專業(yè)英語物流和供應(yīng)鏈管理(英文版)課件

Chapter4

Strategiclead-timemanagementChapter4

Strategiclead-timeThischapter：Exploresthe‘costoftime’andthedriversoftime-basedcompetition;shorteningproductlifecycles,customers’desireforreducedinventoriesandthedangersofbeingforecastdependentinanincreasinglyvolatilemarketplace.探討時(shí)間成本和時(shí)間競爭的驅(qū)動力；正在不斷縮短的產(chǎn)品生命周期，客戶減少庫存的要求，在動蕩的市場環(huán)境下過分依賴預(yù)測的種種風(fēng)險(xiǎn)。Thischapter：Exploresthe‘cosExaminestheconceptofleadtime,theorder-to-deliverycycle,itscomponentsandtheneedtoconsiderthewidercontextoftheorder–to-cashcycle.分析前置時(shí)間、訂單周期的概念及其構(gòu)成要素，從更大范圍來考察訂貨變現(xiàn)周期。Looksathowthereductionofleadtimescanimpactonthegoalsoflogisticspipelinemanagement.研究縮短前置時(shí)間是如何影響物流渠道管理目標(biāo)的。ExaminestheconceptofleadtOutlinessomeofthewaysinwhichinadequatesystemsdesigncanlengthenleadtimesandengineercostratherthanvalueintothelogisticsprocess.概括了一些不恰當(dāng)?shù)南到y(tǒng)設(shè)計(jì)方法，它們延長了前置時(shí)間，并增加了設(shè)計(jì)成本，卻對物流過程的增值貢獻(xiàn)不大。introducestheconceptofthelead-timegap,offeringanumberofsuggestionsforleadtime.介紹前置時(shí)間差的概念，提出一些縮短前置時(shí)間的建議。OutlinessomeofthewaysinwCompendium1.Time-basedcompetition2.Theconceptofleadtime3.Logisticspipelinemanagement4.Logisticsvalueengineering5.Thelead-timegap6.SummaryCompendium1.Time-basedcompeti1.Time-basedcompetition時(shí)間競爭1.Time-based時(shí)間競爭

Timeismoney.AsfarascostisConcernedthereisAdirectrelationshipBetweenthelengthOfthelogisticspipelineAndtheinventorythatIslockedupinit.首先，就成本而言，物流渠道的長度與渠道中的存貨數(shù)量有直接的關(guān)系。Timeismoney.首先，就成本而言，Secondly,longleadtimesmeanaslowerresponsetocustomerrequirements.其次，過長的前置時(shí)間意味著對客戶需求反應(yīng)的延遲。Secondly,longleadtimes其次，過Customersinallmarkets,industrialorconsumer,areincreasinglytime-sensitive.Customersinallmarkets,induQuestion1

Whatarethepressuresleadingtothegrowthoftime-sensitivemarkets?Question1WhatarethepresCustomers’driveforforreducedinventoriesVolatilemarketmakingrelianceonforecastsDangerousShorteninglifeCyclesTime-sensitivemarket不斷縮短的產(chǎn)品生命周期客戶降低庫存的需求由于市場多變，過于依賴預(yù)測很危險(xiǎn)Customers’driveforforShort

Theconceptoftheproductlifecycle:Formanyproducts,thereisarecognizablepatternofsalesfromlaunchthroughtofinaldecline.(1)Shorteninglifecycles許多產(chǎn)品從投入市場到最后淡出市場，其銷量遵循一個(gè)公認(rèn)的模式。TheconceptoftheproductTheproductlifecycleSales(￡)introductiongrowthmaturitysaturationdeclinetime導(dǎo)入期成長期成熟期飽和期衰退期產(chǎn)品生命周期TheproductlifecycleSales(￡)2.Customers’driveforreducedinventoryoneofthemostpronouncedphenomenaofrecentyearshasbeenthealmostuniversalmovebycompaniestoreducetheirinventories.這些年，一個(gè)最明顯的現(xiàn)象就是全球所有的企業(yè)都在著手降低它們的庫存?？蛻艚档蛶齑娴男枨?.Customers’driveforreducedQuestion1Whatisthedifferencebetweentraditionalandmodernwaystoservicecustomerswhorequirejust-in-timedeliveries?Question1WhatisthediffeManycompaniesstillthinkthattheonlywaytoservicecustomerswhorequirejust-in-timedeliveriesisforthem,thesupplier,tocarrytheinventoryinsteadofthecustomer.Insteadwhatisneededisforthesuppliertosubstituteresponsivenessforinventorywheneverpossible.許多公司仍然認(rèn)為，給客戶提供及時(shí)配送服務(wù)的唯一方法，就是只能由供應(yīng)商代替客戶持有庫存。其實(shí)作為供應(yīng)商真正需要的是：在必要的時(shí)候用快速反應(yīng)來代替大量的庫存。ManycompaniesstillthinkthaQuestion2Howtoachieveresponsiveness?Why?Question2Howtoachieverespo

