供应链物流管理第四章

Chapter4

ProcurementandManufacturing2011-3-161双语PPTOutlineDimensionsofProductQualityProcurementManufacturingLeanandSixSigmaLogisticalInterfacesSummary2011-3-162双语PPTFigure2-2LogisticalIntegration2011-3-163双语PPTThreeperformancecycleswereidentifiedthatmustbelinkedthrougheffectivelogistics.ProcurementcyclelinksanorganizationwithitssuppliersThemanufacturingsupportcycleinvolvesthelogisticsofsupportingproductionThecustomeraccommodationcyclelinksafirmwithitsmarkets.2011-3-164双语PPTreviewP41Theperformancecyclerepresentstheelementsofworknecessarytocompletethelogisticsrelatedtocustomeraccommodation,manufacturing,orprocurement.2011-3-165双语PPT4.1Howtomeasuredimensionsofproductquality?PerformanceThemostobviousaspectofquality;Anitemmayactuallyhaveseveralperformancedimensions;电脑，运行速度、内存、硬盘容量、外观等Internalmemory,harddiskcapacity,andnumerousotherperformancefeatures.2011-3-166双语PPT4.1Howtomeasuredimensionsofproductquality?Reliability可靠性，thelikelihoodthataproductwillperformthroughoutitsexpectedlife.在产品的预期寿命内，该产品正常工作的可能性。购买后的维修次数；Durability耐用性，是产品的实际使用寿命。Itreferstotheactuallifeexpectancyofaproduct.Durabilityandreliabilityaredistinctbutinterrelatedaspectsofquality.2011-3-167双语PPT4.1Howtomeasuredimensionsofproductquality?Conformance一致性，conformancereferstowhetherafirm’sproductsactuallymeettheprecisedescriptionorspecificationsasdesigned.实际产品是否真正满足设计的标准和要求。废品率、返工率或缺陷率；Features功能Aesthetics美观Serviceability可维护性Perceivedquality品质认知度2011-3-168双语PPTTotalqualitymanagementAphilosophybyamanagerialsystem（1）topmanagementcommitmentandsupport;高层领导的承诺和支持；（2）maintainingacustomerfocusinproduct,service,andprocessperformance;用户对产品、服务和运作过程的关注；（3）integratedoperationswithinandbetweenorganizations;企业内部、企业之间的一体化运作；（4）commitmenttocontinuousimprovement.对于不断改进的承诺2011-3-169双语PPT质量标准

ISO2011-3-1610双语PPT4.2ProcurementImportanceattributedtoseveralfactors:第一，thesubstantialdollarspendforpurchasesofatypicalorganizationandthepotentialdollarsavingsfromaviableprocurementstrategy.可行的采购策略可以节约大量资金；第二，企业日益重视外包策略。Why?2011-3-1611双语PPTanswerTheamountspentonprocurementhasincreasedsignificantly;Firmsspinofffunctionstosupplierstofocusinternalresourcesoncorecompetencies;So,moremanagerialattentionmustthenbefocusedonhowtheorganizationinterfacesandeffectivelymanagesitssupplybase.2011-3-1612双语PPTProcurementperspectivesTheemphasishasshiftedfromadversarial,transaction-focusednegotiationwithsupplierstoensuringthatthefirmispositionedtoimplementitsmanufacturingandmarketingstrategieswithsupportfromitssupplybase.从供应商处取得足够的支持。2011-3-1613双语PPTProcurementperspectivesContinuoussupply一旦原材料或零部件出现缺货，会造成生产计划的中断，带来预期之外的损失。MinimizeinventoryinvestmentOnegoalofprocurementistomaintainsupplycontinuitywiththeminimuminventoryinvestmentpossible.在保证持续供应情况下，尽可能地降低库存投入。Thisrequiresbalancingthecostsofcarryingmaterialagainstthepossibilityofaproductionstoppage.（停产）2011-3-1614双语PPTProcurementperspectivesQualityimprovement提高质量Supplierdevelopment供应商的开发Itisimportanttodevelopcloserelationshipswiththosesuppliersinordertoshareinformationandresourcestoachievebetterresults.Lowesttotalcostofownership所有权总成本的最小化2011-3-1615双语PPTLowesttotalcostofownershipPurchaseprice+serviceprice+lifecyclecostsBidding:purchaseprice&discounts批量折扣与库存持有成本与运输成本Forthebenefitsofquantitydiscountstobefactoredintothetotalcost,thebuyermustquantifyinventoryholdingcosts.Suppliertermsofsaleandcashdiscountstructuresalsoimpactthetotalcostofownership.Transportationcosts表4.1所有权总成本的构成部分2011-3-1616双语PPT所有权总成本最小化第一，传统采购模式中，买卖双方相互对立，敌对的谈判关系；仅重视采购价格；忽视订货数量等物流成本的影响等。第二，当今采购模式重视所有权总成本最小化，体现在如下：⑴关注卖方的购买价格和折扣。数量折扣和现金折扣；⑵关注库存成本。订货量增大导致其上升；⑶关注卖方的促销方式和现金折扣。（立即支付折扣的优惠）；2011-3-1617双语PPTTobecontinued⑷订单数量、不同批量的订单处理等物流成本的综合考虑；⑸关注增值服务，比如交货方式和条件，特殊包装和组装加工，等等。需要将采购价格和增值服务价格分开来考虑，选择最小总成本；⑹关注产品的生命周期成本。产生于接收产品之前，过程中，很久之后等。包括各种与采购有关的管理费等2011-3-1618双语PPT4.2.2ProcurementStrategies

