第一章供应链管理介绍Introduction_to_Supply_Chain_Management.ppt

SupplyChainManagement,BAIHuaShenzhenTourismCollege,Jinanuniversity,DesigningandManagingtheSupplyChain:Concepts,Strategies,andCases(3ndEd.)DavidSimchi-Levi,PhilipKaminsky,EdithSimchi-Levi,McGrawHillCollegeDiv;3ndeditionREFERENCESStrategicLogisticsManagementJamesR.Stock,DouglasM.Lambert,McGraw-HillHigherEducation;IntroductiontoSupplyChainManagement,RobertB.Handfield,ErnestL.Jr.Nichols,PrenticeHallSupplyChainManagement:Strategy,PlanningandOperationsSunilChopra,PeterMeindl,PrenticeHallCollegeDivLogisticsandSupplyChainManagement:StrategiesforReducingCostandImprovingServiceMartinChristopher,FinancialTimesPrenticeHall;马士华等.供应链管理.高等教育出版社，2007森尼尔乔普瑞等著，李丽萍等译.供应链管理战略、规划与运营（第2版）.社会科学文献出版社，2003,TEXTBOOK,网上学习：供应链管理专业人员协会：供应链管理联盟：供应链管理评论：TheEuropeanSupplyChainForum(http:/www.tm.tue.nl/efgscm/)TheStanfordGlobalSupplyChainManagementForum(/scforum/)MITForumforSupplyChainInnovation(/),Finalexam60%Computerprogramme:10%CaseAnalysisandPresentation15%ClassroomDiscussionandAnalysis15%,Yourfinalgradewillbebasedon:,IntroductiontoSupplyChainManagement,WhatIsASupplyChain?WhatIstheGoalofSupplyChainManagement?StrategiesforSCMSupplyChain:TheComplexitySupplyChain:theMagnitudeSupplyChain:ThePotentialKeyIssuesforSCM,传统的企业运作和管理模式,主要特征以规模化需求和区域性的卖方市场为决策背景少品种、大批量生产，刚性、专用流水生产线多级递阶控制组织结构，管理跨度小、层次多管理思想：集权式、以追求稳定和控制为主,企业为了最大限度地掌握市场份额，都牢牢控制用于生产和经营的各种资源。在企业的运作模式上，采用了“高度自制”的策略，一个企业囊括了几乎所有业务，最后形成了无所不包、“大而全、小而全”的超级组织，即所谓的“纵向一体化(VerticalIntegration)”。主要弊端增加企业投资负担承担丧失市场时机的风险迫使企业从事不擅长的业务活动在每个业务领域都直接面临众多竞争对手增大企业的行业风险,全球市场竞争的趋势,产品寿命周期越来越短产品品种数飞速膨胀对交货期的要求越来越高对产品和服务的期望(个性化)越来越高,企业管理模式的转变,20世纪80年代中后期，从“纵向一体化”向“横向一体化”转化从“大而全、小而全”向“分散网络化制造”转化，非核心业务外包出去，自己集中资源发展核心能力从“封闭式”向“开放式”的设计、开发与生产转化。通过与业务伙伴结成战略联盟占据竞争中的主动地位,供应链管理思想的出现,分销中心(欧洲代理商),总机装配(通用打印机)（FAT）,印刷电路板组装与测试（PCAT）,集成电路制造,消费者,供应商,消费者,消费者,分销中心(亚洲代理商),美洲经销商,欧洲经销商,亚洲经销商,打印机箱制造,供应商,供应商,供应商,在温哥华完成,HP打印机的供应链系统,供应链管理模式的产生与发展,供应链管理思想产生的必然性,21世纪的竞争不是企业和企业之间的竞争，而是供应链与供应链之间的竞争!,供应链管理与传统管理模式的区别,供应链管理把供应链中所有节点企业看作一个整体。供应链管理涵盖整个从供应商到最终用户的采购、制造、分销、零售等职能领域过程。供应链管理强调和依赖战略管理。“供应”是整个供应链中节点企业之间事实上共享的一个概念（任两节点之间都是供应与需求关系），同时它又是一个有重要战略意义的概念，因为它影响或者可以认为它决定了整个供应链的成本和市场占有份额。供应链管理最关键的是需要采用集成的思想和方法，而不仅仅是节点企业、技术方法等资源简单的连接。供应链管理具有更高的目标，通过管理库存和合作关系去达到高水平的服务，而不是仅仅完成一定的市场目标。,轻资产：波音787开发中的系统集成者角色,新飞机开发技术复杂、一次性研发投入高波音要求供应商承担一次性开支在787开发上，波音高度依赖一级供应商系统、模块的开发与生产下级供应链的管理与协调在787项目上，波音扮演系统集成者的角色波音承担35%的任务日本厂商35%的任务欧美厂商26%的任务高度外包利于轻资产，但全球供应链使协调、管理更复杂,轻资产：波音787开发中的系统集成者角色,WhatIsASupplyChain?,Thesystemofsuppliers,manufacturers,transportation,distributors,andvendorsthatexiststotransformrawmaterialstofinalproductsandsupplythoseproductstocustomers.Thatportionofthesupplychainwhichcomesafterthemanufacturingprocessissometimesknownasthedistributionnetwork.,一个品牌的诞生这是一个真实的故事,2000年3月17日晚上8点，美国新墨西哥州飞利浦公司芯片厂10多分钟的一场大火，让远在万里之外欧洲世界上最大的移动电话生产商之一爱立信损失惨重。