Cmb 636 week 3 chapters 10 12
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CMB 636 Week 3 Chapters 10 - 12. Instructor Takis Kinis. Slides are compiled from our text. Chapter 12. SUPPLY CHAIN MANAGEMENT. The average company spends nearly half of every dollar that it earns on production

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CMB 636 Week 3 Chapters 10 - 12

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Cmb 636 week 3 chapters 10 12

CMB 636 Week 3Chapters 10 - 12

Instructor

Takis Kinis


Cmb 636 week 3 chapters 10 12

  • Slides are compiled from our text.


Chapter 12

Chapter 12


Supply chain management

SUPPLY CHAIN MANAGEMENT

  • The average company spends nearly half of every dollar that it earns on production

  • In the past, companies focused primarily on manufacturing and quality improvements to influence their supply chains


Basics of supply chain

BASICS OF SUPPLY CHAIN

  • The supply chain has three main links:

    • Materials flow from suppliers and their “upstream” suppliers at all levels

    • Transformation of materials into semifinished and finished products through the organization’s own production process

    • Distribution of products to customers and their “downstream” customers at all levels


Basics of supply chain1

BASICS OF SUPPLY CHAIN

  • Organizations must embrace technologies that can effectively manage supply chains


Basics of supply chain2

BASICS OF SUPPLY CHAIN


Information technology s role in the supply chain

INFORMATION TECHNOLOGY’S ROLE IN THE SUPPLY CHAIN

  • IT’s primary role is to create integrations or tight process and information linkages between functions within a firm


Information technology s role in the supply chain1

INFORMATION TECHNOLOGY’S ROLE IN THE SUPPLY CHAIN

  • Factors Driving SCM


Visibility

Visibility

  • Supply chain visibility – the ability to view all areas up and down the supply chain

  • Bullwhip effect – occurs when distorted product demand information passes from one entity to the next throughout the supply chain


Consumer behavior

Consumer Behavior

  • Companies can respond faster and more effectively to consumer demands through supply chain enhances

  • Demand planning software – generates demand forecasts using statistical tools and forecasting techniques


Competition

Competition

  • Supply chain planning (SCP)software– uses advanced mathematical algorithms to improve the flow and efficiency of the supply chain

  • Supply chain execution (SCE) software – automates the different steps and stages of the supply chain


Competition1

Competition

  • SCP and SCE in the supply chain


Speed

Speed

  • Three factors fostering speed


Supply chain management success factors

SUPPLY CHAIN MANAGEMENT SUCCESS FACTORS


Supply chain management success factors1

SUPPLY CHAIN MANAGEMENT SUCCESS FACTORS

  • SCM industry best practices include:

    • Make the sale to suppliers

    • Wean employees off traditional business practices

    • Ensure the SCM system supports the organizational goals

    • Deploy in incremental phases and measure and communicate success

    • Be future oriented


Scm success stories

SCM SUCCESS STORIES

  • Top reasons why more and more executives are turning to SCM to manage their extended enterprises


Scm success stories1

SCM SUCCESS STORIES

  • Numerous decision support systems (DSSs) are being built to assist decision makers in the design and operation of integrated supply chains

  • DSSs allow managers to examine performance and relationships over the supply chain and among:

    • Suppliers

    • Manufacturers

    • Distributors

    • Other factors that optimize supply chain performance


Scm success stories2

SCM SUCCESS STORIES


Chapter 11

Chapter 11


Customer relationship management crm

CUSTOMER RELATIONSHIP MANAGEMENT (CRM)

  • CRM enables an organization to:

    • Provide better customer service

    • Make call centers more efficient

    • Cross sell products more effectively

    • Help sales staff close deals faster

    • Simplify marketing and sales processes

    • Discover new customers

    • Increase customer revenues


Recency frequency and monetary value

RECENCY, FREQUENCY, AND MONETARY VALUE

  • An organization can find its most valuable customers by using a formula that industry insiders call RFM:

