供应链管理-1

SupplyChainManagementYuhuaZhangProfessorofGuangdongUniversityofForeignStudiesTel:020-39328850E-mail:[e-mail]–DesigningandManagingtheSupplyChain,DavidSimchi-Levietal,McGrawHill,2011.–SupplyChainManagement,MaShihua,HigherEducationPress,2011.–SupplyChainManagement:Strategy,Planning,andOperation,SunilChopraetal,PrenticeHall,2011.–SupplyChainManagementfromVisiontoImplementation,StanleyE.Fawcettetal,PrenticeHall,2007.EvaluationMode–Checkonclassattendance：20%–Casestudy20%–Classassignment20%–FinalTest：40%Chapter1IntroductiontoSupplyChainManagementChapter2InventoryManagement,SupplyContractsandRiskPoolingChapter3LogisticsNetworkConfigurationChapter4TheValueofInformationChapter5SupplyChainIntegration,StrategicAlliancesChapter6ProcurementandOutsourcing,InternationalIssuesinSCMChapter7DesignforSupplyChainManagementChapter8PricingandCustomerValueChapter1IntroductiontoSupplyChainManagement©CopyrightMeditechSurgical•Casedescribesascenariowithtypicalsymptoms–inventoriesaretoohighandcustomerserviceispoor.•Initialexplanationisthattheproblemsareduetopoorforecastingofcustomerdemand.There’saperceptionthatdemandishighlyvariableandunpredictable,possiblyduetoirrationalcustomerbehavior,e.g.,panicordering.…ifonlyMeditechcouldforecastwhatthecustomerswillorder,thentheycouldimprovecustomerserviceandreduceinventories….Case1©CopyrightOutline•Intent–diagnosisofsupplychain•Businessoverview•Supplychain•Productionplanning•What’swrong?•Howtofixit?Case1©CopyrightEndoscopicSurgicalInstruments•Permitsminimallyinvasivesurgery•Marketcreatedinearly80’s,rapidlygrowing•OldproductscontinuallyupdatedandreplacedwithnewproductintroductionsCase1©CopyrightBusinessOverview•NationalandMeditechsplitthemarket•Competebasedonproductinnovations,customerservice,cost•Nationalsellstophysicians;Meditechsellstomaterialmanagers•CustomerpreferenceschangeslowlyCase1ExternalSupplyChainPartsuppliersMeditechAssemblyplantsMeditechWarehouse:autonomousregionalwarehousesDomesticDealersInt’lMeditechAffiliatesHospitalsHospitalsCase1InternalSupplyChainPartsInventoryAssemblyBulkInventoryFGInventoryPackaging&Sterilization2-16weeks2weeks1weekCase1Assemblyorganizedintomultipleflexiblelines,manual.PackagingandsterilizationhaveadequatecapacityProductionPlanningAnnualForecastMonthlyRevisionTransferRequirementsMonthlyPlanMRPPartsProcurementPlanWeeklyAssemblyScheduleCase1AnnualforecastdeterminedbymarketingandfinanceRevisiondoneatbeginningofmonthbymarketingandcentralplanningTransferrequirements=forecast–FGinventory+safetystock(3weeksofdemand),donebycentralplanningMonthlyplansenttobusinessunits,whoinputitintoMRPtogetmaterialplansandassemblyschedulesProductionPlanningPartsInventoryAssemblyBulkInventoryPackaging&SterilizationFGinventoryMonthlyPlanMRPOrderpoint;OrderquantityMaterialPlanfocusingoninformationflows©CopyrightWhat’swrong?•Poorservicefornewproductintroductions•Poorforecasting?•Panicordering?•AndhighFGinventoryCase1©CopyrightWhatisgoingon?•Demandisquitepredictable•Usageinhospitalsisquitestable•Marketsharemovesslowlyovertime•Witheachnewproduct,dealermustbuildinventorytofillpipelineCase1©CopyrightWhydidMeditechthinkdemandwasunpredictable?•Poorinformationsystems•Noonelookedatdemand•Noonehadresponsibilityforforecasterrors•Tendencytoshifttheblame•Built-indelaysandmonthlybucketsinplanningsystem•AmplifierinplanningsystemCase1©CopyrightWhattodo?•Recognizethatdemandisstableandpredictable•Establishaccountabilityforforecast•Eliminateplanningdelaysand/orreducetimebucket•Alternatively,putassemblywithinpullsystemandeliminatebulkinventoryCase1©CopyrightWrapUp•Caseillustratesasupplychainchallenge–understandwhyMeditechhaspoorcustomerserviceandhighinventory,particularfornewproducts.Contextischaracterizedbylackofdataandasomewhatarchaic,albeittypical,planningsystemthatobscurestheproblem.Case1©Copyright•WhatIsASupplyChain?•SCMArchitecture•StrategiesforSCM•WhySupplyChainManagement?•KeyIssuesOutline©Copyright1.1WhatIsASupplyChain?•Thesystemofsuppliers,manufacturers,transportation,distributors,andvendorsthatexiststotransformrawmaterialstofinalproductsandsupplythoseproductstocustomers.SupplierManufacturerDistributorRetailerCustomerUpstreamDownstreamWhatisSCM?BuyingWhatisSCM?SellingMakingMovingWarehousingSCMisabusinessnetworkcoveringfrombuying,making,moving,warehousingtosellingSCM©CopyrightWhatIstheGoalofSupplyChainManagement?•Supplychainmanagementisconcernedwiththeefficientintegrationofsuppliers,factories,warehousesandstoressothatmerchandiseisproducedanddistributed:–Intherightquantities–Totherightlocations–Attherighttime•Inorderto–Minimizetotalsystemcost–SatisfycustomerservicerequirementsTherightProductHigherProfitsTherightTimeTherightCustomerTherightQuantityTherightStoreTherightPrice=+++++©Copyright•Thepowerandthepotentialimpactofsupplychainmanagementtomakeorganizationsmoregloballycompetitiveandtoincreasemarketsharewithconsequentimprovementinshare-holdervalue.SupplyChainmanagementConcept©CopyrightDevelopmentoftheConcept•Anumberofstudiesdoneduringthe1950sand1960sindicatedthepotentialofthesystem