01. Introduction to the ePM

Paul Fox: 01. Introduction to the ePM

Paul Fox — Tue, 02 May 2006 23:06:54 +0000

Purpose / Objective

The purpose of the esca Progression Model (ePM) is to provide a strategic framework and common language for the design and improvement of supply chains and supply chain relationships in the electronics industry community.

Characteristics

Common Language. The model is intended to provide a common language for in depth discussions between supply chain partners and the electronics supply chain community.

Strategic in Nature. The model is strategic in nature. It helps define the strategic rationale and best practices behind a particular choice of supply chain. It helps you set direction. It is not the intention of the model to describe supply chain contracts or processes in a line by line or step by step manner.

Relationship Based. The model inherently considers “relationships” within the supply network. Several of the dimensions are specifically about how we work with partners rather than what we do within the four walls of the organization. These relationships can range from simple supply relationships to turn-key outsourcing.

Non Judgmental. The model tries not to judge a particular decision as “good” or “bad”. For example neither “in house” or “outsourced” is considered best in a particular situation. The highest level is not the “best level”, it is merely the highest level of sophistication needed to manage a particularly complex supply chain or relationship. For many other supply chains or relationships, a lower level of sophistication may be best. However, the model does imply that it is good supply chain practice to make explicit decisions based on all the factors considered in the model. Moreover, some “best practices” in supply chain may be implicit in the model. The model does not attempt to set standards.

Recognizes the Characteristics of the Electronics Supply Chain:

Build-to-order demand in hours or days for products that are dependent on build-to-forecast semiconductors in weeks or months
Tradional market-maker channel masters driving demand are dependent on enormously capital intensive semiconductor silicon foundry decisions for supply
Volatile consumer trends and short time to market on the demand side with long design times and NPI of IP essential semiconductors
Intellectual property embedded in both the end product and the silicon.
Differentiation between high IP, high cost components and commodities.
Extremely short product life-cycles and often inherently long development/approval cycles.
The adoption of extreme forms (whole of product or whole of life) of outsourcing, e.g. ODM, contract design and manufacturing etc where their is competition with the competition for the very sources of production.

Uses of the ePM:

Provides a vocabulary for shared communication across companies and functions.
To assess the overall level of supply chain sophistication of an organization. In this case we are looking at the top-most level used within the organization in all its supply chain relationships.
To assess the overall level of supply chain sophistication in a particular supply chain or particular supply chain relationship.
Assist in the planning and establishment of new or improved supply chains.
Discuss developments and trends within electronics supply chain management.
Enable participants in a supply chain to understand the drivers and constraints in another part of the supply chain (e.g. to enable a 3PL to understand the point of view of a semiconductor manufacturer).
Serves as a guide for planning and prioritizing key business improvements.
Help identify the contributors and risks to be considered for cost-benefit and ROI calcualtions.

Structure of the Model

The model is a grid. Down the left hand side are “Dimensions”. Across the top are “Levels” which represent a degree of management required to manage a particular supply chain.

Dimensions

The structure and grouping of the dimesions are designed to make the ePM practical to use (rather than be a list of abstract concepts).

The dimensions flow from the top down to represent a logical progresion. The dimensions start with the definition of business objectives, then the risks to acheiving those objectives, then the processes, then the organisation, and ending in tool selection. The final dimension emphasizes the importance of continuous improvement.

This might be the manner in which you would design the supply chain or form a supply chain relationship with a new partner. Of course this would be an iterative process, since the dimensions are so highly related.

Beacause the dimensions are so highly related, pulling them into a one dimensional list is a compromise. However, each of the dimensions has a definition that also helps show the links to the other dimensions.

Levels

Each level is a progression from the previous level. Meeting the conditions of each level is an enabler of advancement to the next level..

An organization need not progress to the next level until and unless that level is justified by relevant factors; e.g. environment, complexity, risk, relationships, available budget, ROI etc. The appropriate level should be selected for the particular case.

A large company operating in the electronics space will ideally have at least some programs or relationships at which the highest level has been attained.

