Lecture2 global logistics and supply chain management

1、 Lecture 2 Global Logistics and Global Supply Chain1. Global operation and global logisticsThere are two approaches for firms to meet the challenges from the global competition. (1) to improve their processes in order to be cost competitive. (2) to identify partners in other countries to manufacture

2、 components, subassemblies and, in some cases, even the final products. The second approach(global operation)forces companies to get into a new area called “global logistics”.CAGRCompound Annual Growth Rate (CAGR) 復(fù)合年均增長(zhǎng)率的縮寫(xiě)復(fù)合年均增長(zhǎng)率是指：一項(xiàng)投資在特定時(shí)期內(nèi)的年度增長(zhǎng)率 計(jì)算方法為總增長(zhǎng)率百分比的n方根，n相等于有關(guān)時(shí)期內(nèi)的年數(shù) 公式為： (現(xiàn)有價(jià)值/基礎(chǔ)價(jià)值)(1/

3、年數(shù)) - 1. Average Annual Growth Rate （AAGR）平均年度增長(zhǎng)率 一個(gè)投資組合在一年內(nèi)價(jià)值的平均升幅 舉例: 你在2005年1月1日最初投資了10,000美金，而到了2006年1月1日你的資產(chǎn)增長(zhǎng)到了13,000美金，到了2007年增長(zhǎng)到了14,000美金，而到了2008年1月1日變?yōu)?9,500美金。根據(jù)計(jì)算公式，Your CAGR would be the ratio of your ending value to beginning value (19,500/10,000 = 1.95) raised to the power of 1/3 ( sin

4、ce1/# of years = 1/3), then subtracting 1 from the resulting number.1.95 raised to 1/3 power = 1.2493. (This could be written as 1.950.3333)1.2493 -1=0.2493Another way of writing 0.2493 is 24.93%.最后計(jì)算獲得的CAGR為24.93%，從而意味著你三年的投資回報(bào)率為24.93%，即將按年份計(jì)算的增長(zhǎng)率在時(shí)間軸上平坦化。當(dāng)然，你也看到第一年的增長(zhǎng)率則是30%（1300010000）/10000*100%可

5、以理解為，年增長(zhǎng)率是一個(gè)短期的概念，從一個(gè)產(chǎn)品或產(chǎn)業(yè)的發(fā)展來(lái)看，可能處在成長(zhǎng)期或爆發(fā)期而年度結(jié)果變化很大，但如果以“復(fù)合增長(zhǎng)率”在衡量，因?yàn)檫@是個(gè)長(zhǎng)期時(shí)間基礎(chǔ)上的核算，所以更能夠說(shuō)明產(chǎn)業(yè)或產(chǎn)品增長(zhǎng)或變遷的潛力和預(yù)期。I. Global LogisticsThe Definition of Global LogisticsChallenges of Global LogisticsThe Origin of Global LogisticsLogistics Companies in 500 FortunesLogistics Operation ExperienceDefinition of

6、Global LogisticsPhysical moving of materials and products across nations to overcome the barriers in space and time between producers and consumers in different countries.International Logistics SystemInternational Logistics systemTransportationWarehousingCommodity InspectionPackagingMaterials Handl

7、ingProcessingInformation Exel2000年7月26日，Ocean Group與NFC公司(國(guó)有的國(guó)際海運(yùn)貨運(yùn)代理)合并后更名為“Exel”。Exel分為5大業(yè)務(wù)部門(mén)：（消費(fèi)品/零售/醫(yī)療）歐洲部、（消費(fèi)品/零售/醫(yī)療）美洲部、開(kāi)發(fā)和自動(dòng)化部、技術(shù)和全球管理部以及亞太部。該公司全球網(wǎng)點(diǎn)達(dá)到1300個(gè)，50000多名員工。目前該公司三家主要運(yùn)營(yíng)子公司為Exel（舊的NFC，國(guó)有的國(guó)際海運(yùn)貨運(yùn)代理）、Msas全球物流公司和Cory Environmental。Msas是世界上規(guī)模最大的貨代之一，在全球范圍內(nèi)提供多式聯(lián)運(yùn)、地區(qū)配送、庫(kù)存控制、增值物流、信息技術(shù)和供應(yīng)鏈解決方案

