cutting price, but
by doing such a superb job that you attract profitable market share," he says. In other
words, a company needs to have not only the right product, but also the right processes
for the market.
Distribution network optimisation. Optimising the distribution network--that is
determining the best location for each facility, setting the proper system configuration,
and selecting the right carriers--brings immediate cost advantages of 20 to 30 percent.
That's the figure determined by IBM's Wholesale Distribution Industry Segment, based on
consulting engagements in a wide range of industries. "This typically breaks down into
transportation savings of 15 to 25 percent and improvements in inventory-carrying costs
of 10 to 15 percent," says Mark Wheeler, national solutions manager for the IBM
consulting unit.
Shipment consolidation. A proven, though often overlooked, supply-chain lever lies in
shipment consolidation. Nabisco offers an instructive example. For one retail customer,
the company had been delivering product from multiple plants via six different LTL
deliveries. Through the use of a third-party SCM provider, it was able to consolidate
these multi-vendor loads into two truckloads. By strategically consolidating the
shipments, reports Rick D. Blasgen, senior director of product supply, Nabisco cut its
transportation costs by half. On top of that, it reduced inventory levels, increased
inventory turns, cut lead-times, improved on-time delivery, and enhanced case-fill rates.
Cross docking. Another supply-chain technique with proven payback potential is cross
docking. This is the practice of receiving and processing goods for reshipping in the
shortest time possible and with minimum handling and no storage. According to Maurice
Trebuchon of Coopers & Lybrand's SysteCon Division, cross docking can yield savings
of 25 percent or more over conventional warehousing. Speaking at this year's annual
CLM meeting, Trebuchon cited one manufacturer that used cross docking to achieve a net
savings of $0.84 per ton of freight processed. The savings came from the elimination of
costs related to putaway and picking and storage.
Supplier management. Research from McKinsey & Co. demonstrates the substantial
improvements possible through aggressive supply management. An article by McKinsey
consultants in the Winter 1998 issue of SCM Review mentions a client in the automotive
industry that had successfully integrated vendors into its product-development process.
On one particular team, the integration paid dividends in triplicate: the parts count
dropped by 30 percent, the number of assembly steps and material specifications was
reduced by half, and development time shrank from years to months.

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Supplier integration. The abundant advantages of supplier integration were again
evident in a two-year study conducted by the Global Procurement and Supply Chain
Initiative at Michigan State University. Drawing on responses received from around the
globe, the study showed that companies that involved suppliers earlier on in the product-
design and -development process consistently outperformed those that did not. This was
true across a range of supply-management metrics. The comparative improvement in
purchased material costs alone was 15 percent.
Industry experts say most of those barriers fall into one of three broad categories:
• information sharing,
• integration,
• or the people themselves.
Until these barriers are dismantled, products will not flow swiftly to customers and
companies will not achieve the benefits promised by supply chain management.
Given the extensive time, effort, and commitment of resources involved, is design and
execution of a comprehensive supply-chain strategy really worth it all?
1.4.2 There for the Taking
The examples given above merely illustrate the kinds of competitive advantages that can
be captured through aggressive supply-chain management. In actuality, opportunities for
cost savings and enhanced service abound at all points in the chain--from initial sourcing
all the way to the point-of-sale business transaction.
For those companies that act quickly and decisively to capitalise on supply-chain
opportunities, the long-term, bottom-line benefits are there for the taking. Just look at the
acknowledged supply-chain leaders--from Wal-Mart on down. As for those organisations
that choose the business-as-usual approach to moving goods to market…well, OK. But
keep in mind this admonition from Damon Runyon: The race does not always go to the
swiftest or the strongest, but that's the way to bet.
1.5 Characteristics of firms/ organisations and service providers
The most important characteristic of firms that could apply SMC is the will to accept
innovations and new methods of working. Of course there should be a physical
movement of goods. From raw material to the final consumer, firms should also have an
adequate managerial and organisational depth to capitalise the benefits that SCM brings
to a business.Service providers should have a profound experience in organising the
supply chain using a sound methodology in applying organisational change. Service
providers should also have to adapt into their solutions SCM software systems in order to
facilitate the installation of the system into the organisational structure of a firm.
2 APPLICATION
2.1 Where the technique has being applied
Do it right first time makes you think about the Toyota principles, Kaizen and other
strategies that have been deployed to improve manufacturing processes and enable
production lot sizes of one unit. Japanese companies have been forerunners to implement
quality check procedures directly into the manufacturing and assembly process. The
objective was to finish each single process step without defects thereby ensuring that
following processes are not disturbed. What have they done to achieve this? Toyota
pioneered the Total Quality Methods and provided every single employee with the

