第七章供應(yīng)鏈的繪制

SupplyChainManagement:FromVisiontoImplementationChapter7:SupplyChainMapping第七章：供應(yīng)鏈的繪制2Chapter7:學(xué)習(xí)目標討論供應(yīng)鏈設(shè)計觀念和其重要性

DiscusstheconceptofSCdesignanditsimportance.解釋流程的繪制過程并描述繪制流程圖在供應(yīng)鏈設(shè)計中的作用

Explainprocessmappinganddescribemapping’sroleinSCdesign.描述幾種通行的供應(yīng)鏈設(shè)計方法

DescribeseveralpopularapproachesforSCdesign.繪制供應(yīng)鏈圖并描述供應(yīng)鏈管理人員可從供應(yīng)鏈圖得到哪些關(guān)鍵觀念

Mapoutasupplychain.DescribekeyinsightsamanagercangainfromaSCmap.3供應(yīng)鏈管理SCM是對跨越組織邊界的增值流程進行無縫設(shè)計和管理，以滿足最終顧客的實際需求。

SCM

isthedesignofseamlessvalueaddedprocessesacrossorganizationboundariestomeettherealneedsoftheendcustomer.

SC設(shè)計和改進方法：繪制流程圖（ProcessMapping）

-createsvisibilityofcurrentandimprovedprocesses.繪制價值流圖(ValueStreamMapping)

-depictsflowofinformationandmaterials繪制供應(yīng)鏈圖(SCMapping)

-displaysthedynamicsthatgovernhowasupplychainworks4供應(yīng)鏈設(shè)計的重要性未能預(yù)先主動積極設(shè)計好供應(yīng)鏈通常導(dǎo)致：FailuretoproactivelydesignaSCresultsin:協(xié)調(diào)能力差Poorcoordinationofeffort信息系統(tǒng)不兼容Incompatibleinformationsystems周期延長Longcycletimes溝通問題Communicationproblems顧客服務(wù)問題Customerserviceissues過多浪費和環(huán)境退化Excessivewasteandenvironmentaldegradation為達到特定的顧客服務(wù)水平而保持相對高的庫存Relativelyhighinventoriesforthelevelofcustomerserviceachieved未能獲取最優(yōu)的利潤Lowertheoptimalprofit5流程的繪制ProcessMapping流程是指一項把輸入轉(zhuǎn)變或改變?yōu)橐豁椥碌妮敵龅幕顒?/p>

Aprocessisdefinedasanactivitythattransformsorchangesinputintonewoutput.流程圖就是系統(tǒng)的圖形展示過程，包括為生產(chǎn)某些期望結(jié)果而進行的一系列步驟

Aprocessmapisagraphicrepresentationofthesystemandcontainsasequenceofstepsthatareperformedtoproducesomedesiredoutput.流程繪制的主要目的是為了使復(fù)雜的系統(tǒng)可視化

Theprimarygoalbehindprocessmappingistomakecomplexsystemsvisible.6流程繪制ProcessMapping7開發(fā)流程圖DevelopingaProcessMap確定繪制流程圖的目的Determinethepurposeoftheprocessmap設(shè)定圖形內(nèi)容精細水平Establishlevelofdetail設(shè)定系統(tǒng)的邊界Establishsystemboundaries確定哪些人擁有所需的信息和經(jīng)驗

Determinewhohastherequiredinformationorexperience.通過觀察和訪談來分析流程，并記錄每個步驟

Analyzetheprocessthroughobservationandinterviews,documenteachstep.繪制圖形

Drawthemap讓繪制和執(zhí)行流程的相關(guān)人員審核圖形，以使流程圖更為清楚和完整

Havethepeoplewhoareinvolvedinthemappingprocessaswellasothers(includingthosewhoactuallyperformtheprocess)reviewthemapforclarityandcompleteness8烤蛋糕流程圖ProcessMap–BakeaCake9流程分析ProcessAnalysis流程分析主要用于識別無價值的或重復(fù)的活動Processanalysisisusedtoidentifynon-valueaddedorredundantactivities.首先檢查時間、成本、資源和每一步驟所需的人員Beginprocessanalysisbyexaminingthetime,cost,resources,andpeopleinvolvedineachstep.

識別消費最多時間或資源的步驟

Identifythestepsthatconsumethemosttimeorresources.

識別太費時間或者所需時間變化很大的流程

Identifyprocessesthattaketoolongorvarygreatlyintime.

