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1) Review Chapter 4 “Designing Distribution Networks and Application to Online Sales" power point slides for you will have to write up what you learned from this chapter. PLEASE EXEMPLIFY HIGH LEVEL ANALYSIS WITH YOUR WRITING (i.e. 3 Paragraphs Minimum)   2) Link for Ted Talk: This will be part of you participation points: (i.e. 3 Paragraphs Minimum): Turning Supply Chains into Prosperity Chains  https://www.youtube.com/watch?v=FlbGNe73L74 Supply Chain Management: Strategy, Planning, and Operation Seventh Edition Chapter 4 Designing Distribution Networks and Applications to Omni-Channel Retailing Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved If this PowerPoint presentation contains mathematical equations, you may need to check that your computer has the following installed: 1) MathType Plugin 2) Math Player (free versions available) 3) NVDA Reader (free versions available) 1 Learning Objectives 4.1 Identify the key factors to be considered when designing a distribution network. 4.2 Discuss the strengths and weaknesses of various distribution options. 4.3 Describe how omni-channel retail may be structured to be both cost effective and responsive to customer needs. Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved Distribution Network Design in the Supply Chain Distribution – the steps taken to move and store a product from the supplier stage to the customer stage in a supply chain Drives profitability by directly affecting supply chain cost and the customer value Choice of distribution network can achieve supply chain objectives from low cost to high responsiveness Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved Factors Affecting Distribution Network Design (1 of 3) Distribution network performance evaluated along two dimensions Value provided to the customer Cost of meeting customer needs Evaluate the impact on customer service and cost for different distribution network options Profitability of the delivery network determined by revenue from met customer needs and network costs Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved Factors Affecting Distribution Network Design (2 of 3) Elements of customer service influenced by network structure: Response time Product variety Product availability Customer experience Time to market Order visibility Returnability Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved Factors Affecting Distribution Network Design (3 of 3) Supply chain costs affected by network structure: Inventories Transportation Facilities Information Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved Desired Response Time and Number of Facilities Figure 4-1 Relationship Between Desired Response Time and Number of Facilities Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved Notes: Increasing the number of facilities moves them closer to the end consumer. This reduces the response time. As Amazon has built warehouses, the average time from the warehouse to the end consumer has decreased. McMaster-Carr provides 1-2 day coverage of most of the U.S from 6 facilities. W.W. Grainger is able to increase coverage to same day delivery using about 370 facilities. 7 Inventory Costs and Number of Facilities Figure 4-2 Relationship Between Number of Facilities and Inventory Costs Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved Notes: Inventory costs increase, facility costs increase, and transportation costs decrease as we increase the number of facilities. 8 Transportation Costs and Number of Facilities Figure 4-3 Relationship Between Number of Facilities and Transportation Cost Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved Notes: Inventory costs increase, facility costs increase, and transportation costs decrease as we increase the number of facilities. 9 Facility Costs and Number of Facilities Figure 4-4 Relationship Between Number of Facilities and Facility Costs Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved Notes: Inventory costs increase, facility costs increase, and transportation costs decrease as we increase the number of facilities. 10 Logistics Cost, Response Time, and Number of Facilities Figure 4-5 Variation in Logistics Cost and Response Time with Number of Facilities Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved Summary of Learning Objective 1 A manager must consider the customer needs to be met and the cost of meeting these needs when designing the distribution network. Some key customer needs to be considered include response time, product variety/availability, convenience, order visibility, and returnability. Important costs that managers must consider include inventory, transportation, facilities and handling, and information. Increasing the number of facilities decreases the response time and transportation cost but increases inventory and facility cost. Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved Design Options for a Distribution Network (1 of 2) Distribution network choices from the manufacturer to the end consumer Two key decisions Will product be delivered to the customer location or picked up from a prearranged site? Will product flow through an intermediary (or intermediate location)? Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved Design Options for a Distribution Network (2 of 2) One of six designs may be used Manufacturer storage with direct shipping Manufacturer storage with direct shipping and in-transit merge Distributor storage with carrier delivery Distributor storage with last-mile delivery Manufacturer/distributor storage with customer pickup Retail storage with customer pickup Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved Figure 4-6 Manufacturer Storage with Direct Shipping Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved Manufacturer Storage with Direct Shipping Network (1 of 2) Table 4-1 Performance Characteristics of Manufacturer Storage with Direct Shipping Network Cost Factor Performance Inventory Lower costs because of aggregation. Benefits of aggregation are highest for low-demand, high-value items. Benefits are large if product customization can be postponed at the manufacturer. Transportation Higher transportation costs because of increased distance and disaggregate shipping. Facilities and handling Lower facility costs because of aggregation. Some saving on handling costs if manufacturer can manage small shipments or ship from production line. Information Significant investment in information infrastructure to integrate manufacturer and retailer. Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved Manufacturer Storage with Direct Shipping Network (2 of 2) Table 4-1 [Continued] Service Factor Performance Response time Long response time of one to two weeks because of increased distance and two stages for order processing. Response time may vary by product, thus complicating receiving. Product variety Easy to provide a high level of variety. Product availability Easy to provide a high level of product availability because of aggregation at manufacturer. Customer experience Good in terms of home delivery but can suffer if order from several manufacturers is sent as partial shipments. Time to market Fast, with the product available as soon as the first unit is produced. Order visibility More difficult but also more important from a customer service perspective. Returnability Expensive and difficult to implement. Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved Figure 4-7 In-Transit Merge Network Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved In-Transit Merge (1 of 2) Table 4-2 Performance Characteristics of In-Transit Merge Cost Factor Performance Inventory Similar to drop-shipping. Transportation Somewhat lower transportation costs than drop-shipping. Facilities and handling Handling costs higher than drop-shipping at carrier; receiving costs lower at customer. Information Investment is somewhat higher than for drop-shipping. Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved In-Transit Merge (2 of 2) Table 4-2 [Continued] Service Factor Performance Response time Similar to drop-shipping; may be marginally higher. Product variety Similar to drop-shipping. Product availability Similar to drop-shipping. Customer experience Better than drop-shipping because only a single delivery is received. Time to market Similar to drop-shipping. Order visibility Similar to drop-shipping. Returnability Similar to drop-shipping. Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved Figure 4-8 Distributor Storage with Carrier Delivery Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved Distributor Storage with Carrier Delivery (1 of 2) Table 4-3 Performance Characteristics of Distributor Storage with Carrier Delivery Cost Factor Performance Inventory Higher than manufacturer storage. Difference is not large for faster-moving items but can be large for very slow-moving items. Transportation Lower than manufacturer storage. Reduction is highest for faster-moving items. Facilities and handling Somewhat higher than manufacturer storage. The difference can be large for very-slow-moving items. Information Simpler infrastructure compared to manufacturer storage. Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved Distributor Storage with Carrier Delivery (2 of 2) Table 4-3 [Continued] Service Factor Performance Response time Faster than manufacturer storage. Product variety Lower than manufacturer storage. Product availability Higher cost to provide the same level of availability as manufacturer storage. Customer experience Better than manufacturer storage with drop-shipping. Time to market Higher than manufacturer storage. Order visibility Easier than manufacturer storage. Returnability Easier than manufacturer storage. Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved Figure 4-9 Distributor Storage with Last Mile Delivery Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved Distributor Storage with Last Mile Delivery (1 of 2) Table 4-4 Performance Characteristics of Distributor Storage with Last-Mile Delivery Cost Factor Performance Inventory Higher than distributor storage with package carrier delivery. Transportation Very high cost given minimal scale economies. Higher than any other distribution option. Facilities and handling Facility costs higher than manufacturer storage or distributor storage with package carrier delivery, but lower than a chain of retail stores. Information Similar to distributor storage with package carrier delivery. Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved Distributor Storage with Last Mile Delivery (2 of 2) Table 4-4 [Continued] Service Factor Performance Response time Very quick. Same day to next-day delivery. Product variety Somewhat less than distributor storage with package carrier delivery but larger than retail stores. Product availability More expensive to provide availability than any other option except retail stores. Customer experience Very good, particularly for bulky items. Time to market Slightly longer than distributor storage with package carrier delivery. Order visibility Less of an issue and easier to implement than manufacturer storage or distributor storage with package carrier delivery. Returnability Easier to implement than other previous options. Harder and more expensive than a retail network. Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved Figure 4-10 Manufacturer or Distributor Storage with Customer Pickup Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved Manufacturer or Distributor Storage with Customer Pickup (1 of 2) Table 4-5 Performance Characteristics of Network with Customer Pickup Sites Cost Factor Performance Inventory Can match any other option, depending on the location of inventory. Transportation Lower than the use of package carriers, especially if using an existing delivery network. Facilities and handling Facility costs can be high if new facilities have to be built. Costs are lower if existing facilities are used. The increase in handling cost at the pickup site can be significant. Information Significant investment in infrastructure required. Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved Manufacturer or Distributor Storage with Customer Pickup (2 of 2) Table 4-5 [Continued] Service Factor Performance Response time Similar to package carrier delivery with manufacturer or distributor storage. Same-day pickup is possible for items stored at regional DC. Product variety Similar to other manufacturer or distributor storage options. Product availability Similar to other manufacturer or distributor storage options. Customer experience Lower than other options because of the lack of home delivery. Experience is sensitive to capability of pickup location. Time to market Similar to manufacturer or distributor storage options. Order visibility Difficult but essential. Returnability Somewhat easier, given that pickup location can handle returns. Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved Figure 4-11 Retail Storage with Customer Pickup Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved Retail Storage with Customer Pickup (1 of 2) Table 4-6 Performance Characteristics of Retail Storage with Customer Pickup Sites Cost Factor Performance Inventory Higher than all other options. Transportation Lower than all other options. Facilities and handling Higher than other options. The increase in handling cost at the pickup site can be significant for online and phone orders. Information Some investment in infrastructure required for online and phone orders. Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved Retail Storage with Customer Pickup (2 of 2) Table 4-6 [Continued] Service Factor Performance Response time Same-day (immediate) pickup possible for items stored locally at pickup site. Product variety Lower than all other options. Product availability More expensive to provide than all other options. Customer experience Related to whether shopping is viewed as a positive or negative experience by customer. Time to market Highest among distribution options. Order visibility Trivial for in-store orders. Difficult, but essential, for online and phone orders. Returnability Easier than other options because retail store can provide a substitute. Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved Comparative Performance of Delivery Network Designs (1 of 3) Table 4-7 Comparative Performance Rank of Delivery Network Designs Blank Retail Storage with Customer Pickup Manufacturer Storage with Direct Shipping Manufacturer Storage with In-Transit Merge Distributor Storage with Package Carrier Delivery Distributor Storage with Last-Mile Delivery Manufacturer/ Distributor Storage with Customer Pickup Response time 1 4 4 3 2 4 Product variety 4 1 1 2 3 1 Product availability 4 1 1 2 3 1 Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved Identify the best and worst network along various dimensions. Response time: (B) retail stores (W) Manufacturer storage with direct ship Product variety: (W) retail stores (B) Manufacturer storage with direct ship Product availability: (W) retail store (B) Manufacturer storage Inventory: (W) retail store (B) manufacturer storage Transportation: (B) retail store (W) last mile delivery Facility: (W) retail store (B) manufacturer storage Handling: (W) Distributor storage with last mile delivery (B) Information: Retail stores may be less complex; manufacturer storage with pickup may be very complex 33 Comparative Performance of Delivery Network Designs (2 of 3) Table 4-7 [Continued] Blank Retail Storage with Customer Pickup Manufacturer Storage with Direct Shipping Manufacturer Storage with In-Transit Merge Distributor Storage with Package Carrier Delivery Distributor Storage with Last-Mile Delivery Manufacturer/ Distributor Storage with Customer Pickup Customer experience Varies From 1 to 5 4 3 2 1 5 Time to market 4 1 1 2 3 1 Order visibility 1 5 4 3 2 6 Returnability 1 5 5 4 3 2 Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved Identify the best and worst network along various dimensions. Response time: (B) retail