Responsivenessessentiallyisachievedthroughtimecompressioninthesupplychain.Responsivenessessentially

TimecompressionServiceenhancementCostreduction壓縮時(shí)間完善服務(wù)縮減成本Breakingfreeoftheclassicservice/costtrade-off打破傳統(tǒng)的服務(wù)、成本權(quán)衡關(guān)系TimecompressionServiceenhan3.Volatilemarketmakingreliance

onforecastsdangerous

QuestionWhat’sthecontinuingproblemformostorganizationsaccordingtotext?What’stherootcauseoftheseproblems?由于市場多變，過于依賴預(yù)測很危險(xiǎn)3.VolatilemarketmakingreliaAcontinuingproblemformostorganizationsistheinaccuracyofforecast.Whilstmanyforecastingerrorsaretheresultofinappropriateforecastingmethodologytherootcauseoftheseproblemsisthatforecasterrorincreasesasledtimeincreases.Acontinuingproblemformosttime+-ForecasterrorForecasterrorandplanninghorizons預(yù)測誤差和計(jì)劃水平time+-ForecastForecasterrora2.Theconceptofleadtime2.TheconceptofQuestion

What’sthemeaningofleadtimefromthecustomer’sviewpointandfromthesupplier’sperspectiverespectively?QuestionWhat’sthemeaningFromthecustomers’viewpointTheelapsedtimefromordertodelivery.Fromthesuppliers’viewpointThetimeittakestoconvertanorderIntocash.從發(fā)出訂單到收到貨物的這段時(shí)間。從接受訂單到收回現(xiàn)金的時(shí)間Fromthecustomers’viewpoint從(1)Theorder-to-deliverycycleCustomerPlacesorderOrderprocessingOrderentryOrderassemblyTransportOrderreceivedThecomponentsofordercycletime客戶訂單提交訂單錄入訂單處理訂單組貨運(yùn)輸訂貨到達(dá)(1)Theorder-to-deliverycycleTotalordercyclewithvariability1.Ordercommunication2.Orderentryandprocessing3.Orderpickingorproduction5.Customerreceiving4.transportationtotal3Timerange1to5daysTimerange1to3days2Timerange1to9days53Timerange1to5days2Timerange1to3days5days25days15運(yùn)輸訂單錄入及處理按單揀選或生產(chǎn)客戶接受訂貨前溝通訂單履行周期的變動程度TotalordercyclewithvariabiInthosesituationswhereordersarenotmetfromstockbutmayhavetobemanufactured,assembledorsourcedfromexternalvendors,thenclearlyleadtimeswillbeevenfurtherextendedwiththepossibilityofstillgreatervariationsintotalorder-to-deliverytime.InthosesituationswhereordeLeadtimecomponent.OrderingreceptionleadtinePlanningleadtimeProcessingleadtimeMaterialsplanningandpurchaseleadtimesupplierleadtinetransportleadtineReceptionandinspectionleadtineAssemblyreleaseandorderpickingWaitingtimesProcessingtimesTransporttimetonextstage(e.g.toinventoryassembly)Dispatchpreparationtime(documents,packages)TransporttimetocustomerCommercialAndplanningLeadtimeMaterialsLeadtimesAssemblyLeadtimesDistributionLeadtimesInstallationLeadtimes商業(yè)和計(jì)劃前置時(shí)間原材料前置時(shí)間匯總前置時(shí)間配送前置時(shí)間安裝前置時(shí)間前置時(shí)間構(gòu)成要素Leadtimecomponent.Orderingr(2)Thecash-to-cashcycleQuestion

What’sthebasicconcernofanyorganization?

