供应链管理概念

CHAPTER2TheSupplyChainManagementConcept供应链管理概念第二章供应链管理概念CONTENTSOFCHAPTER2Section0ConceptofSCandSCMSection1KeyAttributesofSupplyChainManagementSection2BarrierstoSupplyChainManagementSection3SupplyChainManagementandIntegrationSummaryKeyTermsQuestionsforDiscussionandReview第二章目录第二章供应链与供应链管理的概念第一节供应链管理的重要特征第二节供应链管理的障碍第三节供应链管理和整合本章小结重要术语、讨论和复习题LearningObjectives1.Tolearnaboutsupplychainsandtheirmanagement2.Tounderstanddifferencesbetweentransactionalandrelationalexchanges3.Torealizetheimportanceofleveragingtechnology4.Toappreciatebarrierstosupplychainmanagement本章学习目标第二章学习目标1.了解供应链及其管理2.理解交易型交换和关系型交换的区别3.认识杠杆技术的重要性4.重视供应链管理的障碍Section0ConceptofSCandSCM1.ConceptofSupplyChain2.ConceptofSupplyChainManagement供应链和供应链管理的概念1ConceptofSupplyChainAsupplychain

“encompassesallactivitiesassociatedwiththeflowandtransformationofgoodsfromtherawmaterialstage(extraction),throughtotheenduser,aswellastheassociatedinformationflows.”供应链包括与产品从原材料阶段（提炼）到最终用户之间的流动和转化相关的所有活动以及相关的信息流动。供应链和供应链管理的概念2ConceptofSupplyChainManagementSupplyChainManagementencompassestheplanningandmanagementofallactivitiesinvolvedinsourcingandprocurement,conversion,andalllogisticsmanagementactivities.Importantly,italsoincludescoordinationandcollaborationwithchannelpartners,whichcanbesuppliers,intermediaries,third-partyserviceproviders,andcustomers.Inessence,SCMintegratessupplyanddemandmanagementwithinandacrosscompanies.供应链管理包括涉及供应和采购、转化活动和所有物流管理活动的计划和管理。重要的是，它还包括供应商、中介、第三方服务提供商和顾客等渠道伙伴的协调和合作。本质上，供应链管理整合了公司内和公司间的供需管理。供应链和供应链管理的概念Section1KeyAttributesofSupplyChainManagement供应链管理的重要特征第一节供应链管理的重要特征Section1KeyAttributesofSupplyChainManagementWhatattributesdoesSupplyChainManagementhave?

第一节供应链管理的重要特征Section1KeyAttributesofSupplyChainManagement第一节供应链管理的重要特征KeyAttributesofSCM1.Customerpower2.Long-termorientation3.Leveragingtechnology4.Enhancedcommunicationacrossorganizations5.Ierorganizationalcoordination供应链管理的重要特征：1.顾客权力2.长期定位3.杠杆技术4.跨组织沟通的增强5.库存控制6.组织间协作1CustomerpowerInrecentyears,thecustomerhasgainedtremendouspoweroverbuyingdecisions,inlargepartbecauseofgreateraccesstoinformation.第一节供应链管理的重要特征顾客获得了极大的购买决策权力，大部分原因是有更好的获取信息的机会1CustomerpowercustomersInternetTVRadioproductsorganizationsInformationFastandagilesupplychainPowerbuyingdecisions第一节节供供应链链管理理的重重要特特征1CustomerpowerIncreasedpowerofcustomershasimportantimplicationsfor:Thedesignandmanagementofsupplychain.Customer-centric,pull-orientedsupplychainsshouldreplacefactory-driven,pushones.第一节节供供应链链管理理的重重要特特征不断增增加的的顾客客权力力对供供应链链的设设计和和管理理有重重要的的影响响，还还促使使以顾顾客为为中心心的拉拉动式式供应应链取取代传传统工工厂驱驱动的的推动动式供供应链链。1CustomerpowerIncreasedpowerofcustomersthedesignandmanagementofsupplychainCustomer-centric,pull-orientedsupplychainsFastsupplychainPerfectordersAgilesupplychain第一节节供供应链链管理理的重重要特特征2Long-termorientation第一节节供供应链链管理理的重重要特特征Whycompaniestendtoemphasisonlong-termperformance?2Long-termorientation第一节节供供应链链管理理的重重要特特征Short-termorientationTransactionalexchangesLong-termorientationRelationalexchangesFocusonFocuson长期定定位关关注关关系型型交换换，需需要参参与成成员之之间信信息共共享，，短期期定位位关注注交易易型交交换，，获取取短期期收益益。