stores (W) Manufacturer storage with direct ship Product variety: (W) retail stores (B) Manufacturer storage with direct ship Product availability: (W) retail store (B) Manufacturer storage Inventory: (W) retail store (B) manufacturer storage Transportation: (B) retail store (W) last mile delivery Facility: (W) retail store (B) manufacturer storage Handling: (W) Distributor storage with last mile delivery (B) Information: Retail stores may be less complex; manufacturer storage with pickup may be very complex 34 Comparative Performance of Delivery Network Designs (3 of 3) Table 4-7 [Continued] Blank Retail Storage with Customer Pickup Manufacturer Storage with Direct Shipping Manufacturer Storage with In-Transit Merge Distributor Storage with Package Carrier Delivery Distributor Storage with Last-Mile Delivery Manufacturer/ Distributor Storage with Customer Pickup Inventory 4 1 1 2 3 1 Transportation 1 4 3 2 5 1 Facility and handling 6 1 2 3 4 5 Information 1 4 4 3 2 5 Key: 1 corresponds to the best performance and 6 the worst performance. Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved Identify the best and worst network along various dimensions. Response time: (B) retail stores (W) Manufacturer storage with direct ship Product variety: (W) retail stores (B) Manufacturer storage with direct ship Product availability: (W) retail store (B) Manufacturer storage Inventory: (W) retail store (B) manufacturer storage Transportation: (B) retail store (W) last mile delivery Facility: (W) retail store (B) manufacturer storage Handling: (W) Distributor storage with last mile delivery (B) Information: Retail stores may be less complex; manufacturer storage with pickup may be very complex 35 Delivery Networks for Different Product/ Customer Characteristics (1 of 2) Table 4-8 Performance of Delivery Networks for Different Product/Customer Characteristics Blank Retail Storage with Customer Pickup Manufacturer Storage with Direct Shipping Manufacturer Storage with In-Transit Merge Distributor Storage with Package Carrier Delivery Distributor Storage with Last-Mile Delivery Manufacturer/ Distributor Storage with Customer Pickup High-demand product +2 −2 −1 0 +1 −1 Medium-demand product +1 −1 0 +1 0 0 Low-demand Product −1 +1 0 +1 −1 +1 Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved When designing the delivery network we should account for product and market characteristics. High demand products will have transportation cost play a significant role. Use network with good transportation cost (retail stores) Very low demand products will have inventory play a significant role. Use network with low inventory costs (direct shipping) Many product sources: transportation + information plays a role. Distributor storage with package carrier Few product sources but high customization: manufacturer storage with merge in transit High product variety: inventory cost will be significant. Use distributor storage Low customer effort: Distributor storage with package carrier delivery or last mile delivery depending upon desired response time 36 Delivery Networks for Different Product/ Customer Characteristics (2 of 2) Table 4-8 [Continued] Blank Retail Storage with Customer Pickup Manufacturer Storage with Direct Shipping Manufacturer Storage with In-Transit Merge Distributor Storage with Package Carrier Delivery Distributor Storage with Last-Mile Delivery Manufacturer/ Distributor Storage with Customer Pickup Very-low-demand product −2 +2 +1 0 −2 +1 High product value −1 +2 +1 +1 0 +2 Quick desired response +2 -2 −2 −1 +1 -2 High product variety −1 +2 0 +1 0 +2 Low customer effort −2 +1 +2 +2 +2 −1 Key: +2 = very suitable; +1 = somewhat suitable; 0 = neutral; −1 = somewhat unsuitable; −2 = very unsuitable. Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved When designing the delivery network we should account for product and market characteristics. High demand products will have transportation cost play a significant role. Use network with good transportation cost (retail stores) Very low demand products will have inventory play a significant role. Use network with low inventory costs (direct shipping) Many product sources: transportation + information plays a role. Distributor storage with package carrier Few product sources but high customization: manufacturer storage with merge in transit High product variety: inventory cost will be significant. Use distributor storage Low customer effort: Distributor storage with package carrier delivery or last mile delivery depending upon desired response time 37 Summary of Learning Objective 2 Distribution networks that ship directly to the customer are better suited for a large variety of high-value products that have low and uncertain demand. These networks incur lower facility costs and carry low levels of inventory but incur high transportation cost and provide a slow response time. Distribution networks that carry local inventory are suitable for products with high demand, especially if transportation is a large fraction of total cost. These networks incur higher facility and inventory cost but lower transportation cost and provide a faster response time. Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved Online Sales and Omni-Channel Retailing Omni-channel retailing The use of multiple channels to interact with customers and fulfill their orders Three flows Information Products Funds Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved Figure 4-12 Alternatives in Omni-Channel Retailing Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved Alternatives in Omni-Channel Retailing (1 of 3) Traditional Retail Face-to-face interaction Customer leaves with product Many facilities close to customers High level of inventory Low transportation costs Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved Alternatives in Omni-Channel Retailing (2 of 3) Showrooms Face-to-face interaction Product ordered for later pickup Low level of inventory Smaller facilities More transportation and information infrastructure than traditional retail Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved Alternatives in Omni-Channel Retailing (3 of 3) Online Information + Home Delivery Aggregation of inventories Few locations High transportation costs Online Information + Pickup Reduces outbound transportation costs Customer must travel to pickup location Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved Performance of Channels (1 of 3) Response time to customers Picking up physical products faster than other channels Online channel may be fastest for information goods Product variety Easier to offer larger selection remotely Product availability Aggregating inventory improves product availability Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved Performance of Channels (2 of 3) Customer experience Channels have complementarity strengths Faster time to market Online/showrooms are quicker than retailing Order Visibility Critical for showrooms or online Automatic in retail Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved Performance of Channels (3 of 3) Returnability Easier with physical locations Proportion of returns likely to be higher when information exchange is remote Direct Sales to Customers Manufacturers can use remote information exchange for direct access to customers Efficient Funds Transfer Internet and smartphones Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved Performance of Channels in Terms of Cost (1 of 2) Inventory Lower inventory levels if customers will wait Postpone variety until after the customer order is received Facilities Costs related to the physical facilities in a network Costs associated with the operations in these facilities Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved Performance of Channels in Terms of Cost (2 of 2) Transportation Lower cost of “transporting” information goods in digital form For nondigital, aggregating inventories increases outbound transportation Information Investment higher for channels that provide information remotely Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved Relative Costs for Omni-Channel Alternatives Table 4-9 Relative Costs for Omni-Channel Alternatives Blank Traditional Retail Showrooms + Home Delivery Online Information + Home Delivery Online Information + Pickup Inventory High Low - Medium Low Low - Medium Facilities High Medium Low Low - Medium Transportation by retailer Low High High Medium Transportation by customer High High Low Medium Information Low High High High Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved Framework for Omni-Channel Retailing (1 of 4) Product characteristics and customer needs influence choice of channel Product dimensions Demand uncertainty Value Information complexity Customer dimensions Willingness to pay Price conscious/service conscious Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved Framework for Omni-Channel Retailing (2 of 4) Table 4-10 Product Demand Uncertainty and Omni-Channel Retailing Blank Predictable Demand Product Unpredictable Demand Product Traditional Retail Compete on price Compete on service for high information complexity products Showrooms Not suitable Compete on price and variety for high information complexity products Online Information + Home Delivery Compete on service Compete on price and variety Online Information + Pickup Compete on ability to provide service at a lower price More competitive on price than home delivery option Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved Framework for Omni-Channel Retailing (3 of 4) Table 4-11 Product Value and Omni-Channel Retailing Blank Low Value Product High Value Product Traditional Retail Compete on price for predictable demand products Compete on service for products with uncertain demand and high information complexity Showrooms Compete on high variety at reasonable price for high information complexity Products Compete on price for customizable, high information complexity products Online Information + Home Delivery Compete on service Compete on price and variety Online Information + Pickup Compete on ability to provide service at a lower price More competitive on price than home delivery option Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved Framework for Omni-Channel Retailing (4 of 4) Table 4-12 Product Information Complexity and Omni-Channel Retailing Blank Low Information Complexity Product High Information Complexity Product Traditional Retail Compete on price for predictable demand products Compete on service for uncertain demand products Showrooms Not suitable Compete on price for uncertain demand products Online Information + Home Delivery Compete on price for uncertain demand products Compete on service in terms