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responsibility for his process. If an error occurred he had the power to stop the production
or assembly line, even if many fellow workers would be impacted. This responsibility
sharpened the operators sense for quality.
Quality was measured at every single process step and depicted in process charts. Quality
deviations could be spotted easily. Mistakes were allowed, but only once. Any occurrence
was investigated to the root and actions have been taken to rectify the mistake such that it
does not happen again. Teams have been put in place to continuously develop ideas for
improvement. Performance feedback was given instantly to show the workers what they
have achieved.
Why the intense, widespread interest in this emerging management technique? The
answer is simple: Companies increasingly recognise the tremendous payoff potential in
successful supply-chain management. They read about Wal-Mart's leveraging of the
chain to achieve a dominant position in the retail marketplace. They hear of companies
like Dell Computer reconfiguring the supply chain to respond almost immediately to
customised orders. They're intrigued by the bold measures taken by M&M Mars to
virtually eliminate standing inventory from the pipeline.
The supply-chain payoff can come in many forms. It might be a reduction in transaction
costs through eliminating unnecessary steps in moving product to market. It could be
enhanced customer service that comes from closer co-ordination among sources and
vendors upstream--and carriers, distributors, and customers downstream. Or maybe it's
the improved market share that flows from better customer service or lower costs. In any
case, successful supply-chain management brings compelling bottom-line benefits. All
you have to do is look at supply-chain leaders like Xerox, IBM, Chrysler, Nabisco,
Procter & Gamble, and Becton-Dickinson, says David M. Bovet, a vice president of
Mercer Management Consulting. "There is definitely a strong correlation between
companies that are paying attention to the integrated supply chain and business success,"
Bovet observes.
The research and consulting firm of Pittiglio Rabin Todd & McGrath (PRTM) has
attempted to quantify this correlation. Through its comprehensive Integrated Supply
Chain Benchmarking Study, PRTM found that best-practice SCM companies enjoyed a
45-percent total supply-chain cost advantage over their median competitors. Specifically,
their supply-chain costs as a percentage of revenues were anywhere from 3 to 7 percent
less than the median, depending on the industry.
Applied to manufacturing environments those methods have proven to deliver results.
What can we learn from that and transfer to warehouse processes:
1. Total Quality Management
2. People are the key to success
3. Tight process control and review
4. Simplify, Omit and Integrate
These are some typical examples of SCM application to Greek enterprises:
§ ASTRA HELLAS S.A - using the SEN Enterprise resource planning software
§ PAPOUTSANIS S.A. - using the “BAAN & SFI” Enterprise resource planning
software
§ ELVO - using the “BAAN” Enterprise resource planning software
§ ATTIKO METRO - using the “BAAN”Enterprise resource planning software
§ ISOBAU HELLAS S.A. (aluminium panel production) - using the SEN Enterprise
resource planning software

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2.1.1 How can Supply Chain Management (SCM) be applied to an organisation?
Domino Effect
The most important thing is to first understand the customer's true needs.
Companies that want to improve their competitive position by reducing their order-to-
delivery cycle are looking to supply-chain management to help them achieve that goal.
Because SCM encompasses all processes involved in producing and delivering a product
to the customer, it offers the opportunity to identify bottlenecks that can slow down
activities along the entire supply chain.
Youngberg gives the example of an automaker that wants to build individual cars to order
for delivery within one week. A supply-chain analysis might discover that the seat
supplier doesn't have the capability to produce and deliver seats in a variable colour
sequence--jeopardising the car manufacturer's ability to offer its customers the kind of
service it envisions. Inevitably, such problems will affect delivery to the final customer,
much as a domino falling at the front of a line eventually causes the one at the end to
topple, too.
To obtain the greatest possible improvement in the total product cycle, it may be helpful
to think of the supply-chain dominoes falling backward. In other words, under a supply-
chain management philosophy, customer demand is what drives the activities required to
fulfil that customer's demand, all the way back to raw-materials suppliers at the beginning
of the production process. That is why it is important to first understand the customer's
true needs, then work back from that, Morehouse says: Once the correct information is
in hand, companies can design their supply-chain processes to provide what the
customer really needs. Without that information, says Youngberg, companies risk falling
into the "wasted excellence" trap, providing a higher service level or faster cycle time
than is necessary. "It doesn't provide you with a competitive advantage, but it saddles you
with costs that may not [yield] you anything," he explains.
Here is an example of a company that uses chemicals stored in tanks to manufacture its
products. The chemical supplier discovered--to its surprise--that the most important thing
to the manufacturer was not how quickly it delivered the raw material, but rather how
well the vendor monitored the supply of the chemical to ensure that it never ran out. For
the customer, reliability outweighed all other considerations.
How can it be accomplished? Ideally, product is received and put away to a location from
where you will pick it. While picking the product it should be placed directly in the
shipping carton. A weigh scale checks each picked orderline. As errors are found they are
corrected immediately. The last step in the process would be to insert the invoice, seal the
carton and apply a shipping label. During this process product has been handled only for
put away (only cross-docking can eliminate that) and for picking. No other product
handling. Handling steps are reduced to the most basic needs. Such processes are possible
and they don't require a lot of automation. They need a WMS, RF terminals for put away
and picking and well maintained product information. The process delivers an error free
shipment, completed in one handling step, provides a direct quality feedback to the
operator and allows you to manage each worker based on his or her individual
performance = quality + output.
2.2 Types of firms /organisations Supply Chain Management can be applied
Supply Chain Management could by implemented to all firms (manufacturing firms,
retailers, services, etc.) and public organisations that satisfy the following criteria:

