供应链管理(第6讲)

©2007PearsonEducation2-1Chapter2SupplyChainPerformance:AchievingStrategicFitandScopeSupplyChainManagement©2007PearsonEducation2-2LearningObjectivesExplainwhyachievingstrategicfitiscriticaltoacompany’soverallsuccess.Describehowacompanyachievesstrategicfitbetweenitssupplychainstrategyanditscompetitivestrategy.Dicusstheimportanceofexpandingthescopeofstrategicfitacrossthesupplychain.©2007PearsonEducation2-3OutlineCompetitiveandsupplychainstrategiesAchievingstrategicfitExpandingstrategicscope©2007PearsonEducation2-42.1CompetitiveandSupplyChainStrategies©2007PearsonEducation2-5CompetitiveandSupplyChainStrategiesCompetitivestrategy:definesthesetofcustomerneedsafirmseekstosatisfythroughitsproductsandservices.---Productdevelopmentstrategy;Marketingandsalesstrategy©2007PearsonEducation2-6公司竞争战略界定公司产品和服务满足顾客需要的类型。——定位！（大学？银行？）W-mart：成本7-11：便利、新鲜、品种丰富Dell：合理价位提供个人化、多品种产品，等待一周。Compaq：选择、服务、及时希望饲料：？©2007PearsonEducation2-7BusinessStrategyNewProductStrategyMarketingStrategySupplyChainStrategyProductdevelopmentstrategy:specifiestheportfolioofnewproductsthatthecompanywilltrytodevelop.Marketingandsalesstrategy:specifieshowthemarketwillbesegmentedandproductpositioned,priced,andpromoted.Consistencyandsupportbetweensupplychainstrategy,competitivestrategy,andotherfunctionalstrategiesisimportant.©2007PearsonEducation2-8Supplychainstrategy:determinesthenatureofmaterialprocurement,transportationofmaterials,manufactureofproductorcreationofservice,distributionofproduct.©2007PearsonEducation2-9NewProductDevelopmentMarketingandSalesOperationsDistributionServiceFinance,Accounting,InformationTechnology,HumanResourcesTheValueChaininaCompany(Figure2.1)©2007PearsonEducation2-10价值链：——产品开发战略：——营销战略：——供应链战略：包括传统的供应战略、生产运作战略、物流战略；研究信息、库存、运输和生产设施决策。供应链战略强调公司内部职能战略之间的密切联系。市场营销新产品开发生产制造服务配送财务、会计、信息技术、人力资源©2007PearsonEducation2-112.2AchievingStrategicFit©2007PearsonEducation2-122.2.1IntroductionStrategicfit:–Consistencybetweencustomerprioritiesofcompetitivestrategyandsupplychaincapabilitiesspecifiedbythesupplychainstrategy.–Competitiveandsupplychainstrategieshavethesamegoals.Acompanymayfailbecauseofalackofstrategicfitorbecauseitsprocessesandresourcesdonotprovidethecapabilitiestoexecutethedesiredstrategy.Exampleofstrategicfit---Dell.©2007PearsonEducation2-13战略匹配指竞争战略与供应链战略拥有相同的目标；既竞争战略设计用来满足顾客优先目标与供应链建立供应链能力目标之间的相互协调一致。竞争战略必须与所有职能战略相互匹配。不同职能必须恰当组织其流程与资源,以便成功实施这些战略。——如Dell公共平台设计、公共零部件。©2007PearsonEducation2-142.2.2HowisStrategicFitAchieved?Step1:UnderstandingthecustomerStep2:UnderstandingthesupplychainStep3:Achievingstrategicfit©2007PearsonEducation2-15Step1:UnderstandingtheCustomerIdentifytheneedsofthecustomersegmentbeingserved.---Quantityofproductneededineachlot---Responsetimecustomerswilltolerate---Varietyofproductsneeded---Servicelevelrequired---Priceoftheproduct---Desiredrateofinnovationintheproduct©2007PearsonEducation2-16Demanduncertaintyrefectstheuncertaintyofcustomerdemandforaproduct.Implieddemanduncertaintyistheuncertaintythatexistsduetotheportionofdemandthatthesupplychainisrequiredtomeet.Implieddemanduncertaintyalsorelatedtocustomerneedsandproductattributes.©2007PearsonEducation2-17第一步：理解顾客顾客需要：所需产品数量、愿意忍受的反馈时间、所需产品种类、要求服务水平、产品价格、预期产品创新周期需求不确定性：反映了顾客对某种产品的需求的不确定性。潜在需求不确定性：不同于需求不确定性,是供应链不确定性的直接后果，是指供应链必须予以满足的需求部分和顾客需求特点是不确定的。潜在需求不确定性受顾客需求特性影响，也受服务水平影响。©2007PearsonEducation2-18UnderstandingtheCustomer–Lotsize–Responsetime–Servicelevel–Productvariety–Price–InnovationImpliedDemandUncertainty©2007PearsonEducation2-19ImpactofCustomerNeedsonImpliedDemandUncertainty(Table2.1)CustomerNeedCausesimplieddemanduncertaintytoincreasebecause…RangeofquantityincreasesWiderrangeofquantityimpliesgreatervarianceindemandLeadtimedecreasesLesstimetoreacttoordersVarietyofproductsrequiredincreasesDemandperproductbecomesmoredisaggregatedNumberofchannelsincreasesTotalcustomerdemandisnowdisaggregatedovermorechannelsRateofinnovationincreasesNewproductstendtohavemoreuncertaindemandRequiredservicelevelincreasesFirmnowhastohandleunusualsurgesindemand©2007PearsonEducation2-20顾客需求导致潜在需求不确定性需求量增长供货期缩短要求的品种增多获取的渠道增多创新速度加快要求服务水平提高增大,需求变动增大增大,订单反应时间减少增大,每种产品需求分散增大,总需求分散给更多渠道增大,新产品增加不确定性增大,应付偶然需求高峰顾客需求对潜在不确定性影响©2007PearsonEducation2-21PredictablesupplyanddemandSaltatasupermarketAnewcommunicationdeviceHighlyuncertainsupplyanddemandFigure2.2:TheImpliedUncertainty(DemandandSupply)SpectrumPredictablesupplyanduncertaindemandoruncertainsupplyandpredictabledemandorsomewhatuncertainsupplyanddemandAnexistingautomobilemodel©2007PearsonEducation2-22边际收益高，需求预测非常不准确，产品脱销率高(如果产品经营成功)，产品销毁量大(如果产品经营失败)汽油的边际效益较低，需求预测准确，产品脱销率低，事实上不存在销毁情况潜在需求不确定性图谱低潜在需求不确定性具有一定确定性的需求具有一定不确定性的需求高潜在需求不确定性纯粹功能性产品组装产品既有产品的新式样全新产品汽油佳洁士牙膏福特的新车型3G手机开发©2007PearsonEducation2-23CorrelationBetweenImpliedDemandUncertaintyandOtherAttributes(Table2.2)AttributeLowImpliedUncertaintyHighImpliedUncertaintyProductmarginLowHighAvg.forecasterror10%40%-100%Avg.stockoutrate1%-2%10%-40%Avg.forcedseason-endmarkdown0%10%-25%©2007PearsonEducation2-24潜在需求不确定性与需求的其他特点:Fisher哈佛商业评论1997——需求不确定产品通常是不成熟的产品