Speeding up the progress curve towards effective supply chain management

Introduces a supply chain “health check” procedure successfully applied in the European automotive sector and presents the results for the analysis of 20 trans-European value streams covering a wide range of first and second tier suppliers. The health check procedure is activated via a quick scan methodology (QSM) requiring execution by a multi-disciplinary team working on-site. The degree of integration within the value chain is estimated by the QS team, using the uncertainty circle concept which apportions observed uncertainties in the product delivery process (PDP) according to source. In our experience the four major contributors are: the demand side; supply side; value added process side; and systems controls. The results clearly demonstrate a well-trodden and hence proven route for value stream performance improvement. They also identify value chain exemplars and many areas of best practice, but most importantly they provide a list of actions focused on improving the performance of individual value streams. Properly applied, re-engineering programmes based on these trigger points will speed up the progress curve towards effective supply chain management.

[1]  K. Roberts,et al.  Thesis , 2002 .

[2]  S. Disney,et al.  The seamless supply chain: fact or fantasy , 1999 .

[3]  John P. Shewchuk,et al.  Agile manufacturing: One size does not fit all , 1998, Strategic Management of the Manufacturing Value Chain.

[4]  Alan Harrison,et al.  Investigating the Sources and Causes of Schedule Instability , 1997 .

[5]  D. R. Towill,et al.  Successful business systems engineering. I. The systems approach to business processes , 1997 .

[6]  J. Burbidge,et al.  Back to production management , 1995 .

[7]  John L. Burbidge,et al.  Group technology and growth at Shalibane , 1994 .

[8]  Mohamed Mohamed Naim,et al.  Smoothing Supply Chain Dynamics , 1991 .

[9]  Geary A. Rummler,et al.  Improving Performance: How to Manage the White Space on the Organization Chart , 1990 .

[10]  P. S. Mitchell.  Japanese Manufacturing Techniques: Nine Hidden Lessons in Simplicity , 1983 .

[11]  Denis Royston Towill,et al.  Diffusion dynamics of supply chain management , 1999 .

[12]  Peter McCullen,et al.  The Impact of Agile Manufacturing on Supply Chain Dynamics , 1999 .

[13]  Michael de Kare-Silver,et al.  E-Shock: The electronic shopping revolution: strategies for retailers and manufacturers , 1998 .

[14]  D. Towill.  FORRIDGE - Principles of good practice in material flow , 1997 .

[15]  Denis Royston Towill,et al.  The seamless supply chain - the predator's strategic advantage , 1997 .

[16]  David Walters,et al.  Value Chain and Value Delivery Systems for Supply Chain Management , 1996 .

[17]  Geary A. Rummler,et al.  Improving Performance: How To Manage the White Space on the Organization Chart. Second Edition. The Jossey-Bass Management Series. , 1995 .

[18]  John L. Burbidge,et al.  Production flow analysis for planning group technology , 1991 .

[19]  Denis R. Towill,et al.  Forecasting learning curves , 1990 .

[20]  R. Schonberger.  Japanese manufacturing techniques : nine hidden lessons simplicity , 1982 .