2023年-供应链管理的策略架构 Word 文档

供鹰卷速管理的策略架情A StrategicFramework forSupplyChain ManagementAnthonyHan[ChopraMeindl]CH.1-3Rev.2004111E5Outline I铜要A supply chain strategyframework ChiTwoProcess ViewsCycle ViewPush/Pull ViewAchieving Strategic FitandScope Ch2Supply ChainDriversand ObstaclesCh3Trade-off EfficiencyandResponsiveness供鹰金速策略架情ChlIO雨彳固占Delivery;ProductVarietyDell:CustomizationCompaq:Availability7-Eleven:ConvenienceTime/Place Utility^例沃瑞每天低^羟品多檬McMaster Carr次日送逵羟品多棣Dell客裂化Compaq现货性7-Eleven便利性日寺空^效用How toAchieve Strategic Fit如何逵到策略配遹

1.Understanding theCustomer

2.Understanding theSupply Chain

3.Make StrategicFit

1.瞭解客户2it.瞭解供愿

3.迤行策略配遹Step1:Understanding theCustomer瞭解客户Lot sizeNt量Response time回Jffi畤^Service level服矜水型Product variety多檬化Price僵格Innovation愈」新ImpliedDemandUncertainty曙含的需求不碓定性Customer DemandAttributes客户需求腐性Impact of Customer Needs客户需求的影警Low High高慎格Price回圃生Responsi venessCustomerNeed客户需求11含的需求不定性Implied DemandUncertainty洗衣粉Detergent流行服fPHigh FashionImpactofCustomerNeeds onImplied DemandUncertainty[Table

2.1p.30_Step2:Understand theSupply Chain瞭解供鹰金速Supply ChainPerformance Attributes供鹰金速废责效腐性Response time回畤^Service level服矜水型Product variety羟品多檬性PriceInnovation食」新成本-回鹰的效率Cost-Responsiveness EfficientFrontierSupply ChainResponsiveness供鹰回鹰性前幺彖低高[WjResponsiveness成本效率CostEfficiency•Showing highestpossible cost-efficiency fora givenresponsivenesslevel・ss示tns固定回鹰水平上最高的成本效率•Upgrade bytechnology由科技来提升Step3:AchievingStrategicFit元成略酉己11含不定性回鹰型供鹰碓定性需求不碓定需求回鹰性策略遹合Bari IliaDellBariIla-The Choiceof ItalyStrategicPositioning onthe Frontier前来彖上的策略定位低高成本效率回鹰化效率化

