第六讲环境扫描与全球供应链设计

1、供应链管理供应链管理厦门大学嘉庚学院国际商学院厦门大学嘉庚学院国际商学院第六讲第六讲 环境扫描与全球供应链设计环境扫描与全球供应链设计Scanning and Global Supply Chain Design1第六讲第六讲 环境扫描与全球供应链设计环境扫描与全球供应链设计为何需要供应链管理为何需要供应链管理1从归属到关系的整合过程从归属到关系的整合过程2变化的供应链世界变化的供应链世界3市场的全球化市场的全球化42学习目标学习目标 Learning Objectivesv 1.讨论供应链管理作为对变化的竞争环境的战略回应而出讨论供应链管理作为对变化的竞争环境的战略回应而出现的过程。现的过程

2、。Discuss the emergence of SCM as a strategic response to a changing competitive environment.v 2.解释归属集成到关系集成策略的转变解释归属集成到关系集成策略的转变Explain the transition from ownership (vertical) to relationship (virtual) integration strategies.v 3.讨论管理者如何使用扫描和计划的过程定义竞争的规则讨论管理者如何使用扫描和计划的过程定义竞争的规则。Discuss how managers

3、can use scanning and planning processes to define the rules of competition.v 4.描述如今市场变化的驱动力以及他们对决策的影响。描述如今市场变化的驱动力以及他们对决策的影响。Describe the forces driving change in todays market and their effect on decision-makingv 5.确定全球化有关的问题，解释全球化是如何改变竞争规确定全球化有关的问题，解释全球化是如何改变竞争规则的。则的。Identify the issues driving gl

4、obalization. Explain how globalization has changed the rules of competition. v 6.与全球供应链网络的设计相关的重要问题与全球供应链网络的设计相关的重要问题Discuss the critical issues involved in designing a global supply chain network. 3一个观点一个观点 随着经济的改变，随着竞争更全球化，不随着经济的改变，随着竞争更全球化，不再是企业与企业之间的竞争，而是供应链与供再是企业与企业之间的竞争，而是供应链与供应链之间的竞争应链之间的竞争As

5、 the economy changes, as competition becomes more global, its no longer company versus company but supply chain versus supply chain.-Harold Sirkin, Boston Consulting Group4SCM一种战略武器SCM A Strategic Weaponv供应链管理能产生成功的商业模式以帮助企业：SCM enables winning business models by helping companies to: 1.满足全球顾客的苛刻需求M

6、eet the demanding needs of customers worldwide 2.建立独特的能力Build unique competencies to fend off fierce rivals 3.进行全球环境扫描以获得最好的资源Acquire the best resources globally 4.可以高效地完成以上内容Do it efficientlyv为了将不可超越的顾客价值传递传递下去，公司必须发展独特的能力，同时越来越依赖依赖于有能力的供应链伙伴。To deliver unsurpassed customer value, companies must de

7、velop unique competencies, relying increasingly on capable supply chain partners.5垂直集成垂直集成Vertical IntegrationvHenry Ford 认为垂直集成组织代表了理想的商业模型。Henry Ford viewed the vertically integrated organization as the ideal business model20世纪初， Ford vs GM 可获得至关重要的生产资源Acquired critical production resourcesvHayes和

8、Wheelwright确定以下2个对垂直整合的解析Hayes and Wheelwright identify the following rationale: 1.降低成本的需求Desire to reduce cost 2.增强管控的需求Desire to increase controlv缺乏管理集中造成了竞争能力的下降。Lack of focus actually contributed to decreased competitiveness6关系集成关系集成 Relationship Integrationv Kieretsu模式，即顾客/供应商网络，为日本公司提供了竞争优势。Ki

9、eretsu provided Japanese companies with a competitive advantagev 丰田和本田对供应商的依赖几乎是汽车价值的80%。Toyota and Honda rely on suppliers for approximately 80% of a cars value 美国只有组装车辆价值的30%Compared with 30% for American manufacturersv 日本的商业模式使每辆车有2000美元的价格价格优势同时拥有出众的质量质量。Japanese model resulted in superior quali

10、ty and a $2,000 per vehicle cost advantagev 通过协同实现关系整合Relationship integration via collaborationv 渠道力量从制造到零售Wal-Mart vs P&G7变化的供应链世界变化的供应链世界A Changing SC World所有的优势都是暂时的。没有什么能力不容质疑的，没有什么领先是不可追上的。持续的优势是一个时钟速度缓慢的概念，暂时的优势才是时钟速度快速的概念。而且，时钟速度几乎在所有地方都在加快。 All advantage is temporary. No capability is u