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• Minimum Number of employees: 20 (at least 4 in management positions).
• Strong management commitment to new ways of working and innovation.
2.3 Duration and implementation cost of Supply Chain Management
Looked at from a cost standpoint, SCM’s true potential becomes evident. One recent
study found that total supply-chain costs represent the majority share of operating
expenses for most companies. In some industries, in fact, these costs can approach 75
percent of the operating budget. Given the dollars on the table, it's not surprising that top
management has become keenly interested in supply-chain management. A Mercer
Management Consulting study conducted among senior corporate executives confirms
the high-level interest. Close to one-half of the executives surveyed reported that the
programs to improve the supply chain were among the top 10 percent of all companywide
initiatives.
The implementation of a SCM consulting project costs 15.000 Euro approximately and its
duration is 8 months. The implementation of CSM software, which is based in the
outcomes of the consulting work varies from 70.000 Euro (SMEs) to 1 million Euro
(corporations) depending on the business size and complexity.
2.4 Conditions for implementation (infrastructures required etc.)
Achieving gains of the magnitude explained above, requires much more than efficient
operations. It requires changing the process. It demands both executive-
management-level commitment and superb execution at the operational level. On the
other hand, today's Supply Chain Management professionals must become conversant
with information technology.
IT is not a functional adjunct to supply-chain management. Rather, it is the enabler, the
facilitator, the linkage that connects the various components and partners of the supply
chain into an integrated whole. Electronic data interchange, on-board computers, satellite
and cellular communications systems, warehouse-management software, enterprise-wide
systems solutions, and now the Internet…these are among the information enablers of
successful supply-chain management.
In developing its seven principles, Andersen Consulting stressed the importance of
information technology, grouping IT requirements into three distinct categories.
• First, there are the short-term systems that can handle routine day-to-day
transactions like order processing and shipment scheduling.
• Then, from a longer-term perspective, the technology must facilitate planning and
decision making. These systems support such activities as demand planning and
master production scheduling to optimally allocate resources.
• Finally, longer-range information systems must enable strategic analysis by
providing modelling and other tools that synthesise data for use in high-level "what-
if" scenario planning. These forward-looking systems help managers evaluate
distribution centers, suppliers, and third-party service options.
Regardless of their current knowledge level, Supply Chain Management managers widely
recognise the need to become even more conversant with information technology if they
are to assume a future leadership position. An important finding from the 1996 Ohio State
University Survey of Career Patterns in Supply Chain Management underscores the point.
The researchers asked the Supply Chain Management professionals surveyed what they

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would study if they could return to college for 90 days. Topping the list of more than a
dozen subjects mentioned was information technology.
Miebach Supply Chain Management experienced through numerous warehouse
optimisation projects: ideally, warehouse processes should be defined on those principles.
• Total Quality Management requires a review of all processes, provided equipment
and the management of the operation.
• Human performance in picking is and will be unmatched for most products in most
warehouse operations. (however, there are exceptions)
• Design the picking process with care and use automation where it supports people or
helps to eliminate simple but unergonomic tasks.
• Create processes that immediately alert operators about mistakes and don't carry
such mistakes through to a final quality check. Have errors corrected immediately.
This provides feedback regarding performance not only on speed, but also on
quality.
• Eliminate unnecessary handling steps. Handling product is the costly part in the
warehouse. Do not try to use one warehouse process for all order types whatever size
and service requirements they might have. Segmentation and integration of processes
are keywords.
2.5 European Organisations Supporting the Implementation of the method
CLASP (Central Logistics Association for Supply-Chain Partnerships)
http://www.clasp.org.uk/
CLASP is the Regional Supply Network Group supporting best practice in supply chain
management. The principles of the Supply Chain Management. concern “the whole
manufacturing and service provision, from strategic planning to operations on the shop
floor. Supply Chain Management involves ways of thinking about technology and people
in organisations”. (ISCAN 1995)
Society of Logistics Engineers SOLE http://www.sole.org/
The International Society of Logistics is a non-profit international professional society
composed of individuals organised to enhance the art and science of logistics technology,
education and management. Commercial Products -- The purpose of the Commercial
Division is to focus attention on the application of logistics disciplines in the commercial
sector. We will set forth a clear vision of the SOLE logistics philosophy and to create a
symbiosis between commercial and government logistics communities with SOLE acting
as the bonding link. As we enter the new century, everyone is talking about finding new
ways to do business. One reason they seek out these new ways is to increase profits. Yet
another is to just stay in business. But from the logistics standpoint, we need to be on top
of the changes in order to ensure that the end product is supportable throughout its life
cycle and even beyond.
• Director: Ioannis C. Georgiadis -Optimum Ltd.
• Phone: 30-1-8670234 (Greece)
• Fax: 30-1-8677747 (Greece)
• Email: igeorgiadis@optimum.gr

