Outsourcing af produktion

Transkript

1 ATV Temamøde Konstruktion & Produktion Outsourcing af produktion Teoretiske overvejelser Økonomi og Kompetence Aktuelle distributionsstrategier Forskningsresultater Lektor, Poul Erik Christiansen, Erhvervsforsker Copenhagen Business School

2 Intraorganizational integration The focal company Information flow (demand) Suppliers Procurement Operations Distribution Integration of logistics aktivities Customers Material flow (supply)

3 Interorganizational integration Virksomheder - et led i en Forsyningskæde Upstream Downstream Tier 2 suppliers Tier 1 suppliers Tier 1 customers Tier 2 customers The Focal Company Supply side Logistics Supply chain management Demand side

4 Outsourcing of supply activities Suppliers System- Supplier Production Full-service Purchasing Level 4 Inventory Management Level 3 Warehousing Level 2 Service Transportation Level 1 Increased integration of suppliers Transactions Functions

5 VERTIKAL KONKURRENCE Marked Integration Netværk Virtuel HORISONTAL KONKURRENCE

6 Transaktionsomkostninger Begrænset rationalitet Opportunisme Transaktionsspecifikke investeringer

7 I hvilket omfang er der specifikke investeringer? Transaktionsomkostninger Partnerskab Samarbejde Exit-strategi Niveau af leverandørstyring Lager Transport Indkøb Lagerstyring Produktion

8 Supply Chain Design- Three elements 1. Insourcing/OutSourcing The Make/Buy or Vertical Integration Decision 2. Supplier Selection Choice of suppliers and partners for the chain 3. The Contractual Relationship Arm s length, joint venture, long-term contract, strategic alliance, equity participation, etc Fine, C. (1999)

9 Intermediate types of relationship Partnership Merger or acquisition Joint Strategic Minority Shared Product venture Alliance shareholding destiny life Purchase order Vertical integration Pure market Macbeth & Ferguson (1994)

10 Multiplesourcing og singlesourcing Outsourcingstrategi Inhouse Outsourcing Kerne - Kompetencer Komplementære Kompetencer Generiske kompetencer Organisatorisk læring Singlesourcing Leverandørsamarbejde Multiplesourcing Exitstrategi Transaktionsomkostninger Viden Pris

11 Identify Core Competencies 1. A core competence provides potential acces to a wide variety of markets 2. A core competence should make a significant contribution to the perceived customer benefits of the end product 3. A core competence should be difficult for competitors to imitate because of a complex harmonization of individual technologies and production skills Prahalad & Hamel (1990)

12 Produktdifferentiering Høj Logistisk effektivitet Volumenvarer Ikke kritiske varer Strategiske varer Flaskehalse Lav Kompleksitet Høj

13 Distribution - Local Production Denmark Local production Few customers France Company UK Spain Italy

14 Direct Distribution End users Company

15 Distribution Postponement and PLC curves Procurement Sub assembly Assembly Distribution Full Speculation Decentralised inventory Growth Supplier Customer Mature Supplier Direct distribution Customer Decline Supplier Make to Ordrer Customer Push-forecast Full Postponement Pull-ordering

16 Aktuelle kriterier Energipriser Miljøhensyn CO2 Finanskrise Dette betyder et stigende fokus på transportomkostninger!

17 How to choose the right strategy? Logistics Manufacturing Speculation Make to inventory Postponement Make to order Speculation Decentralized inventories Before ? Postponement Centralized inventories and direct distribution ? ? Pagh, J.D. & Cooper, M.C., 1998)

18 How to choose the right strategy? Logistics Speculation Decentralized inventories Postponement Centralized inventories and direct distribution Manufacturing Speculation Make to inventory Postponement Make to order Low production cost High inventory costs Low distribution costs High customer service Mid./high production costs Mid./high inventory costs Low distribution costs Mid./high customer service Low production cost Low/mid. inventory costs High distribution costs Low/mid. customer service Mid./high production cost Low inventory costs High distribution costs Low customer service Pagh, J.D. & Cooper, M.C., 1998)

19 Supply Chain Design Functional products Innovative products Efficient supply chain Cost focus Utilization of facility Minimize inventory Reduce lead time Without incresing costs Arm lengsth relations Basic needs Predictable demand Low product variety Low profit margins Long lead time Responsive supply chain Quick response Buffer capacity Buffer stocks Reduce lead time Partnerships Postphone strategy Short lifecycle Unpredictable demand High product variety High profit margins Short lead time Fisher, M. L. (1997)

