该活动是否为企业之核心能力收购

案例粽子想要行銷全省…門市成本太高宅配費用高存放期限短―存貨管理不易―產能規劃困難…與便利商店策略聯盟無門市實體通路成本運輸成本降低預購制，可高度掌握產能需求…1Complexbusinesspracticesarebecomingessentialforfirmstosurviveandthrive,thenecessaryfinancialandmanagerialresourcestoimplementthesepracticesarebecomingincreasinglyscarce.Acompanymaynotalwaysbeeffectivetoperformallofthesekeybusinessfunctionsin-house.2Acompanymayfinditeffectivetouseotherfirmwithspecialresourcesandtechnicalknowledgetoperformthesefunctions.3確保與物流相關的企業功能之達成方法內部活動(internalactivities)該活動是否為企業之核心能力…？收購(acquisition)缺點困難、昂貴組織文化被收購公司與收購公司之競爭對手之協議…一般性交易活動(arm’s-lengthtransaction)欠缺長期策略優勢策略聯盟(strategicalliance)4策略聯盟的定義二家或以上公司之間風險與報酬互相共享，屬於多方面、目標導向以及長期的一種夥伴關係。策略聯盟通常可對聯盟的雙方帶來長期的策略利益，共同目標將促使雙方投入比一般性交易活動更多的資源。5問題討論畢展的公關組募款募得很辛苦…情義相挺vs.策略聯盟…6策略聯盟的優點1加值於產品上市時效例如，JITII…配銷時間維修時間互補產品之加值例如，蘋果購物通…(電視購物+日報)改善市場獲取能力例如，7-11預購年菜…

地區行銷公司…7策略聯盟的優點2強化營運能力例如，Third-paritylogistics增加技術上的優勢例如，汽車製造商的燈具、輪胎、儀表板…強化策略性的成長例如，連續劇的置入性行銷…加強組織的技能JITII…建立財務上的優勢例如，7-11預購年菜…8案例討論網路商店與宅配業者聯盟食品製造商與便利商店聯盟學校與業界聯盟…到稅捐稽徵處實習…9CaseStudy―IBMStrategyMicroprocessor→IntelOperatingsystem→Microsoft…ResultReleasePCtomarketwithin15monthsWithinthreeyearsIBMreplacedAppleComputerasthenumberonesupplierofPCBut,now…賣給聯想啦…10策略聯盟的可能缺點核心優勢之削減與競爭者之差異減弱11問題討論Nike的製造委外策略是否有控製權喪失的風險？12案例討論LaPavoniinItalyWholesalerofLaPavoniinTaiwanPartnershipofwholesalerRetailerofLaPavoniinTaiwan13問題物流設施的成本昂貴―倉儲、運輸、資訊系統…商品具季節性需求、需求零散…14ThirdPartyLogistics(3PL)Whatis3PL?OutsidefirmsperformmaterialsmanagementandlogisticsfunctionsLongtermcommitmentsandmultiplefunctions15Advantagesof3PLFocusoncorestrengthsProvidestechnologicalflexibility例如，導入RFID、自動檢貨系統…Providesflexibilityingeographyworkforcesizeadditionalservicesresourceflexibility16Disadvantagesof3PLLossofcontrol3PLemployeesmayinteractwithcustomers3PL’saddressthiswithuniforms,logos,etcSharingofconfidentialinformation17Examplesof3PLSimmonsandRyderIntegratedLogisticsOnsiterep,alllogisticsmanagedbyRyder,20000~50000inventoryJITmanufacturingSonicAirRapiddeliveryofspareparts67warehousesSophisticatedsoftwareforinventoryandrapiddelivery183PL的議題及要求知道自己的成本

比較外包前後的成本差異3PL的顧客導向第三方物流的專業化倉儲業者(常溫、低溫…)貨運業者快遞業者…自有資產的3PL相對於非自有資產3PL

19自有資產的3PL優點較大的規模充足的人力資源龐大的顧客基礎經濟規模與範疇適當的系統支援缺點工作授與自有部門官僚決策制定週期較長20非自有資產的3PL優點彈性―提供客製化服務可自由地組合及搭配不同的3PL提供者較低間接成本缺點資源有限議價能力較低213PL執行議題1任何3PL聯盟剛開始的六個月到一年的期間是最困難也是最關鍵的時刻。雙方必須明白這是一個互利並且風險與報酬共擔的第三方聯盟。參與者必須認定對方為夥伴─即沒有任何一位成員可以採取一種「交易價格」的心態。有效的溝通僱用服務的公司中，管理者之間必須互相溝通公司與3PL提供者之的溝通技術層面上，雙方的系統需能溝通―避免使用專屬資訊系統的3PL提供者，因其將難與其他系統整合。223PL執行議題23PL提供者必須尊重雇主提供給他們的資料的隱密性，不使其公開。例如，＊＊牌含20%面霜的面紙將上市…明確的績效評估標準必須要雙方都同意應討論關於轉包商所需具備的明確準則應在簽約前考慮仲裁議題例如，5-1勞動節、全國大罷工…例外條款應被協議納入合約中應討論確保績效目標達成之方法23Variationindemand

tosuppliersfromretailersintraditionalretailer-supplierrelationshipsisfargreaterthanthe

variationindemandseenbyretailers.Suppliershavefarbetterknowledgeoftheirleadtimesandproductioncapacities