8、等各項(xiàng)服務(wù)。Cory Environmental是英國(guó)規(guī)模最大的廢品處理公司之一。Exel在地面運(yùn)輸供應(yīng)鏈服務(wù)方面占有很強(qiáng)的市場(chǎng)地位，所提供的服務(wù)包括倉(cāng)儲(chǔ)和配送、運(yùn)輸管理服務(wù)、以客戶(hù)為中心的服務(wù)、JIT服務(wù)和全球售后市場(chǎng)物流服務(wù)，主要集中在配送、運(yùn)輸管理和環(huán)境服務(wù)三個(gè)方面。從地理分布來(lái)看，業(yè)務(wù)主要集中在英國(guó)與愛(ài)爾蘭，同時(shí)遍及美洲、歐洲大陸和非洲以及亞太地區(qū)。Exel2001年1月，Exel被選中來(lái)管理摩托羅拉公司在美國(guó)、歐洲和亞洲地區(qū)半導(dǎo)體產(chǎn)品的配送。該項(xiàng)合約價(jià)值約為億英鎊。同時(shí)與Mercedes Benz Espana簽署了10年期合約，提供供應(yīng)鏈服務(wù)。Exel汽車(chē)部贏得了一項(xiàng)為期7年的合約

9、，向法國(guó)Sandouvilielear公司提供供應(yīng)鏈管理服務(wù)。2000年12月，Exel收購(gòu)了Total物流公司（一家總部設(shè)在澳大利亞和新西蘭的地區(qū)性供應(yīng)鏈管理公司，專(zhuān)門(mén)向30多家大型制藥和醫(yī)療公司提供供應(yīng)鏈管理服務(wù)）。2000年10月，Exel和UPS共同為福特公司創(chuàng)建供應(yīng)網(wǎng)絡(luò)，并對(duì)福特公司在歐洲的供應(yīng)鏈需求進(jìn)行大規(guī)模改造。International Logistics Network System裝運(yùn)港（站、機(jī)場(chǎng)）目的港（站、機(jī)場(chǎng)）賣(mài)方出口裝船買(mǎi)方出買(mǎi)方進(jìn)口裝船生產(chǎn)廠(chǎng)（F）生產(chǎn)廠(chǎng)（F）集運(yùn)國(guó)際轉(zhuǎn)運(yùn)點(diǎn)國(guó)際物流國(guó)內(nèi)物流國(guó)內(nèi)物流客戶(hù)分運(yùn)消費(fèi)者供貨單位轉(zhuǎn)運(yùn)點(diǎn)供貨單位轉(zhuǎn)運(yùn)點(diǎn)Material flow

10、 participantsDocument flowcontractsTransportation documentsBill of lading , Airwaybill InvoicesPacking list Insurance policy and certificateCash flow documents: L/CCustoms clearance documents-inspection certificateThree major flows involved in global logisticscash flowM/T, T/T, D/D (remittance ) D/P

11、 , D/A (collection)L/CMajor Participants in International LogisticsDomesticbankDomesticgovernmentagenciesForeigngovernmentagenciesForeignbankDomestic sellerDomestic port or terminal of exitInland carrierExport agentsForeign inland carrierForeign portInternational carrierForeign buyerThe Characterist

12、ics of Global LogisticsInternationalComplexRiskyStandardizedChallenges of global logisticsDistanceFluctuations in exchange ratebusiness and political environment of the foreign countriesculture and language differencesUnreliable deliveryPoor communicationLonger lead timesDuty and custom requirements

13、Knowledge of foreign business practicesGlobal Logistics ManagementGlobal Logistics Management means to carry out the enterprise Logisticsmanagement activity with multinational programming. The global logistics management means the logistics management activity follow the extension of enterprise mana

14、gement coverage, extend from national scale to specific country market scale of crossing over the national boundary, then develop to international scale (the base is in the mother country, operate in three countries above ) or MNC (there are management of base in above three countries region), last

15、cooperate the management of globalization, and work on global logistics management.1. The Supply ChainAll facilities, functions, activities, associated with flow and transformation of goods and services from raw materials to customer, as well as the associated information flowsAn integrated group of

