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Supply Chain

Information Systems
Supplement Objectives
Be able to:
Explain why information flows are a
necessary part of any supply chain.
Describe in detail how supply chain
information needs vary according to the
organizational level and the direction of the
linkages (upstream or downstream).
Describe and differentiate among ERP, DSS,
CRM, SRM, and logistics applications.

© 2008 Pearson Prentice Hall --- Introduction to Operations and Supply Supplement 15S, Slide 2
Chain Management, 2/e --- Bozarth and Handfield, ISBN: 0131791036
Information Flows

What are some of the


key functions information flows
perform?

© 2008 Pearson Prentice Hall --- Introduction to Operations and Supply Supplement 15S, Slide 3
Chain Management, 2/e --- Bozarth and Handfield, ISBN: 0131791036
Key Functions of Information
Flows
• Plan or kick-off physical flows
– Customer order, production plan, etc.
• Record and retrieve status and plans
– Check inventory levels, shipping schedule, etc.
• Codify decision rules and planning values
– Standard costs and times, inventory reorder points,
etc.
• Record and report performance
– Quality levels, on-time delivery, actual costs, etc.

© 2008 Pearson Prentice Hall --- Introduction to Operations and Supply Supplement 15S, Slide 4
Chain Management, 2/e --- Bozarth and Handfield, ISBN: 0131791036
Supply Chain Information Flows
Customer Internal Supply Supplier
Relationship Chain Management Relationship
Management Management

Strategic decision making

Tactical planning

Routine decision making

Execution and transaction


processing

© 2008 Pearson Prentice Hall --- Introduction to Operations and Supply Supplement 15S, Slide 5
Chain Management, 2/e --- Bozarth and Handfield, ISBN: 0131791036
Supply Chain Information Needs
Supply Chain Activity Characteristics Performance Dimensions
purpose for Information Flows

Strategic decision making • Focus on long-term decisions • Flexibility


long-range plans to meet • Least structured of all
organization’s mission • Greatest user discretion

Tactical planning • Focus is on tactical decisions • Form


plans to coordinate actions • Plans physical flows • Flexibility
across supply chain • Greater user discretion

Routine decision making • Fairly short time frames • Accuracy


support rule-based decision • Limited user discretion • Timeliness
making • Limited flexibility
Execution and transaction • Very short time frames, very high volumes • Accuracy
processing • Highly automated • Timeliness
record / retrieve data & control • Standardized business practices
physical / monetary flows • Ideally no user intervention

© 2008 Pearson Prentice Hall --- Introduction to Operations and Supply Supplement 15S, Slide 6
Chain Management, 2/e --- Bozarth and Handfield, ISBN: 0131791036
Supply Chain Information
Systems
Strategic
decision
making DSS
Network
SRM CRM design
Tactical applications applications
planning

Warehouse &
Routine transportation
decision planning
making
ERP
applications Warehouse
management &
Execution and
transportation
transaction
execution
processing
Suppliers Internal supply Customers Logistics
chain

© 2008 Pearson Prentice Hall --- Introduction to Operations and Supply Supplement 15S, Slide 7
Chain Management, 2/e --- Bozarth and Handfield, ISBN: 0131791036
Supply Chain Information Systems
Enterprise Resource Planning (ERP) Systems

Large, integrated computer-based Strategic decision


making
SRM
DSS
CRM
Network
design

business transaction processing


applications applications
Tactical
planning

and reporting systems. ERP Routine


decision
making
Warehouse &
transportation
planning
ERP
systems pull together all of the Execution &
transaction
applications Warehouse
management &

classic business functions such


transportation
processing
execution

Suppliers Internal supply Customers Logistics


chain

as accounting, finance, sales, and


operations into a single, tightly  Traditional strengths in routine
integrated package that uses a decision making and in execution
common database. and transaction processing
 Captures data to support higher-
level decision support systems
(DSS)

