供应链物流管理中科院 龚其国二sclm chapter 17

1、17-5Supply Chain Logistics ManagementChapter 17: Organization and Relationship ManagementMcGraw-Hill/IrwinSupply Chain Logistics Management, First Edition. Bowersox, Closs, and Cooper. Copyright 2002 by The McGraw-Hill Companies, Inc. All rights reserved.Groups vs. TeamsNOT ALL GROUPS ARE TEAMS: HOW

2、 TO TELL THE DIFFERENCEWorking groupTeamStrong, clearly focused.Shared leadership roles.Individual accountability.Individual and mutual accountability.The groups purpose is the same asSpecific team purpose that the teamthe broader organizational mission.itself delivers.Individual work products.Colle

3、ctive work products.Runs efficient meetings.Encourages open-ended discussionand active problem-solving meetings.Measures its effectiveness indirectlyMeasures performance directly byits influence on others (e.g., financialassessing collective work products. performance of the business).Discusses, dec

4、ides, and delegates.Discusses, decides, and does real work together.Source: Jon R. Katzenbach and Douglas K. Smith, The Discipline of Teams, Harvard Business Review, 71:2, March-April 1993, p. 113.A SNAPSHOT COMPARISONCommunities of practice, formal work groups, teams, and informal networks are usef

5、ul in complementary ways. Below is a summary of their characteristics.Whats the purpose?Who belongs?What holds it together?How long does it last?Community of PracticeTo develop members capabilities; to build and exchange knowledgeMembers who select themselvesPassion, commitment, and identification w

6、ith the groups expertiseAs long as there is interest in maintaining the groupFormal work groupTo deliver a product or serviceEveryone who reports to the groups managerJob requirements and common goalsUntil the next reorganizationProject teamTo accomplish a specified taskEmployees assigned by senior

7、managementThe projects milestones and goalsUntil the project has been completedInformal networkTo collect and pass on business informationFriends and business acquaintancesMutual needsAs long as people have a reason to connectSource: Reprinted with permission from Etienne C. Wenger and William M. Sn

8、yder, “Communities of Practice: The Organizational Frontier,” Harvard Business Review, January-February 2000, p. 142.Logistical Organizational Development CycleFragmented Functional StructuresStage 1 Functional GroupingsStage 2 Functional GroupingsStage 3 Functional GroupingsStage 4 Process Function

9、al IntegrationStage 5 Process Information IntegrationFragmentedFunctional AggregationProcess IntegrationTraditional Organization of Logistics Related FunctionsChief ExecutiveFinanceManufacturingInventory ControlMaterials Requirement PlanningOrder ProcessingPurchasCredit AuthorizationRManagement Info

10、rmation SystemsFacility Planning17-8Stage 1 Logistics OrganizationOrder ProcessingFinished Goods Inventory ControlMaterials ManagementFacilty PlanningMarketingManufacturingFinanceChief ExecutiveInventory Control(All but Field)Finished Goods Factory WarehousingForecastingCredit AuthorizationIndustria

11、l EngineeringPhysical DistributionManagement Information SystemsProduction SchedulingTransportationMaterials Requirement PlanningCustomer Sales Order ServicingPurchasingFinished Goods Field WarehousingRaw Material WarehousingMcGraw-Hill/IrwinSupply Chain Logistics Management, First Edition. Bowersox

12、, Closs, and Cooper. Copyright 2002 by The McGraw-Hill Companies, Inc. All rights reserved.Raw Material Inventory ControlCustomer Sales Order ServicingRaw Material WarehousingFinished Goods Factory WarehousingPurchasingMarketingPhysical DistributionManufacturingFinanceChief ExecutiveManagement Infor

13、mation SystemProduction SchedulingTransportationForecastingFacility PlanningIndustrial EngineeringOrder ProcessingMaterials ManagementFinished Goods Inventory Control(Field and Plant)Materials Requirement PlanningFinished Goods Field WarehousingCredit AuthorizationDistribution System PlanningChief E

14、xecutiveLogistical OperationsLogistical Resource PlanningLogistical SupportControllerPlanningLogistics ExecutivePackagingProduct Market ForecastingPurchasingMaterials Handling EngineeringOrder ProcessingManufacturing SupportWarehousingFunctional PlanningPhysical DistributionInventory ControlRequirem

15、ent PlanningTransportation and TrafficProduction SchedulingCapacity PlanningMaterials Requirements Planning17-10Supply Chain ProcessesOrder Generation and Fulfillment ProcessKEY PERFORMANCE OBJECTIVESReduce Cycle TimeIntegrated Logistics ProcessReduce CostsCommercialization of Technology ProcessReduce Throughput TimeMcGraw-Hill/IrwinSupply Chain Logistics Management, First Edition. Bowersox, Closs, and Cooper. Copyright 2002 by The McGraw-Hill Companies, Inc. All rights reserved.Horizontal ManagementVP of