06a-DistributionStrategy分销与物流战略.-课件

Distribution&LogisticsStrategyHenryC.CoTechnologyandOperationsManagement,CaliforniaPolytechnicandStateUniversity1ContentsStrategicConsiderationsinDistributionStrategyFormulationContemporaryAreasofFocusContemporaryIssuesandPractices2StrategicConsiderationsinDistributionStrategyFormulationThispartbasedon“Distribution&LogisticsStrategy,〞D.Betman,W&HSystems,Inc.3Strategystrat·e·gyNOUN:Inflectedforms:pl.strat·e·gies1a.Thescienceandartofusingalltheforcesofanationtoexecuteapprovedplansaseffectivelyaspossibleduringpeaceorwar.b.Thescienceandartofmilitarycommandasappliedtotheoverallplanningandconductoflarge-scalecombatoperations.2.Aplanofactionresultingfromstrategyorintendedtoaccomplishaspecificgoal.Seesynonymsatplan.3.Theartorskillofusingstratagemsinendeavorssuchaspoliticsandbusiness.AmericanHeritage®DictionaryoftheEnglishLanguage:FourthEdition.20004Distributionstrategycomprisesoftheinterplayof4strategicconsiderationsCustomerConsiderationsChannelConsiderationsCompanyPortfolioConsiderationsCompanyOperationsConsiderations5StrategicConsiderationsCustomerConsiderationsChannelConsiderationsCompanyPortfolioConsiderationsCompanyOperationsConsiderations6CustomerConsiderationsCustomers'knowledgeoftheproducts,Customers’pricesensitivityintheproductcategory,HowCustomersmakepurchasedecisionsCustomers’logisticsandcustomerserviceneeds,Customers’comfortinusingtechnologytomeettheirneeds.7ChannelConsiderationsAbilitytocreatedifferentialproductdemandCoverageoftargetedmarketsCustomerservicecapacityPhysicaldistributionsystemsOverallcostcontrolorientationAbilitytousetechnologyinbothdemandcreationandcostcontrol.8CompanyPortfolioConsiderationsMaturityofproductportfoliooftendictatessupportneededfromthechannelandthereforeisacoredriverofchannelstrategy.Forexample,launchingnewerproductsthatrequiresignificantendusereducationwithouttheactivesupportoftrustedchannelswithlong-termcustomerrelationshipscanbeverydifficult.9CompanyOperationalConsiderationsCoreoperationalconsiderationsinvolvecompanyphilosophytowardsdemandcreationthroughpersonalselling,internalcustomerserviceandlogisticscapabilities,andcompanyapproachtotheuseofinformationtechnologyande-commerce.10AlignmentNeedsofthecustomer,needs/maturityoftheproducts,andchannelcapabilitiesmustbeinalignment.11Channelconflictsariseswhenalignmentbetweenthesethreedoesnotoccure.g.,manufacturerschoosetogodirecttoacustomerwithhighserviceorlogisticalneedstheyareunpreparedtomeet;Distributorswhobuildcostsorcapabilitiesintotheirbusinessmodelthatarenotdemandedand/orvaluedbycustomers.Minimizechannelconflictbycarefullyanalyzingthestrategicpositionofindustryplayersrelativetoallfourconsiderationsbeforedesigningorundertakingashiftinchannelstrategy.12FiveAreasofFocus13FiveAreasofFocusFacilitySizing/SpaceRequirementsWarehouseManagementSystemsStorageSystemsOrderFulfillmentMethodologiesMaterialHandlingRequirementsByimplementingsolutionsthatarebasedonaccurateanalysisofacompany’sorderdata,thedistributioncentercanfillordersquickly,withgreateraccuracy,inlesstime.14FacilitySizing/SpaceRequirementsIndustrystandardpracticesCompany’suniquenessspacerequirementsInventoryprofilesSKUvelocitycubedata15WarehouseManagementSystemsEvolutionofWMSInitiallyasystemtocontrolmovementandstorageofmaterialswithinawarehouseRoleofWMShasexpandedtoincludinglightmanufacturing,transportationmanagement,ordermanagement,andcompleteaccountingsystems.WMSisevolvingintoawarehouse-focusedERPsystem!SideNote:MRPstartedasasystemforplanningrawmaterialsrequirmentsinamanufacturingenvironment.SoonMRPevolvedintoMRPII,addingschedulingandcapacityplanninglogicintothesystem.Eventually,MRPIIevolvedintoERP,incorporatingMRPIIfunctionalitywithfullfinancialsandcustomer-vendormanagementfunctionality.16FunctionalityofWMSoverlapswithEnterpriseResourcePlanning,DistributionRequirementsPlanning,TransportationManagementSystems,SupplyChainPlanning,AdvancedPlanningandScheduling,andManufacturingExecutionSystems.17CoreWMSFunctionalityTocontrolthemovementandstorageofmaterialswithinanoperation.PickingReplenishmentPutawayThedetailedsetupandprocessingVaryfromonesoftwarevendortoanother.Howeverthebasiclogicwilluseacombinationofitem,location,quantity,unitofmeasure,andorderinformationtodeterminewheretostock,wheretopick,andinwhatsequencetoperformtheseoperations.18StorageSystemsBasicselectiveracksystemComplexmulti-levelpickmoduleAS/RS19OrderFulfillmentMethodologiesCost-effectivesolutionthatprovidesthehighestperformance,scalability,andfuturegrowthcapabilities.FulfillmentmethodsdependsonspecificordercharacteristicsOrderprofilesProductvelocityCube,andReplenishmentcycles20OrderFulfillmentMethodsPickandpassPicktobeltRadiofrequency(RF)Voice-directedpickDynamiclightdirectedzonepickCarousel,palletCartonflowpick21MaterialHandlingRequirementsSeasonalityCreatesinefficiencies;CapacityissuesandbottlenecksbasedonthoseSKU’s,orders,orotherissuesthatcreatesteepspikesinthecompany’sdailythroughputrequirements.Arobustsystemdesigncanhandlethevariabilityinthecompany’severydayordervolumewhileprovidingthereservecapacitytomanagetheseasonalspikes.MaterialhandlingrequirementsdependonkeybusinessandcustomermetricsOrderprofilesMarkettrendsOrderdropratesDailypeaksandvalleysoftheorderfulfillmentandreplenishmentprocesses.Otherbusinessfactors.22ContemporaryIssuesandPracticesThispartbasedon“DistributionStrategies,〞BrianJ.GibsonAuburnLogisticsFoundation23Centralvs.DistributedControl24DistributionControlCentralizedKeydecisionsaremadebyasingleentityfortheentiresupplynetworkCost/servicegoalsCanleadtoglobaloptimizationMusthaveaccesstocommondataforthistoworkDecentralizedEachfacilityinthesystemmakesitsowndecisionsOnlyconsidersitsindividualgoalsWillleadtolocaloptimizationIncreasesthebullwhipeffect25Nationalvs.RegionalDistributionFacilitiesSupplierWarehouseRetailersNational/CentralRegional/Local26National/CentralDistributionAdvantagesLowersafetystocklevelsLoweroverheadcostsEconomiesofscaleDisadvantagesLongerleadtimesHigherdeliverycostsMaybecometoolargetomanageeffectively27Regional/LocalDistributionAdvantagesShorterleadtimesBettercustomerknowledgeandserviceLowerdeliverycostsDisadvantagesNoriskpoolingopportunity–highersafetystockHigheroverheadcosts–morestaffrequiredLimitedeconomiesofscale28WarehouseTerritoryThisparttakenfromRonaldH.Ballou,

BusinessLogisticsManagement,PrenticeHall,199229TheLandedCostMethod30WarehouseAndTransportationRates31MileageBetweenWarehouseLocations32WarehouseTerritoryBoundary3334Pushvs.Pull35APICSconductedahighlysuccessfulMRPcampaigninthelate60s.APICS=AmericanProductionandInventoryControlSocietyMRP=MaterialsRequirementsPlanningMRPplansforallcomponentpartsandrawmaterialsthatarerequiredtoproducealltheproductsinthemasterproductionschedule(MPS).Componentpartsandrawmaterialsare“push〞totheworkstations,intimeforassembly.36“Push〞–applicablewheresetupcostishigh,orwhendemandseasonal/lumpy.ProblemWhenevertheMPSisrevised(often!),componentpartsandrawmaterialsorderedinanticipateoftheirneedswillnotbeconsumedasplanned.Bullwhipeffect–changesinMPScreatechangedrequirementsinfeederoperationsthatareusuallyamplifiedbecauseoflotsizerules,set-ups,queues,andwaitingtime.A10%changedinMPScouldresultina100%changeinrawmaterialusages!Push37PullJITinitiatesproductiontoreplenishinventoryJIT=Just-In-Time(Toyota,1970s)Productionatonestageislinkedimmediatelytoconsumptionatnextstageofthesupplychain.e.g.,Today