© 2008 Pearson Prentice Hall --- Introduction to Operations and Supply Supplement 15S, Slide 8
Chain Management, 2/e --- Bozarth and Handfield, ISBN: 0131791036
Supply Chain Information Systems
Decision Support Systems (DSS)

Computer-based information
Strategic decision
making DSS
Network
SRM CRM design
applications applications

systems that allow users to


Tactical
planning

analyze, manipulate, and


Routine Warehouse &
decision transportation
making planning

present data in a manner that Execution &


transaction
processing
Warehouse
management &
transportation

aids higher-level decision


execution

Suppliers Internal supply Customers Logistics


chain

making

© 2008 Pearson Prentice Hall --- Introduction to Operations and Supply Supplement 15S, Slide 9
Chain Management, 2/e --- Bozarth and Handfield, ISBN: 0131791036
Supply Chain Information Systems
Supplier Relationship Management (SRM)

Computer-based information systems Strategic decision


making
SRM
DSS
CRM
Network
design

designed to plan and manage the


applications applications
Tactical
planning

firm’s external linkages with its Routine


decision
making
Warehouse &
transportation
planning

suppliers. Example applications: Execution &


transaction
Warehouse
management &
transportation
processing
execution

 Design collaboration Suppliers Internal supply


chain
Customers Logistics

 Sourcing decisions
 Negotiations
 Buy process
 Supply collaboration

© 2008 Pearson Prentice Hall --- Introduction to Operations and Supply Supplement 15S, Slide 10
Chain Management, 2/e --- Bozarth and Handfield, ISBN: 0131791036
Supply Chain Information Systems
Customer Relationship Management (CRM)

Computer-based information systems Strategic decision


making
SRM
DSS
CRM
Network
design

designed to plan and manage the


applications applications
Tactical
planning

firm’s external linkages with its Routine


decision
making
Warehouse &
transportation
planning

customers. Execution &


transaction
Warehouse
management &
transportation

Example applications:
processing
execution

Suppliers Internal supply Customers Logistics


chain

 Market analysis
 Sell process
 Order management
 Call/service center management

© 2008 Pearson Prentice Hall --- Introduction to Operations and Supply Supplement 15S, Slide 11
Chain Management, 2/e --- Bozarth and Handfield, ISBN: 0131791036
Supply Chain Information Systems
Logistics Systems I

Network Design Applications: Strategic decision


making
SRM
DSS
CRM
Network
design
applications applications
Tactical
planning

Logistics information systems that Routine


decision
making
Warehouse &
transportation
planning

address such long-term strategic Execution &


transaction
Warehouse
management &
transportation

questions as facility location and


processing
execution

Suppliers Internal supply Customers Logistics


chain

sizing, as well as transportation


networks.

© 2008 Pearson Prentice Hall --- Introduction to Operations and Supply Supplement 15S, Slide 12
Chain Management, 2/e --- Bozarth and Handfield, ISBN: 0131791036
Supply Chain Information Systems
Logistics Systems II

Warehouse and Transportation Strategic decision


making
SRM
DSS
CRM
Network
design

Planning Systems:
applications applications
Tactical
planning

Routine Warehouse &


decision transportation
making planning

Logistics information systems that Execution &


transaction
Warehouse
management &
transportation

support tactical planning efforts by


processing
execution

Suppliers Internal supply Customers Logistics


chain

allocating “fixed” logistics capacity in


the best possible way, given business
requirements.

