供应链管理的策略架构Word文档.doc

供應鏈管理的策略架構A Strategic Framework for SupplyChain ManagementAnthony Han Chopra & Meindl CH. 1-3Rev. 2004 1 11E5Outline綱要 A supply chain strategyframework (Ch1) Two Process Views Cycle View Push/Pull View Achieving Strategic Fitand Scope (Ch 2) Supply Chain Driversand Obstacles (Ch3) Trade-off Efficiency andResponsiveness 供應鏈策架構(Ch1) 個觀點 週期觀點 推觀點 策定位(Ch 2) 驅與阻(Ch3) 效與回應間之權衡Flows in a Supply Chain供應鏈內的流動CustomerInformationProductSupplier Cash/Funds(Transaction)*日本物協會: 物; ; 商; 情報Cycle View of A Supply Chain供應鏈的週期觀 Order Cycle (in general)-order transmission-order processing-order preparation-order shipping Cycle View (pp. 8-12)-Divide into (order) fourcycles-Good for operationaldecisions 訂單週期時間-訂單傳輸-訂單處-訂單準備-訂單送貨 週期觀-分為四個週期-適於公司企業作業決策Four Cycles of Supply Chain供應鏈四個週期Customer Order CycleReplenishment CycleManufacturing CycleProcurement CycleCustomer顧客Retailer售商Distributor通商Manufacturer 製造商Supplier供應商顧客訂單週期補貨週期製造週期採購週期-訂單由“再訂貨點”啟動-用生產製造交單，而非運送-主要為計畫性生產用供應鏈週期Prof. A. Han-啟動供應鏈的價值創造供應商顧客原成品製造商WIP WIP採購週期製造週期補貨週期顧客訂單週期通商D RFG FG成品Supply Chain DrawingPush/Pull Process View推/拉的流程觀 Divide by OP (OrderPenetration) point Sharman Push Process (Speculation) Before OP point Process in anticipation ofcustomer orders Pull Process(Postponement) After OP point Process in response ofcustomer orders Push/Pull View is good forstrategic planning 由OP訂單穿透點區分 推的程(先為) 在OP點前 為預期客戶訂單準備 的程(延遲) 在OP點之後 為回應實際訂單的需求 推現象有助於供應鏈(跨企業)策規劃Push and Pull View of A Supply Chain供應鏈的推拉流程示意圖Procurement,Manufacturing andReplenishment cycles-Customer Order Cycle-Order Fufillment(交單)Customer OrderArrivesPUSH PROCESSES PULL PROCESSESOP Point訂單穿透點補貨、製造、採購週期-顧客訂單週期實際展開是一個網，有多個OP穿透至同協廠商，平啟動的程The Importance of Supply Chain供應鏈的重要性 Dells Success Quaker Oats Lesson(p.17) $1.7B bought Snapplein 1994.12. Two distinct supplychains Cant create synergyand SC value Sold to Triarc about$300M 1997.4. 成功案：Dell 失敗案：桂格麥片 1994以17億美元購入Snapple 個同性質的供應鏈 無法創造績效與價值 1999以300萬美元賣出.Examples of Supply Chains供應鏈實例 Micron Electronics: DirectSales Manufacturing 7-Eleven: Convenience Store W.W. Grainger / McMaster-Carr: MRO Toyota: Global AutoManufacturer Amazon / Borders / Barnesand NobleWhat are some key issues inthese supply chains?-Very Good for Groupdiscussion- Micron直銷電子商務 統一超商商店 Grainger / McMaster-Carr組修件器材商 豐田汽製造 亞馬遜網書店上述供應鏈的關鏈何在?Strategic Fit of a Supply Chain供應鏈的策略配適(Chapter 2) Company Strategy:(mission/vision) Define targetcustomers to satisfythrough its productsand services Supply Chain StrategyMUST supportCompany/CorporateStrategy(第二章) 公司策：(任務/願景) 定義目標顧客 用產品與服務去滿足 供應鏈策必須要支持公司企業的策Business (Competitive) Strategy企業策略實例Examples: Wal-Mart: EverydayLow Price; ProductVariety McMaster Carr: NextdayDelivery; ProductVariety Dell: Customization Compaq: Availability 7-Eleven:Convenience(Time/Place Utility)實： 沃瑪：每天低價產品多樣 McMaster Carr：次日送達產品多樣 Dell：客製化 Compaq：現貨性 7-Eleven：性(時間/空間效用)How to Achieve Strategic Fit如何達到策略配適1. Understanding the Customer2. Understanding the Supply Chain3. Make Strategic Fit1. 瞭解客戶2. 瞭解供應鏈3. 進策配適Step 1: Understanding the Customer瞭解客戶 Lot size批 Response time回應時間 Service level服務水準 Product variety多樣化 Price價格 Innovation創新ImpliedDemandUncertainty隱含的需求確定性 Customer Demand Attributes客戶需求屬性Impact of Customer Needs客戶需求的影響Low低High高價格Price回應性ResponsivenessCustomer Need客戶需求隱含的需求定性Implied Demand Uncertainty洗衣粉Detergent服飾High FashionImpact of Customer Needs on Implied DemandUncertainty Table 2.1 p.30Step 2: Understand the Supply Chain瞭解供應鏈 Supply Chain (Performance) Attributes供應鏈(績效)屬性 Response time 回應時間 Service level服務水準 Product variety 產品多樣性 Price價格 Innovation創新Supply ChainResponsiveness供應鏈回應性Cost-Responsiveness Efficient Frontier成本-回應的效率前緣低高低高回應性Responsiveness成本效CostEfficiencyShowing highest possible cost-efficiency fora given responsiveness level顯示對應固定回應水平上最高的成本效Upgrade by technology由科技提升Step 3: Achieving Strategic Fit完成策略配適隱含定性回應型供應鏈效型供應鏈確定性需求確定需求回應性策適合的區域BarilliaDellBarillaThe