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3 IMPLEMENTATION PROCEDURE
3.1 Steps-actions/Phases
Subsequent actions to implement the supply-chain agenda, which Kearney says should be
carried out by individual project teams, typically fall into these broad categories:
• Designing the long-term supply-chain structure to position the company in the right
roles in the right supply chains with the right customers and suppliers.
• Re-engineering supply-chain processes to streamline product, information, and funds
flow internally and externally.
• Reinforcing the supply chain's functional foundation by improving quality and
productivity within operational areas such as warehousing, transportation, and fleet
management.
A Flexible Approach
specialises in the design, development and implementation of solutions to Supply Chain
Management problems.
Consultancy approach is tailored to suit the particular requirements of a client's project.
This ensures the provision of the most appropriate form of assistance, from a full
traditional consultancy assignment, to a placement working within a client's team.
§ Strategic Analysis
§ Specification
§ Implementation
Strategic Analysis
It's the study of the current and future needs of business and development of such
solutions to meet these requirements. This normally involves the use of computer models
to gain a full understanding of the key issues and to examine the practical alternatives. A
recommendation follows with the most appropriate and cost effective solution. This
approach:
§ gives confidence in the recommended solution.
§ identifies a clear way forward.
§ determines the associated cost and timescales.
§ enables the next stage of the project to be planned.
Specification
In this stage, any recommendations have to include operational detail, enabling systems,
equipment or buildings to be procured to meet the exact requirements of the solution.
This provides:
§ correct logical emphasis on each aspect of the solution.
§ a clear specification of proposals, minimising the risk of unforeseen cost.
§ finalised project cost budgets.
§ competitive equipment procurement.
§ agreed implementation timescales.
Implementation
Refers to responsibility for the tendering of equipment and supplier selection, contract
negotiation and placement.
Contract Management through to completion to ensure that the project is progressed in
accordance with the requirements of time, cost and quality.
Work with the client on preparing any organisational changes and training to ensure a
smooth start to the new operation.

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There has been found that many companies have not thought comprehensively about the
design of their supply chains. Often, their attempts to achieve excellence have been
focused on perhaps one or two supply chain building blocks--and not, as they should be,
on all of the dimensions required for world-class performance.
The framework below outlines the five key dimensions of supply chain management
through the implementation procedure that are required to achieve superior performance.
These areas must be addressed iteratively and, generally, in a hierarchical fashion:
1. Strategy--specifically, the alignment of supply chain strategies with the overall
business direction. Key decision points for managers here include:
• What is required to align the supply chain with the business strategy?
• What level of customer service must we provide to each customer segment to
compete effectively?
• Which channels of distribution best meet our goals and our customers' needs?
2. Infrastructure, which affects cost-service performance and establishes the boundaries
within which the supply chain must operate. Pertinent questions include:
• How must the physical network of plants and distribution be structured?
• Can we rationalise our current network?
• Can we use contract manufacturing or third-party logistics capabilities?
• What transportation services can best link together the network of facilities?
• Which activities should we outsource?
3. Process--the drive to achieve functional excellence and integration across all major
processes. Managers must ask themselves the following:
• What are the core supply chain processes driving the business?
• How can we adapt best-in-class approaches to our core processes (e.g.,
manufacturing, integrated demand planning, procurement, cycle-time
compression, dynamic deployment)?
• How can we build linkages with our suppliers and customers?
4. Organisation--providing the critical success factors of cohesion, harmony, and
integration across organisation entities. Questions to consider include:
• What level of cross-functional integration is required to manage core processes
effectively?
• How can we leverage cross-company skills and abilities?
• What performance-measurement and reporting structure can help us achieve our
objectives?
5. Technology, which empowers the supply chain to operate on a new level of
performance and is creating clear competitive advantages for those companies able to
harness it. Companies should address the following points:
• Do our IT platform and core applications software support world-class SCM?
• Where will advanced decision-support capabilities have the greatest impact on
business performance?
• What data are required to manage the core business processes outlined above?
• How can we capitalise on advanced communications (e.g., intranets and the
Internet) in managing the supply chain?
• How can we leverage enhanced visibility of customer demand and other key
operating parameters?

