供应链管理基本知识解读(英文版)

1、CHAPTER 2Supply Chain ManagementCopyright 2001 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin2-2Supply Chain ManagementThe integration of key business processes from end user through original suppliers, that provides products, services, and information that add value for c

2、ustomers and other stakeholders.Copyright 2001 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin2-3Supply Chain Business ProcessesTier 1SupplierTier 2SupplierSUPPLY CHAIN MANAGEMENTIntegrating and Managing Processes Across the Supply ChainLogisticsPurchasing Marketing & S

3、alesR&DCustomerConsumer/End-userCUSTOMER RELATIONSHIP MANAGEMENTCUSTOMER SERVICE MANAGEMENTDEMAND MANAGEMENTORDER FULFILLMENTMANUFACTURING FLOW MANAGEMENTPROCUREMENTPRODUCT DEVELOPMENT AND COMMERCIALIZATIONRETURNSPRODUCT FLOWProductionFinanceManufacturerInformation FlowSource: Douglas M. Lambert

4、, Martha C. Cooper, Janus D. Pagh, “Supply Chain Management: Implementation Issues and Research Opportunities”, The International Journal of Logistics Management, Vol. 9, No. 2, 1998, p. 2. Copyright 2001 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin2-4Supply Chain Networ

5、k StructureMembers of the Focal Companys Supply ChainnnnnnnnConsumers / End-CustomersTier 3 to n customers12112n12Initial SuppliersTier 3 to n suppliers123121231Focal CompanyTier 1CustomersTier 2CustomersTier 3 toConsumers/End-CustomersTier 2SuppliersTier 1SuppliersTier 3 toInitialsuppliersn1Copyrig

6、ht 2001 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin2-5Elements and Key Decisions2. What processes should be linked with each of these key supply chain members?Supply chain business processesSupply chain management componentsSupply chain networkstructure1. Who are the ke

7、y supply chain members with whom to link processes?3. What level of integrationand management should be applied or each process link?Copyright 2001 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin2-6Types of Business Process Links Managed Process Links Monitored Process Link

8、s Not-Managed Process Links Nonmember Process LinksCopyright 2001 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin2-7Types of Inter-company Business Process LinksMembers of the Focal Companys Supply ChainManaged Process LinksMonitor Process LinksNot-Managed Process LinksNon-

9、Member Process LinksNon-Members of the Focal Companys Supply ChainnnnnnnnnConsumers / End-CustomersTier 3 to n customers12112nn1211Initial SuppliersTier 3 to n suppliers123121231Focal CompanyTier 1CustomersTier 2CustomersTier 3 toConsumers/End-CustomersTier 2SuppliersTier 1SuppliersTier 3 toInitials

10、uppliersn1Source: Douglas M. Lambert, Martha C. Cooper and Janus D. Pagh, Supply Chain Management: Implementation Issues and Research Opportunities,” The International Journal of Logistics Management, Vol. 9, No. 2 (1998), p.7.Copyright 2001 by The McGraw-Hill Companies, Inc. All rights reserved. Mc

11、Graw-Hill/Irwin2-8Underlying Process VisionCustomer Relationship ManagementProcurementFulfillmentCustomer Service ManagementManufacturing FlowManagementDemand ManagementCustomerSource: 3MSupply Chain Management VisionThe key to achieving an integrated flow of product and information throughout the s

12、upply chain is to create a focused customer interface, a focused supplier interface, and an integrated, process-oriented, supply chain which is driven by the customer.Copyright 2001 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin2-9Fundamental Management ComponentsWork flow

13、/ activity structurePlanning and control methodsOrganization structureCommunication and information flowfacility structureProduct flow facility structurePhysical and technical management componentsManagerial and behavioral management componentsCulture and attitudeRisk and reward structurePower and l

14、eadership structureManagement methodsCopyright 2001 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin2-10Customer Relationship Management Customer service teams develop and implement customer partnering programs. Product/service agreements are established. New customer interf

15、aces lead to improved communication and better predictions of customer demand and improve the way customers are serviced. Teams identify and eliminate sources of production variability. Key performance evaluation criteria (both level of service and customer profitability) are used to measure results

16、.Copyright 2001 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin2-11Customer Service Management Provides a single source of customer information, a point of contact for administration of the product/service agreement. Conveys real-time information through interface with prod

17、uct and distribution operations. Requires an on-line/real-time product and pricing information to assist customers with inquiries, order placement, and after-sales service. Includes front line technical service that assists customers with product applications and recommendations.Copyright 2001 by Th

18、e McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin2-12Customer Order Fulfillment “Customer need dates” and requirements drive the process. Manufacturing, distribution, and transportation plans are integrated. Strategic alliances with key supply chain members and carriers are formed

19、 to meet requirements and to reduce total-delivered-cost to customersCopyright 2001 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin2-13Manufacturing Flow Management Product is pulled through the plant based on customer needs. Manufacturing processes must flexibly respond to

20、 market changes with rapid changeover capabilities for mass customization. Minimum lot sizes are planned to move toward a make to order environment. Production priorities are driven by required delivery dates. Managers concentrate on keeping setup/changeover costs very low.Copyright 2001 by The McGr

21、aw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin2-14Procurement Strategic plans of suppliers and company are aligned to focus resources on holding down costs and developing new products. Supplier categorization and management is implemented on a corporate global basis, with purchasing

22、in a strategic contracting role. Purchase order transactions are integrated with the supply process to improve productivity and all areas of supplier performance.Copyright 2001 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin2-15Cost trade-offs in Marketing and LogisticsProd

23、uctOrder processing and information costsInventory carrying costsPlace/customer service levelsOrder processing and information costsPriceLot quantity costsWarehousing costsTransportation costsLOGISTICSMARKETINGCopyright 2001 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin2-

24、16Reengineering SCM Process Flow ChartAssess: Culture Strategies Practices ProcessesMission statementBusiness requirementsImplement business solution in supply chainNew enterprise design for integrated processRevise/reengineerStrategic partnershipsOrganizationstructureHumanresourcecapabilitiesInform

25、ationsystemsAcceptableNot acceptableSource: Douglas M. Lambert, Larry C. Guinipero, and Gary J. Ridenhower, “Supply Chain Management: A Key to Achieving Business Excellence in the 21st Century,” unpublished manuscript. All Rights reserved.Copyright 2001 by The McGraw-Hill Companies, Inc. All rights

26、reserved. McGraw-Hill/Irwin2-17IMPLEMENTATION OF SUPPLY CHAIN MANAGEMENTInformation Architecture, Data Base Strategy, Information VisibilityTechnicalLogisticsPurchasingFinance &AccountingSales &MarketingBusinessProcessesTypical FunctionsSilosManufac-turingCUSTOMERSDemandManagementNetworkPlanningCapabilityPlanningSourcingDemandPlanningCustomerRelationshipManagementRequirementsDefinitionManufacturingStrategySourcingStrategyCustomerProfitabilityAccountManagementRequirementsDe