14.Other IssuesAbout StrategicFit策略配遹相^冏Multiple productsandcustomer segmentsProductlife cycleCompetitivechanges overtimeOutsourcing andAlliances多羟品^典多客群羟品生命遇期随著^^^化的兢事外包典耳窗盟Supply ChainDrivers andObstacles供jsmi力典阻碾Chapter3Supply ChainDriversMajor FactorsImpact SCPerformanceInventoriesTransportationFacilitiesInformation第三章供力影警供鹰金遛a效的主要因素廛存言殳施WBINVENTORY廛存Components ofInventoryDecisionsCyclic PeriodicInventorySafety StockSeasonalInventoryImpactMore inventory:highercosts,betterresponsiveness廛存的系且成遇期性廛存安全存货季^性廛存影警高存黄:、高成本、反JS快TRANSPORTATION建本俞Components ofTransportationDecisionsMode:Air,Truck,Rail,Ship,Pipeline,InternetNetworkRouting/SchedulingIn-house orOutsourceTrade-offSpeed vs.CostResponsive Customizevs.Efficiencyi®输的要件iSWJ方式空i!、卡隼、路、船建、管区泉、互璃繇罔隼辆路典排程自管或外包衡速度舆成本回鹰性客裂化典效率FACILITIES施Production/StorageFacilitiesComponents ofFacility DecisionsLocationCapacity（Efficiency vs.Flexibility）Manufacturing/Warehousing MethodologySKUStorage,Job LotStorageCross-docking生羟裂造^施典储存^施要件地黠位置能量（效率货弹性）裂造/盒廛方法SKU储存，批量储存（穿越礁豆力直接换装INFORMATION WBKeyto connectSC stages“Glue”of SCprocess interfaceInformationDecisionsForecasting;AggregatePlanning;Coordination andinformationsharingEnabling TechnologiesEDI,Internet,ERP,SCMSoftware,…建太吉供鹰金速不同的恃孤建供鹰流程界面的“月寥著剜”^^决策分享促成技秫亍EDI雷子资料交换互聊^ERP，企渠资源规副、供鹰金速管理软醴策要件Components ofInformation DecisionsPushvs PullPushrequires informationinform ofMRP totake theMasterproduction scheduleandroll itback,creating schedulesfor supplierswithto遇期占IO推拉占策略定位Ch2^力舆阻力Ch3If效率舆回之衡Flows ina Supply Chain供^内的流勤Cus tomerInformati onProductSupplier Cash/FundsTransac tion*［日本物流愤曾］:物流；金流;商流，•情幸艮流CycleViewof ASupply Chain供的遇期Order Cyclein general-order transmission-order processing-order preparation-order shippingCycleView pp.8-12-Divide intoorder fourcyclespart types,quantities,delivery dates,•••Pull systemrequires informationon actualdemand tobe transmittedextremelyfast throughthe entiresupply chainso thatproduction anddistribution ofpartsand productscan accuratelyreflect thereal demand.推式奥拉式之堂寸比推式需要主生羟排程提供MRP格式的^推展出相拉式需要^除需求的资Ml,儒速向上僖遮给供MIConsiderations forSupply ChainDrivers供鹰力的考量Driverfl力Efficiency效率Responsiveness回鹰Inventory廛存Cost ofholdingAvailability Transportation（增加）存成本提高现货性Consolidation彳并装（降低成本）SpeedFacilities快速（提高成本）言殳施Consolidation/Dedicated集中/事注Proximity/Flexibility分散/Information弹性WBWhat informationis bestsuited foreach objective遹富的^^满足不同目襟Supply ChainDecisions供决策StrategyDesignPlanningOperation策略眉次系统言殳言十规普次作渠眉次Strategic StructureSC Drivers:H用勤的策略区吉•Case ofWal-Mart p.51•Goal:Low-cost retailerw/wide variety•SC Strategy:Efficiency alsoresponsive•Structure•Inventory-Crossdockefficiency•Transportation-Own fleetresponsiveness•Facility-Centralized DCefficiency•Information-ECR,POS,…efficiency/responsiveness•以沃瑞卷例•目檄低^多檄•策略效率回兼^•结情•廛存一直接换装效率•自管隼除回Jg•吉殳施一中央盒廛效率•WIH-ECR POS效率舆回鹰Major Obstaclesto AchievingFit^^略配的王要障石碇Multiple owners/incentives ina supplychainIncreasing productvariety/shrinking lifecycles/customer fragmentationWh不同琪不同棠主，不同^因/II II多檬化超势/生命遇期缩短客隔Increasing implieduncertaintyLocal optimizationand lackof globalfit局部僵化而非全面配遹需求不定性日增Tailored LogisticsJfi量身言丁裂的物流供A singlesupplychainwill faildifferent customerson efficiencyorresponsiveness orboth.Each LogisticallyDistinctBusiness LDBwill havedistinct requirementsin termsofInventoryTransportationFacilityInformationSee Fisher,What theRight SupplyChainfor yourProduct,Harvard BusinessReview,

1997.Jg罩套供必然辗法满足不同客户效率或回的需求II（LDB）”视客群特性，分不同之“物流事棠群部署不同的廛存^施Summary小余吉Two viewsof asupply chainAstrategic framework:Achieving fit-Efficiency/Responsiven essand Supply chain driversTailoredlogisticsYet tolearn toovercome obstacles雨槿供鹰卷速的流程霍兄策略配遹:怖置供愿IO岛力契合目檄客户群效率舆回的需要量身言了做的物流如何克服阻万疑仍待探ntOrder PenetrationPoints[Sharman,1984]Stock pointsSupplierMakestandardproducttoplanMakestandardmodolesto planOP1Sell fromstockMakepartsto planOP4Make toorder OP5Design andmake toorderOP3Assembleand sellfrom stockof partsOP2Sell semicustomizedsystem fromstockSmall appliancesComputersystemsWood furnitureMarinedieselsOil refineriesEngineerFabricate AssembleDeliver InstallCustomersNote:OP Pointis whereproduct specificationsget frozen.Apply OP Points toImprove theSupply ChainOP使用黑占改善物流系统ROUTES TOIMPROVEMENT Sharman,

