A Supply Chain Strategic Framework

1.Consider the supply chain involved when a customer purchases a book at a bookstore. Identify the cycles in
this supply chain and the location of the push/pull boundary.
2.Why should a firm such as Dell take into account total supply chain profitability when making decisions.
3.List some of the strategic, planning, and operational decisions that an aircraft manufacturer must make with
regards to it supply chain.
Achieving Strategic Fit in A Supply Chain
1.Give arguments to support the statement that Walmart has achieved good strategic fit between its
competitive and supply chain strategies. What challenges does it face as it works to open smaller format
stores?
2.What are some factors that influence implied uncertainty? How does the implied uncertainty differ between
an integrated aircraft manufacturer that measures lead times in months and requires large orders and a service
center that promises 24-hour lead times and sells orders by any size.?
3.For each of the five levers – capacity, inventory, time, information, and price – identify an example where a
supply chain has forecast on this lever to deal with uncertainty. In each case, identify reasons why you think it
is or is no and appropriate choice.
Supply Chain Drivers and Metrics
1.What are some industries in which products have proliferated and life cycles have shortened? How have the
supply chains in these industries adapted?
2.How can the full set of logistical and cross-functional drivers be used to create strategic fit for a cell phone
manufacturer targeting both time-sentive and price-concentration customers.
3.On which supply chain drivers should a firm trying to shrink its cash-to-cash cycle focus?