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26 Cards in this Set
- Front
- Back
Relative to its competitors, the set of customer needs that it seeks to satisfy through its products and services. |
Competitive Strategy
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competitive strategy is defined based on how the customer prioritizes these four things: |
product cost, delivery time, variety, and quality. |
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A typical value chain consists of these five core processes or functions that must be performed for a successful sale: |
new product development, marketing and sales, operations, distribution, and service |
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The strategy that specifies the portfolio of new products that a company will try to develop |
product development strategy |
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The strategy that specifies how the market will be segmented and how the product will be positioned, priced, and promoted. |
marketing and sales strategy |
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Consistency between the customer priorities that the competitive strategy hopes to satisfy and the supply chain capabilities that the supply chain strategy aims to build. |
Strategic Fit |
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What are the three steps of achieving strategic fit? |
1) Understanding the customer and supply chain uncertainty 2) Understanding the supply chain capabilities 3) Achieving strategic fit |
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customer demand from different segments varies along these several attributes: |
*The quantity of the product needed in each lot; *The response time that customers are willing to tolerate *The variety of products needed *The service level required *The price of the product *The desired rate of innovation in the product |
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Demand uncertainty imposed on the supply chain because of the customer needs it seeks to satisfy. |
implied demand uncertainty |
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Reflects the uncertainty of customer demand for a product. |
Demand uncertainty |
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Two products with low demand uncertainty |
Salt and pasta |
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A product with high implied demand uncertainty |
New cell phone |
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Uncertainty from the customer and the supply chain combined and mapped |
implied uncertainty spectrum. |
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Supply chain responsiveness includes a supply chain’s ability to do the following: |
*Respond to wide ranges of quantities demanded *Meet short lead times *Handle a large variety of products *Build highly innovative products *Meet a high service level *Handle supply uncertainty |
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The inverse of the cost of making and delivering a product to the customer. |
Supply chain efficiency |
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The curve showing the lowest possible cost for a given level of responsiveness. |
The cost-responsiveness efficient frontier |
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Requires sharing some links in the supply chain with some products, while having separate operations for other links |
Tailoring the supply chain |
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The functions within the firm and stages across the supply chain that devise an integrated strategy with an aligned objective. |
Scope of strategic fit |
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Each stage of the supply chain devising strategy independently. |
The intraoperation scope |
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Aligning operations within a function. |
Intrafunctional Scope |
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Expanding the scope of strategic fit and aligning strategy across all functions within the firm. |
The interfunctional scope |
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The Maximize Supply Chain Surplus View |
Intercompany Scope |
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A firm’s ability to achieve strategic fit when partnering with supply chain stages that change over time. |
Agile intercompany scope |
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The biggest challenges to maintaining strategic fit? |
Growth in product variety and the decrease in the life cycle of many products. |
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What has increased both the opportunities and risks for supply chains? |
Globalization |
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Over the past several decades, have firms become more or less vertically integrated. |
Less |