MIT Sloan Management Review

Operations Management and Research

Effective Supply Chain Management

By Tom Davis

July 15, 1993

IN A TIME OF SHORTENING PRODUCT LIFE CYCLES, COMPLEX CORPORATE JOINT VENTURES, AND STIFFENING REQUIREMENTS FOR CUSTOMER SERVICE, IT IS NECESSARY TO consider the complete scope of supply chain management, from supplier of raw materials, through factories and warehouses, to demand in a store for a finished product. Hewlett-Packard has developed a framework for addressing the uncertainty that plagues the performance of suppliers, the reliability of manufacturing and transportation processes, and the changing desires of customers. The author describes several cases in which entire product families have been reevaluated in a supply chain context. The methodology he presents should help others to manage their own supply chains more successfully.

Supply chain management is a frequently encountered phrase these days, as managers strive to improve factory performance. The trouble is that all too often the real meaning is lost. Instead, a casual observer might interpret the activities at the factory as evidence of an intensive effort to improve supplier management.

Good supplier management, while praiseworthy, does not constitute good supply chain management without a concurrent effort to manage the rest of the aspects of delivering products to customers. In this article, I will present a complete supply chain management methodology. This approach, developed at Hewlett-Packard, will enable a manufacturing operation to better manage its supply chain, ultimately improving customer satisfaction levels while reducing overall costs.

Hewlett-Packard has successfully used this methodology and is making efforts to implement the practice of good supply chain management at all its divisions. HP identified the need to improve its process for manufacturing and delivering products to customers as profit margins suffered pressure from increasing competition. Other factors have contributed to a renewed focus, namely:

  • More instances of multisite manufacturing, where several independent entities are involved in the production and delivery process;
  • Increasingly cut-throat marketing channels, such as independent computer dealers;
  • The maturation of the world economy, with heightening demand for “local” products;
  • Competitive pressures to provide exceptional customer service, including quick, reliable delivery.

HP’s methodology has led to major changes in the way it does... To read the complete article, login or sign-up using the form below.

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