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G. H. Raisoni College of Engineering

The document discusses strategies for effective supply chain management. It outlines six key strategies: 1) adopting a demand-driven planning model based on real-time demand insights, 2) building an adaptive and agile supply chain through rapid planning and integration, 3) optimizing product design for supply, manufacturing and sustainability, 4) aligning supply chain with business goals through integrated sales, operations and corporate planning, 5) embedding sustainability into supply chain operations, and 6) ensuring a reliable and predictable supply.

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Asif Mansuri
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62 views

G. H. Raisoni College of Engineering

The document discusses strategies for effective supply chain management. It outlines six key strategies: 1) adopting a demand-driven planning model based on real-time demand insights, 2) building an adaptive and agile supply chain through rapid planning and integration, 3) optimizing product design for supply, manufacturing and sustainability, 4) aligning supply chain with business goals through integrated sales, operations and corporate planning, 5) embedding sustainability into supply chain operations, and 6) ensuring a reliable and predictable supply.

Uploaded by

Asif Mansuri
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as DOCX, PDF, TXT or read online on Scribd
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G. H.

RAISONI COLLEGE OF ENGINEERING


(An Autonomous Institute Affiliated to RTM Nagpur University, Nagpur)
CRPF Gate No. 3 Hingna Road, Digdoh, Nagpur-440016

TAE : 02

NAME: ASIF MANSURI


ROLL NO: 42
SUBJECT: LOGISTIC MANAGEMENT

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G. H. RAISONI COLLEGE OF ENGINEERING
(An Autonomous Institute Affiliated to RTM Nagpur University, Nagpur)
CRPF Gate No. 3 Hingna Road, Digdoh, Nagpur-440016

Supply chain management as strategic decisions Making

Strategy 1: Adopt a demand-driven planning and business operating model


based on real-time demand insights and demand shaping. The right
prediction and contingency planning tools will ensure a complete view and an
effective response to risks such as suppliers going out of business, political
upheaval, and natural calamities affecting manufacturing. Companies then can
adjust pricing and promotions strategies to shape demand, move additional
product quickly, drive revenue growth, or further expand margins for a high-
demand product with limited market supply.
The key is to have the foresight to leverage opportunities and mitigate
challenging events so that your business not only survives but succeeds. With
the arrival and maturation of cloud supply chain technologies, businesses now
have the ability to see exactly where all of their inventory is—in real time—
from the store shelf back to the manufacturer. An agile demand-driven supply
chain requires end-to-end visibility across the business from buyers and the
market to supply. With cloud technology, businesses can have it.

Strategy 2: Build an adaptive and agile supply chain with rapid planning
and integrated execution. Once executives are able to better understand and
shape demand and risk, they need to adapt their supply chains to changing
market opportunities and events. Companies must deploy dynamic planning
capabilities and continually fine-tune operations to ensure responsive agility to
meet changing demand.
The old model was to wait until the end of the month or quarter to shift
production and supply based on shipments and sales. The new model calls for
more continuous, dynamic supply chain adjustments to rapidly respond to
market changes. This can minimize or even eliminate shocks across the supply
network. The results include better visibility; enhanced collaboration across the
value chain, including reliable and predictable sourcing and supply,
manufacturing, transportation, warehousing, and distribution; and accelerated
decision-making with better analytics and support. Agility is the name of the
game. Market reactivity, in the moment, has never been easier to achieve than it
is today—again, with cloud technology and the right people, process, and
technology capabilities.

Strategy 3: Optimize product designs and product management for supply,


manufacturing, and sustainability to accelerate profitable

2
G. H. RAISONI COLLEGE OF ENGINEERING
(An Autonomous Institute Affiliated to RTM Nagpur University, Nagpur)
CRPF Gate No. 3 Hingna Road, Digdoh, Nagpur-440016

innovation. Innovation is crucial for being one step ahead of the competition.


But innovation doesn’t exist in a vacuum. To be successful, products must be
manufactured at the right cost, place, and time. Decisions made in the early
cycles of product development can make or break the product. Designs must be
optimized for supply, manufacturability, and supply chain operations. All true
costs to deliver must be accurately captured and analyzed to maintain balance
across the end-to-end business.
In addition, product innovation and competitive advantage increasingly stem
from the selection and management of suppliers and technologies. If a company
can manage the information, people, processes, and decisions regarding a
product throughout its lifecycle, it can achieve strong results and market
leadership. There’s no better way to achieve this than with seamless and clear
collaboration processes across the end-to-end supply chain—from demand, the
market, and customers back to manufacturing and suppliers. The ability to
orchestrate this conversation across the end-to-end business and use demand-
driven insights has never been more in reach. Oracle’s cloud collaboration tools
for supply chains help product designers innovate solutions that customers are
demanding.

Strategy 4: Align your supply chain with business goals by integrating sales
and operations planning with corporate business planning. Although sales
and operating planning processes provide coordination among sales,
manufacturing, and distribution, there still are disconnects and gaps among
finance, strategy, and operations in many companies. One way to bridge these
gaps is with integrated business planning that involves people, process, and
technology elements of the business. This process integrates financial strategic
budgeting and forecasting systems with operations planning and allows smart
trade-off decisions to be made for the business.
The resulting marriage of end-to-end processes ensures revenue goals and
budgets developed in finance are validated against a detailed, bottom-up
operating plan and responsively executed. Concurrently, the strategy reconciles
the operating plan against financial goals. True integrated business planning—
made possible with cloud technology—connects sales and operations planning
processes with corporate business planning and enables companies to achieve
the right balance of supply and demand, aligned with strategic business goals. It
provides real-time visibility to all the key dimensions for success—demand,
supply, product, risk, and performance—across the organization and throughout
the extended supply chain.

3
G. H. RAISONI COLLEGE OF ENGINEERING
(An Autonomous Institute Affiliated to RTM Nagpur University, Nagpur)
CRPF Gate No. 3 Hingna Road, Digdoh, Nagpur-440016

Strategy 5: Embed sustainability into supply chain operations. The triple


bottom line of people, profit, and planet has never been more important than it
is today. Studies show that companies striving for social and environmental
sustainability achieve major competitive advantages, especially with regard to
production efficiency, supplier management skills, and attractiveness to
employees. Substantial opportunities exist for sustainability in supply chain
operations:
 Company leaders first need to embed sustainability as a core strategic
component and capability of their supply chain strategy. This means
incorporating it as a key requirement across all supply chain processes.
 Second, professionals initially should focus on the basics to achieve
quick wins through real-time visibility and analyses to energy and
resource consumption and resource or material movement. This enables
reduction of carbon inefficiencies, minimized energy consumption, less
waste with “recycle-reuse-refurbish” materials, and optimized travel
and transportation.
 Businesses can keep the momentum by ensuring continuous
improvement through systemic measurement, audit, and knowledge
management. Compliance audits, best practices, and benchmarks
provide a governing framework for sustainable supply chain operations
and ensure clarity around the environmental impact of specific actions.
Strategy 6: Ensure a reliable and predictable supply. Without reliable supply
to customer-facing stakeholders to meet agreed-upon service levels, a
manufacturer will tend to hold inventory buffers to ensure meeting customer
service levels. This costs the business and, even worse, may mean the wrong
products are at the wrong place at the wrong time, resulting in supply shortfalls.
Working on continuous improvement and operational excellence strategies is a
foundation for successful end-to-end supply chain operations. oracal provide the
infrastructure, analytics, and application processes to support the digital
manufacturing thread across the end-to-end supply chain, which ensures that
manufacturing operations are synchronized, connected, and integrated with
customer- and demand-facing and planning processes.

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