第9章協(xié)調(diào)的產(chǎn)品與供應(yīng)鏈設(shè)計(jì)課件

供應(yīng)鏈管理的設(shè)計(jì)

DesignforSupplyChainManagement供應(yīng)鏈管理的設(shè)計(jì)

DesignforSupplyChTheManufacturingEnvironmentRapidChangesNewproductsrapidlyintroducedShort,unknownproductlifecyclesHighVarietyofProductsLongProductionLeadTimesIncreasingstorageandtransportationcostsDifficulttoforecastdemandTheManufacturingEnvironmentR2制造業(yè)環(huán)境快速的變革新產(chǎn)品迅速推向市場產(chǎn)品生命周期更短，無法預(yù)測產(chǎn)品的高度多樣性長的生產(chǎn)提前期不斷增加的存儲(chǔ)和運(yùn)輸成本很難預(yù)測需求制造業(yè)環(huán)境快速的變革3TheGoalsofthe

ManufacturingOrganizationResponsivenessCompetitivepricingEfficiencyCustomerserviceConflictingGoals!TheGoalsofthe

Manufacturin4制造業(yè)組織的目標(biāo)響應(yīng)競爭性定價(jià)效率客戶服務(wù)互相沖突的目標(biāo)！制造業(yè)組織的目標(biāo)響應(yīng)互相沖突的目標(biāo)！5WhyDoTheseGoalsConflict?ForcesforkeepinglowinventoryinventoryexpensivelowsalvagevaluesForcesforkeepinghighinventorylongleadtimescustomerserviceisimportantdemandishardtopredictreductionintransportationquantityWhyDoTheseGoalsConflict?Fo6這些目標(biāo)為什么相互沖突？保持低庫存的動(dòng)力庫存成本低殘值保持高庫存的動(dòng)力提前期長客戶服務(wù)很重要需求很難預(yù)測降低運(yùn)輸量這些目標(biāo)為什么相互沖突？保持低庫存的動(dòng)力7DesignForLogisticsProductandprocessdesignkeycostdriversofproductcostDesignforManufacturinguseddesigntodecreasemanufacturingcostsMajorsupplychaincostsincludetransportationcosts,inventorycosts,distributioncostsDesignForLogisticsProductan8物流設(shè)計(jì)生產(chǎn)和流程設(shè)計(jì)降低制造過程成本－供應(yīng)鏈成員參與制造設(shè)計(jì)降低制造成本－供應(yīng)鏈成員參與供應(yīng)鏈的主要成本包括運(yùn)輸成本、庫存成本和配送成本物流設(shè)計(jì)生產(chǎn)和流程設(shè)計(jì)降低制造過程成本－供應(yīng)鏈成員參與9DesignForLogisticsDesignforLogisticsusesproductdesigntoaddresslogisticscostsKeyConceptsofDesignforLogisticsEconomicpackagingandtransportationConcurrent/ParallelProcessingStandardizationDesignForLogisticsDesignfor10物流設(shè)計(jì)通過產(chǎn)品設(shè)計(jì)降低物流成本物流設(shè)計(jì)的關(guān)鍵概念包裝與運(yùn)輸?shù)慕?jīng)濟(jì)性并行/平行工藝標(biāo)準(zhǔn)化物流設(shè)計(jì)通過產(chǎn)品設(shè)計(jì)降低物流成本11EconomicTransportationandStorageDesignproductssothattheycanbeefficientlypackedandstoredDesignpackagingsothatproductscanbeconsolidatedatcrossdockingpointsDesignproductstoefficientlyutilizeretailspaceEconomicTransportationandSt12運(yùn)輸和儲(chǔ)存的經(jīng)濟(jì)性將產(chǎn)品設(shè)計(jì)成能有效包裝和儲(chǔ)存將包裝設(shè)計(jì)成能在直接轉(zhuǎn)運(yùn)點(diǎn)統(tǒng)一處理的形式將產(chǎn)品設(shè)計(jì)成能有效利用零售空間的形式運(yùn)輸和儲(chǔ)存的經(jīng)濟(jì)性將產(chǎn)品設(shè)計(jì)成能有效包裝和儲(chǔ)存13ExamplesIkeaWorld’slargestfurnitureretailer131storesin21countriesLargestores,centralizedmanufacturing,compactlyandefficientlypackedproductsRubbermaidClearClassicfoodcontainers-designedtofit14x14”Wal-MartshelvesExamplesIkea14實(shí)例宜家全球最大家具零售商在21個(gè)國家擁有131家店大庫存、集中化生產(chǎn)、緊密和有效率的包裝Rubbermaid公司生產(chǎn)一流的食物容器，包裝設(shè)計(jì)適合沃爾瑪貨架的尺寸14x14”實(shí)例宜家15Concurrent/ParallelProcessingObjectiveistominimizeleadtimesAchievedbyredesigningproductssothatseveralmanufacturingstepscantakeplaceinparallelModularity/DecouplingiskeytoimplementationEnablesdifferentinventorylevelsfordifferentpartsConcurrent/ParallelProcessin16并行/平行工藝目標(biāo)是最小化提前期通過重新設(shè)計(jì)產(chǎn)品以使幾個(gè)生產(chǎn)步驟并行進(jìn)行來達(dá)到這一目標(biāo)模塊化/分解制造的執(zhí)行的關(guān)鍵允許不同的零部件有不同的庫存水平并行/平行工藝目標(biāo)是最小化提前期17TheNetworkPrinterExampleStage1(Europe)Stage2+Integration(FarEast)Customer(Europe)BoardPrinterStage1(Europe)Integration(Europe)Customer(Europe)BoardPrinterPlastics,motors,etc.Stage2(FarEast)TheNetworkPrinterExampleSta18網(wǎng)絡(luò)打印機(jī)實(shí)例階段1(歐洲)階段2+裝配(遠(yuǎn)東)客戶(歐洲)線路板打印機(jī)階段1(歐洲)裝配(歐洲)客戶(歐洲)線路板打印機(jī)外殼、電機(jī)等階段2(遠(yuǎn)東)網(wǎng)絡(luò)打印機(jī)實(shí)例階段1階段2+客戶線路板打印機(jī)階段1裝配19StandardizationShorteningleadtimesisnotalwayspossibleHowelsecaninventorylevelsbereducedandforecastaccuracyimproved?StandardizationofproductsandprocessesProductcommonalityProcesscommonalityStandardizationShorteninglead20標(biāo)準(zhǔn)化縮短提前期并不總是可行的還能做些什么以降低庫存水平，提高預(yù)測準(zhǔn)確度？