供應(yīng)鏈物流管理第四章

Chapter4

ProcurementandManufacturing2011-3-161雙語PPTOutlineDimensionsofProductQualityProcurementManufacturingLeanandSixSigmaLogisticalInterfacesSummary2011-3-162雙語PPTFigure2-2LogisticalIntegration2011-3-163雙語PPTThreeperformancecycleswereidentifiedthatmustbelinkedthrougheffectivelogistics.ProcurementcyclelinksanorganizationwithitssuppliersThemanufacturingsupportcycleinvolvesthelogisticsofsupportingproductionThecustomeraccommodationcyclelinksafirmwithitsmarkets.2011-3-164雙語PPTreviewP41Theperformancecyclerepresentstheelementsofworknecessarytocompletethelogisticsrelatedtocustomeraccommodation,manufacturing,orprocurement.2011-3-165雙語PPT4.1Howtomeasuredimensionsofproductquality?PerformanceThemostobviousaspectofquality;Anitemmayactuallyhaveseveralperformancedimensions;電腦，運(yùn)行速度、內(nèi)存、硬盤容量、外觀等Internalmemory,harddiskcapacity,andnumerousotherperformancefeatures.2011-3-166雙語PPT4.1Howtomeasuredimensionsofproductquality?Reliability可靠性，thelikelihoodthataproductwillperformthroughoutitsexpectedlife.在產(chǎn)品的預(yù)期壽命內(nèi)，該產(chǎn)品正常工作的可能性。購買后的維修次數(shù)；Durability耐用性，是產(chǎn)品的實(shí)際使用壽命。Itreferstotheactuallifeexpectancyofaproduct.Durabilityandreliabilityaredistinctbutinterrelatedaspectsofquality.2011-3-167雙語PPT4.1Howtomeasuredimensionsofproductquality?Conformance一致性，conformancereferstowhetherafirm’sproductsactuallymeettheprecisedescriptionorspecificationsasdesigned.實(shí)際產(chǎn)品是否真正滿足設(shè)計(jì)的標(biāo)準(zhǔn)和要求。廢品率、返工率或缺陷率；Features功能Aesthetics美觀Serviceability可維護(hù)性Perceivedquality品質(zhì)認(rèn)知度2011-3-168雙語PPTTotalqualitymanagementAphilosophybyamanagerialsystem（1）topmanagementcommitmentandsupport;高層領(lǐng)導(dǎo)的承諾和支持；（2）maintainingacustomerfocusinproduct,service,andprocessperformance;用戶對產(chǎn)品、服務(wù)和運(yùn)作過程的關(guān)注；（3）integratedoperationswithinandbetweenorganizations;企業(yè)內(nèi)部、企業(yè)之間的一體化運(yùn)作；（4）commitmenttocontinuousimprovement.對于不斷改進(jìn)的承諾2011-3-169雙語PPT質(zhì)量標(biāo)準(zhǔn)