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From a different point of view the consulting firm of A.T. Kearney has developed an
instructive framework for establishing a strategic supply-chain agenda and then
implementing it To spearhead the effort, Kearney recommends creation of a supply-chain
assessment team that works under the aegis of a companywide steering committee. The
agenda-setting process proceeds along 4 key steps.
• The team's first task is to assess the supply-chain competitiveness of the
organisation. The evaluation begins with a comparison of business objectives against
existing capabilities and performance. This exercise typically reveals where the
existing supply chain can achieve immediate competitive advantage (Kearney calls
these the "early wins") and where inefficiencies may be leaving the company
vulnerable to the competition.
• Step two in the agenda-setting process is to create a vision of the desired supply
chain. Through a series of "visioneering" sessions that might also include key
customers and suppliers, the team considers how such trends as globalisation,
channel shifts, and new technology will affect the desired supply-chain
configuration. That exercise addresses such questions as, What supply-chain factors
and performance levels drive customer buying decisions? What would make one
supply chain a winner over others?
• Step three in the A.T. Kearney approach defines those actions required to close the
gap between tomorrow's supply-chain vision and today's reality. The team identifies
possible re-engineering, restructuring, or other actions that could help narrow any
gaps. At this stage, the team also works closely with management to assess the
organisation’s readiness to pursue needed changes.
• Finally, step four prioritises the action items identified in the preceding step and then
commits the appropriate resources. The end result of this task is a unified
commitment to a supply-chain strategy and a clear agenda to achieve that strategy.
3.1.1 Implementing a competitive approach to Warehousing and Distribution
An organised approach to warehousing and distribution is crucial to the continued growth
of any business. With emerging technologies and the pressure to deliver a high level of
customer service and turnaround of stock, tradition methods of warehousing and
distribution are being replaced by those that are more sophisticated, aimed at reducing
costs and maintaining that all important competitive factor.
Implementing a carefully structured, cost-effective approach to warehousing and
distribution issues now, will inevitably see an organisation through to its long term
business objectives and provide tangible financial pay backs.
Developing the best strategy required is a complex issue. A wide range of parameters
needs to be considered; business growth, purchasing, stock levels, customer requirements.
The impact of changes over the next 5 to 10 years must be understood in order to assess
the available options and develop appropriate solutions. Is it possible to take advantage of
high technology to guarantee the future cost base, without sacrificing flexibility?
Making the right decisions, with so many issues to take into account, is not an easy
undertaking.
3.2 Partial techniques and tools included in each step
The tools and techniques are explained in each step in the ANNEX
3.3 Related software (existing or being prepared)
The tools and techniques are explained in each step in the ANNEX

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4 BIBLIOGRAPHIC REFERENCES
1 Logistics and Supply Chain Management : Strategies for Reducing Cost and
Improving Service (Financial Times Management) -- Christopher Martin;
2 Introduction to Supply Chain Management -- Robert B. Handfield, Ernest
L. Jr. Nichols
3 Advanced Supply Chain Management : How to Build a Sustained
Competition -- Charles C. Poirier
4 Supply Chain Management : The Basics and Beyond (The St. Lucie
Press/Apics Series on Resource Management) ~ William C. Copacino /
Published 1997
5 Basics of Supply Chain Management James E. Hill,/ Published 1999
6 Introduction to Supply Chain Management ~ Robert B. Handfield, Ernest
L. Jr. Nichols / Published 1998
7 Quick Response in the Supply Chain Eleni Hadjiconstantinou(Editor), Eleni
Hadjiconstaninou (Editor/Published 1999)
8 Partnership Sourcing : An Integrated Supply Chain Management Approach
(Financial Times) Douglas K. MacBeth, Neil Ferguson / Published 1994
9 Global Cases in Logistics & Supply Chain Management David H. Taylor
(Editor / Published 1997
10 Designing and Managing the Supply Chain: Concepts, Strategies and Case
Studies David Simchi-Levi, / Published 1999
11 Strategic Alliances : Managing the Supply Chain Tim Underhill / Published
1996
12 Quick Response : Managing the Supply Chain to Meet Consumer Demand
Bobn Lowson, / Published 1999
13 Logistical Management: The Integrated Supply Chain Process Donald J.
Bowersox, David J. Closs / Published 1996
14 Keeping Score: Measuring the Business Value of Logistics in the Supply
Chain James S. Keebler,
15 The Executive's Guide to Supply Management Strategies : Building Supply
Chain Thinking into All Business Processes David A. Riggs, Sharon L.
Robbins (Contributor) / Published 1998
16 Erp : Tools, Techniques, and Applications for Integrating the Supply Chain
(St. Lucie Press/Apics Series on Resource Management) Carol A. Ptak, Eli
Schragenheim (Editor / Published 1999