Choice of ItalyStrategic Positioning on the Frontier前緣上的策略定位低高低高回應性成本效回應化效化14. Other Issues About Strategic Fit策略配適相關問題 Multiple products andcustomer segments Product life cycle Competitive changesover time Outsourcing andAlliances 多產品線與多客群 產品生命週期 隨著時間變化的競爭 外包與盟Supply Chain Drivers and Obstacles供應鏈驅力與阻礙(Chapter 3) Supply Chain Drivers Major Factors Impact SCPerformance Inventories Transportation Facilities Information(第三章) 供應鏈驅 影響供應鏈績效的主要因素 庫存 運輸 設施 資訊INVENTORY庫存 Components of InventoryDecisions Cyclic (Periodic) Inventory Safety Stock Seasonal Inventory Impact More inventory: highercosts, betterresponsiveness 庫存的組成 週期性庫存 安全存貨 季節性庫存 影響 高存貨、高成本、反應快TRANSPORTATION運輸 Components ofTransportation Decisions Mode: Air, Truck, Rail,Ship, Pipeline, Internet NetworkRouting/Scheduling In-house or Outsource Trade-off Speed vs. Cost Responsive (Customize)vs. Efficiency 運輸的要件 運輸方式：空運、卡、鐵、船運、管線、互網 輛線與排程 自營或外包 權衡 速與成本 回應性（客製化）與效FACILITIES設施 Production/StorageFacilities Components of FacilityDecisions Location Capacity (Efficiency vs.Flexibility) Manufacturing/Warehousing MethodologySKU Storage, Job LotStorageCross-docking 生產製造設施與儲存設施 要件 地點位置 能（效貨彈性） 製造/倉庫方法SKU 儲存，批儲存（穿越碼頭）直接換裝INFORMATION資訊 Key to connect SC stages “Glue” of SC processinterface Information Decisions Forecasting; AggregatePlanning; Coordination andinformation sharing Enabling Technologies EDI, Internet, ERP, SCMSoftware, 結供應鏈同環節的關鍵 供應鏈程界面的“膠著劑” 資訊決策 預測：總體計畫；協調與資訊分享 促成技術 電子資交換（EDI）互網，企業資源規劃（ERP）、供應鏈管軟體Components of Information Decisions資訊決策要件 Push vs Pull Push requires information inform of MRP to take theMaster production scheduleand roll it back, creatingschedules for suppliers withpart types, quantities, deliverydates, Pull system requiresinformation on actual demandto be transmitted extremelyfast through the entire supplychain so that production anddistribution of parts andproducts can accurately reflectthe real demand. 推式與式之對比 推式需要主生產排程提供MRP格式的資訊，推展出相關資訊 式需要實際需求的資訊，儘速向上傳遞給供應鏈個環節Considerations for Supply Chain Drivers供應鏈驅力的考量Driver驅Efficiency效Responsiveness回應Inventory庫存Cost of holding（增加）庫存成本Availability提高現貨性Transportation運輸Consolidation併裝（低成本）Speed快速（提高成本）Facilities設施Consolidation /Dedicated 集中/專注Proximity / Flexibility分散彈性Information資訊What information is best suited for eachobjective 適當的資訊滿足同目標Supply Chain Decisions供應鏈決策Strategy(Design)PlanningOperation策層次(系統設計)規劃層次作業層次Strategic Structure SC Drivers:驅動的策略結構 Case of Wal-Mart (p.51) Goal: Low-cost retailerw/wide variety SC Strategy: Efficiency alsoresponsive Structure Inventory- Crossdock(efficiency) Transportation- Own fleet(responsiveness) Facility- Centralized DC(efficiency) Information- ECR, POS,(efficiency /responsiveness) 以沃瑪為 目標：低價多樣 策：效回應兼顧 結構 庫存直接換裝（效） 運輸自營隊（回應） 設施中央倉庫（效） 資訊ECR、POS(效與回應)Major Obstacles to Achieving Fit策略配適的主要障礙 Multiple owners / incentives ina supply chain Increasing product variety /shrinking life cycles / customerfragmentation 同環節，同業主，同誘因 多樣化趨勢/生命週期縮短/顧客區隔Increasing implied uncertaintyLocal optimization and lack ofglobal fit局部優化而非全面配適需求定性日增Tailored Logistics量身訂製的物流供應 A single supply chain will faildifferent customers onefficiency or responsiveness orboth. Each Logistically DistinctBusiness (LDB) will havedistinct requirements in termsof Inventory Transportation Facility Information See Fisher, “What the Right SupplyChain for your Product,” HarvardBusiness Review, 1997. 單套供應鏈必然無法滿足同客戶效或回應的需求 視客群特性，區分同之“物事業群（LDB）”部署同的 庫存 運輸 設施 資訊Summary小結 Two views of a supplychain A strategic framework:Achieving fit -Efficiency/Responsiveness and Supply chaindrivers Tailored logistics Yet to learn toovercome obstacles 種供應鏈的程觀 策配適：佈置供應鏈驅合目標客戶群效與回應的需要 身訂做的物 如何克服阻礙仍待探討Order Penetration Points Sharman, 1984Stock pointsSupplierMakestandardproductto planMakestandardmodolesto planOP 1Sell fromstockMakepartsto planOP 4Make toorderOP 5Design andmake toorderOP 3Assembleandsell fromstock of partsOP 2Sell semicustomizedsystem fromstockSm