thanretailersdo.24案例GF3將上市，GF2開始降價促銷…25問題討論1擁有上千種商品的大賣場…＊＊牌紙尿片平均一週賣幾包？需有一定水準的安全存量…是否已達再訂購點？Vs.＊＊牌紙尿片的運籌部門…大台北區的平均一週需求為何…產銷平衡計劃…哪些賣場該進行配送…26問題討論2CocaCola在頂好、松青、7-11…都有上架，頂好將於下週打八折…行銷策略的保密性…？經由VMI系統，＊＊賣場庫存大量下降…該賣場利用多餘空間銷售競爭者商品…？！Pepsi很關心CocaColazero的銷售狀況…27TypesofRetailer-SupplierPartnerships(RSP)1InformationsharingConsignmentschemeQuickresponsestrategyVendor-ManagedInventorycontinuum28TypesofRetailer-SupplierPartnerships(RSP)2QuickResponse:VendorsreceivePOSdatafromretailers,andusethisinformationtosynchronizeproductionandinventoryactivitiesatthesupplier.Theretailerstillpreparesindividualorders,butthePOSdataisusedbythesuppliertoimproveforecastingandscheduling.29ContinuousReplenishment:VendorsreceivePOSdataanduseitprepareshipmentsatpreviouslyagreeduponintervalstomaintainagreedtolevelsofinventory.Wal-Mart,KmartAdvancedContinuousReplenishment:Suppliersmaygraduallydecreaseinventorylevelsattheretailer’sstoreordistributioncenteraslongasservicelevels

aremet.Inventorylevelsarethuscontinuouslyimprovedinastructuredway.TypesofRSP330Vendor-ManagedInventory(VMI):JITDThesupplierdecidesontheappropriateinventorylevelsofeachoftheproducts(withinpreviouslyagreed-uponbounds)andtheappropriateinventorypoliciestomaintaintheselevels.Intheinitialstages,vendorsuggestionsmustbeapprovedbytheretailer,buteventuallythegoalofmanyVMIprogramsistoeliminateretaileroversightonspecificorders.TypesofRSP431RSP的主要特徵

類型決策制定者存貨擁有者供應商使用的新技術快速回應零售商零售商預測技巧持續補貨契約協議的水準二者皆有可能預測及存貨控制進階的持續補貨契約協議的與連續改善的水準二者皆有可能預測及存貨控制VMI供應商二者皆有可能零售管理32RequirementsforEffectiveRSP1AdvancedinformationsystemsTocutdownondatatransfertimeandentrymistakesTopmanagementcommitmentInformationmustbesharedPowerandresponsibilitywithinanorganizationmightchange(forexample,contactwithcustomersswitchesfromsalesandmarketingtologistics)33RequirementsforEffectiveRSP2MutualtrustInformationsharingManagementoftheentiresupplychainInitiallossofrevenues34InventoryownershipinRSPWhomakesthereplenishmentdecisions?Sharedinformation→ShareddecisionRetailerownsinventorySupplierownsthegoodsuntiltheyaresold(consignment)LowerinventorycostsMoreconcernedwithmanaginginventoryaseffectivelyaspossibleAllowsthesuppliertocoordinatedistributionandproduction,thusreducingtotalcost.35ImportantRSPIssuesInventoryOwnershipJointforecastingMeshedplanningcyclesJointproductdevelopment…36IssueinRSPImplementation1Performancemeasures:POSaccuracyShipmentanddeliveryaccuracyLeadtimesFillrateInventorylevelInventoryturnsConfidentialityCommunicationandcooperation37StepsinRSPImplementationContractualnegotiationsOwnershipCredittermsOrderingdecisionsPerformancemeasuresDeveloporintegrateinformationsystemsDevelopeffectiveforecastingtechniquesDevelopatacticaldecisionsupporttooltoassistincoordinatinginventorymanagementandtransportationpolicies38AdvantagesofRSP1FullyutilizesystemknowledgeConsiderthepartnershipbetweenWhite-HallRobbins(W-R),whomakesover-the-counterdrugssuchasAdvil,andKmart.W-RinitiallydisagreedwithKmartaboutforecasts,andinthiscase,itturnedoutthatW-RforecastsweremoreaccuratebecausetheyhaveamuchmoreextensiveknowledgeoftheirproductsthanKmartdoes.39AdvantagesofRSP2DecreaserequiredinventorylevelsImproveservicelevelsDecreaseworkduplicationImproveforecasts40DisadvantagesofRSPExpensiveadvancedtechnologyisrequired.Supplier/retailertrustmustbedeveloped.Supplierresponsibilityincreases.Expensesatthesupplieroftenincrease.例如，額外管理成本、直接運送到商店的運送成本…41案例水晶瓶於高雄的門市有庫存，一週內可到貨…＊＊門市的清潔液售完...從另一門市調貨一小時後送達…音響送修後三天修復送回…Thedealercreatestheimageofacompanythatdoesn’tjuststandbehinditsproductsbutwithitsproductsanywhereintheworld.(DonaldFites,CEOofCaterpillar)42配銷商整合

DistributorIntegration(DI)即使是一個強而有效的配銷商網路也無法一直滿足顧客的要求，例如一個緊急訂單(rushorder)可能沒辦法從存貨中及時調出，或是顧客可能會要求一些供應商本身不具備的專業化技術。過去這些議題乃是藉增加存貨及人員來克服在執行上的障礙，其中對配銷商或製造商皆然