Kompan: Supply chain

Résumé du document

Now Kompan has a flexible production platform - modular product architecture, which is suitable for a large number of product variations . It enables the mixing of different components and creating different end-products, making the customization easier. A great advantage of this type of product architecture is not only the fact that it leads to reducing inventory costs, but it also gives a field for innovation. It is easily achieved, as the different components are not interdependent, so changes to one can be done without having to change the whole product. This is how the company constantly provides their customers with innovative solutions.

The modular architecture gives possibilities for outsourcing because the components are not dependent on each other. This is why outsourcing from different sub-suppliers around the world is an essential part of Kompan's supply strategy . Considering the new acquisitions not only in Denmark, but also in other markets, the supply network can be extended even more. Apart from the bigger variety of supplies it provides, it can also be vital in case of a supplier's failure to deliver – a substitute can easily be found.

Extraits

[...] The acquisition of other businesses seems to be Kompan's step forward, consciously or not, to what Prahalad thinking[8] suggests. In the business nowadays adaptation and innovation are processes of critical importance. Rersources=Global suggests the need of courses of action to adapt to the demand of customers and leveling up the scale of partners and global network. The possibilities rising out of the acquisitions could be better communication (information flow), exchange of information, ideas, knowledge, and may lead not only to product innovation but also improvement of the supply chain. [...]

[...] As the company “makes to order”, they already have the base for further development of standard product components. The result will be reducing of the production and stock costs, shorter lead times, satisfying customers' expectations. For the purpose of creating a clear view of possible innovations arising of the getting hold of other businesses, it is necessary to determine the supply chain approach (lean; agile). After studying the company, “pull scheduling” is recognized as a goods-flow characterization. This means that the materials are purchased only when an order is to be fulfilled. [...]

[...] The wide customer choice is created by keeping source, make and deliver processes as simple as possible. Kopman aligns its operations by redesigning the flow of goods, information and management practices, achieving “virtual organization” in which, groups of supply chains agree on common rules and on working with each other. The company is a good example of both flexible and easily adjustable within the demand's fluctuations, yet not jeopardizing the level of efficiency. This conclusion is made on the basis of Kompan's use of modularization. [...]

[...] Kompan: Supply chain Table of Contents 1. Introduction Interpretation of Questions Scope Models and theories Answers to the questions Changes in the Supply chain Benefits and Challenges Benefits Challenges Innovation in the Supply Chain Bibliography 9 Introduction 1 Interpretation of Questions Question We need to find out what effect the acquisitions had on Kompan's supply chain, and split them into benefits and challenges Scope Striving for the image of innovative industry leader[1] on the market for outdoor playground equipment and playgrounds, Kompan pursues a growth strategy. [...]

[...] Trust is also a necessary condition if Kompan wants to involve the suppliers in the design and development of the products. It is achieved not only through a long relationship, but also by concluding contracts, which share the risk and the profit of the mutual activity. Operating on the global market is expensive for Kompan if they have to keep inventories in order to meet the required lead times. That is why adopting a postponement strategy might be the right decision, this way reducing the capital tied-up in inventories. [...]