供应链战略管理英文.ppt

1,Strategic Agenda for Supply Chain Management,Stephen Rinsler BSc, FCILT, FRSA, FIMC, MCIPS, MIoD Chairman, Chartered Institute of Logistics and Transport (UK) Director, Bisham Consulting,2006 Stephen Rinsler, Bisham Consulting,2,Stephen Rinsler, BSc, FCILT, FRSA, FIMC, MCIPS, MIoD,Management experience: Logistics Director (FMCG), Purchasing Director (FMCG, Engineering, Retailing, Services, 3PL), Managing Director (Facilities) Main sectors: FMCG Food and Detergents, Retailing, manufacturing, third party contracting, outsourcing Specific skills: Supply chain and logistics strategy & implementation, project management (IT and warehouse), buying and inventory management, CILT Roles Chairman Chartered Institute of Logistics and Transport (UK) Management Committee CILT (International) Past Chairman CILT(UK) Supply Chain Faculty,2006 Stephen Rinsler, Bisham Consulting,3,Introduction to Chartered Institute of Logistics and Transport (CILT),The pre-eminent Institute for people engaged in the supply chain, logistics, freight and passenger transport professions The Chartered Institute in the UK provides for individuals Access to education and learning Access to networks Access to information For companies Access to education and learning Access to networks Access to information Chartered membership as a benchmark of professional standing In China the CILT has recognised a National Section: CILT(China) and the process of starting an Institute (club) has commenced. You should join.,2006 Stephen Rinsler, Bisham Consulting,4,Introduction to Bisham Consulting,Bisham Consulting is an independent business owned and managed by its directors and consultants. Background and approach: The business is staffed only by senior managers from the industry - most of whom have held main board positions Our approach is very “hands-on” and commercial which helps maintain quality while producing workable solutions Business focus: Our focus is on strategy, operations, procurement, outsourcing and recruitment in logistics and the supply chain Assessing cost and service trade-offs, risks, effective asset management and implementations are key strengths We only recommend workable solutions which we are willing to help implement,14 years trading, Head-office in UK 14 consultants, 18 specialist associates Widely-represented on logistics Industry associations (CILT, FTA, CIPS, RHA, CIPS, CIM, IMC and IPMM),2006 Stephen Rinsler, Bisham Consulting,5,Strategic Agenda for Supply Chain Management,Supply Chain Complexity Stakeholders and Matrix Management Global Supply Chains Global Supply Chain Risks Measurement and Improvement Change Management Simplification: Process Mapping External Infrastructure Changes Collaboration,2006 Stephen Rinsler, Bisham Consulting,6,Strategic Agenda for Supply Chain Management,Supply Chain Complexity Stakeholders and Matrix Management Global Supply Chains Global Supply Chain Risks Measurement and Improvement Change Management Simplification: Process Mapping External Infrastructure Changes Collaboration,2006 Stephen Rinsler, Bisham Consulting,7,The Supply Chain: Logistics,Warehousing Distribution,Customer/ Consumer,2006 Stephen Rinsler, Bisham Consulting,8,The Supply Chain: late-1980s,Manufacturing,Warehousing Distribution,Customer/ Consumer,Goods In,Suppliers,Physical Flows and Added Value,Information and money,2006 Stephen Rinsler, Bisham Consulting,9,Complex Supply Chains: Retail,2006 Stephen Rinsler, Bisham Consulting,10,Complex Supply Chains: FMCG,2006 Stephen Rinsler, Bisham Consulting,11,Global Retail Supply Chains,Overseas,Overseas,Overseas,2006 Stephen Rinsler, Bisham Consulting,12,Why is this complex view important?,It is reality Rare to have unique suppliers Suppliers can be customers or competitors Customers can be producers and share the same suppliers Procurement and Merchandising must understand these structures and must be integrated into the supply chain,2006 Stephen Rinsler, Bisham Consulting,13,Strategic Agenda for Supply Chain Management,Supply Chain Complexity Stakeholders and Matrix Management Global Supply Chains Global Supply Chain Risks Measurement and Improvement Change Management Simplification: Process Mapping External Infrastructure Changes Collaboration,2006 Stephen Rinsler, Bisham Consulting,14,Typical Stakeholders,2006 Stephen Rinsler, Bisham Consulting,15,Management of Supply Chains,Recognition of the importance of supply chain management but In most companies there are departmental directors: Sales Manufacturing Purchasing Financial Integration of the supply chain requires consistency of Vision and Strategy Information Data capture Measurement of Success Requires some overall vision and control: Matrix Management,2006 Stephen Rinsler, Bisham Consulting,16,Matrix Management,A difficult concept for many companies Silo management is easier: comfort zone Requires co-operation between departments Directors must work together Functional professionalism must be enhanced Objectives and targets need to be aligned Supply chain managers need to facilitate across the company Supply chain managers must be professional as well,2006 Stephen Rinsler, Bisham Consulting,17,Strategic Agenda for Supply Chain Management,Supply Chain Complexity Stakeholders and Matrix Management Global Supply Chains Global Supply Chain Risks Measurement and Improvement Change Management Simplification: Process Mapping External Infrastructure Changes Collaboration,2006 Stephen Rinsler, Bisham Consulting,18,Global Retail Supply Chains,Overseas,Overseas,Overseas,2006 Stephen Rinsler, Bisham