第10讲：供应链管理PPT学习教案

1、会计学1第第10讲：供应链管理讲：供应链管理1750s-The Industrial Revolution: Division of labor & Concept of interchangeable parts1800s-Larger, more complex factories; stage set for production explosion of 20th centuryScientific management, Industrial Engineering1900s-Assembly lines and mass production1930s-Human Fact

2、ors, Quality movement1940s-Operations Research1950s-Cellular manufacturing1950s-IT Revolution1950s-Factory Automation: NC, CNC, FMC, FMS, Robotics 1960s-MRP, MRP II, JIT, OPT.1980s-Supply Chain Management, Inter-org. IS (EDI)1990s-Reengineering, Internet, E-commerce第1页/共83页第2页/共83页第3页/共83页第4页/共83页供应

3、商制造商经销商零售商客户物物 流流信息流信息流资金流资金流信息流信息流产品流产品流服务流服务流资金流资金流知识流知识流第5页/共83页供 应 系 统 运 营 系 统 配 送 系 统工厂1工厂2工厂3仓库/配送中心仓库/配送中心仓库/配送中心顾客ABC原料供应物料管理成品配送营销物流原材料供应商搬运/运输 搬运/运输制造成品存储/配送市场 供 应 链 系 统批发/零售商批发/零售商批发/零售商顾客顾客 配送/运输第6页/共83页第7页/共83页第8页/共83页第9页/共83页第10页/共83页第11页/共83页第12页/共83页第13页/共83页 Map Current Map CurrentS

4、upply ChainSupply Chain Identify Key Identify Key SC MembersSC Members Form Steering Form Steering Committee & Committee & Joint StrategiesJoint Strategies Realign Core Realign Core CompetenciesCompetenciesSeek Synergistic Seek Synergistic Fit & Barriers to Fit & Barriers to EntryEnt

5、ryOrganize for Organize for Improvements in Improvements in Various AreasVarious Areas第14页/共83页SC Steering CommitteeSC Steering CommitteePhysical Physical ReconfigurationReconfigurationBusiness Business ProcessesProcesses IS & IT IS & IT IntegrationIntegrationSuppliersSuppliersManufacturersM

6、anufacturersDistributorsDistributorsRetailersRetailersNPDPPurchasingOperationsInter-Organizational TeamsInter-Functional TeamsMarketingNPDPPurchasingOperationsMarketingNPDPPurchasingOperationsMarketingNPDPPurchasingOperationsMarketing第15页/共83页第16页/共83页FunctionalFunctionalInnovativeInnovativeLife Cyc

7、leLife Cycle 2years 2years3mos. - 1 year3mos. - 1 yearMarginMargin5-20%5-20%20-60%20-60%VarietyVarietyLowLowhighhighAvg. Forecast Avg. Forecast ErrorError10%10%40-100%40-100%Stock-out rateStock-out rate1-2%1-2%10-40%10-40%MarkdownMarkdown0 010-25%10-25%Lead Time for Lead Time for MTOMTO6 mos.-1 year

8、6 mos.-1 year1 day- 2wks1 day- 2wks第17页/共83页MismatchMatchEfficientEfficientSupply ChainSupply ChainResponsiveResponsiveSupply ChainSupply ChainProductsProductsFunctional InnovativeMismatchMatch第18页/共83页EfficientEfficientResponsiveResponsivePurposePurposeSupply predictable Supply predictable demand e

9、fficiently at demand efficiently at lowest costlowest costRespond quickly to Respond quickly to unpredictable unpredictable demanddemandMfg FocusMfg FocusHigh utilizationHigh utilizationReserve capacityReserve capacityInventoryInventoryHigh inventory turnsHigh inventory turnsSignificant buffer Signi

10、ficant buffer inventoryinventoryLead TimeLead TimeShorten lead time Shorten lead time without increasing without increasing costcostInvest aggressively to Invest aggressively to reduce lead timereduce lead timeSupplier SelectionSupplier SelectionBased on Cost & Based on Cost & QualityQuality

11、Speed, flexibility & Speed, flexibility & qualityqualityProd. DesignProd. DesignMaximal performance Maximal performance & minimal cost& minimal costModular design, form Modular design, form postponementpostponement第19页/共83页MismatchMatchEfficientEfficientSupply ChainSupply ChainRespon

12、siveResponsiveSupply ChainSupply ChainProductsProductsFunctional InnovativeMismatchMatch第20页/共83页Stable Stable (Low Supply Uncertainty)(Low Supply Uncertainty)Evolving Evolving (High Supply Uncertainty)(High Supply Uncertainty)Less BreakdownsLess BreakdownsMore breakdownsMore breakdownsStable &

