scm全球供應(yīng)鏈管理的典范與案例PPT課件[通用]

1、scm全球供應(yīng)鏈管理的典范與案例GOM7供應(yīng)鏈管理 2Li & FungLi & Fung公司Li and FungA benchmark for Global Supply Chain MgmtHistorical EvolutionBrokerage ServicesRegional SourcingAssortment PackingManage & Deliver Manufactured ProductsManage “Dispersed Manufacturing”Li&Fung公司全球供應(yīng)鏈管理的典范歷史演變經(jīng)紀(jì)人業(yè)務(wù)尋求區(qū)域制造商分類包裝產(chǎn)品的管理和交付管理“分散制造”Diss

2、ect production stepsFind best factory for each stepLocate and reserve materials for each stepLock up capacities at each stepCoordinate production plans at each stepPlan interfactory material flowsMonitor all schedules and deliveries“A machete in one hand, and a laptop in the other hand”Similar steps

3、 apply to software and other “non-manufacturing” operations分散的制造網(wǎng)分割生產(chǎn)步驟尋找每一步驟的最佳工廠尋找并保留每一步驟的原材料產(chǎn)地鎖定每一步驟的生產(chǎn)能力協(xié)調(diào)每一步驟的生產(chǎn)計(jì)劃規(guī)劃各工廠之間的物流監(jiān)督所有生產(chǎn)進(jìn)度和交貨情況“一手握馬謝特吉他琴，一手拿筆記本電腦。”類似步驟也適用于軟件和其他它“非制造業(yè)”運(yùn)作Dispersed Manufacturing NetworkHow Li & Fung Might Make a DressProduct Design(Hong KongYarn Spinning(Korea)Weaving(

4、Taiwan)Stitching(Indonesia)QC & Shipping(Hong KongZipper +(Japan.)分散的制造網(wǎng)Li & Fung 公司可能制作一件服裝產(chǎn)品設(shè)計(jì)(香港) 紡紗(韓國)織布(臺(tái)灣)縫制(印尼)質(zhì)量控制和裝運(yùn)(香港) 拉鏈 +(日本)Li & Fungs Strength Is Its Dispersed Manufacturing SystemLi & Fung公司的實(shí)力在于它的分散制造體系生產(chǎn)管理原材料和組件貨源它通過其7500家供應(yīng)商組成的網(wǎng)絡(luò)，組織低附加值的中間各段，其中2500家任何時(shí)候都是活躍的。Li & Fung公司在香港執(zhí)行高附加值的

5、前端和后端任務(wù)前端：設(shè)計(jì) 工程 生產(chǎn)計(jì)劃后端：質(zhì)量控制 檢驗(yàn) 物流How Li & Fung Makes Money?Commissions!MaterialSuppliersSuppliersNetworkClientCompanies$0.5-$0.7$1$4 15%(Some) Materials 6-8% “Soft Goods”10-12% “Hard Goods”There is actually more than “3 soft dollars” inThe global supply networkLi & Fung 公司怎樣賺錢？靠委托！原材料供應(yīng)商供應(yīng)商網(wǎng)絡(luò)客戶公司$0.

6、5-$0.7$1$4 15%(某些) 材料 6-8% “軟貨”10-12% “硬貨”實(shí)際上全球供應(yīng)網(wǎng)不止有 “3個(gè)軟美元”Li & Fungs “Butterfly Model”Li & FungLSmall SuppliersLarge BuyersSmall BuyersLi & Fung公司的 “蝴蝶模式”Li & FungLifung.公司小供應(yīng)商大買主小買主Key ChallengesBalance schedules and capacity utilizationsMaintain just-in-time flowRespond quickly to unforeseen ch

7、angesHow do you manage such Complexity?關(guān)鍵性挑戰(zhàn)平衡進(jìn)度表和生產(chǎn)能力的利用維持適時(shí)物流對(duì)沒有預(yù)見到的變化作出快速反應(yīng)你如何應(yīng)付這樣復(fù)雜的問題？Superior Deep Supply Chain CoordinatorsOrganized around customersmore often than functions, geography, or productsFocused on timemore often than costFanatical about monitoring product flow in the supply chain深

8、層供應(yīng)鏈的優(yōu)秀協(xié)調(diào)人側(cè)重于圍繞客戶，而不是側(cè)重于圍繞功能、地域和產(chǎn)品進(jìn)行組織更多地注重時(shí)間而不是成本熱衷于監(jiān)督供應(yīng)鏈中的產(chǎn)品流動(dòng)Who should invest in deep supply chain coordination?(and who should buy such services from a company like Li & Fung?)A simple model: Consider two factors:Uniqueness and complexity of production and Supply chain processes2. Operations role in companys strategy誰愿在深層供應(yīng)鏈的協(xié)調(diào)方面投資？(誰愿意從Li & Fung這樣的公司購買這種服務(wù)？)一個(gè)簡(jiǎn)單的模式：考慮兩個(gè)因素：生產(chǎn)的獨(dú)特性和復(fù)雜性與供應(yīng)鏈的各種過程2. 經(jīng)營在公司戰(zhàn)略中所起的作用Involvement in Deep Supply Chain Coordination Manage(but need not own) Must Manage (and often own) Can Rely on Third Part