第一章供應(yīng)鏈管理介紹Introduction-to-Supply-Chain-Management

SupplyChainManagementBAIHuaShenzhenTourismCollege,JinanuniversityDesigningandManagingtheSupplyChain:Concepts,Strategies,andCases(3ndEd.)

DavidSimchi-Levi,PhilipKaminsky,EdithSimchi-Levi,McGrawHillCollegeDiv;3ndeditionREFERENCESStrategicLogisticsManagementJamesR.Stock,DouglasM.Lambert,McGraw-HillHigherEducation;IntroductiontoSupplyChainManagement,RobertB.Handfield,ErnestL.Jr.Nichols,PrenticeHallSupplyChainManagement:Strategy,PlanningandOperationsSunilChopra,PeterMeindl,PrenticeHallCollegeDivLogisticsandSupplyChainManagement:StrategiesforReducingCostandImprovingServiceMartinChristopher,FinancialTimesPrenticeHall;馬士華等.供應(yīng)鏈管理.高等教育出版社，2007森尼爾·喬普瑞等著，李麗萍等譯.供應(yīng)鏈管理——戰(zhàn)略、規(guī)劃與運(yùn)營（第2版）.社會科學(xué)文獻(xiàn)出版社，2003TEXTBOOK網(wǎng)上學(xué)習(xí)：供應(yīng)鏈管理專業(yè)人員協(xié)會：供應(yīng)鏈管理聯(lián)盟：供應(yīng)鏈管理評論：TheEuropeanSupplyChainForum(http://www.tm.tue.nl/efgscm/)TheStanfordGlobalSupplyChainManagementForum(/scforum/)MITForumforSupplyChainInnovation(//)

Finalexam60%Computerprogramme:10%CaseAnalysisandPresentation15%ClassroomDiscussionandAnalysis15%

Yourfinalgradewillbebasedon:IntroductiontoSupplyChainManagementWhatIsASupplyChain?WhatIstheGoalofSupplyChainManagement?StrategiesforSCMSupplyChain:TheComplexitySupplyChain:theMagnitudeSupplyChain:ThePotentialKeyIssuesforSCM傳統(tǒng)的企業(yè)運(yùn)作和管理模式主要特征以規(guī)模化需求和區(qū)域性的賣方市場為決策背景少品種、大批量生產(chǎn)，剛性、專用流水生產(chǎn)線多級遞階控制組織結(jié)構(gòu)，管理跨度小、層次多管理思想：集權(quán)式、以追求穩(wěn)定和控制為主企業(yè)為了最大限度地掌握市場份額，都牢牢控制用于生產(chǎn)和經(jīng)營的各種資源。在企業(yè)的運(yùn)作模式上，采用了“高度自制”的策略，一個(gè)企業(yè)囊括了幾乎所有業(yè)務(wù)，最后形成了無所不包、“大而全、小而全”的超級組織，即所謂的“縱向一體化(VerticalIntegration)”。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)活動在每個(gè)業(yè)務(wù)領(lǐng)域都直接面臨眾多競爭對手增大企業(yè)的行業(yè)風(fēng)險(xiǎn)全球市場競爭的趨勢產(chǎn)品壽命周期越來越短產(chǎn)品品種數(shù)飛速膨脹對交貨期的要求越來越高對產(chǎn)品和服務(wù)的期望(個(gè)性化)越來越高企業(yè)管理模式的轉(zhuǎn)變20世紀(jì)80年代中后期，從“縱向一體化”向“橫向一體化”轉(zhuǎn)化從“大而全、小而全”向“分散網(wǎng)絡(luò)化制造”轉(zhuǎn)化，非核心業(yè)務(wù)外包出去，自己集中資源發(fā)展核心能力從“封閉式”向“開放式”的設(shè)計(jì)、開發(fā)與生產(chǎn)轉(zhuǎn)化。通過與業(yè)務(wù)伙伴結(jié)成戰(zhàn)略聯(lián)盟占據(jù)競爭中的主動地位供應(yīng)鏈管理思想的出現(xiàn)

