供應(yīng)鏈管理的策略架構(gòu) Word 文檔

1、中國3000萬經(jīng)理人首選培訓網(wǎng)站供應(yīng)鏈管理的策略架構(gòu)A Strategic Framework for SupplyChain ManagementAnthony Han Chopra & Meindl CH. 1-3Rev. 2004 1 11E5Outline綱要 A supply chain strategyframework (Ch1) Two Process Views Cycle View Push/Pull View Achieving Strategic Fitand Scope (Ch 2) Supply Chain Driversand Obstacles (Ch3) Tr

2、ade-off Efficiency andResponsiveness 供應(yīng)鏈策架構(gòu)(Ch1) 個觀點 週期觀點 推觀點 策定位(Ch 2) 驅(qū)與阻(Ch3) 效與回應(yīng)間之權(quán)衡Flows in a Supply Chain供應(yīng)鏈內(nèi)的流動CustomerInformationProductSupplier Cash/Funds(Transaction)*日本物協(xié)會: 物; ; 商; 情報Cycle View of A Supply Chain供應(yīng)鏈的週期觀 Order Cycle (in general)-order transmission-order processing-order pr

3、eparation-order shipping Cycle View (pp. 8-12)-Divide into (order) fourcycles-Good for operationaldecisions 訂單週期時間-訂單傳輸-訂單處-訂單準備-訂單送貨 週期觀-分為四個週期-適於公司企業(yè)作業(yè)決策Four Cycles of Supply Chain供應(yīng)鏈四個週期Customer Order CycleReplenishment CycleManufacturing CycleProcurement CycleCustomer顧客Retailer售商Distributor通商Man

4、ufacturer 製造商Supplier供應(yīng)商顧客訂單週期補貨週期製造週期採購週期-訂單由“再訂貨點”啟動-用生產(chǎn)製造交單，而非運送-主要為計畫性生產(chǎn)用供應(yīng)鏈週期Prof. A. Han-啟動供應(yīng)鏈的價值創(chuàng)造供應(yīng)商顧客原成品製造商WIP WIP採購週期製造週期補貨週期顧客訂單週期通商D RFG FG成品Supply Chain DrawingPush/Pull Process View推/拉的流程觀 Divide by OP (OrderPenetration) point Sharman Push Process (Speculation) Before OP point Process

5、in anticipation ofcustomer orders Pull Process(Postponement) After OP point Process in response ofcustomer orders Push/Pull View is good forstrategic planning 由OP訂單穿透點區(qū)分 推的程(先為) 在OP點前 為預(yù)期客戶訂單準備 的程(延遲) 在OP點之後 為回應(yīng)實際訂單的需求 推現(xiàn)象有助於供應(yīng)鏈(跨企業(yè))策規(guī)劃Push and Pull View of A Supply Chain供應(yīng)鏈的推拉流程示意圖Procurement,Manuf

6、acturing andReplenishment cycles-Customer Order Cycle-Order Fufillment(交單)Customer OrderArrivesPUSH PROCESSES PULL PROCESSESOP Point訂單穿透點補貨、製造、採購週期-顧客訂單週期實際展開是一個網(wǎng)，有多個OP穿透至同協(xié)廠商，平啟動的程The Importance of Supply Chain供應(yīng)鏈的重要性 Dells Success Quaker Oats Lesson(p.17) $1.7B bought Snapplein 1994.12. Two distin

7、ct supplychains Cant create synergyand SC value Sold to Triarc about$300M 1997.4. 成功案：Dell 失敗案：桂格麥片 1994以17億美元購入Snapple 個同性質(zhì)的供應(yīng)鏈 無法創(chuàng)造績效與價值 1999以300萬美元賣出.Examples of Supply Chains供應(yīng)鏈實例 Micron Electronics: DirectSales Manufacturing 7-Eleven: Convenience Store W.W. Grainger / McMaster-Carr: MRO Toyota:

8、 Global AutoManufacturer Amazon / Borders / Barnesand NobleWhat are some key issues inthese supply chains?-Very Good for Groupdiscussion- Micron直銷電子商務(wù) 統(tǒng)一超商商店 Grainger / McMaster-Carr組修件器材商 豐田汽製造 亞馬遜網(wǎng)書店上述供應(yīng)鏈的關(guān)鏈何在?Strategic Fit of a Supply Chain供應(yīng)鏈的策略配適(Chapter 2) Company Strategy:(mission/vision) Def