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Annex
Software Types
Though some companies are content with data-capture and communication systems, other
companies rely heavily on the third category of supply chain technology--business
software. Computer software makes it possible to manage thousands of transactions and
make intelligent decisions required to match distribution flow to demand.
Software developers have devised a host of solutions to handle specific supply chain
tasks. For instance, there are warehouse management systems (WMS), which oversee
the use of labour and equipment in a distribution centre. This type of software first
emerged at the United States in the mid-1970s, as an alternative to the construction of
mechanised and automated warehouses. Today, it's become the cornerstone of many
supply chain initiatives.
Another type of software commonly used in SCM is transportation management
software (TMS). This application co-ordinates inbound shipments, manages delivery
requirements, and selects carriers. Another popular solution--advance planning and
scheduling (APS) software--allows manufacturers and retailers to gauge inbound and
outbound inventory demand. Other packages facilitate order management or keep track of
international shipping requirements.
Over the past year, a wave of mergers has swept the software industry, resulting in the
emergence of companies that offer a broad array of applications. Although no company
yet offers a complete supply chain suite that includes order management, planning, and
execution applications, most analysts believe that these combinations eventually will
result in the creation of an all-encompassing category of software called supply chain
planning and execution suites.
In the meantime, both single-point distribution solutions and software suites will have to
be linked to older legacy systems, particularly to enterprise resource planning (ERP)
systems, which historically have overseen finance and manufacturing in corporations.
Because these disparate programs lack a common format, systems integrators often have
to write custom interfaces to allow the exchange of data between distribution and ERP
applications.
Another category of software--enterprise application integration (EAI)--has emerged
to enable companies with different computer systems and software to link their systems
together. "Supply chain management is about integrating different applications," says Art
Mesher, a sales director at software developer Descartes Systems in Waterloo, Ontario.
"There's a new class of 'middleware' geared toward tying ERP applications together. It's
called EAI software. If you had [software created by] three different WMS vendors and
by SAP (a large ERP vendor), you would use EAI software to make them work together."
As a result of recent mergers and acquisitions, several companies now offer suites of
software modules for logistics operations. Industry analysts refer to these packages of
distribution-related programs as logistics execution software (LES).
ERP systems
There's a powerful new presence to be reckoned with in the planning arena--the major
ERP (enterprise resource planning) vendors. These software giants, whose
enterprisewide products are grounded in financials or manufacturing, now are

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incorporating supply-chain planning functionality into their offerings. They're either
developing this capability in house--the path taken by SAP--or acquiring it
These are some of the big ERP vendors are positioning their supply-chain planning
capability:
• SAP, the biggest of the ERP providers, now offers a product called SCOPE--
supply-chain planning, optimisation, and execution. The module is integrated into
the company's core R/3 enterprise application. It enables users to optimise
performance and cost across the entire supply chain, according to the vendor.
• Oracle recently announced that it would offer i2 Technologies' suite of planning
and scheduling products as part of Oracle's enterprise solution for the industrial
sector. The company says that its planning products are designed for customers
with complex supply-chain planning requirements who need to make real-time
optimisation decisions.
• With the acquisition of Red Pepper in 1997, PeopleSoft became a major supply-
chain planning player. Among the products now offered is the Supply Chain
Collaborator, which allows companies to share planning data with suppliers and
customers on a real-time basis. This capability lets multiple supply chains
function as one large enterprise, PeopleSoft says.
A new survey has found that it takes an average of 23 months to implement an enterprise
resource planning (ERP) or enterprise resource management (ERM) system. ERP/ERM
systems traditionally provide the corporate information backbone, handling such
functions as accounting, manufacturing, and logistics.
For its study, the Meta Group of Stamford, Conn., surveyed some 60 companies that
recently had installed ERP or ERM systems. (The Meta Group prefers the term "ERM" to
the more common term "ERP" because ERM encompasses both corporate planning and
operations whereas ERP deals primarily with operations.)The survey noted that average
implementation time for those applications ranged from 17 to 26 months.
The Meta Group said that the average total cost of
ownership for an ERP/ERM system amounted to
$15 million. Total cost of ownership is defined as
the expenses for hardware, software, services, and
internal staff required for a software installation
plus two years of post-installation support.
The study also found that it took 2.5 years from
project initiation to achieve any kind of
quantifiable benefit from such a system. Ninety
percent of these quantified benefits came through
cost reduction. Most often, cost reduction occurred
in either logistics or manufacturing.
When examined from a strictly financial perspective, the study found, the ERP/ERM
solutions placed the company in the red. It noted that average median savings from an
implementation were a negative $1.6 million. "On a pure dollar basis, the chief financial
officer would not be happy," says Barry Wilderman, analyst in the applications delivery
strategy at Meta Group. "But it's important not to take a simplistic view. You've got to
look beyond the quantifiable benefits to the intangible benefits." The study pointed to
such intangible benefits as increased access to information, improved customer
satisfaction, and reduced time for closing financial books.
Average Implementation Time for
ERP Solution
Baan 24 months
JD Edwards 21 months
Lawson 22 months
Oracle 26 months
PeopleSoft 24.5 months
SAP 21 months
SSA 17 months
Overall Average 23 months
Source: Meta Group

