醫(yī)療器械售后服務記錄Title

醫(yī)療器械售后服務記錄TitleWaikatoManagementSchool

2005ResearchSeminarSeriesMakingSupplyChainsWorkForYouDrPaulChilderhouse9/12/20232OverviewWhataresupplychains?Whatissupplychainintegration?Howwellintegratedaresupply

chainsinpractice?Howcanmanagersincreasethe

integrationoftheirsupplychains?9/12/20233AGenericSupplyChainProductdisposalConsumptionMotherearthExtractorsminersharvestersConverters(suppliers)OriginalequipmentmanufacturersDistributorsRetailersConsumersMaterialInformationCash(Hines,2004)9/12/20234AnAutomotiveSupplyChainExle(Childerhouse,2002)9/12/20235ANZSupplyChainExle9/12/20236“Themanagementofupstreamanddownstreamrelationshipswithsuppliersandcustomerstodeliversuperiorcustomervalueatlesscosttothesupplychainasawhole”(Christopher,1998)SupplyChainManagement(SCM)Definition9/12/20237ServiceleaderCostandserviceleaderCommoditymarketCostleaderLoHiHiLoProductivityadvantageValueadvantage(Christopher,1998)TailoredservicesReliabilityResponsivenessCapacityutilizationAssetturnCo-markership/scheduleintegrationSCMandCompetitiveAdvantage9/12/20238IntegrationisawellrecognisedgoalofsupplychainmanagementIntegratedsupplychainsprovidesuperiorvaluetoconsumersAtrulyintegratedsupplychainisseamlesswith

allplayersthinkingandactingasone

IntegrationinvolvestheremovalofinternalboundarieswithinacompanyandinterfaceboundariesbetweencompaniesProcessboundariesHuman/socialboundaries SupplyChainIntegration9/12/20239ARowingAnalogy9/12/202310“Themostcommonsituationiswhenafirmachievesonlypartialintegration…ontheoutboundside…andontheinboundside.”“…managersreportconsiderabledifficultiesinlinkingthesetwotypesofexternalcollaborationintoanenterprisewideprocess.”TheGreatDivide(Bowersoxetal,2002)9/12/202311“Managersdonotattempttointegrateoperationsinavacuum,Itisimportanttorecognisebarriersthatservetoinhibitprocessintegration.”

OrganizationMeasurementandrewardsystemsInventoryleverageInfocraticstructureKnowledgehoarding(Bowersoxetal,2002)InternalIntegrationBarriers9/12/202312Stageone:baselineStagetwo:functionalintegrationStagethree:internalintegrationStagefour:externalintegrationManufacturingmanagementStagesofSupplyChainIntegrationPurchasingMaterialcontrolProductionSalesDistributionMaterialsmanagementDistributionMaterialsmanagementManufacturingmanagementDistributionMaterialsmanagementManufacturingmanagementDistribution(Stevens,1989)9/12/202313PresentationProgressWhataresupplychains?Whatissupplychainintegration?Howwellintegratedaresupply

chainsinpractice?Howcanmanagersincreasethe

integrationoftheirsupplychains?9/12/202314OrganizationsStudied28supplychainsCollectedoverasevenyearperiodViaasupplychaindiagnosticstool43productvaluestreamsstudiedFromtheautomotive,electronics,lighting,

FMCGanddairyindustries9/12/202315IntegrationMaturityResults(Childerhouse,2002)Directionofintegrationmaturity9/12/202316(Childerhouse,2002)IndividualIntegrationMaturityResults9/12/202317(AdaptedfromChilderhouse,2002)IndividualIntegrationMaturityResults:NZ9/12/202318ThreeStepstoSupplyChainIntegration(Towilletal.,2002)Putyourownhouseinorderfirst

Thenhelpyoursuppliertointegratewithyou

Finallypersuadeyourcustomersoftheneedforintegration9/12/20231912RulesforSimplifiedMaterialFlowOnlymakeproductswhichcanbequicklydespatchedandinvoicedtocustomersOnlymakeinonetimebucketthosecomponentsneededforassemblyinthenextStreamlinematerialflowandminimisethroughputtime,i.e.compressallleadtimesUsetheshortestplanningperiod/runquantitywhichcanbemanagedefficientlyOnlytakedeliveriesfromsuppliersinsmallbatchesasandwhenneededSynchronise“TimeBuckets”throughoutthesupplychain(Towill,1999)9/12/20232012RulesforSimplifiedMaterialFlow(Towill,1999)FormnaturalclustersofproductsanddesignprocessesappropriateEliminatealluncertaintiesinallprocessesUnderstand,document,simplifyandonlythenoptimise(UDSO)thesupplychainStreamlineandmakehighlyvisibleallinformationflowsthroughoutthechainUseonlyprovedsimplebutrobustDecisionSupportSystemsTheoperationaltargetistheseamlesssupplychain,“thinkandactasone”9/12/202321AverageAdherencetothe12SimplicityRules(ChilderhouseandTowill,2003)9/12/202322CorrelationBetweenSimplicityandIntegration(Childerhouseetal.,2004)9/12/202323ConcludingRemarksSupplychainsarecomplexnetworksdriven

byconsumerdemandsSupplychainintegrationistheremovalof

internalandexternalboundariessothat

allplayersthinkandactasoneMostsupplychainsarenotwellintegrated

inpracticeManagerscanincreasetheirlevelof

integrationbyfollowingthethreestepsand

byadheringtothe12simplicityrules9/12/202324ImplicationsforPracticeYouarenotaloneifyouarestrugglingwiththe

conceptsofsupplychainmanagementMostsupplychainproblemscannotbesolved

byITsoftwareorlargecapitalinvestmentsaloneSupplychainmanagementrequiresachangein

mindsetfromadversarialtocollaborationConsiderthe12rulesnexttimeyoutacklea

supplychainproblemorwanttoenhancesupply

chainperformance9/12/202325ImplicationsforFurtherResearchCurrentlylookingforwillingindustrialpartnerstoinvestigate:HowwellintegratedareNewZealand

supplychains?Whatbarriersslowsupplychain

managementadoptioninNewZealand?Whichofthe12rulesaremostusefulin

NewZealand?9/12/202326“Noorganisationisanislanduponitself,butapieceo