9、ine targetcustomers to satisfythrough its productsand services Supply Chain StrategyMUST supportCompany/CorporateStrategy(第二章) 公司策：(任務(wù)/願景) 定義目標顧客 用產(chǎn)品與服務(wù)去滿足 供應(yīng)鏈策必須要支持公司企業(yè)的策Business (Competitive) Strategy企業(yè)策略實例Examples: Wal-Mart: EverydayLow Price; ProductVariety McMaster Carr: NextdayDelivery; Produc

10、tVariety Dell: Customization Compaq: Availability 7-Eleven:Convenience(Time/Place Utility)實： 沃瑪：每天低價產(chǎn)品多樣 McMaster Carr：次日送達產(chǎn)品多樣 Dell：客製化 Compaq：現(xiàn)貨性 7-Eleven：性(時間/空間效用)How to Achieve Strategic Fit如何達到策略配適1. Understanding the Customer2. Understanding the Supply Chain3. Make Strategic Fit1. 瞭解客戶2. 瞭解供應(yīng)

11、鏈3. 進策配適Step 1: Understanding the Customer瞭解客戶 Lot size批 Response time回應(yīng)時間 Service level服務(wù)水準 Product variety多樣化 Price價格 Innovation創(chuàng)新ImpliedDemandUncertainty隱含的需求確定性 Customer Demand Attributes客戶需求屬性Impact of Customer Needs客戶需求的影響Low低High高價格Price回應(yīng)性ResponsivenessCustomer Need客戶需求隱含的需求定性Implied Demand

12、Uncertainty洗衣粉Detergent服飾High FashionImpact of Customer Needs on Implied DemandUncertainty Table 2.1 p.30Step 2: Understand the Supply Chain瞭解供應(yīng)鏈 Supply Chain (Performance) Attributes供應(yīng)鏈(績效)屬性 Response time 回應(yīng)時間 Service level服務(wù)水準 Product variety 產(chǎn)品多樣性 Price價格 Innovation創(chuàng)新Supply ChainResponsiveness供應(yīng)

13、鏈回應(yīng)性Cost-Responsiveness Efficient Frontier成本-回應(yīng)的效率前緣低高低高回應(yīng)性Responsiveness成本效CostEfficiencyShowing highest possible cost-efficiency fora given responsiveness level顯示對應(yīng)固定回應(yīng)水平上最高的成本效Upgrade by technology由科技提升Step 3: Achieving Strategic Fit完成策略配適隱含定性回應(yīng)型供應(yīng)鏈效型供應(yīng)鏈確定性需求確定需求回應(yīng)性策適合的區(qū)域BarilliaDellBarillaThe Ch

14、oice of ItalyStrategic Positioning on the Frontier前緣上的策略定位低高低高回應(yīng)性成本效回應(yīng)化效化14. Other Issues About Strategic Fit策略配適相關(guān)問題 Multiple products andcustomer segments Product life cycle Competitive changesover time Outsourcing andAlliances 多產(chǎn)品線與多客群 產(chǎn)品生命週期 隨著時間變化的競爭 外包與盟Supply Chain Drivers and Obstacles供應(yīng)鏈驅(qū)力與

15、阻礙(Chapter 3) Supply Chain Drivers Major Factors Impact SCPerformance Inventories Transportation Facilities Information(第三章) 供應(yīng)鏈驅(qū) 影響供應(yīng)鏈績效的主要因素 庫存 運輸 設(shè)施 資訊INVENTORY庫存 Components of InventoryDecisions Cyclic (Periodic) Inventory Safety Stock Seasonal Inventory Impact More inventory: highercosts, bette

16、rresponsiveness 庫存的組成 週期性庫存 安全存貨 季節(jié)性庫存 影響 高存貨、高成本、反應(yīng)快TRANSPORTATION運輸 Components ofTransportation Decisions Mode: Air, Truck, Rail,Ship, Pipeline, Internet NetworkRouting/Scheduling In-house or Outsource Trade-off Speed vs. Cost Responsive (Customize)vs. Efficiency 運輸?shù)囊?運輸方式：空運、卡、鐵、船運、管線、互網(wǎng) 輛線與排程 自

17、營或外包 權(quán)衡 速與成本 回應(yīng)性（客製化）與效FACILITIES設(shè)施 Production/StorageFacilities Components of FacilityDecisions Location Capacity (Efficiency vs.Flexibility) Manufacturing/Warehousing MethodologySKU Storage, Job LotStorageCross-docking 生產(chǎn)製造設(shè)施與儲存設(shè)施 要件 地點位置 能（效貨彈性） 製造/倉庫方法SKU 儲存，批儲存（穿越碼頭）直接換裝INFORMATION資訊 Key to con

