第三章 供应链的构建

1、第三章 供应链的构建6054第三章 供应链的构建本章内容第一节 供应链管理的战略及其匹配第二节 供应链的设计 第三节 供应链体系结构模型 第四节 供应链设计的策略第五节 供应链构建应考虑的问题 第一节供应链管理的战略及其匹配 供应链管理战略的关注点 供应链管理战略的关注的重点不是企业向顾客提供的产品或服务本身给企业增加的竞争优势，而是产品或服务在企业内部和整个供应链中运动的流程所创造的市场价值给企业增加的竞争优势。供应链战略与竞争战略的匹配公司首先应当理解顾客，理解每一个目标顾客群的顾客需要；公司应当对供应链有一定的理解，明确其供应链设计用来做什么；如果一条供应链运营良好，但与预期顾客需要之间

2、不相匹配，那么，公司或者重构供应链以支持其竞争战略，或者改变其竞争战略以适应供应链。第二节 供应链的设计 供应链设计的内容供应链成员及合作伙伴选择网络结构设计 供应链运行基本规则供应链设计的原则自上而下和自下而上相结合的原则 简洁性原则 集优化原则 协作性原则 动态性原则 创新原则 战略性原则 供应链设计的标准基于产品的供应链设计标准基于成本的供应链设计标准基于集成机制的供应链设计标准供应链设计的步骤分析核心企业的现状分析核心企业所处的市场竞争环境明确供应链设计的目标分析组成供应链的各类资源要素提出供应链的设计框架评价供应链设计方案的可行性调整新的供应链检验已产生的供应链 比较新旧供应链 完成

3、供应链的运行 供应链设计的评价指标 柔性 稳定 集成 协调简洁 第三节 供应链体系结构模型供应链网络结构 链状结构网状结构核网心状企结业构链状结构的供应链模型自然界A供应商B供应商B供应商B生产商C分销商D用户E分销商D用户E用户E网状结构的供应链模型A1A2B1B2BnC1CiCkD1D2Dm-1DmE1Es核心企业网状供应链结构模型 A1A2B1B2BnC1D1D2Dm-1DmE1Es供应链节点的选择方法直观判断法成本法层次分析法两阶段的伙伴选择过程模型供应链流程连接模型受管理的业务流程连接 受监控的业务流程连接 不受管理的业务流程连接非成员业务流程连接第四节 供应链设计的策略供应链设计的

4、策略基于客户需求 基于成本核算 基于客户需求的设计辨别功能性/革新性产品功能性产品的有效性供给革新性产品的反应性供给基于成本核算的设计物料成本函数劳动力成本函数运输成本函数设备和其他变动成本函数供应链的总成本函数供应链设计的优化成本算法第五节供应链构建应考虑的问题 供应链构建应考虑的问题 客户优先定位明确防范风险The matrix structure assigns functional specialists to interdisciplinary teams that are supervised by project leaders. This structure combines

5、product departmentalization and functional departmentalization. Because workers in the matrix have two bossestheir functional department managers and their product managersthe matrix breaks the unity-of-command concept. The matrix has strong points: it facilitates coordination between multiple proje

6、cts that are complex and interdependent, and it efficiently allocates specialists. The matrix also has several weaknesses: it can create confusion, foster power struggles, and increase employee stress. So, the matrix has met with mixed success.Research shows that, to some extent, decision making pra

7、ctices differ from country to country. Therefore, the cultural background of a manager will influence his or her decision making preferences: for example, group versus individual decisions, participative or autocratic decisions, and degree of acceptable risk. Decision making in Japan, for example, i

8、s much more group oriented than in the United States. The Japanese value conformity and cooperation. Before making decisions, Japanese CEOs gather large amounts of information, which is then used in consensus-forming group decisions called ringisei. Because employees in Japanese organizations have a

9、 high degree of job security, managerial decisions take a long-term perspective rather than focus on short-term profits as is often the practice in the United States. As managers deal with employees from diverse cultures, they must recognize what is common and accepted behavior when asking them to m

10、ake decisions. Managers who accommodate the diversity in decision-making practices and philosophies can expect a high payoff as they capture the perspectives and strengths that a diverse workforce offers. Without some stress, people would have no energy. Accordingly, stress reduction programs should

11、 target the dysfunctional aspects of stress. One way to reduce stress is to make sure that employees are properly matched to their jobs and that they know the extent of their “authority.” Furthermore, by letting employees know precisely what is expected, role conflict and ambiguity can be minimized.

12、 On-the-job stress can also be reduced by redesigning jobs and encouraging employee participation.Many companies have started employee assistance and wellness programs. An extension of substance abuse programs started in the 1940s, employee assistance programs (EAPs) have focused on new areas, such

13、as health care. And studies suggest that organizations can save $5 for every EAP dollar spent. Designed to keep workers healthy, wellness programs focus on weight control, stress management, or physical fitness. Studies show that such programs control health care costs and reduce health related abse

14、nteeism. Research shows that, to some extent, decision making practices differ from country to country. Therefore, the cultural background of a manager will influence his or her decision making preferences: for example, group versus individual decisions, participative or autocratic decisions, and de

15、gree of acceptable risk. Decision making in Japan, for example, is much more group oriented than in the United States. The Japanese value conformity and cooperation. Before making decisions, Japanese CEOs gather large amounts of information, which is then used in consensus-forming group decisions ca

16、lled ringisei. Because employees in Japanese organizations have a high degree of job security, managerial decisions take a long-term perspective rather than focus on short-term profits as is often the practice in the United States. As managers deal with employees from diverse cultures, they must recognize what is co