,,thefinalassemblyworkstationjustcompletedtheassemblyof200chairs.Atotalof200x4=800legshavebeenwithdrawnfrominventory.Theworkstationfabricatingthelegswillproduceexactly800legstomorrow.Thus,aworkstationpullsoutputfromtheprecedingstationasneeded,andthestationproducestoreplenishinventory.Obviously,forthePullsystemtowork,thesetupcostmustbelow,anddemandstable.38InaPullsystem,anordertoreplenishanitemisplacedassoonasitisused.Theobviousassumptionisthatfuturedemandequalspastdemand.Otherwise,thewrongquantitywillbeorderedatthewrongtime.PullsystemworksinToyotabecauseoftheuniquewayToyotastructureitsmasterproductionschedule.MasterproductionscheduleinMRPseekseconomiesandefficienciesthrougheconomicallotsizes.InJITproduction,theMPSispreparedwiththegoalofschedulingeveryproducteveryday.39DistributionStrategy–PushTraditionalSupplychainactivityisbasedonlong-termforecastsWhentouseProductshavelongleadtime,shortshelflife,orseasonaldemandChallengesBeingresponsive,managinginventory,combatingproductobsolescence,reducingbullwhipeffect40DistributionStrategy-PullContemporarySupplychainactivityisbasedoncustomerdemandWhentouseProducts/materialswithstabledemandpatterns,shortleadtimes,consistentqualityChallengesSupplierqualityandconsistency,informationsharing,ordercycletime,reducingcostsandinventoryratherthanshiftingthem41ShipDirect,Cross-Docking,andOtherStrategies42DistributionStrategiesDirectShipmentWarehousingCross-docking43DirectShippingEliminatesneedforintermediatefacilities(e.g.,warehousesanddistributioncenters).Dellcomputer–ordersfordesktopcomputerswillhavethemonitorspickedupdirectlyfromSony,anddeliveredtothecustomer.Warehouseclubstores,grocerystores,andmassmerchandisersareadoptingtheDSD(directstoredelivery)strategywheremanufacturerdeliversgoodsdirectlytotheretailoutletorthecustomer.Perishableitems,highvolumegoods,highbulkitems,andspecialtyproductsareprimarycandidatesfordirectshipping.44BenefitsofDirectingShippingLessinventoryinthesupplychainLesshandlingandopportunityforproductdamageFasterproductiontostoreshelftimeDSDcategoriesareamongthemostprofitableinthestoreHigherproductivity,sales,service,satisfactionImprovedaccuracy–invoicesmatchreceivingrecords,correctproductsenterthestore45SaveMartSupermarketsreportsaving$500,000ayearinaccountingandbookkeepingcostsafterimplementingDSDandarelatedsoftwarepackage.Addingeveningdeliverieswouldcostretailersinatypical100-storechain$97,000peryearbutwouldsavesuppliers$164,500ayearbyenablingsupplierstocutbackontrucksandreducewaitingtime. (Gibson,2003)46DirectShippingChallengeGreaterhassleforstorepersonnelMoredeliveries,paperwork,activityNoriskpoolingbenefitNosafetystockintheeventofasupplierproblemTransportationcostscanbehigherManufacturersmayincurextrahandlingcostsbypicking/shippingtoindividualstoresNotwellsuitedtohighvariationeventslikeholidaysandpromotionsFewcompanieshaveinstalledDSDreceivingsystems47DirectShippingChallenge“Fivetosevenyearsago,theapparelandsoft-goodsindustrytriedPOS-drivenreplenishment.Butcompaniesfounditdifficulttomaintaininventoryattheaccuracylevelrequired.Ifyou’reoffbyoneortwocasesatthewarehouse,itdoesn’taffectyoumuch.Inastore,ifyouareoffbyoneortwocases,you’reoutofstock.〞“Doesthestoremanagerineverystorespendaminimumoffiveminuteseachdayobservingthebackroomreceivingoperations?Ibethedoesn’t,andthatmeansyou’renotachievinganacceptablelevelofcontrolatthebackdoor.〞48ConsolidationWarehouseThisparttakenfromRonaldH.Ballou,

