供应链管理的驱动要素和测度课件

1、第三章 供应链管理的驱动要素和测度第三章.供应链管理的要素和障碍第一节.供应链性能的决定因素第二节.存货（Inventory）第三节.运输 (Transportation)第四节.设施（facilities）第五节.信息（Information） 第六节. 资源（Sourcing）第七节. 价格（Pricing）第一节.供应链性能的决定因素一.为什么要研究供应链的要素从目标看：实现企业的竞争战略从因果关系看:通过控制几大要素来控制供应链的响应能力与效率Drivers of Supply Chain PerformanceFacilitiesplaces where inventory is s

2、tored, assembled, or fabricated(制造) production sites and storage sitesInventoryraw materials, WIP, finished goods within a supply chaininventory policiesTransportationmoving inventory from point to point in a supply chaincombinations of transportation modes and routesDrivers of Supply Chain Performa

3、nceInformationdata and analysis regarding inventory, transportation, facilities throughout the supply chainpotentially the biggest driver of supply chain performanceSourcingfunctions a firm performs and functions that are outsourcedPricingPrice associated with goods and services provided by a firm t

4、o the supply chain二.供应链决策框架控制单独一个要素难以兼顾效率和响应能力，同时控制六大要素，用一个要素的优势来弥补其他要素的弱势，最后总体上使供应链效率和响应能力都提高。就象踢足球，如果你各方面都强，你可以是C罗，如果你某方面不强，但靠其他几方面来弥补，你仍然可以是梅西。我们在供应链管理中研究的所有决策问题其实就是针对这几个要素的决策问题。是供应链管理研究的具体化。第三章.供应链管理的要素和障碍第一节.供应链绩效的要素第二节.存货（Inventory）第三节.运输 (Transportation)第四节.设施（facilities）第五节.信息（Information） 第

5、六节. 资源（Sourcing）第七节. 价格（Pricing）第二节.存货（Inventory）一.定义Inventory is all raw materials , work in process ,and finished goods within a supply chain. 是指供应链中流动的物品，不是指仓储设施，不要混淆概念。二.存货决策的框架竞争战略供应链战略存货运输设施信息效率反应能力周转存货安全存货季节性存货能否满足客户需求成本和响应速度Inventory exists because of a mismatch between supply and demandMism

6、atch is intentional（故意的） at a retailer store where inventory is held in anticipation of future demandThe role that inventory play in the supply chain is To increase the amount of demand that can be satisfied by having the product ready and available when customer wants it. To reduce cost by exploiti

7、ng economies of scale that may exist during production and distribution.Major source of cost and influence on responsiveness (例如：服装供应链)Inventory: Role in the Supply ChainInventory: Role in Competitive StrategyIf responsiveness is a strategic competitive priority, a firm can locate larger amounts of

8、inventory closer to customersIf cost is more important, inventory can be reduced to make the firm more efficientTrade-offImplicit in the inventory driver is between the responsiveness that results from more inventory and the efficiency that results from less inventory. Example NordstromComponents of

9、 Inventory DecisionsCycle inventoryAverage amount of inventory used to satisfy demand between shipmentsDepends on lot sizeSafety inventoryinventory held in case demand exceeds expectationscosts of carrying too much inventory versus cost of losing salesSeasonal inventoryinventory built up to counter

10、predictable variability in demandcost of carrying additional inventory versus cost of flexible productionOverall trade-off: Responsiveness versus efficiencymore inventory: greater responsiveness but greater costless inventory: lower cost but lower responsivenessInventory-related metricsCash-to-cash

11、cycle time（应收账款，应付账款）Average inventoryInventory turns（周转次数）Products with more than a specified number of days of inventory（滞销）Average replenishment batch sizeAverage safety inventorySeasonal inventoryFill rateFraction of time out of stockObsolete inventory（沉没成本）Components of Inventory DecisionsLittl

12、es law衡量存货流动速度的公式(1)物流时间T(Material flow time)从物料进入供应链时起，其存在于供应链内部的全部时间。(2)传送率R(Throughput)单位时间内的产品销量。 I=RT 存货量的大小等于物流时间和传送率的乘积。第三章.供应链管理的要素和障碍第一节.供应链绩效的要素第二节.存货（Inventory）第三节.运输 (Transportation)第四节.设施（facilities）第五节.信息（Information）第六节. 资源（Sourcing）第七节. 价格（Pricing）第三节.运输 (Transportation)一.定义 把供应链中的存货

13、从一点移动到另外一点的活动。二.运输决策的框架竞争战略供应链战略运输存货设施信息效率反应能力运输模式路径网络自主/外包能否满足客户需求成本和响应速度Transportation: Role in the Supply ChainMoves the product between stages in the supply chainImpact on responsiveness and efficiencyFaster transportation allows greater responsiveness but lower efficiencyAlso affects inventory

14、and facility locations. Transportation: Role in the Competitive StrategyIf responsiveness is a strategic competitive priority, then faster transportation modes can provide greater responsiveness to customers who are willing to pay for itCan also use slower transportation modes for customers whose pr

15、iority is price (cost)Can also consider both inventory and transportation to find the right balanceExample: Blue Nile（钻石商，中心存储，和FEDEX战略联盟）Components of Transportation DecisionsDesign of transportation networknetwork: collection of transportation mode, locations and routesMode of transportation: air,

