肯錫供應(yīng)鏈管理流程與績效(英文原版)課件

KenxiSupplyChainManagementProcessandPerforma目錄CONTENTSOverviewofSupplyChainManagementSupplyChainManagementProcessPerformanceevaluationofsupplychainmanagementSupplychainoptimizationstrategyCaseanalysisandpracticeSummaryandOutlook01OverviewofSupplyChainManagementCHAPTERVSSupplychainmanagement(SCM)isamanagementprocessthatinvolvesthecoordinationandintegrationofsupplychainactivitiestoachieveoptimalperformanceandefficiency.ImportanceSCMiscrucialforbusinessestoachievecompetitiveadvantage,improvecustomersatisfaction,reducecosts,andincreaseprofitability.DefinitionDefinitionandImportanceSCMisdirectlylinkedtoenterpriseperformance,asitaffectsallaspectsofabusiness,includingoperations,strategy,andfinance.EffectiveSCMpracticescansignificantlyimproveenterpriseperformancebyoptimizingresourceutilization,enhancingcollaboration,andreducingrisks.ConnectionImpactSupplyChainManagementandEnterprisePerformanceDigitalizationWiththeincreasinguseoftechnologyinsupplychains,digitalizationhasbecomeakeytrend,enablingreal-timedataexchangeandimprovedvisibility.SustainabilityEnvironmentalandsocialresponsibilityhavebecomeintegraltosupplychainmanagement,withcompaniesstrivingtoachievesustainabilitygoals.GlobalizationAstheworldbecomesmoreinterconnected,globalsupplychainsarebecomingmorecomplexandcriticaltobusinesssuccess.TheDevelopmentTrendsofSupplyChainManagement02SupplyChainManagementProcessCHAPTERABCDDemandforecastingandplanning需求預(yù)測與計劃預(yù)測未來市場需求，制定相應(yīng)的生產(chǎn)和銷售計劃，確保供應(yīng)鏈的平穩(wěn)運行。需求計劃調(diào)整根據(jù)實際銷售情況及時調(diào)整需求計劃，以適應(yīng)市場變化。市場調(diào)研與分析通過市場調(diào)研了解消費者需求、競爭對手情況以及行業(yè)趨勢，為需求預(yù)測提供依據(jù)。協(xié)同計劃與預(yù)測與供應(yīng)商、分銷商等合作伙伴共同制定需求計劃，提高預(yù)測準(zhǔn)確性。選擇合適的供應(yīng)商，評估其供貨能力、質(zhì)量、價格等方面的表現(xiàn)。供應(yīng)商選擇與評估簽訂采購合同，明確雙方權(quán)利義務(wù)，確保采購活動的合法性和規(guī)范性。采購合同管理根據(jù)生產(chǎn)計劃和庫存情況制定合理的采購策略，確保原材料的及時供應(yīng)。采購策略制定與供應(yīng)商建立長期合作關(guān)系，通過溝通、協(xié)商解決合作中的問題，提高供應(yīng)鏈的穩(wěn)定性。供應(yīng)商關(guān)系維護(hù)01030204ProcurementandSupplierManagement根據(jù)生產(chǎn)計劃和銷售預(yù)測制定合理的庫存計劃，控制庫存水平，避免積壓和浪費。庫存規(guī)劃與控制定期進(jìn)行庫存盤點，及時調(diào)整庫存結(jié)構(gòu)，確保庫存數(shù)據(jù)的準(zhǔn)確性。庫存盤點與調(diào)整設(shè)置庫存預(yù)警線，當(dāng)庫存量低于預(yù)警線時及時補(bǔ)貨，保證生產(chǎn)的連續(xù)性。庫存預(yù)警與補(bǔ)貨通過合理的庫存管理降低庫存成本，提高庫存周轉(zhuǎn)率。庫存優(yōu)化與降低成本Inventorymanagement規(guī)劃合理的物流網(wǎng)絡(luò)布局，確保貨物高效流轉(zhuǎn)。物流網(wǎng)絡(luò)規(guī)劃根據(jù)貨物特性和運輸需求選擇合適的運輸方式，提高運輸效率。運輸方式選擇建立物流信息管理系統(tǒng)，實現(xiàn)貨物信息的實時更新和共享。物流信息管理通過合理安排運輸、倉儲等環(huán)節(jié)降低物流成本，提高物流效益。物流成本控制LogisticsandTransportationManagement對退貨、維修等逆向物流活動進(jìn)行管理，確保其有序進(jìn)行。逆向物流管理回收與再利用環(huán)保法規(guī)遵循逆向物流成本分析對可回收利用的物品進(jìn)行回收處理，減少資源浪費。遵循相關(guān)環(huán)保法規(guī)，確保逆向物流活動的合法性。分析逆向物流成本，尋求降低成本的途徑，提高整體供應(yīng)鏈效益。Reverselogisticsandrecycling03PerformanceevaluationofsupplychainmanagementCHAPTERKeyPerformanceIndicators(KPIs)Thesearethemostimportantmetricsusedtomeasuretheperformanceofthesupplychain.Theyincludeleadtime,inventoryturns,fillrate,andcustomersatisfaction.DataCollectionAccurateandreliabledataisessentialforeffectiveKPImeasurement.Datashouldbecollectedonaregularbasisandshouldcoverallareasofthesupplychain.BenchmarkingComparingKPIswithindustrystandardsorbest-in-classcompaniescanhelpidentifyareasforimprovement.KPIindicatorsystemTheBalancedScorecardalignsthesupplychainstrategywiththeoverallbusinessstrategy.Itensuresthatalldepartmentsandfunctionsareworkingtowardsthesamegoals.TheBalancedScorecardincludesfinancial,customer,internalbusinessprocesses,andlearningandgrowthmeasures.Itprovidesacomprehensiveviewofperformanceacrossallareasofthesupplychain.RegularreviewsandupdatestotheBalancedScorecardprovidefeedbackonperformanceandidentifyareasforimprovement.StrategyAlignmentMeasuresFeedbackandContinuousImprovementBalancedScorecard要點三RiskIdentificationIdentifyingpotentialriskstothesupplychainiscrucial.Theseriskscanincludenaturaldisasters,supplierinsolvency,andchangesindemandorregulations.