Differentiation Strategies
Simply stated, this strategy refers to the extent to which the supply chain approach of a particular company may be different and unique and thus differentiate it from those of competing organizations. The basic concept underlying differentiation is to see that supply chain capabilities are viewed by customers as being sufficiently effective and unique to distinguish an organization in the marketplace. At the same time, those customers may hopefully be willing to pay a premium price for the product or service offerings that are involved. While supply chain capabilities may have been regarded traditionally as part of the "augmented" or "value-added" product or service, successful organizations today may count supply chain excellence as part of their core capabilities.
To a large extent, differentiation materializes in some combination of price and service. Although supply chains may strive for differentiation in many ways, this section will elaborate briefly on elements of time-based strategies, ones that typically have short- and long-term positive effects on levels of customer service that are delivered by supply chains.
Time-Based Strategies
The value of time can be measured in a number of different ways. For example, adapting an inventory model to include alternative means of transportation can demonstrate that transportation choices that result in faster, more consistent transit times can help to reduce inventory and warehousing costs. Even though a faster mode of transportation may be more expensive, the net impact of savings in inventory and warehousing costs would be a reduction in total costs. This is an example of an effective strategy that is based on the tradeoffs between transportation, inventory, and warehousing costs. Coupled with improved speed and lessened variability of transit times, these impacts will help to reduce the length of the "cash-to-cash" cycle that is experienced. This metric is becoming one of the more sought-after measures of overall supply chain performance.
Reducing Cycle Time
Reductions in cycle time are based on three factors: processes, information, and decision making. If SCM is viewed as a series of processes, then those processes being performed faster will reduce cycle time, with the associated benefits already mentioned.
Another important source of reductions in cycle time is faster provision of information. The utilization of faster, more efficient forms of order transmission can significantly reduce the time needed to complete the transaction. Also, the use of contemporary information technologies is becoming increasingly attractive as technology costs have been declining significantly. The final factor in reducing cycle time is decision making. The critical issue is to empower individuals to make decisions relevant to their areas of expertise and responsibility.
Time-Reduction Logistics Initiatives
It is imperative for firms to develop the ability to know where all products may happen to be at any point in time. Interest has grown recently in the area of leveraging the power of effective demand planning and forecasting to more meaningfully move from "push" to "pull.". Recent interest in collaborative planning, forecasting, and replenishment (CPFR) also serves as an example of a highly useful, contemporary technology.
Increasingly, companies continue to change from the traditional push approach to a pull approach, which is a demand-responsive system. The switch requires a major change in corporate culture that is frequently difficult to achieve.
Overall, leading-edge companies have used a number of initiatives to improve their competitive position by reducing cycle time, thus producing significant benefits in terms of efficiency and effectiveness.