分銷中心(歐洲代理商)總機(jī)裝配(通用打印機(jī))（FAT）印刷電路板組裝與測試（PCAT）集成電路制造消費(fèi)者供應(yīng)商消費(fèi)者消費(fèi)者

分銷中心(亞洲代理商)美洲經(jīng)銷商歐洲經(jīng)銷商亞洲經(jīng)銷商打印機(jī)箱制造供應(yīng)商供應(yīng)商供應(yīng)商在溫哥華完成HP打印機(jī)的供應(yīng)鏈系統(tǒng)供應(yīng)鏈管理模式的產(chǎn)生與發(fā)展20世紀(jì)80年代20世紀(jì)90年代2000年后制造資源計(jì)劃(MRPII)·推動式系統(tǒng)·物料訂貨以可分配需求為基礎(chǔ)·依賴于相關(guān)訂貨計(jì)劃和可靠的預(yù)測·通過變動對供應(yīng)商需求實(shí)現(xiàn)柔性準(zhǔn)時(shí)生產(chǎn)制(JIT)·拉動式系統(tǒng)·來自最終用戶的固定需求量·生產(chǎn)能力與需求匹配··柔性的制造系統(tǒng)··經(jīng)濟(jì)生產(chǎn)批量很小·供應(yīng)商提前期很短精益生產(chǎn)和精益供應(yīng)·消除浪費(fèi)·庫存和在制品占用最小·成本在供應(yīng)鏈上透明·減少工件排隊(duì)·調(diào)整轉(zhuǎn)換時(shí)間很短·多品種小批量生產(chǎn)供應(yīng)鏈·快速反應(yīng)·供應(yīng)具有柔性·顧客化定制生產(chǎn)·與最終需求同步生產(chǎn)·受控的供應(yīng)鏈過程·合作伙伴間的能力是集成的·全面應(yīng)用電子商務(wù)·并行的產(chǎn)品開發(fā)市場需求與競爭環(huán)境變化企業(yè)機(jī)會成本增加實(shí)行業(yè)務(wù)外包企業(yè)間交易成本增加企業(yè)間合作與聯(lián)盟供應(yīng)鏈組織與管理供應(yīng)鏈管理思想產(chǎn)生的必然性

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)鏈與供應(yīng)鏈之間的競爭!!!供應(yīng)鏈管理與傳統(tǒng)管理模式的區(qū)別供應(yīng)鏈管理把供應(yīng)鏈中所有節(jié)點(diǎn)企業(yè)看作一個(gè)整體。供應(yīng)鏈管理涵蓋整個(gè)從供應(yīng)商到最終用戶的采購、制造、分銷、零售等職能領(lǐng)域過程。供應(yīng)鏈管理強(qiáng)調(diào)和依賴戰(zhàn)略管理。“供應(yīng)”是整個(gè)供應(yīng)鏈中節(jié)點(diǎn)企業(yè)之間事實(shí)上共享的一個(gè)概念（任兩節(jié)點(diǎn)之間都是供應(yīng)與需求關(guān)系），同時(shí)它又是一個(gè)有重要戰(zhàn)略意義的概念，因?yàn)樗绊懟蛘呖梢哉J(rèn)為它決定了整個(gè)供應(yīng)鏈的成本和市場占有份額。供應(yīng)鏈管理最關(guān)鍵的是需要采用集成的思想和方法，而不僅僅是節(jié)點(diǎn)企業(yè)、技術(shù)方法等資源簡單的連接。供應(yīng)鏈管理具有更高的目標(biāo)，通過管理庫存和合作關(guān)系去達(dá)到高水平的服務(wù)，而不是僅僅完成一定的市場目標(biāo)。輕資產(chǎn)：波音787開發(fā)中的系統(tǒng)集成者角色新飛機(jī)開發(fā)技術(shù)復(fù)雜、一次性研發(fā)投入高–波音要求供應(yīng)商承擔(dān)一次性開支在787開發(fā)上，波音高度依賴一級供應(yīng)商–系統(tǒng)、模塊的開發(fā)與生產(chǎn)–下級供應(yīng)鏈的管理與協(xié)調(diào)在787項(xiàng)目上，波音扮演系統(tǒng)集成者的角色–波音承擔(dān)35%的任務(wù)–日本廠商35%的任務(wù)–歐美廠商26%的任務(wù)高度外包利于輕資產(chǎn)，但全球供應(yīng)鏈?zhǔn)箙f(xié)調(diào)、管理更復(fù)雜輕資產(chǎn)：波音787開發(fā)中的系統(tǒng)集成者角色WhatIsASupplyChain?Thesystemofsuppliers,manufacturers,transportation,distributors,andvendorsthatexiststotransformrawmaterialstofinalproductsandsupplythoseproductstocustomers.Thatportionofthesupplychainwhichcomesafterthemanufacturingprocessissometimesknownasthedistributionnetwork.倉庫紡紗廠織布廠印染廠服裝廠銷售代理商零售店顧客棉花批發(fā)商一個(gè)品牌的誕生

