供应链管理Chap001

21st-CenturySupplyChains1-*Overviewof21st-centurysupplychainsThesupplychainrevolutionWhyintegrationcreatesvalueGeneralizedsupplychainmodelResponsivenessFinancialsophisticationGlobalization1-*IntroductionQuestionP203.Comparetheconceptofamodernsupplychainwithmoretraditionaldistributionchannels.Bespecificregardingsimilaritiesanddifferences.1-*ThesupplychainrevolutionhasreshapedcontemporarystrategicthinkingSupplyChainManagementConsistsoffirmscollaboratingtoleveragestrategicpositioningandtoimproveoperatingefficiencySupplyChainStrategyIsachannelandbusinessorganizationalarrangementbasedonacknowledgedependencyandcollaborationLogisticsTheworkrequiredtomoveandgeographicallypositioninventory1-*Successfulsupplychainstrategies1-*SuccessfulsupplychainstrategiesSource:SupplyChainManagementReview,March/April2000,p.29.1-*P204.Whatspecificroledoeslogisticsplayinsupplychainoperations?1.Whycanthecurrentmovementtowardestablishingsupplychainsbecharacterizedasarevolution?Question1-*OriginsofSupplyChainManagement1950s&1960sU.S.manufacturersfocusedoncostreductionandproductivityimprovementstrategies1960s-1970sIntroductionofnewcomputertechnologyleadtodevelopmentofMaterialsRequirementsPlanning(MRP)tocoordinateinventorymanagement1-*OriginsofSupplyChainManagement–Cont.1980s&1990sIntenseglobalcompetitionledU.S.manufacturerstoadoptSupplyChainManagementalongwithJust-In-Time(JIT),TotalQualityManagement(TQM),andBusinessProcessReengineering(BPR)practices1-*OriginsofSupplyChainManagement–Cont.2000sandBeyondIndustrialbuyerswillrelymoreonthird-partyserviceproviderstoimprovepurchasingandsupplymanagementWholesalers/retailerswillfocusontransportationandlogisticsmore&refertotheseasquickresponse,serviceresponselogistics,andintegratedlogistics1-*ThetotalintegrationoftheoverallbusinessprocesscreatesvalueTable1.1IntegrativeManagementValueProposition1-*P202.Compareandcontrasteconomic,market,andrelevancyvalue.Question1-*Theintegratedvalue-creationprocessmustbemanagedacrossfirmsfromendtoendFigure1.1TheIntegratedSupplyChainFramework1-*WhatisaSupplyChain?Asupplychainconsistsoftheflowofproductsandservicesfrom:RawmaterialsmanufacturersIntermediateproductsmanufacturersEndproductmanufacturersWholesalersanddistributorsandRetailersConnectedbytransportationandstorageactivities,andIntegratedthroughinformation,planning,andintegrationactivities1-*WhatisaSupplyChain?1-*WhatisSupplyChainManagement?Herearetwodefinitions:Thedesignandmanagementofseamless,value-addedprocessacrossorganizationalboundariestomeettherealneedsoftheendcustomerInstituteforSupplyManagementManagingsupplyanddemand,sourcingrawmaterialsandparts,manufacturingandassembly,warehousingandinventorytracking,orderentryandordermanagement,distributionacrossallchannels,anddeliverytothecustomerTheSupplyChainCouncil1-*WhatisSupplyChainManagement?-Cont.Oldparadigm-Firmgainedsynergyasaverticallyintegratedfirmencompassingtheownershipandcoordinationofseveralsupplychainactivities.Newparadigm-Firminasupplychainfocusesactivitiesinitsareaofspecializationandentersintovoluntaryandtrust-basedrelationshipswithsupplierandcustomerfirms.1-*ImportanceofSupplyChainManagement?Firmshavediscoveredvalue-enhancingandlongtermbenefitsWhobenefitsmost?Firmswith:LargeinventoriesLargenumberofsuppliersComplexproductsCustomerswithlargepurchasingbudgets1-*ImportanceofSupplyChainManagement?–Cont.FirmswithSupplyChainManagement:StartwithkeysuppliersMoveontoothersuppliers,customers,andshippersIntegratesecondtiersuppliersandcustomers(secondtierreferstothecustomer’scustomersandthesupplier’ssuppliers)1-*ImportanceofSupplyChainManagement?–Cont.CostsavingsandbettercoordinationofresourcesarereasonstoemploySupplyChainManagementReducedBullwhipEffect-themagnifiedreductionofsafetystockcostsbasedoncoordinatedplanningandsharingofinformationProcessIntegration-Interdependentactivitiescanleadtoimprovedquality,reducedcycletime,betterproductionmethods,etc.1-*ForcesdrivingsupplychainstrategiesInformationtechnologyIntegrativemanagementResponsivenessFinancialsophisticationGlobalization1-*Integrativemanagementrequiressimultaneousachievementof8processesTable1.2EightSupplyChainProcesses1-*P205.Describe"IntegrativeManagement".Bespecificconcerningtherelationshipbetweenfunctionalityandprocess.Question1-*ConceptsnecessaryforachievingintegratedmanagementLowesttotalprocesscostisthefocusofintegratedmanagementDiffersfromlowestcostofeachfunctionintheprocessCollaborationofoperatinginformation,technologyandriskhasbeenencouragedbynationallegislationtokeepUS-basedfirmscompetitiveEnterpriseextensionincludesexpandedmanagerialinfluenceandcontrolbeyondtraditionalownershipboundariesofasingleenterpriseIntegratedserviceproviders(ISP)providearangeoflogisticsservicestoaccommodatecustomers,rangingfromorderentrytoproductdeliveryCommonlyknownasthird(orfourth)partyserviceproviders1-*P206.Intermsofenterpriseextension,describetheimportanceoftheinformation-sharingandprocessspecializationparadigms?7.Describeandillustrateanintegratedserviceprovider.Howdoestheconceptofintegratedserviceproviderdifferfromtraditionalserviceproviders,suchasfor-hiretransportationandwarehousing?Question1-*ResponsivenessemergesasacompetitiveadvantageFigure1.2AnticipatoryBusinessModelFigure1.3ResponsiveBusinessModel1-*P208.Compareandcontrastanticipatoryandresponse-basedbusinessmodels.Whyhasresponsivenessbecomepopularinsupplychaincollaborations.Question1-*PostponementstrategieskeepsupplychainsresponsiveTypesofPostponementManufacturing(orForm)Geographic(orLogistics)CombinedManufacturingandgeographictypesareexactoppositesinpracticebuthavethesamegoalMeetingcustomerdemandquicklywhileminimizinginventories1-*Manufacturing(orForm)PostponementManufacturingoneorderatatimeBasemodularconstructionofproductNocustomizationuntiltheexactcustomerspecsandfinancialcommitmentisreceivedObjectiveistomaintainproductsinanuncommittedstatusaslongaspossibleBalanceseconomyofscalewithresponsivenessCanbuildasufficientquantityof“readytocustomize”basicunitsRequiresalotofforethoughtduringproductdesign1-*ExampleofManufacturingPostponementKeepingallthecarpanelsabasecolor(whiteorgray)untiltheorderisreceived,thenpaintingtothecolorordered1-*Geographic(orLogistics)PostponementBuildorstockafull-lineinventoryatoneorafewstrategiclocationsForwarddeploymentofinventoryispostponeduntilcustomerordersarereceivedOnceordersreceived,specificitemisexpeditedtothelocaldistributorAdvantagesaremanufacturingeconomiesofscalealongwithresponsivenesstocustomerOftenusedforcritical,highcostpartsandassemblies(e.g.engines)1-*ExampleofGeographicPostponementKeepingfullinventoryinacentralwarehouseandreleasingcustomerorderstolocaldistributorsordirectshippingtocustomer1-*CombinedPostponementKeepingthebasicproductscentralizedandperformingthecustomizationatthedestinationdistributorHistoricalexample-AutosInstallingdealeroptionslikesoundsystems,GPS,sunroofsonnewcarspurchasedContemporaryexample-ComputersDellComputers,doingfinalassemblyorpackagingadditionalsystemoptionslikeprinters,digitalcamerasatadistributioncenter1-*P209.Compareandcontrastmanufacturingandgeographicpostponement.Question1-*BarrierstoimplementingresponsivesystemsNeedforpubliclyheldcorporationstomaintainplannedquarterlyprofitsExpectationsofcontinuedfinancialresultsoftendrivepromotionalandpricingstrategiesto“loadthechannel”withinventoryNeedtoestablishcollaborativerelationshipsMostbusinessmanagersdonothavetrainingorexperienceindevelopmentofcollaborativearrangements1-*Financialsophisticationenablesmeasurementoftime-basedsupplychainCash-to-CashConversion—thetimerequiredtoconvertrawmaterialorinventorypurchasesintosalesrevenueDwellTimeMinimization—dwelltimeistheratiooftimethatanassetssitsidletothetimerequiredtosatisfyitssupplychainmissionCashSpin—reducingassetsinthesupplychaincan“spin”cashforreinvestmentinotherprojects1-*P2010.Defineandillustratecash-to-cashconversion,dwell-timeminimizationandcashspin.Howdoessupplychainstrategyandstructureimpacteach?Question1-*GlobalizationoffersfirmsseveralattractiveopportunitiesDemandexceedslocalsupply90%ofglobaldemandisnotfullysatisfiedbylocalsupplyStrategicsourcingIdentifyingandmatchingthesourcesofrawmaterialsandcomponentstomanufacturersanddistributorsOffshoringMovingmanufacturinganddistributionoperationstocountrieswithfavorablelaborcostsandtaxlaws1-*SignificantdifferencesforgloballogisticsDistanceoftypicalorder-to-deliveryoperationsissignificantlylongercomparedtodomesticbusinessDocumentationrequirementsforbusinesstransactionsissignificantlymorecomplexOperationsmustbedealwithsignificantDiversityinworkpracticesandlocaloperatingenvironmentsHowconsumersDemandproductsandservicesmustaccommodateculturalvariations1-*FutureTrendsinSupplyChainManagementExpandingtheSupplyChainU.S.firmsareexpandingpartnershipsandbuildingfacilitiesinforeignmarketsTheexpansioninvolves:breadth-foreignmanufacturing,office&retailsites,foreignsuppliers&customersdepth-secondandthirdtiersuppliers&customers1-*FutureTrendsinSupplyChainManagement-Cont.IncreasingSupplyChainResponsivenessFirmswillincreasinglyneedtobemoreflexibleandresponsivetocustomerneedsSupplychainswillneedtobenchmarkindustryperformanceandmeetandimproveonacontinuousbasisResponsivenessimprovementwillcomefrommoreeffectiveandfasterproduct&servicedeliverysystems1-*FutureTrendsinSupplyChainManagement-Cont.TheGreeningofSupplyChainsSupplychainswillworkhardertoreduceenvironmentaldegradationLargemajority(75%)ofU.S.consumersinfluencedbyafirm’senvironmentalfriendlinessreputationRecyclingandconservationareagrowingalternativeinresponsetohighcostofnaturalresources1-*FutureTrendsinSupplyChainManagement-Cont.ReducingSupplyChainCostsCostreductionachievedthrough:ReducedpurchasingcostsReducingwasteReducingexcessinventoryAndreducingnon-valueaddedactivitiesContinuousImprovementthroughBenchmarking-improveovercompetitors’performanceTrial&errorIncreasedknowledgeofsupplychainprocesses1-*Questions1.Whatisasupplychain?2.Whatisthedifferencebetweenthird-partyandfourth–partyserviceprovider?3.Whatisthedifferencebetweentheresponsivebusinessmodelandthetraditionalbuild-to-ordermanufacturing?1-*演讲完毕，谢谢观看！1-*