    • How recently a customer purchased items (recency)

    • How frequently a customer purchases items (frequency)

    • How much a customer spends on each purchase (monetary value)


The evolution of crm

THE EVOLUTION OF CRM


The ugly side of crm why crm matters more now than ever before

THE UGLY SIDE OF CRM: WHY CRM MATTERSMORE NOW THAN EVER BEFORE


The ugly side of crm why crm matters more now than ever before1

THE UGLY SIDE OF CRM: WHY CRM MATTERSMORE NOW THAN EVER BEFORE


Customer relationship management s explosive growth

CUSTOMER RELATIONSHIP MANAGEMENT’S EXPLOSIVE GROWTH

  • CRM Business Drivers


Using analytical crm to enhance decisions

USING ANALYTICAL CRM TO ENHANCE DECISIONS

  • Operational CRM – supports traditional transactional processing for day-to-day front-office operations or systems that deal directly with the customers

  • Analytical CRM – supports back-office operations and strategic analysis and includes all systems that do not deal directly with the customers


Using analytical crm to enhance decisions1

USING ANALYTICAL CRM TO ENHANCE DECISIONS

  • Operational CRM and analytical CRM


Customer relationship management success factors

CUSTOMER RELATIONSHIP MANAGEMENT SUCCESS FACTORS

  • CRM success factors include:

    • Clearly communicate the CRM strategy

    • Define information needs and flows

    • Build an integrated view of the customer

    • Implement in iterations

    • Scalability for organizational growth


Chapter 121

Chapter 12


Enterprise resource planning erp

ENTERPRISE RESOURCE PLANNING (ERP)

  • At the heart of all ERP systems is a database, when a user enters or updates information in one module, it is immediately and automatically updated throughout the entire system


Enterprise resource planning erp1

ENTERPRISE RESOURCE PLANNING (ERP)

  • ERP systems automate business processes


Bringing the organization together

BRINGING THE ORGANIZATION TOGETHER

  • ERP – bringing the organization together


Bringing the organization together1

BRINGING THE ORGANIZATION TOGETHER

  • ERP – bringing the organization together


The evolution of erp

THE EVOLUTION OF ERP


Integrating scm crm and erp

INTEGRATING SCM, CRM, AND ERP

  • SCM, CRM, and ERP are the backbone of e-business

  • Integration of these applications is the key to success for many companies

  • Integration allows the unlocking of information to make it available to any user, anywhere, anytime


Integrating scm crm and erp1

INTEGRATING SCM, CRM, AND ERP

  • SCM and CRM market overviews


Integrating scm crm and erp2

INTEGRATING SCM, CRM, AND ERP

  • General audience and purpose of SCM, CRM and ERP


Integration tools

INTEGRATION TOOLS

  • Many companies purchase modules from an ERP vendor, an SCM vendor, and a CRM vendor and must integrate the different modules together

    • Middleware – several different types of software which sit in the middle of and provide connectivity between two or more software applications

    • Enterprise application integration (EAI) middleware – packages together commonly used functionality which reduced the time necessary to develop solutions that integrate applications from multiple vendors


Integration tools1

INTEGRATION TOOLS

  • Data points where SCM, CRM, and ERP integrate


Enterprise resource planning erp2

ENTERPRISE RESOURCE PLANNING (ERP)

  • ERP systems must integrate various organization processes and be:

    • Flexible

    • Modular and open

    • Comprehensive

    • Beyond the company


Enterprise resource planning s explosive growth

ENTERPRISE RESOURCE PLANNING’S EXPLOSIVE GROWTH

  • SAP boasts 20,000 installations and 10 million users worldwide

  • ERP solutions are growing because:

    • ERP is a logical solution to the mess of incompatible applications that had sprung up in most businesses

    • ERP addresses the need for global information sharing and reporting

    • ERP is used to avoid the pain and expense of fixing legacy systems


Cmb 636 week 3 chapters 10 12

  • That’s it . . .


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