专业英语物流与供应链管理 4.ppt

1、Chapter 4 Strategic lead-time management,This chapter：,Explores the cost of time and the drivers of time-based competition; shortening product life cycles, customers desire for reduced inventories and the dangers of being forecast dependent in an increasingly volatile marketplace. 探讨时间成本和时间竞争的驱动力；正在

2、不断缩短的产品生命周期，客户减少库存的要求，在动荡的市场环境下过分依赖预测的种种风险。,Examines the concept of lead time, the order-to-delivery cycle, its components and the need to consider the wider context of the order to-cash cycle. 分析前置时间、订单周期的概念及其构成要素，从更大范围来考察订货变现周期。 Looks at how the reduction of lead times can impact on the goals of l

3、ogistics pipeline management. 研究缩短前置时间是如何影响物流渠道管理目标的。,Outlines some of the ways in which inadequate systems design can lengthen lead times and engineer cost rather than value into the logistics process. 概括了一些不恰当的系统设计方法，它们延长了前置时间，并增加了设计成本，却对物流过程的增值贡献不大。 introduces the concept of the lead-time gap, of

4、fering a number of suggestions for lead time. 介绍前置时间差的概念，提出一些缩短前置时间的建议。,Compendium,1.Time-based competition 2.The concept of lead time 3.Logistics pipeline management 4.Logistics value engineering 5.The lead-time gap 6.Summary,1.Time-based competition,时间竞争,Time is money.,As far as cost is Concerned

5、there is A direct relationship Between the length Of the logistics pipeline And the inventory that Is locked up in it.,首先，就成本而言，物流渠道的长度与渠道中的存货数量有直接的关系。,Secondly, long lead times mean a slower response to customer requirements.,其次，过长的前置时间意味着对客户需求反应的延迟。,Customers in all markets, industrial or consumer

6、, are increasingly time-sensitive.,Question 1,What are the pressures leading to the growth of time-sensitive markets?,The concept of the product life cycle: For many products, there is a recognizable pattern of sales from launch through to final decline.,(1) Shortening life cycles,许多产品从投入市场到最后淡出市场，其

7、销量遵循一个公认的模式。,The product life cycle,Sales(),introduction,growth,maturity,saturation,decline,time,导入期,成长期,成熟期,饱和期,衰退期,产品生命周期,2.Customers drive for reduced inventory,one of the most pronounced phenomena of recent years has been the almost universal move by companies to reduce their inventories.,这些年，一个

8、最明显的现象就是全球所有的企业都在着手降低它们的库存。,客户降低库存的需求,Question 1,What is the difference between traditional and modern ways to service customers who require just-in-time deliveries?,Many companies still think that the only way to service customers who require just-in-time deliveries is for them, the supplier, to ca

9、rry the inventory instead of the customer. Instead what is needed is for the supplier to substitute responsiveness for inventory whenever possible.,许多公司仍然认为，给客户提供及时配送服务的唯一方法，就是只能由供应商代替客户持有库存。,其实作为供应商真正需要的是：在必要的时候用快速反应来代替大量的库存。,Question 2,How to achieve responsiveness? Why?,Responsiveness essentially

10、 is achieved through time compression in the supply chain.,压缩时间,完善服务,缩减成本,Breaking free of the classic service/cost trade-off,打破传统的服务、成本权衡关系,3.Volatile market making reliance on forecasts dangerous,Question Whats the continuing problem for most organizations according to text? Whats the root cause o

11、f these problems?,由于市场多变，过于依赖预测很危险,A continuing problem for most organizations is the inaccuracy of forecast. Whilst many forecasting errors are the result of inappropriate forecasting methodology the root cause of these problems is that forecast error increases as led time increases.,time,Forecast

12、error and planning horizons,预测误差和计划水平,2.The concept of lead time,Question,Whats the meaning of lead time from the customers viewpoint and from the suppliers perspective respectively?,From the customers viewpoint The elapsed time from order to delivery. From the suppliers viewpoint The time it takes

13、to convert an order Into cash.,从发出订单到收到货物的这段时间。,从接受订单到收回现金的时间,(1)The order-to-delivery cycle,Total order cycle with variability,1.Order communication,2.Order entry and processing,3.Order picking or production,5.Customer receiving,4.transportation,total,3,Time range 1to5days,Time range 1to3days,2,Tim

