供应链管理Chap001

21st-CenturySupplyChains1-2Overviewof21st-centurysupplychains•Thesupplychainrevolution•Whyintegrationcreatesvalue•Generalizedsupplychainmodel•Responsiveness•Financialsophistication•Globalization1-3Introduction•Question•P20•3.Comparetheconceptofamodernsupplychainwithmoretraditionaldistributionchannels.Bespecificregardingsimilaritiesanddifferences.1-4Thesupplychainrevolutionhasreshapedcontemporarystrategicthinking•SupplyChainManagement–Consistsoffirmscollaboratingtoleveragestrategicpositioningandtoimproveoperatingefficiency•SupplyChainStrategy–Isachannelandbusinessorganizationalarrangementbasedonacknowledgedependencyandcollaboration•Logistics–Theworkrequiredtomoveandgeographicallypositioninventory1-5SuccessfulsupplychainstrategiesArecentAndersenConsultingstudyrevealedsixdifferent,butequallysuccessful,supplychainstrategies.MarketSaturationDriven:Focusingongeneratinghighprofitmargins,throughstrongbrandsandubiquitousmarketinganddistribution.OperationallyAgile:Configuringassetsandoperationstoreactnimblytoemergingconsumertrendsalonglinesofproductcategoryorgeographicregion.FreshnessOriented:Concentratingonearningapremiumbyprovidingtheconsumerwithproductthatisfresherthancompetitiveofferings.1-6SuccessfulsupplychainstrategiesConsumerCustomizer:Usingmasscustomizationtobuildandmaintaincloserelationshipswithend-consumersthroughdirectsales.LogisticsOptimizer:Emphasizingabalanceofsupplychainefficiencyandeffectiveness.TradeFocused:Prioritizinglowprice,bestvaluefortheconsumer(aswiththelogisticsoptimizerstrategybutfocusinglessonbrandthanondedicatedservicetotradecustomers).Source:SupplyChainManagementReview,March/April2000,p.29.1-7•P20•4.Whatspecificroledoeslogisticsplayinsupplychainoperations?•1.Whycanthecurrentmovementtowardestablishingsupplychainsbecharacterizedasarevolution?Question1-8OriginsofSupplyChainManagement1950s&1960sU.S.manufacturersfocusedoncostreductionandproductivityimprovementstrategies1960s-1970sIntroductionofnewcomputertechnologyleadtodevelopmentofMaterialsRequirementsPlanning(MRP)tocoordinateinventorymanagement1-9OriginsofSupplyChainManagement–Cont.1980s&1990sIntenseglobalcompetitionledU.S.manufacturerstoadoptSupplyChainManagementalongwithJust-In-Time(JIT),TotalQualityManagement(TQM),andBusinessProcessReengineering(BPR)practices1-10OriginsofSupplyChainManagement–Cont.2000sandBeyondIndustrialbuyerswillrelymoreonthird-partyserviceproviderstoimprovepurchasingandsupplymanagementWholesalers/retailerswillfocusontransportationandlogisticsmore&refertotheseasquickresponse,serviceresponselogistics,andintegratedlogistics1-11ThetotalintegrationoftheoverallbusinessprocesscreatesvalueTable1.1IntegrativeManagementValueProposition1-12•P20•2.Compareandcontrasteconomic,market,andrelevancyvalue.Question1-13Theintegratedvalue-creationprocessmustbemanagedacrossfirmsfromendtoendFigure1.1TheIntegratedSupplyChainFramework1-14WhatisaSupplyChain?Asupplychainconsistsoftheflowofproductsandservicesfrom:–Rawmaterialsmanufacturers–Intermediateproductsmanufacturers–Endproductmanufacturers–Wholesalersanddistributorsand–RetailersConnectedbytransportationandstorageactivities,andIntegratedthroughinformation,planning,andintegrationactivities1-15WhatisaSupplyChain?1-16WhatisSupplyChainManagement?Herearetwodefinitions:Thedesignandmanagementofseamless,value-addedprocessacrossorganizationalboundariestomeettherealneedsoftheendcustomerInstituteforSupplyManagementManagingsupplyanddemand,sourcingrawmaterialsandparts,manufacturingandassembly,warehousingandinventorytracking,orderentryandordermanagement,distributionacrossallchannels,anddeliverytothecustomerTheSupplyChainCouncil1-17WhatisSupplyChainManagement?-Cont.•Oldparadigm-Firmgainedsynergyasaverticallyintegratedfirmencompassingtheownershipandcoordinationofseveralsupplychainactivities.•Newparadigm-Firminasupplychainfocusesactivitiesinitsareaofspecializationandentersintovoluntaryandtrust-basedrelationshipswithsupplierandcustomerfirms.1-18ImportanceofSupplyChainManagement?Firmshavediscoveredvalue-enhancingandlongtermbenefitsWhobenefitsmost?Firmswith:–Largeinventories–Largenumberofsuppliers–Complexproducts–Customerswithlargepurchasingbudgets1-19ImportanceofSupplyChainManagement?–Cont.FirmswithSupplyChainManagement:1.Startwithkeysuppliers2.Moveontoothersuppliers,customers,andshippers3.Integratesecondtiersuppliersandcustomers(secondtierreferstothecustomer’scustomersandthesupplier’ssuppliers)1-20ImportanceofSupplyChainManagement?–Cont.CostsavingsandbettercoordinationofresourcesarereasonstoemploySupplyChainManagement–ReducedBullwhipEffect-themagnifiedreductionofsafetystockcostsbasedoncoordinatedplanningandsharingofinformation–ProcessIntegration-Interdependentactivitiescanleadtoimprovedquality,reducedcycletime,betterproductionmethods,etc.1-21Forcesdrivingsupplychainstrategies•Informationtechnology•Integrativemanagement•Responsiveness•Financialsophistication•Globalization1-22Integrativemanagementrequiressimultaneousachievementof8processesTable1.2EightSupplyChainProcesses1-23•P20•5.DescribeIntegrativeMa