Future Additions

“Playbook” for using the ePM
Relationship of the ePM to the SCOR model

Paul Fox: 01. Introduction to the ePM

Paul Fox — Tue, 02 May 2006 20:17:02 +0000

Purpose / Objective

Characteristics

Common Language. The model is intended to provide a common language for in depth discussions between supply chain partners and the electronics supply chain community.

Recognizes the Characteristics of the Electronics Supply Chain:

Build-to-order demand in hours or days for products that are dependent on build-to-forecast semiconductors in weeks or months
Tradional market-maker channel masters driving demand are dependent on enormously capital intensive semiconductor silicon foundry decisions for supply
Volatile consumer trends and short time to market on the demand side with long design times and NPI of IP essential semiconductors
Intellectual property embedded in both the end product and the silicon.
Differentiation between high IP, high cost components and commodities.
Extremely short product life-cycles and often inherently long development/approval cycles.
The adoption of extreme forms (whole of product or whole of life) of outsourcing, e.g. ODM, contract design and manufacturing etc where their is competition with the competition for the very sources of production.

Uses of the ePM:

Provides a vocabulary for shared communication across companies and functions.
To assess the overall level of supply chain sophistication of an organization. In this case we are looking at the top-most level used within the organization in all its supply chain relationships.
To assess the overall level of supply chain sophistication in a particular supply chain or particular supply chain relationship.
Assist in the planning and establishment of new or improved supply chains.
Discuss developments and trends within electronics supply chain management.
Enable participants in a supply chain to understand the drivers and constraints in another part of the supply chain (e.g. to enable a 3PL to understand the point of view of a semiconductor manufacturer).
Serves as a guide for planning and prioritizing key business improvements.
Help identify the contributors and risks to be considered for cost-benefit and ROI calcualtions.

Structure of the Model

The model is a grid. Down the left hand side are “Dimensions”. Across the top are “Levels” which represent a degree of management required to manage a particular supply chain.

Dimensions

The structure and grouping of the dimesions are designed to make the ePM practical to use (rather than be a list of abstract concepts).

Levels

Each level is a progression from the previous level. Meeting the conditions of each level is an enabler of advancement to the next level..

A large company operating in the electronics space will ideally have at least some programs or relationships at which the highest level has been attained.

Future Additions

“Playbook” for using the ePM
Relationship of the ePM to the SCOR model

John La Bouff: 1. Introduction to the ePM

John La Bouff — Tue, 02 May 2006 16:26:50 +0000

Purpose / Objective

Characteristics

Common Language. The model is intended to provide a common language for in depth discussions between supply chain partners and the electronics supply chain community.

Strategic in Nature. The model is strategic in nature. It helps define the strategic rationale and best practices behind a particular choice of supply chain. It is not the intention of the model to describe supply chain contracts or processes in a line by line or step by step manner. It helps you set ~~direction. It is not the intention of the model to describe supply chain contracts or processes in a line by line or step by step manner.~~direction.

Recognizes the Characteristics of the Electronics Supply Chain:

Build-to-order demand in hours or days for products that are dependent on build-to-forecast semiconductors in weeks or months
Tradional market-maker channel masters driving demand are dependent on enormously capital intensive semiconductor silicon foundry decisions for supply
Volatile consumer trends and short time to market on the demand side with long design times and NPI of IP essential semiconductors
Intellectual property embedded in both the end product and the silicon.
Differentiation between high IP, high cost components and commodities.
Extremely short product life-cycles and often inherently long development/approval cycles.
The adoption of extreme forms (whole of product or whole of life) of outsourcing, e.g. ODM, contract design and manufacturing etc where their is competition with the competition for the very sources of production.

Uses of the ePM:

Provides a vocabulary for shared communication across companies and functions.
To assess the overall level of supply chain sophistication of an organization. In this case we are looking at the top-most level used within the organization in all its supply chain relationships.
To assess the overall level of supply chain sophistication in a particular supply chain or particular supply chain relationship.
Assist in the planning and establishment of new or improved supply chains.
Discuss developments and trends within electronics supply chain management.
Enable participants in a supply chain to understand the drivers and constraints in another part of the supply chain (e.g. to enable a 3PL to understand the point of view of a semiconductor manufacturer).
Serves as a guide for planning and prioritizing key business improvements.
Help identify the contributors and risks to be considered for cost-benefit and ROI calcualtions.

