戰(zhàn)略聯(lián)盟培訓(xùn)課程

1、戰(zhàn)略聯(lián)盟 Strategic Alliances戰(zhàn)略聯(lián)盟？戰(zhàn)略聯(lián)盟：是兩個(gè)公司之間一種典型的、多方位的目標(biāo)導(dǎo)向型的長期伙伴關(guān)系，他們共享收益、共擔(dān)風(fēng)險(xiǎn)。共同的目標(biāo)可以帶來更多的資源承諾。Strategic Partnering:Types of SPQuick Response: Vendors receive POS data from retailers, and use this information to synchronize production and inventory activities at the supplier. The retailer still prepar

2、es individual orders, but the POS data is used by the supplier to improve forecasting and scheduling. Example: Milliken and Company: The lead time from order receipt at Millikens textile plants to final clothing receipt at several of the department stores involved was reduced from eighteen weeks dow

3、n to three weeks.戰(zhàn)略合作伙伴的類型快速反應(yīng)：快速反應(yīng)： 銷售商從零售商處獲得零售點(diǎn)數(shù)據(jù)POS ，并利用這一信息協(xié)同供應(yīng)商的生產(chǎn)與庫存活動(dòng) 零售商仍然準(zhǔn)備個(gè)別訂單，但零售點(diǎn)數(shù)據(jù)被供應(yīng)商利用以提高預(yù)測的準(zhǔn)確度和時(shí)間安排的合理性 例如：Milliken公司：從Milliken公司的紡織廠接到訂單到相關(guān)的商店收到服裝的提前期從8周降到了3周Continuous Replenishment: Vendors receive POS data and use it prepare shipments at previously agreed upon intervals to maint

4、ain agreed to levels of inventory. Wal-Mart, KmartAdvanced Continuous Replenishment: Suppliers may gradually decrease inventory levels at the retailers store or distribution center as long as service levels are met. Inventory levels are thus continuously improved in a structured way. KmartStrategic

5、Partnering:Types of SP連續(xù)補(bǔ)貨：連續(xù)補(bǔ)貨：零售商收到零售點(diǎn)數(shù)據(jù)，利用這些數(shù)據(jù)，并根據(jù)以前同意的間隔，確定發(fā)貨數(shù)量，以達(dá)到同意的庫存水平 如沃爾瑪、凱瑪特高級的連續(xù)補(bǔ)貨：高級的連續(xù)補(bǔ)貨：只要能達(dá)到預(yù)定的服務(wù)水平，供應(yīng)商就逐漸降低零售商的商店或配送中心的庫存水平。庫存水平通過這種預(yù)先安排好程序和方法逐漸得到改善。 如凱瑪特戰(zhàn)略合作伙伴的類型Vendor Managed Inventory (VMI):JITD VMI Projects at Dillard Department Stores, J.C. Penney, and Wal-Mart have shown sale

6、s increases of 20 to 25 percent, and 30 percent inventory turnover improvements.Strategic Partnering:Types of SP銷售商管理的庫存銷售商管理的庫存 (VMI)：JITD Dillard百貨公司、 J.C. Penney公司和沃爾瑪在VMI項(xiàng)目實(shí)施后，銷售增長了20%至25%，庫存周轉(zhuǎn)率提高了30%戰(zhàn)略合作伙伴的類型Requirements for Effective SPAdvanced information systemsTop management commitment Info

7、rmation must be shared Power and responsibility within an organization might change (for example, contact with customers switches from sales and marketing to logistics)Mutual trust Information sharing Management of the entire supply chain Initial loss of revenues有效戰(zhàn)略合作伙伴的要求先進(jìn)的信息系統(tǒng)高層管理人員的支持和承諾 信息必須分享

8、 一個(gè)公司中的權(quán)力和義務(wù)會發(fā)生變化（如與客戶聯(lián)系的任務(wù)由銷售與營銷部門轉(zhuǎn)到物流部門）相互信任 信息共享 相互共同參與對整個(gè)供應(yīng)鏈的管理 可能會導(dǎo)致最初的收入降低，但長期上Important SP IssuesInventory ownership: Retailer owns inventory Supplier owns the goods until they are sold (consignment)Why would a firm do this?Performance measures: Fill rate, inventory level, inventory turns戰(zhàn)略合作

9、伙伴的重要問題庫存所有權(quán)： 零售商擁有庫存 商品被賣出前由供應(yīng)商擁有（委托）企業(yè)為什么這樣做？績效評估：滿足率、庫存水平、庫存周轉(zhuǎn)Important SP IssuesConfidentialityCommunication and cooperation When First Brands started partnering with Kmart, Kmart often claimed that its supplier was not living up to its agreement to keep two weeks of inventory at all times. It t

