SCM供应链管理与响应能力(中英文版)

GOM7,SupplyChainMgmt1,GOM7,供应链管理1,ACanofCoke,Smelting,Rolling,CanMaking,Label,Filling,Distribution,Retailing,Therearemoreopportunitiesinbettermanagementofglobalsupplychainsthanyouthink,一罐可乐,澳大利亚矾土矿,冶炼,辊压,制罐,贴标签,填装,分销,零售,一个英国家庭的冰箱,改进全球供应链管理的机会之多超乎想象,ACanofCoke,Smelting,Rolling,CanMaking,Label,Filling,Distribution,Retailing,ABritishHouseholdRefrigerator,TimeinthePipeline,319Days,3Hoursof“ActualWork”,一罐可乐,澳大利亚矾土矿,冶炼,辊压,制罐,贴标签,填装,分销,零售,一个英国家庭的冰箱,流程时间,319天,“实际工作”3小时,ACanofCoke,Why319daystodo3hoursofwork?,ProductionisbatchedateverystageTransportisbatchedateverystageProductgoesthroughanaverageof14storagelotsandwarehouses,Everystep(plants,transports,warehouses,sales.)Ismaximizingitsownoperationalefficiency,Isthistoomuchlocaloptimizationandnotenoughglobaloptimization?,一罐可乐,为什么319天做3个小时的工作？,每个阶段批量生产每个阶段批量运输每件产品平均经过14次存储和入库,每一步骤（工厂、运输、仓储、销售）都在最大限度地提高其运转效率,是不是局部最优化过多而全球最优化不足？,SCResponsiveness,Consumers,Makingthesupplychainsmoreresponsive,Isnoteasy,MultiplepartiesLaggedinstead,eachlevelofthesupplychainusesfinishedgoodsinventorytotrytohaveonhandwhatisneededfortheircustomers:eachsuppliermakesextraorders“just-in-case,”swellingrawmaterialsandfinishedgoodsinventories.Becausetheypassordersupanddownthesupplychainwithlotsofguessing,they(inaddition)tendtoexaggeratesmallchangesseenattheconsumerlevel-justasinalargegameoftelephoneinwhicheachpersonwhispersthemessagetheyheartothenextperson,butthemessagebecomehighlygarbledafterafairlyshortseriesoftransmissions,SketchofSportObermeyerTimingofOperationsandOrdersThroughouttheYear,协调方面的无形成本包括为确保产品供应而付出的库存成本理由1:经理人一般在他们收到“客户”订单之前向自己的供应商提出订单，因此，他们必须预测或者猜测其种类繁多的货品当中到底哪一种商品有需求、需求量有多大。奥伯迈耶体育用品公司在11月份提出订单，但直到次年3月才收到首批零售商的订单，全部是为9月份开始的销售季节订的货。理由2:供应链上的各个单位一般不共享销售预测信息；而供应链的每一层都尽量利用成品库存保证现货以应客户所需：每个供应商都超额订购只为“以防万一”，使得原材料和成品存货猛增。由于在供应链中向上和向下传递订单时带有大量的猜测因素，他们（还）倾向于夸大发生在客户层的微小变化就象一场大型的电话游戏，每个人都把自己听到的信息悄声传给下一个人，但是经过短短的一段传递之后，原来的信息已经面目全非了。,奥伯迈耶体育用品公司全年运作和订单时间选择略图,SCResponsiveness,Consumers,Whatcanwedo?,RedesigntheSupplyChain,ManagetheDemand,供应链的响应能力,客户,怎么办？