13、high yieldsStable & high yieldsVariable & low yieldsVariable & low yieldsLess quality problemsLess quality problemsPotential quality problemsPotential quality problemsMore supply sourcesMore supply sourcesLimited supply sourcesLimited supply sourcesReliable suppliersReliable suppliersUnr

14、eliable suppliersUnreliable suppliersLess process changesLess process changesMore process changesMore process changesLess Capacity ConstraintsLess Capacity ConstraintsPotential capacity constraintsPotential capacity constraintsEasier to changeoverEasier to changeoverDifficult to changeoverDifficult

15、to changeoverFlexibleFlexibleInflexibleInflexibleDependable Lead TimeDependable Lead TimeVariable Lead TimeVariable Lead Time第21页/共83页LowLowStableStableHighHighEvolvingEvolvingDemand UncertaintyDemand UncertaintyLow HighLow HighFunctional InnovativeGrocery. Grocery. Apparel, Apparel, food, oil, gasf

16、ood, oil, gasSupply UncertaintyFashion Apparel, Fashion Apparel, computers, pop computers, pop musicmusicTelecom, High-end Telecom, High-end computers, computers, semiconductorsemiconductorHydro-electric Hydro-electric power, some power, some food producefood produce第22页/共83页LowLowStableStableHighHi

17、ghEvolvingEvolvingDemand UncertaintyDemand UncertaintyLow HighLow HighFunctional InnovativeEfficientEfficientSupply Supply ChainsChainsSupply UncertaintyResponsiveResponsiveSupply ChainsSupply ChainsAgileAgileSupply ChainsSupply ChainsRisk-hedgingRisk-hedgingSupply ChainsSupply Chains第23页/共83页LowLow

18、StableStableHighHighEvolvingEvolvingDemand UncertaintyDemand UncertaintyLow HighLow HighFunctional InnovativeEfficientEfficientSupply Supply ChainsChainsSupply UncertaintyResponsiveResponsiveSupply ChainsSupply ChainsAgileAgileSupply ChainsSupply ChainsRisk-hedgingRisk-hedgingSupply ChainsSupply Cha

19、ins第24页/共83页第25页/共83页 供应风险基础产品 专业产品采购金额低高一般产品一般产品瓶颈产品瓶颈产品杠杆产品杠杆产品战略产品战略产品足球时尚篮球赞助跑步羽毛球羽毛球篮球篮球 第26页/共83页供应链反应能力供应链赢利水平反应能力能力型工厂成本导向型工厂需求确定不确定基础类产品新类别一般产品延续产品创新型产品主推产品一般合作伙伴核心合作伙伴战略合作伙伴杠杆产品一般产品杠杆产品瓶颈产品杠杆产品瓶颈产品战略产品供应商E供应商F供应商D供应商B供应商C供应商A战略匹配战略匹配带带第27页/共83页第28页/共83页第29页/共83页客户需求量零售商的订单05101520时间时间订购数量订

20、购数量05101520时间时间订购数量订购数量批发商的订单05101520时间时间订购数量订购数量05101520时间时间订购数量订购数量制造商的订单第30页/共83页婴儿婴儿父母父母零售商零售商 批发商批发商 宝洁公司宝洁公司3M公司公司第31页/共83页第32页/共83页第33页/共83页问题根源具体原因需求信息处理成批订货价格波动配给和缺货造成的竞争缺乏信息共享，订货提前期长，进行多种预测订购的规模经济，订购成本，以及 满载问题定价时高时低，促销活动，以及批量采购折扣由于配给而产生的刺激作用，无视后果第34页/共83页05101520时间时间订购数量订购数量实际销售量所下的订单第35页/

21、共83页第36页/共83页第37页/共83页第38页/共83页第39页/共83页第40页/共83页原因 策略需求信息处理成批订购价格波动配给和缺货造成的竞争信息共享，POS, VMI,缩短订货提前期，统一预测EDI，加强货运工作，CAO，第三方后勤供应业务EDLP/EDLC, 限制采购时间窗口根据过去的需求进行配给，库存、生产能力方面的信息共享第41页/共83页第42页/共83页第43页/共83页第44页/共83页第45页/共83页若干要点（续）第46页/共83页第47页/共83页Retailer1Retailer 2Retailer 3DCFactoryPOPOWOBeer GameBeer Game Game SetupGame SetupTransit AreaWe play a traditional, un-coordinated supply chain: no one talks to each other: interactions entirely thru document and chip transfers Instructor generate