这家工厂是爱立信供应链中的一环，为爱立信公司提供多种重要的零件芯片。它举足轻重的地位在于：90年代中期，爱立信公司为了节省成本简化了它的供应链，基本上排除了后备供应商。也就是说，有几种芯片只能由该工厂提供。,爱立信公司投资人关系部门的经理说，当时对爱立信来说，火灾就是火灾，没有人想到它会带来这么大的危害。爱立信公司负责海外手机部门的华而比先生直到4月初还没有发现问题的严重性。他承认说：“我们发现问题太迟了。”危机很快显现：在市场需求最旺盛的时候，由于飞利浦公司的供应跟不上，供应链中又没有其它的后备设备供应商，没有其他公司生产可替代的芯片，爱立信的生产厂只能将生产能力闲置。最终，2000年爱立信在手机方面亏损了17亿美元，在全球手机市场的份额也由几年前的15下降到去年的10左右。,回头便知，我心只有你,回头便知，我心只有你,刘德华和关之琳的激情演绎，让无数的人们从此无怨无悔地钟情着爱立信手机在相当长的时间里，爱立信手机是和尊贵、时尚画等号的。但，从2001年以后，爱立信慢慢地离开了人们的视线大火，毁坏了爱立信的供应链，一代品牌从此凋零最终，爱立信将品牌卖给了索尼来经营索爱（sonyericsson）,对于全球运营的供应链，什么最重要？,安全！,全球运营的供应链,WhatIstheGoalofSupplyChainManagement?,Supplychainmanagementisconcernedwiththeefficientintegrationofsuppliers,factories,warehousesandstoressothatmerchandiseisproducedanddistributed:IntherightquantitiesTotherightlocationsAttherighttimeInordertoMinimizetotalsystemcostSatisfycustomerservicerequirements,Supply,Sources:,RegionalWarehouses:stockingpoints,FieldWarehouses:stockingpoints,Customers,demandcenterssinks,Production/purchasecosts,Inventory&warehousingcosts,Transportationcosts,Inventory&warehousingcosts,Transportationcosts,Notice:,Whoisinvolved?Whatisthegoal?Whatlevelofactivitiesareinvolved?Whatdowemeanbyintegration?,29,供应链管理是将每一个节点列入考虑的，而这些节点将对成本产生影响，并且扮演满足顾客所需产品及服务的角色从供货商和制造设施，经由仓库及分销中心，然后到达零售商和商店在有些供应链的分析中，甚至对于供货商的供货商以及顾客的顾客进行整合。因为他们对于供应链的绩效产生影响,Whoisinvolved?,30,供应链管理的目标是要使整个供应链系统以及成本具有效率而整个系统的成本，包含将产品从原料到在制品、以至于最后制成品的运输及配销等成本，必须使其最小化目标的重点不仅是要减少运输成本及减少库存，而是要将系统方法导入供应链管理里。,Whatisthegoal?,Whatlevelofactivitiesareinvolved?,由于供应链管理是以有效整合供货商、制造商、仓库及商店为目标，所以它包含许多企业活动的层级战略层(Thestrategiclevel)战术层(Thetacticallevel)作业层(Theoperationallevel),32,StrategicPlanning,StrategicPlanning:DecisionsthattypicallyinvolvemajorcapitalinvestmentsandhavealongtermeffectDeterminationofthenumber,locationandsizeofnewplants,distributioncentresandwarehouses,andtheflowofmaterialthroughthelogisticsnetworkAcquisitionofnewproductionequipmentandthedesignofworkingcentreswithineachplantDesignoftransportationfacilities,communicationsequipment,dataprocessingmeans,etc.,33,TacticalPlanning,TacticalPlanning:EffectiveallocationofmanufacturinganddistributionresourcesoveraperiodofseveralmonthsWork-forcesizePurchasingandproductiondecisionInventorypoliciesDefinitionofthedistributionchannelsSelectionoftransportationandtrans-shipmentalternatives,34,OperationalControl,OperationalControl:Includesday-to-dayoperationaldecisionsTheassignmentofcustomerorderstoindividualmachinesDispatching,expeditingandprocessingordersVehicleschedulingandroutingTruckloading,重视供应链中不同部分间的集成降低成本提高服务水平,但是：SC的集成很困难,Whatdowemeanbyintegration?,WhatIsASupplyChain?,RobertB.HandfieldandErnestL.Nichols,Jr.1999Thesupplychain(SC)encompassesallactivitiesassociatedwiththeflowandtransformationofgoodsfromtherawmaterialsstage(extraction),throughtotheenduser,aswellastheassociatedinformationflows.Materialandinformationflowbothupanddownthesupplychain.Supplychainmanagement(SCM)istheintegrationoftheseactivitiesthroughimprovedsupplychainrelationships,toachieveasustainablecompetitiveadvantage.,WhatIsASupplyChain?,J.M.Mentzer,W.DeWitt,etc.1999Supplychain(SC):asetofthreeormoreorganizationsdirectlylinkedbyoneormoreoftheupstreamanddownstreamflowsofproducts,services,finances,andinformationfromasourcetoacustomer.Supplychainmanagement(SCM):thesystemic,strategiccoordinationofthetraditionalbusinessfunctionsandthetacticsacrossthesebusinessfunctionswithinaparticularcompanyandacrossbusinesseswithinthesupplychain,forthepurposesofimprovingthelong-termperformanceoftheindividualcompaniesandthesupplychainasawhole.,WhatistheDifference?,Manypeopleconcernsthequestion“whatisthedifferencebetweenLogisticsandSupplyChainManagement(SCM)?”,or“Isthereanydifference?”Itwouldbebettertolookatthedevelopmentofthearea.,Whatislogistics?,Onceuponthetime,Attheearlytimes:Consumptionandproductiontakeplacewithinaverylimitedgeographicregion,AsprogressionoftheeconomicstandardsconsumptionandproductionbegantoseparategeographicallyRegionscouldspecializeinthosecommoditiesthatcouldbeproducedmostefficientlyExcessproductioncouldbeshippedeconomicallytootherproducingorconsumingareasNeededgoodnotproducedlocallywereimportedThisexchangeprocessfollowsTheprincipleofcomparativeadvantageandregionaldivision,Logistics,isneededwhenthereexistspacelagand/ortimelagbetweenproductionandconsumptionofgoodsprovidesthebridgebetweenproductionandmarketlocationcreatesvaluesforbothcustomersandsuppliers-Spacevalue(eg.bytransportation)Timevalue(eg.byinventory),Logisticsmanagement,togettherightgoods/servicesintherightquantity/level,totherightplace,attherighttime,withtherightcost.,Theprocessofplanning,implementingandcontrollingtheefficient,effectiveflowandstorageofgoods,services,andrelatedinformationfrompointoforigintopointofconsumptionforthepurposeofconformingtocustomerrequirements.-CouncilofLogisticsManagement,5-Rprinciple!,Somedataaboutlogisticsmanagementinsmallcompanies,Everycompanyhasitsownlogisticsservicesystem70%invalidlogisticsoperationsPubliclogisticsresourceandinfrastructureiswastedandoccupiedwithoutvalueOverallefficiencyislowIntegrationisthewayout,FromLogisticsManagementtoSCM,Logisticsmanagementalsodealswithalogisticsnetwork,orasupplychain.Butitsobjectiveistominimizecostwhiletosatisfythedemand(ontime).SupplyChainManagementistomaximizethebenefitinlongtermthroughcooperationandcoordination.,Supplychain:3Flows,StrategiesforSCM,Alloftheadvancedstrategies,techniques,andapproachesforSupplyChainManagementfocuson:GlobalOptimizationManagingUncertainty,供应链管理要求全局观,业务和流程外包延伸了公司运营的边界，全球供应链要求要全局观、全局优化,Optimization,Whatisit?Whyisitimportant?Whattoolsandapproacheshelp?,ToolsandStrategiesforOptimization,DecisionSupportSystemsInventoryControlNetworkDesignDesignforLogisticsCrossDocking,GlobalOptimization,Whatisit?Whyisitdifferent/betterthanlocaloptimization?Whatareconflictingsupplychainobjectives?Whattoolsandapproacheshelpwithglobaloptimization?,SequentialOptimizationvs.GlobalOptimization,Source:DuncanMcFarlane,局部优化就如天鹅、梭子鱼和虾,供应链优化是系统工程，需要有系统思维,WhyisGlobalOptimizationHard?,ThesupplychainiscomplexNationalSemiconductorDifferentfacilitieshaveconflictingobjectivesThesupplychainisadynamicsystemThepowerstructurechangesThepowerstructurechangesIncreasingcustomerpowerleadstoincreaseddemandsonretailersIncreasedretailerpowerleadstoincreaseddemandsonsuppliersThesystemvariesovertime,一个联结着供应商和分销商的复杂供应链,SupplyChain:TheComplexity,“（通用汽车的）采购有三个挑战：复杂度、复杂度、还是复杂度。通用在全球采购的零部件达16万种，这也意味着每天出问题的机会有16万个。而要生产线就停顿下来，缺一种零件就够了”。-BoAnderson，通用汽车前副总裁,SupplyChain:TheComplexity,NationalSemiconductors:Production:Produceschipsinsixdifferentlocations:fourintheUS,oneinBritainandoneinIsraelChipsareshippedtosevenassemblylocationsinSoutheastAsia.DistributionThefinalproductisshippedtohundredsoffacilitiesallovertheworld20,000differentroutes12differentairlinesareinvolved95%oftheproductsaredeliveredwithin45days5%aredeliveredwithin90days.,ConflictingObjectivesintheSupplyChain,1.PurchasingStablevolumerequirementsFlexibledeliverytimeLittlevariationinmixLargequantities2.ManufacturingLongrunproductionHighqualityHighproductivityLowproductioncost,ConflictingObjectivesintheSupplyChain,3.WarehousingLowinventoryReducedtransportationcostsQuickreplenishmentcapability4.CustomersShortorderleadtimeHighinstockEnormousvarietyofproductsLowprices,ToolsandApproachesforGlobalOptimization,Everythingforoptimization,StrategicAlliances/SupplierPartnershipsSupplyContracts,供应链优化是演进，不是革命,优化的供应链就如一辆精良的法拉利跑车，并不是一朝设计好的，一天造成的；而是数年如一日，遵循一定的原则，把一个个细节做好、做扎实的自然结果。,供应链改进就如给飞驰的车子换轮子,Uncertainty,Whatisvariation?Whatisrandomness?Whattoolsandapproacheshelpustodealwiththeseissues?,SourcesofVariability,Variabilityanduncertaintyarethemostsignificantthreatstoawell-optimizedsupplychainnetwork.Therearethreemainsourcesofvariabilityinsupplychains:DemandvariabilityExample:difficultyforecastingsalesProcessvariabilityExample:unexpecteddowntimes(停工)SupplyvariabilityExample:supplierdeliveriesarelate,Uncertainty,Boeingaircraft,oneofAmericasleadingcapitalgoodsproducers,wasforcedtoannouncewritedownsof$2.6billioninOctober1997,dueto“Rawmaterialshortages,internalandsupplierpartsshortages”.,CantForecastingHelp?,ForecastingisalwayswrongThelongertheforecasthorizontheworsetheforecastEnditemforecastsareevenmorewrong,WhyIsUncertaintyHardtoDealWith?,Matchingsupplyanddemandisdifficult.Forecastingdoesntsolvetheproblem.Inventoryandback-orderlevelstypicallyfluctuatewidelyacrossthesupplychain.Demandisnottheonlysourceofuncertainty:LeadtimesYieldsTransportationtimesNaturalDisastersComponentAvailability,SupplyChainVariability,Volumes,Time,Source:TomMcGuffry,ElectronicCommerceandValueChainManagement,1998,WhatManagementGets.,Volumes,Time,Source:TomMcGuffry,ElectronicCommerceandValueChainManagement,1998,WhatManagementWants,Volumes,Time,Source:TomMcGuffry,ElectronicCommerceandValueChainManagement,1998,DealingwithUncertainty,PullSystemsRiskPoolingCentralizationPostponementStrategicAlliancesCollaborativeForecasting,SupplyChain:theMagnitude,In1998,Americancompaniesspent$898billioninsupply-relatedactivities(or10.6%ofgrossdomesticproduct).Transportation58%Inventory38%Management4%Thirdpartylogisticsservicesgrewin1998by15%tonearly$40billion,SupplyChain:theMagnitude,Itisestimatedthatthegroceryindustrycouldsave$30billion(10%ofoperatingcost)byusingeffectivelogisticsstrategies.Atypicalboxofcerealspendsmorethanthreemonthsgettingfromfactorytosupermarket.Atypicalnewcarspends15daystravelingfromthefactorytothedealership,althoughactualtraveltimeis5days.,SupplyChain:ThePotential,Procter&Gambleestimatesthatitsavedretailcustomers$65millionthroughlogisticsgainsoverthepast18months.“AccordingtoP&G,theessenceofitsapproachliesinmanufacturersandsuppliersworkingcloselytogether.jointlycreatingbusinessplanstoeliminatethesourceofwastefulpracticesacrosstheentiresupplychain”.(Journalofbusinessstrategy,Oct./Nov.1997),SupplyChain:thePotential,In10years,Wal-Marttransformeditselfbychangingitslogisticssystem.Ithasthehighestsalespersquarefoot,inventoryturnoverandoperatingprofitofanydiscountretailer.DellComputerhasoutperformedthecompetitionintermsofshareholdervaluegrowthovertheeightyearsperiod,1988-1996,byover3,000%(seeAndersonandLee,1999)usingDirectbusinessmodelBuild-to-orderstrategy.,KeyIssues,IssuesspanStrategicTacticalOperationalWhatarethetradeoffsandissues?DistributionNetworkConfigurationInventorycontrolSupplyContractsDistributionStrategiesIntegrationandPartnershipsProcurementStrategiesandOutsourcingProductDesignInformationTechnologyCustomerValue,75,供应链管理的关键问题,分销网络构造（DistributionNetworkConfiguration）库存控制（InventoryControl）供应合同（SupplyContracts）配送战略（DistributionStrategies）供应链整合及战略伙伴关系（SupplyChainIntegrationandStrategicPartnering）外包与采购战略（OutsourcingandProcurementStrategies）产品设计（ProductDesign）信息技术及决策支持系统（InformationTechnologyandDSS）顾客价值（CustomerValue）,76,分销网络构造,试想许多工厂生产产品来供应各地分散的零售商，但目前仓库设立的位置并不适当，管理层有意重新设计或重建分销网络这可能会改变需求的型态，或终止许多目前所存在的仓库租约改变需求型态可能也会改变工厂的生产水平、选择新的供货商和新的商品流通型态应该如何选择仓库的位置，以及决定每个工厂和每项产品的制造水平，并且设立从工厂到仓库或从仓库到零售商的运输体系，才能使生产成本、库存成本、运输成本最小化并使服务水平达到要求？,77,库存控制,假使一个零售商持有一特殊产品的库存，由于顾客需求时时刻刻在改变，而零售商只能够利用过去的数据来预测其需求，所以零售商的目标是决定何者为产品新的补货水平（再订购点）及补货数量，以便将库存的订购及持有成本最小化其它相关问题：零售商为何需要持有库存，是因为顾客需求和供应过程的不确定性造成的吗？还是有其他原因？若是顾客需求的不确定性造成的，有什么办法可以降低吗？应该保有多少库存？订货批量如何确定？顾客需求的预测工具会产生什么影响？零售商订货量应该大于、等于或小于预测的顾客需求？应采用何种库存周转率？不同企业有不同吗？,供应合同,传统供应