设计供应链以用来合理区分原始设备制造商的特点外文翻译.doc

设计供应链以用来合理区分原始设备制造商的特点外文翻译 标题:Making supply chain design the rational differentiating characteristic of the OEMs原文: The ownership of the parts manufacturers was consequently fused together into new global companies with significant technological and innovation capabilities. At the same time, the OEMs divested their components and sub-systems divisions in an effort to tap into the non-OEM automotive markets. These developments intensified the OEMs move to outsource the bulk of the manufacturing and design of the subsystems and components to their suppliers and, in effect, lost most of their manufacturing strength and bargaining power to them; the suppliers currently account for 28% of the total automotive industry profits as opposed to only 24% for the OEMs. The outsourcing trend has thus resulted in OEMs relinquishing their historical strategic role and to position themselves more like original brand manufacturers OBMs. These trends have contributed to an accelerated increase of the supply uncertainty in addition to the already recognized demand uncertainty. Various supply uncertainty reduction strategies have been designed in order to stabilize the planning process among which the most significant is the design collaboration which includes the sharing of NPI plans and even a joint NPI plans design. As the components and sub-systems are being outsourced, and the suppliers are leveraging the innovation and technological costs across OEMs, industry SC structure has also evolved into an extremely complex and intricate network in which all suppliers tend to have short-term relations with multiple OEMs. The result: any difference in quality, performance, safety, fuel efficiency, and amenities has been reduced significantlyThe OEMs, in many ways, have historically been treating SC design as atactical issue separate from concurrently designing the product and manufacturing process: after the concept design phase, the Purchasing Department would start continuous quest for the lowest cost components by establishing an optimum between the capacity and production costs, location of the suppliers facility, and ransportation and logistics costs Financial Times 2005. Chain performance would thus be measured in oversimplified and sometimes counterproductive cost reduction-based termsHowever, the performance measures that emphasize mainly costs distort the way in which the chain members reach key decisions concerning which customers are the most important and therefore the most profitable to serve. The fundamental problem of cost-centric measures is its focus on individual costs minimization rather than on the imization of value to end customers see e.g. Simaputang and Sridharan 2002 for details on the advantages of collaboration and cooperation in SCM.While the cost-centric measures might still be acceptable for components with low strategic importance, low customer visibility and low clock speed e.g. nuts and bolts, they are far less appropriate for those with high clock speedThe lessons learned from fast moving industries such as Dell, Nike and Li & Fung teach us that the companies that have successfully outsourced their manufacturing in order to lower their costs and increase their flexibility concomitantly created extremely valuable SC controls that led them to remain the dominant player of the SC. This in turn has permitted these companies to further differentiate themselves from their competitors and has allowed them to maintain a sustainable competitive advantage. Not following the strategy of implementing SC controls, on the other hand, has severely limited the ability of the OEMs to make the fundamental SC design and synchronization decision and has ultimately caused them to lose their role as integrators within the value chain To maintain their role as value chain integrators, the OEMs should put more emphasis on the restructuring of their existing SC; the industry has to shift its differentiation focus into the realm of SC design and synchronization. This implies that the supplier selection decisions should be guided not only by operational factors but also by strategic factors such as flexibility, the capacity to innovate, and the suppliers business-technology alignmentWhen the development of the SC becomes integral to the NPI process, then the suppliers responsibilities at different stages of product and process designs could be clearly acknowledged depending on the strategic importance and the clock speed of different components and sub-systemsIn fact, in our opinion, the design of the SC links that precede the final assembly should be considered as the rational differentiating characteristic of the OEMs from an operational point of view agility, innovation, quality and reliability. Styling, an distribution channel design and management the post-OEM assembly operationsare the emotional differentiating characteristics from a brand perspective. Classifying components based on their clock