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Value Chains and Alliance Networks

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Suppliers of suppliers rfepresent 50% of those costs ... M&S developed swimwear with its suppliers. Promoting cooperation between suppliers ... – PowerPoint PPT presentation

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Title: Value Chains and Alliance Networks


1
Value Chains and Alliance Networks
  • Jordan D. Lewis

2
Introduction
  • MS
  • Quality, cost, value, fast response to changing
    market demands
  • Depends on performance of
  • Garmet makers
  • Fabric producers
  • Fiber sources (e.g., Du Pont)
  • Suppliers account for 50 of costs
  • Suppliers of suppliers rfepresent 50 of those
    costs
  • Effective management of supplier relations gives
    a competitive edge
  • Chrysler
  • Every supplier will see itself as a partner of
    its customer
  • And its customers customer

3
Value chain management
  • Every firm may belong to more than one value
    chain
  • Suppliers of Motorola, Chrysler, Marks Spencer
    serve those firms rivals through seperate value
    chains
  • In effect, value chains of rivals compete
  • Value chain management becoming central to a
    companys business advantage

4
Choosing value chains
  • Performance of a value chain depends on
  • Appeal of a customer for a supplier compared to
    others
  • Purchasing power, rapid growth, good innovation
  • Conduct of the customers of the customer and
    other firms downstream
  • Consumer goods industry
  • Retailer-manufaturer relationship
  • Traditional arms length
  • Focus on price, shelf-space

5
Choosing value chains (contd)
  • Standard, traditional terms
  • Reduce the incentive for retailers to improve
    efficiencies (e.g., joint cost management)
  • Most consumer goods are price elastic Reduction
    in growth oppotunities
  • Du Pont and MS relationship as a counter case
  • Molex Supplier, customer or both?
  • Manage in both directions
  • Reduction in supply base
  • Giving suppliers clear descriptions of its
    objectives and those of its customers (e.g., HP,
    Ford, Motorola, Chrysler)

6
Innovating in the value chain
  • Traditional view of suppliers
  • Hierarchy
  • Direct suppliers rank first
  • Others distant in the hierarchy often unknown
  • High performance value-chain
  • Order of supply links depends on the best way to
    create value, reduce costs, and cycle time
  • Bypass the hierarchy to cooperate on new
    developments

7
M S example
  • 1st tier suppliers Garment makers
  • 2nd tier suppliers Fabric knitters, weavers,
    makers of buttons, belts, trimming, linings
  • 3rd tier suppliers Spinners, dyers, finishers,
    printers
  • 4th tier suppliers Fiber manufacturers

8
M S example (contd)
  • Textile attributes
  • Garment texture, aesthetics, construction,
    performance
  • MS deals with textile suppliers and their
    suppliers value (i.e., Courtaulds textile and
    garment makers are always ready in meetings)
  • Suppliers also innovate on their own initiative
  • Lycra A highly technical product that needs
    custom equipment
  • Du Pont partnering with machine manufacturers
  • Ensure textile buyers receive equipment best
    suited with Lycra

9
M S example (contd)
  • Examples of innovations in clothing
  • Machine-washable silk blouses
  • Developed by DuPont and Ciba Geigy
  • How fast does information travel along the
    supply-chain?
  • M S shares weekly sales and related data with
    all relevant suppliers
  • Advantage Quick reaction capability

10
M S example (contd)
  • To be the fashion leader
  • M S invites supplier presentations to its board
    of directors
  • Shares development plans, changing consumer
    values, and needs, etc. With suppliers
    especially Du Pont
  • Sharper insights on where the market is going
  • Ex Market data Swimsuits were becoming worn out
    in chlorinated pools
  • MS developed swimwear with its suppliers

11
Promoting cooperation between suppliers
  • Better view the value-chain as a network than as
    a set of vertically linked companies
  • Motorola
  • Daily inventory information available on line
  • Supplier adjustment to demand fluctuations
  • Suppliers benchmark against excellent firms to
    reduce cycle-time
  • A small group of suppliers that were not rivals
  • Information, skill, best practice sharing

12
Promoting cooperation between suppliers (contd)
  • Philips
  • Annual town meetings to leverage total TV set
    performance
  • All relevant suppliers and function managers
    involved
  • (i.e., wire connector, projection lense and TV
    screen suppliers)
  • Annual new product and technology meeting
  • Design, quality, engineering, production,
    purchasing, materials control and their
    counterpart suppliers
  • A joint vision of product performance and how
    parts contribute to that
  • Contribuets to production costs and performances
  • A new method of assembling TV sets

13
Promoting cooperation between suppliers (contd)
  • Motorola
  • Seiko and Automatix collaboration for vision
    systems
  • Seiko best in robots, Automatix best for vision
    systems
  • Conceptual design facility visits
  • Tenfold improvement in the automated vision
    systems of Motorola
  • Entire development effort baased on trust
  • No formal contracts until the system was complete

14
Linking rival supplier firms
  • Cannot share as much information as non-rivals
  • Cooperate when benefits outweigh risks
  • MS food suppliers exchange notes on safety
  • Visit each others factory Cooperate on quality,
    safety, service, safety-related technology
  • No discussion of product innovation, pricing,
    profits

15
A committed supply base
  • MS helps its suppliers to keep up
  • Technical assistance
  • Manufacturing equipment
  • Necessary skills, training
  • Prototype garments
  • In return, suppliers help MS to meet difficult
    times
  • 1992 recession in UK
  • Price-cuts Outstanding value campaign
  • Working closely with suppliers of core products

16
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