供应链管理总览

SupplyChainManagementProfessionalDevelopmentSelfStudySeries,SupplyChainManagementOverview供应链管理总览,SupplyChainManagementProfessionalDevelopmentSelfStudySeries,Introduction,ThiscourseispartofaseriesofSupplyChainFoundationselfstudylearningactivitiestoprovideyouasolidbaseofsupplychainknowledgetobuildupon.Thereare14modulesintheseries.Eachmodulewilltakeapproximately90minutestocomplete.Youmayconvenientlystartandreturntothecourseatanypoint.Whenyouhavecompletedthecoursematerial,pleasecompletetheself-assessmentexaminationtomeasureyourlevelofunderstandingofthetopic.,SupplyChainManagementProfessionalDevelopmentSelfStudySeries,介绍,本单元课程是供应链基础自学教程活动系列的一个部分，这个教程的目的是给您学习和提高供应链知识打下一个坚实的基础。本系列共有13个单元。完成每一单元课程将大约需要90分钟的时间，您可以很方便的开始和从本单元课程的任何一页继续。当您学完本单元课程的内容后，请完成自我测试题以检验您对本单元课程内容的理解程度。,SupplyChainManagementProfessionalDevelopmentSelfStudySeries,OverviewofProgram,ThismoduleisintendedtoprovideyouwithgeneraloverviewofSCMconcepts.Forsomeofyou,thismaybeareview,whiletheseconceptsmaybenovelforothers.Wewillbeginbyidentifyingwhatthesupplychainlookslike.Next,welldiscusswhoarethekeyparticipantsinthesupplychain.Next,wellidentifyfactorsdrivingorganizationstoconsiderSCMstrategies,anddiscussthechallengesfacingtheseefforts.Wellalsoprovidesomeexamplesofcompaniesweveidentifiedasleadersinthisarea.ThiswillleadtoadiscussionofwhySCMisimportantanditsimpactonfinancialperformance,customers,andourabilitytodoourjob.,SupplyChainManagementProfessionalDevelopmentSelfStudySeries,SelfStudyModules:6Areas,14Modules,1WarehouseWarehousingWarehouseOperationsWarehouseOperations2InventoryInventoryBasicsInventoryOperations3LogisticsTransportationOverviewTransportationOperationsTransportationPlanning,4ProcurementTheroleofPurchasing5ProductionProductionPlanningProductionOperationsStrategicPerspective6SupplyChainManagementSupplyChainManagementOverviewAnalyzingSupplyChainInformationSupplyChainPlanning,SupplyChainManagementProfessionalDevelopmentSelfStudySeries,本课程的主要内容:6个领域14个单元,1仓储仓储介绍仓储运作仓储运作2库存库存基础库存运作3物流运输总览运输运作运输编制,4采购采购的任务5生产生产编制生产运作的战略目标6供应链管理供应链管理总览供应链信息的分析供应链编制,SupplyChainManagementProfessionalDevelopmentSelfStudySeries,Overview:ModuleI,ThismoduleisintendedtoprovideyouwithgeneraloverviewofSCMconcepts.Forsomeofyou,thismaybeareview,whiletheseconceptsmaybenovelforothers.Wewillbeginbyidentifyingwhatthesupplychainlookslike.Next,welldiscusswhoarethekeyparticipantsinthesupplychain.Next,wellidentifyfactorsdrivingorganizationstoconsiderSCMstrategies,anddiscussthechallengesfacingtheseefforts.Wellalsoprovidesomeexamplesofcompaniesweveidentifiedasleadersinthisarea.ThiswillleadtoadiscussionofwhySCMisimportantanditsimpactonfinancialperformance,customers,andourabilitytodoourjob.,SupplyChainManagementProfessionalDevelopmentSelfStudySeries,总览,本单元课程目的是给您提供有关供应链(SupplyChainManagement)概念的一个总览。对有些人来说，这些概念只是复习而已，但是对另一些人而言，这些概念则可能是全新的。首先，我们将从认识供应链看起来像什么样子着手。接下来，我们将讨论在供应链中的主要参与者。然后我们要找出驱使企业去考虑供应链策略的因素，并讨论在做出这些方面的努力时所面临的挑战。我们也会举一些我们认为在这个领域是皎皎者的公司的实例。以上将引出对以下内容的讨论：供应链管理为什么如此重要？其对财务状况、客户以及我们的工作能力的影响是什么？