生產(chǎn)和流程的標(biāo)準(zhǔn)化模塊化產(chǎn)品模塊化流程標(biāo)準(zhǔn)化縮短提前期并不總是可行的21ModularityinProductandProcessModularProduct:CanbemadebyappropriatelycombiningthedifferentmodulesItentailsprovidingcustomersanumberofoptionsforeachmoduleModularProcess:Eachproductundergoadiscretesetofoperationsmakingitpossibletostoreinventoryinsemi-finishedformProductsdifferfromeachotherintermsofthesubsetofoperationsthatareperformedonthemModularityinProductandProc22生產(chǎn)和流程的模塊化模塊化產(chǎn)品：可以通過不同模塊的適當(dāng)組合生產(chǎn)這導(dǎo)致消費(fèi)者對(duì)每一模塊可以有一系列選擇模塊化流程：每一種產(chǎn)品通過一系列離散的操作進(jìn)行生產(chǎn)，使它能夠以在制品狀態(tài)保存產(chǎn)品的差異化通過在生產(chǎn)過程中完成不同的操作來實(shí)現(xiàn)生產(chǎn)和流程的模塊化模塊化產(chǎn)品：23ModularityinProductandProcessSemiconductorwaferfabricationismodularsincethetypeofchipproduceddependsontheuniquesetofoperationsperformedOilrefiningisnotmodularsinceitiscontinuousandinventorystorageofsemi-finishedproductisdifficultModularityinProductandProc24生產(chǎn)和流程中的模塊化半導(dǎo)體晶片的生產(chǎn)就是模塊化的，因?yàn)檫@類晶片的生產(chǎn)是由一系列特別的操作實(shí)現(xiàn)的石油精煉不是模塊化的，因?yàn)樗沁B續(xù)的，而且存儲(chǔ)在制品是很困難的生產(chǎn)和流程中的模塊化半導(dǎo)體晶片的生產(chǎn)就是模塊化的，因?yàn)檫@類晶25ModularityinProductandProcessAremodularproductsalwaysmadefrommodularprocesses?ModularityinProductandProc26生產(chǎn)和流程中的模塊化模塊化產(chǎn)品總是通過模塊化流程生產(chǎn)的嗎？生產(chǎn)和流程中的模塊化模塊化產(chǎn)品總是通過模塊化流程生產(chǎn)的嗎？27ModularityinProductandProcessModularproductsarenotalwaysmadefrommodularprocessesBio-techandpharmaceuticalindustriesmakemodularproductsbutusenon-modularprocesses;manyproductsaremadebyvaryingthemixofasmallnumberofingredientsModularityinProductandProc28生產(chǎn)和流程中的模塊化模塊化產(chǎn)品并不總是通過模塊化流程生產(chǎn)生物技術(shù)和醫(yī)藥產(chǎn)業(yè)生產(chǎn)模塊化產(chǎn)品，但使用非模塊化流程，許多產(chǎn)品是通過微調(diào)組成萬分而生產(chǎn)的生產(chǎn)和流程中的模塊化模塊化產(chǎn)品并不總是通過模塊化流程生產(chǎn)29TypesofStandardizationPartStandardizationCommonpartsareusedacrossmanyprocessesProductredesignmightbenecessaryProcessStandardizationStandardizingasmuchoftheprocessaspossible,makingagenericorfamilyproductDelayingdifferentiationCalled“Delayeddifferentiation”,“Postponement”TypesofStandardizationPartS30標(biāo)準(zhǔn)化的種類部件標(biāo)準(zhǔn)化通用部件可以在很多流程中使用可能需要重新設(shè)計(jì)產(chǎn)品流程標(biāo)準(zhǔn)化在生產(chǎn)同一類產(chǎn)品時(shí)使流程盡可能標(biāo)準(zhǔn)延遲差異化產(chǎn)品差異化延遲或推遲標(biāo)準(zhǔn)化的種類部件標(biāo)準(zhǔn)化31Postponement:ExampleDemandforblackt-shirts50%probability10050%probability200Sameforwhitet-shirtsProductionalternativesProduce150ofeachcoloraheadoftimeProduce300whichcanbedyedafterdemandisobservedPostponement:ExampleDemandfo32延遲：實(shí)例對(duì)黑色T恤衫的需求50%的概率為10050%的概率為200對(duì)白色T恤衫的需求與此相同可選擇的生產(chǎn)方法提前各生產(chǎn)150件生產(chǎn)300件，當(dāng)需求顯示出來后再染色延遲：實(shí)例對(duì)黑色T恤衫的需求33Postponement:ExampleFirstAlternative25%probability--short50ofeach25%probability--extra50ofeach50%probability--short50ofone,extra50oftheotherSecondAlternative25%probability--short50ofeach25%probability--extra50ofeach50%probability--noshortageorextraPostponement:ExampleFirstAlt34延遲：實(shí)例第一選擇25%的概率–每種短缺50單位25%的概率--每種過剩50單位50%的概率–一種短缺50單位，一種過剩50單位第二選擇25%的概率--每種短缺50單位25%的概率--每種過剩50單位50%的概率–沒有過?；蚨倘毖舆t：實(shí)例第一選擇35Postponement:KeyConceptsDelaydifferentiationofproductsinthesamefamilyaslateaspossibleEnablestheuseofaggregateforecastsEnablesthedelayofdetailedforecastsReducesscrappedorobsoleteinventory,increasescustomerserviceMayrequirenewprocessesorproductdesignwithassociatedcostsPostponement:KeyConceptsDela36延遲：關(guān)鍵概念盡可能延遲同類產(chǎn)品的差異化使匯集預(yù)測的應(yīng)用成為可能使得詳細(xì)預(yù)測成為可能降低零散或過時(shí)庫存，提高客戶服務(wù)水平可能需要對(duì)產(chǎn)品或流程進(jìn)行重新設(shè)計(jì)，并產(chǎn)生相關(guān)成本延遲：關(guān)鍵概念盡可能延遲同類產(chǎn)品的差異化37PostponementConsiderationsTradeoffincreasedproductcostwithdecreasedinventoryNeedtodecidewheretopostpone-thepush-pullboundaryPositioninproductlifecycleisfactorinpostponementstrategiesInventoryvaluemayincreaseConsidertariffsanddutiesPostponementConsiderationsTra38對(duì)延遲的思考增加的生產(chǎn)成本和降低的庫存之間的權(quán)衡需要確定哪里需要延遲——推動(dòng)—拉動(dòng)邊界在產(chǎn)品生命周期中的位置是延遲戰(zhàn)略的一個(gè)因素庫存價(jià)值可能增加考慮關(guān)稅問題對(duì)延遲的思考增加的生產(chǎn)成本和降低的庫存之間的權(quán)衡39Hewlett-Packard:LaserJetsLaserJetsaremanufacturedinJapanPreviously,theprintershadtwodifferentpowersupplies(110,220volts)DifferentiationhadtohappenimmediatelyAnimproveddesignenablesasinglepowersupplytoworkforbothvoltages.5%CostSavingsHewlett-Packard:LaserJetsLas40惠普：LaserJets打印機(jī)LaserJets打印機(jī)在日本生產(chǎn)從前，該打印機(jī)有兩種電源(110伏，220伏)差異化必須立刻發(fā)生一種新的設(shè)計(jì)使得一種電源能在兩種電壓下工作節(jié)約成本5%惠普：LaserJets打印機(jī)LaserJets打印機(jī)在日本41Hewlett-PackardDiskDrives