識別延遲點

Identifypointsofdelay.估計每一步所增加的價值（判斷價值時，要考慮成本成因素）

Estimatethevalueaddedbyeachstepandjudgethevalueagainstthecost.

思考問題產(chǎn)生的原因，并考慮如何改善特定的活動或流程。Considerthereasonsforproblemsandhowtoimprovespecificactivitiesorprocesses.10流程分析ProcessAnalysis重新檢查每一個決策符號Re-examineeachdecisionsymbol明確這個決策是否是必需的并且能增加價值？Determineifthedecisionisnecessaryandaddsvalue?

考慮合并決策或者把這些決策遷移到流程中的其它位置以創(chuàng)造更多的價值Considercombiningdecisionsormovingthemtoanotherpointintheprocesstocreatemorevalue.

檢查每個重復(fù)工作的循環(huán),每個循環(huán)包含了反復(fù)的流程，考慮如何減少，消除，或者重復(fù)工作合并到另一步驟中Checkeachreworkloop.Areworkloopinvolvesiterativeprocesses,likerepeatedlycheckingacakeuntilitisdonebaking.Here,considerhowreworkcanbereduced,eliminated,orcombinedwithanotherstep.最后，再次審視每個流程步驟。有時一個流程僅僅是由于習(xí)慣而做的，而不管其有無價值Finally,lookateachprocessstepagain.Sometimesaprocessisdoneoutofhabitwithoutverifyingitsvalue確認每個流程帶來的價值要比成本多Verifythatthestepaddsmorevaluethanitscost判段是否有冗余的流程步驟Judgeifthestepisredundant.考慮如何重新合并這些步驟以取得更高的效率Considerhowstepscouldberecombinedforgreaterefficiency11最初的流程圖InitialProcessMap12改進后的流程圖ImprovedProcessMap福特汽車公司應(yīng)付賬款部門的工作就是接收采購部門送來的采購訂單副本、倉庫的收貨單和供應(yīng)商的發(fā)票，然后將三類票據(jù)在一起進行核對，查看其中的14項數(shù)據(jù)是否相符，絕大部分時間被耗費在這14項數(shù)據(jù)由于種種原因造成的不相符上。原有的業(yè)務(wù)流程如圖示。原有業(yè)務(wù)流程圖采購部門供應(yīng)商財務(wù)部門采購定單采購定單入庫單貨物倉庫付款發(fā)票重組后的業(yè)務(wù)流程圖采購部門采購定單中央數(shù)據(jù)庫發(fā)送采購定單電子數(shù)據(jù)供應(yīng)商電子付款財務(wù)部門收貨確認倉庫貨物16價值流的繪制圖ValueStreamMapping價值流圖是流程圖的特別運用，是建立在精益生產(chǎn)的原則上的SpecificapplicationofprocessmappingbasedonleanManufacturingprinciples系統(tǒng)的邊界一般在宏觀的層次上定義的Systemboundariestypicallydefinedatthemacrolevel.通常要比一般的流程圖包含更多的信息:Generallycontainsmoreinformationthentypicalprocessmaps:流程時間Processtime流程績效的特征Processperformancecharacteristics信息流Informationflows實物流Physicalflows17供應(yīng)鏈的設(shè)計太重要了，因而不能隨意而為。就如基因工程已開始縮短物種進化一樣，主動的供應(yīng)鏈設(shè)計可以加快并且可永遠拋棄那種緩慢的不斷臃腫的工業(yè)進化流程。

