供应链管理(18)

供应链管理2.供应链战略与管理框架,沈厚才博士南京大学管理科学与工程系系主任运营管理学教授博士生导师E-mail:hcshen,内容概要,供应链与供应链管理概述供应链管理的战略框架功能性产品供应链管理策略创新性产品供应链管理策略,Outline,StrategyandOperationsStrategyCompetingthroughOperationsOperationsstrategycontentCompetitiveDimensionsElementsofOperationsStrategyAFrameworkforManufacturingStrategyFit,1.StrategyandOperationsStrategy,WhatisStrategy?WhatisCompetitiveStrategy?WhatisOperationsStrategy?,WhatisStrategy?,Inmilitary,strategyisaboutthevictoryinthewar,AttackanddefendingStrategyisaboutpositioning,findingrightpositioninthemarket,thentargetingthem(MPorter:HBS,1996),StrategyHierarchy,CorporateStrategyCompetitiveStrategyFunctionalStrategyOperationsStrategyMarketingstrategyFinancestrategy,Strategy,CorporateStrategy,CompetitiveStrategy,SupplyChainStrategy,Corporatestrategy,Overallstrategyadoptedbythefirmthatdefinesthespecificbusinessesinwhichthefirmwillcompeteandthewayin,whichresourcesare,acquiredandallocated.VisionMissionStatement,WhatisCompetitiveStrategy?,CompetitivestrategyDefines,relativetocompetitors,acompanyssetofcustomerneedsthatitseekstosatisfythroughitsproductsandservicesWal-MartEverydaylowprices(lowcostretailerforawidevarietyofproducts)CoorsThecoldesttastingbeerintheworld,brewedwithRockyMountainspringwaterDellCustom-madecomputersystemsatareasonablecost,Howdoyouexecuteyourcompetitivestrategy?,BusinessStrategyisAboutCompetition,BusinessStrategy=competitivestrategyWhattocompete?,CompetitivenessTheattractivenessoftheproductitsuppliesinthemarketplacerelativetoitscompetition.,TypesofBusinessStrategies,FunctionalStrategiesStrategydevelopedbyafunction(e.g.,marketing)withinanorganizationtosupportthebusinessstrategy.OperationsStrategyOneoffunctionalstrategiesAsettingbroadpoliciesandplansforusingtheresourcesoffirmtobestsupportitslongtermcompetitivestrategy.,CompetitivenessDimensions:ProductAttributes,Pro.Price(Cost)PPro.QualityQProductfeatures,performance,reliabilityPro.DeliveryDRapid,reliabledeliveryPro.VarietyVDegreeofcustomization,DealingwithTrade-offsandPriorities,OrderqualifiersarethebasiccriteriathatpermitthefirmsproductstobeconsideredascandidatesforpurchasebycustomersOrderwinnersarethecriteriathatdifferentiatetheproductsandservicesofonefirmfromanother,Low,High,Negative,Positive,Competitivebenefit,Neutral,Achievedperformance,Order-winnersandqualifiers,Order-winners,Lessimportant,Qualifiers,ServiceBreakthroughs,Abrandnamecarcanbean“orderqualifier”Repairservicescanbe“orderwinners”Examples:Warranty,RoadsideAssistance,Leases,etc.,CapabilityDimension:ProcessAttributes,Measuringtheabilityofprocessestoproduceanddelivercorrespondingproductattributes:Cost:thetotalcostincurredinproducinganddeliveringoutputs.FlowTime:thetotaltimeneededtotransformaflowunitfrominputintooutput.Consistency:theabilitytoproduceanddeliverqualityproducts.Flexibility:theabilitytoproduceanddeliverdesiredproductvariety.,DealingwithTrade-offsandPriorities,Forexample,ifweimprovecustomerserviceproblemsolvingbycross-trainingpersonneltodealwithawider-rangeofproblems,theymaybecomelessefficientatdealingwithcommonlyoccurringproblems.,Forexample,ifwereducecostsbyreducingproductqualityinspections,wemightreduceproductquality.,FactoryFocusandTrade-offsAfactorycouldnotfocusonallfourcompetitivepriorities(cost,quality,time,andflexibility).Focusingperformanceononedimensionlimits/eliminatestheabilitytofocusonanotherpriority.Plant-within-a-Plant(PWP)concept(Skinner)Differentlocationswithafacilitywouldfocusontheirowncompetencedimension,ExampleofTrade-OffsonSuperiorPerformanceCurves,ElementsofOperationsStrategy,OperationsStrategyDetermininghowtobestutilizethefirmsresourcestobuild(core)competences,capabilitiesandgaincompetitivenessinthemarket.StructureInfrastructureCapacityWorkforceFacilitiesQualityTechnologyWorkControlMake-BuyOrganizationorVerticalIntegrationSource:HayesandWheelwright,ManufacturingStrategy,WhatisSupplyChainStrategy?,SupplychainstrategyGivenacompetitivestrategy,whatshouldacompanyssupplychaindoparticularlywell?Wal-MartEverydaylowprices(lowcostretailerforawidevarietyofproducts)Buysfromlowcostproducers,ownsitsinfrastructureanddistributionnetworkDellCustom-madecomputersystemsatareasonablecostOnlineordering,nomiddle-man,WhatisStrategicFit?,StrategicfitBoththecompetitivestrategyandthesupplychainstrategyhavealignedgoalsMatchingcustomerneedswithsupplychaincapabilitiesHowisstrategicfitachieved?UnderstandingthecustomerandsupplychainuncertaintyUnderstandingthesupplychaincapabilitiesAchievingstrategicfit,Questions,Whichsupplychainwillyouchoose?MLFisher.WhatIstheRightSupplyChainforYourProduct?HarvardBusinessReview.1997HauLee.AligningSupplyChainStrategieswithProductUncertainties,CaliforniaManagementReview,44,3Spring,2002,pages105-119,供应链战略匹配框架(Fisher),明确企业所提供产品特征了解企业供应链的特性匹配产品与供应链,你的产品是功能型的还是创新型的？,有效的供应链管理的第一步是判断一个公司所提供的产品的需求的本质：产品生命周期、需求可预测性、产品多样性、提前期及服务的市场标准（用库存品满足的需求的百分数）。Fisher教授发现，如果一种产品根据需求模式的基础来分的话，最后会属于两类中的一种：要不主要是功能型的，要不主要是创新型的。,产品类型,产品特征生命周期、需求可预测性等功能型满足人们的基本需求产品比较稳定的，具有长的生命周期需求预测相对比较容易创新型需求很难预测生命周期很短较高的边际利润,FunctionalVersusInnovativeProducts:DifferencesinDemand,功能型产品和创新型产品的比较,需求方面功能型产品创新型产品产品的生命周期大于两年3月至1年边际贡献率*5%-20%20%-30%产品多样性低（每类10-20种）高（上万种）预测误差10%40%-100%平均缺货率1%-2%10%-40%平均过季价格下调幅度0%10%-40%订货的交货周期6月-1年1天-两周*边际贡献率（ContributionMargin）=（价格-可变成本）/价格。,有些产品既可以是功能型的也可以是创新型的,个人电脑、小汽车、服装、汽水、咖啡、甜品等既可作为功能性产品也可作为创新性产品投放市场,当前产品变化趋势,功能型创新型,美国零售业滞销打折情况,不同产品类型需要不同的供应链模式,由于高的边际利润和易变的需求，决定创新产品与功能产品需要不一样的供应链,UnderstandingtheSupplyChain,Howdoesthefirmbestmeetdemand?DimensiondescribingthesupplychainissupplychainresponsivenessSupplychainresponsiveness-abilitytorespondtowiderangesofquantitiesdemandedmeetshortleadtimeshandlealargevarietyofproductsbuildhighlyinnovativeproductsmeetaveryhighservicelevel,UnderstandingtheSupplyChain,ThereisacosttoachievingresponsivenessSupplychainefficiency:costofmakinganddeliveringtheproducttothecustomerIncreasingresponsivenessresultsinhighercoststhatlowerefficiency,UnderstandingtheSupplyChain:Cost-ResponsivenessEfficientFrontier,High,Low,Low,High,Responsiveness,Cost,A,B,C,D,E,PhysicallyEfficientVersusMarket-ResponsiveSupplyChains,两种模式的供应链对比,MatchingSupplyChainswithProducts,跳出右上角,在许多行业，新产品引入的速度如同火箭发射般迅速许多公司已转向或试着转向将功能型产品变为创新型产品.但他们却依然只注重供应产品过程的物理费用（经济性）-供应链断裂。例如：汽车行业，计算机行业,跳出右上角,一个处于矩阵表右上方的公司怎样才能克服这种错位？是移向左边使产品作为功能性产品，还是下移使其供应链变得更敏感？正确的选择取决于其产品是否具有足够的创意和创新，从而产生附加利润来抵消敏感的供应链所带来的成本。,面向创新型产品的响应型供应链,创新性产品的需求的不确定性是与生俱来的。这样就使为革新产品设计一个响应型的供应链成为具有挑战性的工作接受这个不确定性采用延迟策略引入VanillaBoxes:多种产品尽可能的共用同型号零部件信息共享/协调。,AchievingStrategicFit,StrategicfitGivenacompetitivestrategy,whatshouldacompanyssupplychaindoparticularlywell?Wal-MartEverydaylowprices(lowcostretailerforawidevarietyofproducts)Buysfromlowcostproducers,ownsitsinfrastructureanddistributionnetworkCoorsThecoldesttastingbeerintheworld,brewedwithRockyMountainspringwaterRefrigeratedtransport,mainfacilitynearRockyMountainsDellCustom-madecomputersystemsatareasonablecostOnlineordering,nomiddle-man,KeyObservations,Thereisnosupply