這是一個(gè)真實(shí)的故事……2000年3月17日晚上8點(diǎn)，美國新墨西哥州飛利浦公司芯片廠10多分鐘的一場大火，讓遠(yuǎn)在萬里之外歐洲世界上最大的移動電話生產(chǎn)商之一愛立信損失慘重。這家工廠是愛立信供應(yīng)鏈中的一環(huán)，為愛立信公司提供多種重要的零件芯片。它舉足輕重的地位在于：90年代中期，愛立信公司為了節(jié)省成本簡化了它的供應(yīng)鏈，基本上排除了后備供應(yīng)商。也就是說，有幾種芯片只能由該工廠提供。愛立信公司投資人關(guān)系部門的經(jīng)理說，當(dāng)時(shí)對愛立信來說，火災(zāi)就是火災(zāi)，沒有人想到它會帶來這么大的危害。愛立信公司負(fù)責(zé)海外手機(jī)部門的華而比先生直到4月初還沒有發(fā)現(xiàn)問題的嚴(yán)重性。他承認(rèn)說：“我們發(fā)現(xiàn)問題太遲了。”危機(jī)很快顯現(xiàn)：在市場需求最旺盛的時(shí)候，由于飛利浦公司的供應(yīng)跟不上，供應(yīng)鏈中又沒有其它的后備設(shè)備供應(yīng)商，沒有其他公司生產(chǎn)可替代的芯片，愛立信的生產(chǎn)廠只能將生產(chǎn)能力閑置。最終，2000年愛立信在手機(jī)方面虧損了17億美元，在全球手機(jī)市場的份額也由幾年前的15％下降到去年的10％左右?；仡^便知，我心只有你……回頭便知，我心只有你……劉德華和關(guān)之琳的激情演繹，讓無數(shù)的人們從此無怨無悔地鐘情著愛立信手機(jī)在相當(dāng)長的時(shí)間里，愛立信手機(jī)是和尊貴、時(shí)尚畫等號的。但，從2001年以后，愛立信慢慢地離開了人們的視線……大火，毀壞了愛立信的供應(yīng)鏈，一代品牌從此凋零……最終，愛立信將品牌賣給了索尼來經(jīng)營—索愛（sonyericsson）

