供应链物流管理第四章.ppt

Chapter4ProcurementandManufacturing 1 Outline DimensionsofProductQualityProcurementManufacturingLeanandSixSigmaLogisticalInterfacesSummary 2 Figure2 2LogisticalIntegration 3 Threeperformancecycleswereidentifiedthatmustbelinkedthrougheffectivelogistics ProcurementcyclelinksanorganizationwithitssuppliersThemanufacturingsupportcycleinvolvesthelogisticsofsupportingproductionThecustomeraccommodationcyclelinksafirmwithitsmarkets 4 review P41Theperformancecyclerepresentstheelementsofworknecessarytocompletethelogisticsrelatedtocustomeraccommodation manufacturing orprocurement 5 4 1Howtomeasuredimensionsofproductquality PerformanceThemostobviousaspectofquality Anitemmayactuallyhaveseveralperformancedimensions 电脑 运行速度 内存 硬盘容量 外观等Internalmemory harddiskcapacity andnumerousotherperformancefeatures 6 4 1Howtomeasuredimensionsofproductquality Reliability可靠性 thelikelihoodthataproductwillperformthroughoutitsexpectedlife 在产品的预期寿命内 该产品正常工作的可能性 购买后的维修次数 Durability耐用性 是产品的实际使用寿命 Itreferstotheactuallifeexpectancyofaproduct Durabilityandreliabilityaredistinctbutinterrelatedaspectsofquality 7 4 1Howtomeasuredimensionsofproductquality Conformance一致性 conformancereferstowhetherafirm sproductsactuallymeettheprecisedescriptionorspecificationsasdesigned 实际产品是否真正满足设计的标准和要求 废品率 返工率或缺陷率 Features功能Aesthetics美观Serviceability可维护性Perceivedquality品质认知度 8 Totalqualitymanagement Aphilosophybyamanagerialsystem 1 topmanagementcommitmentandsupport 高层领导的承诺和支持 2 maintainingacustomerfocusinproduct service andprocessperformance 用户对产品 服务和运作过程的关注 3 integratedoperationswithinandbetweenorganizations 企业内部 企业之间的一体化运作 4 commitmenttocontinuousimprovement 对于不断改进的承诺 9 质量标准ISO 10 4 2Procurement Importanceattributedtoseveralfactors 第一 thesubstantialdollarspendforpurchasesofatypicalorganizationandthepotentialdollarsavingsfromaviableprocurementstrategy 可行的采购策略可以节约大量资金 第二 企业日益重视外包策略 Why 11 answer Theamountspentonprocurementhasincreasedsignificantly Firmsspinofffunctionstosupplierstofocusinternalresourcesoncorecompetencies So moremanagerialattentionmustthenbefocusedonhowtheorganizationinterfacesandeffectivelymanagesitssupplybase 12 Procurementperspectives Theemphasishasshiftedfromadversarial transaction focusednegotiationwithsupplierstoensuringthatthefirmispositionedtoimplementitsmanufacturingandmarketingstrategieswithsupportfromitssupplybase 从供应商处取得足够的支持 13 Procurementperspectives Continuoussupply一旦原材料或零部件出现缺货 会造成生产计划的中断 带来预期之外的损失 MinimizeinventoryinvestmentOnegoalofprocurementistomaintainsupplycontinuitywiththeminimuminventoryinvestmentpossible 在保证持续供应情况下 尽可能地降低库存投入 Thisrequiresbalancingthecostsofcarryingmaterialagainstthepossibilityofaproductionstoppage 停产 14 Procurementperspectives Qualityimprovement提高质量Supplierdevelopment供应商的开发Itisimportanttodevelopcloserelationshipswiththosesuppliersinordertoshareinformationandresourcestoachievebetterresults Lowesttotalcostofownership所有权总成本的最小化 15 Lowesttotalcostofownership Purchaseprice serviceprice lifecyclecostsBidding purchaseprice discounts批量折扣与库存持有成本与运输成本Forthebenefitsofquantitydiscountstobefactoredintothetotalcost thebuyermustquantifyinventoryholdingcosts Suppliertermsofsaleandcashdiscountstructuresalsoimpactthetotalcostofownership