供應(yīng)鏈管理 lecture 2

1、供應(yīng)鏈管理(gunl)基礎(chǔ)供應(yīng)鏈管理(gunl)-第二講共八十五頁目 錄供應(yīng)鏈管理(gunl)思想的產(chǎn)生及發(fā)展供應(yīng)鏈和供應(yīng)鏈管理的基礎(chǔ)理論供應(yīng)鏈管理的框架供應(yīng)鏈管理的原則及風(fēng)險(xiǎn)共八十五頁思 考經(jīng)過本次講座，您應(yīng)該了解：什么(shn me)是供應(yīng)鏈？什么是供應(yīng)鏈管理？為什么要進(jìn)行供應(yīng)鏈管理？供應(yīng)鏈的決策層次及各層次的任務(wù)是？供應(yīng)鏈管理的主要內(nèi)容是什么？供應(yīng)鏈的類型及不同類型下的策略特點(diǎn)是？物流管理與供應(yīng)鏈管理的區(qū)別是什么？共八十五頁討論(toln)杰克韋爾奇曾說：“如果(rgu)你在供應(yīng)鏈運(yùn)作上不具備競爭優(yōu)勢，就干脆不要競爭?！庇芾韺W(xué)者克里斯多夫（Christopher）說：“市場上只有供應(yīng)

2、鏈而沒有企業(yè)，21世紀(jì)的競爭不是企業(yè)和企業(yè)之間的競爭，而是供應(yīng)鏈和供應(yīng)鏈之間的競爭?！?您說：1、他們的話有道理么？2、您認(rèn)為供應(yīng)鏈?zhǔn)鞘裁矗抗?yīng)鏈管理該管什么？共八十五頁引子(yn zi)- “囚徒困境”現(xiàn)場測試：你和與你同組的同學(xué)在參觀上海博物館時(shí)不小心把一件博物館的珍藏文物給“撿”回來了，而又很不小心地被警察抓住了，警察叔叔基本已經(jīng)確定是你們兩個(gè)人干的，但是警察局卻缺乏足夠的證據(jù)指證你們所犯的罪行。如果你們兩個(gè)人中(rnzhng)至少有一人供認(rèn)犯罪，就能確認(rèn)罪名成立。于是，警察同志單獨(dú)審問你.律師告訴你：如果你們兩人都拒不認(rèn)罪，則你們會(huì)被以較輕的妨礙公務(wù)罪各判一年徒刑；如果你們兩人中有一人

3、坦白認(rèn)罪，則坦白者立即釋放而另一人將重判8年徒刑；如果兩人都坦白認(rèn)罪，則你們將被各判5年監(jiān)禁。那么，你得選擇是： (請(qǐng)?zhí)钐拱谆虻仲?共八十五頁引子(yn zi)- “囚徒困境”抵賴(dli)坦白抵賴 坦白囚徒甲囚徒乙？（-1，-1） （- 8，0）（0，-8） （- 5，- 5）猜忌出賣競爭對(duì)立共八十五頁引子- “囚徒困境(knjng)”多次如何？美國密西根大學(xué)羅伯特愛克斯羅德組織實(shí)驗(yàn) 參賽者：將博弈策略編成程序，進(jìn)行兩兩對(duì)抗，重復(fù)多次選擇是采取“合作態(tài)度”還是采取“對(duì)抗”態(tài)度（和“坦白”、“抵賴”同理），累積計(jì)算總的收益分?jǐn)?shù)，分?jǐn)?shù)最高者獲勝。Winner: 首先“合作”，如果對(duì)方選擇了“合作

4、”，繼續(xù)(jx)合作，如果對(duì)方選擇“對(duì)抗”，自己下次就選擇“對(duì)抗”，如果對(duì)方重新開始合作，自己也重新開始合作。共八十五頁引子(yn zi)- “囚徒困境”“ Tit for Tat ”原則我是善良(shn lin)的，或者說誠意的；我是強(qiáng)硬的，如果對(duì)方對(duì)抗，自己也開始保護(hù)自己利益；我是寬容的，一旦對(duì)方改邪歸正，我也繼續(xù)進(jìn)行合作我是明了的，我的策略讓對(duì)方很明白猜忌出賣競爭對(duì)立從“一次博弈”到“多次博弈”信用合作協(xié)議聯(lián)盟共八十五頁引子(yn zi)-戴爾的供應(yīng)鏈管理 2005年11月底，權(quán)威市場調(diào)研公司(n s)AMR發(fā)布了“供應(yīng)鏈25強(qiáng)”，AMR把供應(yīng)鏈稱為“捕食者的刀鋒”，名列榜首的正是戴爾公