© 2008 Pearson Prentice Hall --- Introduction to Operations and Supply Supplement 15S, Slide 13
Chain Management, 2/e --- Bozarth and Handfield, ISBN: 0131791036
Supply Chain Information Systems
Logistics Systems III

Strategic decision

Warehouse Management and


making DSS
Network
SRM CRM design
applications applications
Tactical

Transportation Execution Systems:


planning

Routine Warehouse &


decision transportation
making planning

Logistics information systems that


Execution & Warehouse
management &
transaction
transportation
processing
execution

initiate and control the movement of Suppliers Internal supply


chain
Customers Logistics

materials between supply chain


partners

© 2008 Pearson Prentice Hall --- Introduction to Operations and Supply Supplement 15S, Slide 14
Chain Management, 2/e --- Bozarth and Handfield, ISBN: 0131791036
Advanced Concepts –
Levels of Value Provided by Information

Visibility
Information displays the physical and monetary
flows in the supply chain
Mirroring
Information can replace physical processes with
virtual ones
Creation of new customer relationships
Information can create new sources of value /
new products and services

“How can we exploit these information flows?”


© 2008 Pearson Prentice Hall --- Introduction to Operations and Supply Supplement 15S, Slide 15
Chain Management, 2/e --- Bozarth and Handfield, ISBN: 0131791036
‘Perfect’ Information

Improving Information Flow


Processes
What is “perfect” Information?

• Perfect information is:


– Accurate
– Timely
– Correct in detail and form
– Shared
– Complete
– Other dimensions?

© 2008 Pearson Prentice Hall --- Introduction to Operations and Supply Supplement 15S, Slide 17
Chain Management, 2/e --- Bozarth and Handfield, ISBN: 0131791036
Costs of “imperfect” Information

• What are some of the costs associated


with information that is:
– Inaccurate? (e.g., inventory or order info.)
– Late? (e.g., forecast changes)
– Incomplete in detail / form? (e.g., quarterly
sales $ forecast)?
– Not shared? (e.g., engineering changes)

© 2008 Pearson Prentice Hall --- Introduction to Operations and Supply Supplement 15S, Slide 18
Chain Management, 2/e --- Bozarth and Handfield, ISBN: 0131791036
Diagnosing and Improving Supply Chain
Information Flows

1. Map the business process(es) containing the information


flows of interest
2. Develop an information flow profile that identifies
potential performance gaps in the information flows
3. Use continuous improvement techniques to identify the
causes of these gaps
4. Use the plan-do-check-act (PDCA) cycle to plan and
implement improvements aimed at closing these gaps

© 2008 Pearson Prentice Hall --- Introduction to Operations and Supply Supplement 15S, Slide 19
Chain Management, 2/e --- Bozarth and Handfield, ISBN: 0131791036
Diagnosing and Improving Supply Chain
Information Flows
1. Map the business process(es) and information flows
Dealer Paper Order Sits Order Sits Clerk
Order Internal Mail
Faxes In Fax In Clerk’s Processes
Created Delivers Fax
Order In Box In Box Order

4% of 0 to 4 hours 0 to 2 hours 5 minutes


orders lost 2 hours on average 0.5 to 1.5 hours 1 hour on average
1 hour on average
1% of orders lost

10 to 45 minutes
20 minutes on average

Dealer Inspector Worker YES


Transport Firm Is Item
Receives Checks Picks
Delivers Order In Stock?
Order Order Order

NO
2 minutes
1 to 3 hours 0.5% of orders incorrect
2 hours on average Clerk Notifies
No history of lost, Dealer and
damaged, or incorrect
deliveries
Passes Order
On to Plant

2. Identify potential performance gaps in the information flows


Accuracy
Timeliness
Reliability
Detail and form
Availability

3. Identify the causes of these gaps


Method Manpower

Drilling
too slow Overtime/
defects Do
Wood Lathe not
Material Steel
Machinery calibrated

Plan Check

4. Use the plan-do-check-act cycle to close the gaps


Act

© 2008 Pearson Prentice Hall --- Introduction to Operations and Supply Supplement 15S, Slide 20
Chain Management, 2/e --- Bozarth and Handfield, ISBN: 0131791036
Improving Information Flows
Process Mapping

1. Map the business process(es) and information flows


Dealer Paper Order Sits Order Sits Clerk
Order Internal Mail
Faxes In Fax In Clerk’s Processes
Created Delivers Fax
Order In Box In Box Order