,协调供应链,重新设计供应链,需求管理,运用动态定价和高度协调的市场推广手段,SCResponsiveness,Consumers,Summary,CoordinatetheSupplyChain,RedesigntheSupplyChain,ManagetheDemand,Avoidthe“Bullwhip”Effect,Watchthe“Clockspeed”,Managethe“Yield”,供应链的响应能力,客户,小结,协调供应链,重新设计供应链,需求管理,避免“皮鞭”效应,观察“时钟速率”,管理“产出”,SCResponsiveness,ASimpleRule,RegardInventoryVelocityasaKeyPerformanceIndicator(KPI)Foreveryoneinthechain,供应链的响应能力,客户,一条简单规则：,将存货速度视为供应链上每个人的一项关键绩效指标(KPI),GlobalIssues,DutiesanddrawbackTaxesExchangeratesTransferpricingLocalcontentandoffsettradeMultipletransportmodes,全球性的问题,关税和进口退税税收汇率转让价当地含量和补偿贸易联运方式,TypicalTypesofAnalyses,Manufacturing/ServicesStrategyHowmanyplantsdoIneed?Whereshouldeachplantbelocated?Whatproductsshouldeachmake?Whatprocesstechnologiesshouldeachhaveandhowmuchofeachprocessisneeded?Whatpartoftheworldshouldeachplantserve?,典型的分析类型,制造/服务策略我需要多少工厂？每个工厂设在哪儿？每个厂应该制造什么产品？每个厂应该有什么样的工艺技术，每个工艺需要多长时间？每个工厂应该面向世界哪个地区服务？,TypicalTypesofAnalyses,SupplyBaseDesign/VendorConsolidationHowdoIsimultaneouslyperformsupplierselectionforallthepartsinthesamecommoditygroup?Howmanysuppliersisbestandwhichsuppliersshouldsendwhichpartstowhichplants?OutsourcingWhatpartsofmysupplychainshouldIkeep“in-house”andwhatpartstooutsource?Whatifathirdpartyhasahighervariablecostbutalowerfixedcostthanin-houseproduction?,典型的分析类型,供应基地设计/卖方合并我如何从同一商品组中同时选择所有零部件的供应商？有多少最佳供应商，哪些供应商应把哪些零部件发给哪些工厂？外购我应该把我的供应链上的哪些部分留在“内部”，哪些部分进行外购？如果有第三方的可变成本比内部生产高而固定成本较低，那该怎么办？,TypicalTypesofAnalyses,NewProductPipelineDesignHowshouldIfitthenewproductintomycurrentsupplychain?ShouldIsingleormultiplesourcethisproduct?Howmuchdomyfixedcostsaffectthisdecision?Whatisthecross-overpointtoopenupasecondandthirdsourceofsupply?MergersandAcquisitionsConstantlyredesigningtheglobalflow,典型的分析类型,新产品的传输渠道设计我该如何把这个新产品安放到现有的供应链上？这个产品需要单渠道供应源还是多渠道供应源？我的固定成本对这一决定的影响有多大？开辟第二和第三供应源的交叉点是什么？并购不断地重新设计全球性的流动。,SupplyChainDisruptions,AnalyzetheeffectsofstrategicdisruptionsUnexpectedloss/changeofasupplychainpartnerWaystomitigatethethreatWhatarethekeyquestionsandissues,供应链中断,分析战略性中断的影响供应链伙伴的意外损失/变更减少威胁的办法主要疑问和议题,ComparisonofInternationalandDomesticSupplyChainsforOneShoeCompany,ThePW.Minorcompanymadeprescription-readycomfortshoesforsickfeetinsixty-sixsize-widthvariations.Thecostswerecomputedin1985,whenthe“AllInNewYork”shoesweresoldatretailfor$80apair.Theforeignoptionshoes(slightlyinferiormaterialsandlesshand-fitting)weretoretailfor$50,tobesoldtodealersfor$21,andtobecoveredbyMedicare.Usingthetabletoguideevaluationoftheoptionsisenlightening*ForallNYoption,the$1.33ininventorycostpershoeisincludedinmanufacturingoverhead*Theinventoryfiguresfortheseoptionsarecalculatedfromasimplemodelassuminga98%fillrateisrequiredinNewYork.,一家鞋业