ISO2011-3-1610雙語PPT4.2ProcurementImportanceattributedtoseveralfactors:第一，thesubstantialdollarspendforpurchasesofatypicalorganizationandthepotentialdollarsavingsfromaviableprocurementstrategy.可行的采購策略可以節(jié)約大量資金；第二，企業(yè)日益重視外包策略。Why?2011-3-1611雙語PPTanswerTheamountspentonprocurementhasincreasedsignificantly;Firmsspinofffunctionstosupplierstofocusinternalresourcesoncorecompetencies;So,moremanagerialattentionmustthenbefocusedonhowtheorganizationinterfacesandeffectivelymanagesitssupplybase.2011-3-1612雙語PPTProcurementperspectivesTheemphasishasshiftedfromadversarial,transaction-focusednegotiationwithsupplierstoensuringthatthefirmispositionedtoimplementitsmanufacturingandmarketingstrategieswithsupportfromitssupplybase.從供應(yīng)商處取得足夠的支持。2011-3-1613雙語PPTProcurementperspectivesContinuoussupply一旦原材料或零部件出現(xiàn)缺貨，會造成生產(chǎn)計(jì)劃的中斷，帶來預(yù)期之外的損失。MinimizeinventoryinvestmentOnegoalofprocurementistomaintainsupplycontinuitywiththeminimuminventoryinvestmentpossible.在保證持續(xù)供應(yīng)情況下，盡可能地降低庫存投入。Thisrequiresbalancingthecostsofcarryingmaterialagainstthepossibilityofaproductionstoppage.（停產(chǎn)）2011-3-1614雙語PPTProcurementperspectivesQualityimprovement提高質(zhì)量Supplierdevelopment供應(yīng)商的開發(fā)Itisimportanttodevelopcloserelationshipswiththosesuppliersinordertoshareinformationandresourcestoachievebetterresults.Lowesttotalcostofownership所有權(quán)總成本的最小化2011-3-1615雙語PPTLowesttotalcostofownershipPurchaseprice+serviceprice+lifecyclecostsBidding:purchaseprice&discounts批量折扣與庫存持有成本與運(yùn)輸成本Forthebenefitsofquantitydiscountstobefactoredintothetotalcost,thebuyermustquantifyinventoryholdingcosts.Suppliertermsofsaleandcashdiscountstructuresalsoimpactthetotalcostofownership.Transportationcosts表4.1所有權(quán)總成本的構(gòu)成部分2011-3-1616雙語PPT所有權(quán)總成本最小化第一，傳統(tǒng)采購模式中，買賣雙方相互對立，敵對的談判關(guān)系；僅重視采購價格；忽視訂貨數(shù)量等物流成本的影響等。第二，當(dāng)今采購模式重視所有權(quán)總成本最小化，體現(xiàn)在如下：⑴關(guān)注賣方的購買價格和折扣。數(shù)量折扣和現(xiàn)金折扣；⑵關(guān)注庫存成本。訂貨量增大導(dǎo)致其上升；⑶關(guān)注賣方的促銷方式和現(xiàn)金折扣。（立即支付折扣的優(yōu)惠）；2011-3-1617雙語PPTTobecontinued⑷訂單數(shù)量、不同批量的訂單處理等物流成本的綜合考慮；⑸關(guān)注增值服務(wù)，比如交貨方式和條件，特殊包裝和組裝加工，等等。需要將采購價格和增值服務(wù)價格分開來考慮，選擇最小總成本；⑹關(guān)注產(chǎn)品的生命周期成本。產(chǎn)生于接收產(chǎn)品之前，過程中，很久之后等。包括各種與采購有關(guān)的管理費(fèi)等2011-3-1618雙語PPT4.2.2ProcurementStrategies

