Strategic Supply Chain Planning (PowerPoint PPTX Slide Deck)

This PPT slide outlines the Schoemaker Technique, a structured approach to scenario planning that emphasizes defining the scope of strategy formulation. It is divided into 2 main phases: Scenario Building and Scenario Planning.

In the first phase, the focus is on establishing the foundational elements of strategy. Key activities include defining the scope of strategy formulation, identifying major stakeholders who will be affected or have influence, and recognizing current trends and key uncertainties. The process also involves constructing extreme scenarios to explore a wide range of potential outcomes. This phase stresses the importance of assessing the internal consistency and plausibility of these scenarios, ensuring they are representative of real-world conditions. Additionally, it highlights the need to identify research requirements for each scenario, which is crucial for informed decision-making.

The second phase transitions into applying quantitative models for forecasting and optimizing decisions under uncertainty. This involves describing decisions for various scenarios, integrating managerial judgment with insights gained from the previous phase. The emphasis here is on the practical application of the scenarios developed in Phase 1, allowing organizations to navigate uncertain futures more effectively.

Overall, the Schoemaker Technique provides a comprehensive framework for organizations looking to enhance their strategic planning processes. It encourages a thorough examination of uncertainties and stakeholder dynamics, ultimately leading to more robust decision-making capabilities.

This PPT slide outlines the initial phase of a strategic supply chain planning process, specifically focusing on scenario building. This phase is crucial for identifying potential decisions and the uncertainties that accompany them. It is divided into 2 main components: the Strategy Team and the Supply Chain Planning Team.

The Strategy Team, composed of senior managers, is tasked with pinpointing key issues, driving forces, and factors that contribute to uncertainty. Their role involves sketching out various business scenarios that may impact the supply chain. This foundational work sets the stage for informed decision-making in subsequent phases.

On the other hand, the Supply Chain Planning Team, consisting of planners, is responsible for developing or modifying an optimization model tailored to the supply chain. This includes identifying target acquisitions and potential locations for new plants or distribution centers. They also validate their models with insights from the strategy team, ensuring alignment with the broader objectives established in Phase 2 scenario planning.

A case sample featuring Acme Vinyl Co. illustrates the practical application of this phase. The company developed official future scenarios and recommendations aimed at reconfiguring its supply chain to reduce costs. The analysis included identifying possible locations for plant alterations or closures, along with a comprehensive review of 14 product families that resulted in several hundred products. This case highlights the importance of scenario planning in optimizing supply chain operations and minimizing costs.

Overall, this slide emphasizes the structured approach required in the early stages of supply chain planning, underscoring the collaboration between strategic and operational teams to navigate uncertainties effectively.

This PPT slide presents a comparative analysis of 3 distinct planning approaches: Strategic Planning, Strategic Supply Chain Planning, and Tactical Planning. Each approach is evaluated across 4 key dimensions: scope of decision making, decision horizon, flexibility to act, and possible tools utilized.

In the realm of scope of decision making, Strategic Planning encompasses the entire business model, focusing on broad, transformative changes. This contrasts with Strategic Supply Chain Planning, which hones in on specific operational decisions such as modifying capacity or outsourcing. Tactical Planning narrows the focus even further, dealing with immediate production decisions based on demand forecasts.

The decision horizon varies significantly among the three. Strategic Planning typically spans years, reflecting its long-term nature. Strategic Supply Chain Planning also operates over years, but with a more immediate focus on operational adjustments. Tactical Planning, however, is short-term, often measured in months or weeks, indicating a reactive approach to immediate needs.

Flexibility to act is highest in Strategic Planning, allowing for substantial changes in direction. Strategic Supply Chain Planning maintains a high level of flexibility, but is more constrained by operational realities. Tactical Planning offers medium flexibility, as it is often bound by existing operational frameworks and immediate demands.

Lastly, the tools employed differ markedly. Strategic Planning may rely on frameworks and lower-level analyses, while Strategic Supply Chain Planning utilizes specialized software tools. Tactical Planning employs advanced scheduling tools, indicating a reliance on technology for efficiency.

This slide effectively illustrates the varying scopes and methodologies of planning approaches, providing valuable insights for organizations looking to refine their strategic frameworks.