供應(yīng)鏈管理(第6講)

Chapter2

SupplyChainPerformance:AchievingStrategicFitandScopeSupplyChainManagement

2-1LearningObjectivesExplainwhyachievingstrategicfitiscriticaltoacompany’soverallsuccess.Describehowacompanyachievesstrategicfitbetweenitssupplychainstrategyanditscompetitivestrategy.Dicusstheimportanceofexpandingthescopeofstrategicfitacrossthesupplychain.2OutlineCompetitiveandsupplychainstrategiesAchievingstrategicfitExpandingstrategicscope32.1CompetitiveandSupplyChainStrategies4CompetitiveandSupply

ChainStrategiesCompetitivestrategy:definesthesetofcustomerneedsafirmseekstosatisfythroughitsproductsandservices.---Productdevelopmentstrategy;Marketingandsalesstrategy5公司競(jìng)爭(zhēng)戰(zhàn)略界定公司產(chǎn)品和效力滿(mǎn)足顧客需求的類(lèi)型。——定位！〔大學(xué)？銀行？〕W-mart：本錢(qián)7-11：便利、新穎、種類(lèi)豐富Dell：合理價(jià)位提供個(gè)人化、多種類(lèi)產(chǎn)品，等待一周。Compaq：選擇、效力、及時(shí)希望飼料：？6BusinessStrategyNewProductStrategyMarketingStrategySupplyChainStrategyProductdevelopmentstrategy:specifiestheportfolioofnewproductsthatthecompanywilltrytodevelop.Marketingandsalesstrategy:specifieshowthemarketwillbesegmentedandproductpositioned,priced,andpromoted.Consistencyandsupportbetweensupplychainstrategy,competitivestrategy,andotherfunctionalstrategiesisimportant.7Supplychainstrategy:determinesthenatureofmaterialprocurement,transportationofmaterials,manufactureofproductorcreationofservice,distributionofproduct.8TheValueChaininaCompany(Figure2.1)9價(jià)值鏈：——產(chǎn)品開(kāi)發(fā)戰(zhàn)略：——營(yíng)銷(xiāo)戰(zhàn)略：——供應(yīng)鏈戰(zhàn)略：包括傳統(tǒng)的供應(yīng)戰(zhàn)略、消費(fèi)運(yùn)作戰(zhàn)略、物流戰(zhàn)略；研討信息、庫(kù)存、運(yùn)輸和消費(fèi)設(shè)備決策。供應(yīng)鏈戰(zhàn)略強(qiáng)調(diào)公司內(nèi)部職能戰(zhàn)略之間的親密聯(lián)絡(luò)。市場(chǎng)營(yíng)銷(xiāo)新產(chǎn)品開(kāi)發(fā)消費(fèi)制造效力配送財(cái)務(wù)、會(huì)計(jì)、信息技術(shù)、人力資源102.2AchievingStrategicFit112.2.1IntroductionStrategicfit:Consistencybetweencustomerprioritiesofcompetitivestrategyandsupplychaincapabilitiesspecifiedbythesupplychainstrategy.Competitiveandsupplychainstrategieshavethesamegoals.Acompanymayfailbecauseofalackofstrategicfitorbecauseitsprocessesandresourcesdonotprovidethecapabilitiestoexecutethedesiredstrategy.Exampleofstrategicfit---Dell.12戰(zhàn)略匹配指競(jìng)爭(zhēng)戰(zhàn)略與供應(yīng)鏈戰(zhàn)略擁有一樣的目的；既競(jìng)爭(zhēng)戰(zhàn)略設(shè)計(jì)用來(lái)滿(mǎn)足顧客優(yōu)先目的與供應(yīng)鏈建立供應(yīng)鏈才干目的之間的相互協(xié)調(diào)一致。