ManufacturingProcessRedesignHP’sdiskdrivedivisionsuppliedseveralcustomersCustomer1Customer2Customer3PCBInsertiontestsCustomer1Customer2Customer3PCBInsertiontestsCouponInsertioncommontestsPCBinsertionpostponedHewlett-PackardDiskDrives

Ma42惠普磁盤驅(qū)動(dòng)器生產(chǎn)流程再造惠普的磁盤驅(qū)動(dòng)器部門為幾家客戶提供服務(wù)客戶1客戶2客戶3插入專用線路板測試客戶1客戶2客戶3插入專用線路板測試插入能用線路板一般測試插入線路板延遲惠普磁盤驅(qū)動(dòng)器生產(chǎn)流程再造惠普的磁盤驅(qū)動(dòng)器部門為幾家客戶提供43BenettonBackgroundAworldleaderinknitwearMassivevolume,manystoresLogisticsLarge,flexibleproductionnetworkManyindependentsubcontractorsSubcontractorsresponsibleforproductmovementRetailersMany,smallstoreswithlimitedstorageBenettonBackgroundAworldlea44貝納通的背景全球領(lǐng)先的紡織品生產(chǎn)商大批量生產(chǎn)，眾多的倉庫物流大規(guī)模、具有彈性的生產(chǎn)網(wǎng)絡(luò)眾多獨(dú)立的次級(jí)承包商次級(jí)承包商對(duì)產(chǎn)品的運(yùn)動(dòng)做出反映零售商數(shù)量眾多的小商店，庫存有限貝納通的背景全球領(lǐng)先的紡織品生產(chǎn)商45BenettonSupplyCyclePrimarycollectioninstoresinJanuaryFinaldesignsinMarchofpreviousyearStoreownersplacefirmordersthroughJulyProductionstartsinJulybasedonfirst10%ofordersAugust-Decemberstoresadjustorders(colors)80%-90%ofitemsinstoreforJanuarysalesMinicollectionbasedoncustomerrequestsdesignedinJanuaryforSpringsalesTorefillhotsellingitemsLateordersasitemsselloutDeliverypromisedinlessthanfiveweeksBenettonSupplyCyclePrimaryc46貝納通的供應(yīng)周期1月份的最初庫存在上一年的3月完成設(shè)計(jì)商店在7月向生產(chǎn)廠商訂貨依據(jù)最初的10%的訂單，產(chǎn)品從7月份開始生產(chǎn)8月至12月商店調(diào)整訂單1月份銷售庫存的80%至90%根據(jù)1月份春季銷售客戶的要求確定最低庫存為熱銷產(chǎn)品補(bǔ)充庫存隨著產(chǎn)品的銷售而產(chǎn)生的新訂單在5周內(nèi)送貨的要求貝納通的供應(yīng)周期1月份的最初庫存47BenettonFlexibilityBusinessgoalsIncreasesalesoffashionitemsContinuetoexpandsalesnetworkMinimizecostsFlexibilityimportantinachievingthesegoalsHardtopredictwhatitems,colors,etc.willsellCustomersmakerequestsonceitemsareinstoresSmallstoresmayneedfrequentreplenishmentsBenettonFlexibilityBusinessg48貝納通的靈活性商業(yè)目標(biāo)增加時(shí)尚產(chǎn)品的銷售持續(xù)擴(kuò)大銷售網(wǎng)絡(luò)成本最小化在實(shí)現(xiàn)這些目標(biāo)中靈活性很重要：難以預(yù)測哪種款式、哪種顏色的產(chǎn)品易于售出一旦商店有貨，客戶立即購買小商店可能需要頻繁補(bǔ)充庫存貝納通的靈活性商業(yè)目標(biāo)49

