2012-10-12-13 เล่าประสบการเรื่อง Value Chain Management in Transportation System ให้นักศึกษาปริญญาโท CEO MBA ในวิชา MB 523 การจัดการห่วงโซ่คุณค่าและลูกค้าสัมพันธ์ มหาวิทยาลัยหอการค้า

1. Value Chain in Transportation System
Nopporn Thepsithar
12 -13 October 2012

2. Logistics Management
2

3. CSCMP Definition of Logistics Management
Definition of Logistics Management
Logistics management is that part of supply chain management that
plans, implements, and controls the efficient, effective forward and
reverse flow and storage of goods, services and related information
between the point of origin and the point of consumption in order to
meet customers' requirements.
Logistics Management – Boundaries and Relationships
Logistics management activities typically include inbound and outbound
transportation management, fleet management, warehousing, materials
handling, order fulfillment, logistics network design, inventory
management, supply/demand planning, and management of third-party
logistics services providers. To varying degrees, the logistics function
also includes sourcing and procurement, production planning and
scheduling, packaging and assembly, and customer service. It is
involved in all levels of planning and execution--strategic, operational
and tactical. Logistics management is an integrating function, which
coordinates and optimizes all logistics activities, as well as integrates
logistics activities with other functions including marketing, sales
manufacturing, finance, and information technology.
3

4. CSCMP Definition of Logistics Management
• Part of supply chain management
• Plan, implement, and control
• Forward and reverse flow and storage of
goods, services and related information
between the point of origin and consumption
• Meet customers' requirements
• Efficient and Effective
4

5. CSCMP Logistics Management Activities
Inbound and outbound transportation management
Fleet management
Warehousing, Inventory management
Materials handling
Order fulfillment
Logistics network design
Supply/demand planning
Management of third-party logistics services providers
Packaging and assembly
Sourcing and procurement
Production planning and scheduling
Customer service
Planning and Execution in all levels : Strategic, Tactical, Operational
Integratation of all Logistics Activities by coordination and optimization
Including marketing, sales manufacturing, finance, and
information technology. 5

6. คุณลักษณะพิเศษของโลจิสติกส์
• พัฒนามาจากกิจกรรมทางการทหาร
• เป็ นวิทยาศาสตร์ และ ศิลปศาสตร์
• เป็ นตั้งแต่ ฟันเฟื องย่ อยๆ จนถึงฟันเฟื องหลัก
ชี้ความอยู่รอดของบริษท
ั
• ผู้ททางานโลจิสติกส์ ได้ ดี ต้ องสื่ อสารเก่ ง เปิ ดกว้ าง
ี่
ประสานผลประโยชน์ ถ่ อมตน และ มีคุณธรรม
6

7. Packaging
Material
Transportation
Handling
Site
Selection Logistics Physical Information
and Informational flow
system
Inventory
Control Customer
Service
Order
Warehousing
Processing

8. Integrated Logistics within company
Marketing
and Sales
Customers service level,
Order Processing,
Packaging
Logistics
Purchasing, Inventories,
Plant Location, Return on
Production investment,
Scheduling Productivity
Production Finance
8

9. Logistics Management
Supplier Vendor DC Store Consumer
Product and Service
Information and Money
Logistics Activities Logistics Activities
• Ordering • Demand /Supply Planning
• Transportation • Logistics Network Design
• Material Handling • Logistics Integration
• Warehouse Management • Outsourcing
• Inventory Management • Customer Service
• Packing/Packaging
• Information Management 9

10. Supply Chain Management
10

11. CSCMP Definition of Supply Chain Management
Definition of Supply Chain Management
Plan and management of all activities involved in sourcing and
procurement, conversion, and all logistics management activities.
Coordination and collaboration with channel partners, which can be
suppliers, intermediaries, third party service providers, and
customers.
Integrate supply and demand management within and across
companies.
Supply Chain Management – Boundaries & Relationships
Link major business functions and business processes within and
across companies into a cohesive and high-performing business
model including all of the logistics management activities , as well
as manufacturing operations
Drive coordination of processes and activities with and across
marketing, sales, product design, finance, and information
technology. 11

12. Supply Chain Process
• Plan – Source – Make – Deliver - Return
Plan
Deliver Source Make
Make Deliver Source Make Deliver Source Make Deliver Source
Return Return Return Return
Return Return
Customer’s
Supplier’s
Customer Customer
Supplier Supplier
(Internal or (Internal or
External) Enterprise External)
External Internal External
Collaboration Collaboration Collaboration
Span of our Supply Chain Process
12

