供應鏈設計與管理第一章課件

Chapter1

Introductionto

SupplyChainManagement供應鏈管理介紹Chapter1Introductionto

SupplWhatIsaSupplyChain?

什么是供應鏈？Flowofproductsandservicesfrom：產(chǎn)品和服務流程:Rawmaterialsmanufacturers原料廠家Intermediateproductsmanufacturers中間產(chǎn)品制造商Endproductmanufacturers終端產(chǎn)品制造商Wholesalers批發(fā)商

anddistributors分銷商

andRetailers零售商Connectedbytransportationandstorageactivities把運輸和儲存連接在一起Integratedthroughinformation,planning,andintegrationactivities通過信息，規(guī)劃和整合活動結(jié)合起來Costandservicelevels成本和服務水平WhatIsaSupplyChain?

什么是供應鏈1.1WhatIsSupplyChainManagement?什么是供應鏈管理？Supplychainmanagementisasetofapproachesutilizedtoefficientlyintegratesuppliers,manufacturers,warehouses,andstores,sothatmerchandiseisproducedanddistributedattherightquantities,totherightlocations,andattherighttime,inordertominimizesystemwidecostswhilesatisfyingservicelevelrequirements.供應鏈管理是用于有效集成供應商、制造商、倉庫與商店的一系列方法，通過這些方法，使生產(chǎn)出來的商品能以恰當?shù)臄?shù)量，在恰當?shù)臅r間，被送往恰當?shù)牡攸c，從而實現(xiàn)在滿足服務水平要求的同時使系統(tǒng)的成本最小化。1.1WhatIsSupplyChainManagTwoOtherFormalDefinitions定義Thedesignandmanagementofseamless,value-addedprocessacrossorganizationalboundariestomeettherealneedsoftheendcustomer無縫的設計和管理,增值過程跨越組織邊界,以滿足最終客戶的真正需求美國供應管理協(xié)會InstituteforSupplyManagementManagingsupplyanddemand,sourcing采購rawmaterialsandparts零部件,manufacturingandassembly裝配,warehousing倉儲andinventorytracking庫存追蹤,orderentry訂單輸入andordermanagement,distributionacrossallchannels,anddeliverytothecustomer通過供應和需求管理,采購原材料和零部件,制造和裝配、倉儲和庫存跟蹤,訂單輸入,訂單管理,分配到所有渠道,最終交付給客戶。供應鏈協(xié)會TheSupplyChainCouncilTwoOtherFormalDefinitions定義PCIndustrySupplyChain個人電腦產(chǎn)業(yè)供應鏈Tracingbackthescreenyoustareatforthebulkofyourtime.研發(fā)制造裝配分銷銷售，服務，支持戰(zhàn)略重點產(chǎn)品創(chuàng)新操作/經(jīng)營客戶關系公司和產(chǎn)品流最終客戶消費者大企業(yè)組件生產(chǎn)商倉儲其他半導體平板顯示器軟件公司全球物流企業(yè)個人電腦公司當?shù)匮b配經(jīng)銷商元器件分銷商合同制造商PCIndustrySupplyChain個人電腦產(chǎn)業(yè)Cisco’sValueNetwork思科公司的價值網(wǎng)絡整合中心簽訂合同思科產(chǎn)品訂單客戶服務訂單會自動傳輸?shù)焦袒蛟谒伎粕a(chǎn)系統(tǒng)中計劃中80%的訂單會被配置，并通過思科的網(wǎng)站上提交技術支持電話服務，70％不需要人工干預思科的業(yè)務在全球只有三個中心思科產(chǎn)品僅配置非常復雜的訂單合同制造商建立和運輸60%的貨物直接到客戶Cisco’sValueNetwork思科公司的價值網(wǎng)絡SourceSupplierSupplierDistributorDistributorRetailerEnd-UserConverterConverterConsumersInformationFlowFunds/DemandFlowValue-AddedServicesMaterialFlowReuse/Maintenance/AfterSalesServiceFlowSCMDefinition供應鏈管理(SupplyChainManagement)；分銷商信息流保養(yǎng)，維護/售后服務流程增值服務資金/需求流量物料流程顧客零售商終端用戶中轉(zhuǎn)站供應商原材料SourceSupplierSupplierDistribuTheSCMNetwork供應鏈管理網(wǎng)絡FIGURE1.1:Thelogisticsnetwork物流網(wǎng)絡倉庫和配送中心庫存成本運輸成本制造成本原材料成本供應商制造商顧客運輸成本TheSCMNetwork供應鏈管理網(wǎng)絡FIGUREKeyObservations主要意見Everyfacilitythatimpactscostsneedtobeconsidered每一個影響成本的因素都應該考慮Suppliers’suppliers供應商的供應商Customers’customers客戶的客戶Efficiencyandcost-effectiveness（效率和成本效用）

