Supply Chain Management(英文版)

SupplyChainManagement,AcceleratingCostEffectiveness,SupplyChainManagement,Thesupplychainusedtobeasimpleserialprocesswithrawmaterialsslowlymovinginonedirectionthroughmanufacturingproductionandonwardviaadistributionsystemtoretailersandcustomers.Today,thetalkisofsupplynetworks,parallelchains,enhancedconcurrentactivities,and“customercentric”withnewinformationplatformsandtechnologysettocutbothinventoryandlead-timesthroughoutthedeliverypipelinefurther.,TopIssuesFacingSCMProfessionals,Inarecentquantitativesurvey,SCMprofessionalswereaskedaopen-endedsubjectivequestion,“Whatarethethreebiggestissuesfacingyoupersonallyindevelopingyourlogisticsstrategy?”,Source:AMRResearch2000,Thetopthreeresponseswere;Cost(21%),SystemsApplications(20%)andIntegration(19%),SCMBenefits,Manufacturer,Distributors/Wholesalers,Customers,Suppliers,Retailers,MaterialsFlowsInformationFlowsCashFlows,UScompaniesexpecttoreap$3-400Bofsavingsthroughavarietyofbenefits(35%ofrevenues),Source:PRTM,MoveFromPushToPull,Makewhatwesell,notsellwhatwemake!,MovetoCross-FunctionalBusinessProcesses,Purchasing,Manufacturing,Distribution,Install/Maintenance,Sales,Source,Make,Deliver,Install,Sell,OrderFulfillment,Available-to-Promise,Salesshiftingproductionbetweeninstallationsorbusinesspartners;andmovinggoodstothefinalconsumer.Understandingrelationshipsbetweenallplayersinaparticularvaluechainallowsane-businesstoadjusttonewcontingenciesinrealtime.,TheTransformationofLogistics,e-Businesstransformslogisticsfromsimplypackagingandmovinggoodsandturnsitintoaninformationbusiness.Introducingonlineparcelorderandtrackingviaaproprietarynetworkin1983,FederalExpresstooknearly12yearstosignup50,000customers.In3years,between1995-1998,afterFedExofferedessentiallythesameserviceviatheWeb,thenumberofcustomersroseto1million.FedExestimatesnearly70percentofthe3millionpackagesitprocesseseachdaynowareinitiatedviainteractivenetworks.,SupplyChainManagement,e-BusinessDrivingTransparency,Whenbuildingvisibilityoftheentiresupplychain,thisalsoincludescustomers.e-Businessgivesthecustomeraccesstothesuppliersproductdata,orderinganddeliveryinformation.Thisdrivestransparencywithintheorganizationandforcesthesuppliertodevelopbetterdeliveryandsupportsystems.,Enterprise,Connectivity,ProductLifecycleManagement,CustomerManagement,DesignPartners,ConsumersandChannels,Recommendations,Includee-businessaspartofyourtopthreesupplychainagendaitems.Putinefforttoarticulateavaluepropositionfore-businesswithinyourcompany,andtheimpactitwillhaveonyoursupplychain.Seekandgaincross-functionalandkeytradingpartneralignmentonyourstrategy.Lookforadditionallearningopportunities.Lookattheearlyadopterore-business-orientedcompanies,e-businessconsultants,systemintegrators,andcolleaguesinsupplychainmanagement.LessonscanbelearnedinboththeBusiness-to-Consumer(B2C),aswellasBusiness-to-Business(B2B)domains.Broadenyourperspectivesone-businessbeyondcustomerinteractionandsupplychaincostsavings.Considerthebroaderimplicationsofsupplierandtradingpartnervisibility,BusinessCommunityIntegration(BCI),andpartnercollaboration.Abroadenedperspectivecanyieldgreateropportunitiesforleveraginge-businessprocesseswithinthesupplychain.Considersomeformofelectronicmarketplaceadoptionaspartofyoursupplychainstrategy.Evaluatethelong-termpresenceoftradingexchangesac