Consulting,19,Global Supply Chains,Complexity is increasing as Globalisation of production and retailing has increased Complexity arises because of the number of nodes and links within the supply chain The complexity raises questions of Risk and Sustainability,2006 Stephen Rinsler, Bisham Consulting,20,Supply Chains from a UK Perspective,2006 Stephen Rinsler, Bisham Consulting,21,Supply Chains From a UK Perspective,The UK is a relatively complex area to manage supply chains Congestion Lorry delivery restrictions A legacy of large number of drop points The UK also has: Good communications Good road systems High density of drops The factories and Customers are close together making it easier to deliver with short lead times with low stocks The UK has some of the best supply chains in the world and its supply chain managers are very professional within the UK,2006 Stephen Rinsler, Bisham Consulting,22,Supply Chains from a European Perspective,2006 Stephen Rinsler, Bisham Consulting,23,Supply Chains From a European Perspective,Europe is a relatively complex area to manage supply chains Congestion in some areas as bad as UK (Holland, NE France, Ruhr, etc) Lorry delivery restrictions Difficult cross European road links Relatively slow and non-integrated rail system for freight European Union legislation, etc Factories and Customers are increasingly at a distance Language is a problem Europe also has: Good communications Some good road systems Very variable density of drops Europe has some of the best supply chains in the world and its supply chain managers are very professional.,2006 Stephen Rinsler, Bisham Consulting,24,Global Supply Chains,2006 Stephen Rinsler, Bisham Consulting,25,Global Supply Chains: Different perspective,2006 Stephen Rinsler, Bisham Consulting,26,Supply Chains From an European Perspective,We have gone Global Some of the problems Distance Time zones Language Skills Factories and Customers are at long distances Culture Business imperative The supply chains of Europe and the UK are very different from Global chains,2006 Stephen Rinsler, Bisham Consulting,27,Comparison of Supply Chains,2006 Stephen Rinsler, Bisham Consulting,28,Drivers of Globalisation,Two main thrusts The quest for lower product costs: lower manufacturing costs The building of global brands Coca Cola Pepsi Toyota Ford Lenovo/ IBM Google, etc,2006 Stephen Rinsler, Bisham Consulting,29,Benefits of Globalisation,Consistency of manufacture Consistency of product quality Consistency of brand equity 365 availability in-store Lower costs per unit sale Global manufacturers selling to global retailers The web (www) Wal-Mart But are all the benefits real?,2006 Stephen Rinsler, Bisham Consulting,30,Are the Benefits Real?,There are many benefits but there are many hidden costs Many companies do not understand these costs Outsourcing over such distances does place a major strain on management resources Outsourcing also places a restriction on the speed at which businesses can respond to the market As the outsourcing partner to many businesses, China is in a strong position to help its clients But it must understand the many risks better than its clients,2006 Stephen Rinsler, Bisham Consulting,31,Strategic Agenda for Supply Chain Management,Supply Chain Complexity Stakeholders and Matrix Management Global Supply Chains Global Supply Chain Risks Measurement and Improvement Change Management Simplification: Process Mapping External Infrastructure Changes Collaboration,2006 Stephen Rinsler, Bisham Consulting,32,Historical View of Extended Supply chains,What do we know about extended supply chains? In the military context they are vulnerable Difficult to defend Prone to being disrupted Length = distance In the Commercial context Difficult to control and make work RFT Increasingly expensive Length = Time,2006 Stephen Rinsler, Bisham Consulting,33,The 5 Groups of Risk,Supply Chain Risks Management Risks Financial Risks Ancillary Sourcing Risks Political Risks,2006 Stephen Rinsler, Bisham Consulting,34,The 5 Groups of Risk,Supply Chain Risks Management Risks Financial Risks Ancillary Sourcing Risks Political Risks,2006 Stephen Rinsler, Bisham Consulting,35,Supply Chain Risks,Given distances and time to deliver to the UK, many decisions once taken are difficult to alter Specification of merchandise Quantity to be bought Colour range and mix Ratio packs Timing of production Pricing if labelled at factory Given mass customisation and the need for greater speed to market, outsourcing over such time frames places a tension in the business processes Additional processes on UK arrival: re-labelling, finishing, etc Market estimating at 4 to 6 months from sale is not good Too much stock: discounted sales to clear stock, too little lost sales,2006 Stephen Rinsler, Bisham Consulting,36,Supply Chain Risks (2),Environmental risks Tsunami Hurricanes and Typhoons Earthquakes and floods The severity of these are unpredictable, but they will happen. They will disrupt supply chains. Suddenly moving quantities of food and other aid disrupts both availability and the cost of shipping Manufacturing companies must understand these risks, quantify them and build appropriate contingencies for clients What is good for your clients is good for you,2006 Stephen Rinsler, Bisham Consulting,37,The 5 Groups of Risk,Supply Chain Risks Management Risks Financial Risks Ancillary Sourcing Risks Political Risks,2006 Stephen Rinsler, Bisham Consulting,38,Management Risks,These surround the control of the supply chain Evaluation and accreditation of suppliers