供应链管理1-4供应链管理2

1、CHAPTER 2SupplyChain ManagementSupply Chain Management2-2The integration of key businessprocesses from end user through original suppliers, that provides products, services, and information that add value for customers and other stakeholders.McGraw-Hill/IrwinCopyright 2001 by The McGraw-Hill Compani

2、es, Inc.All rights reserved.SUPPLY CHAIN MANAGEMENT2-3Integrating and Managing Processes Across the Supply ChainInformation FlowManufacturerLogisticsTier 2 SupplierTier 1 SupplierConsumer/CustomerEnd-userMarketing & SalesPurchasingPRODUCT FLOWProductionFinanceR&DCUSTOMER RELATIONSHIP MANAGEMENTCUSTO

3、MER SERVICE MANAGEMENTDEMAND MANAGEMENTORDER FULFILLMENTMANUFACTURING FLOW MANAGEMENTPROCUREMENTODUCT DEVELOPMENT AND COMMERCIALIZATIONRETURNSSource: Douglas M. Lambert, Martha C. Cooper, Janus D. Pagh, “Supply Chain Management: Implementation Issues and Research Opportunities”, The International Jo

4、urnalMcGroafwL-oHgiilslt/icIsrwMiannagement, Vol. 9, No. 2, 1998, p. 2.Copyright 2001 by The McGraw-Hill Companies, Inc. All rights reserved.Supply Chain Business ProcessesPRSupply Chain Network Structure2-4Tier 3 to Initial suppliersTier 3 to Consumers/ End-CustomersTier 2 SuppliersTier 1 Suppliers

5、Tier 1 CustomersTier 2 Customers122nn11n22n123n32nnn1nFocal CompanyMembers of the Focal Companys Supply ChainMcGraw-Hill/IrwinCopyright 2001 by The McGraw-Hill Companies, Inc.All rights reserved.Initial SuppliersTier 3 to n suppliersTier 3 to n customersConsumers / End-Customers1111Elements and Key

6、Decisions2-52. What processes should be linked with each of these key supply chain members?Supply chain business processesSupply chain management componentsSupply chain network structure3. What level of integration and management should be applied or each process link?1. Who are the key supply chain

7、 members with whomto link processes?McGraw-Hill/IrwinCopyright 2001 by The McGraw-Hill Companies, Inc. All rights reserved.Types of Business Process Links2-6Managed Process LinksMonitored Process Links Not-Managed Process Links Nonmember Process LinksMcGraw-Hill/IrwinCopyright 2001 by The McGraw-Hil

8、l Companies, Inc.All rights reserved.Copyright 2001 by The McGraw-Hill Companies, Inc. All rights reserved.Types of Inter-company Business Process Links2-7Tier 3 to Initial suppliersTier 3 to Consumers/ End-CustomersTier 2 SuppliersTier 1 SuppliersTier 1 CustomersTier 2 Customers122nn11n22n1n2n1Foca

9、l CompanyMembers of the Focal Companys Supply ChainNon-Members of the Focal Companys Supply ChainManaged Process Links Monitor Process LinksNot-Managed Process LinksNon-Member Process Links Source: Douglas M. Lambert, Martha C. Cooper and Janus D. Pagh, Supply Chain Management: Implementation Issues

10、 and Research Opportunities,” The International Journal of Logistics Management, Vol. 9, No. 2 (1998), p.7.McGraw-Hill/IrwinInitial SuppliersTier 3 to n suppliersTier 3 to n customersConsumers / End-Customersn1n11n233nn111Copyright 2001 by The McGraw-Hill Companies, Inc. All rights reserved.Underlyi

11、ng Process VisionSupply Chain Management VisionThe key to achieving an integrated flow of product and information throughout the supply chain is to create a focused customer interface, a focused supplier interface, and an integrated, process-oriented, supply chain which is driven by the customer.2-8

12、Customer Relationship ManagementCustomer Service ManagementFulfillmentCustomerDemand ManagementProcurementManufacturing Flow ManagementMcGraw-Hill/Irwin Source: 3MFundamental Management Components2-9McGraw-Hill/IrwinCopyright 2001 by The McGraw-Hill Companies, Inc.All rights reserved.Managerial and