5、司。戴爾在市場上的表現(xiàn)：1996年，戴爾的銷售額只有25億美金，到了2005年，戴爾的年收入達(dá)到542億美金，已經(jīng)連續(xù)數(shù)年在全球計(jì)算機(jī)廠商中名列第一。在中國，戴爾也獲得了成功：1998年8月進(jìn)入中國后，戴爾一直保持高速增長，短短七年后在中國市場的份額已接近10%，排名第三。戴爾在中國的利潤率是最大競爭對(duì)手的2到3倍。 共八十五頁引子(yn zi)-戴爾的供應(yīng)鏈管理戴爾供應(yīng)鏈管理的核心虛擬整合，讓供應(yīng)鏈“敏捷” 良性循環(huán)，與供應(yīng)商“共贏”環(huán)保與員工福利 成本領(lǐng)先技術(shù)產(chǎn)業(yè)化的速度持續(xù)(chx)供應(yīng)能力服務(wù)品質(zhì)持續(xù)改善，使供應(yīng)鏈“進(jìn)步” BPI（業(yè)務(wù)流程改善，Business Process Imp

6、rovement） 共八十五頁為什么要進(jìn)行(jnxng)供應(yīng)鏈管理？外部環(huán)境變化的需求(xqi)市場環(huán)境的變化產(chǎn)品壽命周期越來越短產(chǎn)品品種數(shù)飛速膨脹對(duì)交貨期的要求越來越高對(duì)產(chǎn)品和服務(wù)的期望越來越高信息社會(huì)、網(wǎng)絡(luò)時(shí)代的到來資源獲取的難度社會(huì)利益的壓力，如環(huán)保要求消費(fèi)需求的變化傳統(tǒng)管理模式的局限性及弊端“縱向一體化”管理模式的主要弊端增加企業(yè)投資負(fù)擔(dān) 承擔(dān)喪失市場時(shí)機(jī)的風(fēng)險(xiǎn) 迫使企業(yè)從事不擅長的業(yè)務(wù)活動(dòng)在每個(gè)業(yè)務(wù)領(lǐng)域都直接面臨眾多競爭對(duì)手共八十五頁為什么要進(jìn)行(jnxng)供應(yīng)鏈管理？ （續(xù)）供應(yīng)鏈管理能夠給企業(yè)(qy)帶來切實(shí)的效益中型企業(yè)的準(zhǔn)時(shí)交貨率提高15%訂單提前期縮短25%-35%績優(yōu)企

7、業(yè)資產(chǎn)運(yùn)營業(yè)績提高15%-20%中型企業(yè)的庫存降低3%，績優(yōu)企業(yè)的庫存降低15%績優(yōu)企業(yè)在現(xiàn)金流周轉(zhuǎn)周轉(zhuǎn)期上具有比一般企業(yè)少40-65天的優(yōu)勢等等 共八十五頁供應(yīng)鏈管理思想(sxing)的演化供應(yīng)鏈管理思想的演化第一階段局限于制造企業(yè)內(nèi)部的生產(chǎn)過程；重點(diǎn)研究如何(rh)提高企業(yè)內(nèi)部資源的有效利用。第二階段與外部供應(yīng)商聯(lián)系起來 e.g JIT第三階段供應(yīng)鏈整合，擴(kuò)展成完整的供應(yīng)鏈系統(tǒng)和價(jià)值增值過程。Stevens認(rèn)為，供應(yīng)鏈?zhǔn)峭ㄟ^價(jià)值增值過程和分銷渠道，控制從供應(yīng)商直至用戶的整個(gè)過程，它始于供應(yīng)的原點(diǎn)，終于消費(fèi)的終點(diǎn)。第四階段動(dòng)態(tài)的功能網(wǎng)絡(luò)。共八十五頁供應(yīng)鏈基礎(chǔ)理論供應(yīng)鏈概念物流術(shù)語國家標(biāo)準(zhǔn)（G