對于全球運(yùn)營的供應(yīng)鏈，什么最重要？安全！全球運(yùn)營的供應(yīng)鏈WhatIstheGoalofSupplyChainManagement?Supplychainmanagementisconcernedwiththeefficientintegrationofsuppliers,factories,warehousesandstoressothatmerchandiseisproducedanddistributed:IntherightquantitiesTotherightlocationsAttherighttimeInordertoMinimizetotalsystemcostSatisfycustomerservicerequirementsSupplySources:RegionalWarehouses:stockingpointsFieldWarehouses:stockingpointsCustomers,demandcenterssinksProduction/purchasecostsInventory&warehousingcostsTransportationcostsInventory&warehousingcostsTransportationcostsNotice:Whoisinvolved?Whatisthegoal?Whatlevelofactivitiesareinvolved?Whatdowemeanbyintegration?29供應(yīng)鏈管理是將每一個(gè)節(jié)點(diǎn)列入考慮的，而這些節(jié)點(diǎn)將對成本產(chǎn)生影響，并且扮演滿足顧客所需產(chǎn)品及服務(wù)的角色從供貨商和制造設(shè)施，經(jīng)由倉庫及分銷中心，然后到達(dá)零售商和商店在有些供應(yīng)鏈的分析中，甚至對于供貨商的供貨商以及顧客的顧客進(jìn)行整合。因?yàn)樗麄儗τ诠?yīng)鏈的績效產(chǎn)生影響Whoisinvolved?30供應(yīng)鏈管理的目標(biāo)是要使整個(gè)供應(yīng)鏈系統(tǒng)以及成本具有效率而整個(gè)系統(tǒng)的成本，包含將產(chǎn)品從原料到在制品、以至于最后制成品的運(yùn)輸及配銷等成本，必須使其最小化目標(biāo)的重點(diǎn)不僅是要減少運(yùn)輸成本及減少庫存，而是要將系統(tǒng)方法導(dǎo)入供應(yīng)鏈管理里。Whatisthegoal?Whatlevelofactivitiesareinvolved?由于供應(yīng)鏈管理是以有效整合供貨商、制造商、倉庫及商店為目標(biāo)，所以它包含許多企業(yè)活動的層級戰(zhàn)略層(Thestrategiclevel)戰(zhàn)術(shù)層(Thetacticallevel)作業(yè)層(Theoperationallevel)32StrategicPlanningStrategicPlanning:DecisionsthattypicallyinvolvemajorcapitalinvestmentsandhavealongtermeffectDeterminationofthenumber,locationandsizeofnewplants,distributioncentresandwarehouses,andtheflowofmaterialthroughthelogisticsnetworkAcquisitionofnewproductionequipmentandthedesignofworkingcentreswithineachplantDesignoftransportationfacilities,communicationsequipment,dataprocessingmeans,etc.33TacticalPlanningTacticalPlanning:EffectiveallocationofmanufacturinganddistributionresourcesoveraperiodofseveralmonthsWork-forcesizePurchasingandproductiondecisionInventorypoliciesDefinitionofthedistributionchannelsSelectionoftransportationandtrans-shipmentalternatives34OperationalControlOperationalControl:Includesday-to-dayoperationaldecisionsTheassignmentofcustomerorderstoindividualmachinesDispatching,expeditingandprocessingordersVehicleschedulingandroutingTruckloading供應(yīng)鏈業(yè)務(wù)流程信息流制造商產(chǎn)品流客戶關(guān)系管理客戶服務(wù)管理需求管理訂單配送制造流程管理采購產(chǎn)品開發(fā)與商品化逆向物流物流財(cái)務(wù)生產(chǎn)采購營銷R&D第二層供應(yīng)商第一層供應(yīng)商用戶消費(fèi)者/最終用戶來源：DouglasM.Lambert,MarthaCooperandJanusD.Pagh,“SupplyChainManagement:ImplementationIssuesandResearchOpportunities”,TheInternationalJournalofLogisticsManagement9,No.2,1998重視供應(yīng)鏈中不同部分間的集成降低成本提高服務(wù)水平

但是：SC的集成很困難Whatdowemeanbyintegration?WhatIsASupplyChain?RobertB.Handfield

and

ErnestL.Nichols,Jr.1999Thesupplychain(SC)encompassesallactivitiesassociatedwiththeflowandtransformationofgoodsfromtherawmaterialsstage(extraction),throughtotheenduser,aswellastheassociatedinformationflows.Materialandinformationflowbothupanddownthesupplychain.Supplychainmanagement(SCM)istheintegrationoftheseactivitiesthroughimprovedsupplychainrelationships,toachieveasustainablecompetitiveadvantage.WhatIsASupplyChain?J.M.Mentzer,W.DeWitt,etc.1999Supplychain(SC):asetofthreeormoreorganizationsdirectlylinkedbyoneormoreoftheupstreamanddownstreamflowsofproducts,services,finances,andinformationfromasourcetoacustomer.Supplychainmanagement(SCM):thesystemic,strategiccoordinationofthetraditionalbusinessfunctionsandthetacticsacrossthesebusinessfunctionswithinaparticularcompanyandacrossbusinesseswithinthesupplychain,forthepurposesofimprovingthelong-termperformanceoftheindividualcompaniesandthesupplychainasawhole.WhatistheDifference?Manypeopleconcernsthequestion“whatisthedifferencebetweenLogisticsandSupplyChainManagement(SCM)?”,or“Isthereanydifference?”Itwouldbebettertolookatthedevelopmentofthearea.

