供应链管理基本知识解读英文

CHAPTER2SupplyChainManagementSupplyChainManagementTheintegrationofkeybusinessprocessesfromenduserthroughoriginalsuppliers,thatprovidesproducts,services,andinformationthataddvalueforcustomersandotherstakeholders.SupplyChainBusinessProcessesTier1SupplierTier2SupplierSUPPLYCHAINMANAGEMENTIntegratingandManagingProcessesAcrosstheSupplyChainLogisticsPurchasing

Marketing&SalesR&DCustomerConsumer/End-userCUSTOMERRELATIONSHIPMANAGEMENTCUSTOMERSERVICEMANAGEMENTDEMANDMANAGEMENTORDERFULFILLMENTMANUFACTURINGFLOWMANAGEMENTPROCUREMENTPRODUCTDEVELOPMENTANDCOMMERCIALIZATIONRETURNSPRODUCTFLOWProductionFinanceManufacturerInformationFlowSource:DouglasM.Lambert,MarthaC.Cooper,JanusD.Pagh,“SupplyChainManagement:ImplementationIssuesandResearchOpportunities”,TheInternationalJournalofLogisticsManagement,Vol.9,No.2,1998,p.2.SupplyChainNetworkStructureMembersoftheFocalCompany’sSupplyChainnnnnnnnConsumers/End-CustomersTier3toncustomers12112n12InitialSuppliersTier3tonsuppliers123121231FocalCompanyTier1CustomersTier2CustomersTier3toConsumers/End-CustomersTier2SuppliersTier1SuppliersTier3toInitialsuppliersn1ElementsandKeyDecisions2.Whatprocessesshouldbelinkedwitheachofthesekeysupplychainmembers?SupplychainbusinessprocessesSupplychainmanagementcomponentsSupplychainnetworkstructure1.Whoarethekeysupplychainmemberswithwhomtolinkprocesses?3.Whatlevelofintegrationandmanagementshouldbeappliedoreachprocesslink?TypesofBusinessProcessLinksManagedProcessLinksMonitoredProcessLinksNot-ManagedProcessLinksNonmemberProcessLinksTypesofInter-company

BusinessProcessLinksMembersoftheFocalCompany’sSupplyChainManagedProcessLinksMonitorProcessLinksNot-ManagedProcessLinksNon-MemberProcessLinksNon-MembersoftheFocalCompany’sSupplyChainnnnnnnnnConsumers/End-CustomersTier3toncustomers12112nn1211InitialSuppliersTier3tonsuppliers123121231FocalCompanyTier1CustomersTier2CustomersTier3toConsumers/End-CustomersTier2SuppliersTier1SuppliersTier3toInitialsuppliersn1Source:DouglasM.Lambert,MarthaC.CooperandJanusD.Pagh,"SupplyChainManagement:ImplementationIssuesandResearchOpportunities,”TheInternationalJournalofLogisticsManagement,Vol.9,No.2(1998),p.7.UnderlyingProcessVisionCustomerRelationshipManagementProcurementFulfillmentCustomerServiceManagementManufacturingFlowManagementDemandManagementCustomerSource:3MSupplyChainManagementVisionThekeytoachievinganintegratedflowofproductandinformationthroughoutthesupplychainistocreateafocusedcustomerinterface,afocusedsupplierinterface,andanintegrated,process-oriented,supplychainwhichisdrivenbythecustomer.FundamentalManagement

ComponentsWorkflow/activitystructurePlanningandcontrolmethodsOrganizationstructureCommunicationandinformationflowfacilitystructureProductflowfacilitystructurePhysicalandtechnicalmanagementcomponentsManagerialandbehavioralmanagementcomponentsCultureandattitudeRiskandrewardstructurePowerandleadershipstructureManagementmethodsCustomerRelationshipManagementCustomerserviceteamsdevelopandimplementcustomerpartneringprograms.Product/serviceagreementsareestablished.Newcustomerinterfacesleadtoimprovedcommunicationandbetterpredictionsofcustomerdemandandimprovethewaycustomersareserviced.Teamsidentifyandeliminatesourcesofproductionvariability.Keyperformanceevaluationcriteria(bothlevelofserviceandcustomerprofitability)areusedtomeasureresults.CustomerServiceManagementProvidesasinglesourceofcustomerinformation,apointofcontactforadministrationoftheproduct/serviceagreement.Conveysreal-timeinformationthroughinterfacewithproductanddistributionoperations.Requiresanon-line/real-timeproductandpricinginformationtoassistcustomerswithinquiries,orderplacement,andafter-salesservice.Includesfrontlinetechnicalservicethatassistscustomerswithproductapplicationsandrecommendations.CustomerOrderFulfillment“Customerneeddates”andrequirementsdrivetheprocess.Manufacturing,distribution,andtransportationplansareintegrated.Strategicallianceswithkeysupplychainmembersandcarriersareformedtomeetrequirementsandtoreducetotal-delivered-costtocustomersManufacturingFlowManagementProductispulledthroughtheplantbasedoncustomerneeds.Manufacturingprocessesmustflexiblyrespondtomarketchangeswithrapidchangeovercapabilitiesformasscustomization.Minimumlotsizesareplannedtomovetowardamaketoorderenvironment.Productionprioritiesaredrivenbyrequireddeliverydates.Managersconcentrateonkeepingsetup/changeovercostsverylow.ProcurementStrategicplansofsuppliersandcompanyarealignedtofocusresourcesonholdingdowncostsanddevelopingnewproducts.Suppliercategorizationandmanagementisimplementedonacorporateglobalbasis,withpurchasinginastrategiccontractingrole.Purchaseordertransactionsareintegratedwiththesupplyprocesstoimproveproductivityandallareasofsupplierperformance.Costtrade-offsinMarketingandLogisticsProductOrderprocessingandinformationcostsInventorycarryingcostsPlace/customerservicelevelsOrderprocessingandinformationcostsPriceLotquantitycostsWarehousingcostsTransportationcostsLOGISTICSMARKETINGReengineeringSCM

ProcessFlowChartAssess:CultureStrategiesPracticesProcessesMissionstatementBusinessrequirementsImplementbusinesssolutioninsupplychainNewenterprisedesignforintegratedprocessRevise/reengineerStrategicpartnershipsOrganizationstructureHumanresourcecapabilitiesInformationsystemsAcceptableNotacceptableSource:DouglasM.Lambert,LarryC.Guinipero,andGaryJ.Ridenhower,““SupplyChainManagement:AKeytoAchievingBusinessExcellenceinthe21stCentury,”unpublishedmanuscript.AllRightsreserved.IMPLEMENTATIONOFSUPPLYCHAINMANAGEMENTInformationArchitecture,DataBaseStrategy,InformationVisibilityTechnicalLogisticsPurchasingFinance&AccountingSales&MarketingBusinessProcessesTypical

FunctionsSilosManufac-turingCUSTOMERSDemandManagementNetworkPlanningCapabilityPlanningSourcingDemandPlanningCustomerRelationshipManagementRequirementsDefinitionManufacturingStrategySourcingStrategyCustomerProfitabilityAccountManagementRequirementsDefinitionCustomerServiceManagementPerformanceSpecificationsCoordinatedExecutionAccountAdministrationTechnicalServiceManufacturingFlowManagementProductionPlanningIntegratedSupplyManufacturingProcessStab