Short-termbargainsInformationsharingtakeneedRelationalexchanges,transactionalexchangesDifferencesbetweenrelationalexchangesandtransactionalexchanges:DifferencestrustcommitmentdependenceinvestmentSharedbenefits第一节供供应链管理理的重要特特征不同之处：：信任、承承诺、依赖赖、投资和和利益共享享2Long-termorientationPartnerships:long-termrelationshipsbetweensupplychainparticipants.第一节供供应链管理理的重要特特征PartnershipcharacteristicsHighInter-dependenceSharedinformationCompatiblegoalsMutualtrustSharedbenefitsBuyingdecisionsbasedonvalue高度依赖共享信息一致的目标标共同信任共享利益基于价值的的购买决策策3LeveragingtechnologyTechnologyhasbeenatthecenterofchangestakingplacethateffectthesupplychain.Twokeyfactorsofthischange:(1)Computingpower(2)Theinternet第一节供供应链管理理的重要特特征技术是对供供应链产生生影响的变变化的中心心，这其中中两个最关关键的因素素是计算能能力和互联联网。第一节供供应链管理理的重要特特征3LeveragingtechnologyTheinternethasimportantimplicationsforbothbusiness-to-consumerlinksandbusiness-to-businesslinkswithinsupplychains,suchasinstantaneousvisibilitymakessupplychainbecomemoreproactiveandlessreactive,lowerinventoriesandimprovedprofitability.(2)Theinternet:Theintroductionandcontinueddevelopmentofthecomputerchipnowallowsforfast,low-costmathematicalsolutionstocomplexsupplychainissues.(1)Computingpower:instantaneousvisibility即即时可见见性proactive事前控控制profitability盈利利能力Now,canyouunderstandthesesentences?4EnhancedcommunicationacrossorganizationsItisessentialthathugequantitiesofreal-timeinformationcanbeseamlesslytransmittedacrosssupplychainpartners.Forexample:(1)retailpoint-of-saleinformation(2)real-timeinventoryinformation第一节供供应链管理理的重要特特征巨量的实时时数据能在在供应链成成员之间无无缝传递是是至关重要要的，例如如销售时点点数据、实实时库存信信息5InventorycontrolAspectsofinventorycontrolinSCM:(1)istomovefromapatternofstopsandstartstoacontinuousflow(2)involvesareductionintheamountofinventoryinthesupplychain第一节供供应链管理理的重要特特征JAZ(justaboutzero)approachReducingthebullwhipeffect供应链管管理中的的库存控控制一方方面是从从间断模模式转变变成连续续流，减减少牛鞭鞭效应；；另一方方面是供供应链中中库存数数量的减减少，即即零库存存方法。。bullwhipeffectJAZ(justaboutzero)approachbullwhipeffect牛牛鞭效效应characterizedbyvariabilityindemandordersamongsupplychainparticipant–theendresultofwhichisinventorylumps.JAZ(justaboutzero)approach零零库存方方法Inventorycanbereducedinanumberofways,suchassmaller,morefrequentorders;theuseofpremiumtransportation;demand-pull;andtheeliminationorconsolidationofslower-movingproduct.第一节供供应链链管理的的重要特特征6interorganizationalcoordinationBecauseaprimaryobjectiveofSCMistooptimizetheperformanceofthesupplychainasawhole,collaborationamongsupplychainparticipantsisessential.TherearemyriaddefinitionsofSupplychaincollaboration.第一节供供应链链管理的的重要特特征OnedefinitionofSupplychaincollaborationCooperative,supplychainrelationships––formalorinformal––betweenmanufacturingcompaniesandtheirsuppliers,businesspartnersorcustomers,developedtoenhancetheoverallbusinessperformanceofbothsides.第一节供供应链链管理的的重要特特征供应链协协作是制制造公司司和它的的供应商商、商业业伙伴或或顾客之之间建立立的正式式或非正正式合作作的供应应链关系系以提高高双方的的整体商商业绩效效。Figure:LevelsofSupplychaincollaborationRelationshipTypeDefinitionExamplesofDataExchangedTransactionalIntegrateandautomatetheflowofinformationtoalignwithproductflowpurchaseorders;invoicesTacticalinformationsharingShareinformationbeforeorafterapurchaseismadeorderstatus;productpricesStrategicJointbuyer/sellerprocesses,decision-makingandmeasurementforecasts;fulfillmentprocesses第一节供供应链链管理的的重要特特征供应链协协作关系系类型可可以是交交易的、、战术信信息共享享的或战战略的。。