scm供應(yīng)鏈管理-供應(yīng)鏈管理的策略架構(gòu)

供應(yīng)鏈管理的策略架構(gòu)AStrategicFrameworkforSupplyChainManagementAnthonyHan[Chopra&Meindl]CH.1-3Rev.20XX111Outline綱要Asupplychainstrategyframework(Ch1)TwoProcessViewsCycleViewPush/PullViewAchievingStrategicFitandScope(Ch2)SupplyChainDriversandObstacles(Ch3)Trade-offEfficiencyandResponsiveness供應(yīng)鏈策略架構(gòu)(Ch1)策略定位(Ch2)驅(qū)力與阻力(Ch3)FlowsinaSupplyChainCustomerProduct供應(yīng)鏈內(nèi)的流動(dòng)CycleViewofASupplyChainOrderCycle(ingeneral)-ordertransmission-orderprocessing-orderpreparation-ordershippingCycleView(pp.8-12)-Divideinto(order)four供應(yīng)鏈的週期觀-Goodforoperationals訂單週期時(shí)間-訂單傳輸-訂單處理-訂單準(zhǔn)備-訂單送貨週期觀-分為四個(gè)週期-適於公司企業(yè)作業(yè)決策FourCyclesofSupplyChainCustomerOrderCycleReplenishmentCycleManufacturingCycleProcurementCycleCustomer顧客Retailer零售商Distributor通路商Manufacturer製造商Supplier供應(yīng)商供應(yīng)鏈四個(gè)週期-訂單由“再訂貨點(diǎn)”畫(huà)供應(yīng)鏈週期rofAHanWIPWIPDRFGFGSupplyChainDrawingPush/PullProcessView推/拉的流程觀DividebyOP(OrderPenetration)point[Sharman]ssSpeculationointProcessinanticipationofocessAfterOPpointProcessinresponseofPush/PullViewisgoodfor求PushandPullViewofASupplyChain供應(yīng)鏈的推拉流程示意圖Procurement,ManufacturingandReplenishmentcycles-CustomerOrderCycle-OrderFufillment(交單)CustomerOrderArrivesPUSHPROCESSESPULLPROCESSESOPPoint訂單穿透點(diǎn)補(bǔ)貨、製造、採(cǎi)購(gòu)週期-顧客訂單週期實(shí)際展開(kāi)是一個(gè)網(wǎng)路，有多個(gè)OP穿透至不同協(xié)力廠商，平行啟動(dòng)拉的流程TheImportanceofSupplyChain供應(yīng)鏈的重要性Dell’sSuccessQuakerOats’Lesson$1.7BboughtSnappleTwodistinctsupplyCan’tcreatesynergyandSCvalueSoldtoTriarcabout$300M1997.~4.成功案例：Dell美元購(gòu)入Snapple兩個(gè)不同性質(zhì)的供應(yīng)鏈無(wú)法創(chuàng)造績(jī)效與價(jià)值1999年以300萬(wàn)美元賣出.ExamplesofSupplyChains供應(yīng)鏈實(shí)例MicronElectronics:DirecturingtoreW.W.Grainger/McMaster-GlobalAutonufacturerAmazon/Borders/BarnesWhataresomekeyissuesinthesesupplychains?eryGoodforGroupMicron直銷電子商務(wù)統(tǒng)一超商便利商店Grainger/McMaster-Carr組修零件器材商田汽車製造亞馬遜網(wǎng)路書(shū)店上述供應(yīng)鏈的關(guān)鏈何在?StrategicFitofaSupplyChain供應(yīng)鏈的策略配適panyStrategy:DefinetargetcustomerstosatisfythroughitsproductsandservicesSupplyChainStrategypany/CorporateStrategy標(biāo)顧客用產(chǎn)品與服務(wù)去滿足供應(yīng)鏈策略必須要支持的策略Business(petitive)StrategyExamples:Wal-Mart:EverydayLowPrice;ProductVarietyMcMasterCarr:NextdayDelivery;ProductVarietyDell:Customizationpaq:AvailabilityConvenience沃瑪：每天低價(jià)產(chǎn)品多樣McMasterCarr：次日送達(dá)產(chǎn)品多樣Dell客製化paq現(xiàn)貨性便利性(時(shí)間/空間效用)HowtoAchieveStrategicFit如何達(dá)到策略配適1.UnderstandingtheCustomer2.UnderstandingtheSupplyChain3.MakeStrategicFitLow低High高2.瞭解供應(yīng)鏈3.進(jìn)行策略配適Step1:UnderstandingtheCustomerLotsize批量Responsetime回應(yīng)時(shí)間Servicelevel服務(wù)水準(zhǔn)Productvariety多樣化PriceDemandUncertaintyCustomerDemandAttributes客戶需求屬性ImpactofCustomerNeeds客戶需求的影響PriceResponsivenessCustomerNeed客戶需求隱含的需求不定性ImpliedDemandUncertainty洗衣粉DetergentHighFashionImpactofCustomerNeedsonImpliedDemandUncertainty[Table2.1p.30]Step2:UnderstandtheSupplyChainSupplyChain(Performance)Attributes供應(yīng)鏈(績(jī)效)屬性Responsetime回應(yīng)時(shí)間Servicelevel服務(wù)水準(zhǔn)Productvariety產(chǎn)品多樣性Price價(jià)格Innovation創(chuàng)新SupplyChainResponsiveness供應(yīng)鏈回應(yīng