供应链管理SCM的内容与模型.docx

供应链管理：内容SCM是对整个生产过程范围内的“实物流、商业流、信息流和资金流”的管理，从供应商开始，到配送结束。覆盖了物料在组织内部的运动与存储情况。“实物流、商业流、信息流和资金流”是SCM的三条流。SCM通过“时间time、地点place、数量quantity”的改变来创造价值。SCM是企业竞争优势的源泉之一。为挖掘这一潜能，管理部门采购和供应商量管理、运营管理以及物流管理。SCM由三部分组成：供应管理（采购部分和供应商部分）、生产运作管理（公司内部管理）、物流管理（客户端）。简单地说，SCM就是从供应商处采购（供应管理）、在内部进一步增值（运营管理）、再递送给客户（物流管理）。SCM物流管理供应管理生产运作管理物流管理1. 供应管理supply managementSupply management deals with identifying needs to be met with outside sources, selecting these sources, and negotiating purchase contracts with those selected. Purchases fall into 3 categories: parts or components to be used in manufacture, merchandise for resale, and services.Supply management is closely related to logistics for two reasons. First, nearly anything purchased must be moved to wherever it is needed. Second, if 3PL providers are used, the firms procurement staff will be involved in their selection. 采购管理Purchasing采购负责“组织”的物料流入，即获得生产产品或提供服务所需的物料、零件和补给。这是企业的“内向物流Inbound Logistics部分”。采购包括物料的实际购买、供应商选择与对采购细项进行价值分析等。采购的重要性决不仅仅限于外购商品的成本，它的其他方面的重要性还包括商品与服务的质量，以及提交商品或服务的时间选择，这两个方面都能对生产运作产生重大的影响。最基本的设计问题是对“集中或分散采购（Centralized or Decentralized Purchasing）”的抉择。集中采购的控制性较强，能节约费用；而分散采购则趋于快速反应和更好地满足地区性需求。定期进行价值分析，确保所购细项的“成本效益比”最佳。根据成本、售后服务、可靠性与质量评价供应商。Purchasing is the eyes and ears眼睛和耳朵 of the organization in the supplier marketplace供应市场, continuously seeking better buys and new materials from suppliers. Consequently, purchasing is in a good position to能够select suppliers for the supply chain and to conduct certification programs 认证计划. 【purchase 5pE:tFEs购买_ consequently 5kRnsIkwEntlI因此】Green Purchasing is the process of identifying, assessing, and managing the flow of environmental waste and finding ways to reduce it and minimize its impact on the environment. 【environmental in7vaiErEn5mentl_minimize 5mInImaIz】 供应商管理2. 生产运作管理Operations management deals with processes prEJ5ses that produce goods and services that people use every day. Operations management is the direction and control of the processes that transform inputs into products and services. Processes are fundamental activities that organizations use to do work and achieve their goals.By selecting appropriate techniques and developing sound operations strategies, managers can design and operate processes to give companies a competitive edge【= competitive advantage竞争优势】.3. 市场营销4. 物流LogisticsLogistics is that part of the supply chain process that plans, implements, and controls the efficient and effective forward and reverse ri5vE:s 相反的 flow and storage 5stCridV贮藏of goods, services, and related information between the point of origin 5CridVin 产地 and the point of consumption kEn5sQmpFEn 消费 in order to meet customers5 requirements.”物流Logistics涉及组织的内向物流inward flow of materials、内部的物料运动internal folw of materials和外向物流outward flow of materials，即从公司流向客户的最终产品流）。其中运输与仓储又是物流管理Logistics Management的核心内容。电子数据Electronic data链接在供应链管理中提高了生产率和准确性，改善了运作控制。物料流动和服务管理职责的归属Traditionally, organizations have divided the responsibility for managing the flow of materials and services among three departments: purchasing, production, and distribution.(1) Purchasing Department(2) Production Department(3) Distribution DepartmentPurchasingPurchasing is the management of the acquisition 7Akwi5ziFEn获得 process, which includes deciding which suppliers to use, negotiating contracts, and deciding whether 5(h)weTE to buy locally.Purchasing is usually 5ju:VJElI responsible for working with suppliers to ensure the desired flow of materials and services for both short and long terms.Purchasing may also be responsible for the levels of raw materials and maintenance and repair inventories 5InvEntC:rI.ProductionProduction is the management of the transformation 7trAnsfE5meiFEn processes devoted to 专心于producing the product or service.It is responsible for determining production quantities and scheduling the machines and employees directly responsible for the production of the good and services.DistributionDistribution is the management of the flow of materials from manufacturers to customers and from warehouses to retailers, involving the storage 5stCridV and transportation 7trAnspC:5teiFEn of products.It may also be responsible for finished goods inventories and the selection of transportation service providers.