10-SCM-V6.06(M40)(1).pptx

Copyright 2009 John Wiley&Sons,Inc.,Beni AsllaniUniversity of Tennessee at Chattanooga,供应链战略,Supply Chain Management Strategy,Russell&Taylor OM ed6 Ch10 Supply Chain Management Strategy and DesignChase,Aquilano&Jacobs,OM ed.11Ch10 Supply-Chain Strategy,Lecture Outline,The Management of Supply ChainsInformation Technology:A Supply Chain EnablerSupply Chain IntegrationSupply Chain Management(SCM)SoftwareMeasuring Supply Chain Performance,供应链管理信息技术:供应链的实现手段供应链集成供应链管理软件供应链绩效测量,Copyright 2009 John Wiley&Sons,Inc.,10-2,供应链管理的基本概念,Concepts of Supply Chain Management,Copyright 2009 John Wiley&Sons,Inc.,10-3,Supply Chains 供应链,All facilities,functions,and activities associated with flow and transformation of goods and services from raw materials to customer,as well as the associated information flowsAn integrated group of processes to“source,”“make,”and“deliver”products,从原材料到最终客户的、与产品和服务的流动和转换以及信息流相关的所有设施、功能和活动。是产品供应、制造和配送的集成流程,Copyright 2009 John Wiley&Sons,Inc.,10-4,Copyright 2009 John Wiley&Sons,Inc.,10-5,Supply Chain Illustration,Copyright 2009 John Wiley&Sons,Inc.,10-6,Supply Chain for Denim Jeans牛仔裤供应链(原料),Copyright 2009 John Wiley&Sons,Inc.,10-7,Supply Chain for Denim Jeans(cont.)牛仔裤供应链(成品),Copyright 2009 John Wiley&Sons,Inc.,10-8,Supply Chain Processes供应链流程,Supply Chain for Service Providers 服务供应链,More difficult than manufacturingDoes not focus on the flow of physical goodsFocuses on human resources and support servicesMore compact and less extended,比制造业困难重心不在实物流关注人力资源和支持服务比较紧凑，不易扩充,Copyright 2009 John Wiley&Sons,Inc.,10-9,Value Chains 价值链（Terms are used interchangeably）,Value chain every step from raw materials to the eventual end userultimate goal is delivery of maximum value to the end userSupply chainactivities that get raw materials and subassemblies into manufacturing operationultimate goal is same as that of value chainDemand chainincrease value for any part or all of chain,价值链供应链需求链,Copyright 2009 John Wiley&Sons,Inc.,10-10,Supply Chain Management(SCM)供应链管理,Managing flow of information through supply chain in order to attain the level of synchronization that will make it more responsive to customer needs while lowering costsKeys to effective SCMinformationcommunicationcooperationtrust,关注整合和管理供应链中的信息流，以较低的成本实现对客户需求的快速响应。关键：信息沟通合作信任,Copyright 2009 John Wiley&Sons,Inc.,10-11,Copyright 2009 John Wiley&Sons,Inc.,10-12,Uncertainty and Inventory不确定性与库存,One goal in SCM:respond to uncertainty in customer demand without creating costly excess inventoryNegative effects of uncertaintylatenessincomplete ordersInventoryinsurance against supply chain uncertainty,供应链管理的目标不增加库存的前提下响应不确定性的客户需求不确定性的付面影响延迟跑单库存对付不确定性问题的保险措施,Copyright 2009 John Wiley&Sons,Inc.,10-13,Uncertainty and Inventory不确定性与库存,Factors that contribute to uncertaintyinaccurate demand forecastinglong variable lead timeslate deliveriesincomplete shipmentsproduct changesbatch ordering price fluctuations and discountsinflated orders,导致不确定性的因素不准确的预测多变的长周期交货延误发货不全产品变化批量订货价格波动和折扣虚肿订单,Copyright 2009 John Wiley&Sons,Inc.,10-14,Bullwhip Effect 牛鞭效应,Occurs when slight demand variability is magnified as information moves back upstream 轻微的需求变动在向上游传递过程中被放大,Bullwhip Effect 牛鞭效应(Chase ed11),Order Quantity,Time,Retailers Orders零售商的订单,Order Quantity,Time,Wholesalers Orders批发商的订单,Order Quantity,Time,Manufacturers Orders制造商的计划,The magnification of variability in orders in the supply-chain.,A lot of retailers each with little variability in their orders.大量零售商的订货波动,can lead to greater variability for a fewer number of wholesalers,and少量批发商汇集订货波动,can lead to even greater variability for a single manufacturer.