throughoutthesystemisrequiredSystemlevelapproach（系統(tǒng)論方法）Multiplelevelsofactivities活動的多層次Strategic–Tactical–Operational（戰(zhàn)略–戰(zhàn)術–操作）KeyObservations主要意見EveryfacOtherRelatedObservations

其他相關意見SupplychainstrategylinkedtotheDevelopmentChain供應鏈管理戰(zhàn)略與開發(fā)鏈存在聯(lián)系Challengingtominimizesystemcosts（系統(tǒng)成本最小化）andmaximizesystemservicelevels（系統(tǒng)服務水平最大化）Inherentpresenceofuncertaintyandrisk（不確定性和風險的固有存在）OtherRelatedObservations

其他相Setofactivitiesandprocessesassociatedwithnewproductintroduction.Includes:與新產(chǎn)品導入相關的一系列活動與流程，包括：productdesignphase產(chǎn)品設計階段associatedcapabilitiesandknowledge相關知識能力sourcingdecisions采購決策productionplans生產(chǎn)計劃1.2TheDevelopmentChain

開發(fā)鏈Setofactivitiesandprocesse1.2TheDevelopmentChain

開發(fā)鏈FIGURE1-2:Theenterprisedevelopmentandsupplychain

企業(yè)發(fā)展和供應鏈供應鏈開發(fā)鏈供應生產(chǎn)配送出售尋找供應商計劃/設計供應商早期參與產(chǎn)品結(jié)構(gòu)自制/外購決策戰(zhàn)略合作伙伴關系供應商選擇供應合同1.2TheDevelopmentChain

開發(fā)鏈F1.3GlobalOptimization

全局優(yōu)化Geographicallydispersedcomplexnetwork地理上分散的復雜網(wǎng)絡Conflictingobjectivesofdifferentfacilities不同的設備的目標相互沖突Dynamicsystem動力系統(tǒng)Variationsovertime隨時間的變化Matchingdemand-supplydifficult匹配供需難Differentlevelsofinventoryandbackorders不同的庫存和缺貨水平Recentdevelopmentshaveincreasedrisks最近的事態(tài)發(fā)展增加風險Leanproduction/Off-shoring/Outsourcing精益生產(chǎn)/離岸外包/外包1.3GlobalOptimization

全局優(yōu)化GeGlobalApparelValueChain全球服裝價值鏈

Tracingbackthedressyouarewearing天然纖維棉，毛，絲等合成纖維石油，天然氣紗（紡紗）面料（梭織，成套工具，完成）石油化學產(chǎn)品合成纖維服裝制造商所有零售網(wǎng)點零售網(wǎng)點紡織公司百貨公司專賣店量販連鎖折扣連鎖店品牌命名的服裝公司海外采購辦事處貿(mào)易公司價格優(yōu)惠，工廠直銷，郵購，其他原材料網(wǎng)絡元部件網(wǎng)絡生產(chǎn)網(wǎng)絡出口網(wǎng)絡銷售網(wǎng)絡GlobalApparelValueChain全球服裝棉花，襯墊外殼，羊毛仿毛皮，兜帽不銹鋼拉鏈按扣，卡扣棉花，襯墊外殼，羊毛仿毛皮，兜帽不銹鋼拉鏈按扣，卡扣QC&Shipping質(zhì)量控制和航運[HongKong]ProductDesign產(chǎn)品設計[HongKong]香港Zippers拉鏈+…[Japan+…]Stitching拼接[Indonesia]印度尼西亞Weaving編織[Taiwan]臺灣YarnSpinning紡紗[Korea]韓國AnIllustration:HowLi&FungLimitedMightMakeaDress例子：利豐有限公司如何做一件衣服的？GloballyDispersedManufacturing分散在全國各地的制造商QC&ShippingProductDesign產(chǎn)品設1.4UncertaintyandRiskFactors不確定性和風險因素

