物流供应链管理课件chopra4-ppt-ch01

Copyright©2010PearsonEducation,Inc.PublishingasPrenticeHall.1-1Chapter1UnderstandingtheSupplyChainCopyright©2010PearsonEducation,Inc.PublishingasPrenticeHall.1-2TraditionalView:LogisticsintheUSEconomy(2006,2007)FreightTransportation$809,$856BillionInventoryExpense$446,$487BillionAdministrativeExpense$50,$54BillionTotalLogisticsCosts$1.31,$1.4TrillionLogisticsRelatedActivity10%,10.1%ofGNPSource:18thand19thAnnualStateofLogisticsReport–LogisticsMagazineCopyright©2010PearsonEducation,Inc.PublishingasPrenticeHall.1-3TraditionalView:LogisticsintheManufacturingFirmProfit4%LogisticsCost21%MarketingCost27%ManufacturingCost48%ProfitLogisticsCostMarketingCostManufacturingCostCopyright©2010PearsonEducation,Inc.PublishingasPrenticeHall.1-4SupplyChainManagement:TheMagnitudeintheTraditionalViewEstimatedthatthegroceryindustrycouldsave$30billion(10%ofoperatingcost)byusingeffectivelogisticsandsupplychainstrategies–Atypicalboxofcerealspends104daysfromfactorytosale–Atypicalcarspends15daysfromfactorytodealershipLauraAshleyturnsitsinventory10timesayear,fivetimesfasterthan3yearsagoCopyright©2010PearsonEducation,Inc.PublishingasPrenticeHall.1-5SupplyChainManagement:TheTrueMagnitudeCompaqestimatesitlost$.5billionto$1billioninsalesin1995becauselaptopswerenotavailablewhenandwhereneededWhenthe1gigprocessorwasintroducedbyAMD,thepriceofthe800mbprocessordroppedby30%P&Gestimatesitsavedretailcustomers$65millionbycollaborationresultinginabettermatchofsupplyanddemandCopyright©2010PearsonEducation,Inc.PublishingasPrenticeHall.1-6OutlineWhatisaSupplyChain?DecisionPhasesinaSupplyChainProcessViewofaSupplyChainTheImportanceofSupplyChainFlowsExamplesofSupplyChainsCopyright©2010PearsonEducation,Inc.PublishingasPrenticeHall.1-7WhatisaSupplyChain?IntroductionTheobjectiveofasupplychainCopyright©2010PearsonEducation,Inc.PublishingasPrenticeHall.1-8WhatisaSupplyChain?Allstagesinvolved,directlyorindirectly,infulfillingacustomerrequestIncludesmanufacturers,suppliers,transporters,warehouses,retailers,andcustomersWithineachcompany,thesupplychainincludesallfunctionsinvolvedinfulfillingacustomerrequest(productdevelopment,marketing,operations,distribution,finance,customerservice)Examples:Fig.1.1Detergentsupplychain(Wal-Mart),DellCopyright©2010PearsonEducation,Inc.PublishingasPrenticeHall.1-9WhatisaSupplyChain?CustomerisanintegralpartofthesupplychainIncludesmovementofproductsfromsupplierstomanufacturerstodistributors,butalsoincludesmovementofinformation,funds,andproductsinbothdirectionsProbablymoreaccuratetousetheterm“supplynetwork”or“supplyweb”Typicalsupplychainstages:customers,retailers,distributors,manufacturers,suppliers(Fig.1.2)Allstagesmaynotbepresentinallsupplychains(e.g.,noretailerordistributorforDell)Copyright©2010PearsonEducation,Inc.PublishingasPrenticeHall.1-10WhatisaSupplyChain?CustomerwantsdetergentandgoestoJewelJewelSupermarketJewelorthirdpartyDCP&GorothermanufacturerPlasticProducerChemicalmanufacturer(e.g.OilCompany)TennecoPackagingPaperManufacturerTimberIndustryChemicalmanufacturer(e.g.OilCompany)Copyright©2010PearsonEducation,Inc.PublishingasPrenticeHall.1-11FlowsinaSupplyChainCustomerInformationProductFundsCopyright©2010PearsonEducation,Inc.PublishingasPrenticeHall.1-12TheObjectiveofaSupplyChainMaximizeoverallvaluecreatedSupplychainvalue:differencebetweenwhatthefinalproductisworthtothecustomerandtheeffortthesupplychainexpendsinfillingthecustomer’srequestValueiscorrelatedtosupplychainprofitability(differencebetweenrevenuegeneratedfromthecustomerandtheoverallcostacrossthesupplychain)Copyright©2010PearsonEducation,Inc.PublishingasPrenticeHall.1-13TheObjectiveofaSupplyChainExample:Dellreceives$2000fromacustomerforacomputer(revenue)Supplychainincurscosts(information,storage,transportation,components,assembly,etc.)Differencebetween$2000andthesumofallofthesecostsisthesupplychainprofitSupplychainprofitabilityistotalprofittobesharedacrossallstagesofthesupplychainSupplychainsuccessshouldbemeasuredbytotalsupplychainprofitability,notprofitsatanindividualstageCopyright©2010PearsonEducation,Inc.PublishingasPrenticeHall.1-14TheObjectiveofaSupplyChainSourcesofsupplychainrevenue:thecustomerSourcesofsupplychaincost:flowsofinformation,products,orfundsbetweenstagesofthesupplychainSupplychainmanagementisthemanagementofflowsbetweenandamongsupplychainstagestomaximizetotalsupplychainprofitabilityCopyright©2010PearsonEducation,Inc.PublishingasPrenticeHall.1-15DecisionPhasesofaSupplyChainSupplychainstrategyordesignSupplychainplanningSupplychainoperationCopyright©2010PearsonEducation,Inc.PublishingasPrenticeHall.1-16SupplyChainStrategyorDesignDecisionsaboutthestructureofthesupplychainandwhatprocesseseachstagewillperformStrategicsupplychaindecisions–Locationsandcapacitiesoffacilities–Productstobemadeorstoredatvariouslocations–Modesoftransportation–InformationsystemsSupplychaindesignmustsupportstrategicobjectivesSupplychaindesigndecisionsarelong-termandexpensivetoreverse–musttakeintoaccountmarketuncertaintyCopyright©2010Pea