20 Strategic outsourcing program Identification & Assesment Phase 1 Market research Preliminary assesment Potential sup plier list Market benchmark Performance management Phase 4 Supplier report Post contract review Continuous improvement Supplier valid ation Customer focus Phase 2 Detailed audit Confidentially agreement Approved supplier list Audit & approvel Continuous improvement opportunities Phase 3 Contract negotiation Kickoff meeting Execution Project execution Momme & Hvolby (2002)

21 Globale Forskningsresultater Praksis følger ofte ikke teoriens anbefalinger Forskellige sourcingkriterier for forskellige lande Omkostninger er primære kriterier: løn, logistikomkostninger og transaktionsomkostninger Fravalg skyldes: manglende erfaringer, dårlig etik, ringe leveringsservice, kulturelle forskelle. Geografisk nærhed og kulturelle forskelle: transaktionomkostninger, logistikomkostninger, læringskurver, agilitet, tilgængelighed Politiske faktorer: stabilitet, vilkår Leverandørvalg: Kvalitet og pålidelighed Oke, Maltz & Christiansen. (2009)

22 Outsourcingtendenser i mindre danske virksomheder ansatte Omkostningsminimering (løn) vigtigste målsætning Transaktionsomkostninger tages ikke i betragtning Fokuserer på egne kernekompetencer Tidligere erfaring med outsourcing er vigtig for valg af kriterier Tillid og kompetence er vigtige for valg af partnere Præst Knudsen, M. m.fl.(2005)

23 Anbefalinger Mål Strategi Miljøhensyn Høj servicegrad Høj agilitet Reducere løn, transaktions - og logistikomkostninger Minimer transportafstande Producer tæt ved kunden Samle forsyningskæden Logistisk postponement og effektive IOS systemer

24 Værdiskabelse Direkte funktioner Kort sigt Overskud og afkastningsgrad Indirekte funktioner Langt sigt Innovation (produktudvikling) Markedspotentiale (referencer) Pretest Viden om prognoser gennem logistisk integration

25 Leverandørsamarbejde Leverandørnetværk Partnerskaber

26 Karakteristika ved Exit- Voice samarbejde Exit samarbejde Skifter leverandør ved problemer Formel kommunikation Laveste pris er kriteriet Korttidskontrakt Kvalitetskontrol ved køber Opportunisme Voice- samarbejde Hjælper leverandøren ved problemer Uformel kommunikation Kompetence er kriteriet Langtidskontrakt Forebyggende kvalitetssamarbejde Win-Win situation

27 Partnerskaber Læring og kompetence Mindre vægt på kontrakter Udvikling af bånd: Tekniske (produkter, processer, informationsteknologi etc.) Administrative (forecast,lagerstyring, JIT etc.) Juridiske (kontrakter) Sociale (tillid)

28 Porteføljemodel over køber-leverandørrelationer Bensau (1999) Køberens Høj Køberafhængighed Strategisk partnerskab Transaktionsspecifikke Investeringer Lav Arm's length relation Leverandørafhængighed Lav Leverandørens Transaktionsspecifikke Investeringer Høj

29 Samarbejdsstrategier og værdiskabelse Høj Direkte værdiskabende Lav Customer Relationship Volumenvarer Arm`s længde Standardvarer Collaborative Planning Strategiske varer Supplier Relationship Kritiske varer Lav Inddirekte værdiskabende Høj Christiansen (2002)

30 The Need for Variation in Relationship Involvement Portfolio of Items High Importance of Purchasing Leverage items Long-term, Arm s-length Strategic items Long-term, intense Noncritic al items Short-term Arm s-length Bottleneck items Short-term intense Low Low Complexity of supply market High Ford et.al (2003) Kraljic (1983)

31 Network Structure and Processes The superimposed network of integrated links for all processes Procurement Manufacturing flow management Product development Demand management Pagh, J.D. (1997) Order fulfillment Customer service management

32 Supply Network Design Network structure Who are key members? Which Management Components should be implemented? Business Processes What processes should be linked? Based on Pagh, J.D. et al (1998)

33 Who are the key supply chain members? Focal company Members of the Focal Company s Supply Chain Non Members of the Focal Company s Supply Chain Supporting members Value-adding members Critical members Pagh, J.D. Et al.(1998)

34 Types of Partnerships Types of Interaction Arm's length Partnerships Joint venture Vertical Integration Low level Medium level High level of integration of integration of integration Frit efter Pagh, J.D. (1998)

35 Relative merits of broad versus narrow networks Advantage of broad networks Adaptable to change More switching opportunities Wider access to knowledge Hedge against uncertainty Cost competitive Advantage of narrow networks Collaborative innovation Rigid and strong Dense flows of information Higher confidentiality Shared destiny Harland (1996)