Volumeconsolidation批量合并Multiplesources传统观点，多供应商最佳采购策略Lowprices:Potentialsupplierswerecontinuallybiddingforabuyer’sbusiness.Reducethebuyer’sdependence:Maintainingmultiplesourcesreducesthebuyer’sdependenceonanyonesupplier.2011-3-1619双语PPTandVolumeconsolidation现代观点，批量合并，增加谈判筹码。但风险会增加，故应对供应商要进行严格筛选，选择和认证Itincreasesthebuyer’snegotiatingstrengthinrelationshiptothesupplier.Providesanumberofadvantageforthosesuppliers.Itallowsthesuppliertoimproveeconomiesofscalebyspreadingfixedcostoveralargervolumeofoutput.Riskincreases.Supplybasereductionprogramsarealmostalwaysaccompaniedbyrigoroussupplierscreening,selection,andcertificationprograms.2011-3-1620双语PPTSupplierOperationalIntegrationManydifferentforms:1.intoanother’ssalesandorderinginformation;允许卖方进入自己的销售和订单信息系统；Detailedsalesinformation.Costreductionoccursbecauseofreducingrelianceoncost-inefficientpractices,suchasforecastingandexpediting.2011-3-1621双语PPTSupplierOperationalIntegrationManydifferentforms:2.workingtogethertoidentifyprocesses.Continuousreplenishment.Vendor-managedinventory.2011-3-1622双语PPTSupplierOperationalIntegrationManydifferentforms:3.Two-waylearning，双向学习来实现降低总体成本降低的目的。2011-3-1623双语PPTWhataretheobjectivesofoperationalintegration?CutwasteReducecostDeveloparelationshipthatbothbuyerandsellertoachievemutualimprovements2011-3-1624双语PPTTobecontinuedValuemanagement一种更为深入的供应商整合运作，不仅关注买卖双方的运作流程，更将目光聚焦在如何建立更加广泛和持久的合作关系上。Focusonbuyer-selleroperationstoamorecomprehensiveandsustainablerelationship.Figure4.2showshowearlysupplierinvolvementcanbecriticalinachievingcostreductions.2011-3-1625双语PPTFigure4-2FlexibilityandCostofDesignChanges2011-3-1626双语PPTAVATER2011-3-1627双语PPTTheParetoeffectinprocurementAsmallpercentageofthematerials,items,andservicesacquiredaccountforalargepercentageofthedollarsspent.数量很少的原材料、部件和服务占用了较多的投资金额Manyfirmshavepayattentiontosegmentedpurchaserequirements.2011-3-1628双语PPT4.3Manufacturingperspective公司的制造竞争力影响因素包括：Brandpower品牌影响力Volume生产规模（规模经济的含义？）Varity产品的多样性（范围效益，电子产品、服装、玩具等）Constraints(TOC,theoryofconstraints)能力制约（生产能力、设备、建设转型等）Leadtime(operationalandinteroperationaltime)提前期2011-3-1629双语PPTmanufacturingstrategiesManufacturingprocessJobshop,单件生产Batch，批量生产（小批量地切换生产不同产品）Lineflow流水线生产（生产有大量需求的一系列产品，形成品种有限的标准化产品）Continuous连续性生产2011-3-1630双语PPTAlternativemanufacturingstrategiesMTP(make-to-plan，make-to-stock作成存货),itsstrategiesarecharacteristicofindustriesexploitingeconomyofscalegainedfromlongproductionruns.MTO(make-to-order),itsstrategiesseektomanufacturetocustomerspecification.2011-3-1631双语PPTTobecontinuedATO(assemble-to-order),baseproductsandcomponentsaremanufacturedinanticipationoffuturecustomerorders;however,theproductsarenotfullyassembledorcustomizeduntilacustomer’sorderisreceived.生产出基本产品和部件，订单到后再组装2011-3-1632双语PPTquestionMTO的缺点是什么？MTOrequireslessfinishedgoodsinventorythanMTPandATOstrategies,however,itrequiressignificantcomponentinventoryandmayresultinhigh-costcustomeraccommodation.2011-3-1633双语PPTTotalcostmanufacturing2011-3-1634双语PPTLeanSystems

SixSigma

内涵是什么？2011-3-1635双语PPT4.4logisticalinterfacesWhetherthemanufacturingstrategyisMTO,ATO,orMTP,logisticslinkssuppliersandcustomerswithmanufacturingprocesses.2011-3-1636双语PPTJIT