Supplychaindesignisjusttooimportanttoleavetochance.Justasgeneticengineeringhasbeguntoshortcuttheprocessofspeciesevolution,proactivechaindesignwillshortcutandforevermakeobsoletetheslow,incrementalprocessesofindustrialevolution.-CharlesFine,ProfessoratMIT供應(yīng)鏈設(shè)計SupplyChainDesign18供應(yīng)鏈設(shè)計SupplyChainDesign識別供應(yīng)鏈的最終顧客Identifythechain’sendcustomer確定供應(yīng)鏈的價值觀DeterminetheSupplyChain’svalueproposition識別每個層次的關(guān)鍵參與者和他們增添的價值Identifythekeyplayersateachlevelandthevaluetheyadd確定你們公司的位置和所能增添的價值Determinewhereyourcompanyisandvalueitadds分析誰在供應(yīng)鏈中擁有控制權(quán)力：制造商，分銷商，零售商，或其它Analyzewhopossessesthepowerinthesupplychain:manufacturer,distributor,retailer,orotherparty確定誰與最終顧客的聯(lián)系最緊密Determinewhohasthebestlinkageswiththeendcustomer采用驅(qū)動供應(yīng)鏈成功的關(guān)鍵技術(shù)EstablishthekeytechnologiesthatdriveSCsuccess評估驅(qū)動供應(yīng)鏈的核心能力AssessthecorecompetenciesthatdriveSCsuccess19供應(yīng)鏈設(shè)計SupplyChainDesign把支持供應(yīng)鏈價值主張的主要流程分離出來Isolatethemajorprocessesrequiredtosupportthesupplychain’svalueproposition確定哪個環(huán)節(jié)有充裕的時間和可變性Determinewherethereisasignificantamountoftimeandvariability確定理想的供應(yīng)鏈應(yīng)該看起來是什么樣的Establishwhattheidealsupplychainwouldlooklike把握好不同供應(yīng)鏈成員在價值增值中的現(xiàn)時角色Ascertaintheas-isvalue-addedrolesofthevarioussupplychainmembers分析我們打算或需要對供應(yīng)鏈的活動進行多大程度的控制Analyzehowmuchcontroloversupplychainactivitywewantorneed弄清不同供應(yīng)鏈成員應(yīng)該成為的角色Clarifytheshould-bevalue-addedrolesofthevarioussupplychainmembers20傳統(tǒng)管理和供應(yīng)鏈在流程上比較TraditionalandSCProcessFocus流程Process傳統(tǒng)Traditional供應(yīng)鏈SupplyChain庫存管理方法InventoryManagementApproach只有公司自身的Onlycompany-owned整個供應(yīng)鏈，周轉(zhuǎn)率Wholechains,highturns成本管理方法CostManagementApproach關(guān)注價格Pricefocus總成本Totalcost供應(yīng)鏈的分享與監(jiān)控協(xié)調(diào)CoordinationofSharingandMonitoringinChain有限Limited計劃范圍大LongHorizonforplanning多個層面的協(xié)調(diào)程度AmountofCoordinationofMultipleLevelsintheChain有限Limited廣泛Extensive供應(yīng)鏈的規(guī)劃PlanninginSupplyChain無None與信息系統(tǒng)整合Integratedwithinformationtechnology供應(yīng)商管理SupplierManagement平等或?qū)α⒌年P(guān)系A(chǔ)rms-lengthand/oradversarial與關(guān)鍵供應(yīng)商保持親密關(guān)系Closerelationshipswithkeysuppliers21傳統(tǒng)管理和供應(yīng)鏈在流程上比較流程傳統(tǒng)SupplyChain供應(yīng)鏈的領(lǐng)導(dǎo)LeadershipinSupplyChain無None在成員中有明確的領(lǐng)導(dǎo)Leadershiprolesdefinedamongplayers風(fēng)險和回報的共享SharingofRisksandRewards無None由關(guān)鍵成員決定Definedwithkeyplayers運營、信息和庫存的流動速度SpeedofOperations,Information/InventoryFlows慢、有限Slow,limited快、廣泛Rapid,extensive信息技術(shù)InformationTechnology不是主要問題;只在供應(yīng)鏈內(nèi)部關(guān)注Notanissue;internalfocusinsupplychain需要大幅改進和關(guān)聯(lián)度深Extensiveimprovementsandlinkages團隊TeamProcess與顧客或供應(yīng)商無關(guān)Nonewithcustomersorsuppliers和關(guān)鍵顧客與供應(yīng)商建立聯(lián)合小組Jointteamswithkeycustomersandsuppliers供應(yīng)鏈管理的主要業(yè)務(wù)流程供應(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)與商品化反向物流(回流)物流財務(wù)生產(chǎn)采購營銷R&D第二層供應(yīng)商第一層供應(yīng)商用戶消費者/最終用戶分行業(yè)的供應(yīng)鏈管理系統(tǒng)隨著對供應(yīng)鏈管理認識的深入，人們對不同的行業(yè)構(gòu)造了不同的供應(yīng)鏈系統(tǒng)，以便有針對性地進行管理。汽車行業(yè)供應(yīng)鏈材料制造銷售公司法人消費者加工加工材料供應(yīng)加工行業(yè)銷售食品水產(chǎn)行業(yè)供應(yīng)鏈產(chǎn)地生產(chǎn)批發(fā)零售消費者專用業(yè)務(wù)網(wǎng)加工加工材料供應(yīng)行業(yè)增值鏈加工加工國際調(diào)配因特網(wǎng)日用雜貨行業(yè)供應(yīng)鏈材料生產(chǎn)行業(yè)地域增值鏈銷售批發(fā)業(yè)務(wù)零售消費者產(chǎn)品零件加工家電行業(yè)供應(yīng)鏈材料一般零售批發(fā)銷售公司消費者系列零售店銷售公司生產(chǎn)材料供應(yīng)加工加工加工建筑行業(yè)供應(yīng)鏈建筑專家（調(diào)查、計劃、設(shè)計、監(jiān)理）工程承包（設(shè)計、施工、監(jiān)理）行業(yè)管理協(xié)會用戶藍圖第一承包器材廠家建材廠家建材批發(fā)第一承包醫(yī)藥行業(yè)供應(yīng)鏈原料制藥批發(fā)藥店醫(yī)院消費者運輸行業(yè)增值鏈包裝管理委托生產(chǎn)30供應(yīng)鏈設(shè)計的方法ApproachestoSupplyChainDesign共同因素:CommonElements識別顧客和客戶的價值主張IdentificationofCustomerandValueProposition識別成員關(guān)系IdentificationofMembership識別成員關(guān)系的結(jié)構(gòu)StructureofMemberRelationships控制核心LocusofControl設(shè)計工具DesignTools供應(yīng)鏈運作參考模型SCORModel雙螺旋SupplyChainDoubleHelix產(chǎn)品或服務(wù)的性質(zhì)NatureofProductorService產(chǎn)品的生命周期ProductLife-Cycle