Evaluation and approval of production samples Monitoring of production and delivery timings Day to day communication and problem resolution Distance, language and culture Your clients require more resources to manage these extended supply chains; how can you perform those tasks and offer a high level of service?,2006 Stephen Rinsler, Bisham Consulting,39,The 5 Groups of Risk,Supply Chain Risks Management Risks Financial Risks Ancillary Sourcing Risks Political Risks,2006 Stephen Rinsler, Bisham Consulting,40,Financial Risks,Variations in the RMB, $, will vary margins Who takes the risk? How does your contract cope with these movements in a sensible, even handed way? Can your production and delivery schedules be more flexible, reducing the risk of over-purchases?,2006 Stephen Rinsler, Bisham Consulting,41,The 5 Groups of Risk,Supply Chain Risks Management Risks Financial Risks Ancillary Sourcing Risks Political Risks,2006 Stephen Rinsler, Bisham Consulting,42,Ancillary Sourcing Risks,For your clients, sourcing the base materials for the merchandise may be essential for the quality of the product Distance makes the job much harder and prone to timing errors Can you help your clients to source the fabric or plastic substrates for their merchandise? Most merchandise requires labelling, can you purchase them at the right quality and price? Can you manage the change to ratio packs by flexing the quantities of labels accordingly? How good are your systems?,2006 Stephen Rinsler, Bisham Consulting,43,The 5 Groups of Risk,Supply Chain Risks Management Risks Financial Risks Ancillary Sourcing Risks Political Risks,2006 Stephen Rinsler, Bisham Consulting,44,Political Risks,Businesses find political risks hard to judge and most wish to ignore them However there are some recent examples that have highlighted the potential risks Trade quotas Instability Media activity on labour conditions How can you work with your clients to mitigate these risks?,2006 Stephen Rinsler, Bisham Consulting,45,Evaluation of Risk,Supply chain managers must be experts in risk analyses What is changing in my supply chain? Where do I have supply risks, manufacturing risks, etc Contingency planning: do I have any?,2006 Stephen Rinsler, Bisham Consulting,46,Risk Analysis,Outsourcing partners should take time and effort to highlight, resolve or build contingency plans for risks Understanding the risks together strengthens relationships, leads to longer business arrangements Joint analysis helps suppliers to know where the flash points in the relationship will occur,2006 Stephen Rinsler, Bisham Consulting,47,Risk Analysis (2),Value/ Impact,Risk,2006 Stephen Rinsler, Bisham Consulting,48,Risk Evaluation Tools,Process mapping Risk analysis at each point in the process What can go wrong? What are the boundaries of acceptable service? What influences success? Contingency planning Jointly with your client! Manage both your expectations,2006 Stephen Rinsler, Bisham Consulting,49,Strategic Agenda for Supply Chain Management,Supply Chain Complexity Stakeholders and Matrix Management Global Supply Chains Global Supply Chain Risks Measurement, Simplification and Improvement Change Management External Infrastructure Trends Collaboration,2006 Stephen Rinsler, Bisham Consulting,50,Measurement,What gets measured gets done! Aligned processes, aligned targets and objectives Open measurement and celebration of success Targets can be set by benchmarking How long does an order take to confirm? How many orders are delivered in full on time? etc Use parallel industries to benchmark,2006 Stephen Rinsler, Bisham Consulting,51,Simplification,Supply chains are a series of connected processes Each process has inputs and outputs Map them; follow the trail from the customer and their order backwards through your supply chain to your suppliers Question the managers and staff involved What inputs do they receive? Are they accurate and on-time? What inputs do they need? Which do they not need? What outputs do they provide to the next department/ process? What are the drivers in the process? How do they measure their success? Eliminate unnecessary processes Eliminate unnecessary data collection and recording Do I outsource?,2006 Stephen Rinsler, Bisham Consulting,52,Improvement,Several methodologies Analyse errors, improve processes to eliminate errors Total quality management Six-sigma etc All have the same ends Measure process efficiency Design process improvement through Kaisan, quality circles, etc. Calculate cost of change Gain agreement for change Implement improvements using project management techniques Measure improvement,2006 Stephen Rinsler, Bisham Consulting,53,Strategic Agenda for Supply Chain Management,Supply Chain Complexity Stakeholders and Matrix Management Global Supply Chains Global Supply Chain Risks Measurement, Simplification and Improvement Change Management External Infrastructure Trends Collaboration,2006 Stephen Rinsler, Bisham Consulting,54,Change Management,The life of a supply chain manager Change is relentless Change covers IT Warehouse technology Product changes Customer requirements Etc Supply chain managers must have structured mechanisms to deliver change successfully Use of external help,2006 Stephen Rinsler, Bisham Consulting,55,Review strategy regularly Logistics is not “constant” over time,.supply chains are continually changing (often in subtle ways) under pressure from market forces:,Sourcing,Assembly,Warehousing,Transport,Supplier,Customer,Competition M&A Restructuring,New products Changing needs Being agile Demand rise/