10、urned out that this was due to the fact that the two companies employed different forecasting methods.戰(zhàn)略合作伙伴的重要問題相互信任及數(shù)據(jù)信息保密性？溝通與合作 當(dāng)First Brands公司開始與凱瑪特合作時(shí)，凱瑪特常常聲稱供應(yīng)商沒能履行在任何時(shí)候都擁有2周的庫存了協(xié)議。調(diào)查原因：證明這是由于兩家公司使用的預(yù)測方法不同造成的Steps in SP ImplementationContractual negotiations Ownership Credit terms Ordering de

11、cisions Performance measuresDevelop or integrate information systemsDevelop effective forecasting techniquesDevelop a tactical decision support tool to assist in coordinating inventory management and transportation policies戰(zhàn)略伙伴關(guān)系的實(shí)施步驟合約談判 所有權(quán) 信用條件 訂貨決策 績效指標(biāo)開發(fā)或整合信息系統(tǒng)開發(fā)有效的預(yù)測技術(shù)開發(fā)一個(gè)有效的決策支持工具以協(xié)同庫存管理和運(yùn)輸策略

12、Main Characteristics of SPCriteriaTypesDecisionMakerInventoryOwnershipNew SkillsEmployed by vendorsQuickResponseRetailerRetailerForecasting SkillsContinuousReplenishmentContractually Agreedto LevelsEitherPartyForecasting &Inventory ControlAdvancedContinuousReplenishmentContractually agreedto & Conti

13、nuouslyImproved LevelsEitherPartyForecasting &Inventory ControlVMIVendorEitherPartyRetailManagement戰(zhàn)略合作伙伴的主要特征Advantages of SPFully utilize system knowledge Consider the partnership between White-Hall Robbins (W-R), who makes over-the-counter drugs such as Advil, and Kmart. W-R initially disagreed w

14、ith Kmart about forecasts, and in this case, it turned out that W-R forecasts were more accurate because they have a much more extensive knowledge of their products than Kmart does.戰(zhàn)略伙伴的優(yōu)勢可以充分利用合作雙方的知識可以充分利用合作雙方的知識 考慮制造OTC（非處方用藥）藥物（如Advil）的W-R公司與凱瑪特的關(guān)系。W-R公司不同意凱瑪特的預(yù)測，在這種情況下，事實(shí)證明W-R公司的預(yù)測更準(zhǔn)確，因?yàn)樗鼈儗ψ约旱漠a(chǎn)

15、品更了解Advantages of SPDecrease required inventory levelsImprove service levelsDecrease work duplicationImprove forecasts戰(zhàn)略伙伴的優(yōu)勢降低了必要的庫存水平提高了服務(wù)水平減少了重復(fù)勞動(dòng)提高了預(yù)測的準(zhǔn)確度Disadvantages of SPExpensive advanced technology is required.Supplier/retailer trust must be developed.Supplier responsibility increases.Expen

16、ses at the supplier often increase.Why? How can this be addressed?戰(zhàn)略伙伴的缺點(diǎn)需要更加昂貴的技術(shù)必須培養(yǎng)供應(yīng)商 / 零售商之間的信任供應(yīng)商的責(zé)任增加了供應(yīng)商的開支常常增加供應(yīng)商的開支常常增加為什么？如何應(yīng)對？為什么？如何應(yīng)對？Examples of SP Successes and FailuresWestern Publishing-Golden Books: Western Publishing is using VMI for its Golden Books line of childrens books at sev

17、eral retailers. POS data automatically triggers re-orders when inventory falls below a reorder point. This inventory is delivered either to a distribution center, or in many cases, directly to the store. Ownership of the books shifts to the retailer once deliveries have been made. In the case of Toy

18、s R Us, the company has even managed the entire book section for the retailer, including inventory from suppliers other than Western Publishing. Extra sales, increased costs to Western戰(zhàn)略合作伙伴成功的案例西部出版社的黃金產(chǎn)品線： 西部出版社在幾家零售商中為其黃金產(chǎn)品線兒童書籍使用VMI 當(dāng)庫存降到再訂貨點(diǎn)以下時(shí)，零售點(diǎn)數(shù)據(jù)自動(dòng)發(fā)出重新訂貨指令 存貨直接發(fā)到配送中心，更多情況下是直接發(fā)到商店 一旦發(fā)出后，書籍的所