Itishardtobeflexiblewhen...LeadtimesarelongRetailersarecommittedtopurchasingearlyordersPurchasingplansforrawmaterialsarebaseduponextrapolatingfrom10%oftheordersHowtobeflexible?Postponement

Itishardtobeflexiblewhe50

難以實(shí)現(xiàn)靈活性的情況提前期很長零售商購買早期的訂單根據(jù)10%的訂單的估計(jì)來確定原材料采購計(jì)劃如何實(shí)現(xiàn)靈活性？延遲

難以實(shí)現(xiàn)靈活性的情況提前期很長如何實(shí)現(xiàn)靈活性？延遲51Benetton

OldManufacturingProcessSpinorPurchaseYarnDyeYarnFinishYarnManufactureGarmentPartsJoinPartsBenetton

OldManufacturingPro52貝納通以前的生產(chǎn)流程購買紗線染色進(jìn)一步處理紗線生產(chǎn)服裝的部件把各部件組合在一起貝納通以前的生產(chǎn)流程購買紗線染色進(jìn)一步處理紗線生產(chǎn)服裝的部件53Benetton

NewManufacturingProcessSpinorPurchaseYarnManufactureGarmentPartsJoinPartsDyeGarmentFinishGarmentThisstepispostponedBenetton

NewManufacturingPro54貝納通新的生產(chǎn)流程購買紗線生產(chǎn)服裝的部件把各部件組合在一起服裝染色進(jìn)一步處理服裝該步驟被延遲貝納通新的生產(chǎn)流程購買紗線生產(chǎn)服裝的部件把各部件組合在一起服55BenettonPostponementWhythechange?ThechangeenablesBenettontostartmanufacturingbeforecolorchoicesaremadeWhatdoesthechangeresultin?DelayedforecastsofspecificcolorsStilluseaggregateforecaststostartmanufacturingearlyReacttocustomerdemandandsuggestionsIssueswithpostponementCostsare10%higherformanufacturingNewprocesseshadtobedevelopedNewequipmenthadtobepurchasedBenettonPostponementWhythec56貝納通的延遲為什么要變化？這一變化使得貝納通能夠在確定顏色前進(jìn)行生產(chǎn)變化的結(jié)果是什么？對(duì)特定顏色的預(yù)測延遲仍然利用匯集預(yù)測較早開始生產(chǎn)對(duì)客戶的需求和建議做出反應(yīng)與延遲相關(guān)的問題生產(chǎn)成本提高了10%必須開發(fā)出新的流程必須購買新設(shè)備貝納通的延遲為什么要變化？57ProcurementStandardizationConsideralargesemiconductormanufacturerThewaferfabricationfacilityproduceshighlycustomizedintegratedcircuitsProcessingequipmentthatmanufacturesthesewafersareveryexpensivewithlongleadtimeandaremadetoorderAlthoughthereisadegreeofvarietyatthefinalproductlevel,eachwaferhastoundergoacommonsetofoperationsThefirmreducesriskofinvestinginthewrongequipmentbypoolingdemandacrossavarietyofproductsProcurementStandardizationCon58生產(chǎn)標(biāo)準(zhǔn)化考慮一個(gè)大型半導(dǎo)體生產(chǎn)商晶片生產(chǎn)設(shè)備生產(chǎn)高度定制化的集成電路生產(chǎn)這些晶片的設(shè)備非常昂貴，需要很長的提前期，并且按訂單生產(chǎn)盡管在最終產(chǎn)品層次上有某種程度的多樣性，每種晶片都是一系列通用的操作生產(chǎn)的生產(chǎn)商通過將需求分散在不同的新產(chǎn)品中以降低投資于不恰當(dāng)設(shè)備的風(fēng)險(xiǎn)生產(chǎn)標(biāo)準(zhǔn)化考慮一個(gè)大型半導(dǎo)體生產(chǎn)商59ProductStandardizationDownwardSubstitutionProduceonlyasubsetofproducts(becauseproducingeachoneincurshighsetupcost)GuidecustomerstoexistingproductsSubstituteproductswithhigherfeaturesetforthosewithlowerfeaturesetWhichproductstooffer,howmuchtokeep,howtooptimallysubstitute?ProductStandardizationDownwar60產(chǎn)品標(biāo)準(zhǔn)化向下替代只生產(chǎn)一部分產(chǎn)品（因?yàn)槊糠N都生產(chǎn)需要很高的準(zhǔn)備成本）引導(dǎo)客戶購買現(xiàn)在的產(chǎn)品用重要的產(chǎn)品替代不重要的產(chǎn)品提供哪種產(chǎn)品，保持多少庫存，怎樣實(shí)現(xiàn)最優(yōu)的替代？產(chǎn)品標(biāo)準(zhǔn)化向下替代61AFrameworkforStandardizationModularProductProcurementNon-ModularNon-Modular

ModularProductProcessProcessPartLeverageequipmentandpartcommonalityacrossproductsCarryalimitednumberofproductsininventoryMaximizecomponentcommonalityacrossproductsDelaycustomizationaslateaspossibleAFrameworkforStandardizatio62標(biāo)準(zhǔn)化框架模塊化產(chǎn)品生產(chǎn)非模塊化非模塊化模塊化產(chǎn)品Process流程部件平衡設(shè)備和部件在不同產(chǎn)品間的通用性保持有限數(shù)量的庫存最大化部件的通用性盡可能延遲定制化標(biāo)準(zhǔn)化框架模塊化產(chǎn)品生產(chǎn)非模塊化非模塊化模塊化產(chǎn)品P63HPDeskJetCase:BackgroundHighvolume,highspeedmanufacturinginVancouverManydifferentmodels,allcompletedinVancouverThreedistributioncentersNorthAmericanAsianEuropeanManufacturingtimeoneweekTransportationleadtimes:Europe:4-5weeksUSAtdistributioncenters,simplestandardizedprocessHPDeskJetCase:BackgroundHig64HPDeskJet打印機(jī)案例：

