供应链管理2

供应链管理2.供应链战略与管理框架沈厚才博士南京大学管理科学与工程系系主任运营管理学教授博士生导师E-mail:[e-mail]内容概要供应链与供应链管理概述供应链管理的战略框架功能性产品供应链管理策略创新性产品供应链管理策略OutlineStrategyandOperationsStrategyCompetingthroughOperationsOperationsstrategycontentCompetitiveDimensionsElementsofOperationsStrategyAFrameworkforManufacturingStrategyFit1.StrategyandOperationsStrategyWhatisStrategy?WhatisCompetitiveStrategy?WhatisOperationsStrategy?WhatisStrategy?Inmilitary,strategyisaboutthevictoryinthewar,Attackanddefending~~~Strategyisaboutpositioning,findingrightpositioninthemarket,thentargetingthem(MPorter:HBS,1996)StrategyHierarchyCorporateStrategyCompetitiveStrategyFunctionalStrategyOperationsStrategyMarketingstrategyFinancestrategy…CorporateBusinessFunctionalOperationalStrategyCorporateStrategyCompetitiveStrategySupplyChainStrategyCorporatestrategyOverallstrategyadoptedbythefirmthatdefinesthespecificbusinessesinwhichthefirmwillcompeteandthewayin,whichresourcesare,acquiredandallocated.VisionMissionStatementWhatisCompetitiveStrategy?CompetitivestrategyDefines,relativetocompetitors,acompany’ssetofcustomerneedsthatitseekstosatisfythroughitsproductsandservicesWal-MartEverydaylowprices(lowcostretailerforawidevarietyofproducts)CoorsThecoldesttastingbeerintheworld,brewedwithRockyMountainspringwaterDellCustom-madecomputersystemsatareasonablecostHowdoyouexecuteyourcompetitivestrategy?BusinessStrategyisAboutCompetitionBusinessStrategy=competitivestrategyWhattocompete?CostanddifferentiationValueValueFirmCompetitorCustomersCompetitivenessTheattractivenessoftheproductitsuppliesinthemarketplacerelativetoitscompetition.TypesofBusinessStrategiesTypeDefinitionLowCostProducingthelowestcostproductsinthemarket.MarketSegmentationSatisfyingtheneedsofaparticularmarketniche.ProductDifferentiationOfferingproductsthatdiffersignificantlyfromthecompetition.FunctionalStrategiesStrategydevelopedbyafunction(e.g.,marketing)withinanorganizationtosupportthebusinessstrategy.OperationsStrategyOneoffunctionalstrategiesAsettingbroadpoliciesandplansforusingtheresourcesoffirmtobestsupportitslongtermcompetitivestrategy.CompetitivenessDimensions:ProductAttributesPro.Price(Cost)PPro.QualityQProductfeatures,performance,reliabilityPro.DeliveryDRapid,reliabledeliveryPro.VarietyVDegreeofcustomization“orderwinners”Todeliverweneed“capabilities”DealingwithTrade-offsandPrioritiesOrderqualifiersarethebasiccriteriathatpermitthefirm’sproductstobeconsideredascandidatesforpurchasebycustomersOrderwinnersarethecriteriathatdifferentiatetheproductsandservicesofonefirmfromanotherLowHighNegativePositiveCompetitivebenefitNeutralAchievedperformanceOrder-winnersandqualifiersOrder-winnersLessimportantQualifiersServiceBreakthroughsAbrandnamecarcanbean“orderqualifier”Repairservicescanbe“orderwinners”Examples:Warranty,RoadsideAssistance,Leases,etc.CapabilityDimension:ProcessAttributesMeasuringtheabilityofprocessestoproduceanddelivercorrespondingproductattributes:Cost:thetotalcostincurredinproducinganddeliveringoutputs.FlowTime:thetotaltimeneededtotransformaflowunitfrominputintooutput.Consistency:theabilitytoproduceanddeliverqualityproducts.Flexibility:theabilitytoproduceanddeliverdesiredproductvariety.DealingwithTrade-offsandPrioritiesCostQualityTimeFlexibilityForexample,ifweimprovecustomerserviceproblemsolvingbycross-trainingpersonneltodealwithawider-rangeofproblems,theymaybecomelessefficientatdealingwithcommonlyoccurringproblems.Forexample,ifwereducecostsbyreducingproductqualityinspections,wemightreduceproductquality.FactoryFocusandTrade-offsAfactorycouldnotfocusonallfourcompetitivepriorities(cost,quality,time,andflexibility).Focusingperformanceononedimensionlimits/eliminatestheabilitytofocusonanotherpriority.Plant-within-a-Plant(PWP)concept(Skinner)DifferentlocationswithafacilitywouldfocusontheirowncompetencedimensionExampleofTrade-OffsonSuperiorPerformanceCurvesElementsofOperationsStrategyOperationsStrategyDetermininghowtobestutilizethefirm’sresourcestobuild(core)competences,capabilitiesandgaincompetitivenessinthemarket.StructureInfrastructureCapacity–WorkforceFacilities–QualityTechnology–WorkControlMake-Buy–OrganizationorVerticalIntegrationSource:HayesandWheelwright,ManufacturingStrategyWhatisSupplyChainStrategy?SupplychainstrategyGivenacompetitivestrategy,whatshouldacompany’ssupplychaindoparticularlywell?Wal-MartEverydaylowprices(lowcostretailerforawidevarietyofproducts)Buysfromlowcostproducers,ownsitsinfrastructureanddistributionnetworkDellCustom-madecomputersystemsatareasonablecostOnlineordering,nomiddle-manCompetitiveStrategySupplyChainStrategyCompetitiveStrategySupplyChainStrategyWhatisStrategicFit?StrategicfitBoththecompetitivestrategyandthesupplychainstrategyhavealignedgoalsMatchingcustomerneedswithsupplychaincapabilitiesHowisstrategicfitachieved?1.Understandingthecustomerandsupplychainuncertainty2.Understandingthesupplychaincapabilities3.AchievingstrategicfitQuestionsWhichsupplychainwillyouchoose?MLFisher.WhatIstheRightSupplyChai