Supply Chain Processes (DP IB Business Management)

Revision Note

Flashcards
Lisa Eades

Written by: Lisa Eades

Reviewed by: Steve Vorster

Local & Global Supply Chains

  • Supply chain management (SCM) coordinates and schedules manufacturing to ensure that products are produced efficiently, on time and in the quantities needed

    • It refers to all stages from obtaining materials and components to delivery of the product to the end consumer

      • Stock control: planning, implementing and monitoring the movement of raw materials, components, work-in-progress and finished goods

      • Quality control: ensuring output meets standards so that the end product is safe and meets customer expectations

      • Transport networks: ensuring efficient deliveries of good to customers taking account of speed, reliability and costs

      • Supplier networks: developing strong relationships with suppliers willing to work collaboratively to improve quality

  • Global supply chains require these activities to be coordinated across international borders

    • Some stages can be completed at lower cost in other countries

      • China has a reputation for producing high quality, low-cost electronics components

      • Labour-intensive processing such as clothes manufacturing is outsourced to countries with low labour costs such as Vietnam

    • Scarce raw materials may only be available in certain countries/regions

      • For example, more than half of the world's cobalt - an important raw material required in the manufacture of mobile phones - comes from the Democratic Republic of Congo

Just-in-time (JIT) Versus Just-in-case

  • Just in Time involves stocks (raw materials and components) being delivered to a business as and when they are needed to be used in the production process

  • Just in Case involves holding spare (buffer) stock to ensure that there is always more than enough stock to meet production requirements

A Comparison of Just in Time and Just in Case Approaches

Approach

Just in Time

Just in Case

Stock Levels

  • Minimal stock levels

  • Materials are ordered and delivered just in time for production

  • Less need for storage space so lower security costs

  • Buffer stock is held

  • Protects against unexpected increases in demand, supply chain disruptions or production delays

  • Aims to prevent stockouts 

Costs

  • Minimises stockholding costs 

  • Reduced wastage through obsolescence

  • Bulk-buying discounts are unlikely

  • Larger storage facilities increases indirect costs

  • Holding obsolete or slow-moving stock items can be costly

  • Risk of wastage through damage or theft

Flexibility

  • Emphasis on efficiency and ability to respond to changes in demand

  • Needs reliable and efficient suppliers

  • A safety net against unexpected changes in demand or supply

  • Less responsive to market change as buffer stock needs to be used up before new products can be made

Examiner Tip

The approach to stock management will often depend upon key decision makers' attitude to risk

Holding little or no stock means that a business is at greater risk from external factors outside of its control - a willingness to accept and develop systems that minimise these risks makes it more likely that just in time will be adopted by a business

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Lisa Eades

Author: Lisa Eades

Expertise: Business Content Creator

Lisa has taught A Level, GCSE, BTEC and IBDP Business for over 20 years and is a senior Examiner for Edexcel. Lisa has been a successful Head of Department in Kent and has offered private Business tuition to students across the UK. Lisa loves to create imaginative and accessible resources which engage learners and build their passion for the subject.

Steve Vorster

Author: Steve Vorster

Expertise: Economics & Business Subject Lead

Steve has taught A Level, GCSE, IGCSE Business and Economics - as well as IBDP Economics and Business Management. He is an IBDP Examiner and IGCSE textbook author. His students regularly achieve 90-100% in their final exams. Steve has been the Assistant Head of Sixth Form for a school in Devon, and Head of Economics at the world's largest International school in Singapore. He loves to create resources which speed up student learning and are easily accessible by all.