背景在溫哥華進(jìn)行大批量、高速度的生產(chǎn)有多種不同的型號(hào)，都在溫哥華完成三個(gè)配送中心北美亞洲歐洲一周的生產(chǎn)時(shí)間運(yùn)輸提前期：歐洲：4至5周美國在配送中心，簡單的標(biāo)準(zhǔn)化流程HPDeskJet打印機(jī)案例：

背景在溫哥華進(jìn)行大批量、高65HPDeskJetCase:AnalysisProblemsHighinventorylevelsInventoryimbalanceinEuropeCausesUncertaintyaboutcorrectinventorylevelsManygeographicoptions(localization)LongleadtimesUncertainmarketDifficultyatgettingdivisionstoworktogetherWhatareHP’soptions?HPDeskJetCase:AnalysisProbl66HPDeskJet打印機(jī)案例：

分析問題高庫存水平歐洲的庫存不均衡原因恰當(dāng)庫存水平的不確定性眾多地理選擇（本地化）很長的提前期不確定的市場很難使眾多部門一起工作惠普的選擇是什么？HPDeskJet打印機(jī)案例：

分析問題67HPDeskJetCase:OptionsShortTermRationalizesafetystockLongTermAirshipmentEuropeanfactoryMoreinventoryBetterforecastingDClocalizationHPDeskJetCase:OptionsShort68HPDeskJet打印機(jī)：

選擇短期合理化案例庫存長期空運(yùn)歐洲工廠更多的庫存更準(zhǔn)確的預(yù)測配送中心本地化HPDeskJet打印機(jī)：

選擇短期69SafetyStockRationalization:

ExampleEuropeABRecall:SafetyStock=zSTD*LTSafetyStockRationalization:

70案例庫存合理化：歐洲AB的實(shí)例記?。喊踩珟齑?zSTD*LT案例庫存合理化：歐洲AB的實(shí)例記?。喊踩珟齑?zS71EvaluatingAlternativesAirShipmentExpensiveEuropeanFactoryNotsufficientvolumeBetterForecastingHow?MoreInventoryMoreproblemsDCLocalizationWhatwillsavingsbe?EvaluatingAlternativesAirShi72評(píng)估不同的選擇空運(yùn)昂貴歐洲工廠生產(chǎn)批量不足更準(zhǔn)確的預(yù)測如何做？更多的庫存更多的問題配送中心本地化會(huì)節(jié)約什么？評(píng)估不同的選擇空運(yùn)73EvaluatingDCLocalizationInDClocalization,riskpoolingcanbeusedtoreducetotalinventorywhilemaintainingservicelevelsToevaluateinventory,comparetotalsafetystockheldifindividuallocalizedunitsareheldininventoryorifgenericunitsareheldOthercostsmustalsobeevaluatedEvaluatingDCLocalizationInD74對(duì)配送中心本地化的評(píng)價(jià)在配送中心本地化中，在保持一定的服務(wù)水平時(shí)，可以利用風(fēng)險(xiǎn)分擔(dān)降低總庫存為了評(píng)估庫存，Toevaluateinventory,comparetotalsafetystockheldifindividuallocalizedunitsareheldininventoryorifgenericunitsareheld必須評(píng)估其他成本對(duì)配送中心本地化的評(píng)價(jià)在配送中心本地化中，在保持一定的服務(wù)水75EvaluatingDCLocalizationEvaluatingDCLocalization76對(duì)配送中心本地化的評(píng)估對(duì)配送中心本地化的評(píng)估77DCLocalizationSafetyStockReductionCurrent19,089units(3.55weeks)Withlocalization12,792units(2.4weeks)OtherbenefitsLowervalueoftransitinventoryFreightreductionsLocalpresenceof“manufacturing”CustomsimplicationsLocalprocurementoflocalizationmaterialsButtherearecostsProductredesignDCmodificationsDCLocalizationSafetyStockRe78配送中心本地化降低安全庫存當(dāng)前庫存19089單位(3.55周)本地化后為12792單位(2.4周)其他優(yōu)點(diǎn)在途庫存的價(jià)格低運(yùn)費(fèi)降低本地制造業(yè)的興起進(jìn)口稅問題利用本地原材料進(jìn)行生產(chǎn)本地化的成本生產(chǎn)重新設(shè)計(jì)配送中心的改變配送中心本地化降低安全庫存79ImplementationR&DSupport“Theproductisworking,sowhybother?”DCSupport“Notourcorecompetency”NewpackagingCapitalinvestmentImplementationR&DSupport80執(zhí)行研究與開發(fā)支持“產(chǎn)品運(yùn)轉(zhuǎn)正常，我們還擔(dān)心什么？”配送中心支持“這不是我們的核心競爭力”新的包裝資本投資執(zhí)行研究與開發(fā)支持81ResultsSuccessfulimplementationMillionssavedServicelevelsincreasedPackagingwonawardsBestpracticespreadtootherHPdivisionsResultsSuccessfulimplementati82結(jié)果成功的執(zhí)行節(jié)約上百萬美元服務(wù)水平提高包裝獲獎(jiǎng)這一最佳實(shí)踐擴(kuò)展到惠普的其他部門結(jié)果成功的執(zhí)行83SupplierIntegrationCompetitiveforcesaredrivingfirmstointegratesuppliersintoproductdevelopmentSpectrumofSupplierIntegrationNoneWhiteBox–InformalintegrationGreyBox–Formalintegration,withcollaborativeteamsBlackBox–Interfacerequirementsaregiven,productisreturnedSupplierIntegrationCompetitiv84供應(yīng)商集成競爭的壓力迫使企業(yè)將其供應(yīng)商整合進(jìn)產(chǎn)品開發(fā)中供應(yīng)商集成的層次無白箱–非正式的集成灰箱–正式的集成，擁有合作小組黑箱–Interfacerequirementsaregiven,productisreturned供應(yīng)商集成競爭的壓力迫使企業(yè)將其供應(yīng)商整合進(jìn)產(chǎn)品開發(fā)中85SupplierIntegration Whatapproachisappropriate?DetermineinternalcompetenciesDetermineproductdevelopmentneedsIdentifyexternaldevelopmentandmanufacturingneedsIffutureproductshavecomponentsthatrequireexternalexpertiseandcanbeseparatedfromothercomponents,ablackboxapproachmakessense.Ifcomponentscannotbeseparated,agreyboxapproachmakessense.Ifsomeexpertisecanbefoundinhouse,awhiteboxapproachmightmakesense.SupplierIntegration Whatappr86供應(yīng)商集成