13. Building Internal & External Collaboration
Customer Service/
Procurement Manufacturing Logistics
Sales&Marketing
Low Few change- High
purchase overs Low
inventories
price Stable inventories
Multiple schedules Low trans- High
vendors Long run portation service
lengths levels
SOURCE MAKE DELIVER SELL
Sequential Planning
Logistics Procurement Manufacturing Sales
Planning Planning Planning Target
Synchronized, Concurrent Planning
Process Approach (Plan-Source-Make-Deliver-Return)
Logistics Procurement Manufacturing Sales
Planning Planning Planning Target
13

14. Supply Chain Management Framework
Network Design
Years
Strategic
Supply Planning
Months
Demand
Planning
Tactical Production Distribution
Planning Planning
Weeks
Production Packing & Transport
Dispatching
Days
Operational Scheduling Scheduling
Scheduling
14

15. Order Size Bullwhip Effect : The Dynamic of SCM
Retailer Orders
Distributor Orders
Customer
Demand
Production Plan
Time
Source: Tom Mc Guffry, Electronic Commerce and Value Chain Management, 1998
15

16. Key Success Factor of Supply Chain Management
Collaboration
Communication Trust
16
10/11/2012

17. Marketplace competition
is not ............firm vs. firm,
it’s .....
supply chain vs.supply chain.

18. Value Chain Management
18

19. “Value” is defined as “any activity
that increases the market form or
function of the product or service.”
And in today’s business climate,
we need to maximize the
value of every process in our business.
19

20. Value Management
• End-user segmentation
Valued Customer • Segment specific needs /
decision-making process
Who to serve?
• Anticipate technical trends /
market dynamics
 Targeting key end-user
Source: Nirmalya Kumar, segments
Marketing as Strategy, 2004
3 V’s
Value Network Value Proposition
How to deliver ? What to offer?
• Functional/physical deliver of value proposition • Benchmark current offering
• Channel/distribution network design • Design new value proposition
• Required downstream integration • Quantify value of offering
 Integrated value network  Value based pricing
20

21. Value Management
3Vs framework is consisted of 1) Valued Customer,
2) Value Proposition and 3) Value Network
Valued Customer Value Proposition Value Network
 Which customer  Can we create a value  Can we run a better
segment(s) do we want to proposition that delivers network or radically
serve?. superior value through redefine the value delivery
 Comprehensive multi- dramatically higher benefits system for the industry ?
level segmentation along or lower costs?  Delivering our value
the value chain For targeted segments proposition
-Identify most important -from plant / silo to job-site
 In-depth knowledge of
attributes
specific requirements and -from marketing / TS to
-Assessment / benchmark
decision-making process end-user
of current offering
per segment – product -Design new value
 Design of required
and service related proposition: products and channel / distribution
 Anticipate technical services network
trends and business -Quantify value of offering  Downstream integration
dynamics of construction for customer to capture additional value
industry or secure market position
Source: Kumar, N. (2004). Marketing as strategy: understanding the CEO’s agenda for 21
driving growth and innovation, Harvard business school press

22. Example of 3 Vs Flag Carriers easyJet
Valued Customer Everyone, especially People who pay from their Own
“Who to Serve?” Business class pockets and some who don’t
typically fly
Value Proposition  Flexible  One-way fares
“What to Offer?”  Full-service  No frills
 High prices  Low prices
Value Network
“How to Deliver?”
Purchasing Integrated Outsourced
Operations  Multiple types of planes  Single type of plane
 Short/long-haul routes  Short-haul routes
 Worldwide network  Select destinations
Marketing  Segmented customers  Treat all customers the
 Varied meal services same
 Frequent flyer program  “Focused”
22
Distribution Travel agents/all channels Internet/direct sales only

23. Value Chain Model : Michael E. Porter
23
Source: http://www.netmba.com/strategy/value-chain/

24. Supply Chain & Value Chain Management
Supply Chain
Plan • Channel for movement of goods or
services from source to end-user
Source Make Deliver • Product-focused
• Aim for competitive distribution,
Return Return market share, market expansion
Value Chain
Manufacturing Distribution Marketing Service
Sourcing
and Sales
• Framework for understanding how a company adds value along the
supply chain, from sourcing the raw material to servicing the end product
in the hands of the customer
• Company-focused
• Aim for business value creation, business expansion & integration
24

25. Components of Value Chain Management
Suppliers SRM SCM CRM Customers
• VCM is the main process in aligning company strategies with execution
processes to delivery the right product at the right price and time, and
supporting the key principles success
• VCM is considered sometimes as the next generation of SCM
• It has two major principles:
1. The end customer is the only entity that introduces money into the chain,
the rest of value chain members shuffling his money back and forth
2. The only way for the value chain to succeed is to have every member
profits from the business
• It has three components
- Supplier Relationship Management(SRM)
- Supply Chain Management( SCM)
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- Customer Relationship Management( CRM)