16、 processes to “source,” “make,” and “deliver” productsDenim 和 Jeans 500 年前，哥倫布發(fā)現(xiàn)新大陸時(shí)這種堅(jiān)韌、實(shí)用的粗糙布料就已出現(xiàn) , 當(dāng)時(shí)主要用來(lái)制作船帆。因?yàn)榇瞬荚a(chǎn)于法國(guó)一個(gè)小鎮(zhèn) Nimes，因此以法文取名為“ Serge Denimes”。這種斜紋嗶嘰布料首次傳到英國(guó)時(shí)，英國(guó)商人很難發(fā)出法文“ Serge Denimes ”這個(gè)音，因此就簡(jiǎn)稱(chēng)為 Denim ，即牛仔布。有時(shí)也音譯成丹寧。誰(shuí)是第一個(gè)把斜紋的Denim 做成牛仔褲的剪刀手 ? 有關(guān)“ jeans ”最早的記載是在 1567 年。意大利北部有個(gè)港口叫 Ge

17、noa，當(dāng)時(shí)的外來(lái)商旅稱(chēng)港口工作的水手為“ Genoese”。這些水手們喜歡穿著用當(dāng)?shù)爻霎a(chǎn)的一種粗糙而結(jié)實(shí)的布料做成的工作褲子, 稱(chēng)之為“ Genoese ” 或“ Genes ”，與“ Jearls ”有著相似的發(fā)音?！?jeans ”這個(gè)響亮的名字從 19 世紀(jì) 60年代開(kāi)始才被 Levi Strauss 公司正式采用。在此之前，人們稱(chēng)之為“齊腰工裝褲” (Waist High Overall) 或“褲子”(Pantaloons) 。1950 年中期, Levi Strauss 公司開(kāi)始為它的產(chǎn)品做廣告牛仔褲才在美國(guó)流行起來(lái)。Supply chain for HP printer Dist

18、ribution center(Europe agents)FAT (總機(jī)裝配)（通用打印機(jī)）PCAT（印刷電路板組裝與測(cè)試）Circus manufacturingCustomersSupplierscustomersCustomers Distribution center(Asian agents)Distributors in AmericaDistributors in EuropeDistributors in Asia 打印機(jī)箱制造SuppliersSuppliersSuppliers在溫哥華完成Case study: The supply chain of HPHP was e

19、stablished in1939, and put into the market in1988. Its marketing departments were scattered in about 110 countries and it produces more than 22000 products.Deskjet is the major product of HP. Five different agencies are responsible for production, assembly and transportation. Its production cycle is

20、 6 months.In order to guarantee the fill rate of 98%, the finished goods distribution center should keep 7-week inventory requirements.Adopt Make-to-Order in production and JIT in manufacturing center to meet the safety stock in distribution center;Other uncertainty elements, such as the quality of

21、the suppliers, internal business process, etc.Sears的供應(yīng)鏈Case: Searss Supply Chain香 港 條 碼 印 刷 廠(chǎng)美國(guó)720家零售店中 美 運(yùn) 輸 商美 國(guó) 配 送 中心深 圳 配 送 中 心30 家 中 國(guó) 供 應(yīng) 商西爾斯.羅巴克公司是一家以向農(nóng)民郵購(gòu)起家的零售公司。它的創(chuàng)始人理查德.西爾斯在1884年就開(kāi)始嘗試郵購(gòu)商品, 1886年創(chuàng)建了西爾斯郵購(gòu)公司,開(kāi)始專(zhuān)門(mén)從事郵購(gòu)業(yè)務(wù)，出售手表、表鏈、表針、珠寶以及鉆石等小件商品。西爾斯公司順應(yīng)市場(chǎng)形勢(shì)的變化,不斷調(diào)整自己的營(yíng)銷(xiāo)策略,以驚人的速度發(fā)展起來(lái)。1900年,當(dāng)貨到付款

22、的銷(xiāo)售方式剛剛興起時(shí),西爾斯公司馬上意識(shí)到這是一個(gè)非?？尚械姆椒?并很快實(shí)行“先貨后款”的方式。這一變化給西爾斯帶來(lái)大量的訂單,公司在這一年超過(guò)了其競(jìng)爭(zhēng)對(duì)手沃德公司,這一年沃德公司的銷(xiāo)售額是850萬(wàn)美元,而西爾斯的銷(xiāo)售額達(dá)到1000萬(wàn)美元,成為美國(guó)零售業(yè)銷(xiāo)售額排行榜的第一名。Benetton的供應(yīng)鏈Case: Benettons Supply Chain意大利Benetton總部5000家專(zhuān)賣(mài)店60個(gè)國(guó)家年售5千萬(wàn)件服裝全球80個(gè)銷(xiāo)售代理商意大利配送中心3千萬(wàn)美元投資，8個(gè)人，30萬(wàn)個(gè)貨位，年處理23萬(wàn)件休閑服裝,一個(gè)星期反應(yīng) Supply chain processes Internatio