Whatislogistics??Onceuponthetime……Attheearlytimes:ConsumptionandproductiontakeplacewithinaverylimitedgeographicregionAsprogressionoftheeconomicstandards……consumptionandproductionbegantoseparategeographicallyRegionscouldspecializeinthosecommoditiesthatcouldbeproducedmostefficientlyExcessproductioncouldbeshippedeconomicallytootherproducingorconsumingareasNeededgoodnotproducedlocallywereimported……Thisexchangeprocessfollows

TheprincipleofcomparativeadvantageandregionaldivisionLogistics……isneededwhenthereexist

spacelag

and/or

timelag

betweenproductionandconsumptionofgoodsprovidesthebridgebetweenproductionandmarketlocationcreatesvalues–forbothcustomersandsuppliers-Spacevalue(eg.bytransportation…)Timevalue(eg.byinventory…)Logisticsmanagement…

togettherightgoods/services intherightquantity/level, totheright

place, attherighttime, withtherightcost.

Theprocessofplanning,implementingandcontrollingtheefficient,effectiveflowandstorageofgoods,services,andrelatedinformationfrompointoforigintopointofconsumptionforthepurposeofconformingtocustomerrequirements.

--CouncilofLogisticsManagement

5-Rprinciple!!!SomedataaboutlogisticsmanagementinsmallcompaniesEverycompanyhasitsownlogisticsservicesystem70%invalidlogisticsoperationsPubliclogisticsresourceandinfrastructureiswastedandoccupiedwithoutvalueOverallefficiencyislowIntegrationisthewayoutFromLogisticsManagementtoSCMLogisticsmanagementalsodealswithalogisticsnetwork,orasupplychain.Butitsobjectiveistominimizecostwhiletosatisfythedemand(ontime).

SupplyChainManagementistomaximizethebenefitinlongtermthroughcooperationandcoordination.Supplychain:3FlowsStrategiesforSCMAlloftheadvancedstrategies,techniques,andapproachesforSupplyChainManagementfocuson:Global

OptimizationManagingUncertainty供應(yīng)鏈管理要求全局觀業(yè)務(wù)和流程外包延伸了公司運(yùn)營的邊界，全球供應(yīng)鏈要求要全局觀、全局優(yōu)化OptimizationWhatisit?Whyisitimportant?Whattoolsandapproacheshelp?ToolsandStrategiesforOptimizationDecisionSupportSystemsInventoryControlNetworkDesignDesignforLogisticsCrossDockingGlobalOptimizationWhatisit?Whyisitdifferent/betterthanlocaloptimization?Whatareconflictingsupplychainobjectives?Whattoolsandapproacheshelpwithglobaloptimization?ProcurementPlanningManufacturingPlanningDistributionPlanningDemandPlanningSequentialOptimizationSupplyContracts/Collaboration/InformationSystemsandDSSProcurementPlanningManufacturingPlanningDistributionPlanningDemandPlanningGlobalOptimizationSequentialOptimization

vs.GlobalOptimizationSource:DuncanMcFarlane

局部優(yōu)化就如《天鵝、梭子魚和蝦》

供應(yīng)鏈優(yōu)化是系統(tǒng)工程，需要有系統(tǒng)思維WhyisGlobalOptimizationHard?ThesupplychainiscomplexNationalSemiconductorDifferentfacilitieshaveconflictingobjectivesThesupplychainisadynamicsystemThepowerstructurechangesThepowerstructurechangesIncreasingcustomerpowerleadstoincreaseddemandsonretailersIncreasedretailerpowerleadstoincreaseddemandsonsuppliersThesystemvariesovertime一個(gè)聯(lián)結(jié)著供應(yīng)商和分銷商的復(fù)雜供應(yīng)鏈

