Chapter_1__Introduction_to_Supply_Chain_Management.ppt

supplychainmanagement yuhuazhangprofessorofguangdonguniversityofforeignstudiestel 020 39328850e mail zhyh58 references designingandmanagingthesupplychain davidsimchi levietal mcgrawhill 2011 supplychainmanagement mashihua highereducationpress 2011 supplychainmanagement strategy planning andoperation sunilchopraetal prenticehall 2011 supplychainmanagementfromvisiontoimplementation stanleye fawcettetal prenticehall 2007 evaluationmode checkonclassattendance 50 finaltest 50 experiment attendance 10 participatein 60 labreport 30 chapter1introductiontosupplychainmanagementchapter2inventorymanagement supplycontractsandriskpoolingchapter3logisticsnetworkconfigurationchapter4thevalueofinformationchapter5supplychainintegrationchapter6strategicallianceschapter7procurementandoutsourcingchapter8internationalissuesinscmchapter9designforsupplychainmanagementchapter10pricingandcustomervalue chapter1introductiontosupplychainmanagement copyright whatisasupplychain scmarchitecturestrategiesforscmwhysupplychainmanagement keyissues outline copyright 1 1whatisasupplychain thesystemofsuppliers manufacturers transportation distributors andvendorsthatexiststotransformrawmaterialstofinalproductsandsupplythoseproductstocustomers whatisscm buying whatisscm selling making moving warehousing scmisabusinessnetworkcoveringfrombuying making moving warehousingtoselling scm copyright whatisthegoalofsupplychainmanagement supplychainmanagementisconcernedwiththeefficientintegrationofsuppliers factories warehousesandstoressothatmerchandiseisproducedanddistributed intherightquantitiestotherightlocationsattherighttimeinordertominimizetotalsystemcostsatisfycustomerservicerequirements copyright thepowerandthepotentialimpactofsupplychainmanagementtomakeorganizationsmoregloballycompetitiveandtoincreasemarketsharewithconsequentimprovementinshare holdervalue supplychainmanagementconcept copyright developmentoftheconcept anumberofstudiesdoneduringthe1950sand1960sindicatedthepotentialofthesystemsconceptifitwereappliedinbusiness relatedsituations thefocusofphysicaldistributionmanagementwasonthesystemcostsandanalyzingtrade offscenariostoarriveatthebestorlowestphysicaldistributionsystemcost thesystemrelationshipsthatexistamongtransportation inventorylevels warehousing exteriorpackaging materialshandling andcustomerservicecostcenterswereanalyzedandevaluated theinitialfocusonphysicaldistributionoroutboundlogisticswaslogicalsincefinishedgoodswereusuallyhigherinvalue whichmeantthattheirinventory warehousing materialshandling andpackagingcostswererelativelyhigherthanforinboundrawmaterials copyright developmentoftheconcept the1980swereadecadeofchangewiththederegulationoftransportation financialinstitution andthecommunicationindustry thetechnologyrevolutionwasalsowellunderway duringthe1980s thebusinesslogisticsorintegratedlogisticsmanagementconceptdevelopedinagrowingnumberoforganizations logisticsinitssimplestformaddedtheinboundsidetooutboundlogisticsofphysicaldistributionmanagement theunderlyinglogicofthesystemsconceptwasalsotherationaleforthedevelopmentofthelogisticsmanagementconcept becauseinadditiontoanalyzingtrade offsfortotalcostitcouldalsoincludethevalueordemandaspectsofcustomerserviceeffectiveness copyright developmentoftheconcept after1990s supplychainmanagementcanbeviewedasapipelineorconduitfortheefficientandeffectiveflowofproductsandmaterials services information andfinancials usuallycash fromthesupplier ssupplierthroughthevariousimmediateorganizationsouttothecustomer scustomer itisasystemofconnectednetworksbetweentheoriginalvendorandtheultimatefinalcustomer