,SupplyChainManagementProfessionalDevelopmentSelfStudySeries,LearningObjectives,Aftercompletingthismodulethelearnerwillbeableto:IdentifyprimaryelementsofsupplychainmanagementUnderstandtheroleofsupplychainmanagementoncompetitiveperformanceDescribetherelationshipbetweeninventoryandinformationUnderstandkeymetricsassociatedwithsupplychainmanagement,SupplyChainManagementProfessionalDevelopmentSelfStudySeries,学习目标,在完成本单元课程的学习以后，您应该能:辨认供应链管理中的主要元素。理解供应链管理在增强竞争力中扮演的角色。描述库存(Inventory)和信息之间的关系。理解与供应链管理相关的关键度量。,SupplyChainManagementProfessionalDevelopmentSelfStudySeries,TableofContents,Chapter2.1DefiningSupplyChainManagementChapter2.2Whoisinthesupplychain?UpstreamUpstreamInternalfunctionsChapter2.3TheimportanceofthesupplychainResultsfromresearchstudySkillsrequiredforsupplychainleadersSeniorexecutiverecognitionChapter2.4TheimpactofthesupplychainonbusinessImpactonfinancialperformanceImpactonthecustomerImpactonabilitytodoourjobsChapter2.5TherelationshipbetweeninventoryandinformationHowdoesinformationplayaroleinSCMSubstitutinginformationforinventoryChapter2.6SupplyChainManagementKeyPerformanceIndicatorsforCustomerSatisfactionKeyMeasurementsPerfectOrderSummary,SupplyChainManagementProfessionalDevelopmentSelfStudySeries,目录,2.1节供应链管理的定义2.2节供应链的组成成员上游下游内部职能部门2.3节供应链的重要性近期的调研结果供应链领导者需要的技能资深高级主管人员的共识2.4节供应链对企业的影响对财务状况的影响对客户的影响对我们工作能力的影响2.5节库存与信息的关系信息如何在供应链管理中发挥作用用信息替代库存2.6节在供应链管理中体现客户满意程度的重要绩效指标主要度量标准完美订单总结,SupplyChainManagementProfessionalDevelopmentSelfStudySeries,DefiningSupplyChainManagement定义供应链管理,SupplyChainManagementProfessionalDevelopmentSelfStudySeries,DefinitionoftheSupplyChain,“Thesupplychainencompassesallorganizationsandactivitiesassociatedwiththeflowandtransformationofgoodsfromtherawmaterialsstage,throughtotheenduser,aswellastheassociatedinformationflows.Materialandinformationflowbothupanddownthesupplychain.”Sourcing:R.HandfieldandE.Nichols,“SupplyChainRedesign”,2002.,SupplyChainManagementProfessionalDevelopmentSelfStudySeries,供应链管理的定义,供应链包括了与产品从原料阶段到最终用户手中的流动及转变相关的所有组织和活动，也包括相关信息流动的所有组织和活动。物质和信息流在供应链中既可以往上游动也可以往下游流动。来源:R.Handfield和E.Nichols,“SupplyChainRedesign”,2002.,SupplyChainManagementProfessionalDevelopmentSelfStudySeries,WhatDoYouSell?,AProductBundleoraServicePackageTheseincludethetangiblebenefitsandintangibleattributesthecustomerrecognizes,paysfor,usesand/orexperiencesaswellasallthecontactsthecustomerhaswithyourfirm.Tobeginwith,itisimportanttonotethatcompaniesnolongersimplymanufactureaproductandshipit.Nordotheysimplyprovideaserviceastheserviceofteninvolveshavingtomanagephysicalproductsaswellasinformationflows.Manycompaniesalsoproduceinformationproductsisthisaserviceoraproduct?Asyoucansee,thelinesbetweenproductsandserviceshasblurred,sothatwhenwethinkaboutthepharmaceuticalbusiness,wearereallydefiningwhatwesellasaproductbundleoraservicepackage.Ineffect,therearetangibleandintangiblesassociatedwithdiscovering,developing,andsellingproducts.,SupplyChainManagementProfessionalDevelopmentSelfStudySeries,你销售什么？,一系列产品或者一整套服务这包括有形的和无形的属性，这些属性是消费者承认的，为之付费的，可以使用和/或者经历过的，还包括消费者与你公司的所有接洽过程。