SupplyChain:TheComplexity“（通用汽車的）采購有三個(gè)挑戰(zhàn)：復(fù)雜度、復(fù)雜度、還是復(fù)雜度。通用在全球采購的零部件達(dá)16萬種，這也意味著每天出問題的機(jī)會有16萬個(gè)。而要生產(chǎn)線就停頓下來，缺一種零件就夠了”。--BoAnderson，通用汽車前副總裁SupplyChain:TheComplexityNationalSemiconductors:Production:Produceschipsinsixdifferentlocations:fourintheUS,oneinBritainandoneinIsraelChipsareshippedtosevenassemblylocationsinSoutheastAsia.DistributionThefinalproductisshippedtohundredsoffacilitiesallovertheworld20,000differentroutes12differentairlinesareinvolved95%oftheproductsaredeliveredwithin45days5%aredeliveredwithin90days.ConflictingObjectives

intheSupplyChain1.Purchasing ?Stablevolumerequirements ?Flexibledeliverytime ?Littlevariationinmix ?Largequantities2.Manufacturing ?Longrunproduction ?Highquality ?Highproductivity ?LowproductioncostConflictingObjectives

intheSupplyChain3.Warehousing ?Lowinventory ?Reducedtransportationcosts ?Quickreplenishmentcapability4.Customers ?Shortorderleadtime ?Highinstock ?Enormousvarietyofproducts ?LowpricesToolsandApproachesforGlobalOptimizationEverythingforoptimization,StrategicAlliances/SupplierPartnershipsSupplyContracts

供應(yīng)鏈優(yōu)化是演進(jìn)，不是革命優(yōu)化的供應(yīng)鏈就如一輛精良的法拉利跑車，并不是一朝設(shè)計(jì)好的，一天造成的；而是數(shù)年如一日，遵循一定的原則，把一個(gè)個(gè)細(xì)節(jié)做好、做扎實(shí)的自然結(jié)果。供應(yīng)鏈改進(jìn)就如給飛馳的車子換輪子UncertaintyWhatisvariation?Whatisrandomness?Whattoolsandapproacheshelpustodealwiththeseissues?SourcesofVariabilityVariabilityanduncertaintyarethemostsignificantthreatstoawell-optimizedsupplychainnetwork.Therearethreemainsourcesofvariabilityinsupplychains:DemandvariabilityExample:difficultyforecastingsalesProcessvariabilityExample:unexpecteddowntimes(停工)SupplyvariabilityExample:supplierdeliveriesarelateUncertainty

Boeingaircraft,oneofAmerica'sleadingcapitalgoodsproducers,wasforcedtoannouncewritedownsof$2.6billioninOctober1997,dueto“Rawmaterialshortages,internalandsupplierpartsshortages…”.Can’tForecastingHelp?Forecastingisalwayswrong ThelongertheforecasthorizontheworsetheforecastEnditemforecastsareevenmorewrongWhyIsUncertaintyHardtoDealWith?Matchingsupplyanddemandisdifficult.Forecastingdoesn’tsolvetheproblem.Inventoryandback-orderlevelstypicallyfluctuatewidelyacrossthesupplychain.Demandisnottheonlysourceofuncertainty:LeadtimesYieldsTransportationtimesNaturalDisastersComponentAvailabilitySupplyChainVariabilityVolumesTimeSource:TomMcGuffry,ElectronicCommerceandValueChainManagement,1998ActualConsumerDemandRetailerWarehousetoShopRetailerOrdersProductionPlanManufacturerForecastofSalesWhatManagementGets...VolumesTimeSource:TomMcGuffry,ElectronicCommerceandValueChainManagement,1998ConsumerDemandProductionPlanWhatManagementWants…VolumesTimeSource:TomMcGuffry,ElectronicCommerceandValueChainManagement,1998ConsumerDemandProductionPlanDealingwithUncertaintyPullSystemsRiskPoolingCentralizationPostponementStrategicAlliancesCollaborativeForecastingSupplyChain:theMagnitudeIn1998,Americancompaniesspent$898billioninsupply-relatedactivities(or10.6%ofgrossdomesticproduct).Transportation58%Inventory38%Management4%Thirdpartylogisticsservicesgrewin1998by15%tonearly$40billionSupplyChain:theMagnitudeItisestimatedthatthegroceryindustrycouldsave$30billion(10%ofoperatingcost)byusingeffectivelogisticsstrategies.Atypicalboxofcerealspendsmorethanthreemonthsgettingfromfactorytosupermarket.Atypicalnewcarspends15daystravelingfromthefactorytothedealership,althoughactualtraveltimeis5days.SupplyChain:ThePotentialProcter&Gambleestimatesthatitsavedretailcustomers$65millionthroughlogisticsgainsoverthepast18months.