SummaryofSection1Now,haveyouunderstandthekeyattributesofSupplyChainManagement?Discussyouropinionswithyourclassmates.第一节供供应链链管理的的重要特特征Section2BarrierstoSupplyChainManagement供应链管管理的障障碍第二节供供应链链管理的的障碍Section2BarrierstoSupplyChainManagementBarrierstoSCM1Regulatoryandpoliticalconsiderations2Lackoftopmanagementcommitment3Reluctancetoshare,oruse,relevantdata4Incompatibleinformationsystems5Incompatiblecorporatecultures6Globalization第二节供供应链链管理的的障碍供应链管管理的障障碍：1.管制制和政治治因素2.缺乏乏管理高高层的承承诺3.不愿愿分享或或使用相相关信息息4.不兼兼容的信信息系统统5.不相容的的公司文化6.全球化1Regulatoryandpoliticalconsiderations(1)supplychainarrangements,manyoftheminusetodaywouldhavebeenconsideredillegalseveraldecadesago.(2)Politicalconsiderations,suchaswarandgovernmentalstability.第二节供应应链管理的障障碍管制和政治因因素障碍：（1）供应链约定。。比如今天应应用的许多供供应链约定在在几十年前的的某些管制中中是违法的。。（2）政治治考虑。战争争和政府稳定定性等也是供供应链管理的的障碍。2LackoftopmanagementcommitmentTopmanagementcommitmentisabsolutelyessentialifsupplychaineffortsaretohaveanychanceofsuccess.第二节供应应链管理的障障碍Doyouagreewiththisperspective?Why?Orwhynot?供应链活动想想要成功，高层管理的承承诺是绝对必必要的。2LackoftopmanagementcommitmentSeniormanagementcommitmenttoSCMoccursinonlyoneofeverythreeorganizations.第二节供应应链管理的障障碍Doyouknowthereasons?实际上只有1/3企业的的管理高层会会对SCM作作出承诺。3Reluctancetoshare,oruse,relevantdataSomeorganizationsarereluctanttoshareinformation,particularlyinformationthatmightbeconsideredproprietaryinnature.Thisreluctantcancontributetosupplychainproblems,likebullwhipeffect.Advancesincomputernowpermitcopiousamountsofinformationtobeprocessedandanalyzedrelativelyquickly,likedataminingtechnology.第二节供应应链管理的障障碍dataminingtechnology.Atechniquethatlooksforpatternsandrelationshipsinrelevantdata,allowscompaniestolendorderandmeaningtotheirdata.数据挖掘技术术是一种在相相关数据中寻寻找模式和关关系的技术，，它使公司可可以从相关数数据中发现订订单信息及隐隐含的信息。。第二节供应应链管理的障障碍4IncompatibleinformationsystemsToday,amajorbarriertointerorganizationalcollaborationisincompatiblecomputersoftware.Akeyquestionisto:chooseasingleintegratorapproachorchooseabest-of-breedapproach第二节供应应链管理的障障碍当前跨组织协协作的主要障障碍时不兼容容的计算机软软件。一个主主要的问题是是选择单一集成者方方法还是单项优势方法法。4IncompatibleinformationsystemsInasingleintegratorapproach,allrelevantsoftwareapplicationsareprovidedbyasinglevendor.Inabest-of-breedapproach,organizationchoosethebestapplicationforaparticularfunction.在单一集成者方方法中，所有相关关软件应用由由单一供应商商提供。而在在单项优势方法法中，组织选择择某一个功能能的最佳软件件应用第二节供应应链管理的障障碍5IncompatiblecorporateculturesBecauseoflong-termorientationandpartnerships,itisimportantthatthesupplychainparticipantsbecomfortablewiththecompaniestheywillbeworkingwith.第二节供应应链管理的障障碍Doyouknowwhatiscorporateculture?WhataboutthecorporatecultureofHaier?5Incompatiblecorporateculturescorporateculture:refersto“howwedothingsaroundhere”,andreflectsanorganization’svision,values,andstrategicplans.Potentialdifferencesofcorporateculturemaynegativelyaffectsupplychaineffectivenessandefficiency.第二节供应应链管理的障障碍企业文化指“我们在这这里如何做事事，反映了一一个组织的愿愿景、价值和和战略规划。。企业文化的潜潜在差异可能能会负面影响响供应链效率率和有效性。。5IncompatiblecorporateculturesForexample:participativemanagementstylemightnotmeshverywellwithautocraticmanagementstyle.