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Course: ISE 310L, Spring 2008School: USC
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PLANNING FACILITIES ISE310L SESSION 3 PERFORMANCE, JANUARY 23, 2008 OUTLINE Roll Questions? Chapter 2 - Performance Geza P. Bottlik Page 1 FACILITIES PLANNING ISE310L SESSION 3 PERFORMANCE, JANUARY 23, 2008 Performance - Introduction Competitive Strategy set of customers' needs that a company seeks to satisfy through its products and services All functions play a role and have their own strategies...
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PLANNING FACILITIES ISE310L SESSION 3 PERFORMANCE, JANUARY 23, 2008
OUTLINE
Roll
Questions? Chapter 2 - Performance
Geza P. Bottlik
Page 1
FACILITIES PLANNING ISE310L SESSION 3 PERFORMANCE, JANUARY 23, 2008
Performance - Introduction Competitive Strategy set of customers' needs that a company seeks to satisfy through its products and services All functions play a role and have their own strategies Supply chain and competitive strategies must fit together to form a coordinated strategy
Geza P. Bottlik
Page 2
FACILITIES PLANNING ISE310L SESSION 3 PERFORMANCE, JANUARY 23, 2008
Performance Achieving competitive fit How is competitive fit achieved in three steps: By understanding the uncertainties in customers' needs and the supply chain By understanding the supply chain's capabilities
By matching the strategies
Geza P. Bottlik
Page 3
FACILITIES PLANNING ISE310L SESSION 3 PERFORMANCE, JANUARY 23, 2008
Performance - Uncertainties Quantity Response time
Variety
Service level Price
Rate of innovation
Geza P. Bottlik
Page 4
FACILITIES PLANNING ISE310L SESSION 3 PERFORMANCE, JANUARY 23, 2008
Performance Uncertainties Rate of innovation
This 'telephone' has too many shortcomings to be seriously considered as a means of communication. The device is inherently of no value to us." - Western Union internal memo, 1876.
"I think there is a world market for maybe five computers." - Thomas Watson, chairman of IBM, 1943.
Computers in the future may weigh as little as 1.5 tons." - Popular Mechanics, forecasting the relentless march of science, 1944 "640K ought to be enough for anybody." - Bill Gates, 1981. "But what . . . is it good for?" - Engineer at the Advanced Computing Systems Division of IBM, 1968, commenting on the microchip.
Geza P. Bottlik
Page 5
FACILITIES PLANNING ISE310L SESSION 3 PERFORMANCE, JANUARY 23, 2008
Performance Uncertainties Rate of innovation
"There is no reason anyone would want a computer in their home." - Ken Olson, president, chairman and founder of Digital Equipment Corp., 1977. The concept is interesting and well-formed, but in order to earn better than a 'C,' the idea must be feasible." - A Yale University management professor in response to Fred Smith's paper proposing reliable overnight delivery service. (Smith went on to found Federal Express Corp.)
Who the hell wants to hear actors talk?" H.M. - Warner, Warner Brothers, 1927. "I'm just glad it'll be Clark Gable who's falling on his face and not Gary Cooper." - Gary Cooper on his decision not to take the leading role in "Gone With The Wind."
Geza P. Bottlik
Page 6
FACILITIES PLANNING ISE310L SESSION 3 PERFORMANCE, JANUARY 23, 2008
Performance Uncertainties Rate of innovation
We don't like their sound, and guitar music is on the way out." Decca Recording Co. rejecting the Beatles, 1962. "Heavier-than-air flying machines are impossible." - Lord Kelvin, president, Royal Society, 1895.
"Airplanes are interesting toys but of no military value." - Marechal Ferdinand Foch, Professor of Strategy, Ecole Superieure de Guerre. "Drill for oil? You mean drill into the ground to try and find oil? You're crazy." - Welldrillers who Edwin L. Drake tried to enlist to his project to drill for oil in 1859. "Louis Pasteur's theory of germs is ridiculous fiction". - Pierre Pachet, Professor of Physiology at Toulouse, 1872.
Geza P. Bottlik
Page 7
FACILITIES PLANNING ISE310L SESSION 3 PERFORMANCE, JANUARY 23, 2008
Performance - Uncertainty Demand uncertainty customers' demand for a product Implied demand uncertainty the portion of the uncertainty that the supply chain must handle
Geza P. Bottlik
Page 8
FACILITIES PLANNING ISE310L SESSION 3 PERFORMANCE, JANUARY 23, 2008
Performance - Responsiveness Wide ranges of quantities Short lead times
Large variety
Innovation Service level
Supply uncertainty
Responsiveness comes at a cost
Geza P. Bottlik
Page 9
FACILITIES PLANNING ISE310L SESSION 3 PERFORMANCE, JANUARY 23, 2008
Performance Strategic fit
Match the supply chain's responsiveness to the implied uncertainty of supply and demand Balance between responsiveness and effectiveness (cost)
Geza P. Bottlik
Page 10
FACILITIES PLANNING ISE310L SESSION 3 PERFORMANCE, JANUARY 23, 2008
Performance Product Life Cycle Demand uncertain to relatively certain Margins from high to low
Available essential early to capture the market
Price unimportant to important
Geza P. Bottlik
Page 11
FACILITIES PLANNING ISE310L SESSION 3 PERFORMANCE, JANUARY 23, 2008
Performance Inter-company Scope A strategic fit between companies in a supply chain is important because competition is shifting: From company vs. company To supply chain vs. supply chain
Geza P. Bottlik
Page 12
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