第三章供應(yīng)鏈管理的驅(qū)動(dòng)要素和測(cè)度

1、第三章 供應(yīng)鏈管理的驅(qū)動(dòng)要素和測(cè)度第三章.供應(yīng)鏈鏈管理的的要素和和障礙第一節(jié).供應(yīng)鏈性性能的決決定因素素第二節(jié).存貨（Inventory）第三節(jié).運(yùn)輸(Transportation)第四節(jié).設(shè)施（facilities）第五節(jié).信息（Information）第六節(jié).資源（Sourcing）第七節(jié).價(jià)格（Pricing）第一節(jié).供應(yīng)鏈鏈性能的決決定因素素一.為什什么要研研究供應(yīng)應(yīng)鏈的要要素從目標(biāo)看看：實(shí)現(xiàn)企業(yè)業(yè)的競(jìng)爭(zhēng)爭(zhēng)戰(zhàn)略從因果關(guān)關(guān)系看:通過(guò)控制制幾大要要素來(lái)控控制供應(yīng)應(yīng)鏈的響響應(yīng)能力力與效率率Drivers of SupplyChainPerformanceFacilitiesplaceswhe

2、reinventory is stored,assembled,orfabricated(制造造)production sites andstorage sitesInventoryrawmaterials,WIP, finished goods withina supplychaininventorypoliciesTransportationmovinginventory frompointtopointinasupplychaincombinationsoftransportationmodesand routesDrivers of SupplyChainPerformanceInfo

3、rmationdata andanalysisregardinginventory,transportation,facilitiesthroughout thesupplychainpotentiallythebiggestdriverofsupply chain performanceSourcingfunctionsafirm performs andfunctionsthatareoutsourcedPricingPriceassociated withgoodsand services provided by afirmtothesupply chain二.供應(yīng)應(yīng)鏈決策框架控制單獨(dú)獨(dú)

4、一個(gè)要要素難以以兼顧效效率和響響應(yīng)能力力，同時(shí)時(shí)控制六大大要素，用一個(gè)個(gè)要素的的優(yōu)勢(shì)來(lái)來(lái)彌補(bǔ)其其他要素素的弱勢(shì)勢(shì)，最后后總體上上使供應(yīng)應(yīng)鏈效率率和響應(yīng)應(yīng)能力都都提高。就象踢足足球，如如果你各各方面都都強(qiáng)，你你可以是是C羅，如果你你某方面面不強(qiáng)，但靠其其他幾方方面來(lái)彌彌補(bǔ)，你你仍然可可以是梅梅西。我們?cè)诠┕?yīng)鏈管管理中研研究的所所有決策策問(wèn)題其其實(shí)就是是針對(duì)這這幾個(gè)要要素的決決策問(wèn)題題。是供供應(yīng)鏈管管理研究究的具體體化。第三章.供應(yīng)鏈鏈管理的的要素和和障礙第一節(jié).供應(yīng)鏈績(jī)績(jī)效的要要素第二節(jié).存貨（Inventory）第三節(jié).運(yùn)輸(Transportation)第四節(jié).設(shè)施（facilities）

5、第五節(jié).信息（Information）第六節(jié).資源（Sourcing）第七節(jié).價(jià)格（Pricing）第二節(jié).存貨（Inventory）一.定義義Inventoryisallrawmaterials,work in process,andfinishedgoodswithinasupplychain.是指供應(yīng)鏈鏈中流動(dòng)動(dòng)的物品，不是指?jìng)}儲(chǔ)設(shè)施施，不要混混淆概念念。二.存貨貨決策的框架競(jìng)爭(zhēng)戰(zhàn)略供應(yīng)鏈戰(zhàn)略存貨運(yùn)輸設(shè)施信息效率反應(yīng)能力周轉(zhuǎn)存貨安全存貨季節(jié)性存貨能否滿足客戶需求成本和響應(yīng)速度Inventoryexists becauseofamismatchbetween supplyanddemand