8、B/T18354-2001）:供應(yīng)鏈?zhǔn)巧a(chǎn)及流通過程(guchng)中，涉及將產(chǎn)品或服務(wù)提供給最終用戶活動(dòng)的上游與下游企業(yè)所形成的網(wǎng)絡(luò)結(jié)構(gòu)。美國供應(yīng)鏈協(xié)會(huì)（Supply Chain Council）供應(yīng)鏈涉及從供應(yīng)商的供應(yīng)商到客戶的客戶的產(chǎn)品生產(chǎn)與交付的一切努力。共八十五頁供應(yīng)鏈基礎(chǔ)理論供應(yīng)鏈的結(jié)構(gòu)(jigu)模型（需求和設(shè)計(jì)）供應(yīng)/供應(yīng)商零售制造裝配分銷需求/用戶信息流需求拉動(dòng)銷售點(diǎn)信息供應(yīng)商的供應(yīng)商供應(yīng)商核心企業(yè)物流或/和服務(wù)流資金流用戶用戶的用戶供應(yīng)源需求源共八十五頁供應(yīng)鏈基礎(chǔ)理論供應(yīng)鏈的類型穩(wěn)定(wndng)的供應(yīng)鏈和動(dòng)態(tài)的供應(yīng)鏈平衡的供應(yīng)鏈和傾斜的供應(yīng)鏈有效性供應(yīng)鏈和反應(yīng)性供應(yīng)鏈客戶

9、需求供應(yīng)鏈容量市場需求新產(chǎn)品供應(yīng)商、制造商、運(yùn)輸商、分銷商、零售商客戶需求供應(yīng)鏈容量市場需求增長生產(chǎn)超時(shí)、成本增加、庫存增加、浪費(fèi)增加共八十五頁供應(yīng)鏈基礎(chǔ)理論供應(yīng)鏈的類型(lixng)（續(xù)）主要特征特征內(nèi)容功能性商品創(chuàng)新商品產(chǎn)品特征生命周期（年）款式和多樣性品牌效應(yīng)邊際貢獻(xiàn)（%）大于2較少一般52012或更短較多顯著2060需求特征銷售預(yù)測平均錯(cuò)誤率平均缺貨率（%）季末降價(jià)率（%）市場需求的可測性10120較高4010010401025較低生產(chǎn)特征按訂單生產(chǎn)的提前期6個(gè)月1年數(shù)天或數(shù)周功能性商品與創(chuàng)新行商品的特征(tzhng)比較共八十五頁功能性商品與創(chuàng)新(chungxn)行商品舉例共八十五頁

10、SCM: Efficiency Vs. ResponsivenessGoal DriverResponsivenessEfficiencyProductionExcess CapacityFlexible ManufacturingMany small factoriesLittle excess capacityNarrow focusFew central plantsInventoryHigh Inventory levelsWide range of itemsLow inventory levelsFewer itemsLocationMany locations close to

11、customerFew central locations serving wide areasTransportationFrequent shipmentsFast and flexible modeShipments are few and largeSlow and cheaper modesInformationCollect and share timely, accurate dataCost of information drops while other costs rise共八十五頁Understand the requirement of your customersDe

12、fine core competencies and the roles your company will play to serve your customersDevelop supply chain capabilities to support the roles your company has chosen共八十五頁Zone of Strategic Fit共八十五頁Efficient and Responsive Supply ChainsEfficient Supply ChainsResponsive Supply ChainsPrimary goalSupply dema

13、nd at the lowest costRespond quickly to demandProduct design strategyMaximize performance at a minimum product costCreate modularity to allow postponement of product differentiationPricing strategyLower margins because price is a prime customer driverHigher margins because price is not a prime custo

14、mer driverManufacturing strategyLower costs through high utilizationMaintain capacity flexibility to buffer against demand/supply uncertaintyInventory strategyMinimize inventory to lower costMaintain buffer inventory to deal with demand/supply uncertaintyLead-time strategyReduce, but not at the expe

15、nse of costsReduce aggressively, even if the costs are significantSupplier strategySelect based on cost and qualitySelect based on speed, flexibility, reliability, and quality共八十五頁供應(yīng)鏈管理(gunl)基礎(chǔ)理論供應(yīng)鏈管理的概念物流術(shù)語國家標(biāo)準(zhǔn)（GB/T18354-2001）:供應(yīng)鏈管理是利用計(jì)算機(jī)網(wǎng)絡(luò)技術(shù)(jsh)全面規(guī)劃供應(yīng)鏈中的商流、物流、信息流、資金流等，并進(jìn)行計(jì)劃、組織、協(xié)調(diào)與控制。美國供應(yīng)鏈協(xié)會(huì)（Suppl