theextendedenterpriseorboundaryspanningperspectiveofsupplychainmanagementrepresentsalogicalextensionofthelogisticsconcept providinganopportunitytoviewtototalsystemofinterrelatedcompaniesandtheirimpactforthefinalproductinthemarketplaceintermsofitsprice valuerelationship copyright importantpoints extendedenterprisecoordinatedorintegratedtwo wayflowofgoodsreverselogisticssystemsinformationbullwhipeffectadvancedshipmentnoticesfinancials especiallycash free cashflow copyright recentsupplychainstudiessuggest only7 ofcompaniestodayareeffectivelymanagingtheirsupplychain however thesecompaniesare73 moreprofitablethanothermanufacturers deloitte touchestudy october2003 copyright notice whoisinvolved whatisthegoal whatlevelofactivitiesareinvolved whatdowemeanbyintegration 2 scmarchitecture scm supply sources plantsvendorsports regionalwarehouses stockingpoints fieldwarehouses stockingpoints customers demandcenterssinks production purchasecosts inventory warehousingcosts transportationcosts inventory warehousingcosts transportationcosts scpservice move objectives function enhancementofcustomerservices reductionofinventoryandincreasingsales effectiveacquisitionofrawmaterial demandplanning fulfilment distributionplanning manufacturingplanning materialplanning scpanalyze forecastanddeterminetheprocessofbuying making transporting warehousingandsellingforbalancedsupply effectivemanagementofproductresources collaborationforcostreduction reducingvmi vendormanagedinventory productionplanningconsideringconstraints optimizingproductionscheduling differentiatedinventorymanagementaccordingtodemands preventionofmissingthesalesopp demandforecastingbasedonstatistics predictionofsalespointonexcessdemand atp ctp scm sceconsulting logisticsconsulting cyberlogisticsconsulting seamlesssystem logisticscentersystem transportsystem theeffectivescerequiresre designingofsupplychaintoenhancemanagementcapability re engineeringoflogisticsprocess analysinganddesigningsupplychain logisticscostdiagnosis managementoflogisticscenter checkingcycletimeandleadtime e businessoflogistics solutionforintegratedlogisticsinfoandseamlessservice flowmanagementofordering logisticsandtransfering workmanagementprocessdesigningstandardizationpackagingsimulation transportationschedulinglocationsystem scm cpflow demandforecasting optimizingproductmix capacityplanning resourceplanning shopfloorcontrol warehousingmanagement orderingadministration productionplanning demandmanagement shippingoptimization statusmanagement tactical tactical operational operational transcctional transcctional collaborationonforecasting collaborationoncapacityplanning analyzingsupplychain collaborationonresourceplanning inventorytracking inventoryplanning analyzingsupplychain shippmenttracking order shipments collaborationisrealizedineachstageofstategy managementandtransactionofscm collaborationonforecasting matchingdemand supply scm copyright2004d simchi levi whatmakessupplychainmanagementdifficult supplychainstrategiescannotbedeterminedinisolation theyaredirectlyaffectedbyanotherchainthatmostorganizationshave thedevelopmentchain itischallengingtodesignandoperateasupplychainsothattotalsystemwidecostsareminimized andsystemwideservicelevelsaremaintained uncertaintyandriskareinherentineverysupplychain copyright2004d simchi levi thedevelopmentchain thedevelopmentchainisthesetofactivitiesandprocessesassociatedwithnewproductintroduction copyright 1 3strategiesforscm alloftheadvancedstrategies techniques andapproachesforsupplychainmanagementfocuson globaloptimizationmanaginguncertainty copyright 1 3 1globaloptimization whatisit whyisitdifferent betterthanlocaloptimization whatareconflictingsupplychainobjectives whattoolsandapproacheshelpwithglobaloptimization