14、e range 1to9days,5,3,Time range 1to5days,2,Time range 1to3days,5 days,25 days,15,运输,订单录入及处理,按单拣选或生产,客户接受,订货前沟通,订单履行周期的变动程度,In those situations where orders are not met from stock but may have to be manufactured, assembled or sourced from external vendors, then clearly lead times will be even further

15、 extended with the possibility of still greater variations in total order-to-delivery time.,Lead time component,.,Ordering reception lead tine,Planning lead time,Processing lead time,Materials planning and purchase lead time,supplier lead tine,transport lead tine,Reception and inspection lead tine,A

16、ssembly release and order picking,Waiting times,Processing times,Transport time to next stage (e.g.to inventory assembly),Dispatch preparation time (documents,packages),Transport time to customer,Commercial And planning Lead time,Materials Lead times,Assembly Lead times,Distribution Lead times,Insta

17、llation Lead times,商业和计划前置时间,原材料前置时间,汇总前置时间,配送前置时间,安装前置时间,前置时间构成要素,(2)The cash-to-cash cycle,Question Whats the basic concern of any organization? what is rule of thumb?,Cumulative Lead time procurement To payment,Raw material stock,Subassembly production,Intermediate stock,Product assembly,Finished

18、 stock at Central warehouse,In-transit,Regional distribution Central stock,Customer order cycle,累积的前置时间 （从采购到付款）,Strategic lead-time management,The longer the pipeline from source of material to the final user the less responsive to changes in demand the system will be.,从原材料到最终使用者的渠道越长，系统就越缺乏对需求变动的应

19、变能力,An approximate rule of thumb suggests that the amount of safety stock in a pipeline varies with the square foot of the pipeline length.,一个类似于“大拇指”的规则指出，安全库存数量的多少取决于渠道长度的平方根。,3.logistics pipeline management,Question 1,How to control logistics lead times successfully?,The key to the successful con

20、trol of the logistics lead time is pipeline management.,成功控制物流前置时间的关键是实施物流渠道管理。,Question 2,What are the goals of the pipeline management?,The goals of the pipeline management,goals,Lower costs,Higher quality,More flexibility,Faster response time,更低的成本,更高的质量,高强的灵活性,更快的反应速度,How to achieve these goals,

21、Manage the supply chain as an entity and seeking to reduce the pipeline length and/or cost to speed up the flow through that pipeline. To find ways in which the ratio of value-added to cost-added time in the pipeline can be improved.,将供应链作为一个整体进行管理，并缩短整个渠道的长度，同时（或者）加速物品在渠道中的流动。 找到可以提高增值时间与成本增加时间比率的方

22、法。,Value-adding time (time,place and form utility),Cost-adding time (promotion,storage and transport cost and the time cost of money),Raw material stock,production,Finished stock,In-transit,Regional stock,Customer delivery,Cost-added versus value-added time,引起价值增加和成本增加的活动,（时间、地点和形态效用） 增值时间,原材料库存,生产,

23、产成品库存,运输,区域库存,客户配送,Cost-added versus value-added time,成本增加时间（促销、仓储和运输成本及时间成本）,Value-adding time,Raw material stock,production,Finished stock,In-transit,Regional stock,Customer delivery,Raw material stock,production,Finished stock,In-transit,Regional stock,Customer delivery,Cost-adding time,Reducing

24、non-value-adding time improves service and reduces cost,通过减少非增值时间来提高服务水平并降低成本,3.Logistics value engineering,Many business have invested heavily in automation in the factory with the aim of reducing throughput times. However it is paradoxical that many of those same business that have spent millions

25、of pounds on automation to speed up the time it takes to manufacture a product are then content to let it sit in a distribution centre or warehouse for weeks waiting to be sold.,The requirement is to look across the different stages in the supply chain to see how time as a whole can be reduced throu

26、gh reengineering the way the chain is structured.,Example 1: Planning cycle/manufacturing lead time Example 2: Forecasting and ordering of suppliers Example 3: Warehouse picking and distribution,One point,In so many cases it is possible to find considerable Opportunity for total lead-time reduction,

27、 often through Some very simple changes in procedure.,4.The lead-time gap,Question 1,According to the text, most organizations face a fundamental problem, what is it? The time it takes to procure, make and deliver the finished product to a customer is longer than the time the customer is prepared to