Volumeconsolidation批量合并Multiplesources傳統(tǒng)觀點(diǎn)，多供應(yīng)商最佳采購策略Lowprices:Potentialsupplierswerecontinuallybiddingforabuyer’sbusiness.Reducethebuyer’sdependence:Maintainingmultiplesourcesreducesthebuyer’sdependenceonanyonesupplier.2011-3-1619雙語PPTandVolumeconsolidation現(xiàn)代觀點(diǎn)，批量合并，增加談判籌碼。但風(fēng)險會增加，故應(yīng)對供應(yīng)商要進(jìn)行嚴(yán)格篩選，選擇和認(rèn)證Itincreasesthebuyer’snegotiatingstrengthinrelationshiptothesupplier.Providesanumberofadvantageforthosesuppliers.Itallowsthesuppliertoimproveeconomiesofscalebyspreadingfixedcostoveralargervolumeofoutput.Riskincreases.Supplybasereductionprogramsarealmostalwaysaccompaniedbyrigoroussupplierscreening,selection,andcertificationprograms.2011-3-1620雙語PPTSupplierOperationalIntegrationManydifferentforms:1.intoanother’ssalesandorderinginformation;允許賣方進(jìn)入自己的銷售和訂單信息系統(tǒng)；Detailedsalesinformation.Costreductionoccursbecauseofreducingrelianceoncost-inefficientpractices,suchasforecastingandexpediting.2011-3-1621雙語PPTSupplierOperationalIntegrationManydifferentforms:2.workingtogethertoidentifyprocesses.Continuousreplenishment.Vendor-managedinventory.2011-3-1622雙語PPTSupplierOperationalIntegrationManydifferentforms:3.Two-waylearning，雙向?qū)W習(xí)來實(shí)現(xiàn)降低總體成本降低的目的。2011-3-1623雙語PPTWhataretheobjectivesofoperationalintegration?CutwasteReducecostDeveloparelationshipthatbothbuyerandsellertoachievemutualimprovements2011-3-1624雙語PPTTobecontinuedValuemanagement一種更為深入的供應(yīng)商整合運(yùn)作，不僅關(guān)注買賣雙方的運(yùn)作流程，更將目光聚焦在如何建立更加廣泛和持久的合作關(guān)系上。Focusonbuyer-selleroperationstoamorecomprehensiveandsustainablerelationship.Figure4.2showshowearlysupplierinvolvementcanbecriticalinachievingcostreductions.2011-3-1625雙語PPTFigure4-2FlexibilityandCostofDesignChanges2011-3-1626雙語PPTAVATER2011-3-1627雙語PPTTheParetoeffectinprocurementAsmallpercentageofthematerials,items,andservicesacquiredaccountforalargepercentageofthedollarsspent.數(shù)量很少的原材料、部件和服務(wù)占用了較多的投資金額Manyfirmshavepayattentiontosegmentedpurchaserequirements.2011-3-1628雙語PPT4.3Manufacturingperspective公司的制造競爭力影響因素包括：Brandpower品牌影響力Volume生產(chǎn)規(guī)模（規(guī)模經(jīng)濟(jì)的含義？）Varity產(chǎn)品的多樣性（范圍效益，電子產(chǎn)品、服裝、玩具等）Constraints(TOC,theoryofconstraints)能力制約（生產(chǎn)能力、設(shè)備、建設(shè)轉(zhuǎn)型等）Leadtime(operationalandinteroperationaltime)提前期2011-3-1629雙語PPTmanufacturingstrategiesManufacturingprocessJobshop,單件生產(chǎn)Batch，批量生產(chǎn)（小批量地切換生產(chǎn)不同產(chǎn)品）Lineflow流水線生產(chǎn)（生產(chǎn)有大量需求的一系列產(chǎn)品，形成品種有限的標(biāo)準(zhǔn)化產(chǎn)品）Continuous連續(xù)性生產(chǎn)2011-3-1630雙語PPTAlternativemanufacturingstrategiesMTP(make-to-plan，make-to-stock作成存貨),itsstrategiesarecharacteristicofindustriesexploitingeconomyofscalegainedfromlongproductionruns.MTO(make-to-order),itsstrategiesseektomanufacturetocustomerspecification.2011-3-1631雙語PPTTobecontinuedATO(assemble-to-order),baseproductsandcomponentsaremanufacturedinanticipationoffuturecustomerorders;however,theproductsarenotfullyassembledorcustomizeduntilacustomer’sorderisreceived.生產(chǎn)出基本產(chǎn)品和部件，訂單到后再組裝2011-3-1632雙語PPTquestionMTO的缺點(diǎn)是什么？MTOrequireslessfinishedgoodsinventorythanMTPandATOstrategies,however,itrequiressignificantcomponentinventoryandmayresultinhigh-costcustomeraccommodation.2011-3-1633雙語PPTTotalcostmanufacturing2011-3-1634雙語PPTLeanSystems

SixSigma

內(nèi)涵是什么？2011-3-1635雙語PPT4.4logisticalinterfacesWhetherthemanufacturingstrategyisMTO,ATO,orMTP,logisticslinkssuppliersandcustomerswithmanufacturingprocesses.2011-3-1636雙語PPTJIT