16、y Chain Council）供應(yīng)鏈貫穿于整個(gè)渠道，主要管理供應(yīng)與需求、原材料與零部件采購、制造與裝配、庫存與存貨跟蹤、訂單輸入、分銷和向客戶交貨。共八十五頁供應(yīng)鏈管理(gunl)基礎(chǔ)理論供應(yīng)鏈管理的相關(guān)理論價(jià)值鏈理論Value Chain哈佛大學(xué)波特教授（1982）提出價(jià)值鏈模型。波特教授認(rèn)為，業(yè)務(wù)流程是一條價(jià)值增值鏈，即業(yè)務(wù)流程既是連接輸入和輸出的過程，而且其最終輸出物的價(jià)值量，應(yīng)該由該流程外部消費(fèi)者來衡量和確認(rèn)。交易成本理論（Transaction Cost Theory）科斯（RCoase，1973）提出交易成本理論。交易成本是指用于策劃、簽約既履行合同資源支出，是運(yùn)用經(jīng)濟(jì)協(xié)調(diào)機(jī)制的

17、一種(y zhn)成本。事前成本包括協(xié)議的起草、談判的成本和保障協(xié)議被執(zhí)行所需要的成本。事后的成本包括四種形式：錯(cuò)誤應(yīng)變成本、爭吵成本、治理結(jié)構(gòu)的建立和運(yùn)轉(zhuǎn)成本，以及約束成本等。交易成本理論可用于分析專業(yè)化與交易方式選擇問題。共八十五頁供應(yīng)鏈管理(gunl)基礎(chǔ)理論供應(yīng)鏈管理的相關(guān)理論（續(xù)）系統(tǒng)工程理論(System engineering Theory)韋伯斯特把系統(tǒng)定義為：一組按某種形式相互作用或相互關(guān)聯(lián)的要素所組成的統(tǒng)一整體。一般系統(tǒng)由輸出、轉(zhuǎn)換和輸入組成。代理理論（Agency Theory）研究的是如何監(jiān)控和約束管理者，其基本任務(wù)是建立適當(dāng)?shù)募?lì)、約束機(jī)制并研究相應(yīng)的成本。當(dāng)代理理論

18、用于公司與公司間的時(shí)候，就是供應(yīng)鏈管理。與交易成本理論相似，代理理論也是通過合同來體現(xiàn)。因?yàn)樨?fù)責(zé)簽合同的主要是采購(cigu)與供應(yīng)管理部門，所以代理理論成為供應(yīng)管理研究的基礎(chǔ)理論。共八十五頁Decision Phases of a Supply ChainSupply chain strategy or designHow to structure the supply chain over the next several yearsSupply chain planningDecisions over the next quarter or yearSupply chain operat

19、ionDaily or weekly operational decisions共八十五頁Supply Chain Strategy or DesignDecisions about the structure of the supply chain and what processes each stage will performStrategic supply chain decisionsLocations and capacities of facilitiesProducts to be made or stored at various locationsModes of tra

20、nsportationInformation systemsSupply chain design must support strategic objectivesSupply chain design decisions are long-term and expensive to reverse must take into account market uncertainty共八十五頁Supply Chain PlanningDefinition of a set of policies that govern short-term operationsFixed by the sup

21、ply configuration from previous phaseStarts with a forecast of demand in the coming year共八十五頁Supply Chain PlanningPlanning decisions:Which markets will be supplied from which locationsPlanned buildup of inventoriesSubcontracting, backup locationsInventory policiesTiming and size of market promotions

22、Must consider in planning decisions demand uncertainty, exchange rates, competition over the time horizon共八十五頁P(yáng)ush/Pull View DellFigure 1-7共八十五頁Supply Chain OperationTime horizon is weekly or dailyDecisions regarding individual customer ordersSupply chain configuration is fixed and operating policie

23、s are determinedGoal is to implement the operating policies as effectively as possibleAllocate orders to inventory or production, set order due dates, generate pick lists at a warehouse, allocate an order to a particular shipment, set delivery schedules, place replenishment ordersMuch less uncertain