“AccordingtoP&G,theessenceofitsapproachliesinmanufacturersandsuppliersworkingcloselytogether….jointlycreatingbusinessplanstoeliminatethesourceofwastefulpracticesacrosstheentiresupplychain”.

(Journalofbusinessstrategy,Oct./Nov.1997)SupplyChain:

thePotentialIn10years,Wal-Marttransformeditselfbychangingitslogisticssystem.Ithasthehighestsalespersquarefoot,inventoryturnoverandoperatingprofitofanydiscountretailer.DellComputerhasoutperformedthecompetitionintermsofshareholdervaluegrowthovertheeightyearsperiod,1988-1996,byover3,000%(seeAndersonandLee,1999)usingDirectbusinessmodelBuild-to-orderstrategy.KeyIssuesIssuesspanStrategicTacticalOperationalWhatarethetradeoffsandissues?DistributionNetworkConfigurationInventorycontrolSupplyContractsDistributionStrategiesIntegrationandPartnershipsProcurementStrategiesandOutsourcingProductDesignInformationTechnologyCustomerValue75供應(yīng)鏈管理的關(guān)鍵問題分銷網(wǎng)絡(luò)構(gòu)造（DistributionNetworkConfiguration）庫存控制（InventoryControl）供應(yīng)合同（SupplyContracts）配送戰(zhàn)略（DistributionStrategies）供應(yīng)鏈整合及戰(zhàn)略伙伴關(guān)系（SupplyChainIntegrationandStrategicPartnering）外包與采購戰(zhàn)略（OutsourcingandProcurementStrategies）產(chǎn)品設(shè)計(jì)（ProductDesign）信息技術(shù)及決策支持系統(tǒng)（InformationTechnologyandDSS）顧客價(jià)值（CustomerValue）76分銷網(wǎng)絡(luò)構(gòu)造試想許多工廠生產(chǎn)產(chǎn)品來供應(yīng)各地分散的零售商，但目前倉庫設(shè)立的位置并不適當(dāng)，管理層有意重新設(shè)計(jì)或重建分銷網(wǎng)絡(luò)這可能會改變需求的型態(tài)，或終止許多目前所存在的倉庫租約改變需求型態(tài)可能也會改變工廠的生產(chǎn)水平、選擇新的供貨商和新的商品流通型態(tài)應(yīng)該如何選擇倉庫的位置，以及決定每個(gè)工廠和每項(xiàng)產(chǎn)品的制造水平，并且設(shè)立從工廠到倉庫或從倉庫到零售商的運(yùn)輸體系，才能使生產(chǎn)成本、庫存成本、運(yùn)輸成本最小化并使服務(wù)水平達(dá)到要求？77庫存控制假使一個(gè)零售商持有一特殊產(chǎn)品的庫存，由于顧客需求時(shí)時(shí)刻刻在改變，而零售商只能夠利用過去的數(shù)據(jù)來預(yù)測其需求，所以零售商的目標(biāo)是決定何者為產(chǎn)品新的補(bǔ)貨水平（再訂購點(diǎn)）及補(bǔ)貨數(shù)量，以便將庫存的訂購及持有成本最小化其它相關(guān)問題：零售商為何需要持有庫存，是因?yàn)轭櫩托枨蠛凸?yīng)過程的不確定性造成的嗎？還是有其他原因？若是顧客需求的不確定性造成的，有什么辦法可以降低嗎？應(yīng)該保有多少庫存？訂貨批量如何確定？顧客需求的預(yù)測工具會產(chǎn)生什么影