case stuy(案例分析框架)

物流/供給鏈案例分析劉進平交通運輸管理學(xué)院大連海事大學(xué)ContentContentsFrameworkofSupplychain/logisticscasestudyanalysis

TechniquesortoolsforlogisticsandsupplychainanalysisFrameworkofSupplychain/logisticsproblemanalysisStep1.CurrentsituationanalysisStep4.Selectthesolution&reasoningStep3.Generatealternatives&evaluationStep2.FindproblemsStep5.ImplementClassifyproblemsPrioritizeproblemsDescribesolutionGivereasonsBrainstormingChoose2-3.forevaluationResources,timeandmanagementa.Supplychainstructureb.SupplychainPMc.BusinessenvironmentOurfocusStep1step2.step3.step4.step5.Currentsituationanalysis:supplychainstructureStep1.Currentsituationanalysis

c.Businessenvironmentb.SupplychainPMa.SupplychainstructureOutsidebusinessenvironmentInsidepolicies-corporate&marketingPMofindividuallogisticsfunctionBenchmarkingOverallsupplychainCustomerservice&costOrganizationstructureInformationsystemPhysicalmapProcess

a.SupplychainstructureOrganizationstructure組織結(jié)構(gòu)Informationsystem信息系統(tǒng)Physicalmap實體Process流程

MustincludetheendcustomerPhysicalflowmapping/networkmappingTodescribethefixednodesinthesupplychain(factory/warehouse/retailer/wholesaler)TodescribetheflowsbetweenthesenodesSupplierManufacturing

plantAssembly

plantSupplierManufacturing

plantNDCRDCRetail

outletNDCRDCRDCRDCRetail

outletRetail

outletRetail

outletLogisticsnetworkmappingRDC-regionaldistributioncenter〔區(qū)域配送中心〕NDC-nationaldistributioncenter〔全國配送中心〕consumera.SupplychainstructureOrganizationstructureInformationsystemPhysicalmapProcess

Processisdefinedasaseriesofactions,changesorfunctionbringaboutaresultKeyprocessesincludeorderfulfillmentprocess,Newproductintroductionprocess,returnsprocess….a.SupplychainstructureOrganizationstructureInformationsystemPhysicalmapProcess

include：EDI(electronicdatainterchange,電子數(shù)據(jù)交換〕EPOS〔electronicpointofsales,電子銷售點〕OrderinformationprocessingsystemDemandforecastinginformationManagementinformationoflogisticsoperationefficiencyorKPI(e.g.Utilizationoftruck,Pickingproductivityofwarehouse,Inventorylevel)a.SupplychainstructureOrganizationstructureInformationsystemPhysicalmapProcess

InternalsupplychainofanindividualcompanyDifferentdepartment:warehousing,inboundtransportationoutboundtransportation,production,ect.)Vertical/horizontalSeniormanagementcommitmentoflogisticsredesignTheoverallsupplychain(outsidethecompany)supplier,manufacturers,wholesaler,retailerPowerofsupplychainpartnersGlobalsupplychainCurrentsituationanalysis:supplychainstructureStep1.Currentsituationanalysis

c.Businessenvironmentb.SupplychainPMa.SupplychainstructureOutsidebusinessenvironmentInsidepolicies-corporate&marketingPMofindividuallogisticsfunctionBenchmarkingOverallsupplychainCustomerservice&costOrganizationstructureInformationsystemPhysicalmapProcess

b.SupplychainPMBenchmarking標(biāo)桿OverallsupplychainCustomerservice&cost供給鏈客戶效勞與本錢PM(performancemeasurement,績效衡量)“Ifyoucan’tmeasureit,youcan’tmanageit.〞;SupplychainPMareverydifferentfromtraditionallogisticsPMinthattheymeasureinter-companyperformanceratherthanjustinternalperformance.Thesemeasuresofperformancemustbecommonacrossthefirmsinthesupplychaintobemeaningful.PMofindividuallogisticsfunction各物流功能績效衡量b.SupplychainPMBenchmarkingOverallsupplychainCustomerservice&costCustomerservicePMAsetofcustomerPMmetricsCustomerserviceclassification/segmentationTheendcustomer/InternalcustomerE.g.ontimeinfull.LogisticscostAccuratelogisticscostrecordisdifficultinreality.TotallogisticcostOrchecktheindustryrecordPMofindividuallogisticsfunctionb.SupplychainPMBenchmarkingOverallsupplychainCustomerservice&costBenchmarking(標(biāo)桿〕istheprocessofcontinuouslymeasuringandcomparingone’sbusinessperformanceagainstcomparableprocessesinleadingorganizations(先進的組織〕toobtaininformationthatwillhelptheorganizationidentifyandimplementimprovements.(Benson,1998)PMofindividuallogisticsfunctionMethodologyofbenchmark