Structure of the Model

The model is a grid. Down the left hand side are “Dimensions”. Across the top are “Levels” which represent a degree of management required to manage a particular supply chain.

Dimensions

The structure and grouping of the dimesions are designed to make the ePM practical to use (rather than be a list of abstract concepts).

Levels

Each level is a progression from the previous level. Meeting the conditions of each level is an enabler of advancement to the next level..

A large company operating in the electronics space will ideally have at least some programs or relationships at which the highest level has been attained.

Future Additions

“Playbook” for using the ePM
Relationship of the ePM to the SCOR model

Dean Strausl: 1. Introduction to the ePM

Dean Strausl — Mon, 01 May 2006 22:15:04 +0000

Purpose / Objective

Characteristics

Common Language. The model is intended to provide a common language for in depth discussions between supply chain partners and the electronics supply chain community.

Recognizes the Characteristics of the Electronics Supply Chain:

Build-to-order demand in hours or days for products that are dependent on build-to-forecast semiconductors in weeks or months
Tradional market-maker channel masters driving demand are dependent on enormously capital intensive semiconductor silicon foundry decisions for supply
Volatile consumer trends and short time to market on the demand side with long design times and NPI of IP essential semiconductors
Intellectual property embedded in both the end product and the silicon.
Differentiation between high IP, high cost components and commodities.
Extremely short product life-cycles and often inherently long development/approval cycles.
The adoption of extreme forms (whole of product or whole of life) of outsourcing, e.g. ODM, contract design and manufacturing etc where their is competition with the competition for the very sources of production.

Uses of the ePM:Use Cases:

Provides a vocabulary for shared communication across companies and functions.
To assess the overall level of supply chain sophistication of an organization. In this case we are looking at the top-most level used within the organization in all its supply chain relationships.
To assess the overall level of supply chain sophistication in a particular supply chain or particular supply chain relationship.
Assist in the planning and establishment of new or improved supply chains.
Discuss developments and trends within electronics supply chain management.
Enable participants in a supply chain to understand the drivers and constraints in another part of the supply chain (e.g. to enable a 3PL to understand the point of view of a semiconductor manufacturer).
Serves as a guide for planning and prioritizing key business improvements.
Help identify the contributors and risks to be considered for cost-benefit and ROI calcualtions.

Structure of the Model

The model is a grid. Down the left hand side are “Dimensions”. Across the top are “Levels” which represent a degree of management required to manage a particular supply chain.

Dimensions

The structure and grouping of the dimesions are designed to make the ePM practical to use (rather than be a list of abstract concepts).

Levels

Each level is a progression ~~from~~ on the previous level. Meeting the conditions of each level is an a ~~enabler~~prerequisit of advancement to the next level..

An ~~organization~~ organisation need not progress to the next level ~~until and~~ unless that level is justified by ~~relevant factors;~~ the appropriate decision factors, e.g. ~~environment,~~ environemnt, complexity, risk, relationships, available budget, ROI etc. The appropriate level should be ~~selected~~ elected for the particular case.

A large company operating in the electronics space ~~will ideally~~ would have at least some programs or relationships ~~at which~~ that must be represented by the highest ~~level has been attained.~~level.

Future AdditionsFurure Additions”

~~“Playbook” for using the ePM~~
Relationship ~~of the ePM to the~~ to SCOR ~~model~~
How to use the ePM

Dean Strausl: 1. Introduction to the ePM

Dean Strausl — Mon, 01 May 2006 22:09:10 +0000

Purpose / Objective

Characteristics

Common Language. The model is intended to provide a common language for in depth discussions between supply chain partners and the electronics supply chain community.