競(jìng)爭(zhēng)戰(zhàn)略必需與一切職能戰(zhàn)略相互匹配。不同職能必需恰當(dāng)組織其流程與資源,以便勝利實(shí)施這些戰(zhàn)略?！鏒ell公共平臺(tái)設(shè)計(jì)、公共零部件。132.2.2HowisStrategicFitAchieved?Step1:UnderstandingthecustomerStep2:UnderstandingthesupplychainStep3:Achievingstrategicfit14Step1:UnderstandingtheCustomerIdentifytheneedsofthecustomersegmentbeingserved.---Quantityofproductneededineachlot---Responsetimecustomerswilltolerate---Varietyofproductsneeded---Servicelevelrequired---Priceoftheproduct---Desiredrateofinnovationintheproduct15Demanduncertaintyrefectstheuncertaintyofcustomerdemandforaproduct.Implieddemanduncertaintyistheuncertaintythatexistsduetotheportionofdemandthatthesupplychainisrequiredtomeet.Implieddemanduncertaintyalsorelatedtocustomerneedsandproductattributes.16第一步：了解顧客顧客需求：所需產(chǎn)品數(shù)量、情愿忍受的反響時(shí)間、所需產(chǎn)品種類(lèi)、要求效力程度、產(chǎn)品價(jià)錢(qián)、預(yù)期產(chǎn)品創(chuàng)新周期需求不確定性：反映了顧客對(duì)某種產(chǎn)品的需求的不確定性。潛在需求不確定性：不同于需求不確定性,是供應(yīng)鏈不確定性的直接后果，是指供應(yīng)鏈必需予以滿(mǎn)足的需求部分和顧客需求特點(diǎn)是不確定的。潛在需求不確定性受顧客需求特性影響，也受效力程度影響。17UnderstandingtheCustomerLotsizeResponsetimeServicelevelProductvarietyPriceInnovationImpliedDemandUncertainty18ImpactofCustomerNeedsonImpliedDemandUncertainty(Table2.1)CustomerNeedCausesimplieddemanduncertaintytoincreasebecause…RangeofquantityincreasesWiderrangeofquantityimpliesgreatervarianceindemandLeadtimedecreasesLesstimetoreacttoordersVarietyofproductsrequiredincreasesDemandperproductbecomesmoredisaggregatedNumberofchannelsincreasesTotalcustomerdemandisnowdisaggregatedovermorechannelsRateofinnovationincreasesNewproductstendtohavemoreuncertaindemandRequiredservicelevelincreasesFirmnowhastohandleunusualsurgesindemand19顧客需求導(dǎo)致潛在需求不確定性需求量增長(zhǎng)供貨期縮短要求的品種增多獲取的渠道增多創(chuàng)新速度加快要求服務(wù)水平提高增大,需求變動(dòng)增大增大,訂單反應(yīng)時(shí)間減少增大,每種產(chǎn)品需求分散增大,總需求分散給更多渠道增大,新產(chǎn)品增加不確定性增大,應(yīng)付偶然需求高峰顧客需求對(duì)潛在不確定性影響2021邊沿收益高，需求預(yù)測(cè)非常不準(zhǔn)確，產(chǎn)品脫銷(xiāo)率高(假設(shè)產(chǎn)品運(yùn)營(yíng)勝利)，產(chǎn)品銷(xiāo)毀量大(假設(shè)產(chǎn)品運(yùn)營(yíng)失敗)汽油的邊沿效益較低，需求預(yù)測(cè)準(zhǔn)確，產(chǎn)品脫銷(xiāo)率低，現(xiàn)實(shí)上不存在銷(xiāo)毀情況潛在需求不確定性圖譜低潛在需求不確定性具有一定確定性的需求具有一定不確定性的需求高潛在需求不確定性純粹功能性產(