24、ty (short time horizon)共八十五頁供應(yīng)鏈管理(gunl)的內(nèi)容框架供應(yīng)鏈管理的主要(zhyo)內(nèi)容供應(yīng)鏈網(wǎng)絡(luò)結(jié)構(gòu)哪些是鏈接流程的關(guān)鍵供應(yīng)鏈成員供應(yīng)鏈業(yè)務(wù)流程哪些流程應(yīng)當(dāng)與關(guān)鍵供應(yīng)鏈成員相鏈接供應(yīng)鏈信息系統(tǒng)每一個(gè)流程鏈應(yīng)當(dāng)實(shí)施哪個(gè)水平的集成和管理共八十五頁供應(yīng)鏈管理的內(nèi)容框架（續(xù)）供應(yīng)鏈網(wǎng)絡(luò)結(jié)構(gòu)識(shí)別供應(yīng)鏈成員基本成員：指在為特殊客戶或市場生產(chǎn)特殊產(chǎn)品的業(yè)務(wù)流程設(shè)計(jì)中實(shí)施增值活動(dòng)（操作和/或管理）的所有自治的企業(yè)或戰(zhàn)略單元；輔助成員：是指始終但簡單地為供應(yīng)鏈種基本成員提供資源、知識(shí)、功能或資產(chǎn)的企業(yè)。網(wǎng)絡(luò)的結(jié)構(gòu)尺度(chd)第一個(gè)尺度是水平結(jié)構(gòu)，是指供應(yīng)鏈中成員的層次；第二個(gè)

25、尺度是垂直結(jié)構(gòu)，是指每一層中供應(yīng)商/客戶的數(shù)量；第三個(gè)尺度是供應(yīng)鏈內(nèi)核心企業(yè)的水平位置；第四個(gè)尺度是交叉度。核心企業(yè)的網(wǎng)絡(luò)結(jié)構(gòu)還應(yīng)該考慮其供應(yīng)鏈成員與競爭對(duì)手的鏈接關(guān)系。供應(yīng)鏈管理的內(nèi)容(nirng)框架共八十五頁供應(yīng)鏈管理的內(nèi)容(nirng)框架供應(yīng)鏈管理的內(nèi)容框架（續(xù)）供應(yīng)鏈業(yè)務(wù)流程客戶關(guān)系管理流程客戶服務(wù)管理流程需求(xqi)管理流程訂單實(shí)現(xiàn)流程生產(chǎn)管理流程采購流程產(chǎn)品開發(fā)與銷售流程退貨流程共八十五頁供應(yīng)鏈管理的內(nèi)容(nirng)框架初始供應(yīng)商第3至N層供應(yīng)商管理流程鏈監(jiān)控流程鏈非管理流程鏈非成員流程鏈核心企業(yè)核心企業(yè)的供應(yīng)鏈成員非核心企業(yè)的供應(yīng)鏈成員12n1n12n31n12n312n

26、1n1n12n12n1n客戶/最終客戶第3至N層客戶第3層至初始供應(yīng)商第2層供應(yīng)商第1層供應(yīng)商第1層客戶第2層客戶第3層至客戶/最終客戶企業(yè)(qy)間業(yè)務(wù)流程鏈類型共八十五頁供應(yīng)鏈管理(gunl)的內(nèi)容框架供應(yīng)鏈管理的內(nèi)容框架（續(xù)）供應(yīng)鏈信息系統(tǒng)客戶關(guān)系管理訂單管理采購管理物品跟蹤管理產(chǎn)品流結(jié)構(gòu)管理庫存管理財(cái)務(wù)管理決策管理計(jì)劃(jhu)和控制管理共八十五頁供應(yīng)鏈管理(gunl)的原則供應(yīng)鏈管理的原則追蹤市場需求信息根據(jù)客戶不同的服務(wù)需求區(qū)分客戶，并建立相應(yīng)的服務(wù)體系定制滿足不同需求的物流網(wǎng)絡(luò)，保證物流網(wǎng)絡(luò)設(shè)計(jì)(shj)的經(jīng)濟(jì)性和靈活性采取時(shí)間延遲策略，使產(chǎn)品以差異性功能滿足客戶差異性需求供應(yīng)鏈

27、企業(yè)間建立共嬴的合作策略在整個(gè)供應(yīng)鏈領(lǐng)域建立信息系統(tǒng)，通過信息共享提升供應(yīng)鏈運(yùn)作效率建立整個(gè)供應(yīng)鏈的績效考核準(zhǔn)則共八十五頁Drivers of Supply Chain PerformanceFacilitiesThe physical locations in the supply chain network where product is stored, assembled, or fabricatedInventoryAll raw materials, work in process, and finished goods within a supply chainTransport