of variety and availability for uncertain demand products Online Information + Pickup Compete on price for uncertain demand products A slightly cheaper option to compete on service in terms of variety and availability for uncertain demand products Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved Summary of Learning Objective 3 Omni-channel retailing has the potential to combine the complementary strengths of physical stores and the online channel. Physical stores are good at letting customers experience high information complexity products in person. They are also cost effective at selling products with predictable demand. The online channel, in contrast, is cost effective at selling products with unpredictable demand but cannot let customers experience high information complexity products. An effective portfolio results if brick-and-mortar stores sell predictable demand items, serve as showrooms for high information complexity items with unpredictable demand, and serve as pickup locations for the online channel, while the online channel delivers unpredictable demand items to the customer. Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved Copyright Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved 70 Chapter 4 • Designing Distribution Networks and Applications to Online Sales • Customer experience • Time to market • Order visibility • Returnability Response time is the amount of time it takes for a customer to receive an order. Product vari- ety is the number of different products/configurations that are offered by the distribution network. Product availability is … 2 Name: ID: Course: BUS504E Operations and Supply Chain Management Instructor: Lyndon Augustine 1) Reviewing Chapter 2 The PowerPoint presentation slides are based on four specific objectives whereby the first objective evaluates how important is for a company to achieve strategic fit to be successful. It is outlined that companies should be in a position to identify their competitive strategy as well as Supply Chain Strategy, this helps in determining customers' needs and understand the nature of the distribution chain respectively. The first objective concludes that a company supply chain should operate and set a similar goal towards achieving customer satisfaction. The second objective is to justify how the strategic fit between supply chain and competitive strategies is attained in a company. It is highlighted that the most important point towards companies achieving strategic fit is through understanding their consumer's needs and the right channels to supply chain capabilities. The strategic fit of a company should ensure that their attention in catering to customers' needs is proportional to the supply chain capability. The supply chain should be monitored on the other hand to ensure company achieve its goals and objective guided by the strategic fit. The third and the fourth objectives describe the major levers of dealing with uncertainty in a supply chain and justify the importance of expanding the scope of strategic fit across the supply chain respectively. The systematic process to deal with supply chain uncertainty effectively involves identifying capacity, inventory, time, information, and price to attain company strategic fit. A company should widen its goals to allow an increased supply chain and by that, the company has better chances of achieving its goals and objective as well as a strategic fit. 2) Reviewing TED Talk The presenter starts by defining supply chain management, he outlines that it refers to the processes involved in the flow of goods and services when they are transformed from raw material to final product. For example, in the manufacturing industry, a company dealing with car assembling utilizes different car parts to make cars, the vehicles are then sold to companies that sell ready cars to customers, some customers will buy a car on wholesale and sell them to clients and another level. The clients at this level are the final consumer of the product which started as raw material, that is how the supply chain looks like. The presenter also justifies how a typical supply chain looks like, he mentions that it has directions from the main or focal company offering goods and services. The first direction shows how the company deals with main suppliers, then the main supplier deals with supplier 2 and to get raw material for the focal company, supply it to the company to make goods and provide services. The second direction shows how the focal company distributes finished goods and services to the final consumer, the focal company issue products to wholesalers who distribute them to retailers and then the retailers take charge and distribute to other buyers until it reaches to the final consumer. The presenter finally discusses how people relate to the management supply chain and its importance. He mentions that effective supply chain management involves different organizations and people must be present for it to work. Even if the organization management change, the company depend on its customers and suppliers to operate, he refers to Apple company whereby the former CEO Steve Jobs outlined that it's the people who count most other that systems and tools. This shows how important humans are to organizational growth and development, people make everything function and have relevant meaning.