whatisruleofthumb?(2)Thecash-to-cashcycleQuestCumulativeLeadtime[procurementTopayment]RawmaterialstockSubassemblyproductionIntermediatestockProductassemblyFinishedstockatCentralwarehouseIn-transitRegionaldistributionCentralstockCustomerordercycle累積的前置時(shí)間（從采購到付款）Strategiclead-timemanagementCumulativeRawmaterialstockSu

Thelongerthepipelinefromsourceofmaterialtothefinaluserthelessresponsivetochangesindemandthesystemwillbe.從原材料到最終使用者的渠道越長，系統(tǒng)就越缺乏對需求變動的應(yīng)變能力ThelongerthepipelinefroAnapproximateruleofthumbsuggeststhattheamountofsafetystockinapipelinevarieswiththesquarefootofthepipelinelength.一個(gè)類似于“大拇指”的規(guī)則指出，安全庫存數(shù)量的多少取決于渠道長度的平方根。Anapproximateruleofthumbs

3.logisticspipelinemanagement3.logisticspipelinemanagemQuestion1

Howtocontrollogisticsleadtimessuccessfully?Question1HowtocontrollogThekeytothesuccessfulcontrolofthelogisticsleadtimeispipelinemanagement.成功控制物流前置時(shí)間的關(guān)鍵是實(shí)施物流渠道管理。ThekeytothesuccessfulcontQuestion2

Whatarethegoalsofthepipelinemanagement?Question2WhatarethegoalsThegoalsofthepipelinemanagementgoalsLowercostsHigherqualityMoreflexibilityFasterresponsetime更低的成本更高的質(zhì)量高強(qiáng)的靈活性更快的反應(yīng)速度ThegoalsofthepipelinemanaHowtoachievethesegoalsManagethesupplychainasanentityandseekingtoreducethepipelinelengthand/orcosttospeeduptheflowthroughthatpipeline.Tofindwaysinwhichtheratioofvalue-addedtocost-addedtimeinthepipelinecanbeimproved.將供應(yīng)鏈作為一個(gè)整體進(jìn)行管理，并縮短整個(gè)渠道的長度，同時(shí)（或者）加速物品在渠道中的流動。找到可以提高增值時(shí)間與成本增加時(shí)間比率的方法。HowtoachievethesegoalsManaValue-addingtime(time,placeandformutility)Cost-addingtime(promotion,storageandtransportcostandthetimecostofmoney)RawmaterialstockproductionFinishedstockIn-transitRegionalstockCustomerdeliveryCost-addedversusvalue-addedtime引起價(jià)值增加和成本增加的活動（時(shí)間、地點(diǎn)和形態(tài)效用）增值時(shí)間原材料庫存生產(chǎn)產(chǎn)成品庫存運(yùn)輸區(qū)域庫存客戶配送Cost-addedversusvalue-addedtime

成本增加時(shí)間（促銷、倉儲和運(yùn)輸成本及時(shí)間成本）Value-addingtimeCost-addingtValue-addingtimeRawmaterialstockproductionFinishedstockIn-transitRegionalstockCustomerdeliveryRawmaterialstockproductionFinishedstockIn-transitRegionalstockCustomerdeliveryCost-addingtimeReducingnon-value-addingtimeimprovesserviceandreducescost通過減少非增值時(shí)間來提高服務(wù)水平并降低成本Value-addingtimeRawmaterialp3.Logisticsvalueengineering3.LogisticsvalueManybusinesshaveinvestedheavilyinautomationinthefactorywiththeaimofreducingthroughputtimes.Howeveritisparadoxicalthatmanyofthosesamebusinessthathavespentmillionsofpoundsonautomationtospeedupthetimeittakestomanufactureaproductarethencontenttoletitsitinadistributioncentreorwarehouseforweekswaitingtobesold.ManybusinesshaveinvestedheTherequirementistolookacrossthedifferentstagesinthesupplychaintoseehowtimeasawholecanbereducedthroughreengineeringthewaythechainisstructured.Therequirementistolookacr

Example1:Planningcycle/manufacturingleadtimeExample2:ForecastingandorderingofsuppliersExample3:WarehousepickinganddistributionOnepointInsomanycasesitispossibletofindconsiderableOpportunityfortotallead-timereduction,oftenthroughSomeverysimplechangesinprocedure.OnepointInsomanycas4.Thelead-timegap4.Thelead-timegapQuestion1

Accordingtothetext,mostorganizationsfaceafundamentalproblem,whatisit?Thetimeittakestoprocure,makeanddeliverthefinishedproducttoacustomerislongerthanthetimethecustomerispreparedtowaitforit.Thisisthebasisofthelead-timegap.Question1AccordingtotheThelead-timegapprocurementCustomer’sordercycledeliverymanufacturingLogisticsleadtimeThelead-timegapOrderfulfillment采購生產(chǎn)配送物流前置時(shí)間客戶訂貨周期前置時(shí)間差訂單履行Thelead-timegapprocurementCuQuestion2

What’sthecustomer’sordercycle?Thelengthoftimethatthecustomerispreparetowait,fromwhentheorderisplacedthroughtowhenthegoodsarereceived.