什么方法是恰當(dāng)?shù)?？確定內(nèi)在的競爭力確定產(chǎn)品開發(fā)需求識(shí)別外部開發(fā)與生產(chǎn)的需求如果未來產(chǎn)品的部件需要外部專家，并且可以和其他部件分開，黑箱方法就會(huì)奏效如果部件不能分開，灰箱方法就會(huì)奏效如果能夠在內(nèi)部找到一些專家，白箱方法可能奏效供應(yīng)商集成 什么方法是恰當(dāng)?shù)模?7The“Bookshelf”ApproachMonitorthedevelopmentofnewtechnologiesFollowsuppliersthathavedevelopedexpertiseWhenappropriate,integratethesenewtechnologiesThisbalancestheadvantagesanddisadvantagesofbeingonthecuttingedge:Noneedtogainexperiencewiththetechnology,becausesuppliersaredoingthisforyou.Canintroducethetechnologieswhenneeded.The“Bookshelf”ApproachMonito88“書架”方法監(jiān)測新技術(shù)的發(fā)展追蹤已經(jīng)培養(yǎng)出專家的供應(yīng)商在恰當(dāng)?shù)臅r(shí)候，集成這些新技術(shù)這平衡了重要的優(yōu)勢(shì)與劣勢(shì)：不需要獲得這些技術(shù)的經(jīng)驗(yàn)，因?yàn)楣?yīng)商會(huì)為你做能夠在需要的時(shí)候引入這些技術(shù)“書架”方法監(jiān)測新技術(shù)的發(fā)展89MassCustomizationThedeliveryofawidevarietyofcustomizedgoodsatlowcostThekeyismodularproductsandprocesses,sothatcustomerrequestscanbemetAccordingtoPine,companiesneedtoevolvetowards“modularcompanies”,withmanagersensuringthatmodulesarecompatible.ConsiderNationalBicycleMassCustomizationThedelivery90大規(guī)模定制以低成本交送一系列定制化的產(chǎn)品關(guān)鍵在于生產(chǎn)和流程的模塊化，以滿足客戶的需求正如派恩所說，公司需要逐漸發(fā)展成“模塊化公司”，管理者應(yīng)保證模塊是協(xié)調(diào)的松下自行車的例子大規(guī)模定制以低成本交送一系列定制化的產(chǎn)品91MassCustomizationandSupplyChainManagementAnadvancedsupplychainisessentialThisisparticularlytruewhen“modules”extendbeyondasinglecompany.ConsiderPostponementforregionalcustomizationThevalueofstrategicpartnershipsandsupplierintegrationDellMassCustomizationandSupply92大規(guī)模定制與供應(yīng)鏈管理先進(jìn)的供應(yīng)鏈?zhǔn)潜匾漠?dāng)“模塊”超越一個(gè)公司后，這更加正確考慮為區(qū)域定制化而延遲戰(zhàn)略伙伴和供應(yīng)商集成的價(jià)值戴爾計(jì)算機(jī)大規(guī)模定制與供應(yīng)鏈管理先進(jìn)的供應(yīng)鏈?zhǔn)潜匾?3供應(yīng)鏈管理的設(shè)計(jì)

DesignforSupplyChainManagement供應(yīng)鏈管理的設(shè)計(jì)

DesignforSupplyChTheManufacturingEnvironmentRapidChangesNewproductsrapidlyintroducedShort,unknownproductlifecyclesHighVarietyofProductsLongProductionLeadTimesIncreasingstorageandtransportationcostsDifficulttoforecastdemandTheManufacturingEnvironmentR95制造業(yè)環(huán)境快速的變革新產(chǎn)品迅速推向市場產(chǎn)品生命周期更短，無法預(yù)測產(chǎn)品的高度多樣性長的生產(chǎn)提前期不斷增加的存儲(chǔ)和運(yùn)輸成本很難預(yù)測需求制造業(yè)環(huán)境快速的變革96TheGoalsofthe

ManufacturingOrganizationResponsivenessCompetitivepricingEfficiencyCustomerserviceConflictingGoals!TheGoalsofthe