chǎn)品組裝產(chǎn)品既有產(chǎn)品的新式樣全新產(chǎn)品汽油佳潔士牙膏福特的新車(chē)型3G手機(jī)開(kāi)發(fā)22CorrelationBetweenImpliedDemandUncertaintyandOtherAttributes(Table2.2)AttributeLowImpliedUncertaintyHighImpliedUncertaintyProductmarginLowHighAvg.forecasterror10%40%-100%Avg.stockoutrate1%-2%10%-40%Avg.forcedseason-endmarkdown0%10%-25%23潛在需求不確定性與需求的其他特點(diǎn):Fisher<哈佛商業(yè)評(píng)論>1997——需求不確定產(chǎn)品通常是不成熟的產(chǎn)品,競(jìng)爭(zhēng)對(duì)手少,邊沿效益高?！枨蟾哟_定時(shí),預(yù)測(cè)會(huì)更準(zhǔn)確?！獫撛谛枨蟛淮_定性添加,供需平衡難度加大?！獫撛谛枨蟛淮_定性高產(chǎn)品,積壓和清銷(xiāo)量大。24KeyPoint:Firststeptostrategicfitistounderstandcustomersbymappingtheirdemandontheimplieduncertaintyspectrum.25Step2:Understandingthe

SupplyChain供應(yīng)鏈主要有兩類(lèi)功能：——物理功能：能以最低的本錢(qián)將原資料加工成零部件、半廢品、產(chǎn)品并將它們從供應(yīng)鏈的一個(gè)節(jié)點(diǎn)運(yùn)到另一個(gè)節(jié)點(diǎn)?！袌?chǎng)中介功能：能對(duì)市場(chǎng)需求做出迅速反響，確保以適宜的產(chǎn)品在適宜的地點(diǎn)和時(shí)間來(lái)滿(mǎn)足顧客的需求普通意義上的供應(yīng)鏈?zhǔn)窃谶@兩個(gè)功能間的權(quán)衡，即反響才干與贏(yíng)利程度之間進(jìn)展權(quán)衡。26Supplychainresponsiveness---abilitytorespondtowiderangesofquantitiesdemandedmeetshortleadtimeshandlealargevarietyofproductsbuildhighlyinnovativeproductsmeetaveryhighservicelevel27Supplychainefficiency:costofmakinganddeliveringtheproducttothecustomer.---Increasingresponsivenessresultsinhighercoststhatlowerefficiency.

28反響才干和盈利程度。反響才干:對(duì)大幅度變動(dòng)的需求量的反響,滿(mǎn)足較短供貨期的要求,提供多種類(lèi),消費(fèi)具有高度創(chuàng)新性的產(chǎn)品,高效力程度。反響才干強(qiáng)的代價(jià):消費(fèi)才干,庫(kù)存,物流才干(閑置)。29Cost-ResponsivenessEfficientFrontier(Figure2.3)HighLowLowHighResponsivenessCost30反響才干-盈利程度邊境曲線(xiàn)本錢(qián)低低高高反響才干31TheResponsivenessSpectrum(Figure2.4)IntegratedsteelmillDellHighlyefficientHighlyresponsiveSomewhatefficientSomewhatresponsiveHanesapparelMostautomotiveproduction32供應(yīng)鏈反響才干圖譜高贏(yíng)利程度一定贏(yíng)利程度一定的反響才干高反響才干鋼鐵企業(yè)：提早數(shù)周或數(shù)月安排消費(fèi)方案，短少變化或彈性服裝：傳統(tǒng)的消費(fèi)——庫(kù)存制造，消費(fèi)提早時(shí)間為幾個(gè)星期多數(shù)汽車(chē)制造商：在2周內(nèi)送達(dá)多種產(chǎn)品戴爾公司：個(gè)性化的PC機(jī)，數(shù)日內(nèi)供貨33KeyPoint:Secondsteptoachievingstrategicfitistomapthesupplychainontheresponsivenessspectrum.34Step3:AchievingStrategicFitStepistoensurethatwhatthesupplychaindoeswellisconsistentwithtargetcustomer’sneeds.獲取戰(zhàn)略匹配，即確保供應(yīng)鏈的出色運(yùn)營(yíng)與目的顧客的需求協(xié)調(diào)一致。