28、ationMoving inventory from point to point in the supply chain共八十五頁Drivers of Supply Chain PerformanceInformationData and analysis concerning facilities, inventory, transportation, costs, prices, and customers throughout the supply chainSourcingWho will perform a particular supply chain activity Pric

29、ingHow much a firm will charge for the goods and services that it makes available in the supply chain共八十五頁A Framework for Structuring Drivers共八十五頁FacilitiesRole in the supply chainThe “where” of the supply chainManufacturing or storage (warehouses)Role in the competitive strategyEconomies of scale (

30、efficiency priority)Larger number of smaller facilities (responsiveness priority)共八十五頁FacilitiesComponents of facilities decisionsRoleFlexible, dedicated, or a combination of the twoProduct focus or a functional focusLocationWhere a company will locate its facilitiesCentralize/decentralize, macroeco

31、nomic factors, quality of workers, cost of workers and facility, availability of infrastructure, proximity to customers, location of other facilities, tax effects共八十五頁FacilitiesComponents of facilities decisionsCapacityA facilitys capacity to perform its intended function or functionsExcess capacity

32、 responsive, costlyLittle excess capacity more efficient, less responsive共八十五頁FacilitiesOverall trade-off: Responsiveness versus efficiencyCost of the number, location, capacity, and type of facilities (efficiency) and the level of responsivenessIncreasing the number of facilities increases facility

33、 and inventory costs but decreases transportation costs and reduces response timeIncreasing the flexibility or capacity of a facility increases facility costs but decreases inventory costs and response time共八十五頁InventoryRole in the Supply ChainMismatch between supply and demandSatisfy demandExploit

34、economies of scaleImpacts assets, costs, responsiveness, material flow time共八十五頁InventoryRole in Competitive StrategyForm, location, and quantity of inventory allow a supply chain to range from being very low cost to very responsiveObjective is to have right form, location, and quantity of inventory

35、 that provides the right level of responsiveness at the lowest possible cost共八十五頁Components of Inventory DecisionsCycle inventoryAverage amount of inventory used to satisfy demand between shipmentsFunction of lot size decisionsSafety inventoryInventory held in case demand exceeds expectationsCosts o

36、f carrying too much inventory versus cost of losing sales共八十五頁Components of Inventory DecisionsSeasonal inventoryInventory built up to counter predictable variability in demandCost of carrying additional inventory versus cost of flexible productionLevel of product availabilityThe fraction of demand

37、that is served on time from product held in inventoryTrade off between customer service and cost共八十五頁InventoryOverall trade-off: Responsiveness versus efficiencyIncreasing inventory generally makes the supply chain more responsiveA higher level of inventory facilitates a reduction in production and

38、transportation costs because of improved economies of scaleInventory holding costs increase共八十五頁TransportationRole in the Supply ChainMoves the product between stages in the supply chainImpact on responsiveness and efficiencyFaster transportation allows greater responsiveness but lower efficiencyAls

39、o affects inventory and facilities共八十五頁TransportationRole in the Competitive StrategyAllows a firm to adjust the location of its facilities and inventory to find the right balance between responsiveness and efficiencyComponents of Transportation DecisionsDesign of transportation networkModes, locati

40、ons, and routesDirect or with intermediate consolidation pointsOne or multiple supply or demand points in a single run共八十五頁TransportationChoice of transportation modeAir, truck, rail, sea, and pipelineInformation goods via the InternetDifferent speed, size of shipments, cost of shipping, and flexibi

41、lity共八十五頁TransportationOverall trade-off: Responsiveness versus efficiencyThe cost of transporting a given product (efficiency) and the speed with which that product is transported (responsiveness)Using fast modes of transport raises responsiveness and transportation cost but lowers the inventory ho

42、lding cost共八十五頁InformationRole in the Supply ChainImprove the utilization of supply chain assets and the coordination of supply chain flows to increase responsiveness and reduce costInformation is a key driver that can be used to provide higher responsiveness while simultaneously improving efficienc

43、y共八十五頁InformationRole in the Competitive StrategyRight information can help a supply chain better meet customer needs at lower costImproves visibility of transactions and coordination of decisions across the supply chainShare the minimum amount of information required to achieve coordination共八十五頁Com

44、ponents of Information DecisionsPush versus PullDifferent information requirements and usesCoordination and information sharingSupply chain coordination, all stages of a supply chain work toward the objective of maximizing total supply chain profitability based on shared informationSales and operati

