Hvordan kan Supply Chain være værdiskabende frem for ”bare” et cost center? - Associate Professor Kim Sundtoft Hald

1. Supply chain som værdiskaber
Hvordan kan Supply Chain være værdiskabende frem for ”bare” et cost center?
Kim Sundtoft Hald, Associate Professor, Department of Operations Management
Netværksmøde hos CBS ØST (effektivitet.dk)
Coloplast 2. september 2015

2. 2
• Introduktion til supply chain som værdiskaber.
• Værdien af supply chain services – Hvordan opsættes en
model for at vurdere gevinster og omkostninger?
• Hvordan udvælges kunder, som man bør overveje et
nærmere partnerskab med?
Indhold

3. 3
Educational Background
2007 Ph.D. from the Doctoral School of Technologies of Managing, CBS.
1996 Master in Operations Research and Economics MS (Math.Econ.) (Cand.Scient.Oecon) from Aarhus University.
Current and past academic positions
2010- Associate Professor in Operations Management, Department of Operations Management, CBS.
2006-2010 Assistant Professor in Operations Management, Department of Operations Management, CBS.
2003-2006 PhD Fellow, Doctoral School of Technologies of Managing, Department of Operations Management, CBS.
2004-2005 Visiting Researcher, IMD (International Institute for Management Development), Lausanne, Switzerland.
2002-2006 External Lecturer, CBS.
1998-2001 Teaching Assistant, CBS.
Past nonacademic positions
2001-2003 Director, PwC Consulting (PricewaterhouseCoopers).
1999-2001 Internal Consultant, Bang & Olufsen A/S.
1997-1999 Senior Consultant, KPMG Consulting.
1996-1997 Consultant, KPMG C. Jespersen.
1990-1996 Student - University of Aarhus.
1989-1990 The Royal Danish Guards.
Kim Sundtoft Hald

4. Introduktion til supply chain som
værdiskaber
Udfordringen

5. 5
Opgørelse og ”salg” af SCM-værdi
• Hvordan skaber vores supply chain
management aktiviteter værdi for vores
kunder?
• Svar på dette spørgsmål er væsentligt, da
det skaber mulighed for belønning.
– Kræver synliggørelse.
– Identificering og isolering af effekt af
egen SCM praksis på kundens
processer.
– Troværdi ”opgørelse/måling”.

6. 6
Value is central in the supply chain

7. Værdi og Værdifunktioner
Hvad er værdi i en supply chain og hvordan kan den skabes?

8. 8
There are many views on value
Cost of ownership
Purchasing costs
Product value
Relationship value
Network value
Time
Value = - price - production costs + sales price premium + extras+ other relationships
Service value
The value of
supply chain
management?
?
Ritter (2014)

9. 9
Value as a comparison of benefits and Sacrifices
Perceived Benefits
Perceived Cost
Perceived Value Ration (PVR) =
When (PVR > 1) there is a perceived payoff from the supplier relationship and thus an incentive to engage in it
Perceived Value Subtraction (PVS) =
Perceived
Benefits
Perceived
Cost
-
When (PVS > 0) there is a perceived payoff from the supplier relationship and thus an incentive to engage in it
With inspiration from Ulaga and Eggert (2005)

10. 10
PVR‐matrix – benefit per cost
Nirvana
Functionality
oriented value
profile
Cost oriented
value
profile
Dire strates
THE COST OF OWNERSHIP OF THE
SUPPLY OFFERING
THE
”FUNCTIONALITY”
OF THE
SUPPLY OFFERING
Based on Cox (2004)
Improved
Static
Reduced
Reduced Static Increased
X
Hvad er det for en
værdiprofil vi leverer
til vores kunde(r)?
Hvad er det for en
værdiprofil vores
kunde(r) oplever vi
leverer (til dem)?
2
13
4

11. 11
Hvordan vælger kunden?
Outcomes given
comparison level (CL)
Based on Anderson & Narus (1984, 1990)
(Value obtained) > = < (Expected value (CL))
Comparison Level for
alternatives (CLALT)
(Value obtained) > = < (Alternative value (CLALT)
?
?
Comparing over Time
Comparing across the Supply Network

12. 12
Direkte funktioner
• Pris + Omkostninger
• Kvalitet
• Volume
• Risk management
Indirekte funktioner
• Information
• Innovation
• Adgang
• Motivation
Kunde
værdi
Med inspiration fra
Walter et al., 2003, 2004
Leverandør
Aktiviteter
(Supply chain)