31SCORModel供應(yīng)鏈是基于一系列鏈接的流程(計劃-生產(chǎn)-采購-配送-回收)

Supplychainsarebasedonaseriesoflinked,planned-source-make-deliver-and-returnprocesses.32SCORModelSCORmodel的步驟:StepsintheSCORmodel分析競爭的基礎(chǔ)Analyzethebasisforcompetition:

whatdoyouneedtodowellinordertosucceed?Howcanyoumeasureandmonitoryourprogressinthesekeyareas?設(shè)置供應(yīng)鏈

Configurethesupplychainasitisandasyouwouldlikeittobe.Includegeographiclocationsandflows.在信息和工作流中使績效水平，實踐和系統(tǒng)相匹配

Alignperformancelevels,practicesandsystemsacrossinformationandworkflows.供應(yīng)鏈流程和系統(tǒng)的實施

ImplementSCprocessesandsystems,includingpeople,processes,technologyandorganization33供應(yīng)鏈雙螺旋SupplyChainDoubleHelix供應(yīng)鏈隨著競爭環(huán)境的變化而持續(xù)地發(fā)展變化Supplychainsareconstantlyevolvingandchangingastheenvironmentwhichtheycompetechanges.主動設(shè)計和再設(shè)計供應(yīng)鏈的能力可以創(chuàng)建競爭優(yōu)勢Theabilitytodesignandredesignsupplychainsproactivelythatcreatescompetitiveadvantage.當一家公司設(shè)計和在設(shè)計其供應(yīng)鏈時,必須利用初因設(shè)計方法(DFX)的優(yōu)點Asacompanydesignsandredesignsitssupplychainsmusttakeadvantageofdesignedforinitiatives.34供應(yīng)鏈雙螺旋SupplyChainDoubleHelix利基競爭者多維度復(fù)雜性完整產(chǎn)品/垂直行業(yè)組件產(chǎn)品/水平行業(yè)技術(shù)進步供應(yīng)商市場權(quán)力獨占系統(tǒng)的盈利性整合的壓力組織僵化分拆的壓力35初因設(shè)計方法(DFX)DesignforInitiatives為制造設(shè)計Designformanufacturability為配送設(shè)計Designfordistribution為分拆設(shè)計Designfordisassembly為環(huán)境設(shè)計Designforenvironment為供應(yīng)設(shè)計Designforsupply為客戶設(shè)計Designforthecustomer初因設(shè)計方法試圖創(chuàng)立這樣的一個氛圍,即設(shè)計者和內(nèi)部或者外部的關(guān)鍵成員一起工作以確保關(guān)鍵的問題都被考慮到并且被整合到產(chǎn)品和流程的設(shè)計中去Designforinitiativesattempttocreateanatmospherewheredesignersworkwithotherkeyplayersinternallyorexternallytoinsurecriticalissuesareconsideredandintegratedintodesignofproductsandprocesses.36產(chǎn)品和服務(wù)的性質(zhì)NatureoftheProductorService供應(yīng)鏈應(yīng)該按照產(chǎn)品或服務(wù)的實質(zhì),即創(chuàng)新性或者功能性,來構(gòu)建Supplychainshouldbestructuredbasedonwhethertheproductorservicetheydeliverisinnovativeorfunctionalinnature.創(chuàng)新性產(chǎn)品生命周期短Innovativeproductshaveshortlifecycles功能性產(chǎn)品滿足基本需求FunctionalproductsfulfillbasicneedsInsightgeneratedfromthisdesignstrategycancomplementtheSCOR,DoubleHelix,orproductlife-cyclemodels.37創(chuàng)新性產(chǎn)品的供應(yīng)鏈InnovativeProductSupplyChains創(chuàng)新性產(chǎn)品:Innovativeproductshaverelatively相對高利潤率highprofitmargins需求不可預(yù)測且短期unpredictableshort-liveddemand過時風(fēng)險高highriskofobsolescence.Supplychainshould:尋求使庫存水平最低Seektominimizeinventory專注速度和柔性Focusonspeedandflexibility理想的供應(yīng)鏈:快速反應(yīng)型