45、ons planning (S&OP)The process of creating an overall supply plan (production and inventories) to meet the anticipated level of demand (sales)共八十五頁Components of Information DecisionsEnabling technologiesElectronic data interchange (EDI)The InternetEnterprise resource planning (ERP) systemsSupply cha

46、in management (SCM) softwareRadio frequency identification (RFID)共八十五頁InformationOverall trade-off: Complexity versus valueGood information helps a firm improve both efficiency and responsivenessMore information is not always betterMore information increases complexity and cost of both infrastructur

47、e and analysis exponentially while marginal value diminishesEvaluate the minimum information required to accomplish the desired objectives共八十五頁SourcingRole in the Supply ChainSet of business processes required to purchase goods and servicesWill tasks be performed by a source internal to the company

48、or a third partyGlobalization creates many more sourcing options with both considerable opportunity and potential risk共八十五頁SourcingRole in the Competitive StrategySourcing decisions are crucial because they affect the level of efficiency and responsiveness in a supply chainOutsource to responsive th

49、ird parties if it is too expensive to develop their own Keep responsive process in-house to maintain control共八十五頁Components of Sourcing DecisionsIn-house or outsourcePerform a task in-house or outsource it to a third partySupplier selectionNumber of suppliers, evaluation and selection criteria, dire

50、ct negotiations or auctionProcurementThe supplier sends product in response to customer orders共八十五頁SourcingOverall trade-off: Increase the supply chain surplusIncrease the size of the total surplus to be shared across the supply chainImpact of sourcing on sales, service, production costs, inventory

51、costs, transportation costs, and information costOutsource if it raises the supply chain surplus more than the firm can on its ownKeep function in-house if the third party cannot increase the supply chain surplus or if the outsourcing risk is significant共八十五頁P(yáng)ricingRole in the Supply ChainPricing de

52、termines the amount to charge customers for goods and servicesAffects the supply chain level of responsiveness required and the demand profile the supply chain attempts to servePricing strategies can be used to match demand and supply共八十五頁P(yáng)ricingRole in the Competitive StrategyFirms can utilize opti

53、mal pricing strategies to improve efficiency and responsivenessPricing strategies vary to meet different customer responsiveness requirements共八十五頁Components of Pricing DecisionsPricing and economies of scaleThe provider of the activity must decide how to price it appropriately to reflect these econo

54、mies of scaleEveryday low pricing versus high-low pricingDifferent pricing strategies lead to different demand profiles that the supply chain must serve共八十五頁Components of Pricing DecisionsFixed price versus menu pricingIf marginal supply chain costs or the value to the customer vary significantly al

55、ong some attribute, it is often effective to have a pricing menuCan lead to customer behavior that has a negative impact on profits共八十五頁P(yáng)ricingOverall trade-off: Increase firm profitsUnderstand of the cost structure of performing a supply chain activity and the value this activity brings to the supp

56、ly chainStrategy may support efficiency in the supply chain, lower supply chain costs, defend market share, or steal market shareDifferential pricing may be used to attract customers with varying needsStrategy should help either increase revenues or shrink costs or preferably both共八十五頁供應(yīng)鏈風(fēng)險(xiǎn)(fngxin)分

57、析供應(yīng)鏈的風(fēng)險(xiǎn)分析與管理供應(yīng)鏈風(fēng)險(xiǎn)分類(1)與供應(yīng)鏈系統(tǒng)特性相關(guān)的系統(tǒng)風(fēng)險(xiǎn)；(2)與虛擬企業(yè)管理相關(guān)的管理風(fēng)險(xiǎn)；(3)與系統(tǒng)內(nèi)信息不對(duì)稱和信息阻滯相關(guān)的信息風(fēng)險(xiǎn)；(4)與最終產(chǎn)品價(jià)值能否(nn fu)實(shí)現(xiàn)相關(guān)的市場風(fēng)險(xiǎn)。共八十五頁供應(yīng)鏈風(fēng)險(xiǎn)(fngxin)分析供應(yīng)鏈風(fēng)險(xiǎn)的形成機(jī)理系統(tǒng)風(fēng)險(xiǎn)的形成機(jī)理系統(tǒng)內(nèi)耗(niho)企業(yè)都是獨(dú)立的市場主體。他們都有各自不同的背景與不同的利益要求。都有追求自身利益最大化的本能。各節(jié)點(diǎn)企業(yè)彼此心存戒備，為了自身利益而竭力搶奪有限的系統(tǒng)資源。系統(tǒng)約束由于沒有一個(gè)以整個(gè)系統(tǒng)利益最大化為目標(biāo)的指揮協(xié)調(diào)中心各節(jié)點(diǎn)企業(yè)仍習(xí)慣于將鏈條斷開。憑各自的實(shí)力爭奪資源共八十五頁供應(yīng)鏈