Recognizes the Characteristics of the Electronics Supply Chain:

Build-to-order demand in hours or days for products that are dependent on build-to-forecast semiconductors in weeks or months
Tradional market-maker channel masters driving demand are dependent on enormously capital intensive semiconductor silicon foundry decisions for supply
Volatile consumer trends and short time to market on the demand side with long design times and NPI of IP essential semiconductors
Intellectual property embedded in both the end product and the silicon.
Differentiation between high IP, high cost components and commodities.
Extremely short product life-cycles and often inherently long development/approval cycles.
The adoption of extreme forms (whole of product or whole of life) of outsourcing, e.g. ODM, contract design and manufacturing ~~etc where their is competition with the competition for the very sources of production.~~etc.

Use Cases:

Provides a vocabulary for shared communication across companies and functions.
To assess the overall level of supply chain sophistication of an organization. In this case we are looking at the top-most level used within the organization in all its supply chain relationships.
To assess the overall level of supply chain sophistication in a particular supply chain or particular supply chain relationship.
Assist in the planning and establishment of new or improved supply chains.
Discuss developments and trends within electronics supply chain management.
Enable participants in a supply chain to understand the drivers and constraints in another part of the supply chain (e.g. to enable a 3PL to understand the point of view of a semiconductor manufacturer).
Serves as a guide for planning and prioritizing key business improvements.
Help identify the contributors and risks to be considered for cost-benefit and ROI calcualtions.

Structure of the Model

The model is a grid. Down the left hand side are “Dimensions”. Across the top are “Levels” which represent a degree of management required to manage a particular supply chain.

Dimensions

The structure and grouping of the dimesions are designed to make the ePM practical to use (rather than be a list of abstract concepts).

Levels

Each level is a progression on the previous level. Meeting the conditions of each level is a prerequisit of advancement to the next level..

An organisation need not progress to the next level unless that level is justified by the appropriate decision factors, e.g. environemnt, complexity, risk, relationships, available budget, ROI etc. The appropriate level should be elected for the particular case.

A large company operating in the electronics space would have at least some programs or relationships that must be represented by the highest level.

Furure Additions”

Relationship to SCOR
How to use the ePM

Paul Fox: 1. Introduction to the ePM

Paul Fox — Fri, 28 Apr 2006 19:23:46 +0000

Purpose / Objective

Characteristics

Common Language. The model is intended to provide a common language for in depth discussions between supply chain partners and the electronics supply chain community.

Recognizes the Characteristics of the Electronics Supply Chain:

~~Build-to-order~~ Extremely short customer order lead times on the demand in side of the chain (in the order of hours or ~~days for products that are dependent on build-to-forecast semiconductors in weeks or months~~
~~Tradional market-maker channel masters driving demand are dependent on enormously capital intensive semiconductor silicon foundry decisions for supply~~days) and long lead times at the supply end.
Volatile consumer trends and short time to market on the demand ~~side with~~ side, High capital cost and long ~~design times and~~ ~~NPI~~ ~~of IP essential semiconductors~~leadtime for new fabs. Leading to boom-bust cycles.
Intellectual property embedded in both the end product and the silicon.
Differentiation between high IP, high cost components and commodities.
Extremely short product life-cycles and often inherently long development/approval cycles.
The adoption of extreme forms (whole of product or whole of life) of outsourcing, e.g. ODM, contract design and manufacturing etc.

Use Cases:

Provides a vocabulary for shared communication across companies and functions.
To assess the overall level of supply chain sophistication of an organization. In this case we are looking at the top-most level used within the organization in all its supply chain relationships.
To assess the overall level of supply chain sophistication in a particular supply chain or particular supply chain relationship.
~~Assist~~ Assit in the planning and establishment of new or improved supply chains.
Discuss developments and trends within electronics supply chain management.
Enable participants in a supply chain to understand the drivers and constraints in another part of the supply chain (e.g. to enable a 3PL to understand the point of view of a semiconductor manufacturer).
Serves as a guide for planning and prioritizing key business improvements.
Help identify the contributors and risks to be considered for cost-benefit and ROI calcualtions.