11、nassailable, no lead is uncatchable, no kingdom is unbreachable. Indeed, the faster the clockspeed, the shorter the reign. Sustainable advantage is a slow-clockspeed concept; temporary advantage is a fast-clockspeed concept. And, clockspeeds are increasing almost everywhere.Charles Fine，MIT教授8环境扫描环境

12、扫描Environmental Scanningv激进的公司通过内部和外部环境扫描，洞察市场，明确市场机会和威胁， 提高战术和战略决策能力Proactive companies use insight gained from internal and external scanning to avoid surprises, identify opportunities and threats, and improve both tactical and strategic decision-makingv针对竞争对手的能力和顾客的期望，明确公司优势与劣势Identifies a firms

13、strengths and weaknesses vis-vis competitor capabilities and customer expectations9环境扫描环境扫描 Environmental Scanning扫描系统的目标是Scanning attempts to 1.探查重要的经济、政治、文化和技术方面的事件与趋势Detect important cultural, economic, legal, political, social, and technological events and trends 。 2.帮助管理者们了解公司自身的优势和劣势Help manag

14、ers accurately and objectively understand the companys strengths and weaknesses 3.从已确定的事件和趋势中明确和定义公司潜在的机会与威胁Identify and define potential opportunities and threats implied by identified events and trends 4.为战术和战略计划提供一般的正确地感知Provide a common and correct perception for tactical and strategic planning

15、5.在管理者和雇员中间促进一种适应性强而有远见的思想的建立Promote an adaptable, forward-looking mindset among managers and employees 。10扫描的过程扫描的过程11环境扫描环境扫描内部环境内部环境外部环境外部环境竞争对手竞争对手 政治政治顾客顾客 经济经济供应商供应商 法律法律 技术技术 社会文化社会文化分析分析优势优势劣势劣势分析分析机遇机遇威胁威胁SWOT Analysis改变的力量改变的力量Forces of Change 很多行业特定的力量影响着公司，然而，有很多行业特定的力量影响着公司，然而，有10个普遍的力量

16、帮助形成目前做业务的方式个普遍的力量帮助形成目前做业务的方式Many industry-specific forces affect companies; however, ten generic forces are helping to shape how business is now conducted. 1.竞争压力竞争压力 6.全球市场容量全球市场容量 2.企业的社会责任企业的社会责任 7.全球化全球化 3.顾客期望顾客期望 8.收购与合并收购与合并 4.角色转化角色转化 9.技术创新技术创新Technology Innovation 5.财务压力财务压力 10.时间的压缩时间的压

17、缩Time Compression13Forces of ChangeIssueCompetitive ImperativesCompetitive Pressure竞争压力 Must reduce costs relentlesslyMust seek innovation and non-imitable products/processesMust create switching costs via relationshipsCorporate Social Responsibility企业的社会责任 Must understand how customers define “good

18、” or ethical business practiceMust understand global social norms and track working conditions in SCMust develop, implement, and communicate company codes of conductCustomer Expectations顾客期望 Must get into the mind of downstream customersMust realize that the best way to adapt to the future is to cre

19、ate itMust build learning organization that thrives on continuous improvementRole Shifting角色转化 Must establish valued core competency to avoid dis-intermediationMust make supply chain visibleMust actively & formally evaluate role-shifting opportunitiesFinancial Pressure.财务压力Must recognize that st

20、ock markets are not always rightMust establish viable long-term strategy & stick to itMust create incentives that will not lead to short-term decision makingForces of ChangeIssueCompetitive ImperativesGlobal Capacity全球市场容量Must reduce costs relentlesslyMust seek innovation and non-imitable produc

21、ts/processesGlobalization全球化Must establish global reachphysically & via alliancesMust establish seamless outstanding performanceMust compete in rivals home country/regionMergers & Acquisitions收购与合并Must realize that mergers & acquisitions are hard to do successfullyMust formally evaluate

22、soft issuesculture, processes, policies, peopleTechnological Innovation.技术创新Must monitor technological developments closelyMust establish technology policy to guide adoptionTime Compression时间的压缩Must enhance internal & inter-organizational cooperationMust measure time explicitly市场的全球化市场的全球化Global