23、nal Supply ChainSuppliersCorporationCustomersOrder ProcessingOrder PlacementOrder ProcessingOrder PlacementTrans-portationTrans-portationStorageTrans-portationTrans-portationStorageCustomer ServicePhysical Distribution ManagementInventory ManagementInventory ManagementMaterials ManagementPhysical Di

24、stribution ManagementInventory ManagementStorageInbound MaterialsThrough-flowOutbound MaterialsSupplier-Firm InterfaceCustomer-Firm InterfaceDomestic/ImportSourcingDomestic/ImportSourcingForward and Reverse Flows of Information and, Products, and Funds2. Supply Chain ManagementIntegrated management

25、of the flow ofmaterials and products,services, cash andinformationfrom suppliers to the final customerand back again.Definition by Council of Supply Chain Management Professionals (CSCMP) SCM encompasses the planning and management of all activities involved in sourcing and procurement, conversion,

26、and all logistics management activities. It also includes coordination and collaboration with channel partners, which can be suppliers, intermediaries, third-party service providers, and customers. In essence, supply chain management integrates supply and demand management within and across companie

27、s.SCM is an integrating function with primary responsibility for linking major business functions and business processes within and across companies into a cohesive and high-performing business model.It includes all of the logistics management activities noted above, as well as manufacturing operati

28、ons, and it drives coordination of processes and activities with and across marketing, sales, product design, finance and information technology. Logistics management=Supply Chain Management?Supply Chain Management ProcessesTier 1SupplierTier 2SupplierLogisticsPurchasingMarketingR&DCustomerConsumer/

29、End-CustomerPRODUCT FLOWProductionFinanceManufacturerInformation FlowCUSTOMER RELATIONSHIP MANAGEMENTCUSTOMER SERVICE MANAGEMENTDEMAND MANAGEMENTORDER FULFILLMENTMANUFACTURING FLOW MANAGEMENTSUPPLIER RELATIONSHIP MANAGEMENTPRODUCT DEVELOPMENT AND COMMERCIALIZATIONRETURNS MANAGEMENTBusiness processes

30、 in Supply Chain ManagementThe Emergence of Supply Chain ManagementEver-changing customer needsChallenges to manufacturersNot enough to develop new products, improve quality, lower priceCooperation is needed from materials management to delivery of products to customersThree major developments have

31、brought supply chain management to the forefront of managements attention and fostered the emergence of supply chain management: (1) The information revolution (2) Customer demands in areas of product and service cost, quality, delivery, technology, and cycle time brought about by increased global c

32、ompetition. (3)The emergence of new forms of inter-organizational relationships (partnership, strategic alliance).Relationship between facilities and functions along the Wal-Mart supply chain The components of supply chain from the focal firms perspectiveA firms internal functions include the differ

33、ent processes used in transforming the inputs provided by the supplier network. A firms external upstream supply chain members. (suppliers, including the ultimate original supplier of materials) A firms external downstream supply chain members(All downstream distribution channels, processes, and fun

34、ctions that product passes through on its way to the end customer including carriers, warehouses, dealers, retailers) An important new trend in supply chain management is the recovery, recycling, or reuse of products from the end user after they have reached the end of their useful life. 核心企業(yè)供應(yīng)鏈中的成員

35、企業(yè)n231211n213n121n2n12n13n層的客戶(hù)顧客/最終客戶(hù)n3n層的供應(yīng)商最初的供應(yīng)商核心企業(yè)第一層用戶(hù)第二層用戶(hù)3n層的顧客/最終用戶(hù)第二層的供應(yīng)商第一層的供應(yīng)商3最初的供應(yīng)商n1nGreen Supply Chain- Closed Loop Supply ChainRawsuppliersPartssuppliersP-Manu.DistributorsCustomersReturnsReturnshandlingSCM informationsystemMaterialsRMFinished ProductsFPWPWPLogisticsInformationRepai

36、rsTypes of Inter-Company Business Process Linksn231211n213n2131n2n12n1Consumers/End-customersnTier 3 to n suppliersInitial SuppliersTier 1CustomersTier 2CustomersTier 3 toConsumers/End-customersTier 2SuppliersTier 1SuppliersTier 3 toInitialsuppliersn1n1nMembers of the Focal Companys Supply ChainFoca