供應(yīng)鏈反響才干的高低應(yīng)該與潛在需求不確定性吻合。35FindingtheZoneofStrategicFit(Figure2.6)ImplieduncertaintyspectrumResponsivesupplychainEfficientsupplychainCertaindemandUncertaindemandResponsivenessspectrumZoneofStrategicFit36供應(yīng)鏈的反響才干供應(yīng)鏈的盈利程度反響才干變動(dòng)范圍確定的需求不確定的需求潛在需求不確定性變動(dòng)范圍戰(zhàn)略匹配帶面粉DELL確保供應(yīng)鏈的出色運(yùn)營(yíng)，與目的顧客的需求協(xié)調(diào)一致37Allfunctionsinthevaluechainmustsupportthecompetitivestrategytoachievestrategicfit–Fig.2.7.Twoextremes:Efficientsupplychains(Barilla)andresponsivesupplychains(Dell)–Table2.3.Twokeypointsthereisnorightsupplychainstrategyindependentofcompetitivestrategythereisarightsupplychainstrategyforagivencompetitivestrategy38競(jìng)爭(zhēng)戰(zhàn)略與職能戰(zhàn)略之間的匹配。戰(zhàn)略匹配的驅(qū)動(dòng)力應(yīng)源于最高一級(jí)組織機(jī)構(gòu)：戰(zhàn)略與組織構(gòu)造的關(guān)系！??！競(jìng)爭(zhēng)戰(zhàn)略信息技術(shù)戰(zhàn)略財(cái)務(wù)戰(zhàn)略人力資源戰(zhàn)略產(chǎn)品開(kāi)發(fā)戰(zhàn)略市場(chǎng)營(yíng)銷(xiāo)戰(zhàn)略供應(yīng)鏈戰(zhàn)略:消費(fèi),庫(kù)存,提早期,采購(gòu),運(yùn)輸39ComparisonofEfficientandResponsiveSupplyChains(Table2.3)EfficientResponsivePrimarygoalLowestcostQuickresponseProductdesignstrategyMinproductcostModularitytoallowpostponementPricingstrategyLowermarginsHighermarginsMfgstrategyHighutilizationCapacityflexibilityInventorystrategyMinimizeinventoryBufferinventoryLeadtimestrategyReducebutnotatexpenseofgreatercostAggressivelyreduceevenifcostsaresignificantSupplierselectionstrategyCostandlowqualitySpeed,flexibility,qualityTransportationstrategyGreaterrelianceonlowcostmodesGreaterrelianceonresponsive(fast)modes40總成本領(lǐng)先型戰(zhàn)略快速市場(chǎng)反應(yīng)型戰(zhàn)略主要目標(biāo)產(chǎn)品設(shè)計(jì)戰(zhàn)略定價(jià)戰(zhàn)略生產(chǎn)戰(zhàn)略庫(kù)存戰(zhàn)略供貨期戰(zhàn)略供應(yīng)鏈戰(zhàn)略運(yùn)輸戰(zhàn)略低成本滿(mǎn)足需求最低成本最大業(yè)績(jī)邊際收益低,低價(jià)提高利用率最小庫(kù)存立足成本縮減供貨期在成本質(zhì)量上選擇低成本運(yùn)輸快速需求反應(yīng)柔性設(shè)計(jì)系統(tǒng)，延遲差異化邊際收益高,高價(jià)維持邊際生產(chǎn)能力彈性庫(kù)存大幅縮短供貨期速度彈性質(zhì)量上選擇快捷運(yùn)輸41KeyPoint:Finalsteptoachievingstrategicfitistomapsupplychainresponsivenesswiththeimplieddemanduncertaintyinthezoneofstrategic.422.2.3OtherIssuesAffectingStrategicFitMultipleproductsandcustomersegmentsProductlifecycleCompetitivechangesovertime43MultipleProductsand