23、ization of Marketsv技术很大地克服了由地理和文化带来的距离技术很大地克服了由地理和文化带来的距离Technology has overcome much of the distance created by geography and culture.v全球化的步伐取决于：全球化的步伐取决于：The pace of globalization depends on:1.信息和通信技术的推进Advances in information and communication technology 2.可靠交通的提供Availability of reliable transpor

24、tation3.贸易保护政策的减少Reduction of protectionist trade policies全球化的内涵全球化的内涵 Globalizations Implications商业无国界，资本和工作你的工作，随处可商业无国界，资本和工作你的工作，随处可达，结局简单而伤痛，如果世界作为一个大市场，达，结局简单而伤痛，如果世界作为一个大市场，则每个雇员要跟世界上每个能做同样工作的人竞争则每个雇员要跟世界上每个能做同样工作的人竞争，这样的人很多，大多还很饿。，这样的人很多，大多还很饿。Business knows no national boundaries. Capital a

25、nd work - your work! - can go anywhere on earth. The consequence of all this is painfully simple: If the world operates as one big market, every employee will compete with every person in the world who is capable of doing the same job. There are a lot of them, and many of them are very hungry.商业领域里没

26、有任何国家界限。资金和产品能到达世界上的任何一个地方。所有这一切的结论非常简单：如果整个世界像一个大的市场一样运行，每名雇员都将和这个世界上任何一个能做同样工作的人竞争。世界上有很多这样的人，而他们很多都非常饥饿- Andrew Grove, former CEO at Intel1. 竞争不断加剧竞争不断加剧competition is intensifyingNippon Steel, Sony, ToyotaNokia, Unilever, samsung, Haier2. 全球市场越显重要全球市场越显重要global markets are increasingly important

27、3. 国内和全球业务并不相同国内和全球业务并不相同domestic and global business are different全球化的内涵全球化的内涵 Globalizations Implications全球市场的重要性全球市场的重要性 Importance of Global Marketsv全球95%的人口生活在美国以外的地方95% the worlds population lives outside the U.S.v全球国内生产总值的80%是美国以外的国家生产80% of the worlds gross domestic product is produced outsi

28、de the U.S.v超过50%的人口在20岁以下50%+ of the population is under 20 years old in many countriesv美国公司2004年在海外获得3150亿美元的利润Educational background and disposable income are prime factors motivating consumption decisionsv在过去的10年里增长了US companies earned $315 billion profits overseas in 2004, up 78% over the past

29、decade 增长速度远远超过国内的利润增长点。This pace far outstrips domestic profit growthImportance of Global MarketsGDP in Industrialized EconomiesGDP in Emerging Economies国内商务和全球商务并不同国内商务和全球商务并不同Global Business is Different供应链管理者必须考虑供应链管理者必须考虑4个问题：个问题：Managers must consider four differences between Global and domest

30、ic operations. 1.政治-需评估政治的潜在趋势是否对全球商务策略造成危害。Politics political stability and undercurrents that might jeopardize global business strategies. 2.法律-需有能力的法律顾问Legalities requires competent legal counsel 3.金融-考虑汇率风险；税收；保险等Finance exchange rate risk and hedging; taxation issues 4.文化-必须考虑时间、个人空间、员工和管理者的关系以

31、及个人的责任感。Culture must adapt to local views on time, personal space, worker/manager relations, individual accountability, etc.6个全球化的规则个全球化的规则 Six Globalization Imperatives6个迫切事情形成全球竞争平台：Six imperatives are shaping the global competitive landscape: 1.建立三元市场-公司需要在主要的3个大市场（美国、欧盟和欧洲）进行运营；Establish a Triad

32、ic Presence companies need to operate in the three major world markets U.S., E.U. and Asia 2.利用据点-公司需要利用在工业化国家里的业务作为通往新兴市场的桥梁；Utilized Beachheads use operations in industrialized countries as bridges into emerging markets6个全球化的规则个全球化的规则3.在市场上的表现毫无漏洞-公司必须在全球市场上一直都有非常高的水平的表现Achieve Seamless Performanc

33、e Across Markets deliver the same high quality product with the same excellent service everywhere4.通过联盟扩大供货范围-联盟伙伴能提供市场信息、技术上的专门知识、经营诀窍或资金；Extend Reach Through Alliances alliance partners can provide market knowledge, technological expertise, operational know-how, and/or financial resources.5.在对手的国内市场与其竞争-竞争防止交叉利润补贴；Compete in Competitors Home Mar