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Despite the lack of quantifiable benefits, the Meta Group study noted that companies still
were forging ahead and implementing ERP systems. Many times, they did so for such
reasons as to address Year 2000 remediation problems or to modernise ageing computer
applications that were economically beyond salvage. Systems also were installed to
address needs of a new business requirement or to achieve a desired level of competitive
advantage.
SAP™ (Systems, Applications, and Products in Data Processing) profile
SAP is the world's largest inter-enterprise software company and the world's fourth-
largest independent software supplier, overall. In its most recent fiscal year, ending
Dec. 31, 1998, SAP AG reported revenues of DM 8.47 billion. SAP employs over 20,500
people in more than 50 countries who are dedicated to providing high-level customer
support and services.
SAP is listed on several exchanges including the Frankfurt stock exchange and NYSE
under the symbol "SAP."
The ability of SAP to deliver customer-centric, open, personalised and collaborative inter-
enterprise solutions on demand is the foundation of mySAP.com. It enables companies of
all sizes and industries to fully engage their employees, customers and partners to
capitalise upon the new Internet economy.
Industry-Specific Functionality
Aligned with customer requirements, SAP software offers solutions specific to 19
different industries with functionality designed to address requirements unique to each of
those industries' business objectives:
• Aerospace and defence
• Automotive
• Banking
• Chemicals
• Consumer products
• Engineering and construction
• Health care
• Higher education
• High technology
• Insurance
• Media
• Mill products
• Oil and gas
• Pharmaceuticals
• Public sector
• Retail
• Telecommunications
• Transportation
• Utilities
For each of the above industries, SAP has created a solution map that lays out the breadth
and depth of each industry's specific business process requirements and maps them to
SAP as well as complementary partner solutions to complete the end-to-end business
process, including Web-enabled processes. Accessible through the Internet, solution maps
give customers a powerful planning tool for continuing to enhance and refine their
business processes for greater efficiency and investment return. SAP partners have
created numerous additional industry-specific solutions.
.
SAP Software Solutions: Reflecting the Modern Enterprise
All software marketed by SAP is deliverable to customers through mySAP.com and is
accessible through the open and extensible mySAP.com Workplace, a role-based business
portal. Software functionality is organised according to user roles so that users can have
full access to the applications they need to fulfil their responsibilities. The following are
among the applications available through mySAP.com:

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• Comprehensive business-to-business and business-to-consumer applications for
e-commerce (selling and procurement) improve the flow of information between
key suppliers.
• The Customer Relationship Management applications support business scenarios
enabling companies to put their customers at the heart of their business.
Recognising the strategic importance of customer-centricity, SAP is now offering
its intelligent Customer Relationship Management as a key component of the
mySAP.com environment. Its business scenarios, including Internet Sales,
Internet Service and Service Interaction Centre, are supported by a shared
relationship intelligence layer and cover all key Customer Relationship
Management challenges.
• Business intelligence applications provide a holistic, closed-loop system that
offers the most current, nearly real-time information encompassing operational
data, analytical intelligence and contextual knowledge. Using these tools,
decision-makers can make informed business decisions, drive the decisions to
operational systems and monitor the results.
Specific business intelligence components from SAP are as follows:
◊ The SAP Business Information Warehouse (SAP BW) application converts
business data into business intelligence for decision-support needs. Including
a broad range of predefined reporting templates with industry-specific and
user role-based functionality, SAP BW has been one of the top-selling data
warehousing solutions since its introduction in 1998.
◊ The SAP Strategic Enterprise Management (SAP SEM) application vertically
extends integrated data to support business managers and senior executives in
making key business decisions with new value-based management processes
such as strategic planning, risk management and value communication. It
includes a corporate performance monitor complemented by rich scenario
planning and is designed to provide a sophisticated dashboard for
management that can enhance the long-term value of a company by
providing the right information at the right time for making management
decisions.
• Applications for supply chain management include these:
Ø SAP Advanced Planner and Optimizer (SAP APO) that improves demand-
forecasting and increases production efficiency.
Ø SAP Logistics Execution System (SAP LES) that enables the efficient flow
of goods along the supply chain with greater speed and accuracy.
• The core enterprise applications for financial accounting, logistics and human
resources, originally launched in 1992 as SAP System R/3®, help companies link
their business processes, tying together disparate business functions to
synchronise an entire enterprise to run more smoothly. SAP R/3 is the most
widely accepted enterprise application product on the market today. With more
than 22,000 installations world-wide, it has become a de facto standard platform
for enterprise application software.
SAP Service and Support
The world-wide SAP service and support organisation is available to customers 24 hours
a day, 365 days a year. SAP supports the entire customer lifecycle, including evaluation,
implementation and continuous business improvement of SAP software. With its
TeamSAP approach, SAP demonstrates its commitment to the SAP partner ecosystem for