26. Egg Value Chain
Egg Egg
Ping Gu Supermarket
Production Delivery
• Kitchen of the World • Provide value and • Create Value
solution along the chain
• World Chicken farm with • Cost
high innovative • “Cold-Chain Delivery”
• Convenience
technology  Reliability & Availability
Right time, Right • Communication
• First Class Quality, Safety 
quantity, Right product
& Healthy Eggs • Variety
 Minimum Cost & Lean
 Lab , UV hygiene • Display
• Green Logistics
• Great egg productivity
 Safety, Energy Saving • Advice
• Environment friendly  Environmental Friendly
• Prevent animal epidemics • VMI & CRP
from close farm • Shipment visibility
• More traceability
FEED FARM FOOD FRESH FAMILY
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PROFIT PEOPLE PLANET

27. Organic Cotton
Value Chain 27

28. Value Chain of Air Transportation
28

29. Natural Gas Value Chain Transportation
29

30. 30

31. Value Chain Management
Value chain management is the process, by which opportunities for
delivering business value via initiatives throughout the supply chain,
are identified and acted upon.
Sales,
Design Sourcing Manufacturing Distribution Use and End of
Service Life
Develop product Bundle
Growth customer can recycling
market as green services with
Business Value Drivers
products
Increase Pursue Reduce fleet
Cost recyclability pollution accidents
of supplier prevention
pkg.
Time to Streamline Assess risk
Market permitting to reduce
downtime
Change Minimize Engage in
Customer product to product
packaging
Focus reduce risk take-back 31
to customer

32. Business Strategy Maturity Model
Continuous Innovation is Key to Success
Internal SC Supply Driven SC Demand Value Driven
Driven SC VC
Supply chain Enterprise focus Collaboration Demand- Post-lean focus
Strategy focus driven & lean
focus
Business Enterprise Extended Tier-based, Multi-
Process Enterprise formalized enterprise,
Focus trading grid
KPI span Departmental Enterprise Supply Chain Value Chain
Response Manufacturing Push with pull Pull Segmented,
Model driven elements self-aligning
32

33. Level of Suppy Chain Integration
33

34. Value Chain Model
Example
Main Role & Responsibility
1. Provide employee development
Plan
2. Provide employee training schemes
Main Role & Responsibility 3. Provide organization development
Human Resources Dept.
 Provide information system
Financial & Accounting Dept.
 Provide operation
Sustainable
EBITDA &
system/WHS Main Role & Responsibility
Information Mgt & System Operation Dept.
 Provide customer data base  Provide financial control
Transportation
process
Operation &
Warehouse
Inspection
Control &
Inventory
& Delivery
Mgt. Dept.
Quality
Sourcing
control
Material
Dept.
Dept.
 Provide accounting
Dept.
Raw
management
Main Role & Responsibility Main Role & Responsibility
Main Role & Responsibility Main Role & Responsibility
 Inspect raw materials , fresh  Provide stock model and
 Identify farming sources to  Provide delivery plan as
food by following company inventory management
provide goods /products customers requirement
procedure or qualification control process
 Provide tools , machine raw manual.  Provide efficiency delivery
 Provide the best facility to
material for packing mode & vehicles
 Ensure quality of all storage /stock to maintain
 Initiative “ SRM” and supply process to maintain quality quality of products  Provide shipment visibility
chain networks of goods/products process
 Provide sanitary and
hygienic facilities  Initiative “CRM”
34

35. 35

36. 36

37. 37

38. 38

39. Product/Service Provider
VS
Solution Provider
39

40. Level of
Solution-Selling Matrix
customization
and customer
knowledge
Loyalty
High : Solution
Program
Relationship Selling
Selling
Focus
Low : Stand-Alone
Systems
Transaction Product
Selling
Focus Selling
Individual Product Systems Product
Focus Focus
Width of products/services

41. Product Division Corporate Center Customer Solution
 Product innovation  Organizational  Customer service
orientation transformation orientation
 Search for economies orientation  Search for economies
of scale  Search for common of scope
 Market-share focus culture, team sprit  Share-of-wallet focus
 Revenues, profits, and
growth focus
Develop new solutions
 Balance internal and Champion solutions Build deep customer
external supplier roles Encourage integration knowledge
 Design for service Align structure, Identify external
Standardize interfaces systems, and partners
and be modular incentives Encourage flexible
 Be flexible Mediate conflicts teams
 Assume product P&L Facilitate external Be product agnostic
responsibility relationships Assume customer
P&L responsibility