(Bendell,T.etal,1998)ChoosingwhotobenchmarkSelectingwhattobenchmarkCollectinginformationImplementingimprovementb.SupplychainPMBenchmarkingOverallsupplychainCustomerservice&costIndividuallogisticsfunctionInventoryABCanalysisTransportation:unitcostWarehouse:pickingproductivityPMofindividuallogisticsfunctionCurrentsituationanalysis:supplychainstructureStep1.Currentsituationanalysis

c.Businessenvironmentb.SupplychainPMa.SupplychainstructureOutsidebusinessenvironmentInsidepolicies-corporate&marketingPMofindividuallogisticsfunctionBenchmarkingOverallsupplychainCustomerservice&costOrganizationstructureInformationsystemPhysicalmapProcess

c.BusinessenvironmentOutsidebusinessenvironmentInsidepoliciesCorporatestrategyForexample:lowpricestrategy,thismeansemphasisondecreasinglogisticscostc.BusinessenvironmentOutsidebusinessenvironmentInsidepolicies-corporate&marketingPESTG(political,economic,social,technologyandgeography)CustomerstrendsOverseamanufacturersOutsidelogisticsproviders(3PLs)Regionalintegrationofpoliticsandeconomy

SWOTornot?(strength,weakness,opportunity,threats)Focusonsupplychainratherthanmarketing!!!E.g.strength/weakness:inventory,transportation,….opportunity/threat:outsidefactorsthatinfluencesupplychainStep2findtheproblemIdentifyproblems〔確定問題〕Classify(byfunctions,bystrategic/operational，問題分類l)Prioritize(coreproblems/non-coreproblems，問題排序)Symptomandtherootcause〔病癥與事故根源分析〕E.g.,Symptom:inefficientpickingFishbone-rootcauseStep3GeneratealternativesandevaluationGroupdiscussionFunctionlevel:purchasing,inventory,transportCompanylevel:cross-functionchange,coordinatorSupplychainlevel:reformsupplychainrelationship,VMIStep3GeneratealternativesandevaluationToreducethenumberofalternatives(unreasonable,unrealistic)Evaluationfromoperationrequirement,costandefficiency〔可行性〕EvaluationmodelsOptimizationmodels〔優(yōu)化模型〕Heuristicsmodels〔啟發(fā)式模型〕Simulationmodels(仿真〕Step3GeneratealternativesandevaluationStep4selectthesolutionandreasonsExpectedProfitandloss(期望損益值〕Paybackperiod〔回收期〕Returnoninvestment〔投資回報率〕NPV〔netpresentvalue,凈現(xiàn)值〕Step5ImplementResources:whoisinchargeofimplementation/projectteamHowtopromotesuggestedsolutiontodifferentdepartmentsinthecompanyBudgettime:〔工程管理〕TimerequirementImplementationrankManagementHowtomeasureandcontrol(PMmatrices)1.Designlogisticssolution2.Refinelogisticssolution3.Prepareplanningapplication4.Systemrequirements5.Supplierbriefing/negotiation6.Obtainplanningconsent7.Mechhandlingequipment8.Buildingconstruction9.Procuretractorunits10.Procuretrailerunits11.Recruitandtrainpeople12.ProvenewsystemGanttcharts〔甘特圖〕PLANNING方案456789101112123456789101112120042005TimenowPlannedActualprogressImplementingnewlogisticsoperation:GanttChartStep5implement好雨知時節(jié)，當(dāng)春乃發(fā)生。隨風(fēng)潛入夜，潤物細無聲。野徑云俱黑，江船火獨明。曉看紅濕處，花重錦官城。INTRODUCTION緒論勤學(xué)如春起之苗，不見其增，日有所長。輟學(xué)如磨刀之石，不見其損，日有所虧。INTRODUCTION緒論ContentContents

FrameworkofSupplychain/logisticscasestudyanalysis

TechniquesortoolsforlogisticsandsupplychainanalysisTechniquesortoolsforlogisticsandsupplychainanalysis20/80rule(ABCruleorParetolaw)CustomersegmentationCustomerservicesurveyorfieldstudyRelationshipanalysismappingProcessmappingSupplychainmapping20/80ruleTime-basedmapping(時間流程圖〕Supplychainmapping〔繪制供給鏈圖〕EuropeanRepairPartFlowUnit(￡000'speryearofEPCcosts)流程矩陣流程部門下訂單收到訂單庫存狀態(tài)查信用接受訂單分配庫存分揀組合訂單整理裝車運輸配送客戶客戶訂單處理庫存信用倉庫運輸天Orderpickingprocess〔1〕Orderpickingprocess〔2〕Orderpickingprocess〔3〕Customerservice:CompetitiveBenchmarkingLowMediumHighImportanceToCustomerPerformanceLowMedium