Structure of the Model

The model is a grid. Down the left hand side are “Dimensions”. Across the top are “Levels” which represent a degree of management required to manage a particular supply chain.

Dimensions

The structure and grouping of the dimesions are designed to make the ePM practical to use (rather than be a list of abstract concepts).

The dimensions flow from the top down to represent a logical progresion. The dimensions start with the definition of business objectives, then the risks to acheiving those objectives, then the processes, then the organisation, and ending in tool selection. The final dimension ~~emphasizes the importance~~ emphaises the important of continuous improvement.

Levels

Each level is a progression on the previous level. Meeting the conditions of each level is a prerequisit of advancement to the next level..

A large company operating in the electronics space would have at least some programs or relationships that must be represented by the highest level.

Furure Additions”

Relationship to SCOR
How to use the ePM

John La Bouff: 1. Introduction

John La Bouff — Fri, 28 Apr 2006 19:15:00 +0000

Purpose / Objective

The purpose of the ~~esca Progression Model (ePM)~~ progression model is to provide a strategic framework and common language for the design ~~and improvement~~ of supply chains and supply chain relationships in the electronics ~~industry community.~~industry.

Characteristics

~~Common Language.~~ ~~The model is intended to provide a common language for in depth discussions between supply chain partners and the electronics supply chain community.~~

Common Language. The model is intended to provide a common language for discussions between supply chain partners and the electronics supply chain community.

Relationship Based. The model inherently considers “relationships” within the supply network. Several of the dimensions are specifically about how we work with partners rather than what we do within the four walls of the organization. ~~These relationships can range from simple supply relationships to turn-key outsourcing.~~Recognizes that when you outsource a function it becomes a supply chain issue.

Non Judgmental. The model tries not to judge a particular decision as “good” or “bad”. For example neither “in house” or “outsourced” is considered best in a particular situation. The highest level is not the “best level”, it is merely the highest level of sophistication needed to manage a particularly complex supply chain or relationship. For many other supply chains or relationships, a lower level of sophistication may be best. However, the model does imply that it is good supply chain practice to make explicit decisions based on all the factors considered in the model. Moreover, some “best practices” in supply chain may be implicit in the ~~model. The model does not attempt to set standards.~~model.

Recognizes the Characteristics of the Electronics Supply Chain:

~~Extremely~~ Dichotomy between extremely short customer order lead times on the demand side of the chain (in the order of hours or days) and long lead times at the supply end.
~~Volatile consumer trends and short time to market on the demand side, High capital cost and long leadtime for new fabs. Leading to boom-bust cycles.~~
Intellectual property embedded in both the end product and the silicon.
~~Differentiation between high IP, high cost components and commodities.~~
Extremely short product life-cycles and often inherently long development/approval cycles.
The adoption of extreme forms (whole of product or whole of life) of outsourcing, e.g. ODM, contract design and manufacturing etc.

Use Cases:

~~Provides a vocabulary for shared communication across companies and functions.~~
To assess the overall level of supply chain sophistication of an organization. In this case we are looking at the top-most level used within the organization in all its supply chain relationships.
To assess the overall level of supply chain sophistication in a particular supply chain or particular supply chain relationship.
~~Assit in the planning and establishment of new or improved supply chains.~~
Discuss developments and trends within electronics supply chain management.
Enable participants in a supply chain to understand the drivers and constraints in another part of the supply chain (e.g. to enable a 3PL to understand the point of view of a semiconductor manufacturer).
Provides a vocabulary for shared communication across companies and functions.
Serves as a guide for planning and prioritizing key business improvements.
~~Help identify the contributors and risks to be considered for cost-benefit and~~ ~~ROI~~ ~~calcualtions.~~

Structure of the Model

The model is a grid. Down the left hand side are “Dimensions”. Across the top are “Levels” which represent a degree of management sophistication required to manage a particular supply chain.

Dimensions

~~The structure and grouping of the dimesions are designed to~~ By their very nature, each of the dimensions is going to be highly related. Pulling them into a one dimensional list is going to represent a compromise.

Each of the dimensions should have a definition that also helps show the links to the other dimensions.