,首先，认识到公司不再是简单的将产品生产出来然后运出去是非常重要的，他们也不是简单地提供一种服务服务通常包括管理实在的货物和信息流。许多公司也生产信息产品，这是一种服务还是产品呢？正像你所看到的，产品和服务的分界已经很模糊了。举一个制药工业的例子，我们确实定义了我们所卖的哪些是产品哪些是服务配套。事实上，在发明、研制和销售产品的过程中，有些是有形的产品，有些是无形的产品。,SupplyChainManagementProfessionalDevelopmentSelfStudySeries,TraditionalViewofSupplyChainManagement,Now,letsstepbackandreviewsomeprinciplesregardinghowwemanagetheproduct/servicebundleswithinthisentitycalledthesupplychain.Tobeginwith,aswenotedearlier,allorganizationseithermanufactureproducts,provideservicesthatsomeonevalues,orinmanycases,acombinationofboth.Traditionally,theoperationsfunctionhashadtheprimaryresponsibilityformakingsurethishappens.Thetraditionalwaytothinkaboutoperationsisasatransformationprocessthattakesasetofinputsandtransformstheminsomewaytocreatevaluablegoodsandservices.,Thisisseenasfollows:,SupplyChainManagementProfessionalDevelopmentSelfStudySeries,供应链管理的传统观点,现在，回顾一下我们在这个称为供应链领域内如何管理产品和服务的一些定律。首先，正像我们在前面注意到的那样，所有的企业要么生产产品，要么提供别人认可的服务，要么两者兼有。在传统意义上，生产运作对保证这个过程顺利进行负有最主要的责任。传统观念对运作(operations)的认识是把一组投入按某种方法生产出有价值的产品和服务的一个转化过程。如下图所示：,SupplyChainManagementProfessionalDevelopmentSelfStudySeries,TraditionalTransformationProcess,Focusingonthetraditionaltransformationprocess:,SupplyChainManagementProfessionalDevelopmentSelfStudySeries,传统的转变过程,让我们来集中看一看传统的转变过程：,SupplyChainManagementProfessionalDevelopmentSelfStudySeries,Example:ChairManufacturing,Evenforaproductassimpleasachair,therangeofactivitiesthatmustoccurtotransformrawlumberintoafinishedchaircanbeoverwhelmingatfirst.,SupplyChainManagementProfessionalDevelopmentSelfStudySeries,例子：椅子的生产,即使对椅子这样的简单产品，把木材最终变成椅子这样的生产活动其范围之广也会让人一开始受不了。,SupplyChainManagementProfessionalDevelopmentSelfStudySeries,Example:ChairManufacturing,Continuingthepreviousexample:,SupplyChainManagementProfessionalDevelopmentSelfStudySeries,例子：椅子的生产,接着前面的例子：,SupplyChainManagementProfessionalDevelopmentSelfStudySeries,DifferentFunctionsintheSupplyChain-TraditionalViewoftheSupplyChain,Thesupplychainspansactivitiesofthevaluechain-rawmaterialsupplytothecustomersfinalpurchase,SupplyChainManagementProfessionalDevelopmentSelfStudySeries,供应链中的不同职能部门-供应链的传统观念,供应链横跨整个价值链活动-从原材料的供应到消费者的最终购买。,SupplyChainManagementProfessionalDevelopmentSelfStudySeries,OrganizationalBoundaries,Informationbuffersandcompartmentalizationyieldlimitedvisibility.Thisresultsin:,SupplyChainManagementProfessionalDevelopmentSelfStudySeries,组织边界,信息的迟缓和分隔会限制可视性(visibility)。,SupplyChainManagementProfessionalDevelopmentSelfStudySeries,TransformingSupplyChainsintoValueSystems,Avaluesystemisaconnectedseriesoforganizations,resources,andknowledgestreamsinvolvedinthecreationanddeliveryofvaluetoendcustomers.Valuesystemsintegratesupplychainactivities,fromdeterminationofcustomerneedsthroughproduct/servicedevelopment,production/operationsanddistribution,including(asappropriate)first,second,andthirdtiersuppliers.,SupplyChainManagementProfessionalDevelopmentSelfStudySeries,把供应链转变成价值系统,价值系统是专注于创造价值，并把价值送到最终消费者手中的一系列相互关联的组织、资源及信息流。价值系统融于供应链的活动之中：从判断消费者的需求到产品/服务的开发，生产运作及货物发送，包括第一、第二和第三层供应商(视具体情况而定)。