Question2What’sthecustome

Thecompetitiveconditionsofthemarketaswellasthenatureoftheproductwillinfluencethecustomer’swillingnesstowait.Thefactorsthatinfluencethecustomer’swillingnesstowait:

Thecompetitiveconditions

Howtoclosethelead-timegap?shorteninglogisticsleadtimeMovethecustomer’sordercyclecloserbygainingearlierwarningofrequirementsthroughimprovedvisibilityofdemand.縮短物流前置時(shí)間通過提高需求的可見性，盡量把客戶訂貨周期調(diào)整到與早期得到的需求信息更接近。Question3Howtoclosethelead-time

Allthelogisticsprocessescanbeviewedasanetworkofinter-linkedactivitiesthatcanbeoptimizedasawholebyfocusingontotalthroughputtime.Anyattempttomanagebyoptimizingindividualelementsoractivitiesintheprocesswillleadtoaless-than-optimalresultoverall.

所有的物流過程都能被看做是由各種具有內(nèi)在聯(lián)系的活動所形成的一個(gè)網(wǎng)絡(luò)，要想優(yōu)化這個(gè)網(wǎng)絡(luò)，必須要通過調(diào)整總體運(yùn)營時(shí)間才能得以實(shí)現(xiàn)。而單純通過優(yōu)化個(gè)別要素或過程中個(gè)別活動只能得到一個(gè)次優(yōu)化的結(jié)果。（1）reducinglogisticslead-timeAllthelogisticsprocessesQuestion4

What’sOPT?what’sitsessence?AsignificantcontributiontothewayweviewlogisticsprocesseshasbeenmadebyGoldrattwhohasdevelopedthetheoryofconstraints(約束理論)whichismoreusuallyknownasOptimizedProductionTechnology（生產(chǎn)技術(shù)優(yōu)化理論）(OPT).TheessenceofOPTisthatallactivitiesinalogisticschaincanbecategorizedaseither‘bottlenecks'or‘non-bottlenecks’.OPT——把一個(gè)物流鏈中的所有活動劃分為瓶頸類或非瓶頸類。Question4

What’sOPT?whatQuestion5

Whatisabottleneck?Abottleneckistheslowestactivityinachainandwhilstitmayoftenbeamachine,itcouldalsobeapartoftheinformationflowsuchasorderprocessing.瓶頸是指整個(gè)鏈中最慢的活動，它可以是一臺機(jī)器，也可以是像訂單處理一樣的信息流的一部分。Question5

WhatisabottlenecFurtheropportunitiesforpipelinetimereductioncannormallybefoundattheinterfacewithsuppliers’logisticssystem.Furtheropportunitiesforpipe(2)ImprovingvisibilityofdemandTheideathatitcouldbepossibleto‘extend’thecustomer’sordercyclemayatfirstsightseemimplausible.No,whatismeantbyextendingthecustomer’sordercycleisthatweshouldseektoobtainsignificantlyearlierwarningsofthecustomer’srequirement.(2)ImprovingvisibilityofdemWhatwefrequentlyfindisthatfirstofallthedemandpenetrationpointistoofardownthepipelineandthatsecondly,realdemandishiddenfromviewandallwetendtoseeareorders.Boththesepointsneedfurtherexplanation;firstlytheconceptofthedemandpenetrationpoint.WhatwefrequentlyfindisthaQuestion

1What’sthedemandpenetrationpoint?