We must make ~~the ePM~~ it practical to use (rather than be a list of abstract concepts).

~~The~~ One approach is to let the dimensions flow from the top ~~down to represent a logical progresion. The dimensions start~~ down, starting with ~~the definition of~~ business ~~objectives, then the risks to acheiving those objectives, then the processes, then the organisation,~~ objectives and ending in tool ~~selection. The final dimension emphaises the important of continuous improvement.~~selection.

Levels

~~Each~~ The Levels are not intended to imply that a higher level is a ~~progression~~ ~~on the previous~~ better or worse that a lower level. ~~Meeting the conditions of each level is a~~ ~~prerequisit~~ ~~of advancement to the next level..~~

~~An organisation need not progress to the next level unless that level is justified by the appropriate decision factors, e.g. environemnt, complexity, risk, relationships, available budget,~~ ~~ROI~~ ~~etc.~~ The appropriate level should be elected for the particular case.

A It is highly likely that a large company operating in the electronics space would have at least some programs or relationships that must be represented by the highest level.

Furure Additions”

~~Relationship to~~ ~~SCOR~~
~~How to use the ePM~~

Paul Fox: 1. Introduction

Paul Fox — Thu, 27 Apr 2006 23:10:32 +0000

Purpose / Objective

The purpose of the progression model is to provide a strategic framework and common language for the design of supply chains and supply chain relationships in the electronics ~~industry.~~industry..

Characteristics

Strategic in Nature. The model is strategic in nature. It helps define the strategic rationale and best practices behind a particular choice of supply chain. It is not the intention of the model to describe supply chain contracts or processes in a line by line or step by step ~~manner.~~ ~~It helps you set direction~~.manner.

Common Language. The model is intended to provide a common language for discussions between supply chain partners and the electronics supply chain community.

Relationship Based. The model inherently considers “relationships” within the supply network. Several of the dimensions are specifically about how we work with partners rather than what we do within the four walls of the organization. Recognizes that when you outsource a function it becomes a supply chain issue.

Recognizes the Characteristics of the Electronics Supply Chain:

Dichotomy between extremely short customer order lead times on the demand side of the chain (in the order of hours or days) and long lead times at the supply end.
Intellectual property embedded in both the end product and the silicon.
Extremely short product life-cycles and often inherently long development/approval cycles.
The adoption of extreme forms (whole of product or whole of life) of outsourcing, e.g. ODM, contract design and manufacturing etc.

Use Cases:

To assess the overall level of supply chain sophistication of an organization. In this case we are looking at the top-most level used within the organization in all its supply chain relationships.
To assess the overall level of supply chain sophistication in a particular supply chain or particular supply chain relationship.
Discuss developments and trends within electronics supply chain management.
Enable participants in a supply chain to understand the drivers and constraints in another part of the supply chain (e.g. to enable a 3PL to understand the point of view of a semiconductor manufacturer).
~~Provides a vocabulary for shared communication across companies and functions.~~
~~Serves as a guide for planning and prioritizing key business improvements.~~

Structure of the Model

The model is a grid. Down the left hand side are “Dimensions”. Across the top are “Levels” which represent a degree of management sophistication required to manage a particular supply chain.

Dimensions

By their very nature, each of the dimensions is going to be highly related. Pulling them into a one dimensional list is going to represent a compromise.

Each of the dimensions should have a definition that also helps show the links to the other dimensions.

We must make it practical to use (rather than be a list of abstract concepts).

One approach is to let the dimensions flow from the top down, starting with business objectives and ending in tool selection.

Levels

The Levels are not intended to imply that a higher level is better or worse that a lower level. The appropriate level should be elected for the particular case.

It is highly likely that a large company operating in the electronics space would have at least some programs or relationships that must be represented by the highest level.

Paul Fox: 1. Introduction

Paul Fox — Wed, 26 Apr 2006 00:53:51 +0000

Purpose / Objective

The purpose of the progression model is to provide a strategic framework and common language for the design of supply chains and supply chain relationships in the electronics industry..