MatchingSupplyandDemandaMajorChallenge匹配供應與需求的主要挑戰(zhàn)REASONSEXAMPLESRawmaterialshortages

原材料短缺Internalandsupplierpartsshortages內(nèi)部和供應商的零部件短缺Productivityinefficiencies生產(chǎn)效率低BoeingAircraft’sinventorywrite-downof$2.6billion波音飛機制造公司Salesandearningsshortfall銷售額和利潤缺口Largerthananticipatedinventories比預期更大的庫存

SalesatU.S.SurgicalCorporationdeclined25percent,resultinginalossof$22million美國手術用品公司Stiffcompetition激烈的競爭GeneralslowdowninthePCmarket普遍放緩的PC市場Intelreporteda38percentdeclineinquarterlyprofit英特爾公司Higherthanexpectedordersfornewproductsoverexistingproducts預計訂單新產(chǎn)品比現(xiàn)有產(chǎn)品高EMCCorp.misseditsrevenueguidanceof$2.66billionforthesecondquarterof2006byaround$100millionEMC公司1.4UncertaintyandRiskFacto1.4UncertaintyandRiskFactors

FluctuationsofInventoryandBackordersthroughouttheSupplyChain整個供應鏈中的庫存波動和延期交貨FIGURE1-3:Ordervariationsinthesupplychain供應鏈中的訂貨波動需求分銷商給工廠下的訂單數(shù)零售商給分銷商下的訂單數(shù)1.4UncertaintyandRiskFactoForecastingisnotasolution預測不解決問題Demandisnottheonlysourceofuncertainty需求并不是影響不確定性的唯一因素Recenttrendsmakethingsmoreuncertain

近來致力于降低成本的一些趨勢Leanmanufacturing精益生產(chǎn)Outsourcing外包Off-shoring離岸化1.4UncertaintyandRiskFactorsForecastingisnotasolution預August2005–HurricaneKatrina卡特里娜颶風P&GcoffeesuppliesfromsitesaroundNewOrleansSixmonthimpact2002WestCoastportstrike西海岸港口罷工Lossesof$1B/day損失Storestock-outs,factoryshutdowns商店缺貨，工廠停工1999Taiwanearthquake臺灣地震SupplyinterruptionsofHP,Dell供應中斷2001India(Gujaratstate)earthquake（印度古杰拉特邦）地震Supplyinterruptionsforapparelmanufacturers供應中斷的服裝制造商1.4UncertaintyandRiskFactorsAugust2005–HurricaneKatrin1.5EvolutionofSupplyChainManagement

供應鏈管理的演化1950s1960s1970s1980s1990s2000sBeyondTraditionalMassManufacturingInventoryManagement/CostOptimizationJIT,TQM,BPR,AlliancesSCMFormation/ExtensionsFurtherRefinementofSCMCapabilities傳統(tǒng)的大規(guī)模生產(chǎn)庫存管理/成本優(yōu)化JIT,TQM,BPR聯(lián)盟SCM形成/擴展進一步細化SCM功能1.5EvolutionofSupplyChainProgressionofLogisticsCosts

物流成本的發(fā)展FIGURE1-4:Logisticscosts’shareoftheU.S.economy

物流成本占美國經(jīng)濟的比重美國物流成本占GDP的比重ProgressionofLogisticsCostsCompositionofLogisticsCosts