Thedefinitionofthedemandpenetrationpointisthatitoccursatthatpointinthelogisticschainwhererealdemandmeetstheplan.Upstreamfromthispointeverythingisdrivenbyaforecastand/oraplan.Downstreamwecanrespondtocustomerdemand.在物流鏈中需求與計(jì)劃達(dá)成一致的點(diǎn)。預(yù)測或計(jì)劃驅(qū)動著需求滲透點(diǎn)上游的活動，下游所做的就是對客戶需求做出反應(yīng)。Question1在物流鏈中需求與計(jì)劃達(dá)成一致的點(diǎn)。預(yù)測或Question

2

What’sthekeyconcernoflogisticsmanagement?Howtoachieveit?Question2

What’sthekeyconcAkeyconcernoflogisticsmanagementshouldbetoseektoidentifywaysinwhichthedemandpenetrationpointcanbepushedasfaraspossibleupstream.Thismightbeachievedbytheuseofinformationsothatmanufacturingandpurchasinggettohearofwhatishappeninginthemarketplacefasterthantheycurrentlydo.Theotherroutetoachievinganupstreamshiftoftheorderpenetrationpointisbypostponingthefinalcommitmentoftheproducttoitsfinalform.AkeyconcernoflogisticsmanFollowingfigureillustratesarangeofpossibledemandpenetrationpointsindifferentindustrialandmarketcontexts.Followingfigureillustratesa.DrivenByforecastDrivenBydemandplantDistributioncentralwarehousedepots需求滲透點(diǎn)和戰(zhàn)略庫存Demandpenetrationpointandstrategicinventory.DrivenDrivenplantDistributioInasensetheinformationwereceive,ifweonlyhavetheordertorelyon,islikethetipofaniceberg.theordercycletime(i.e.therequiredresponsetimefromordertodelivery)mayonlybethevisibletip.在某種意義上，如果我們僅僅依賴手頭的訂單，則所獲得的信息猶如冰山一角。訂貨周期時(shí)間也可能僅僅是信息冰山上可視的一角。InasensetheinformationTheareabelowthesurfaceoftheicebergrepresentstheongoingconsumption,demandorusageoftheproductwhichishiddenfromtheviewofthesupplier.Itisonlywhenanorderisissuedthatdemandbecomestransparent.海平面以下的部分代表著未來的消費(fèi)、需求或者使用產(chǎn)品的信息，而這些統(tǒng)統(tǒng)是在供應(yīng)商的視野之外的。只有當(dāng)訂單發(fā)出之時(shí)，需求才變得透明。TheareabelowthesurfaceTheinformationicebergOrdercycletimeActualusage/demandTheorder訂單處理周期未來實(shí)際使用、需求TheinformationicebergOrdercTherearenowsighsthatbuyersandsuppliersarerecognizingtheopportunitiesformutualadvantageininformationonrequirementscanbesharedonacontinuingbasis.有跡象表明，購買者和供應(yīng)者正意識到如果雙方能持續(xù)共享需求信息的話，這對于彼此雙方都是有利的TherearenowsighsthatbuZaracasestudy◆BackgroundofZara◆targetmarketInternationalmarketpositionOperatingstrategyDesigntrendsZaracasestudy◆BackgroundofSuccessfulforsomereasons:

1.basedonthedualobjectivesofworkingwithoutstocksandrespondingquicklytomarketneed.2.Developoneofthemosteffectivequick-responsivesystemsinitsindustry.3.InventorycostsarekepttoaminimumbecauseZarapaysonlyforthecompletegarments.Successfulforsomereasons:

1Zara’ssupplychaindemandDesigndepartmentCompany’sbuyingofficeZaraorsubcontractorsFinishedproductsDistributioncentrethird-partycontractorsPenultimatedestinationsZara’ssupplychaindemandDesigSummaryTheabilitytomovequicklyiscritical;Thesearchisforlogisticssolutionsthataremoreresponsivebutlow-cost;Timecompressioninthepipelinehasthepotentialbothtospeedupresponsetimesandtoreducesupplychaincost;Thekeytoreachthisdualgoalsisthroughfocusingonthereductionofnon-valueaddingtimeandparticularlytimespendasinventory;Lead-timereductionhasbecomefocalpoint.快速反應(yīng)能力是至關(guān)重要的。尋求以低成本作出更快反應(yīng)的物流方案。壓縮供應(yīng)鏈時(shí)間對快速反應(yīng)和縮減供應(yīng)鏈成本具有很大潛力。實(shí)現(xiàn)這兩個(gè)目標(biāo)的關(guān)鍵是縮減非增值時(shí)間，尤其是縮短庫存時(shí)間?？s短前置時(shí)間已經(jīng)成為關(guān)注的焦點(diǎn)。SummaryTheabilitytomovequiChapter4

