BIG DATA: DESARROLLO DE NUEVOS

PRODUCTOS EN LA FABRICA DE LA

REALIDAD

EL RETO DE LA TOMA DE DECISIONES INTELIGENTE Y EN TIEMPO REAL EN LA EXPERIENCIA DEL CONSUMIDOR A SCM PERSPECTIVE

¿CUÁNDO GANAN LAS EMPRESAS?

• Atraen

• Mantienen y

• Hacer crecer

EL RETO DE EMPRESAS PARA CRECER …

• ¿Cómo tener más

clientes?

• ¿Cómo mantenerlos por

mas tiempo?

• ¿Como incrementar el

valor de cada cliente

individual?

EL CAMINO PARA EL CAMBIO QUE

SE NECISITA EN LA GESTIÓN DE • Reconocimiento en las

tendencias

• Reconocimiento de

nuevos y mejores

paradigmas

• Un mejor entendimiento

es necesario para

efectivamente adaptar y

mejorar nuestro estilo de

dirección y gerencia

Head Healthiness

Hearth Happiness

SCM

SCM: INTEGRACION DE PROCESOS CLAVE DE NEGOCIOS

Information Flow

Production Management

Procurement

Demand Management

Customer Service Management

CRM

Suppliers 2nd Level

Suppliers 1st Level

Sup

ply

Ch

ain

Man

agem

ent

Bu

sin

ess

Pro

cess

es

Producción

Order Fulfillment

New Product Development

Returns

Customer Final Consumer

Source: Adapted from Cooper, Martha C., Douglas M. Lambert and Janus D. Pagh, “Supply Chain Management:More than a New Name for Logistics, The International Journal of Logistics Management, Vol 8, Nº 1(1997),p.10

Compras

Logística

Product Flow Production

R & D

Marketing Procurement Logistics

Finance

Manufacturer

EL PARADIGMA ACTUAL:

• SATISFACCIÓN DEL

CLIENTE

UN NUEVO PARADIGMA:

• CONFIANZA DEL

CLIENTE

• Producción a la carta – Una cuarta parte de los

productos que se venden en las tiendas seran fabricados en el punto de uso cuando se necesiten en impresoras de escritorio 3D.

– Cambios en las industrias de materias primas, logistica y retail

– Los clientes tienen una cultura de “lo quiero ahora y lo quiero barato”

LA TERCERA DECADA DEL

SIGLO XXI

Trends that influence SCM

complexity

Key issue in SCM failure

• Shortening of product life cycles

• Increased product variety

• Increase globalization scope and

scale

• Advances in IT

• Lack of fit of the overall company

strategy with the supply chain

strategy.

SUPPLY CHAIN FIT

Taken from Gal Raz, 2008

SUPPLY CHAIN STRATEGIES

DEMAND UNCERTAINTY

SUPPLY UNCERTAINTY

LOW FUNCTIONAL PRODUCTS

HIGH INNOVATIVE PRODUCTS

LOW STABLE PROCESS

Efficient supply chains

Responsive supply chains

HIGH EVOLVING PROCESS

Risk-hedging supply chains

Agile supply chains

Taken from Gal Raz, 2008

• Focus on higher cost efficiencies

• Eliminate non-value added

activities

• Getting the best capacity utilization

in production and distribution

• IT is key to increase efficiency

• Use lean operations, automation

and workflow streamlining to

improve productivity

EFFICIENT SUPPLY CHAINS

Taken from Gal Raz, 2008

• Focus on pooling and sharing

resources in a supply chain in

order to share risks of supply chain

disruption.

• Face uncertainties regarding

yielding, process reliability, supply

source and lead time as the

process evolves.

• Strategies used to cope with

uncertainties:

– Inventory pooling

– Multiple supply bases for

backup

RISK-HEDGING SUPPLY CHAINS

Taken from Gal Raz, 2008

• Focus on responsiveness and

flexibility

• Face a demand that is highly

unpredictable and short selling

seasons

• Use concepts like postponement

and build-to order strategies

RESPONSIVE SUPPLY CHAINS

Taken from Gal Raz, 2008

• Focus not only on responsiveness

and flexibility, but also hedge for

the risks of supply shortages and

disruptions

• Use pooling inventories and other

capacity resources

AGILE SUPPLY CHAINS

Taken from Gal Raz, 2008