Responsive38功能性產(chǎn)品供應(yīng)鏈FunctionalProductsSupplyChains功能性產(chǎn)品:需求可預(yù)測Predictabledemand生命周期長Longlifecycles大量的替代品LargenumberofsubstitutesSupplychainshould:尋求成本最小化Seektominimizecost提供可靠的高水平服務(wù)Providereliableandhighservicelevels理想的供應(yīng)鏈:效率型Efficient39產(chǎn)品生命周期40供應(yīng)鏈的繪制SupplyChainMapping一般最好先畫一張詳細的供應(yīng)鏈圖,明確主要的結(jié)點和瓶頸區(qū)域Supplychainmappinggenerallybeginswithahighlevelmaptoidentifymajorlinkagesandbottleneckareas.主要考慮顧客和關(guān)鍵供應(yīng)商的結(jié)點Supplychainmapsshouldconsiderlinkageswithcustomersandkeysuppliers.利用管道圖來識別不需要的冗余的地方,從而改善現(xiàn)有供應(yīng)鏈的競爭狀態(tài)Toolslikethepipelinemapmayidentifyunnecessarycomplexity,therebyleadingtoimprovementstothecurrentcompetitivestateofthesupplychain.41管道圖PipelineMap-Example42管道圖步驟PipelineMappingSteps確定你想畫的項目Identifytheitemthatyouwishtomap

。確定關(guān)于該產(chǎn)品的在管道圖上的發(fā)生的所有流程，包括供應(yīng)商的流程Identifyalloftheprocessesthatoccuronthephysicalpipelineforthatproduct,includingsupplierprocesses.確定誰執(zhí)行鏈中每個過程Determinewhoperformseachprocessinthechain.和執(zhí)行流程的實體交談，以確定每一個流程花多長時間;當前有多少庫存，在途庫存和物料運輸時Talktoeachoftheentitiesthatperformsaprocess,determinehowlongtheprocesstakes;howmuchinventoryispresent;howmuchinventoryisintransitandtransittimesformaterials.