要點一要點二MitigationStrategiesImplementingmitigationstrategiessuchasdiversifyingsuppliers,developingcontingencyplans,andmaintaininggoodrelationshipswithsupplierscanhelpreducetheimpactofrisks.ContinuousMonitoringThesupplychainshouldbecontinuouslymonitoredtoidentifyanyemergingrisksandtoensurethatmitigationstrategiesareeffective.要點三Supplychainriskmanagement04SupplychainoptimizationstrategyCHAPTERLeanSCMisasupplychainmanagementapproachthatemphasizestheeliminationofwasteandthecontinuousimprovementofefficiency.Itfocusesontheidentificationandremovalofbottlenecksandotherinefficienciesinthesupplychain,enablingfaster,morecost-effectiveproduction.KeyprinciplesofLeanSCMincludetheidentificationofvalue-addingactivities,theeliminationofnon-value-addingactivities,thereductionofleadtimes,andtheimprovementofinformationflow.LeanSCMcanbeappliedtobothmanufacturingandservicesupplychains,andittypicallyinvolvesaculturalchangewithintheorganizationtoencourageopencommunication,collaboration,andproblem-solving.LeanSCMCPFRisacollaborativeapproachtosupplychainmanagementthatinvolvestheintegrationofplanning,forecasting,andreplenishmentactivitiesamongretailers,manufacturers,andothersupplychainpartners.ThegoalofCPFRistoimprovedemandaccuracy,reduceoverstockingandout-of-stocksituations,andenhancetheoverallperformanceofthesupplychain.CPFRtypicallyinvolvestheuseofadvancedtechnology,suchasenterpriseresourceplanning(ERP)systemsanddataanalyticstools,tocollectandanalyzesalesdataandotherrelevantinformation.010203CollaborativePlanning,Forecasting,andReplenishment(CPFR)Toachievecontinuousimprovementandagility,supplychainprofessionalsmustbewillingtoembracechange,seekfeedbackfrominternalandexternalstakeholders,andimplementinnovativesolutionsthatimproveefficiencyandresponsiveness.Continuousimprovementisaphilosophythatemphasizesthecontinuouspursuitofexcellencethroughtheidentificationandeliminationofwaste,theimprovementofprocesses,andtheenhancementofcustomersatisfaction.Anagilesupplychainisabletoquicklyadapttochangesindemand,marketconditions,andothervariables.Ittypicallyinvolvesahighlevelofcollaborationandinformationsharingamongsupplychainpartners.ContinuousimprovementandagilesupplychainGreenSupplyChainManagementGreenSupplyChainManagement(GSCM)isanapproachthatintegratesenvironmentalsustainabilityintoallaspectsofthesupplychain,includingprocurement,production,transportation,warehousing,anddistribution.GSCMaimstominimizeenvironmentalimpactswhilemeetingbusinessobjectives,suchascostreductionandimprovedperformance.Ittypicallyinvolvestheuseofsustainablematerials,energy-efficienttechnologies,andenvironmentallyfriendlypackaging.ToimplementGSCMeffectively,supplychainprofessionalsmustworkcloselywithsuppliers,customers,andotherstakeholderstoidentifyopportunitiesforenvironmentalimprovementandcollaborateonsolutionsthatarebothenvironmentallyresponsibleandeconomicallyfeasible.05CaseanalysisandpracticeCHAPTER優(yōu)化實踐通過分析一個跨國公司的供應(yīng)鏈優(yōu)化實踐，了解其在采購、生產(chǎn)、物流等方面的改進(jìn)措施，以及如何實現(xiàn)整體供應(yīng)鏈的協(xié)同和效率提升。SupplyChainOptimizationPracticeofaMultinationalCompany電子商務(wù)物流研究某個知名電商平臺的物流配送體系，探討其倉儲、配送、信息管理等方面的特點和優(yōu)勢，以及如何應(yīng)對業(yè)務(wù)高峰期的物流壓力。Thelogisticsdistributionsystemofacertaine-commerceplatformCollaborativeManagementofSuppliersinaManufacturingEnterprise供應(yīng)商協(xié)同分析一個制造企業(yè)如何與供應(yīng)商進(jìn)行協(xié)同管理，包括供應(yīng)商選擇、合作模式、信息共享等方面的策略和實踐，以及如何通過協(xié)同管理提高供應(yīng)鏈的可靠性和響應(yīng)速度。06SummaryandOutlookCHAPTERTheFutureDevelopmentTrendsofSupplyChainManagementEnvironmentalandsocialresponsibilitywillbecomeincreasinglyimportantinsupplychainmanagement,withafocusonsustainableproductionandoperations.SustainabilityWiththedevelopmentoftechnology,supplychainmanagementwillbecomemoredigitalized,improvingefficiencyandreducingcosts.DigitizationAsconsumerdemandbecomesmorepersonalized,supplychainmanagementwillneedtoadapttomeettheseindividualneeds.PersonalizationAdoptinginnovativetechnologiesEnterpriseswillembracenewtechnologies,suchasblockchain,AI,andIoT,toimprovesupplychainefficiencyandvisibility.BuildingresilientsupplychainsInord