,SupplyChainManagementProfessionalDevelopmentSelfStudySeries,BarrierExercise,Asanexercise,listfourofthe“barriers”or“walls”thatpreventoperationsfromcoordinatingeffectivelywithcustomers,logistics,andsuppliers.,SupplyChainManagementProfessionalDevelopmentSelfStudySeries,障碍练习,列出四种阻碍生产者有效地与消费者、物流和供应商协调的“屏障”或“壁垒”。,SupplyChainManagementProfessionalDevelopmentSelfStudySeries,ExerciseAnswers,Somepossibleexamplesyoumighthavelistedinclude:LackofalignedmetricswithcustomerservicemanagementNorepresentationonnewproductrolloutteamsLackofvisibilityintomarketforecasts,advertisingcampaigns,andpromotionsInabilitytocommunicatedirectlywithsuppliersAdministrativebureaucraticcontrolsReluctancetochangePowerstrugglesdistrustofotherfunctions,SupplyChainManagementProfessionalDevelopmentSelfStudySeries,练习题答案,你可能会列举出如下的一些例子:缺乏与客户服务管理一致的评价尺度。新产品推出团队无所作为。缺乏市场预测、广告竞争及产品促销的可视性。不能直接与供应商交流。官僚掌权。不愿意改变。权力斗争不信任其他的机构。很显然答案远不止上面列出的这些。,SupplyChainManagementProfessionalDevelopmentSelfStudySeries,WhoisintheSupplyChain?谁在供应链中？,SupplyChainManagementProfessionalDevelopmentSelfStudySeries,ForcesBludgeoningtheFirm,Aswenotedearlier,the“traditional”modelofsupplychainsischangingrapidly,andfirmsnowrealizethattheyneedtotransformtheirsupplychainsintovaluesystems.Why?Becauseoftheincrediblecompetitionbeingfeltbypharmaceuticalcompaniesacrosstheglobe,SupplyChainManagementProfessionalDevelopmentSelfStudySeries,驱使公司的大棒,正像我们先前注意到的那样，“传统”供应链的模型在快速地改变，公司现在意识到他们需要把供应链转变为价值链(ValueChain)。为什么？因为全球的公司都感到很大的竞争压力。,SupplyChainManagementProfessionalDevelopmentSelfStudySeries,SupplyChainManagementDrivers,Whyarecompaniessointerestedinimprovingsupplychainperformance?Thereareseveralreasons:GlobalizationandincreasedcompetitionIncreasingcustomerexpectationsonservicelevelsProductproliferationShorterproductlifecyclesNewtechnologiesEnvironmentalissues,SupplyChainManagementProfessionalDevelopmentSelfStudySeries,供应链管理的驱动力,为什么公司对改进供应链性能如此地感兴趣？原因如下：全球化和竞争激化顾客对服务水平的期望越来越高产品的迅速增生产品寿命周期的缩短新技术环境问题,SupplyChainManagementProfessionalDevelopmentSelfStudySeries,SupplyChainProcesses,Twopointsareimportanthere.First,nearlyallofsupplychainmanagementactivitiesrequirecoordinationwithotherbusinessfunctions,includingengineering,marketing,andhumanresources.Wewillrevisittheimportanceofcross-functionaldecision-makinginsupplychainmanagementlater.Second,operationsmanagementactivitiesareinformationintensive.Youdonothavetobeabletoassembleawidgetyourselftobeasuccessfulinmanagingthesupplychain-butyoudohavetomakesuretherightpeopleandequipmentareavailabletodothejob,therightmaterialsarrivewhenneeded,andthewidgetisshippedon-time,atcost,andtospecifications!Soundeasy?,SupplyChainManagementProfessionalDevelopmentSelfStudySeries,供应链程序,再者里有两点非常重要。首先，几乎所有的供应链管理活动要求其他业务部门的合作，包括工程、市场部和人力资源。我们后面会再强调供应链中的跨部门决策的重要性。第二点，生产管理活动是信息密集型的，你不必自己会组装一种产品来成功管理供应链，但你必须保证有正确的人和设备来完成这个工作，当需要时，确保原料准确并且及时的到达，并能将成本低廉且符合要求的成品按时运出！看起来很简单？