BPR Hellas SA
25
successful implementations. With roughly 45,000 consultants around the world trained in
SAP software, SAP and its partners team up using defined processes and tools for the
fastest implementation possible as well as products designed to optimise businesses with
the latest Internet functionality.
Analogous to the SAP Solution Maps, the SAP Services Map provides customers of all
sizes with a clear view of services and their scope to support customers' investment in
SAP solutions, illustrating how SAP and partner services effectively and
comprehensively support a business's life cycle.
SAP Training and Education
SAP is one of the largest information technology training companies in the world,
offering standard classroom training with more than 150 instructors teaching more than
200 courses at 85 training centers world-wide for SAP customers and business partners.
SAP also offers remote training in various formats, including live Internet training with
real-time interaction between instructors and students; the SAP University Alliance
Program provides to universities and colleges of all sizes the software, installation and
technical support, assistance in curriculum development, and training and instructional
materials for faculty and staff to ensure that college graduates are equipped with the latest
training on how technology supports business objectives.
A representative clients list in Greece
Customers Industry Modules
Status(started/live
1/1/xx)
ABB Construction All (97/98)
Agrevo Chemical FI/CO/MM/SD Live 97
Air Tour Greece Tour Operator FI/CO/MM/SD Live 96
Aluminium of Greece Aluminium All (96/98-99)
BDF CPG FI/CO/MM/SD Live 98
Bosch Siemens Pitsos House Electric All 97/98
Cartellas Paper All (96/98)
Carlsberg (CY) Drinks All 98
Colgate Palmolive CPG All 98
Continent Super Market FI/CO/MM/SD 98
Cosmocar Car importers All 98
Cyprus Import Corp. Auto FI/CO/MM Live 98
DEPA Natural Gas All 98
Diamont Winter Equipment FI/CO/MM/SD 98
Digital Computers SD Live 96
Dow Chemicals Chemical FI/CO/MM/SD Live 93 (R/2)
Elais/Algida Food FI/CO/MM/SD/PP Live 98
Electricity Authority of Cyprus Utility All (97-98/99)
Ericsson Telecom FI/CO/MM/SD 98
Ford Auto AM Live 97
Goodyear Tires FI/CO/MM/SD (97/98)
Hellenic Technodomiki Construction FI/CO/MM/PS/HR Live 97
Hellenic Aerospace Aerospace All 98/99
Henkel Ekolab Pharmaceuticals FI/CO/MM/SD 98
Hoechst Chemical FI/CO/MM/SD Live 97
Ideal Standard WC Goods
FI/CO/MM/SD/PP/P
M
Live 97
Infoquest H/W dealer FI/CO/MM/AM/SD 98
Interamerican Insurance All Live 98

BPR Hellas SA
26
Janssen-Cilag Pharma FI/CO/MM/SD Live 98
KEO (CY) Drinks All 98
Lambrakis Press Org. Publishing FI/CO/MM/SD Live 98
Lanitis Bros (CY) CPG FI/CO Live 98
Lever Hellas CPG FI/CO/MM Live 97
Marion Roussel Chemical FI/CO/MM/SD Live 97
MacCann Ericcson Electrical FI/CO/MM/SD 98
Mercedes Benz Auto FI/CO/SD/MM Live 96
Milloi Kritis Mills All 98
Mobil Oil FI/CO/MM/SD Live 93 (R/2)
Motor Oil Oil All (97/98)
Osram CPG FI/CO/MM/SD Live 96
Papageorgiou Hospital Hospital FI/CO/MM/PM/IS-H (95/97) Live in parts
Papaellinas Companies CPG FI/CO/MM/SD 97/98
Pirelli Tires SD Live 1996
Procter & Gamble CPG FI/CO/MM/SD (97/98)
Reemtsma Cigarettes FI/CO/MM/SD 98
Solvay Chemicals MM/SD Live 97
Sony CPG FI/CO/MM/SD 97/98
SHELL Oil All 98
Stet Hellas Telecoms FI/CO/SD/MM Live 96
Titan Cement FI/CO/MM/SD/PP Live 96
Varvaressos Textiles Textiles All (97/98)
Vivechrom Paints All (98/98)
Whirlpool Hellas S.A. White Goods FI/CO/MM/SD Live 98

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