18、nect SC stages “Glue” of SC processinterface Information Decisions Forecasting; AggregatePlanning; Coordination andinformation sharing Enabling Technologies EDI, Internet, ERP, SCMSoftware, 結(jié)供應(yīng)鏈同環(huán)節(jié)的關(guān)鍵 供應(yīng)鏈程界面的“膠著劑” 資訊決策 預(yù)測：總體計畫；協(xié)調(diào)與資訊分享 促成技術(shù) 電子資交換（EDI）互網(wǎng)，企業(yè)資源規(guī)劃（ERP）、供應(yīng)鏈管軟體Components of Information Dec

19、isions資訊決策要件 Push vs Pull Push requires information inform of MRP to take theMaster production scheduleand roll it back, creatingschedules for suppliers withpart types, quantities, deliverydates, Pull system requiresinformation on actual demandto be transmitted extremelyfast through the entire suppl

20、ychain so that production anddistribution of parts andproducts can accurately reflectthe real demand. 推式與式之對比 推式需要主生產(chǎn)排程提供MRP格式的資訊，推展出相關(guān)資訊 式需要實際需求的資訊，儘速向上傳遞給供應(yīng)鏈個環(huán)節(jié)Considerations for Supply Chain Drivers供應(yīng)鏈驅(qū)力的考量Driver驅(qū)Efficiency效Responsiveness回應(yīng)Inventory庫存Cost of holding（增加）庫存成本Availability提高現(xiàn)貨性Transp

21、ortation運輸Consolidation併裝（低成本）Speed快速（提高成本）Facilities設(shè)施Consolidation /Dedicated 集中/專注Proximity / Flexibility分散彈性Information資訊What information is best suited for eachobjective 適當?shù)馁Y訊滿足同目標Supply Chain Decisions供應(yīng)鏈決策Strategy(Design)PlanningOperation策層次(系統(tǒng)設(shè)計)規(guī)劃層次作業(yè)層次Strategic Structure SC Drivers:驅(qū)動的策略結(jié)構(gòu)

22、 Case of Wal-Mart (p.51) Goal: Low-cost retailerw/wide variety SC Strategy: Efficiency alsoresponsive Structure Inventory- Crossdock(efficiency) Transportation- Own fleet(responsiveness) Facility- Centralized DC(efficiency) Information- ECR, POS,(efficiency /responsiveness) 以沃瑪為 目標：低價多樣 策：效回應(yīng)兼顧 結(jié)構(gòu) 庫

23、存直接換裝（效） 運輸自營隊（回應(yīng)） 設(shè)施中央倉庫（效） 資訊ECR、POS(效與回應(yīng))Major Obstacles to Achieving Fit策略配適的主要障礙 Multiple owners / incentives ina supply chain Increasing product variety /shrinking life cycles / customerfragmentation 同環(huán)節(jié)，同業(yè)主，同誘因 多樣化趨勢/生命週期縮短/顧客區(qū)隔Increasing implied uncertaintyLocal optimization and lack ofgloba

24、l fit局部優(yōu)化而非全面配適需求定性日增Tailored Logistics量身訂製的物流供應(yīng) A single supply chain will faildifferent customers onefficiency or responsiveness orboth. Each Logistically DistinctBusiness (LDB) will havedistinct requirements in termsof Inventory Transportation Facility Information See Fisher, “What the Right Supp

25、lyChain for your Product,” HarvardBusiness Review, 1997. 單套供應(yīng)鏈必然無法滿足同客戶效或回應(yīng)的需求 視客群特性，區(qū)分同之“物事業(yè)群（LDB）”部署同的 庫存 運輸 設(shè)施 資訊Summary小結(jié) Two views of a supplychain A strategic framework:Achieving fit -Efficiency/Responsiveness and Supply chaindrivers Tailored logistics Yet to learn toovercome obstacles 種供應(yīng)鏈的程觀

26、 策配適：佈置供應(yīng)鏈驅(qū)合目標客戶群效與回應(yīng)的需要 身訂做的物 如何克服阻礙仍待探討Order Penetration Points Sharman, 1984Stock pointsSupplierMakestandardproductto planMakestandardmodolesto planOP 1Sell fromstockMakepartsto planOP 4Make toorderOP 5Design andmake toorderOP 3Assembleandsell fromstock of partsOP 2Sell semicustomizedsystem fromstockSmallappl