物流成本的構(gòu)成FIGURE1-5:TotalU.S.logisticscostsbetween1984and2005

1984-2005年美國總物流成本庫存持有運輸管理總計CompositionofLogisticsCosts1.6Complexity復雜性:TheMagnitudeU.S.companiesspendmorethan$1trillion萬億insupply-relatedactivities(10-15%ofGrossDomesticProduct國內(nèi)生產(chǎn)總值)Transportation運輸58%Inventory庫存38%Management管理4%Thegroceryindustry食品行業(yè)couldsave$30billion(10%ofoperatingcost運營成本)byusingeffectivelogisticsstrategies有效的物流策略Atypicalboxofcereal麥片spends104daysgettingfromfactorytosupermarket.Atypicalnewcarspends15daystravelingfromthefactorytothedealership經(jīng)銷商.1.6Complexity復雜性:TheMagnituComplexity:TheMagnitudeCompaqcomputer’s康柏電腦公司lossof$500millionto$1billioninsalesinoneyearLaptopsanddesktops筆記本和臺式機werenotavailablewhenandwherecustomerswerereadytobuythemBoeing’s波音公司forcedannouncementofwrite-downs資產(chǎn)減記/賬面虧損

of$2.6bRawmaterialshortages原材料短缺,internalandsupplierpartsshortages…內(nèi)部和供應商的零件短缺.

Cisco’s思科multi-billion($2.2b)dollarwrite-offofinventories注銷的庫存in2001-2002Customersbalkedonordersduetomarketmeltdown市場崩潰Complexity:TheMagnitudeCompaTransactionalComplexity交易的復雜性NationalSemiconductors國家半導體:Production生產(chǎn):Produceschips芯片insixdifferentlocations:fourintheUS,oneinBritainandoneinIsraelChipsareshippedtosevenassemblylocations運送到七個組裝地inSoutheastAsia.Distribution分布Thefinalproductisshippedtohundredsoffacilitiesallovertheworld20,000differentroutes路線12differentairlines航線areinvolved95%oftheproductsaredeliveredwithin45days5%aredeliveredwithin90days.TransactionalComplexity交易的復雜性PCValueChain

PerformanceofTraditionalPCManufacturer銷售/市場營銷制造業(yè)分銷商倉庫軟件零售商（有時）市場銷售建立預測推送系統(tǒng)磚和砂漿中間機構(gòu)層付款后建客戶聯(lián)系集合/付費/購買60-70天的庫存所有活動按順序和復雜性生產(chǎn)標準化的產(chǎn)品在周期最后購買難以細分客戶群PCValueChain

PerformanceofPCValueChain:FocusonCostReduction

PC價值鏈:專注于降低成本

PerformanceofDellComputers

戴爾電腦的性能

銷售/市場營銷訂單采購/支付JIT制造業(yè)軟件負載（工廠）船到工廠容易細分客戶群在周期初購買所有活動按順序和并聯(lián)客戶標準化的產(chǎn)品5天的庫存，5天現(xiàn)金轉(zhuǎn)化周期PCValueChain:FocusonCostMagnitudeofSupplyChainCosts供應鏈成本

CostElementsofaTypicalTradeBook

成本要素的一個典型的貿(mào)易書

利潤供應鏈成本其他成本打印出版分銷零售作者MagnitudeofSupplyChainCostMagnitudeofSupplyChainCosts供應鏈成本

Example:TheApparelIndustry例子:服裝行業(yè)

ManufacturerDistributorRetailerCustomerCostperPercentShirtSaving$52.720%$41.3428%$20.4562%ManufacturerDistributorRetailerCustomerManufacturerDistributorRetailerCustomer零售商分銷商工廠客戶MagnitudeofSupplyChainCostSupplyChain:ThePotential

供應鏈：潛在P&G’s

寶潔公司

estimatedsavingstoretailcustomers向客戶零售of$65millionthroughlogisticsgains物流收益DellComputer’s

戴爾電腦outperformingofthecompetitionintermsofshareholdervalue

股東價值growthovermorethantwodecadesbyover3,000%using:Directbusinessmodel直銷商業(yè)模式/直接經(jīng)營模式Build-to-orderstrategy建立按訂單生產(chǎn)戰(zhàn)略Wal-Marttransformationintotheworld’slargestretailerbychangingitslogisticssyste

m:沃爾瑪轉(zhuǎn)型為全球最大的零售商通過改變其物流系統(tǒng)highestsalespersquarefoot,inventoryturnoverandoperatingprofitofanydiscountretailer每平方英尺銷售額最高、存貨周轉(zhuǎn)和任何折扣零售商的運營利潤SupplyChain:ThePotential