Characteristics

Common Language. The model is intended to provide a common language for discussions between supply chain partners and the electronics supply chain community.

Relationship Based. The model inherently considers “relationships” within the supply network. Several of the dimensions are specifically about how we work with partners rather than what we do within the four walls of the ~~organization. Recognizes that when you outsource a function it becomes a supply chain issue.~~organization.

Recognizes the Characteristics of the Electronics Supply Chain:

Dichotomy between extremely short customer order lead times on the demand side of the chain (in the order of hours or days) and long lead times at the supply end.
Intellectual property embedded in both the end product and the silicon.
Extremely short product life-cycles and often inherently long development/approval cycles.
The adoption of extreme forms (whole of product or whole of life) of outsourcing, e.g. ODM, contract design and manufacturing etc.

Use Cases:

To assess the overall level of supply chain sophistication of an organization. In this case we are looking at the top-most level used within the organization in all its supply chain relationships.
To assess the overall level of supply chain sophistication in a particular supply chain or particular supply chain relationship.
Discuss developments and trends within electronics supply chain management.
Enable participants in a supply chain to understand the drivers and constraints in another part of the supply chain (e.g. to enable a 3PL to understand the point of view of a semiconductor manufacturer).

Structure of the Model

The model is a grid. Down the left hand side are “Dimensions”. Across the top are “Levels” which represent a degree of management sophistication required to manage a particular supply chain.

Dimensions

By their very nature, each of the dimensions is going to be highly related. Pulling them into a one dimensional list is going to represent a compromise.

Each of the dimensions should have a definition that also helps show the links to the other dimensions.

We must make it practical to use (rather than be a list of abstract concepts).

One approach is to let the dimensions flow from the top down, starting with business objectives and ending in tool selection.

Levels

The Levels are not intended to imply that a higher level is better or worse that a lower level. The appropriate level should be elected for the particular case.

It is highly likely that a large company operating in the electronics space would have at least some programs or relationships that must be represented by the highest level.

Paul Fox: 1. Introduction

Paul Fox — Tue, 25 Apr 2006 19:37:04 +0000

Purpose / Objective

The purpose of the progression model is to provide a strategic framework and common language for the design of supply chains and supply chain relationships in the electronics industry..

Characteristics

Common Language. The model is intended to provide a common language for discussions between supply chain partners and the electronics supply chain community.

~~Recognizes~~ *Recognises the Characteristics of the Electronics Supply Chain:

Dichotomy between extremely short customer order lead times on the demand side of the chain (in the order of hours or days) and long lead times at the supply end.
Intellectual property embedded in both the end product and the silicon.
Extremely short product ~~life-cycles~~ lifecycles and often inherently long development/approval cycles.
The adoption of extreme forms (whole of product or whole of life) of outsourcing, e.g. ODM, contract design and manufacturing etc.

Use Cases:

To assess the overall level of supply chain sophistication of an organization. In this case we are looking at the top-most level used within the organization in all its supply chain relationships.

To assess the overall level of supply chain sophistication in a particular supply chain or particular supply chain relationship.

Discuss developments and trends within electronics supply chain management.
Enable participants in a supply chain to understand the drivers and constraints in another part of the supply chain (e.g. to enable a 3PL to understand the point of view of a semiconductor manufacturer).

Structure of the Model

The model is a grid. Down the left hand side are “Dimensions”. Across the top are “Levels” which represent a degree of management sophistication required to manage a particular supply chain.

Dimensions

h3.Dimensions

By their very nature, each of the dimensions is going to be highly related. Pulling them into a one dimensional list is going to represent a compromise.

Each of the dimensions should have a definition that also helps show the links to the other dimensions.

We must make it practical to use (rather than be a list of abstract concepts).

One approach is to let the dimensions flow from the top down, starting with business objectives and ending in tool selection.

Levels

The Levels are not intended to imply that a higher level is better or worse that a lower level. The appropriate level should be elected for the particular case.

It is highly ~~likely~~ likley that a large company operating in the electronics space would have at least some programs or relationships that must be represented by the highest level.