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Encontrei este artigo "Make Promises that Turn Customers into Loyal Allies Aligning the value propositions in your supply chain gives you that special market identity that keeps customers coming back for more" no "Supply Chain Strategy", uma newsletter do MIT Center for Transportation and Logistics de Outubro de 2006.
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Muitas empresas, sobretudo nos tempos que correm, quando seleccionam um fornecedor só têm em mente um critério: QCD
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Quality (Conformance)
Cost
Delivery
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Pior, alguns fornecedores também embarcam na onda...
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"Your trading partners should support a supply chain that delivers the value proposition that defines you in the marketplace.
Such a supply chain can be created by mixing and matching the value propositions of suppliers to establish the combination that best serves your business objectives. To do this you must have an intimate knowledge of the promises your suppliers make to their customers — including you. Armed with this information, you can map your supply chain according to the set of value propositions upon which it is based, and the one you ultimately want to present to your customers."
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Um exemplo:
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"For example, British apparel company Daks has a distinctive market identity that is a function of the collaborative network of enterprises that supply the company.
It designs, manufactures and sells apparel under the Daks label. Daks’ products, which are linked to a classic and elegant British heritage, are tailored and produced to high specifications in limited quantities.
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These products compete with prestigious designers’ houses such as Chanel, Armani and Prada.
Daks’ supply chain is characterized by its high product variety and low production volumes. Its design flexibility is high; every six months Daks launches a complete new collection.
For this reason, it has frequent changes to its operational schedules. Its outsourcing strategy is limited to accessories and a few standard materials.
Daks has close communication and coordination with some suppliers, such as Arthur Bell, B&L and London Badges, on the design of new materials (cloths, buttons and yarns). The development of a new material takes up to four months before it is accepted, and so the material costs are generally high. (Moi ici: Poupar dinheiro, apostar na eficiência onde se deve ser eficaz, para fazer a diferença, não é sensato) In contrast, Daks’ relationship with other suppliers that provide standard materials (such as Botto) is limited to a simple buying and selling transaction.
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The value creation process of Daks’ supply chain is complex. For example, the cloth supply chain follows two
different strategies:
1. The B&L-Arthur Bell-Daks chain is focused on the design of new cloths,which are generally patented. B&L operates in a Brand Manager strategy; it spins and dyes yarns following Arthur Bell’s instructions. Thus,Arthur Bell,which is an Innovator,works in close collaboration with Daks in the design of new cloths, combining yarns to produce innovative cloths (with exclusive colors, styles, textures and finishes). A new cloth design process takes up to four months and its cost is generally high. Then, Daks, following a Brand Manager strategy, designs and manufactures a high variety of apparel on a low-volume basis. Once the garments are finished, they are distributed to exclusive retailers,which also operate as Brand Managers.
2. The Sudwollen-Botto-Daks chain is focused on the acquisition of high standard cloths. Daks’ supply chain speeds up its design and operations processes by buying predesigned cloths from Botto,which is an Italian Brand Manager.
The buttons supply chain runs similarly to the cloth one. London Badge, which follows a Technological Integrator’s strategy, customizes buttons for Daks’ exclusive apparel. The designs of these buttons are developed by Daks with the support and expertise of London Badge. These expensive buttons are used for the external part of the garments. Meanwhile another button supplier, Stern, which follows a Price Minimizer’s strategy, provides simple and cheap buttons. These buttons are used for the internal part of the garments. In contrast to London Badge, Stern is not a strategic member of Daks’ supply chain because it does not hold core capabilities or core products within the supply chain.
The overall value proposition of Daks’ supply chain is Brand Manager."
"The combinations of value propositions, strategic competencies and capabilities from different members of its supply chain create a unique value creation process for Daks. Many organizations would benefit from such a strategic analysis of the components of their supply chains using the value matrix."
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Como perguntava Jonathan Byrnes "You only have one supply chain?"
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