19、有權(quán)就轉(zhuǎn)到零售商手中 在 Toys R Us公司的例子中，公司甚至為零售商管理整個(gè)圖書部門，包括除西部出版社以外所有的供應(yīng)商的庫存 銷售增長，西部出版社的成本增加，但凈收益增加Examples of SP Successes and FailuresVF Corporations Market Response System: The VF Corporation, which has many well known brand names (including Wrangler, Lee, Girbaud, and many others), began its VMI program in

20、 1989. Currently, about 40 percent of its production is handled using some type of automatic replenishment scheme. This is particularly notable because the program encompasses 350 different retailers, 40,000 store locations, and more than 15 million replenishment levels. VFs program is considered on

21、e of the most successful in the apparel industry.戰(zhàn)略合作伙伴成功的案例VF 公司的市場響應(yīng)系統(tǒng)： VF公司擁有許多著名的品牌 (包括Wrangler、Lee、Girbaud等等)，公司從1989年開展VMI項(xiàng)目 現(xiàn)在，公司大約有40%的產(chǎn)品由某種類型的自動(dòng)補(bǔ)貨方案處理 這需要特別注意，因?yàn)檫@一項(xiàng)目飲食350個(gè)不同的零售商、40000個(gè)存貨點(diǎn)和超過1500萬種補(bǔ)貨水平 VF的項(xiàng)目被認(rèn)為是服裝產(chǎn)業(yè)中最成功的項(xiàng)目之一Examples of SP Successes and FailuresSpartan Stores Spartan Stores,

22、a grocery chain, shut down its VMI effort about one year after its inception. One problem was that buyers were not spending any less time on reorders than they did before This was because they didnt trust the suppliers enough to be able to stop carefully monitoring the inventories and deliveries of

23、the VMI items, and intervening at the slightest hint of trouble.戰(zhàn)略合作伙伴失敗的案例Spartan百貨 Spartan Stores是一家雜貨連鎖店，其VMI計(jì)劃開始一年后便終止了 一個(gè)問題是，零售商在訂貨方面花的時(shí)間并沒有比實(shí)施計(jì)劃前少 這是由于他們不相信供應(yīng)商，并且對于供應(yīng)商進(jìn)行庫存管理的那些貨物，它們也沒有因此而停止嚴(yán)密臨控其存儲和配送Examples of SP Successes and FailuresSpartan Stores (continued) Suppliers didnt do much to alla

24、y these fears. The problems were not with the suppliers forecasts; instead, they were due to the suppliers inability to deal with promotions, which are a key part of the grocery business. Since they were unable to appropriately account for promotions, delivery levels were often unacceptably low duri

25、ng these periods of peak demand.戰(zhàn)略合作伙伴成功與失敗的案例Spartan百貨店(續(xù)) 供應(yīng)商沒有積極努力減輕零售商的擔(dān)憂。這些問題不是由于供應(yīng)商的預(yù)測造成的，而是由于供應(yīng)商沒有能力處理產(chǎn)品的促銷問題，這正是雜貨店的關(guān)鍵問題（需求高峰） 由于供應(yīng)商不能恰當(dāng)解決促銷問題，需求高峰時(shí)期的配送數(shù)量經(jīng)常少得令人無法接受Third Party LogisticsWhat is 3PL? Outside firms perform materials management and logistics functions Long term commitments and m

26、ultiple functionsWhat are the advantages of 3PL? Focus on core strengths Provides technological flexibility Provides flexibility ingeographyworkforce sizeadditional servicesresource flexibility第三方物流什么是第三方物流？ 完成公司全部或部分物料管理和物流功能的外部公司 長期承諾和多種物流運(yùn)營能力本質(zhì)是真正的戰(zhàn)略聯(lián)盟第三方物流的優(yōu)勢 集中于核心能力 提供技術(shù)靈活性信息技術(shù)、物流管理技術(shù) 在以下方面提供靈活

27、性：物流設(shè)施如區(qū)域配送中心等的選址，或利用TPL的設(shè)施勞動(dòng)力數(shù)量附加服務(wù)資源的靈活性3PLDisadvantages Loss of control 3PL employees may interact with customers3PLs address this with uniforms, logos, etc Sharing of confidential infoExamples Simmons and Ryder Integrated LogisticsOn site rep, all logistics managed by Ryder, JIT manufacturing SonicAirRapid delivery of spare parts67 warehousesSophisticated software for inventory and rapid delivery第三方物流缺點(diǎn) 失去控制 第三方物流職工可能與客戶打交道第三方物流公司的員工穿上雇用公司的服裝、噴涂公司標(biāo)志，詳細(xì)報(bào)告與每個(gè)顧客的接觸情況等 需要分享秘密信息例子 Simmons公司和Ryder公司整合物流在現(xiàn)場，所有