CustomerSegmentsFirmsselldifferentproductstodifferentcustomersegments(withdifferentimplieddemanduncertainty).Thesupplychainhastobeabletobalanceefficiencyandresponsivenessgivenitsportfolioofproductsandcustomersegments.Twoapproaches:Differentsupplychains.Tailorsupplychaintobestmeettheneedsofeachproduct’sdemand.44多種產(chǎn)品和顧客群在產(chǎn)品和顧客群多種多樣的情況下，如何創(chuàng)建一條在贏(yíng)利程度與反響才干之間獲得平衡的供應(yīng)鏈？單獨(dú)建立每種產(chǎn)品和每個(gè)顧客群的供應(yīng)鏈。將公司的供應(yīng)鏈建成適宜一切產(chǎn)品和顧客群的供應(yīng)鏈。45ProductLifeCycleThedemandcharacteristicsofaproductandtheneedsofacustomersegmentchangeasaproductgoesthroughitslifecycle.Supplychainstrategymustevolvethroughoutthelifecycle.---Early:uncertaindemand,highmargins(timeisimportant),productavailabilityismostimportant,costissecondary.---Late:predictabledemand,lowermargins,priceisimportant.46產(chǎn)品生命周期隨著產(chǎn)品走過(guò)其生命周期，產(chǎn)品的需求特點(diǎn)和效力顧客群的要求也會(huì)發(fā)生變化。公司要維持戰(zhàn)略匹配，就必需在產(chǎn)品進(jìn)入不同生命階段時(shí)，調(diào)整其供應(yīng)鏈。進(jìn)入階段：需求非常不確定時(shí)間要求高供應(yīng)程度要求高本錢(qián)不是主要思索潛在需求不確定性高后續(xù)階段：需求確定競(jìng)爭(zhēng)加大價(jià)錢(qián)成為思索的要素潛在需求不確定性較低47早期：需求不確定,邊沿收益高,供應(yīng)程度要高,本錢(qián)其次。后期：需求相對(duì)穩(wěn)定,競(jìng)爭(zhēng)猛烈,價(jià)錢(qián)是關(guān)鍵。例子：專(zhuān)利后的藥品；Inter公司。48Astheproductgoesthroughthelifecycle,thesupplychainchangesfromoneemphasizingresponsivenesstooneemphasizingefficiency.49CompetitiveChangesOverTimeCompetitivepressurescanchangeovertime.Morecompetitorsmayresultinanincreasedemphasisonvarietyatareasonableprice.Thesupplychainmustchangetomeetthesechangingcompetitiveconditions.50競(jìng)爭(zhēng)性隨著時(shí)間變動(dòng)競(jìng)爭(zhēng)的焦點(diǎn)在于以合理的價(jià)錢(qián)消費(fèi)出種類(lèi)非常豐富的產(chǎn)品。由于競(jìng)爭(zhēng)格局發(fā)生變化，公司不得不調(diào)整其競(jìng)爭(zhēng)戰(zhàn)略。由于競(jìng)爭(zhēng)戰(zhàn)略發(fā)生變化，公司又必需改動(dòng)其供應(yīng)鏈戰(zhàn)略，以維持戰(zhàn)略匹配。512.3ExpandingStrategicScope52ExpandingStrategicScopeScopeofstrategicfitThefunctionsandstageswithinasupplychainthatdeviseanintegratedstrategywithasharedobjective.Oneextreme:eachfunctionateachstagedevelopsitsownstrategy.Otherextreme:allfunctionsinallstagesdeviseastrategyjointly.53戰(zhàn)略匹配范圍是指供應(yīng)鏈中的各種職能和各階段，他們擁有一體化戰(zhàn)略，共有一個(gè)戰(zhàn)略目的?！獧M向：戰(zhàn)略匹配范圍跨越不同的供應(yīng)鏈階段，從供應(yīng)商前溯到顧客?！v向：相互協(xié)調(diào)的不同職能戰(zhàn)略——競(jìng)爭(zhēng)戰(zhàn)略、產(chǎn)品開(kāi)發(fā)戰(zhàn)略、市