Strategiclead-timemanagementChapter4

Strategiclead-timeThischapter：Exploresthe‘costoftime’andthedriversoftime-basedcompetition;shorteningproductlifecycles,customers’desireforreducedinventoriesandthedangersofbeingforecastdependentinanincreasinglyvolatilemarketplace.探討時(shí)間成本和時(shí)間競爭的驅(qū)動力；正在不斷縮短的產(chǎn)品生命周期，客戶減少庫存的要求，在動蕩的市場環(huán)境下過分依賴預(yù)測的種種風(fēng)險(xiǎn)。Thischapter：Exploresthe‘cosExaminestheconceptofleadtime,theorder-to-deliverycycle,itscomponentsandtheneedtoconsiderthewidercontextoftheorder–to-cashcycle.分析前置時(shí)間、訂單周期的概念及其構(gòu)成要素，從更大范圍來考察訂貨變現(xiàn)周期。Looksathowthereductionofleadtimescanimpactonthegoalsoflogisticspipelinemanagement.研究縮短前置時(shí)間是如何影響物流渠道管理目標(biāo)的。ExaminestheconceptofleadtOutlinessomeofthewaysinwhichinadequatesystemsdesigncanlengthenleadtimesandengineercostratherthanvalueintothelogisticsprocess.概括了一些不恰當(dāng)?shù)南到y(tǒng)設(shè)計(jì)方法，它們延長了前置時(shí)間，并增加了設(shè)計(jì)成本，卻對物流過程的增值貢獻(xiàn)不大。introducestheconceptofthelead-timegap,offeringanumberofsuggestionsforleadtime.介紹前置時(shí)間差的概念，提出一些縮短前置時(shí)間的建議。OutlinessomeofthewaysinwCompendium1.Time-basedcompetition2.Theconceptofleadtime3.Logisticspipelinemanagement4.Logisticsvalueengineering5.Thelead-timegap6.SummaryCompendium1.Time-basedcompeti1.Time-basedcompetition時(shí)間競爭1.Time-based時(shí)間競爭

Timeismoney.AsfarascostisConcernedthereisAdirectrelationshipBetweenthelengthOfthelogisticspipelineAndtheinventorythatIslockedupinit.首先，就成本而言，物流渠道的長度與渠道中的存貨數(shù)量有直接的關(guān)系。Timeismoney.首先，就成本而言，Secondly,longleadtimesmeanaslowerresponsetocustomerrequirements.其次，過長的前置時(shí)間意味著對客戶需求反應(yīng)的延遲。Secondly,longleadtimes其次，過Customersinallmarkets,industrialorconsumer,areincreasinglytime-sensitive.Customersinallmarkets,induQuestion1

Whatarethepressuresleadingtothegrowthoftime-sensitivemarkets?Question1WhatarethepresCustomers’driveforforreducedinventoriesVolatilemarketmakingrelianceonforecastsDangerousShorteninglifeCyclesTime-sensitivemarket不斷縮短的產(chǎn)品生命周期客戶降低庫存的需求由于市場多變，過于依賴預(yù)測很危險(xiǎn)Customers’driveforforShort

Theconceptoftheproductlifecycle:Formanyproducts,thereisarecognizablepatternofsalesfromlaunchthroughtofinaldecline.(1)Shorteninglifecycles許多產(chǎn)品從投入市場到最后淡出市場，其銷量遵循一個(gè)公認(rèn)的模式。TheconceptoftheproductTheproductlifecycleSales(￡)introductiongrowthmaturitysaturationdeclinetime導(dǎo)入期成長期成熟期飽和期衰退期產(chǎn)品生命周期TheproductlifecycleSales(￡)2.Customers’driveforreducedinventoryoneofthemostpronouncedphenomenaofrecentyearshasbeenthealmostuniversalmovebycompaniestoreducetheirinventories.這些年，一個(gè)最明顯的現(xiàn)象就是全球所有的企業(yè)都在著手降低它們的庫存?？蛻艚档蛶齑娴男枨?.Customers’driveforreducedQuestion1Whatisthedifferencebetweentraditionalandmodernwaystoservicecustomerswhorequirejust-in-timedeliveries?Question1WhatisthediffeManycompaniesstillthinkthattheonlywaytoservicecustomerswhorequirejust-in-timedeliveriesisforthem,thesupplier,tocarrytheinventoryinsteadofthecustomer.Insteadwhatisneededisforthesuppliertosubstituteresponsivenessforinventorywheneverpossible.許多公司仍然認(rèn)為，給客戶提供及時(shí)配送服務(wù)的唯一方法，就是只能由供應(yīng)商代替客戶持有庫存。其實(shí)作為供應(yīng)商真正需要的是：在必要的時(shí)候用快速反應(yīng)來代替大量的庫存。ManycompaniesstillthinkthaQuestion2Howtoachieveresponsiveness?Why?Question2Howtoachieverespo