BusinessLogisticsManagement,PrenticeHall,199249AmotorvehicleassemblyplantinSanDiegousespullsystemtoreplenishinventoryfromthreesuppliersinthemid-west.50SanDiegoreceivesdailyshipmentsof30,000lbsofaxlefromDetroit,35,000lbsoftransmissionsfromCleveland,and38,000lbsofenginesfromPittsburgh.TwoalternativeapproachesSupplierstoshipdirectlytoSanDiego,orUseconsolidationwarehouseinCleveland51DirectShippingCostShipdirect–long-haulatless-thantruckload(LTL)quantities$4.80/CWTfromDetroit,$5.00/CWTfromCleveland,and$5.30/CWT,fromPittsburgh.52ConsolidationWarehouseLeasewarehouseinClevelandtoconsolidateshipmentsfromsuppliersLTLshippingcostsfromsupplierstotheClevelandwarehouse$0.50/CWT,fromDetroitsupplier,$0.20/CWT,fromClevelandsupplier,and$0.40/CWT,fromPittsburghsupplier.Clevelandwarehousechargesareestimatedtobe$110,$120,and$125perdayforshipmentsfromDetroit,Cleveland,andPittsburgh,respectively.53Thespreadsheetbelowshowsatotalcostof$3,302forusingtheClevelandwarehouse.54Consolidatingwarehouses,couplewithcrossdocking(nextsection)supportsjust-in-time(JIT)manufacturing.Forexample,TheNUMMIplantinCaliforniausescross-docksinChicagoandMemphistocollect,consolidate,andsortfreightfrommultiplevendorsintocontainersthatareshippedviarailtotheplant.SupplierssendpartsinbulktoGMcross-dockinMemphis.Partsaresortedfordeliveryto15differentproductionfacilitiesintheMidwest.55Cross-Docking“Cross-dockingisaflowthroughconceptandwedon’twantproducttostopanywhere,becausespace,brickandmortarisgettingveryexpensivethesedays.〞…Wal-Mart.56Imaginetakingafinishedgoodfromthemanufacturingplant,deliverittothefrontdoorofadistributor,andalmostimmediately,taketheitemoutthebackdoorandloadittoatruckheadedforthecustomer.Crossdockingshiftthefocusfrom"supplychain"to"demandchain"byreceivinggoodsatonedoorandshippingoutthroughtheotherdooralmostimmediatelywithoutputtingtheminstorage.Forexamplestockcomingintocrossdockingcenterhasalreadybeenpre-allocatedagainstareplenishmentordergeneratedbyaretailerinthesupplychain.57Cross-DockingExampleFreightisreceived,checkedforaccuracy&preparedforreleasetostores(barcodedlabelsareappliedtocartons).Cartonstravelthrufacilityonconveyorsystemtoreducelaborandspeedtransferofgoods.Barcodereaderidentifiesproductsanddivertscartonsdownappropriateloadingline.Cartonsareloadedintrailerandshippedwhentrailerisfull58CrossdockingreducescostIncreasesinventoryturnsbyspeedingtheflowofproductsfromthesuppliertothestore.Crossdocking,coupledwithconsolidatingwarehousing,avoidsLTLdeliveries.Mostnotably,iteliminatesthetwomostexpensivedistributionoperations:costofhandlingandstoringinventory.59CrossDockingCostAdvantageRECEIVEPUTAWAYORDERPREPPICK/STAGELOAD/SHIPRECEIVEORDERPREPSTAGELOAD/SHIPpertonpertonConventionalprocessCross-dockprocess60SupportsJITmanufacturing.Goodsshippedfromsuppliersarecapturedatcrossdock,sortedbyplantlocationandschedule,anddeliveredinsmallbatchesdirectlytotheshopfloor.Today,crossdockingisthebailiwickofthemassmerchandisers.Dependingonthecompany,massmerchandiserscross-dockanywherefrom40percentto90percentofthegoodsbetweenthedistributioncenterreceivingdoorsandtheretailstorefloor.Mervyns,forexample,cross-docksmorethan30%ofitsproduct,andWal-Martoperates19cross-dockingfacilitiestosupportSam’sClubdivision.Otherthanmassmerchandisers,grocerycompanies,LTLtruckingcompaniesandaircargocarriersaretheleadingcross-dockusers.61Cross-DockingChallengesCross-dockingrequiressupplychainsynchronization.SupplychainsynchronizationreliesonstrongITcapabilities(ASNviaEDI,Barcodesoncartons,etc.)andreal-timeinformationsharing.Worksbestiftradingpartnersengageincollaborativeplanning,forecasting,andreplenishment.Cross-dockingmaynecessitateNewfacilitylayout,barcodescanningequipment,andWMS(~$500,000investment)tomaintainingproductvisibilityasitmovesthroughthesystem.TosupportJIT,productavailability,accuracy,andqualityarecriticalsincegoodsareshippeddirectlyfromsuppliertotheshopfloor.62Cross-DockingChallenges“…oneoftheprincipalbarricadeshas