Manufacturin97制造業(yè)組織的目標(biāo)響應(yīng)競爭性定價(jià)效率客戶服務(wù)互相沖突的目標(biāo)！制造業(yè)組織的目標(biāo)響應(yīng)互相沖突的目標(biāo)！98WhyDoTheseGoalsConflict?ForcesforkeepinglowinventoryinventoryexpensivelowsalvagevaluesForcesforkeepinghighinventorylongleadtimescustomerserviceisimportantdemandishardtopredictreductionintransportationquantityWhyDoTheseGoalsConflict?Fo99這些目標(biāo)為什么相互沖突？保持低庫存的動(dòng)力庫存成本低殘值保持高庫存的動(dòng)力提前期長客戶服務(wù)很重要需求很難預(yù)測降低運(yùn)輸量這些目標(biāo)為什么相互沖突？保持低庫存的動(dòng)力100DesignForLogisticsProductandprocessdesignkeycostdriversofproductcostDesignforManufacturinguseddesigntodecreasemanufacturingcostsMajorsupplychaincostsincludetransportationcosts,inventorycosts,distributioncostsDesignForLogisticsProductan101物流設(shè)計(jì)生產(chǎn)和流程設(shè)計(jì)降低制造過程成本－供應(yīng)鏈成員參與制造設(shè)計(jì)降低制造成本－供應(yīng)鏈成員參與供應(yīng)鏈的主要成本包括運(yùn)輸成本、庫存成本和配送成本物流設(shè)計(jì)生產(chǎn)和流程設(shè)計(jì)降低制造過程成本－供應(yīng)鏈成員參與102DesignForLogisticsDesignforLogisticsusesproductdesigntoaddresslogisticscostsKeyConceptsofDesignforLogisticsEconomicpackagingandtransportationConcurrent/ParallelProcessingStandardizationDesignForLogisticsDesignfor103物流設(shè)計(jì)通過產(chǎn)品設(shè)計(jì)降低物流成本物流設(shè)計(jì)的關(guān)鍵概念包裝與運(yùn)輸?shù)慕?jīng)濟(jì)性并行/平行工藝標(biāo)準(zhǔn)化物流設(shè)計(jì)通過產(chǎn)品設(shè)計(jì)降低物流成本104EconomicTransportationandStorageDesignproductssothattheycanbeefficientlypackedandstoredDesignpackagingsothatproductscanbeconsolidatedatcrossdockingpointsDesignproductstoefficientlyutilizeretailspaceEconomicTransportationandSt105運(yùn)輸和儲(chǔ)存的經(jīng)濟(jì)性將產(chǎn)品設(shè)計(jì)成能有效包裝和儲(chǔ)存將包裝設(shè)計(jì)成能在直接轉(zhuǎn)運(yùn)點(diǎn)統(tǒng)一處理的形式將產(chǎn)品設(shè)計(jì)成能有效利用零售空間的形式運(yùn)輸和儲(chǔ)存的經(jīng)濟(jì)性將產(chǎn)品設(shè)計(jì)成能有效包裝和儲(chǔ)存106ExamplesIkeaWorld’slargestfurnitureretailer131storesin21countriesLargestores,centralizedmanufacturing,compactlyandefficientlypackedproductsRubbermaidClearClassicfoodcontainers-designedtofit14x14”Wal-MartshelvesExamplesIkea107實(shí)例宜家全球最大家具零售商在21個(gè)國家擁有131家店大庫存、集中化生產(chǎn)、緊密和有效率的包裝Rubbermaid公司生產(chǎn)一流的食物容器，包裝設(shè)計(jì)適合沃爾瑪貨架的尺寸14x14”實(shí)例宜家108Concurrent/ParallelProcessingObjectiveistominimizeleadtimesAchievedbyredesigningproductssothatseveralmanufacturingstepscantakeplaceinparallelModularity/DecouplingiskeytoimplementationEnablesdifferentinventorylevelsfordifferentpartsConcurrent/ParallelProcessin109并行/平行工藝目標(biāo)是最小化提前期通過重新設(shè)計(jì)產(chǎn)品以使幾個(gè)生產(chǎn)步驟并行進(jìn)行來達(dá)到這一目標(biāo)模塊化/分解制造的執(zhí)行的關(guān)鍵允許不同的零部件有不同的庫存水平并行/平行工藝目標(biāo)是最小化提前期110TheNetworkPrinterExampleStage1(Europe)Stage2+Integration(FarEast)Customer(Europe)BoardPrinterStage1(Europe)Integration(Europe)Customer(Europe)BoardPrinterPlastics,motors,etc.Stage2(FarEast)TheNetworkPrinterExampleSta111網(wǎng)絡(luò)打印機(jī)實(shí)例階段1(歐洲)階段2+裝配(遠(yuǎn)東)客戶(歐洲)線路板打印機(jī)階段1(歐洲)裝配(歐洲)客戶(歐洲)線路板打印機(jī)外殼、電機(jī)等階段2(遠(yuǎn)東)網(wǎng)絡(luò)打印機(jī)實(shí)例階段1階段2+客戶線路板打印機(jī)階段1裝配112StandardizationShorteningleadtimesisnotalwayspossibleHowelsecaninventorylevelsbereducedandforecastaccuracyimproved?StandardizationofproductsandprocessesProductcommonalityProcesscommonalityStandardizationShorteninglead113標(biāo)準(zhǔn)化縮短提前期并不總是可行的還能做些什么以降低庫存水平，提高預(yù)測準(zhǔn)確度？生產(chǎn)和流程的標(biāo)準(zhǔn)化模塊化產(chǎn)品模塊化流程標(biāo)準(zhǔn)化縮短提前期并不總是可行的114ModularityinProductandProcessModularProduct:CanbemadebyappropriatelycombiningthedifferentmodulesItentailsprovidingcustomersanumberofoptionsforeachmoduleModularProcess:Eachproductundergoadiscretesetofoperationsmakingitpossibletostoreinventoryinsemi-finishedformProductsdifferfromeachotherintermsofthesubsetofoperationsthatareperformedonthemModularityinProductandProc115生產(chǎn)和流程的模塊化模塊化產(chǎn)品：可以通過不同模塊的適當(dāng)組合生產(chǎn)這導(dǎo)致消費(fèi)者對(duì)每一模塊可以有一系列選擇模塊化流程：每一種產(chǎn)品通過一系列離散的操作進(jìn)行生產(chǎn)，使它能夠以在制品狀態(tài)保存產(chǎn)品的差異化通過在生產(chǎn)過程中完成不同的操作來實(shí)現(xiàn)生產(chǎn)和流程的模塊化模塊化產(chǎn)品：116ModularityinProductandProcessSemiconductorwaferfabricationismodularsincethetypeofchipproduceddependsontheuniquesetofoperationsperformedOilrefiningisnotmodularsinceitiscontinuousandinventorystorageofsemi-finishedproductisdifficultModularityinProductandProc117生產(chǎn)和流程中的模塊化半導(dǎo)體晶片的生產(chǎn)就是模塊化的，因?yàn)檫@類晶片的生產(chǎn)是由一系列特別的操作實(shí)現(xiàn)的石油精煉不是模塊化的，因?yàn)樗沁B續(xù)的，而且存儲(chǔ)在制品是很困難的生產(chǎn)和流程中的模塊化半導(dǎo)體晶片的生產(chǎn)就是模塊化的，因?yàn)檫@類晶118ModularityinProductandProcessAremodularproductsalwaysmadefrommodularprocesses?ModularityinProductandProc119生產(chǎn)和流程中的模塊化模塊化產(chǎn)品總是通過模塊化流程生產(chǎn)的嗎？