Responsivenessessentiallyisachievedthroughtimecompressioninthesupplychain.Responsivenessessentially

TimecompressionServiceenhancementCostreduction壓縮時(shí)間完善服務(wù)縮減成本Breakingfreeoftheclassicservice/costtrade-off打破傳統(tǒng)的服務(wù)、成本權(quán)衡關(guān)系TimecompressionServiceenhan3.Volatilemarketmakingreliance

onforecastsdangerous

QuestionWhat’sthecontinuingproblemformostorganizationsaccordingtotext?What’stherootcauseoftheseproblems?由于市場多變，過于依賴預(yù)測很危險(xiǎn)3.VolatilemarketmakingreliaAcontinuingproblemformostorganizationsistheinaccuracyofforecast.Whilstmanyforecastingerrorsaretheresultofinappropriateforecastingmethodologytherootcauseoftheseproblemsisthatforecasterrorincreasesasledtimeincreases.Acontinuingproblemformosttime+-ForecasterrorForecasterrorandplanninghorizons預(yù)測誤差和計(jì)劃水平time+-ForecastForecasterrora2.Theconceptofleadtime2.TheconceptofQuestion

What’sthemeaningofleadtimefromthecustomer’sviewpointandfromthesupplier’sperspectiverespectively?QuestionWhat’sthemeaningFromthecustomers’viewpointTheelapsedtimefromordertodelivery.Fromthesuppliers’viewpointThetimeittakestoconvertanorderIntocash.從發(fā)出訂單到收到貨物的這段時(shí)間。從接受訂單到收回現(xiàn)金的時(shí)間Fromthecustomers’viewpoint從(1)Theorder-to-deliverycycleCustomerPlacesorderOrderprocessingOrderentryOrderassemblyTransportOrderreceivedThecomponentsofordercycletime客戶訂單提交訂單錄入訂單處理訂單組貨運(yùn)輸訂貨到達(dá)(1)Theorder-to-deliverycycleTotalordercyclewithvariability1.Ordercommunication2.Orderentryandprocessing3.Orderpickingorproduction5.Customerreceiving4.transportationtotal3Timerange1to5daysTimerange1to3days2Timerange1to9days53Timerange1to5days2Timerange1to3days5days25days15運(yùn)輸訂單錄入及處理按單揀選或生產(chǎn)客戶接受訂貨前溝通訂單履行周期的變動程度TotalordercyclewithvariabiInthosesituationswhereordersarenotmetfromstockbutmayhavetobemanufactured,assembledorsourcedfromexternalvendors,thenclearlyleadtimeswillbeevenfurtherextendedwiththepossibilityofstillgreatervariationsintotalorder-to-deliverytime.InthosesituationswhereordeLeadtimecomponent.OrderingreceptionleadtinePlanningleadtimeProcessingleadtimeMaterialsplanningandpurchaseleadtimesupplierleadtinetransportleadtineReceptionandinspectionleadtineAssemblyreleaseandorderpickingWaitingtimesProcessingtimesTransporttimetonextstage(e.g.toinventoryassembly)Dispatchpreparationtime(documents,packages)TransporttimetocustomerCommercialAndplanningLeadtimeMaterialsLeadtimesAssemblyLeadtimesDistributionLeadtimesInstallationLeadtimes商業(yè)和計(jì)劃前置時(shí)間原材料前置時(shí)間匯總前置時(shí)間配送前置時(shí)間安裝前置時(shí)間前置時(shí)間構(gòu)成要素Leadtimecomponent.Orderingr(2)Thecash-to-cashcycleQuestion

What’sthebasicconcernofanyorganization?

whatisruleofthumb?(2)Thecash-to-cashcycleQuestCumulativeLeadtime[procurementTopayment]RawmaterialstockSubassemblyproductionIntermediatestockProductassemblyFinishedstockatCentralwarehouseIn-transitRegionaldistributionCentralstockCustomerordercycle累積的前置時(shí)間（從采購到付款）Strategiclead-timemanagementCumulativeRawmaterialstockSu