speed The barriers to clock speed, the dampeners, are the complexity of the product architecture and the organizational inertia of the OEMs. The up-stream rates of technological innovation, which are dictated by the customer demands and the industry competitiveness, are accelerating as they cascade down the supply chain. In order to capitalize on this down-stream acceleration, the OEMs have to modularize their products architectureAs mentioned, there are different clock speeds for different auto sub-systems and components. To illustrate, we can consider 10 of a vehicles most representative components. The sheet metal and the hardware screws, bolts, nuts, rivets, etc. have the lowest clock speed because these components rate of change and innovation is relatively low. Sheet metal and automotive hardware is produced in large-scale manufacturing facilities with very little flexibility. The engineering efforts are focused on efficiency and optimization of processes and not on new product design. At the concept design stage all the product and process characteristics are well known and can be easily planned for. To a lesser extent, the same is valid for glass and other automotive construction materials such as steel, aluminium, rubber and plastic The non-functional structural components like the frames, sub-frames, rear axels, suspension components and the seats are located in the middle of the scale. These components are fabricated in large batches and the engineering efforts are focused both on improving efficiency as well as product innovation and quality. Some product attributes need to be designed and developed after the concept design phasebut in general the approach is conservative and incremental to current designs and processesExterior and interior ornamentation components and colors are closely related to the latest design trends and, as a result, they are associated with a higher clockspeed than the other components. During the concept phase the design fashion trends are still evolving but the core product attributes plastic moulds, pigments, etc. are known, as are the basic manufacturing processes. The batches are smaller than the ones used for the previous components in order to ensure flexibility The electronic components and software have the highest clockspeed among the automotive sub-systems. During the concept design phase only the performance specifications can be determined. Even these specifications are subject to changepending technological advancement during the design phase as well as the social preferences of the customersIn the automotive industry the highest financial burden is created by the huge time gap between the capital investment and the moment of the first sale. This creates an acute need for accurate sales volumes predictions and, even more importantly ,sales option mix. The base models volumes with lower sticker prices and profitability are easier to predict than the high option content vehicles which bring in the most profits. In general, the higher the clockspeed the less predictable the demand becomes. The clockspeed of the components and their associated clock speed scores are instrumental in prioritizing the product design, process capacity planning and SC coordination activities during the NPI concept design phase.Classifying components based on their strategic importance From the government requirements and customer preferences point of view, the components and sub-systems could also have different strategic importance to the OEMs. In fact, as we will show later, the make or buy decisions as well as thedesign of the SC during the concept phase of the NPI also require a greater understanding of the components strategic importance. How could we organize these strategic differences? Generally, the architecture of a product is considered a constraint for the sourcing decisions. In the openarchitecture the one whose specifications are public, as long as the performance specifications of a product are met then the manufacturing process could be spread outside the boundaries of one corporation. One of the great advantages of an open architecture is that anyone can design add-on products for it. By making architecture public, however, a manufacturer allows others to duplicate its product. Bicycles and PCs are excellent examples of modular products with open architectures. Putting together standardized parts will result in the final product. Naturally, the extreme complexity of a vehicle 4,000?5,000 main components and up to 20,000 parts and the inherited integral character of the system make it difficult to develop robust interfaces and performance specifications to serve as a development base for the individual sub-systems and components functional specifications. However, the applicability of the open architecture concept to auto manufacturing is a growing phenomenon. Today, the Open Source design and manufacturing of an entire vehicle may be a concept of the future, but in the realm of low strategic importance components it is very much a current event see Blankmanet al. 2002 for detailsIn North America, although the OEMs are gradually opening up the architectural dimensions of their products to their suppliers, it is safe to argue that today the auto industry is more of a hybrid between open and closed architecturesponents with relatively low strategic importance that do not contribute to the differentiation of the products e.g. sheet metal, hardware and glass are excellent candidates for open-source car designed manufacturing。