战略联盟培训课程(PPT 41页).ppt

1、战略联盟 Strategic Alliances,战略联盟？,战略联盟：是两个公司之间一种典型的、多方位的目标导向型的长期伙伴关系，他们共享收益、共担风险。共同的目标可以带来更多的资源承诺。,Strategic Partnering:Types of SP,Quick Response: Vendors receive POS data from retailers, and use this information to synchronize production and inventory activities at the supplier. The retailer still pr

2、epares individual orders, but the POS data is used by the supplier to improve forecasting and scheduling. Example: Milliken and Company: The lead time from order receipt at Millikens textile plants to final clothing receipt at several of the department stores involved was reduced from eighteen weeks

3、 down to three weeks.,战略合作伙伴的类型,快速反应： 销售商从零售商处获得零售点数据POS ，并利用这一信息协同供应商的生产与库存活动 零售商仍然准备个别订单，但零售点数据被供应商利用以提高预测的准确度和时间安排的合理性 例如：Milliken公司：从Milliken公司的纺织厂接到订单到相关的商店收到服装的提前期从8周降到了3周,Continuous Replenishment: Vendors receive POS data and use it prepare shipments at previously agreed upon intervals to mai

4、ntain agreed to levels of inventory. Wal-Mart, Kmart Advanced Continuous Replenishment: Suppliers may gradually decrease inventory levels at the retailers store or distribution center as long as service levels are met. Inventory levels are thus continuously improved in a structured way. Kmart,Strate

5、gic Partnering:Types of SP,连续补货：零售商收到零售点数据，利用这些数据，并根据以前同意的间隔，确定发货数量，以达到同意的库存水平 如沃尔玛、凯玛特 高级的连续补货：只要能达到预定的服务水平，供应商就逐渐降低零售商的商店或配送中心的库存水平。库存水平通过这种预先安排好程序和方法逐渐得到改善。 如凯玛特,战略合作伙伴的类型,Vendor Managed Inventory (VMI):JITD VMI Projects at Dillard Department Stores, J.C. Penney, and Wal-Mart have shown sales inc

6、reases of 20 to 25 percent, and 30 percent inventory turnover improvements.,Strategic Partnering:Types of SP,销售商管理的库存 (VMI)：JITD Dillard百货公司、 J.C. Penney公司和沃尔玛在VMI项目实施后，销售增长了20%至25%，库存周转率提高了30%,战略合作伙伴的类型,Requirements for Effective SP,Advanced information systems Top management commitment Information

7、 must be shared Power and responsibility within an organization might change (for example, contact with customers switches from sales and marketing to logistics) Mutual trust Information sharing Management of the entire supply chain Initial loss of revenues,有效战略合作伙伴的要求,先进的信息系统 高层管理人员的支持和承诺 信息必须分享 一个

8、公司中的权力和义务会发生变化（如与客户联系的任务由销售与营销部门转到物流部门） 相互信任 信息共享 相互共同参与对整个供应链的管理 可能会导致最初的收入降低，但长期上,Important SP Issues,Inventory ownership: Retailer owns inventory Supplier owns the goods until they are sold (consignment) Why would a firm do this? Performance measures: Fill rate, inventory level, inventory turns,战

9、略合作伙伴的重要问题,库存所有权： 零售商拥有库存 商品被卖出前由供应商拥有（委托） 企业为什么这样做？ 绩效评估：满足率、库存水平、库存周转,Important SP Issues,Confidentiality Communication and cooperation When First Brands started partnering with Kmart, Kmart often claimed that its supplier was not living up to its agreement to keep two weeks of inventory at all ti

10、mes. It turned out that this was due to the fact that the two companies employed different forecasting methods.,战略合作伙伴的重要问题,相互信任及数据信息保密性？ 沟通与合作 当First Brands公司开始与凯玛特合作时，凯玛特常常声称供应商没能履行在任何时候都拥有2周的库存了协议。调查原因：证明这是由于两家公司使用的预测方法不同造成的,Steps in SP Implementation,Contractual negotiations Ownership Credit ter

11、ms Ordering decisions Performance measures Develop or integrate information systems Develop effective forecasting techniques Develop a tactical decision support tool to assist in coordinating inventory management and transportation policies,战略伙伴关系的实施步骤,合约谈判 所有权 信用条件 订货决策 绩效指标 开发或整合信息系统 开发有效的预测技术 开发一

12、个有效的决策支持工具以协同库存管理和运输策略,Main Characteristics of SP,战略合作伙伴的主要特征,Advantages of SP,Fully utilize system knowledge Consider the partnership between White-Hall Robbins (W-R), who makes over-the-counter drugs such as Advil, and Kmart. W-R initially disagreed with Kmart about forecasts, and in this case, it

13、 turned out that W-R forecasts were more accurate because they have a much more extensive knowledge of their products than Kmart does.,战略伙伴的优势,可以充分利用合作双方的知识 考虑制造OTC（非处方用药）药物（如Advil）的W-R公司与凯玛特的关系。W-R公司不同意凯玛特的预测，在这种情况下，事实证明W-R公司的预测更准确，因为它们对自己的产品更了解,Advantages of SP,Decrease required inventory levels I