)性Cost-ResponsivenessEfficientFrontier成本-回應(yīng)的效率低高Responsiveness成本效率tEfficiency?Showinghighestpossiblecost-efficiencyforagivenresponsivenesslevel?Upgradebytechnology由科技來(lái)提升Step3:AchievingStrategicFit效率型供應(yīng)鏈確定性需求不確定需求完成策略配適略適合BarilliaBarilla—TheChoiceofItalyStrategicPositioningontheFrontier前緣上的策略低高低高成本效率14.OtherIssuesAboutStrategicFit題Multipleproductsandcustomersegments策略配適相關(guān)問(wèn)ProductlifecyclepetitivechangesovertimeOutsourcingandAlliances客群產(chǎn)品生命週期著時(shí)間變化的競(jìng)爭(zhēng)SupplyChainDriversandObstaclesSupplyChainDriversMajorFactorsImpactSCanceTransportationFacilities供應(yīng)鏈驅(qū)力與阻礙供應(yīng)鏈驅(qū)力影響供應(yīng)鏈績(jī)效的主要因素INVENTORY庫(kù)存ponentsofInventoryDecisionscPeriodicInventorytoryMoreinventory:higherness庫(kù)存的組成週期性庫(kù)存季節(jié)性庫(kù)存高存貨、高成本、反應(yīng)快TRANSPORTATION運(yùn)輸ponentsofTransportationDecisionsMode:Air,Truck,Rail,elineInternetorkdulingTrade-offResponsiveCustomizecy運(yùn)輸?shù)囊\(yùn)輸方式：空運(yùn)、卡車、鐵路、船運(yùn)、管線、互聯(lián)網(wǎng)程速度與成本回應(yīng)性(客製化)與效率FACILITIES設(shè)施Production/StorageFacilitiesponentsofFacilityDecisionsCapacity(Efficiencyvs.litynufacturingWarehousingeJobLotng生產(chǎn)製造設(shè)施與儲(chǔ)存設(shè)施地點(diǎn)位置能量(效率貨彈性)製造/倉(cāng)庫(kù)方法SKU儲(chǔ)存，批量?jī)?chǔ)存(穿越碼頭)直接換裝INFORMATION資訊KeytoconnectSCstages“Glue”ofSCprocessInformationDecisionsastingAggregatePlanningCoordinationandgEnablingTechnologiesEDIInternetERPSCM連結(jié)供應(yīng)鏈不同環(huán)節(jié)的關(guān)鍵供應(yīng)鏈流程界面的“膠著劑”成技術(shù)電子資料交換(EDI)互聯(lián)網(wǎng)，企業(yè)資源規(guī)劃(ERP)、供ponentsofInformationDecisionsPullPushrequiresinformationinformofMRPtotaketheMasterproductionscheduleandrollitback,creatingschedulesforsupplierswithparttypes,quantities,deliverytesPullsystemrequiresinformationonactualdemandtobetransmittedextremelyfastthroughtheentiresupplychainsothatproductionanddistributionofpartsandproductscanaccuratelyreflecttherealdemand.推式與拉式之對(duì)比推式需要主生產(chǎn)排程提供MRP格式的資訊，推展出相關(guān)資訊拉式需要實(shí)際需求的資訊，儘速向上傳遞給供應(yīng)鏈個(gè)環(huán)節(jié)量DriverEfficiency供應(yīng)鏈驅(qū)力的考ResponsivenessCostofholding(增加)庫(kù)存成本Availability提高現(xiàn)貨性TransportationConsolidation併裝(降低成本)快速(提高成本)FacilitiesConsolidation/Dedicated集中/專注ility分散／彈性stsuitedforeachSupplyChainDecisionsStrategyPlanningOperation規(guī)劃層次層次StrategicStructureSCDrivers:構(gòu)驅(qū)動(dòng)的策略結(jié)CaseofWalMartp51)?Goal:Low-costretailerw/widevariety?SCStrategy:EfficiencyalsoresponsiveS?庫(kù)存－直接換裝(效率)?運(yùn)輸－自營(yíng)車隊(duì)(回應(yīng))?設(shè)施－中央倉(cāng)庫(kù)(效率)Multipleowners/incentivesinainclescustomer策略配適的主要障礙IncreasingimplieduncertaintyLocaloptimizationandlackofglobalfitTailoredLogisticsAsinglesupplychainwillfaildifferentcustomersonefficiencyorresponsivenessorboth.EachLogisticallyDistinctBusiness(LDB)willhavedistinctrequirementsintermsInventoryTransportationFacilityInformationSeeFisher,“What’theRightSupplyChainforyourProduct,”HarvardBusinessReview,1997.量身訂製的物流“物流事業(yè)群(LDB)”部署不同的Summary小結(jié)TwoviewsofasupplyAstrategicframework:Achievingfit-Efficiency/ResponsivenessandSupplychaindriversTailoredlogisticsYettolearntoovereobstacles兩種供應(yīng)鏈的流程觀佈置供應(yīng)鏈驅(qū)力契合需要量身訂做的物流如何克服阻礙仍待探討eeesOP1eOP4MaketoOP5signandmaketoOP3ssembleandO