Transportationcosts表4 1所有权总成本的构成部分 16 所有权总成本最小化 第一 传统采购模式中 买卖双方相互对立 敌对的谈判关系 仅重视采购价格 忽视订货数量等物流成本的影响等 第二 当今采购模式重视所有权总成本最小化 体现在如下 关注卖方的购买价格和折扣 数量折扣和现金折扣 关注库存成本 订货量增大导致其上升 关注卖方的促销方式和现金折扣 立即支付折扣的优惠 17 Tobecontinued 订单数量 不同批量的订单处理等物流成本的综合考虑 关注增值服务 比如交货方式和条件 特殊包装和组装加工 等等 需要将采购价格和增值服务价格分开来考虑 选择最小总成本 关注产品的生命周期成本 产生于接收产品之前 过程中 很久之后等 包括各种与采购有关的管理费等 18 4 2 2ProcurementStrategies Volumeconsolidation批量合并Multiplesources传统观点 多供应商最佳采购策略Lowprices Potentialsupplierswerecontinuallybiddingforabuyer sbusiness Reducethebuyer sdependence Maintainingmultiplesourcesreducesthebuyer sdependenceonanyonesupplier 19 and Volumeconsolidation现代观点 批量合并 增加谈判筹码 但风险会增加 故应对供应商要进行严格筛选 选择和认证Itincreasesthebuyer snegotiatingstrengthinrelationshiptothesupplier Providesanumberofadvantageforthosesuppliers Itallowsthesuppliertoimproveeconomiesofscalebyspreadingfixedcostoveralargervolumeofoutput Riskincreases Supplybasereductionprogramsarealmostalwaysaccompaniedbyrigoroussupplierscreening selection andcertificationprograms 20 SupplierOperationalIntegration Manydifferentforms 1 intoanother ssalesandorderinginformation 允许卖方进入自己的销售和订单信息系统 Detailedsalesinformation Costreductionoccursbecauseofreducingrelianceoncost inefficientpractices suchasforecastingandexpediting 21 SupplierOperationalIntegration Manydifferentforms 2 workingtogethertoidentifyprocesses Continuousreplenishment Vendor managedinventory 22 SupplierOperationalIntegration Manydifferentforms 3 Two waylearning 双向学习来实现降低总体成本降低的目的 23 Whataretheobjectivesofoperationalintegration CutwasteReducecostDeveloparelationshipthatbothbuyerandsellertoachievemutualimprovements 24 Tobecontinued Valuemanagement一种更为深入的供应商整合运作 不仅关注买卖双方的运作流程 更将目光聚焦在如何建立更加广泛和持久的合作关系上 Focusonbuyer selleroperationstoamorecomprehensiveandsustainablerelationship Figure4 2showshowearlysupplierinvolvementcanbecriticalinachievingcostreductions 25 Figure4 2FlexibilityandCostofDesignChanges 26 AVATER 27 TheParetoeffectinprocurement Asmallpercentageofthematerials items andservicesacquiredaccountforalargepercentageofthedollarsspent 数量很少的原材料 部件和服务占用了较多的投资金额Manyfirmshavepayattentiontosegmentedpurchaserequirements 28 4 3Manufacturingperspective 公司的制造竞争力影响因素包括 Brandpower品牌影响力Volume生产规模 规模经济的含义 Varity产品的多样性 范围效益 电子产品 服装 玩具等 Constraints TOC theoryofconstraints 能力制约 生产能力 设备 建设转型等 Leadtime operationalandinteroperationaltime 提前期 29 manufacturingstrategies ManufacturingprocessJobshop 单件生产Batch 批量生产 小批量地切换生产不同产品 Lineflow流水线生产 生产有大量需求的一系列产品 形成品种有限的标准化产品 Continuous连续性生产 30 Alternativemanufacturingstrategies MTP make to plan make to stock作成存货 itsstrategiesarecharacteristicofindustriesexploitingeconomyofscalegainedfromlongproductionruns MTO make to order itsstrategiesseektomanufacturetocustomerspecification 31 Tobecontinued ATO assemble to order baseproductsandcomponentsaremanufacturedinanticipationoffuturecustomerorders however theproductsarenotfullyassembledorcustomizeduntilacustomer sorderisreceived 生产出基本产品和部件 订单到后再组装 32 question MTO的缺点是什么 MTOrequireslessfinishedgoodsinventorythanMTPandATOstrategies however itrequiressignificantcomponentinventoryandmayresultinhigh costcustomeraccommodation 33 Totalcostmanufacturing 34 LeanSystemsSixSigma内涵是什么 