供应链管理：模型Models for SCM Supply chain operations reference model, SCORSCOR = supply chain operations reference model供应链操作指南模型One widely used model of supply chain management, the SCOR (supply chain operations reference) model, currently identifies five key processesplan, source, make, deliver, return计划、资源、制造、运送、退回associated with supply-chain management.Closer analysis E5nAlisis of the five key processes, and their definitions, indicates the important role rEul of logistics lE5dVIstIks in supply-chain management.1. PlanProcesses that balance 5bAlEns aggregate 5Arieit demand and supply to develop a course of action which best meets sourcing, production, and delivery requirements2. SourceProcesses that procure prE5kjuE goods and services to meet planned or actual demand3. Make Processes that transform product to a finished state to meet planned or actual 5AktjuEl demand4. DeliverProcesses that provide finished goods and services to meet planned or actual demand, typically including order management, transportation management, and distribution management5. ReturnProcesses associated with returning or receiving returned products for any reason. These processes extend into post-delivery customer support.供应链5环评估Barriers to Supply-Chain ManagementWhile supply-chain may sound attractive from a conceptual perspective, a number of barriers 5bAriE block its effective implementation.(1) Regulatory and political considerations(2) Lack of top management commitment(3) Reluctance rI5lQktEns to share, or to use, relevant data(4) Incompatible 7inkEm5pAtEbl information systems(5) Incompatible corporate cultureRegulatory and political considerationsSeveral decades ago, many of the supply-chain arrangements in use today would have been considered illegal under certain regulatory statutes法令, 条例.Political considerations such as war and governmental stability can act as a barrier to supply-chain management.With respect to war, political uncertainties might cause some organizations to shy away from joining or developing supply chains that rely on companies located in warring countries.Governmental stability is also a key consideration, because supply-chain management is so dependent on inter-organizational coordination. Governmental policies that either discourage such coordination or discourage doing business with certain countries would obviously have a negative impact on supply-chain efficiency.Lack of top management commitmentTop management commitment is regularly cited as an important component when individual companies attempt to initiate and implement new initiatives, programs, and products.Because of supply-chain managements inter-organizational focus, top management commitment is absolutely essential if supply-chain efforts are to have any chance of success.Reluctance不愿, 勉强 to share, or to use, relevant dataThe business bromide陈词滥调 “information is power” can make information (data) sharing somewhat problematic, particularly with data that companies might regard as proprietary.A reluctance to share data likely decreases the overall effectiveness and efficiency of supply chains because other members may be making decisions based on erroneous data and /or assumptions.Incompatible information systemsIn the past, one barrier to inter-organizational coordination was incompatible computer hardware. Today, by contrast, is software.Incompatible corporate cultureIn a broad sense, corporate culture refers to “how we do things around here” and reflects an organizations vision, values, and strategic plans.Because supply-chain management emphasize a long-term orientation and partnership between various participants, it is important that participants be comfortable with the companies that they will be working with.The myriad manifestations of a companys culture include, but are not limited to, office dcor, company brochures, company rituals 典礼, and dress codes.All manifestations of corporate culture may provide important clues about the ability of companies to work together.Supply chain management across the organizationSupply chains permeate 5pE:mieit 渗透 the entire organization. It is hard to envision in5viVEn想象; 预见; 展望a process in a firm that is not in some way affected by a supply chain.Supply chains must be managed to coordinate the inputs with the outputs in a firm so as to achieve the appropriate competitive priorities of the firms enterprise process.The internet has offered firms an alternative to traditional methods for managing the supply cha