13、behavioral management componentsCulture and attitudeRisk andreward structurePower and leadership structureManagement methodsPhysical and technical management componentsProduct flow facility structureCommunicationand information flow facility structureOrganization structureWork flow/ activity structu

14、rePlanning and control methodsCustomer Relationship Management2-10Customer service teams develop and implement customer partnering programs.Product/service agreements are established.New customer interfaces lead to improved communication and better predictions of customer demand and improve the way

15、customers are serviced.Teams identify and eliminate sources of production variability.Key performance evaluation criteria (both level of service and customer profitability) are used to measure results.McGraw-Hill/IrwinCopyright 2001 by The McGraw-Hill Companies, Inc. All rights reserved.Customer Ser

16、vice Management2-11Provides a single source of customer information, a point of contact for administration of the product/service agreement.Conveys real-time information through interface with product and distribution operations.Requires an on-line/real-time product and pricing informationto assist

17、customers with inquiries,order placement, and after-sales service.Includes front line technical service that assists customers with product applications and recommendations.McGraw-Hill/IrwinCopyright 2001 by The McGraw-Hill Companies, Inc. All rights reserved.Customer Order Fulfillment2-12“Customer

18、need dates” and requirementsdrive the process.Manufacturing, distribution, and transportation plans are integrated.Strategic alliances with key supply chain members and carriers are formed to meet requirements and to reduce total-delivered-cost to customersMcGraw-Hill/IrwinCopyright 2001 by The McGr

19、aw-Hill Companies, Inc. All rights reserved.Manufacturing Flow Management2-13Product is pulled through the plant based on customer needs.Manufacturing processes must flexibly respond to market changes with rapid changeover capabilities for mass customization.Minimum lot sizes are planned to move tow

20、ard a make to order environment.Production priorities are driven by required delivery dates.Managers concentrate on keeping setup/changeover costs very low.McGraw-Hill/IrwinCopyright 2001 by The McGraw-Hill Companies, Inc. All rights reserved.Procurement2-14Strategic plans of suppliers and company a

21、re aligned to focus resources on holding down costs and developing new products.Supplier categorization and management is implemented on a corporate global basis, with purchasing in a strategic contracting role.Purchase order transactions are integrated with the supply process to improve productivit

22、y and all areas of supplier performance.McGraw-Hill/IrwinCopyright 2001 by The McGraw-Hill Companies, Inc. All rights reserved.Cost trade-offs in Marketing and Logistics2-15McGraw-Hill/IrwinCopyright 2001 by The McGraw-Hill Companies, Inc.All rights reserved.MARKETINGOrder processing and information

23、 costsWarehousing costsLot quantity costsTransportation costsInventorycarrying costsPlace/customer service levelsPriceOrder processing and information costsProductCopyright 2001 by The McGraw-Hill Companies, Inc. All rights reserved.Reengineering SCM Process Flow Chart2-16Assess: Culture Strategies

24、PracticesAcceptableProcessesNot acceptableSource: Douglas M. Lambert, Larry C. Guinipero, and Gary J. Ridenhower, “Supply Chain Management: A Key to Achieving Business Excellence in the 21st Century,” unpublished manuscript. All Rights reserved.McGraw-Hill/IrwinImplement business solution in supply

25、chainNew enterprise design for integrated processStrategic partnershipsHuman resource capabilitiesOrganization structureInformation systemsRevise/reengineerBusiness requirementsMission statementIMPLEMENTATION OF SUPPLY CHAIN MANAGEMENT2-17C U S T O M E R SS U P P L I E R SNote: Process sponsorship a

26、nd ownership must be established to drive the attainment of the supply chain vision and eliminate the functional barriers that artificially separate the process flows.McGraw-Hill/IrwinCopyright 2001 by The McGraw-Hill Companies, Inc. All rights reserved.DemandDemandProcessNetworkCapabilitySourcingTradeoffManagementPlanningRequirementsPlanningPlanningAnalysisCustomer ServiceAccountTechnicalPerformanceCoordinatedPriorityCostManagementAdministrationServiceS