13. 13
Relatinship value drivers
Ulaga., 2003
Core Benefits
Product
quality
• Product performance
• Product reliability
• Product consistency
Delivery
performance
• On‐time delivery
• Delivery flexibility
• Accuracy of delivery
Direct Costs
Direct product costs
• “Fair” pricing
• Annual price decreases
• Cost reduction programs

14. 14
Core Benefits
Product
quality
• Product performance
• Product reliability
• Product consistency
Delivery
performance
• On‐time delivery
• Delivery flexibility
• Accuracy of delivery
Direct Costs
Direct product costs
• “Fair” pricing
• Annual price decreases
• Cost reduction programs
Sourcing Benefits
Service
support
• Product‐related services
• Customer information
• Outsourcing of activities
Personal
interaction
• Communication
• Problem solving
• Mutual goals
Acquisition Costs
Suppliers ability to take out costs
of the sourcing process
• Order handling costs
• Inventory management costs
• Incoming inspections costs
Operations Benefits
Supplier
Know‐
how
• Knowledge of supply market
• Improvement of existing
products
• Development of new products
Time‐to‐
Market
• Design tasks
• Prototype development
• Product testing and validation
Operations Costs
Suppliers ability to take out of
customers´ operations
• Cost of existing products
• Manufacturing process costs
• Tooling and warranty costs
Adapted from Ulaga (2003) & Ulaga and Eggert (2006)

15. Værdimåling
Hvordan kan værdi af supply chain management forbedringer måles?

16. 16
Hogan (2001)
Værdien af supply chain projekter
Expected relationship value (ERV)
Influence Diagram of alpha’s
Relationship with Beta.

17. 17
Variable Units Distribution function Assumption
COSTS
Management time Hours Log‐Normal
5%‐tile placed at 10% below expected value
95%‐tile placed at 50% above expected value
Engineering time Hours Log‐Normal
5%‐tile placed at 10% below expected value
95%‐tile placed at 50% above expected value
Administrative time Hours Log‐Normal
5% placed at 10% below expected value
95%‐tile placed at 10% above expected value
Out of stock (JIT) Dollars Custom
95% prob. of 0‐12 hours of out of stock per year
5% prob. of 24–96 hours of out of stock per year
REVENUES
Price reductions % of sales Triangular
Min. value = 0%; Max value of 1.2%;
Most likely value = .7%
Process efficiencies % of sales Normal 5%‐tile placed at 0% improvement
Materials savings % of sales Normal
5%‐tile placed at 0% improvement
95%‐tile placed at 1.8%
Correlation with material savings = .60
Reduced Inventory costs Dollars Triangular
Min. value = 2%; Max value of 5.0%;
Most likely value = 4.0%
Reduced inventory slack % of Sales Log‐Normal Mean = .8%, 95%‐tile = 1.2%
INVESTMENTS
IT for JIT Dollars Normal 5%‐tile = $120,000; 95%‐tile = 80,000
Hogan (2001)

18. 18
Hogan (2001)

19. Udvælgelse af kunder?

20. 20
Overvejelser om kundeprofitabilitet?
Kaplan & Cooper (1998)

21. 21
Nøgle kunde
Moden relation
Lav vigtighed
Moden relation
Nøgle kunde
Umoden relation
Lav vigtighed
Umoden relation
Kundens strategiske vigtighed/attraktivitet
Relationens modenhed
Høj
Lav
Lav Høj
Hvor meget købes der?
Hvad er potentialet?
Kundens vækst?
Prestige/Brand værdi?
Kan kunden åbne nye markeder?
Læring / teknologi ved samarbejde med kunden?
Længden af relationen?
Balanceret magt?
Kunden deler informationer?
Der er transparens?
Flere fælles projekter?
Gensidige investeringer?
Overvejelser om strategisk vigtighed?
Hald (2015)
Supply chain initiativer
fra leverandøren kan
(måske) være med til at
flytte relationens
modenhed

22. 22
Overvejelse om alignment i værdiopfattelser
Payment
Volume
Quality
Safeguard
Innovation
Information
Access
Motivation
Innovation
Motivation
Payment
Volume
Quality
Safeguard
Supplier value (own evaluation)
Supplier value (customer evaluation)
Customer value (supplier evaluation)
Customer value (own evaluation)
Ritter & Walter (2008)

23. 23
Overvejelse om nuværende opfattet performance
samt kundens prioriteter
Ulaga (2003)

24. 24
• Introduktion til supply chain som
værdiskaber.
• Værdien af supply chain services –
Hvordan opsættes en model for at vurdere
gevinster og omkostninger?
• Hvordan udvælges kunder, som man bør
overveje et nærmere partnerskab med?
Opsummering