,SupplyChainManagementProfessionalDevelopmentSelfStudySeries,WhoisintheSupplyChain,Sowhatdoesittaketobuildandimprovesupplychainsandtransformthemintovaluesystems?Agoodstartingpointistodefineexactlywhotheparticipantsareinthesupplychain.,Todothis,wealsoneedtodefinethescopeofthesupplychain:SupplychainsmaybeinternalorexternaltotheorganizationInternalsupplychain-thatportionofthesupplychainoccurringwithinGSKExternalsupplychain-thatportionofthesupplychainoccurringoutsideofGSK(i.e.,upstreamsuppliersanddownstreamdistributors),SupplyChainManagementProfessionalDevelopmentSelfStudySeries,供应链的参与者,怎样才能建立和改进供应链而且把它们转变为价值系统呢？精确地定义谁是供应链的参与者是一个很好的起点。为了回答这个问题，我们也需要定义供应链的范围：供应链对一个公司来说，可能是内部的也可能是外部的。内部供应链-发生在公司内部的那部分供应链。外部供应链-发生在公司外部的那部分供应链。(例如上游的供应商、下游的分销商）从公司的观点来看，供应链包括上游的供应商，内部各职能部门和下游的消费者。,SupplyChainManagementProfessionalDevelopmentSelfStudySeries,SupplyChainManagement,Atthispointyoumayaskyourself:IfSCMspansallofthesebusinessprocesses,whoisresponsibleformakingithappen?Whoseroleisittomanagesupplychains?Canitbeacompetitiveadvantage?Whoperformsthisfunctionintodaysbusinesses?WhoseroleisSupplyChain?,SupplyChainManagementProfessionalDevelopmentSelfStudySeries,供应链管理,在这个阶段，你可以问自己以下几个问题：如果供应链跨越所有这些业务程序，谁应负责实施这个跨越？这能成为一个竞争优势吗？在现在的业务中，谁来执行这项功能？供应链管理应该是谁的职责？,SupplyChainManagementProfessionalDevelopmentSelfStudySeries,ParticipantsintheProcess,Theanswertothatis:EVERYBODY!ArecentstudyconductedatMichiganStateUniversityaskedglobalmanagerswhatbusinessfunctionswouldbeintegratedintotheirsupplychainredesignstrategiesinthenextfiveyears.,SupplyChainManagementProfessionalDevelopmentSelfStudySeries,供应链过程的参与者,答案是：每个人!最近米歇根州立大学做了一项研究，这个研究是向全球的经理们咨询在今后的五年中哪些业务功能会被他们纳入他们的供应链重新设计策略中。,SupplyChainManagementProfessionalDevelopmentSelfStudySeries,Exercise:WhoisinYourSupplyChain?,Asanexercise,spendsometimefillinginthequestionmarkboxesinthediagrambelow.Seeifyoucanidentifywhothedifferentparticipantsinyourcompanyssupplychainis.Thinkofallofthepossibletypesofinputsrequired,andwhoprovidesthem.Trytothinkofthedifferenttasksandrolesthateachsupplychainparticipantplaysindeliveringvaluetotheendcustomer?,SupplyChainManagementProfessionalDevelopmentSelfStudySeries,练习：谁在你的供应链中？,请花一点时间完成填充下面图中问号部分的练习。试一试你是否能说出谁是供应链的不同的参与者。想一想所有的可能的需要输入类型和是由谁来提供这些输入。尽量想一想每一个供应链的参与者在把价值传递给最终消费者的过程中担任的不同任务和所起的作用。,SupplyChainManagementProfessionalDevelopmentSelfStudySeries,YourSupplyChain,Whodidyoucomeupwiththatispartofyoursupplychain?Onesetofpossibleparticipantsmightlooklikethebellowdiagram(abigpharmaceuticalcompanyasanexample).,SupplyChainManagementProfessionalDevelopmentSelfStudySeries,你的供应链,你想出你公司的供应链的参与者有哪些？下面的图中是以某个制药公司为例的一组参与者。,SupplyChainManagementProfessionalDevelopmentSelfStudySeries,Exercise:InternalFunctions,Thedifferentprocessesusedintransformingtheinputsprovidedbythesuppliernetwork.Forexample,order-processingtranslatescustomerrequirementsintoactualorders,whichareputintothesystem.Whoarethecriticalinternalfunctionsinyourcompanysinternalsupplychain?,SupplyChainManagementProfessionalDevelopmentSelfStudySeries,练习：内部部门(Function),使用不同的过程来转变网络供应商提供的投入。例如，订单处理把消费者的要求转变为真正的订单而进入系统内部。在内部供应链中哪一些内部职能部门是至关重要的？