生產(chǎn)和流程中的模塊化模塊化產(chǎn)品總是通過模塊化流程生產(chǎn)的嗎？120ModularityinProductandProcessModularproductsarenotalwaysmadefrommodularprocessesBio-techandpharmaceuticalindustriesmakemodularproductsbutusenon-modularprocesses;manyproductsaremadebyvaryingthemixofasmallnumberofingredientsModularityinProductandProc121生產(chǎn)和流程中的模塊化模塊化產(chǎn)品并不總是通過模塊化流程生產(chǎn)生物技術(shù)和醫(yī)藥產(chǎn)業(yè)生產(chǎn)模塊化產(chǎn)品，但使用非模塊化流程，許多產(chǎn)品是通過微調(diào)組成萬分而生產(chǎn)的生產(chǎn)和流程中的模塊化模塊化產(chǎn)品并不總是通過模塊化流程生產(chǎn)122TypesofStandardizationPartStandardizationCommonpartsareusedacrossmanyprocessesProductredesignmightbenecessaryProcessStandardizationStandardizingasmuchoftheprocessaspossible,makingagenericorfamilyproductDelayingdifferentiationCalled“Delayeddifferentiation”,“Postponement”TypesofStandardizationPartS123標(biāo)準(zhǔn)化的種類部件標(biāo)準(zhǔn)化通用部件可以在很多流程中使用可能需要重新設(shè)計(jì)產(chǎn)品流程標(biāo)準(zhǔn)化在生產(chǎn)同一類產(chǎn)品時(shí)使流程盡可能標(biāo)準(zhǔn)延遲差異化產(chǎn)品差異化延遲或推遲標(biāo)準(zhǔn)化的種類部件標(biāo)準(zhǔn)化124Postponement:ExampleDemandforblackt-shirts50%probability10050%probability200Sameforwhitet-shirtsProductionalternativesProduce150ofeachcoloraheadoftimeProduce300whichcanbedyedafterdemandisobservedPostponement:ExampleDemandfo125延遲：實(shí)例對(duì)黑色T恤衫的需求50%的概率為10050%的概率為200對(duì)白色T恤衫的需求與此相同可選擇的生產(chǎn)方法提前各生產(chǎn)150件生產(chǎn)300件，當(dāng)需求顯示出來后再染色延遲：實(shí)例對(duì)黑色T恤衫的需求126Postponement:ExampleFirstAlternative25%probability--short50ofeach25%probability--extra50ofeach50%probability--short50ofone,extra50oftheotherSecondAlternative25%probability--short50ofeach25%probability--extra50ofeach50%probability--noshortageorextraPostponement:ExampleFirstAlt127延遲：實(shí)例第一選擇25%的概率–每種短缺50單位25%的概率--每種過剩50單位50%的概率–一種短缺50單位，一種過剩50單位第二選擇25%的概率--每種短缺50單位25%的概率--每種過剩50單位50%的概率–沒有過?；蚨倘毖舆t：實(shí)例第一選擇128Postponement:KeyConceptsDelaydifferentiationofproductsinthesamefamilyaslateaspossibleEnablestheuseofaggregateforecastsEnablesthedelayofdetailedforecastsReducesscrappedorobsoleteinventory,increasescustomerserviceMayrequirenewprocessesorproductdesignwithassociatedcostsPostponement:KeyConceptsDela129延遲：關(guān)鍵概念盡可能延遲同類產(chǎn)品的差異化使匯集預(yù)測的應(yīng)用成為可能使得詳細(xì)預(yù)測成為可能降低零散或過時(shí)庫存，提高客戶服務(wù)水平可能需要對(duì)產(chǎn)品或流程進(jìn)行重新設(shè)計(jì)，并產(chǎn)生相關(guān)成本延遲：關(guān)鍵概念盡可能延遲同類產(chǎn)品的差異化130PostponementConsiderationsTradeoffincreasedproductcostwithdecreasedinventoryNeedtodecidewheretopostpone-thepush-pullboundaryPositioninproductlifecycleisfactorinpostponementstrategiesInventoryvaluemayincreaseConsidertariffsanddutiesPostponementConsiderationsTra131對(duì)延遲的思考增加的生產(chǎn)成本和降低的庫存之間的權(quán)衡需要確定哪里需要延遲——推動(dòng)—拉動(dòng)邊界在產(chǎn)品生命周期中的位置是延遲戰(zhàn)略的一個(gè)因素庫存價(jià)值可能增加考慮關(guān)稅問題對(duì)延遲的思考增加的生產(chǎn)成本和降低的庫存之間的權(quán)衡132Hewlett-Packard:LaserJetsLaserJetsaremanufacturedinJapanPreviously,theprintershadtwodifferentpowersupplies(110,220volts)DifferentiationhadtohappenimmediatelyAnimproveddesignenablesasinglepowersupplytoworkforbothvoltages.5%CostSavingsHewlett-Packard:LaserJetsLas133惠普：LaserJets打印機(jī)LaserJets打印機(jī)在日本生產(chǎn)從前，該打印機(jī)有兩種電源(110伏，220伏)差異化必須立刻發(fā)生一種新的設(shè)計(jì)使得一種電源能在兩種電壓下工作節(jié)約成本5%惠普：LaserJets打印機(jī)LaserJets打印機(jī)在日本134Hewlett-PackardDiskDrives

ManufacturingProcessRedesignHP’sdiskdrivedivisionsuppliedseveralcustomersCustomer1Customer2Customer3PCBInsertiontestsCustomer1Customer2Customer3PCBInsertiontestsCouponInsertioncommontestsPCBinsertionpostponedHewlett-Packard