37、l CompanyNon-members of the Focal Companys Supply ChainManaged Process LinksNot-Managed Process LinksNon-Member Process LinksMonitor Process LinksTier 3 to n customers1nIBM歐洲公司的供應(yīng)鏈管理制造制造IBM制造制造制造制造訂貨計(jì)劃企業(yè)計(jì)劃生產(chǎn)計(jì)劃M(mǎn)RP集中采購(gòu)生產(chǎn)計(jì)劃直接銷(xiāo)售地方分銷(xiāo)中心銷(xiāo)售管道用戶(hù)訂單市場(chǎng)調(diào)查與分析預(yù)測(cè)供貨商信息 庫(kù)存在制品 Essentials of SCMPhilosophy: to achieve s

38、trategic advantageOverall Objective: to maximize value & lower waste through the management of the flow of materials across the supply chain.Management base:the application of information systems and technologies and information sharing across chain partners .Developing and maintaining supply chain

39、relationships. Essentials of supply chainCustomerservice levelRelationshipMaterial FlowInformation Flowto maximize value & lower waste Embodiment of customer valueSupply chain integrationFour reductionThree eliminationSupply chain integrationInformation sharing among supply chain membersReduced bull

40、whip effectEarly problem detectionFaster responseBuilds trust and confidenceCollaborative planning, forecasting, replenishment, and designReduced bullwhip effectLower Costs (material, logistics, operating, etc.)Higher capacity utilizationImproved customer service levelsSupply chain integrationCoordi

41、nated workflow, production and operations, procurementProduction efficienciesFast responseImproved serviceQuicker to marketAdopt new business models and technologiesPenetration of new marketsCreation of new productsImproved efficiencyMass customization Four reductionReduce cost of procurementReduce

42、cost of non-conformanceReduce inventory levelsReduce total product cycle timeThree eliminationSupply network variabilitylate deliveries: weather,equipment breakdownquality problemsManufacturing process variabilitymachine reliability and equipment failurechangeovers / setups / part expeditingdesign a

43、nd quality problemsCustomer network variabilitycancellations and irregular ordersequipment failureschedulingEffective relationship managementInformationCommunicationCooperationTrustEffective materials flow (Logistics)Five rightsRight goods and servicesRight placeRight timeRight quantityRight costEff

44、ective information managementInformation SharingSupply chain partners can benefit by sharing information on sales, demand forecasts, inventory levels & marketing campaignsInaccurate or distorted information leads to the Bullwhip effectInformation technologyInformation links all aspects of supply cha

45、inE-businessreplacement of physical business processes with electronic onesElectronic data interchange (EDI)a computer-to-computer exchange of business documentsBar code and point-of-saledata creates an instantaneous computer record of a saleRadio frequency identification (RFID)technology can send p

46、roduct data from an item to a reader via radio wavesInternetallows companies to communicate with suppliers, customers, shippers and other businesses around the world, instantaneouslyBullwhip effectOccurs when slight demand variability is magnified as information moves back upstreambullwhip effectBul

47、lwhip effect in autos to machine tools% change in demand3. Shift in Focus in Supply ChainsShift 1: From Cross-Functional Integration to Cross-EnterpriseOld question: how do we get the various functional areas of our company to work together to supply product to immediate customers?New question: how

48、to manage activities across companies, as well as across internal functions, to supply product to the market?Shift 2: From Physical Efficiency to Market MediationOld question: how do we minimize the costs our company incurs in production and distribution of our products?New question: how do we minim

49、ize the cost of matching supply and demand while continuing to reduce the costs of production and distribution?3. Shift in Focus in Supply ChainsShift 3: From Supply Focus to Demand FocusOld question: how can we improve the way we supply product in order to match supply and demand better, given the

50、demand pattern?New question: how can we get earlier demand information or affect the demand pattern to match supply and demand?Shift 4: From single company, product design to collaborative, concurrent product, process and supply chain designOld question: how should our company design products to min

51、imize product cost (our cost of materials, production, and distribution)?New question: how should collaborators design the product, process, and supply chain to minimize cost?Shift 5: From cost reduction to breakthrough business modelsOld question: how can we reduce our companys production and distr

52、ibution costs?New question: How would new supply chain and marketing approach lead to a breakthrough in customer value?Shift 6: From mass-market supply to tailored offeringsOld question: how should we organize our companys operations to serve the mass-market efficiently while offering customized product?New question: how should