MRP2011-3-1637双语PPTJITJIT原理和目标JustinTime，首创于20世纪50年代日本丰田汽车公司，1972年以后被广泛应用于日本汽车和电子工业，此时被称为“丰田生产管理系统”。JIT的原理：⒈企业的物料供应、生产和销售应形成连续的同步运动过程；⒉仅把所需的原材料运送至加工场所，立即加工成零件，依据需求有效组织生产；⒊所需零件立即被装配成组件，而后被装配成制2011-3-1638双语PPT成品，随即销售；⒋整个企业的物料供应、生产和销售，既无延迟也无积压。JIT管理的优点：⑴消除积压，加速资金周转，有效降低成本；⑵供应、生产和销售信息快速传递和反馈，及时发现质量问题并能迅速查找原因；⑶缩短了生产周期，提高交货能力和可靠性（从而大大增强了对市场需求波动的应变能力）。JIT管理的目标：消除浪费、优化程序、提高效率。2011-3-1639双语PPT方法内容减少生产批量有利于物流和信息流更为清晰和有条理，对质量控制、生产组织、物流管理提出更高要求。减少设备调整时间采用动作研究和时间研究等方法，使内部时间外部化，有效降低设备停转实际所需要的调整时间。2011-3-1640双语PPT厂内合理化布局按产品分类进行厂内合理化布局，有效缩短加工路线，加快信息反馈，提高应变能力按销售均衡生产负荷采用通用零部件设计和通用初装流水线方式均衡生产，保持较高的设备利用率看板制需求拉动型生产管理方式，根据实际需求从最终产品逆生产顺序逐级发出生产指令，决无积压和拖延形成JIT供应链物流渠道上的各类企业相互协调、长期合作、互利互惠、保证质量、运转可靠，实现系统总体最优化2011-3-1641双语PPTExercises1Whydoesthecontemporaryviewofprocurementasastrategicactivitydifferfromthemoretraditionalviewof"purchasing"?2011-3-1642双语PPTPurchasinghasbeentypicallyviewedasalow-levelmanagerialactivityresponsibleforexecutingandprocessingordersforotherdepartmentsoftheorganization.Itsrolewastoobtaintheresourceatthelowestpossiblepricefromthesupplier.Procurementontheotherhandhasamorestrategicrolethatemphasizesonestablishingrelationshipsbetweenbuyersandsellers.Theneedforprocurementaroseduetotherecognitionofsubstantialdollarvolumeofpurchasesandthepotentialdollarsavingsfromthisstrategicapproach.2011-3-1643双语PPT2Howcanstrategicprocurementcontributetothequalityofproductsproducedbyamanufacturingorganization?

2011-3-1644双语PPTThequalityofthefinalproductdependsonthequalityofpartsormaterialsthatgoesintomakingit.Howeverensuringthequalityofindividualitemmaynotbethesufficient,becauseithasbeenobservedthatifastandardpartisprocuredfromdifferentsuppliers,itispossiblethatthefinalproductmayencounterqualityproblems.Bymaintainingaqualityperspectivewiththesuppliers,strategicsourcingcanmakeasubstantialimpactonthesavingcostfortheorganization.2011-3-1645双语PPT3Explaintherationaleunderlyingvolumeconsolidation.Whataretherisksassociatedwithusingasinglesupplierforanitem?

2011-3-1646双语PPTVolumeconsolidationisoneofthemostcommonprocurementstrategiesthatisusedbyfirms.Byconsolidatingitspurchasevolumethebuyingcompanycanleverageitsshareoftheshipper’sbusiness.Italsogivesthebuyeragreaternegotiatingstrength.Fromtheseller’sperspective,suchanarrangementcanoffergreatereconomiesofscalebybeingabletospreadthefixedcostsovergreatervolumeofoutput.Moreover,ifthelargevolumeofbusinessisassuredtothesupplier,itwillbewillingtoinvestinimprovingitsprocessesandcustomerservice.Manycompanieshavegeneratedalotofdollarsavingsbyadoptingthisstrategy.2011-3-1647双语PPTTheremayberisksassociatedwithhavingasinglesupplierforanitem.Intheeventofanydisruptioninsupply,thebuyingcompanydoesnothaveanyalternative.Moreoverduetolackofcompetition,thesuppliermightchargehigher.Thereforecompaniesshouldundertakerigorousscreeningtodeterminethestrategicsuppliersandratherthanhavingonlyonesupplierfortheitems,theyshouldaimforasmallpoolofsuppliers.2011-3-1648双语PPT4Howdoeslowesttotalcostofownershipdifferfromlowestpurchaseprice?

2011-3-1649双语PPTPurchasepriceisoneofthemajorconcernsofprocurementsofirmstypicallytrytonegotiateforthelowestprice.Theyalsotrytogetquantitydiscountsandassociatedlogisticalbenefitsoutofthepurchaseprice.Apartfromthestandardservices,therecouldbeothervalue-addedservicesthatareofferedbythesellers.Forexampleasellermaydelivertruckloadsofmaterialasastandardservice,howeverdeliveryofsmallerandmorefrequentshipmentswouldrepresentadifferentlevelofservicethatwouldcomeatacosttothebuyer.Itisimportanttounder