Thelongerthepipelinefromsourceofmaterialtothefinaluserthelessresponsivetochangesindemandthesystemwillbe.從原材料到最終使用者的渠道越長，系統(tǒng)就越缺乏對需求變動的應(yīng)變能力ThelongerthepipelinefroAnapproximateruleofthumbsuggeststhattheamountofsafetystockinapipelinevarieswiththesquarefootofthepipelinelength.一個(gè)類似于“大拇指”的規(guī)則指出，安全庫存數(shù)量的多少取決于渠道長度的平方根。Anapproximateruleofthumbs

3.logisticspipelinemanagement3.logisticspipelinemanagemQuestion1

Howtocontrollogisticsleadtimessuccessfully?Question1HowtocontrollogThekeytothesuccessfulcontrolofthelogisticsleadtimeispipelinemanagement.成功控制物流前置時(shí)間的關(guān)鍵是實(shí)施物流渠道管理。ThekeytothesuccessfulcontQuestion2

Whatarethegoalsofthepipelinemanagement?Question2WhatarethegoalsThegoalsofthepipelinemanagementgoalsLowercostsHigherqualityMoreflexibilityFasterresponsetime更低的成本更高的質(zhì)量高強(qiáng)的靈活性更快的反應(yīng)速度ThegoalsofthepipelinemanaHowtoachievethesegoalsManagethesupplychainasanentityandseekingtoreducethepipelinelengthand/orcosttospeeduptheflowthroughthatpipeline.Tofindwaysinwhichtheratioofvalue-addedtocost-addedtimeinthepipelinecanbeimproved.將供應(yīng)鏈作為一個(gè)整體進(jìn)行管理，并縮短整個(gè)渠道的長度，同時(shí)（或者）加速物品在渠道中的流動。找到可以提高增值時(shí)間與成本增加時(shí)間比率的方法。HowtoachievethesegoalsManaValue-addingtime(time,placeandformutility)Cost-addingtime(promotion,storageandtransportcostandthetimecostofmoney)RawmaterialstockproductionFinishedstockIn-transitRegionalstockCustomerdeliveryCost-addedversusvalue-addedtime引起價(jià)值增加和成本增加的活動（時(shí)間、地點(diǎn)和形態(tài)效用）增值時(shí)間原材料庫存生產(chǎn)產(chǎn)成品庫存運(yùn)輸區(qū)域庫存客戶配送Cost-addedversusvalue-addedtime

成本增加時(shí)間（促銷、倉儲和運(yùn)輸成本及時(shí)間成本）Value-addingtimeCost-addingtValue-addingtimeRawmaterialstockproductionFinishedstockIn-transitRegionalstockCustomerdeliveryRawmaterialstockproductionFinishedstockIn-transitRegionalstockCustomerdeliveryCost-addingtimeReducingnon-value-addingtimeimprovesserviceandreducescost通過減少非增值時(shí)間來提高服務(wù)水平并降低成本Value-addingtimeRawmaterialp3.Logisticsvalueengineering3.LogisticsvalueManybusinesshaveinvestedheavilyinautomationinthefactorywiththeaimofreducingthroughputtimes.Howeveritisparadoxicalthatmanyofthosesamebusinessthathavespentmillionsofpoundsonautomationtospeedupthetimeittakestomanufactureaproductarethencontenttoletitsitinadistributioncentreorwarehouseforweekswaitingtobesold.ManybusinesshaveinvestedheTherequirementistolookacrossthedifferentstagesinthesupplychaintoseehowtimeasawholecanbereducedthroughreengineeringthewaythechainisstructured.Therequirementistolookacr

Example1:Planningcycle/manufacturingleadtimeExample2:ForecastingandorderingofsuppliersExample3:WarehousepickinganddistributionOnepointInsomanycasesitispossibletofindconsiderableOpportunityfortotallead-timereduction,oftenthroughSomeverysimplechangesinprocedure.OnepointInsomanycas4.Thelead-timegap4.Thelead-timegapQuestion1

Accordingtothetext,mostorganizationsfaceafundamentalproblem,whatisit?Thetimeittakestoprocure,makeanddeliverthefinishedproducttoacustomerislongerthanthetimethecustomerispreparedtowaitforit.Thisisthebasisofthelead-