,SupplyChainManagementProfessionalDevelopmentSelfStudySeries,Exercise:InternalFunctions-Answers,Okayletsseehowyoudid.Thefirstgroupofparticipantsinsupplychainarethosepeopleandprocessesthatarewithinyourcompany.Afirmsinternalfunctionsincludethedifferentprocessesusedintransformingtheinputsprovidedbythesuppliernetwork.Inthecaseofanautomotivecompany,thisincludesallofitspartsmanufacturing(e.g.,stamping,powertrain,andcomponents),whichareeventuallybroughttogetherinactualautomobiles.Coordinatingandschedulingtheseinternalflowsischallenging,particularlyinalargeorganization.Anotherimportantinternalfunctionismanufacturingmanagement,whichtranslatesordersintoactualproductiontasks.Thismayinvolveworkingwithmaterialsrequirementsplanning(MRP)systems,schedulingworkcenters,employees,capacityplanningandmaintainingmachines.Logisticsensuresthattheproductareshippedinatimelymanner,andreplenishinventoriesatdifferentpointsinthegloballogisticsnetwork.Purchasingensuresthattherawmaterialsandindirectmaterialsandservicesareavailabletosupplythemanufacturingandlogisticsnetworkwithinputstomeetcustomerdemand.,SupplyChainManagementProfessionalDevelopmentSelfStudySeries,练习：内部部门-答案,让我们来看看你做得怎么样？企业供应链中的第一组参与者是公司内部人员及生产操作程序。一个公司的内部部门包括用来把网络供应商提供的投入进行转变的不同程序。以汽车制造公司为例，它包括其所有零件的生产(例如：冲压，传动器和部件)，并把这些零件最终组装成汽车。协调这些内部流程是颇具挑战性的，特别是在大公司中。另一个内部部门是生产管理，它将订单转化为实在的生产任务。这包括同原料需求计划系统、工作进度中心、工人、生产能力规划和机器维护修理各部门的合作。物流可以确保货物得以及时运送，并在全球物流网络的不同点补充存货。采购可以保证原料、间接材料和服务能提供生产和物流网络的输入以满足消费者的需求,SupplyChainManagementProfessionalDevelopmentSelfStudySeries,UpstreamSupplierNetwork,Theupstreamsuppliernetworkconsistsofallorganizationsthatprovideinputs,eitherdirectlyorindirectly,tothefocalfirm.Discussion:Whoaretheparticipantsinyourcompanyssupplynetwork?Whomanagesthesuppliernetwork?,SupplyChainManagementProfessionalDevelopmentSelfStudySeries,上游供应商网络,上游供应商网络由所有直接或间接乡中心厂家提供投入的所有机构组成。讨论：你的公司的供应网由哪些供应商组成？谁来管理供应商网络？,SupplyChainManagementProfessionalDevelopmentSelfStudySeries,UpstreamSupplierNetwork-Results,Thesecondmajorpartofsupplychainmanagementinvolvesupstreamexternalsupplychainmembers.Inordertomanagetheflowofmaterialsbetweenalloftheupstreamorganizationsinasupplychain,firmsemployanarrayofpersonnelwhoensurethattherightmaterialsarriveattherightlocationsattherighttime.Thepurchasingfunctionservesasthecriticalinterfacewiththeupstreamsupplier.Purchasingmanagersareresponsibleforensuringthat:TherightsuppliersareselectedThesesuppliersaremeetingperformanceexpectationsAppropriatecontractualmechanismsareemployedAgoodrelationshipismaintainedwiththesesuppliers,SupplyChainManagementProfessionalDevelopmentSelfStudySeries,上游供应商网络-答案,供应链管理的第二个主要部分包括上游外部供应链的成员。为了在供应链中管理这些上游组织之间的物质流，有的公司雇佣专人来保证正确的材料在正确的时间到达正确的地点。采购部门起到一个作为与上游供应商重要界面的作用。采购经理负责保证：选择正确的供应商这些供应商的表现符合期望运用合理的合同机制与供应商保持良好的关系,SupplyChainManagementProfessionalDevelopmentSelfStudySeries,DownstreamDistributiveNetwork,Thedownstreamdistributivenetworkconsistsofalloftheorganizations,processes,andfunctionsthattheproductpassesthroughonitswaytotheendcustomerExamplesofthisare:LogisticsnetworkdesignPackagingWarehousingTrans