35 4 4logisticalinterfaces WhetherthemanufacturingstrategyisMTO ATO orMTP logisticslinkssuppliersandcustomerswithmanufacturingprocesses 36 JITMRP 37 JIT JIT原理和目标JustinTime 首创于20世纪50年代日本丰田汽车公司 1972年以后被广泛应用于日本汽车和电子工业 此时被称为 丰田生产管理系统 JIT的原理 企业的物料供应 生产和销售应形成连续的同步运动过程 仅把所需的原材料运送至加工场所 立即加工成零件 依据需求有效组织生产 所需零件立即被装配成组件 而后被装配成制 38 成品 随即销售 整个企业的物料供应 生产和销售 既无延迟也无积压 JIT管理的优点 消除积压 加速资金周转 有效降低成本 供应 生产和销售信息快速传递和反馈 及时发现质量问题并能迅速查找原因 缩短了生产周期 提高交货能力和可靠性 从而大大增强了对市场需求波动的应变能力 JIT管理的目标 消除浪费 优化程序 提高效率 39 40 41 Exercises1 Whydoesthecontemporaryviewofprocurementasastrategicactivitydifferfromthemoretraditionalviewof purchasing 42 Purchasinghasbeentypicallyviewedasalow levelmanagerialactivityresponsibleforexecutingandprocessingordersforotherdepartmentsoftheorganization Itsrolewastoobtaintheresourceatthelowestpossiblepricefromthesupplier Procurementontheotherhandhasamorestrategicrolethatemphasizesonestablishingrelationshipsbetweenbuyersandsellers Theneedforprocurementaroseduetotherecognitionofsubstantialdollarvolumeofpurchasesandthepotentialdollarsavingsfromthisstrategicapproach 43 2 Howcanstrategicprocurementcontributetothequalityofproductsproducedbyamanufacturingorganization 44 Thequalityofthefinalproductdependsonthequalityofpartsormaterialsthatgoesintomakingit Howeverensuringthequalityofindividualitemmaynotbethesufficient becauseithasbeenobservedthatifastandardpartisprocuredfromdifferentsuppliers itispossiblethatthefinalproductmayencounterqualityproblems Bymaintainingaqualityperspectivewiththesuppliers strategicsourcingcanmakeasubstantialimpactonthesavingcostfortheorganization 45 3 Explaintherationaleunderlyingvolumeconsolidation Whataretherisksassociatedwithusingasinglesupplierforanitem 46 Volumeconsolidationisoneofthemostcommonprocurementstrategiesthatisusedbyfirms Byconsolidatingitspurchasevolumethebuyingcompanycanleverageitsshareoftheshipper sbusiness Italsogivesthebuyeragreaternegotiatingstrength Fromtheseller sperspective suchanarrangementcanoffergreatereconomiesofscalebybeingabletospreadthefixedcostsovergreatervolumeofoutput Moreover ifthelargevolumeofbusinessisassuredtothesupplier itwillbewillingtoinvestinimprovingitsprocessesandcustomerservice Manycompanieshavegeneratedalotofdollarsavingsbyadoptingthisstrategy 47 Theremayberisksassociatedwithhavingasinglesupplierforanitem Intheeventofanydisruptioninsupply thebuyingcompanydoesnothaveanyalternative Moreoverduetolackofcompetition thesuppliermightchargehigher Thereforecompaniesshouldundertakerigorousscreeningtodeterminethestrategicsuppliersandratherthanhavingonlyonesupplierfortheitems theyshouldaimforasmallpoolofsuppliers 48 4 Howdoeslowesttotalcostofownershipdifferfromlowestpurchaseprice 49 Purchasepriceisoneofthemajorconcernsofprocurementsofirmstypicallytrytonegotiateforthelowestprice Theyalsotrytogetquantitydiscountsandassociatedlogisticalbenefitsoutofthepurchaseprice Apartfromthestandardservices therecouldbeothervalue addedservicesthatareofferedbythesellers Forexampleasellermaydelivertruckloadsofmaterialasastandardservice howeverdeliveryofsmallerandmorefrequentshipmentswouldrepresentadifferentlevelofservicethatwouldcomeatacosttothebuyer Itisimportanttounderstandthetrade off