6、Mismatchisintentional（故故意的） at aretailerstorewhereinventory is heldinanticipation of futuredemandTherolethat inventoryplay in thesupplychainisToincreasetheamount of demandthat canbesatisfiedbyhaving theproduct ready andavailablewhencustomerwantsit.Toreducecostbyexploiting economiesofscalethat mayexi

7、stduringproductionanddistribution.Majorsourceofcostandinfluence on responsiveness (例例如：服服裝供應(yīng)應(yīng)鏈)Inventory:Role in theSupplyChainInventory:Role in Competitive StrategyIfresponsivenessisa strategiccompetitivepriority,afirm canlocatelarger amountsofinventory closertocustomersIfcost is moreimportant,inve

8、ntorycan be reducedtomakethefirmmore efficientTrade-offImplicitintheinventory driverisbetween theresponsivenessthat resultsfrommore inventoryandthe efficiencythatresults fromlessinventory.Example NordstromComponents of InventoryDecisionsCycleinventoryAverage amountofinventoryusedtosatisfy demandbetw

9、een shipmentsDepends on lotsizeSafetyinventoryinventoryheldincase demandexceeds expectationscostsofcarryingtoomuchinventoryversus costoflosing salesSeasonalinventoryinventorybuiltuptocounterpredictablevariabilityindemandcost of carrying additionalinventory versuscost of flexible productionOverall tr

10、ade-off:Responsiveness versusefficiencymore inventory:greaterresponsivenessbut greatercostless inventory:lower costbut lower responsivenessInventory-relatedmetricsCash-to-cashcycletime（應(yīng)應(yīng)收賬款款，應(yīng)付付賬款）Average inventoryInventoryturns（周轉(zhuǎn)次次數(shù)）Productswith morethana specifiednumberofdaysofinventory（滯銷）Avera

11、ge replenishmentbatchsizeAverage safetyinventorySeasonalinventoryFill rateFractionoftime outofstockObsoleteinventory（沉沒(méi)成成本）Components of InventoryDecisionsLittleslaw衡量量存貨流流動(dòng)速度度的公式式(1)物流時(shí)間間T(Material flowtime)從物料進(jìn)進(jìn)入供應(yīng)應(yīng)鏈時(shí)起起，其存存在于供供應(yīng)鏈內(nèi)內(nèi)部的全全部時(shí)間間。(2)傳送率R(Throughput)單位時(shí)間間內(nèi)的產(chǎn)產(chǎn)品銷量量。I=RT存貨量的的大小等等于物流流時(shí)間和和傳送率率

12、的乘積積。第三章.供應(yīng)鏈鏈管理的的要素和和障礙第一節(jié).供應(yīng)鏈鏈績(jī)效的的要素第二節(jié).存貨（Inventory）第三節(jié).運(yùn)輸(Transportation)第四節(jié).設(shè)施（facilities）第五節(jié).信息（Information）第六節(jié).資源（Sourcing）第七節(jié).價(jià)格（Pricing）第三節(jié).運(yùn)輸(Transportation)一.定義義把供應(yīng)鏈鏈中的存存貨從一一點(diǎn)移動(dòng)動(dòng)到另外外一點(diǎn)的的活動(dòng)。二.運(yùn)輸輸決策的的框架競(jìng)爭(zhēng)戰(zhàn)略供應(yīng)鏈戰(zhàn)略運(yùn)輸存貨設(shè)施信息效率反應(yīng)能力運(yùn)輸模式路徑網(wǎng)絡(luò)自主/外包能否滿足客戶需求成本和響應(yīng)速度Transportation:RoleintheSupply ChainMov

13、estheproductbetween stagesinthesupply chainImpactonresponsivenessand efficiencyFastertransportationallows greaterresponsivenessbut lower efficiencyAlso affectsinventory andfacilitylocations.Transportation:RoleintheCompetitiveStrategyIfresponsivenessisa strategiccompetitivepriority,thenfastertranspor