4% of 0 to 4 hours 0 to 2 hours 5 minutes


orders lost 2 hours on average 0.5 to 1.5 hours 1 hour on average
1 hour on average
1% of orders lost

10 to 45 minutes
20 minutes on average

Dealer Inspector Worker YES


Transport Firm Is Item
Receives Checks Picks
Delivers Order In Stock?
Order Order Order

NO
2 minutes
1 to 3 hours 0.5% of orders incorrect
2 hours on average Clerk Notifies
No history of lost, Dealer and
damaged, or incorrect
deliveries
Passes Order
On to Plant

2. Identify potential performance gaps in the information flows


3. Identify the causes of these gaps
4. Use the plan-do-check-act cycle to close the gaps

© 2008 Pearson Prentice Hall --- Introduction to Operations and Supply Supplement 15S, Slide 21
Chain Management, 2/e --- Bozarth and Handfield, ISBN: 0131791036
Improving Information Flows
Identify Gaps / Information Flow Profile
1. Map the business process(es) and information flows

2. Identify potential performance gaps in the information


Poor Excellent
flows
Accuracy
Timeliness
Reliability
Detail and form
Availability
Other
3. Identify the causes of these gaps
4. Use the plan-do-check-act cycle to close the gaps

© 2008 Pearson Prentice Hall --- Introduction to Operations and Supply Supplement 15S, Slide 22
Chain Management, 2/e --- Bozarth and Handfield, ISBN: 0131791036
Improving Information Flows
Information Flow Profile - II
1. Map the business process(es) and information flows

2. Identify potential performance gaps in the information


flows
Poor Excellent
Accuracy
Timeliness
Reliability
Detail and form
Availability
3. Identify the causes of these gaps
4. Use the plan-do-check-act cycle to close the gaps

© 2008 Pearson Prentice Hall --- Introduction to Operations and Supply Supplement 15S, Slide 23
Chain Management, 2/e --- Bozarth and Handfield, ISBN: 0131791036
Improving Information Flows
Gap Analysis
1. Map the business process(es) and information flows

2. Identify potential performance gaps in the information


flows
 To what extent is the information flow less than
perfect?
 What are the benefits and costs associated with
closing this gap?
 Look for “low-hanging fruit”, not necessarily high-
tech solutions
3. Identify the causes of these gaps
4. Use the plan-do-check-act cycle to close the gaps

© 2008 Pearson Prentice Hall --- Introduction to Operations and Supply Supplement 15S, Slide 24
Chain Management, 2/e --- Bozarth and Handfield, ISBN: 0131791036
Improving Information Flows
Root Cause Analysis
1. Map the business process(es) and information flows
2. Identify potential performance gaps in the information flows

3. Use continuous improvement techniques to identify the


causes of these gaps
Root cause analysis – A process by which organizations
brainstorm about possible causes of problems (referred to
as “effects”) and then, through structured analysis and
data-gathering efforts, gradually narrow the focus to a few
root causes Process Personnel

Poor Lack of training


dispatching
Late
deliveries
Truck breakdown

Material Equipment

4. Use the plan-do-check-act cycle to close the gaps

© 2008 Pearson Prentice Hall --- Introduction to Operations and Supply Supplement 15S, Slide 25
Chain Management, 2/e --- Bozarth and Handfield, ISBN: 0131791036
Improving Information Flows
PDCA to Close Gaps
1. Map the business process(es) and information flows
2. Identify potential performance gaps in the information flows
3. Identify the causes of these gaps

4. Use the plan-do-check-act cycle to close the gaps

Do

Plan Check

Act
© 2008 Pearson Prentice Hall --- Introduction to Operations and Supply Supplement 15S, Slide 26
Chain Management, 2/e --- Bozarth and Handfield, ISBN: 0131791036

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