MRP2011-3-1637雙語PPTJITJIT原理和目標(biāo)JustinTime，首創(chuàng)于20世紀(jì)50年代日本豐田汽車公司，1972年以后被廣泛應(yīng)用于日本汽車和電子工業(yè)，此時被稱為“豐田生產(chǎn)管理系統(tǒng)”。JIT的原理：⒈企業(yè)的物料供應(yīng)、生產(chǎn)和銷售應(yīng)形成連續(xù)的同步運(yùn)動過程；⒉僅把所需的原材料運(yùn)送至加工場所，立即加工成零件，依據(jù)需求有效組織生產(chǎn)；⒊所需零件立即被裝配成組件，而后被裝配成制2011-3-1638雙語PPT成品，隨即銷售；⒋整個企業(yè)的物料供應(yīng)、生產(chǎn)和銷售，既無延遲也無積壓。JIT管理的優(yōu)點(diǎn)：⑴消除積壓，加速資金周轉(zhuǎn)，有效降低成本；⑵供應(yīng)、生產(chǎn)和銷售信息快速傳遞和反饋，及時發(fā)現(xiàn)質(zhì)量問題并能迅速查找原因；⑶縮短了生產(chǎn)周期，提高交貨能力和可靠性（從而大大增強(qiáng)了對市場需求波動的應(yīng)變能力）。JIT管理的目標(biāo)：消除浪費(fèi)、優(yōu)化程序、提高效率。2011-3-1639雙語PPT方法內(nèi)容減少生產(chǎn)批量有利于物流和信息流更為清晰和有條理，對質(zhì)量控制、生產(chǎn)組織、物流管理提出更高要求。減少設(shè)備調(diào)整時間采用動作研究和時間研究等方法，使內(nèi)部時間外部化，有效降低設(shè)備停轉(zhuǎn)實(shí)際所需要的調(diào)整時間。2011-3-1640雙語PPT廠內(nèi)合理化布局按產(chǎn)品分類進(jìn)行廠內(nèi)合理化布局，有效縮短加工路線，加快信息反饋，提高應(yīng)變能力按銷售均衡生產(chǎn)負(fù)荷采用通用零部件設(shè)計(jì)和通用初裝流水線方式均衡生產(chǎn)，保持較高的設(shè)備利用率看板制需求拉動型生產(chǎn)管理方式，根據(jù)實(shí)際需求從最終產(chǎn)品逆生產(chǎn)順序逐級發(fā)出生產(chǎn)指令，決無積壓和拖延形成JIT供應(yīng)鏈物流渠道上的各類企業(yè)相互協(xié)調(diào)、長期合作、互利互惠、保證質(zhì)量、運(yùn)轉(zhuǎn)可靠，實(shí)現(xiàn)系統(tǒng)總體最優(yōu)化2011-3-1641雙語PPTExercises1Whydoesthecontemporaryviewofprocurementasastrategicactivitydifferfromthemoretraditionalviewof"purchasing"?2011-3-1642雙語PPTPurchasinghasbeentypicallyviewedasalow-levelmanagerialactivityresponsibleforexecutingandprocessingordersforotherdepartmentsoftheorganization.Itsrolewastoobtaintheresourceatthelowestpossiblepricefromthesupplier.Procurementontheotherhandhasamorestrategicrolethatemphasizesonestablishingrelationshipsbetweenbuyersandsellers.Theneedforprocurementaroseduetotherecognitionofsubstantialdollarvolumeofpurchasesandthepotentialdollarsavingsfromthisstrategicapproach.2011-3-1643雙語PPT2Howcanstrategicprocurementcontributetothequalityofproductsproducedbyamanufacturingorganization?

2011-3-1644雙語PPTThequalityofthefinalproductdependsonthequalityofpartsormaterialsthatgoesintomakingit.Howeverensuringthequalityofindividualitemmaynotbethesufficient,becauseithasbeenobservedthatifastandardpartisprocuredfromdifferentsuppliers,itispossiblethatthefinalproductmayencounterqualityproblems.Bymaintainingaqualityperspectivewiththesuppliers,strategicsourcingcanmakeasubstantialimpactonthesavingcostfortheorganization.2011-3-1645雙語PPT3Explaintherationaleunderlyingvolumeconsolidation.Whataretherisksassociatedwithusingasinglesupplierforanitem?

2011-3-1646雙語PPTVolumeconsolidationisoneofthemostcommonprocurementstrategiesthatisusedbyfirms.Byconsolidatingitspurchasevolumethebuyingcompanycanleverageitsshareoftheshipper’sbusiness.Italsogivesthebuyeragreaternegotiatingstrength.Fromtheseller’sperspective,suchanarrangementcanoffergreatereconomiesofscalebybeingabletospreadthefixedcostsovergreatervolumeofoutput.Moreover,ifthelargevolumeofbusinessisassuredtothesupplier,itwillbewillingtoinvestinimprovingitsprocessesandcustomerservice.Manycompanieshavegeneratedalotofdollarsavingsbyadoptingthisstrategy.2011-3-1647雙語PPTTheremayberisksassociatedwithhavingasinglesupplierforanitem.Intheeventofanydisruptioninsupply,thebuyingcompanydoesnothaveanyalternative.Moreoverduetolackofcompetition,thesuppliermightchargehigher.Thereforecompaniesshouldundertakerigorousscreeningtodeterminethestrategicsuppliersandratherthanhavingonlyonesupplierfortheitems,theyshouldaimforasmallpoolofsuppliers.2011-3-1648雙語PPT4Howdoeslowesttotalcostofownershipdifferfromlowestpurchaseprice?

2011-3-1649雙語PPTPurchasepriceisoneofthemajorconcernsofprocurementsofirmstypicallytrytonegotiateforthelowestprice.Theyalsotrytogetquantitydiscountsandassociatedlogisticalbenefitsoutofthepurchaseprice.Apartfromthestandardservices,therecouldbeothervalue-addedservicesthatareofferedbythesellers.Forexampleasellermaydelivertruckloadsofmaterialasastandardservice,howeverdeliveryofsmallerandmorefrequentshipmentswouldrepresentadifferentlevelofservicethatwouldcomeatacosttothebuyer.Itisimportanttounder