14、tationmodescan providegreaterresponsivenesstocustomerswho arewilling to payforitCanalsouseslower transportation modes forcustomerswhosepriorityisprice(cost)Canalsoconsiderboth inventoryandtransportationtofindtherightbalanceExample:Blue Nile（鉆石商商，中心心存儲(chǔ)，和FEDEX戰(zhàn)略聯(lián)聯(lián)盟）Components of Transportation Decisio

15、nsDesignoftransportationnetworknetwork:collection of transportation mode, locationsandroutesMode of transportation:air, truck,rail,ship,pipeline,electronictransportationvary in cost, speed,size of shipment,flexibilityRouteselectionroute:pathalongwhicha productisshippedOverall trade-off:Responsivenes

16、sversus efficiencyComponents of Transportation DecisionsTransportation-related metricsAverage inboundtransportationcostAverage incomeshipmentsizeAverage inboundtransportationcostpershipmentAverage outbound transportation costAverage outbound shipment sizeAverage outbound transportation costper shipm

17、entFractiontransportedbymode第三章.供應(yīng)鏈鏈管理的的要素和和障礙第一節(jié).供應(yīng)鏈績(jī)績(jī)效的要要素第二節(jié).存貨（Inventory）第三節(jié).運(yùn)輸(Transportation)第四節(jié).設(shè)施（facilities）第五節(jié).信息（Information）第六節(jié).資源（Sourcing）第七節(jié).價(jià)格（Pricing）第四節(jié).設(shè)施（facilities）一.定定義供應(yīng)鏈網(wǎng)網(wǎng)絡(luò)中存存貯、裝裝配、加加工存貨貨的場(chǎng)所。生產(chǎn)和存貯場(chǎng)所是兩兩類主要要的設(shè)施施。二.設(shè)施施決策的的框架競(jìng)爭(zhēng)戰(zhàn)略供應(yīng)鏈戰(zhàn)略設(shè)施存貨運(yùn)輸信息效率反應(yīng)能力位置能力加工方式能否滿足客戶需求成本和響應(yīng)速度倉(cāng)儲(chǔ)方式 Faci

18、litiesRole in thesupplychainthe“where”ofthesupply chainmanufacturing or storage(warehouses)Role in thecompetitivestrategyeconomiesofscale(efficiencypriority)largernumber of smallerfacilities(responsivenesspriority)Example:Toyota（響應(yīng)應(yīng)所有顧顧客需求求）Components of FacilitiesDecisionsLocationcentralization(eff

19、iciency)vs. decentralization(responsiveness)otherfactors to consider (e.g.,proximitytocustomers)Capacity(flexibilityversus efficiency)Overall trade-off:Responsiveness versusefficiencyBetween thecost of thenumber, location andtype of facilities(efficiency) andthelevelofresponsivenessthe these facilit

20、iesprovidethecompanys customers.Components of facilitiesdecisionsFacility-related metricsCapacityUtilizationProcessing/setup/down/idletimeProduction costper unitQuality lossesTheoreticalflow/cycle timeofproductionActualaverageflow/cycle time第三章.供應(yīng)鏈鏈管理的的要素和和障礙第一節(jié).供應(yīng)鏈績(jī)績(jī)效的要要素第二節(jié).存貨（Inventory）第三節(jié).運(yùn)輸(Tra

21、nsportation)第四節(jié).設(shè)施（facilities）第五節(jié).信息（Information）第六節(jié).資源（Sourcing）第七節(jié).價(jià)格（Pricing）第五節(jié).信息（Information）一.定義義Informationconsistsofdataandanalysisregardinginventory ,transportation,facilities ,and customersthroughout thesupplychain.二.設(shè)施施決策的的框架競(jìng)爭(zhēng)戰(zhàn)略供應(yīng)鏈戰(zhàn)略信息存貨運(yùn)輸設(shè)施效率反應(yīng)能力推/拉協(xié)同與共享預(yù)測(cè)與計(jì)劃能否滿足客戶需求成本和響應(yīng)速度使能技術(shù) Informa