58、風(fēng)險(xiǎn)(fngxin)分析供應(yīng)鏈風(fēng)險(xiǎn)的形成機(jī)理管理風(fēng)險(xiǎn)的形成機(jī)理成員企業(yè)的有限理性有限理性這一概念指人的認(rèn)知與行為受資源所限。只能“意欲合理，有限達(dá)到”，因?yàn)闆]有人能獲得使其目標(biāo)最優(yōu)的全部信息。成員企業(yè)的機(jī)會(huì)主義行為機(jī)會(huì)主義行為指市場主體出于自利動(dòng)機(jī)，用各種投機(jī)取巧的辦法來實(shí)現(xiàn)自我利益，包括說謊、竊取、蒙騙等。成員企業(yè)間的“鎖定”“鎖定”的基本含義為“你對(duì)將來的選擇仍然受困于過去的選擇”，這是因?yàn)閺囊粋€(gè)系統(tǒng)到另一系統(tǒng)的轉(zhuǎn)換，必然要承受轉(zhuǎn)移(zhuny)成本，這一轉(zhuǎn)移(zhuny)成本將人們鎖定。共八十五頁供應(yīng)鏈風(fēng)險(xiǎn)(fngxin)分析信息風(fēng)險(xiǎn)的形成機(jī)理供應(yīng)鏈中的逆向選擇信息不對(duì)稱導(dǎo)致了逆向選擇

59、制造商誤選不適合自身情況的供應(yīng)商。成員企業(yè)的敗德行為在傳統(tǒng)企業(yè)管理中仍然奉行適者生存的競爭觀念他們認(rèn)為各自企業(yè)的利益具有排他性。損害上、下游企業(yè)的利益可為自己帶來好處加之戰(zhàn)略聯(lián)盟又缺乏有力的監(jiān)督與控制機(jī)制，因而(yn r)成員企業(yè)之間容易出現(xiàn)隱藏信息作出不利于對(duì)方的行為 敗德行為?！芭１扌?yīng)”共八十五頁供應(yīng)鏈風(fēng)險(xiǎn)(fngxin)分析供應(yīng)鏈風(fēng)險(xiǎn)的形成機(jī)理市場風(fēng)險(xiǎn)的形成機(jī)理顧客核心需求識(shí)別不足由于有能力識(shí)別顧客核心需求的企業(yè)是那些離最終顧客最近的企業(yè)，有意愿識(shí)別顧客核心需求的企業(yè)是那些在供應(yīng)鏈中獲得利益最大的企業(yè)而有能力和有意愿的很可能不是同一企業(yè)。顧客反應(yīng)速度減緩供應(yīng)鏈中的企業(yè)在長時(shí)間的合作中形

60、成了大量的專用性投資，任何(rnh)單個(gè)企業(yè)的改變往往要求整個(gè)鏈條中的企業(yè)都同時(shí)發(fā)生改變，這樣就限制了企業(yè)對(duì)顧客需求變換的反應(yīng)速度。共八十五頁案例(n l)分析雀巢與家樂福的VMI系統(tǒng)案例一、背景(bijng)參與方：臺(tái)灣雀巢：成立于民國72年，為島內(nèi)最大的外商食品公司，產(chǎn)品種類包括嬰幼兒奶粉、米麥粉、奶粉、乳制品、咖啡、即溶飲品、冰品、快餐湯及粥、廚房調(diào)理食品、巧克力及糖果與寵物食品等。 臺(tái)灣家樂福：為臺(tái)灣量販店龍頭，擁有23店。共八十五頁案例(n l)分析雀巢與家樂福的VMI系統(tǒng)案例二、現(xiàn)狀兩企業(yè)(qy)的關(guān)系：單純的買賣關(guān)系 企業(yè)的信息系統(tǒng)：雙方各自有獨(dú)立的內(nèi)部ERP系統(tǒng)，但彼此間不兼容