42. The Products-to-Solutions 3 Vs Transformation
Product Focus Solutions Focus
Valued Customer Almost all customers Segment focus
Value Proposition “Better” products with End-to-end Solutions
service that reduce customer
costs and risks or
increase revenues
Value Network
R&D  New technology  Customer Problem
focus focus
 Stand-alone  Modular products
Products  Open, Standards-
 Proprietary products based

43. The Products-to-Solutions 3 Vs Transformation (continued)
Product Focus Solutions Focus
Value Network
Marketing  Cost-plus product  Value-based pricing
pricing  Multiyear service
 Product sales contracts
 salesperson as  Salesperson as
order taker consultant
 Geographical  Industry experts
coverage  Service-based
 Volume-based commissions
commissions
Distribution Products sold via Become a value-added
many channels reseller VAR

44. The Products-to-Solutions 3 Vs Transformation (continued)
Product Focus Solutions Focus
Value Network
Operations  In-house  Partner with best
manufacturing of providers and be
products product agnostic
 Limited supply-chain  Many
complexity interdependent
partners requiring
high coordination
Service • Cost center, bundled • Profit center,
free with products unbundled from
products

45. Value Chain in Transportation System
45

46. ตัวอย่ างธุรกิจในระบบขนส่ ง
• Career – Transporter – 3 PL – 4 PL
• Ship Owner – Ship Agent – Shipping – Freight Forwarder
• Inspector – Lab. Test - Inspection Body – Certify Body
• Packing – Material Handling – Stevedore - Labor
• ผูผลิตยานพาหนะ - โรงงานประกอบ - อู่ซ่อมรถ - อุปกรณ์ประกอบรถ
้
• Warehouse – DC – Port – Air Port - Rest Area - Logistics Park
• อุปกรณ์ขนส่ งขนถ่าย : Pallet – Container - Crane
• Road Construction – Cement/Asphalt – Aggregate - RMC
• IT : EDI – ASP – ERP – TMS – GPS - RFID
• Safety - Insurance – Finance
46

47. กรณีตัวอย่ าง
• มาตรฐาน Q เพื่อ การพัฒนาผูประกอบการขนส่ งทางบก
้
• Sunsweet
• น้ าตาลมิตรผล
47

48. Future Value Chain
48

49. Future Value Chain
49

50. 50

51. ความต้ องการของลูกค้ า 4 C vs 4 P
• คุณค่ าทีลูกค้ าต้ องการ ไม่ ใช่ แค่ สิ นค้ า
่
Customer Value vs. Product
• ต้ นทุนของลูกค้ า ไม่ ใช่ แค่ ราคาขาย
Cost vs. Price
• ความสะดวกสบายของลูกค้ า ไม่ ใช่ แค่ ช่ องทาง
Convenient vs. Place
• ข่ าวสารข้ อมูลแกลูกค้ า ไม่ ใช่ แค่ การส่ งเสริมการขาย
Communication vs Promotion 51

52. 52

53. บุคคลแต่ ละคน ความคิด-จิตใจ หัวใจ จิตวิญญาณ
บริษัท
พันธกิจ - ทาไม
ส่ งมอบ ตระหนักและเข้ าถึง ปฏิบัติและแสดงออก
ความพึงพอใจ แรงบันดาลใจ ความเข้ าใจและห่ วงใย
วิสัยทัศน์ - อะไร
ความสามารถ ความสามารถ ความสามารถ
ทาให้ กาไร ทาให้ กลับมาซ้าอีก ทาให้ ยงยืนถาวร
ั่
คุณค่ า - อย่ างไร
ดีกว่ าเดิม สร้ างความแตกต่ าง ทาให้ รู้สึกแตกต่ าง
53
Marketing 3.0 by Philip Kotler การตลาด 3.0 โดย ฟิ ลิป คอตเลอร์

54. การพัฒนาแบบยังยืน (Sustainable Development)
่
การเติบโตทางเศรษฐกิจ
Economic Growth
การพัฒนาแบบยังยืน
่
Sustainable
Development
การรักษาสิ่ งแวดล้ อม ความรับผิดชอบต่ อสั งคม
Environmental Corporate Social
Performance Responsibility
ความรับผิดชอบต่ อสั งคม และ การรักษาสิ่ งแวดล้ อม คือ ใบอนุญาตให้ ประกอบธุรกิจ
54

55. บทสรุ ป
• รู้ เรา รู้ เขา ชนะโดยไม่ ต้องรบ
• Tangible and Intangible Value
• Our Core Value - 3 V  Strategic Vision
• Value Chain – CRM + SRM + Supply Chain – Logistics
• Alignment – Synchronization – Collaboration
• Communication - Trust
• Standardization – Innovation
• Business Transformation
• People Transformation
• Supply Chain Leader  Value Creator
55

56. Thank you
56