22、tion:RoleintheSupply ChainTheconnectionbetween thevarious stagesinthesupply chain allows coordinationbetween stagesCrucial to daily operationofeach stage in asupply chain e.g.,productionscheduling,inventorylevelsInformation:Role in theCompetitiveStrategyAllowssupply chain to becomemore efficientandm

23、oreresponsiveatthesametime(reducestheneedforatrade-off)Thetremendousgrowthofthe importanceofInformationtechnologyisa testimony（證證據(jù)）tothe impactthat information canhave on improvinga company.What information is mostvaluableinreducingcostandimproving responsiveness withina supplychainExample:AndersenW

24、indows(設(shè)計(jì)計(jì)構(gòu)件庫(kù)庫(kù)，實(shí)時(shí)時(shí)報(bào)價(jià))，Sunsweet Growers(S&OP計(jì)劃劃，預(yù)測(cè)測(cè)準(zhǔn)確率率提高，供需匹匹配更好好)Components of Information DecisionsPush (MRP？)versuspull(demand information transmitted quicklythroughoutthesupply chain)Coordinationand information sharingForecastingandaggregate planningEnablingtechnologiesEDIInternetERPsystemsSuppl

25、yChainManagementsoftwareOverall trade-off:Responsiveness versusefficiencyComponents of Information DecisionsInformation-related metricsForecasthorizonFrequencyupdateForecasterrorSeasonalfactorsVariancefrom planRatioofdemandvariabilitytoordervariability第三章.供應(yīng)鏈鏈管理的的要素和和障礙第一節(jié).供應(yīng)鏈績(jī)績(jī)效的要要素第二節(jié).存貨（Inventory

26、）第三節(jié).運(yùn)輸(Transportation)第四節(jié).設(shè)施（facilities）第五節(jié).信息（Information）第六節(jié).資源（Sourcing）第七節(jié).價(jià)格（Pricing）Sourcing:RoleintheSupply ChainSetofbusinessprocesses required to purchase goods andservicesina supplychainSinglevs. multiple suppliers,supplierselection,contractnegotiationSourcing:Role in theCompetitiveStrate

27、gySourcingdecisionsare crucialbecausethey affectthelevelofefficiencyandresponsivenessinasupplychainIn-housevs.outsource decisions-improving efficiencyand responsivenessExample:Cisco（低低端外包包中國(guó)廠廠商，高高端外包包美國(guó)廠廠商）Components of Sourcing DecisionsIn-houseversusoutsource decisionsSupplierevaluation andselecti

28、onProcurementprocessOverall trade-off:Increasethe supplychainprofitsComponents of Sourcing DecisionsSourcing-related metricsDays payableoutstandingAverage purchase priceRangeofpurchasepriceAverage purchase quantitySupplyqualitySupplyleadtimeFractionofon-time deliveriesSupplierreliability第三章.供應(yīng)鏈鏈管理的的

29、要素和和障礙第一節(jié).供應(yīng)鏈績(jī)績(jī)效的要要素第二節(jié).存貨（Inventory）第三節(jié).運(yùn)輸(Transportation)第四節(jié).設(shè)施（facilities）第五節(jié).信息（Information）第六節(jié).資源（Sourcing）第七節(jié).價(jià)格（Pricing）Pricing:Role in theSupplyChainPricing determinesthe amounttochargecustomers in asupply chainPricing affectsthe customer segments to buyproduct.Pricing strategiescan be usedt

30、omatchdemand andsupplyPricing:Role in theCompetitiveStrategyFirmscanutilizeoptimal pricingstrategiestoimprove efficiencyand responsivenessLowpriceand lowproduct availability(Costco);vary pricesbyresponsetimes(manufacturing)Example:Amazonoffers itscustomera large menuofprices forproductsthat arepurchasedfromthecompany.Components of PricingDecisionsPricing andeconomiesofscaleMany supplychainactivities displayeconomies of scale.Everydaylowpricingversushigh-lo