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Supply Chain Management Pathways for Research and Practice Part 3

Tham khảo tài liệu 'supply chain management pathways for research and practice part 3', kỹ thuật - công nghệ, cơ khí - chế tạo máy phục vụ nhu cầu học tập, nghiên cứu và làm việc hiệu quả | Supply Chain Quality Management 29 product design decisions with supply chain management decisions extends the concept of design for assembly to design for supply chain Hulta Swan 2003 Joglekar Rosenthal 2003 Lee Sasser 1995 and design for logistics Simchi-Levi et al. 2008 . Design for supply chain addresses the simultaneous design for materials across the different supply chain levels while design for logistics emphasizes consideration during design to the processes used to move the items through the supply chain such as packaging transportation timing of value-added processes and standardization. Using design for manufacturability the automotive industry analyzed the make buy decision with a focus on supply chain processes which resulted in product and production capability optimization concluded that simpler products should be outsourced while complex designs remain in-house and supported the strategic importance of the product in the make buy decision Novak Eppinger 2001 . Value engineering a disciplined approach to eliminating waste from products and processes APICS 2002 can positively impact upon both supplier and buyer s bottom-line as demonstrated by the automotive industry where sharing information strengthened the relationship reduced time to market improved product quality and reduced costs Blaney 2005 . Correspondingly due to the lack of information sharing and value engineering practices a cut-throat attitude continues to penetrate the construction industry Blaney 2005 . Extending value engineering to the supply chain should include evaluating all supply chain processes and not just a single process. As an example Schneider Electric a global electrical equipment manufacturer jointly partners with their suppliers to achieve beneficial product results as well as significant supply chain cost quality and time improvements Avery 2002 . Joint value engineering efforts resulted in a material change for the component resulting in cost savings for both members