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The supply chain is controlled by suppliers, factories, distributors, wholesalers and retailers (Christopher, 2016). The goal is to deliver end products to consumers with useful means. Consumer’s inconsistency in the product affects a large part of the chain. There are various factors which impacts the supply chain. Capability to integrate various features and functionalities within the supply chain will provide considerable amounts of benefits for businesses. A supply chain in product manufacturing for any company includes raw material suppliers, supplier of spare parts, then manufacturing processes with raw materials sourced from the inventory,
which is then shipped to final and customers. In the current scope of analysis, manufacturing of a shovel has been considered. Shovel is a product that is in high demand across Australia due to its multi-purpose usage (Olhager, 2010). A large number of companies produce shovels, but in this current analysis manufacturing for a single company has been taken into consideration. The focus of the company is on its supply chain such that it is able to manufacture and sell its product at a cost-effective and high profitability rates. A brief discussion of the company’s manufacturing assembly along with several risks considerations has been undertaken.
Structure of Supply Chain
The company manufacturing shovel through various processes. It is integral to analyse all these processes that goes into manufacturing for shovel which forms the basis for its supply chain structure (Council, 2008). The structure will allow determining the multi-layer framework through which manufacturing of the shovel takes place. The structure of the supply chain for the Company, which is into manufacturing of shovels, includes the following.
Demand forecasting: The Company makes use of software for the purpose of demand forecasting. Demand forecasting is done in accordance with the past trends and predicting future demands in manufacturing and other industries.
Supplier of Raw Material: There are three distinct suppliers, which provides raw materials for the final product, shovel. Supplier for rubber grips, bolts and that for metal socket and grip.
Warehouse Management: All raw materials are transported by suppliers and are stored in warehouse of the company, from which they are taken into batches for manufacturing.
The below diagrammatic representation depicts the multi-tier supply chain structure for manufacturing of shovel for the company.
Upstream and Downstream Structure
The activities that are performed within the supply chain comprises of upstream and downstream processes. The supply chain focuses on the assembly plant and raw material suppliers, which are not, processed materials at the top of the production chain. For example, metals such as aluminum and copper are raw materials. At the beginning of the deal there could be managers who study these materials for ordering (Zhou, Benton Jr, Schilling & Milligan, 2011). Assume the materials are good but not manual.
The upstream processes comprises of all processes that is required for the final product in reaching the market. It encompasses contractors, dealers, suppliers, manufacturers and so on. Dealers, suppliers and sales outlets, such as wholesalers and retailers, are far from being merged. An important consideration is the inventory. Retailers, wholesalers and distributors try to provide the necessary business opportunities to make orders to their customers. When the operation is slow, distributors deliver orders on time.
When the command cannot be performed in a timely manner the operation ends. In downstream customer supply chain analysis is conducted, whereas upstream the supplier’s supply chain. The suppliers for raw materials to the company, further receives their supplies from certain suppliers. Such as the supplier providing the company with bolts and other metal parts gets raw material iron from some supplier. The supplier which provides the rubber handle gets its rubber from another supplier.
Thus, the company needs to ensure that information flows dynamically through its entire supply chain processes such that it is able to manufacture without much interruptions. Integration of upstream and downstream supply chain is especially integral in case of a multi-tier supply chain framework. The company needs to identify and diagnose some of the uncertainties and risks which might disrupt its supply chain processes.
Supply Chain Uncertainty & Inventory
Supply chain process and demand are uncertain and has a significant impact on production function. Uncertainty grows through the network and leads to inefficient processing and added disability. This uncertainty is based upon clients and number of products. The spread of uncertainty stimulates the decision to create protective strategies over time, capacity or inventory to avoid poor performance. The definition of the temporal uncertainty chain is based. Five requirements for effective system management as per De Leon (2000). If one or more of these requirements do not exist manufacturers can make personalized decisions on the supply chain.
Experience the uncertainty that is ineffective as the administrative system is intended for similar presentation indicators to direct the supply the chain in the right direction. It is necessary to evaluate future stocks. Any inflated stock need to be evaluated and then appropriate demand forecasting has to be formed. Information on the environment and the current time chain way can provide significant advantage to the supply chain. Data processing should be sufficient to provide the ability to manage environmental and environmental information. State of the production chain needs to be determined as well. In order to guide the controlled system to the supply chain managers need be able to evaluate alternative strategies. This requires a model system to show the connections of an available redesign. Variables and performance indicators have to be determined as well for the wide-ranging monitoring measures should be sufficient.
Supply Chain Consideration & Suggestions for Improvement
The entire supply chain that has been depicted in the above processes has to be taken into consideration (Foster Jr, 2008). Then possible strategies that might allow the company overcome its supply chain risks have to be adopted by the company. Some of the key supply chain considerations that the company has to undertake include;
This first phase involves planning and managing demand and efficiency. Elements include resource balancing with requests and setting chains (Millet, Schmitt & Botta-Genoulaz, 2009). Resource planning has to take place efficiently. Describing ways of dealing with the warehouse, the network provider, suppliers and suppliers. At the action stage production is the focus. The production phase includes production, packaging, layout and publication. This includes the management of the production network, equipment, equipment and transport.
Confirmation, maintenance of my administration without delivery. This includes the evaluation of customer orders and the receipt of the product. This section covers all materials, consumables, consumables, product life cycles, and import and export requirements. Return of the product includes removing packages. The purchases relate to the rules of the Company regarding the repatriation of stocks, goods, supplies and legal requirements have to be well-defined. The SCOR process goes through different parts of both processes so that the company can analyze the supply chain. This offers companies the opportunity to develop a share network. This process helps companies understand how suppliers, companies and customers repeat 5 steps.
Analysing the multi-tier supply chain for manufacturing and production of shaft, it can be said that the company in order to get maximum possible profitability has to integrate its processes across upstream and downstream supply chain processes. Moreover, the company has to overcome the possible risks facing its supply chain that might disrupt one or any of its processes. Such disruption in processes might lead to and result in loss in profitability, there SCOR model application can provide the company with substantial benefits.
Christopher, M. (2016). Logistics & supply chain management. Pearson UK.
Council, S. C. (2008). Supply chain operations reference model. Overview of SCOR version, 5(0).
Foster Jr, S. T. (2008). Towards an understanding of supply chain quality management. Journal of operations management, 26(4), 461-467.
Li, L., Su, Q., & Chen, X. (2011). Ensuring supply chain quality performance through applying the SCOR model. International Journal of Production Research, 49(1), 33-57.
Millet, P. A., Schmitt, P., & Botta-Genoulaz, V. (2009). The SCOR model for the alignment of business processes and information systems. Enterprise Information Systems, 3(4), 393-407.
Olhager, J. (2010). The role of the customer order decoupling point in production and supply chain management. Computers in Industry, 61(9), 863-868.
Sarkis, J., Zhu, Q., & Lai, K. H. (2011). An organizational theoretic review of green supply chain management literature. International Journal of Production Economics, 130(1), 1-15.
Wang, W. Y., Chan, H. K., & Pauleen, D. J. (2010). Aligning business process reengineering in implementing global supply chain systems by the SCOR model. International Journal of Production Research, 48(19), 5647-5669. Retrieved on 10th October 2018
Zhou, H., Benton Jr, W. C., Schilling, D. A., & Milligan, G. W. (2011). Supply chain integration and the SCOR model. Journal of Business Logistics, 32(4), 332-344.
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