单个制造商的生产大变异,Hau Lees Concepts of Supply Chain Management不确定性分析框架,Hau Lees approach to supply chain(SC)is one of aligning SCs with the uncertainties revolving around the supply process side of the SCA stable supply process has mature technologies and an evolving supply process has rapidly changing technologiesTypes of SCsEfficient SCsRisk-Hedging SCsResponsive SCsAgile SCs,Hau Lee需求-供应的不确定性匹配关系稳定供应流程（技术成熟）-变化供应流程（快速变动的技术）供应链分为4种类型,Hau Lees SC Uncertainty Framework不确定性分析框架,Efficient SC 高效供应链Ex.:Grocery,Responsive SC 快速供应链Ex.:Computers,Risk-Hedging SC对冲供应链Ex.:Hydro-electric power,Agile SC 敏捷供应链Ex.:Telecom,Matching Supply-Chains with Products产品-供应链匹配矩阵,Efficient Supply-Chain高效供应链,Responsive Supply-Chain快速供应链,Functional Products功能性产品,Innovative Products创新性产品,Match,Match,Mismatch,Mismatch,Risk Pooling 风险分担,Risks are aggregated to reduce the impact of individual risksCombine inventories from multiple locations into oneReduce parts and product variability,thereby reducing the number of product componentsCreate flexible capacity,风险汇集可以降低单个企业风险集中库存减少零件数目和生产变动性创建柔性产能,Copyright 2009 John Wiley&Sons,Inc.,10-19,IT技术的促进作用,Information Technology:A Supply Chain Enabler,Copyright 2009 John Wiley&Sons,Inc.,16-20,Information Technology:A Supply Chain Enabler,Information links all aspects of supply chainE-businessreplacement of physical business processes with electronic onesElectronic data interchange(EDI)a computer-to-computer exchange of business documentsBar code and point-of-saledata creates an instantaneous computer record of a sale,信息是供应链各个环节的纽带电子商务电子数据交换条形码与POS数据,Copyright 2009 John Wiley&Sons,Inc.,10-21,Information Technology:A Supply Chain Enabler(cont.),Radio frequency identification(RFID)technology can send product data from an item to a reader via radio wavesInternetallows companies to communicate with suppliers,customers,shippers and other businesses around the world instantaneouslyBuild-to-order(BTO)direct-sell-to-customers model via the Internet;extensive communication with suppliers and customer,无线射屏技术因特网按订单生产,Copyright 2009 John Wiley&Sons,Inc.,10-22,Copyright 2009 John Wiley&Sons,Inc.,10-23,Supply Chain Enablers,Copyright 2009 John Wiley&Sons,Inc.,10-24,RFID Capabilities无线射屏技术的功能,Copyright 2009 John Wiley&Sons,Inc.,10-25,RFID Capabilities(cont.),供应链集成,Supply Chain Integration,Copyright 2009 John Wiley&Sons,Inc.,16-26,Supply Chain Integration供应链集成,Information sharing among supply chain membersReduced bullwhip effectEarly problem detectionFaster responseBuilds trust and confidence,信息共享降低牛鞭效应尽早发现问题快速反应建立信赖和信任,Copyright 2009 John Wiley&Sons,Inc.,10-27,Supply Chain Integration供应链集成,Collaborative planning,forecasting,replenishment,and designReduced bullwhip effectLower costs(material,logistics,operating,etc.)Higher capacity utilizationImproved customer service levels,协同计划、预测、补货和设计降低牛鞭效应降低成本提高产能利用提高客户服务水平,Copyright 2009 John Wiley&Sons,Inc.,10-28,Supply Chain Integration(cont.),Coordinated workflow,production and operations,procurementProduction efficienciesFast responseImproved serviceQuicker to market,协调工作流（生产和采购）高效生产快速反应改善服务快速上市,Copyright 2009 John Wiley&Sons,Inc.,10-29,Supply Chain Integration(cont.),Adopt new business models and technologiesPenetration of new marketsCreation of new productsImproved efficiencyMass customization,采用新商业模式和技术占领新市场开发新产品提高效率大规模定制,Copyright 2009 John Wiley&Sons,Inc.,10-30,Collaborative Planning,Forecasting,and Replenishment(CPFR)协同计划、预测和补货,Process for two or more companies in a supply chain to synchronize their demand forecasts into a single plan to meet customer demandParties electronically exchangepast sales trendspoint-of-sale dataon-hand inventoryscheduled promotionsforecasts,供应链上的2家或多家公司协同各自的需求预测，生产计划和补货计划，来满足客户需求的过程。电子交换：过去的销售趋势POS数据现有库存计划促销方案预测,Copyright 2009 John Wiley&Sons,Inc.,10-31,Supply Chain Management(SCM)Software,Enterprise resource planning(ERP)software that integrates the components of a company by sharing and organizing information and data,企业资源计划,Copyright 2009 John Wiley&Sons,Inc.,10-32,供应链绩效测量,Measuring Supply Chain Performance,Copyright 2009 John Wiley&Sons,Inc.,10-33,Copyright 2009 John Wiley&Sons,Inc.,10-34,Key Performance Indicators主要绩效指标,