19841.OPPointis whereproduct specificationsget frozen.Supplychainpush/pull boundary〜

2.System Redesign:物流系统再言殳言十-Re-arrange OPpoints inthe supplychain羟品性越禊雄的羟品，OP黠越上游OP黑占往上游移勤降低成品0P钻往下游移勤提高市埸兢事力现货供鹰举寸每低III隔市埸客户群或羟品工却，有不同的最逾0P黠成功案例模幺且化生羟快速幺且装，降低40%廛存

3.System Rebalance物流系统再平衡a企棠主管必须掌握旧融建性的成本/服矜之^的利害得失critical cost/service trade-offb必须掌握可靠的^^RETURNWal-Mart NotSelling沃瑞不是^束西_Dr.Roger Blackwell,1997]After Ispoke atone ofWalmart s…Saturday-morning meetingslast yearin Bentonville,Arkansas.Oneof theexecutives commented,“We dont sellstuff,we buystuff forconsumers.”-Good foroperational decisionsIT军遇期日寺^戈丁军理一言丁军送货遇期fl-分卷四彳固遇期-遹於公司企棠作蕖决策Four Cyclesof Supply Chain供^四彳固遇期Customer OrderCycleReplenishment CycleManufacturingCycleProcurement CycleCustomer雇真客Retailer零售商Distributor通路商Manufacturer裂造商Supplier供Jffi商雇直客言丁军遇期未甫货遇期裂造遇期株晴遇期一言丁军由“再言丁货黠”-用生羟裂造交氧而非^送-主要卷言十重性生羟用11供愿遇期，A.Han-改勤供鹰金速的彳贾值创造J«供商^客原料成品裂造商WIP WIP探晴遇期裂造遇期衲货遇期雇宾客言了军遇期通路商D RFGFG成品SupplyChainDrawingPush/Pull ProcessView推/拉的流程Divide byOP OrderPenetrationpoint[Sharman]Push ProcessSpeculationBefore OPpointProcess inanticipation ofcustomer ordersPullProcessPostponementAfter OPpointProcess inresponse ofcustomer ordersPush/Pull Viewis goodfor strategicplanning由OP言丁军穿透黠显分推的流程先卷在0P黠前卷颈期客户言丁罩举借拉的流程延遽在0P黠之彳矍卷回除言丁罩的需推拉现象有助於供;ft It（跨企渠）策略规副Push andPull Viewof ASupply ChainI供鹰的推拉流程示意置Procurement,Manufacturing andReplenishmentcycles-Customer OrderCycle-Order Fufillment（交罩）Customer OrderArrivesPUSHPROCESSESPULL PROCESSESOPPoint含丁军穿透黑占未甫货、裂造、探瞒遇期-雇宾客言丁罩遇期除展^是一值I区罔路,有多彳固0P穿透至不同愤力摩商，平行启攵勤拉的流程The Importanceof SupplyChain供鹰至速的重要性DelP sSuccess QuakerOats Lessonp.17$

1.7B boughtSnappie in

1994.

12.Two distinctsupplychainsCan tcreate synergyandSC valueSoldto Triarcabout$300M

1997.

4.Dell成功案例失败案例桂格委片1994年以17德美元瞒入Snappie同步固不同性^的供鹰卷速辗法创造^效典^值1999年以300离美元^出.Examples ofSupply Chains供鹰金逋^例Micron Electronics:DirectSales Manufacturing7-Eleven:Convenience StoreW.W.Grainger/McMaster-Carr:MROToyota:Global AutoManufacturerAmazon/Borders/Barnesand NobleWhatare somekey issuesin thesesupply chainsVeryGood forGroupdiscussionMicron Grainger/直金肖霜子商矜统一超商便利商店McMaster-Carr,组修零件器材商瞿田汽隼裂造克焉逊幺罔路善店上述供^^的昌疆速何在？StrategicFitof aSupplyChain供鹰it的策略配遹Chapter2Company Strategy:mission/visionDefine targetcustomers tosatisfy throughits productsandservicesSupply ChainStrategysupportMUSTCompany/CorporateStrategy第二章公司策略任矜/原真景定羲目檄^客用羟品舆服矜去满足供鹰金迪策略必须要支持公司企渠的策略Business CompetitiveStrategy企棠策略^例Examples:Wal-Mart:EverydayLow Price;ProductVarietyMcMaster Carr:Nextday。