16、 truck, rail, ship, pipeline, electronic transportationvary in cost, speed, size of shipment, flexibilityRoute selectionroute: path along which a product is shippedOverall trade-off: Responsiveness versus efficiencyComponents of Transportation DecisionsTransportation-related metricsAverage inbound t

17、ransportation costAverage income shipment sizeAverage inbound transportation cost per shipmentAverage outbound transportation costAverage outbound shipment sizeAverage outbound transportation cost per shipmentFraction transported by mode第三章.供应链管理的要素和障碍第一节.供应链绩效的要素第二节.存货（Inventory）第三节.运输 (Transportat

18、ion)第四节.设施（facilities）第五节.信息（Information）第六节. 资源（Sourcing）第七节. 价格（Pricing）第四节.设施（facilities）一. 定义 供应链网络中存贮、装配、加工存货的场所。生产和存贮场所是两类主要的设施。二.设施决策的框架竞争战略供应链战略设施存货运输信息效率反应能力位置能力加工方式能否满足客户需求成本和响应速度仓储方式 FacilitiesRole in the supply chainthe “where” of the supply chainmanufacturing or storage (warehouses)Role

19、 in the competitive strategyeconomies of scale (efficiency priority)larger number of smaller facilities (responsiveness priority)Example: Toyota（响应所有顾客需求）Components of Facilities DecisionsLocationcentralization (efficiency) vs. decentralization (responsiveness)other factors to consider (e.g., proxim

20、ity to customers)Capacity (flexibility versus efficiency)Overall trade-off: Responsiveness versus efficiencyBetween the cost of the number, location and type of facilities (efficiency) and the level of responsiveness the these facilities provide the companys customers. Components of facilities decis

21、ionsFacility-related metricsCapacityUtilizationProcessing/setup/down/idle timeProduction cost per unitQuality lossesTheoretical flow/cycle time of productionActual average flow/cycle time第三章.供应链管理的要素和障碍第一节.供应链绩效的要素第二节.存货（Inventory）第三节.运输 (Transportation)第四节.设施（facilities）第五节.信息（Information）第六节. 资源（S

22、ourcing）第七节. 价格（Pricing）第五节.信息（Information）一.定义 Information consists of data and analysis regarding inventory , transportation , facilities , and customers throughout the supply chain.二.设施决策的框架竞争战略供应链战略信息存货运输设施效率反应能力推/拉协同与共享预测与计划能否满足客户需求成本和响应速度使能技术 Information: Role in the Supply ChainThe connection

23、 between the various stages in the supply chain allows coordination between stagesCrucial to daily operation of each stage in a supply chain e.g., production scheduling, inventory levelsInformation: Role in the Competitive StrategyAllows supply chain to become more efficient and more responsive at t

24、he same time (reduces the need for a trade-off)The tremendous growth of the importance of Information technology is a testimony（证据） to the impact that information can have on improving a company. What information is most valuable in reducing cost and improving responsiveness within a supply chainExa

25、mple: Andersen Windows(设计构件库，实时报价)，Sunsweet Growers(S&OP计划，预测准确率提高，供需匹配更好)Components of Information DecisionsPush (MRP？) versus pull (demand information transmitted quickly throughout the supply chain)Coordination and information sharingForecasting and aggregate planningEnabling technologiesEDIInter

26、netERP systemsSupply Chain Management softwareOverall trade-off: Responsiveness versus efficiencyComponents of Information DecisionsInformation-related metricsForecast horizonFrequency updateForecast errorSeasonal factorsVariance from planRatio of demand variability to order variability第三章.供应链管理的要素和

27、障碍第一节.供应链绩效的要素第二节.存货（Inventory）第三节.运输 (Transportation)第四节.设施（facilities）第五节.信息（Information）第六节. 资源（Sourcing）第七节. 价格（Pricing）Sourcing: Role in the Supply ChainSet of business processes required to purchase goods and services in a supply chainSingle vs. multiple suppliers, supplier selection, contract

28、 negotiationSourcing: Role in the Competitive StrategySourcing decisions are crucial because they affect the level of efficiency and responsiveness in a supply chainIn-house vs. outsource decisions- improving efficiency and responsivenessExample: Cisco（低端外包中国厂商，高端外包美国厂商）Components of Sourcing Decisi

29、onsIn-house versus outsource decisionsSupplier evaluation and selectionProcurement processOverall trade-off: Increase the supply chain profitsComponents of Sourcing DecisionsSourcing-related metricsDays payable outstandingAverage purchase priceRange of purchase priceAverage purchase quantitySupply q

30、ualitySupply lead timeFraction of on-time deliveriesSupplier reliability第三章.供应链管理的要素和障碍第一节.供应链绩效的要素第二节.存货（Inventory）第三节.运输 (Transportation)第四节.设施（facilities）第五节.信息（Information）第六节. 资源（Sourcing）第七节. 价格（Pricing）Pricing: Role in the Supply ChainPricing determines the amount to charge customers in a sup

31、ply chainPricing affects the customer segments to buy product.Pricing strategies can be used to match demand and supplyPricing: Role in the Competitive StrategyFirms can utilize optimal pricing strategies to improve efficiency and responsivenessLow price and low product availability (Costco); vary p

32、rices by response times (manufacturing)Example: Amazon offers its customer a large menu of prices for products that are purchased from the company.Components of Pricing DecisionsPricing and economies of scaleMany supply chain activities display economies of scale.Everyday low pricing versus high-low pricingCost