供應1.7KeyIssuesinSupplyChainManagement

供應鏈管理的關鍵問題ChainGlobalOptimizationManagingRiskandUncertaintyDistributionNetworkConfigurationSupplyYInventoryControlSupplyYProductionSourcingSupplyYSupplyContractsBothYYDistributionStrategiesSupplyYYStrategicPartneringDevelopmentYOutsourcingandOffshoringDevelopmentYProductDesignDevelopmentYInformationTechnologySupplyYYCustomerValueBothYYSmartPricingSupplyYTABLE1-1:Keysupplychainmanagementissues分銷網(wǎng)絡配置庫存控制生產(chǎn)采購供應合同分銷策略戰(zhàn)略合同外包和離岸外包產(chǎn)品設計信息技術客戶價值智能定價1.7KeyIssuesinSupplyChain1.8BookObjectivesandOverview本書目標和概況?Inventorymanagement庫存管理?Logisticsnetworkplanning物流網(wǎng)絡規(guī)劃?Supplycontractsforstrategicaswellascommoditycomponents.戰(zhàn)略性及商品元件的供應合同?Thevalueofinformationandtheeffectiveuseofinformationinthesupplychain.信息的價值和供應鏈信息的有效使用?Supplychainintegration.供應鏈整合?Centralizedanddecentralizeddistributionstrategies.集中和分散化的配送策略?Strategicalliances.戰(zhàn)略聯(lián)盟?Outsourcing,off-shoring,andprocurementstrategies.外包、離岸化、和采購策略?Internationalsupplychainmanagement.國際供應鏈管理?Supplychainmanagementandproductdesign.供應鏈管理和產(chǎn)品設計?Customervalue.客戶價值?Revenuemanagementandpricingstrategies.收益管理和定價策略?Informationtechnologyandbusinessprocesses.信息技術和業(yè)務流程?Technicalstandardsandtheirimpactonthesupplychain.技術標準和對供應鏈的影響1.8BookObjectivesandOverviSoftwarePackages軟件包

ComputerizedBeerGame

電腦啤酒游戲RiskPoolGame

風險分擔游戲ProcurementGame

采購游戲SoftwarePackages軟件包

ComputeriCASE:MeditechSurgical

案例：美太醫(yī)療器械公司Intent–diagnosisofsupplychain

意圖——供應鏈的診斷Businessoverview業(yè)務概述Supplychain供應鏈Productionplanning生產(chǎn)計劃What’swrong?怎么了？Howtofixit?如何修復它？CASE:MeditechSurgical

案例：美太醫(yī)EndoscopicSurgicalInstruments內(nèi)窺鏡手術器械Permitsminimallyinvasivesurgery許可微創(chuàng)手術Marketcreatedinearly80’s,rapidlygrowing在80年代初創(chuàng)造的市場，快速增長Oldproductscontinuallyupdatedandreplacedwithnewproductintroductions老產(chǎn)品不斷更新和被新產(chǎn)品所取代EndoscopicSurgicalInstrumentBusinessOverviewNationalandMeditechsplitthemarket國家和美太公司分割市場Competebasedonproductinnovations,customerservice,cost競爭基于產(chǎn)品創(chuàng)新，客戶服務，成本Nationalsellstophysicians;Meditechsellstomaterialmanagers國家向醫(yī)生推銷產(chǎn)品;美太向材料經(jīng)理推銷產(chǎn)品Customerpreferenceschangeslowly

客戶的喜好慢慢地在改變業(yè)務概述BusinessOverviewNationalandExternalSupplyChainPartsuppliers部分供應商MeditechAssemblyMeditechWarehouseDomesticDealersInt’lMeditechAffiliatesHospitalsHospitals外部供應鏈醫(yī)院醫(yī)院國內(nèi)經(jīng)銷商美太子公司美太倉庫美太裝配ExternalSupplyChainPartsuppInternalSupplyChainPartsInventoryAssemblyBulkInventoryFGInventoryPackaging&Sterilization2-16weeks2weeks1week內(nèi)部供應鏈零件清單裝配散裝庫存包裝消毒成品庫存InternalSupplyChainPartsInvProductionPlanningAnnualForecastMonthlyRevisionTransferRequirements