第二二节节供供应应链链管管理理的的障障碍碍participativemanagementstyle参参与与式式管管理理风风格格autocraticmanagementstyle独独裁裁式式管管理理风风格格6Globalization(1)Challengesareevengreateringlobalsupplychainsduetocultural,economic,technological,political,spatialandlogisticaldifferences.第二二节节供供应应链链管管理理的的障障碍碍由于于文文化化、、经经济济、、技技术术、、政政治治、、地地理理和和物物流流差差异异，，全全球球供供应应链链的的挑挑战战性性更更大大。。6Globalization(2)Longerandmoreunpredictableleadtimesincreasethechancethatcustomerdemandmightnotbefulfilled.(3)globalsupplychainglitchesdriveupsupplychaincostsandpotentiallyjeopardizecustomersatisfaction.第二二节节供供应应链链管管理理的的障障碍碍更长长的的和和更更不不可可预预计计的的交交货货提提前前期期增增加加了了顾顾客客需需求求不不能能满满足足的的几几率率。。全球球供供应应链链的的失失误误增增加加了了供供应应链链的的成成本本并并有有可可能能损损害害顾顾客客满满意意度度。。SummaryofSection2Now,canyoutellmethebarrierstoSupplyChainManagement?Writedownyouranswerandexplain.第二二节节供供应应链链管管理理的的障障碍碍Section3SupplyChainManagementandIntegration供应应链链管管理理与与整整合合第三三节节供供应应链链管管理理与与整整合合Section3SupplyChainManagementandIntegrationSupplychainsareintegratedbyhavingvariouspartiesenterintoandcarryoutlong-termmutuallybeneficialagreements.第三三节节供供应应链链管管理理与与整整合合Section3SupplyChainManagementandIntegration第三三节节供供应应链链管管理理与与整整合合Long-termmutuallybeneficialagreementspartnershipsStrategicalliancesThird-partyarrangementsContractlogistics长期期互互惠惠协协议议包包括括：：伙伴伴关关系系战略略联联盟盟第三三方方协协定定合同同物物流流Section3SupplyChainManagementandIntegrationOrganizationscanpursuethreeprimarymethodswhenattemptingtointegratetheirsupplychains.(1)verticalintegration(2)formalcontracts(3)informalagreements第三节节供供应链链管理理与整整合组织企企图整整合它它们的的供应应链时时，可可以使使用三三种主主要方方法：：（1））垂直直整合合（2））正式式合同同（3））非正正式合合同Section3SupplyChainManagementandIntegration(1)verticalintegrationOneorganizationownsmultipleparticipantsinthesupplychain.Forexample:somelinesofpaintandautomotivetires.第三节节供供应链链管理理与整整合供应链链整合合的第第一种种方法法是垂垂直整整合，，是一一个组组织拥拥有供供应链链中的的多个个参与与者。。最常常见的的例子子是一一些油油漆和和汽车车轮胎胎业，，Section3SupplyChainManagementandIntegration(2)formalcontractsUseformalcontractsamongvariousparticipants.Oneofthemorepopularusesofcontractsisfranchising第三节节供供应链链管理理与整整合供应链链整合合的第第二种种方法法是在在不同同参加加者之之间使使用正正式合合同。。较流流行的的合同同之一一是特特许经经营。。Section3SupplyChainManagementandIntegration(3)informalagreementsinformalagreementsamongthevariousorganizationstopursuecommongoalsandobjectives,withcontrolbeingexertedbythelargestorganizationinthesupplychain.第三节节供供应链链管理理与整整合供应链链整合合的第第三种种方法法是在在不同同组织织间建建立非非正式式合同同以追追求共共同的的目的的和目目标，，其控控制由由供应应链中中最大大的组组织来来执行行。SummaryofSection3Reviewwhatwelearnedinthissectionanddiscuss.第三节节供供应链链管理理与整整合Summaryofchapter21.ConceptofsupplychainandSCM2.KeyattributesofSCM,suchascustomerpower,along-termorientation,andleveragingtechnology3.VariousbarrierstoSCM,suchaslackoftopmanagementcommitment.4.IntegrationinSCM本章小小结KeyTermsAgilesupplychain敏敏捷捷供应应链Bullwhipeffect牛牛鞭效效应Carrierselectionpolicy承承运运人选选择策策略Channelpartners渠渠道道伙伴伴Contractlogistics合合同同物流流Customerrelationshipmanagement顾顾客客关系系管理理Customerservicemanagement顾顾客服服务管管理重要术术语KeyTermsDemandmanagement需需求管管理Datamining数数据挖挖掘Fastsupplychain快快速速供应应链Fourth-partylogistics(leadlogisticsprovider)第第四四方物物流（（领先先物流流提供供商））GSCF全全球供供应链链论坛坛Informationflow信信息息流Manufacturingflowmanagement制制造流流程管管理重要术术语KeyTermsMarketshare市市场场份额额,市市场场占有有率Multinationalcompany跨跨国公公司Ord