28、 wait for it. This is the basis of the lead-time gap.,The lead-time gap,procurement,Customers order cycle,delivery,manufacturing,Logistics lead time,The lead-time gap,Order fulfillment,采购,生产,配送,物流前置时间,客户订货周期,前置时间差,订单履行,Question 2,Whats the customers order cycle? The length of time that the customer

29、is prepare to wait, from when the order is placed through to when the goods are received.,The competitive conditions of the market as well as the nature of the product will influence the customers willingness to wait.,The factors that influence the customers willingness to wait:,How to close the lea

30、d-time gap?,shortening logistics lead time Move the customers order cycle closer by gaining earlier warning of requirements through improved visibility of demand.,缩短物流前置时间 通过提高需求的可见性，尽量把客户订货周期调整到与早期得到的需求信息更接近。,Question 3,All the logistics processes can be viewed as a network of inter-linked activiti

31、es that can be optimized as a whole by focusing on total throughput time. Any attempt to manage by optimizing individual elements or activities in the process will lead to a less-than-optimal result overall.,所有的物流过程都能被看做是 由各种具有内在联系的活动所形成的一个网络，要想优化这个网络，必须要通过调整总体运营时间才能得以实现。而单纯通过优化个别要素或过程中个别活动只能得到一个次优化

32、的结果。,（1）reducing logistics lead -time,Question 4,Whats OPT? whats its essence? A significant contribution to the way we view logistics processes has been made by Goldratt who has developed the theory of constraints(约束理论) which is more usually known as Optimized Production Technology （生产技术优化理论）(OPT).

33、 The essence of OPT is that all activities in a logistics chain can be categorized as either bottlenecks or non-bottlenecks.,OPT把一个 物流链中的所有 活动划分为瓶颈 类或非瓶颈类。,Question 5,What is a bottleneck? A bottleneck is the slowest activity in a chain and whilst it may often be a machine, it could also be a part o

34、f the information flow such as order processing.,瓶颈是指整个链中最慢的活动，它可以是一台机器，也可以是像订单处理一样的信息流的一部分。,Further opportunities for pipeline time reduction can normally be found at the interface with suppliers logistics system.,(2)Improving visibility of demand,The idea that it could be possible to extend the cu

35、stomers order cycle may at first sight seem implausible. No, what is meant by extending the customers order cycle is that we should seek to obtain significantly earlier warnings of the customers requirement.,What we frequently find is that first of all the demand penetration point is too far down th

36、e pipeline and that secondly, real demand is hidden from view and all we tend to see are orders. Both these points need further explanation; firstly the concept of the demand penetration point.,Question 1 Whats the demand penetration point? The definition of the demand penetration point is that it o

37、ccurs at that point in the logistics chain where real demand meets the plan. Upstream from this point everything is driven by a forecast and /or a plan. Downstream we can respond to customer demand.,在物流链中需求与计划达成一致的点。预测或计划驱动着需求渗透点上游的活动，下游所做的就是对客户需求做出反应。,Question 2,Whats the key concern of logistics m

38、anagement? How to achieve it?,A key concern of logistics management should be to seek to identify ways in which the demand penetration point can be pushed as far as possible upstream. This might be achieved by the use of information so that manufacturing and purchasing get to hear of what is happeni

39、ng in the marketplace faster than they currently do. The other route to achieving an upstream shift of the order penetration point is by postponing the final commitment of the product to its final form.,Following figure illustrates a range of possible demand penetration points in different industria

40、l and market contexts.,.,Driven By forecast,Driven By demand,plant,Distribution central,warehouse,depots,需求渗透点和战略库存,Demand penetration point and strategic inventory,In a sense the information we receive, if we only have the order to rely on, is like the tip of an iceberg. the order cycle time (i.e.

41、the required response time from order to delivery) may only be the visible tip.,在某种意义上，如果我们仅仅依赖手头的订单，则所获得的信息犹如冰山一角。订货周期时间也可能仅仅是信息冰山上可视的一角。,The area below the surface of the iceberg represents the ongoing consumption, demand or usage of the product which is hidden from the view of the supplier. It is only when an order is issued that demand becomes transparent.,海平面以下的部分代表着未来的消费、需求或者使用产品的信息，而这些统统是在供应商的视野之外的。只有当订单发出之时，需求才变得透明。,The information iceberg,Order cyc