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분야
doc2. Case Summary
2-1. Environmental analysis; I/O (Industry Organizational) Analysis
2-2. Environmental analysis; S/B (Source based) Analyze
3. Why Ford chose Dell for SCM?
3-1. Comparison Dell with Ford SCM
3-2. Problem Ⅰ; existed before taking Ford 2000, but cannot be solved after benchmarking Dell’s SCM
3-3. Problems Ⅱ; after benchmarking Dell’s SCM
4. Recommendation.
4-1. Limitation
4-2. SolutionⅠand expected effects; Build up effective communication system.
4-3. Solution Ⅱ: Use of Dealer shops and Tier 1 as outsourcing
5. Conclusion
1. Definition of SC & SC Design
A supply chain is a network of material and information that flows between suppliers, manufacturers, distributors and customers. It has also been called a demand pipeline, value stream, or support chain. A simple example of a supply chain is represented in Figure 1 where material flows from the left side to the right side. The material flow is from the suppliers who provide materials and subassemblies, to the manufacturers who build, assemble, convert, or furnish a product or service. The finished products are then passed to the distributors who transport and deliver it to the customers. While material flows from left to right, that is from suppliers to manufacturers distributors and customers, information flow in a conventional supply chain flows in the opposite direction. The customers order from the distributors, who then order from the manufacturers and so on down through the supply chain, from right to left shown in Figure 1.
There may be a considerable mesh of suppliers to the suppliers, known as sometimes called second tier suppliers, continuing to third, fourth and perhaps fifth tier suppliers. In addition, there may be a mesh of distribution between manufacturing and the customer. That includes finished goods inventory, national distributors, regional distributors, local distributors and retail outlets. To compound the complexity, each participant in the supply chain may be involved in a multitude of other supply chains, each vying for attention. Each manufacturer may for example, be actively producing several hundred end products, each requiring their own supply chain probably with considerable overall between suppliers and distributors. Matching supply and demand under these circumstances can be very difficult. Furthermore, each supply chain is dynamic in nature with variations over time in the participants and as well as the level of customer demand or available capacity.