Concluding remarks Historically, the automotive manufacturers quest for lower cost causes an intricate network of temporary alliances and ephemeral relations and leads to a lack of common product, manufacturing and SC design strategy between the suppliers and the OEMs which dilutes the OEMs technological competitive advantages and erodes their product development tacit knowledge. The NPI 3D-CE model allows the OEMs to prioritize the allocation of resources for concept development not only at the final product stage but also at the sub-system or component level and create a portfolio of order winner 3D?CE designs, developed and owned jointly by the OEMs in conjunction with their suppliersAfter the outsourcing of significant portions of the manufacturing and product design activities, SC design has become the most important differentiating factor intodays competitive climate. To reinforce their role as the value-chain integrator and to maintain a controlling position in its design and synchronization, the OEMs have to permit the NPI process to become three-dimensional thus including SC design in addition to product and process design. Based on our investigation, we believe that our proposed framework will allow the OEMs to gain flexibility in the planning of their capital investments and to attain imum effectiveness and efficiency. By leveraging a more efficient and effective NPI, it is possible to maintain a positive cash flow during the low economic growth periods and imize their profitability in peak economic periodsAlthough our research is based on observations form the North American auto industry, we believe our findings nevertheless, generalize to all the automakers as they experience similar challenges and issues. Furthermore, in our opinion, the proposed framework can be applied outside of the automotive industry to any other complex, mass-produced products such as appliances, military products and industrial equipment as well as to telecommunications and consumer goods. Since the framework was developed based on the components characteristics, different quadrants or a reduced format of the framework could apply to different products that match its criteriaFinally, the research reported in this paper will lend itself to generating hypotheses on the linkage between breakthrough product development and supply chain structure. Furthermore, it will serve as a basis of further research on analyzing 2782 H. Noori and D. Georgescu the quantitative aspect of the integration of learning-based new product development and supply chain management The constructive suggestions made by the anonymous reviewers are greatly appreciated. This research was partially supported by the Laurier Chair in Enterprise Integration and Technology Management.出处:Noori, H.1 hnooriwlu.caGeorgescu, D.1International Journal of Production Research; J May2008, Vol. 46 Issue 10, p2765-2783, 19p标题:设计供应链以用来合理区分原始设备制造商的特点译文: 零部件公司的所有权最终归具有创新能力和显著技术的跨国公司所有。与此同时原始设备制造商为了进军非原始设备制造商的汽车市场,加强投资,让别人帮忙生产制造。这些发展加剧了原始设备制造商外包的数量。但是这个又很大程度上导致了他们逐渐的失去了生产力和讨价还价能力。供应商所赚利润占整个汽车市场总利润的28%,而相反的是原始设备供应商却只占总利润25%。外包潮流的不断发展,让原始设备制造商放弃原来的角色,把自己定位为拥有自己品牌的供应商。 这些趋势导致了供应的不确定性的增加。各种用来减少供应的不确定性的战略已经被设计,并用保持供应的稳定性,其中最重要的是协同计划它主要包括新产品计划甚至是一起来进行新产品的设计。 由于组件和子系统都外包给了供应商,所以供应商可以任意地利用原始设备制造商的先进技术和资金,这使得整个产业链变得错综复杂。所有供应商往往有多个短期的关系原始设备制造商。这导致的结果是汽车在质量、性能、安全、燃料的使用效率之间的差异越来越小,越来越走向同质化时代。 原始设备制造商历来把价值链的设计当作一个至关重要的部分,因为他可以让产品设计和具体的制造工艺分开来。产品概念设计出来之后,采购部门将会努力的去寻找最低的成本组合,通过考虑能力和生产成本等因素,选择合适的供应商,选择合适的运输和方式。但是供应链的功能被这样过于简单的应用,有时会导致出现相反的结果。 价值链成员得到他们认为最关键的信息,他们认为顾客是最重要的,因此最赚钱方式便是服务顾客。而关于中心成本的衡量的遇到的基本问题是,产业链成员过分追求个人成本的最小化,而不是追求终端顾客的价值的最大化。它是关于充分利用协作和合作在供应链中的情况。 快速发展的行业(比如戴尔,耐克鞋等)让我们来了解到公司实行外包是为了降低的成本,增加他们的灵活性与此同时创造更大的价值。很好的控制供应链,使他们成了供应链中具有支配地位的一员。这些反过来又可以让他们进一步和他们的竞争对手区分开来。让他们保持可持续的竞争优势。不遵守上述策略来实施供应链控制,严重地限制了原始设备制造商的关于供应链的决策能力,这将最终导致他们失去价值链中作为控制者的角色。 为了保持他们在价值链中作控制者的角色,原始设备制造商应该着重于注重现有价值链结构的调整,集中注意力于供应链的设计和规划领域。这意味着应该他们在选择供应商时,要考虑更多的因素,比如供应商的灵活性,创新能力,业务和技术等相应能力。当供应链的发展变成新产品导入的一部分,在产品和生产设计的不同阶段供应商的责任会依据战略的重要性和不同组件和子系统的计时速度被清楚的告知。 事实上,在我们看来,设计供应链的链接,它领先于组装,应该被视为原始设备制造商特征的合理的鉴别,从运作的观点来说的话(敏捷、创新、品质和可靠性)的样式化,一个分销渠道设计及管理,是从一个全新的情感角度来区分特点的。 基于他们的分类组成和时钟速度 记时速度的障碍,是原始设备制造商的产品结构和组织惯性的复杂性。当他们倾泻向下级的供应链时技术创新的上游利率正在加速增长,这是由客户需求和行业竞争力决定的。为了利用这一下游的加速,原始设备制造商需要模块化他们产品的架构。 如前所述,不同的汽车子系统和组件的是有不同的时钟速度的。为了说明这一点,我们可以考虑选择车辆的10个最有代表性的组成部分来说明。板材和硬件(螺丝,螺栓,螺母,铆钉等)具有最低的时钟速度,因为这些组件的变革和创新的速度是比较慢的。板材及汽车硬件的大型生产设备具有很少的灵活性。该工程工作的重点是效率和流程优化而不是新产品的设计。在概念设计阶段,所有的产品和工艺特点都是被大家所了解的,而且是可以很