。庫存應(yīng)包括原料/部件/產(chǎn)出產(chǎn)品Inventorywouldincluderawmaterials,components,andoutput43PipelineMappingSteps畫出從原料到最終顧客的供應(yīng)鏈管道圖(用連續(xù)的水平和垂直線標識)DrawtheSCpipelinemapfromrawmaterialtoenduserasaseriesofhorizontalandverticallines.開始先畫一條水平線,從商品市場到最終顧客Beginbydrawingahorizontallinefromthecommoditymarkettotheenduser.水平線的長度代表總流程和相關(guān)運輸時間Thelengthofthehorizontallinerepresentsthetotalprocessandrelevanttransportationtime.從最早流程開始,按順序標上流程名稱,并在名稱后寫上流程耗費時間Startingwiththeearliestprocess,writethenameoftheprocessesinorderabove.Afterthenameoftheprocess,indicatethetimetheprocesstakes.在流程開始和結(jié)束點上畫上垂直線,標明每個成員手上的平均庫存,流程開始點表示投入原材料的數(shù)量,結(jié)束點表示產(chǎn)出數(shù)量.如果產(chǎn)品在流程中沒有被加工,那么只顯示庫存水平.豎線上所有數(shù)字的和代表”無增值”的數(shù)量或緩沖庫存的天數(shù).Drawverticallinesatthebeginningandendofeachprocesstoindicatetheaverageamountofinventorythateachpartyhasonhandintermsofbothinputandoutput.Theserepresenttheaverageinventorythatanypartyinthesupplychainisholding.Iftheproductisnotphysicallytransformedbytheprocess,onlyoneinventorylevelisshown.Addingtotalinventoryinthepipelineidentifiestheamountof“non-valueadded”daysorbufferinventory.另外也可用流程模型來確認每個流程的時間和成本,專注改善價值最高和延遲最長的流程.Alternatively,useflowmodelingto,identifyboththetimeandcostassociatedwithaprocess.Focusprocessimprovementontheprocesseswiththehighestvalueandthelongestdelays.44PipelineMappingSteps分析供應(yīng)鏈以發(fā)現(xiàn)改善機會Analyzethesupplychainforopportunities.如何減少長度Considermeanstoreducethepipelinelength.

相關(guān)流程:哪些不必要?MaprelevantSCprocesses.Lookforunnecessaryprocessesanddelays.Identifypotentialimprovementopportunities.緩沖庫存可以降低?Considermeanstoreducethelevelofbufferinventory.ThisrepresentsassetsthatSCmembershavetiedupincreasingcostandriskwhileloweringtheagilityofthechain.Analyzewhereinventoriesaretoohighbyfocusingonareaswiththehighestlevelsandlongestdelays.將第6步中的對策按優(yōu)先度排序Prioritizeyourideasfromstep6.Workwiththeteam,suppliers,customersandotheraffectedpartiestoimplement,manage,andmonitorchanges.Don’tlimityourselftothefirsttiersuppliersorcustomers,asthesupplier’ssuppliersandcustomer’scustomersmayalsoprovideexcellentideasoropportunitiesforSCimprovement.分析新的供應(yīng)鏈,重復(fù)前面6步步驟,直到對改進的結(jié)果滿意或不能獲取更多的成本收益為止Analyzethenewsupplychain,revisitingstep6untilsatisfiedwiththeimprovementresultsortheyarenolongercost-beneficial.將以上步驟運用到其它供應(yīng)鏈上Repeattheprocedurewithothersupplychains.45AReturntotheOpeningStoryBasedonwhatyouhavenowreadanddiscussed:Does“drawingapicture”ofOlympus’coreprocessseemlikeagoodwaytoseemlikeagoodwaytoidentifyimprovementopportunities?Whyorwhynot?Doesextendingtheideaofprocessmappingtothesupplychainmakesense?InwhatwayswouldyouexpectSCmappingtodifferfromprocessmapping?WherewouldyoubeginindrawingtheSCmap?Whoshouldbeinvolved?SCmappinganswersthequestions,“Howdowefit?”and“Howshouldwefit?”Whybeginwithamapofyourcurrentprocessbeforedrawingamapofhowyouwouldlikethingstobe?SupplyChainManagement:FromVisiontoImplementationSupplementG:ProjectManagement47ProjectManagementProjectandprocessmanagementarecloselyrelatedpractices.Projectmanagementrequiresagoodunderstandingofinterdependenciesamongactivities,timeandresourcesnecessarytocompletetheseactivities.Threebest-knownprojectmanagementtools:criticalpathmethod(CPM),Ganttcharts,andtheprogramevaluationreviewtechnique(PERT)48CriticalPathMethod(CPM)DevelopedbyDuPontandRemingtonRandduringthe1950sProjectsarebrokenintovariousactivitiesPrecedencebetweenactivitiesdeterminesequenceforcompletionActivitieswithnoslack,amountoftimeanactivitycanslipwithoutimpactingoverallcompletiontime,aresaidtobealongthe“criticalpath”49CPMStepsStepNumberStepName1Listrequiredactivities2Constructprecedencediagram3Estimatetimenecessaryforeachactivity4Calculateearlieststartandfinishtimes5Calculatelateststartandfinishtimes6Calculateslackofeachactivity7