sequentialoptimizationvs globaloptimization source duncanmcfarlane copyright globaloptimization theprocessoffindingthebestsystemwidestrategyisknownasglobaloptimization copyright whyisglobaloptimizationhard thesupplychainisacomplexnetworkdifferentfacilitiesinthesupplychainfrequentlyhavedifferent conflictingobjectivesthesupplychainisadynamicsystemthepowerstructurechangessystemvariationsovertime copyright supplychain thecomplexity nationalsemiconductors production produceschipsinsixdifferentlocations fourintheus oneinbritainandoneinisraelchipsareshippedtosevenassemblylocationsinsoutheastasia distributionthefinalproductisshippedtohundredsoffacilitiesallovertheworld20 000differentroutes12differentairlinesareinvolved95 oftheproductsaredeliveredwithin45days5 aredeliveredwithin90days copyright conflictingobjectivesinthesupplychain 1 purchasing stablevolumerequirements flexibledeliverytime littlevariation largequantities2 manufacturing longrunproduction highquality highproductivity lowproductioncost copyright conflictingobjectivesinthesupplychain 3 warehousing lowinventory reducedtransportationcosts quickreplenishmentcapability4 customers shortorderleadtime highinstock enormousvarietyofproducts lowprices copyright toolsandapproachesforglobaloptimization everythingforoptimization plus strategicalliances supplierpartnershipssupplycontracts incentiveschemes copyright toolsandstrategiesforoptimization decisionsupportsystemsinventorycontrolnetworkdesigndesignforlogisticscrossdocking crossdocking翻译为 直接换装 定义为 物品在物流环节中 不经过中间仓库或者站点 直接从一个交通工具换载到另一个运输工具的物流衔接方式 copyright 1 3 2uncertainty whatisvariation whatisrandomness whattoolsandapproacheshelpustodealwiththeseissues copyright can tforecastinghelp forecastingisalwayswrongthelongertheforecasthorizontheworsetheforecastenditemforecastsareevenmorewrong copyright whyisuncertaintyhardtodealwith matchingsupplyanddemandisamajorchallenge forecastingdoesn tsolvetheproblem inventoryandback orderlevelstypicallyfluctuateconsiderablyacrossthesupplychain evenwhencustomerdemandforspecificproductsdoesnotvarygreatly demandisnottheonlysourceofuncertainty leadtimesyieldstransportationtimesnaturaldisasterscomponentavailabilityrecenttrendssuchasleanmanufacturing outsourcing andoffshoringthatfocusonreductionincreaseriskssignificantly copyright supplychainvariability volumes time source tommcguffry electroniccommerceandvaluechainmanagement 1998 copyright whatmanagementgets volumes time source tommcguffry electroniccommerceandvaluechainmanagement 1998 copyright whatmanagementwants volumes time source tommcguffry electroniccommerceandvaluechainmanagement 1998 copyright dealingwithuncertainty pullsystemsriskpoolingcentralizationpostponementstrategicalliancescollaborativeforecasting copyright 1 4whysupplychainmanagement copyright supplychain themagnitude in1998 americancompaniesspent 898billioninsupply relatedactivities or10 6 ofgrossdomesticproduct transportation58 inventory38 management4 thirdpartylogisticsservicesgrewin1998by15 tonearly 40billion copyright supplychain themagnitude itisestimatedthatthegroceryindustrycouldsave 30billion 10 ofoperatingcost byusingeffectivelogisticsstrategies atypicalboxofcerealspendsmorethanthreemonthsgettingfromfactorytosupermarket atypicalnewcarspends15daystravelingfromthefactorytothedealership althoughactualtraveltimeis5days copyright supplychain themagnitude compaqcomputerestimatesitlost 500millionto 1billioninsalesin1995becauseitslaptopsanddesktopswerenotavailablewhenandwherecustomerswerereadytobuythem boeingaircraft oneofamerica sleadingcapitalgoodsproducers wasforcedtoannouncewritedownsof 2 6billioninoctober1997 dueto rawmaterialshortages interna