14、mprove service levels Decrease work duplication Improve forecasts,战略伙伴的优势,降低了必要的库存水平 提高了服务水平 减少了重复劳动 提高了预测的准确度,Disadvantages of SP,Expensive advanced technology is required. Supplier/retailer trust must be developed. Supplier responsibility increases. Expenses at the supplier often increase. Why? Ho

15、w can this be addressed?,战略伙伴的缺点,需要更加昂贵的技术 必须培养供应商 / 零售商之间的信任 供应商的责任增加了 供应商的开支常常增加 为什么？如何应对？,Examples of SP Successes and Failures,Western Publishing-Golden Books: Western Publishing is using VMI for its Golden Books line of childrens books at several retailers. POS data automatically triggers re-or

16、ders when inventory falls below a reorder point. This inventory is delivered either to a distribution center, or in many cases, directly to the store. Ownership of the books shifts to the retailer once deliveries have been made. In the case of Toys R Us, the company has even managed the entire book

17、section for the retailer, including inventory from suppliers other than Western Publishing. Extra sales, increased costs to Western,战略合作伙伴成功的案例,西部出版社的黄金产品线： 西部出版社在几家零售商中为其黄金产品线儿童书籍使用VMI 当库存降到再订货点以下时，零售点数据自动发出重新订货指令 存货直接发到配送中心，更多情况下是直接发到商店 一旦发出后，书籍的所有权就转到零售商手中 在 Toys R Us公司的例子中，公司甚至为零售商管理整个图书部门，包括除西部

18、出版社以外所有的供应商的库存 销售增长，西部出版社的成本增加，但净收益增加,Examples of SP Successes and Failures,VF Corporations Market Response System: The VF Corporation, which has many well known brand names (including Wrangler, Lee, Girbaud, and many others), began its VMI program in 1989. Currently, about 40 percent of its product

19、ion is handled using some type of automatic replenishment scheme. This is particularly notable because the program encompasses 350 different retailers, 40,000 store locations, and more than 15 million replenishment levels. VFs program is considered one of the most successful in the apparel industry.

20、,战略合作伙伴成功的案例,VF 公司的市场响应系统： VF公司拥有许多著名的品牌 (包括Wrangler、Lee、Girbaud等等)，公司从1989年开展VMI项目 现在，公司大约有40%的产品由某种类型的自动补货方案处理 这需要特别注意，因为这一项目饮食350个不同的零售商、40000个存货点和超过1500万种补货水平 VF的项目被认为是服装产业中最成功的项目之一,Examples of SP Successes and Failures,Spartan Stores Spartan Stores, a grocery chain, shut down its VMI effort abo

21、ut one year after its inception. One problem was that buyers were not spending any less time on reorders than they did before This was because they didnt trust the suppliers enough to be able to stop carefully monitoring the inventories and deliveries of the VMI items, and intervening at the slighte

22、st hint of trouble.,战略合作伙伴失败的案例,Spartan百货 Spartan Stores是一家杂货连锁店，其VMI计划开始一年后便终止了 一个问题是，零售商在订货方面花的时间并没有比实施计划前少 这是由于他们不相信供应商，并且对于供应商进行库存管理的那些货物，它们也没有因此而停止严密临控其存储和配送,Examples of SP Successes and Failures,Spartan Stores (continued) Suppliers didnt do much to allay these fears. The problems were not with

23、 the suppliers forecasts; instead, they were due to the suppliers inability to deal with promotions, which are a key part of the grocery business. Since they were unable to appropriately account for promotions, delivery levels were often unacceptably low during these periods of peak demand.,战略合作伙伴成功

24、与失败的案例,Spartan百货店(续) 供应商没有积极努力减轻零售商的担忧。这些问题不是由于供应商的预测造成的，而是由于供应商没有能力处理产品的促销问题，这正是杂货店的关键问题（需求高峰） 由于供应商不能恰当解决促销问题，需求高峰时期的配送数量经常少得令人无法接受,Third Party Logistics,What is 3PL? Outside firms perform materials management and logistics functions Long term commitments and multiple functions What are the advant

25、ages of 3PL? Focus on core strengths Provides technological flexibility Provides flexibility in geography workforce size additional services resource flexibility,第三方物流,什么是第三方物流？ 完成公司全部或部分物料管理和物流功能的外部公司 长期承诺和多种物流运营能力本质是真正的战略联盟 第三方物流的优势 集中于核心能力 提供技术灵活性信息技术、物流管理技术 在以下方面提供灵活性： 物流设施如区域配送中心等的选址，或利用TPL的设施

26、劳动力数量 附加服务 资源的灵活性,3PL,Disadvantages Loss of control 3PL employees may interact with customers 3PLs address this with uniforms, logos, etc Sharing of confidential info Examples Simmons and Ryder Integrated Logistics On site rep, all logistics managed by Ryder, JIT manufacturing SonicAir Rapid delivery of spare parts 67 warehouses Sophisticated software for inventory and rapid delivery,第三方物流,缺点 失去控制 第三方物流职工可能与客户打交道 第三方物流公司的员工穿上雇用公司的服装、喷涂公司标志，详细报告与每个顾客的接触情况等 需要分享秘密信息 例子 Simmons公司和Ryder公司整合物流 在现场，所有的物流由Ryder公司管理，即时制生产 SonicAir公司 快速递送备件 67个仓库 尖端的库存管理