第6章战略联盟

战略联盟StrategicAlliances战略联盟？战略联盟：是两个公司之间一种典型的、多方位的目标导向型的长期伙伴关系，他们共享收益、共担风险。共同的目标可以带来更多的资源承诺。StrategicPartnering:TypesofSPQuickResponse:–VendorsreceivePOSdatafromretailers,andusethisinformationtosynchronizeproductionandinventoryactivitiesatthesupplier.–Theretailerstillpreparesindividualorders,butthePOSdataisusedbythesuppliertoimproveforecastingandscheduling.–Example:MillikenandCompany:TheleadtimefromorderreceiptatMilliken’stextileplantstofinalclothingreceiptatseveralofthedepartmentstoresinvolvedwasreducedfromeighteenweeksdowntothreeweeks.战略合作伙伴的类型快速反应：–销售商从零售商处获得零售点数据POS，并利用这一信息协同供应商的生产与库存活动–零售商仍然准备个别订单，但零售点数据被供应商利用以提高预测的准确度和时间安排的合理性–例如：Milliken公司：从Milliken公司的纺织厂接到订单到相关的商店收到服装的提前期从8周降到了3周ContinuousReplenishment:VendorsreceivePOSdataanduseitprepareshipmentsatpreviouslyagreeduponintervalstomaintainagreedtolevelsofinventory.–Wal-Mart,KmartAdvancedContinuousReplenishment:Suppliersmaygraduallydecreaseinventorylevelsattheretailer’sstoreordistributioncenteraslongasservicelevelsaremet.Inventorylevelsarethuscontinuouslyimprovedinastructuredway.–KmartStrategicPartnering:TypesofSP连续补货：零售商收到零售点数据，利用这些数据，并根据以前同意的间隔，确定发货数量，以达到同意的库存水平–如沃尔玛、凯玛特高级的连续补货：只要能达到预定的服务水平，供应商就逐渐降低零售商的商店或配送中心的库存水平。库存水平通过这种预先安排好程序和方法逐渐得到改善。–如凯玛特战略合作伙伴的类型VendorManagedInventory(VMI):JITD–VMIProjectsatDillardDepartmentStores,J.C.Penney,andWal-Marthaveshownsalesincreasesof20to25percent,and30percentinventoryturnoverimprovements.StrategicPartnering:TypesofSP销售商管理的库存(VMI)：JITD–Dillard百货公司、J.C.Penney公司和沃尔玛在VMI项目实施后，销售增长了20%至25%，库存周转率提高了30%战略合作伙伴的类型RequirementsforEffectiveSPAdvancedinformationsystemsTopmanagementcommitment–Informationmustbeshared–Powerandresponsibilitywithinanorganizationmightchange(forexample,contactwithcustomersswitchesfromsalesandmarketingtologistics)Mutualtrust–Informationsharing–Managementoftheentiresupplychain–Initiallossofrevenues有效战略合作伙伴的要求先进的信息系统高层管理人员的支持和承诺–信息必须分享–一个公司中的权力和义务会发生变化（如与客户联系的任务由销售与营销部门转到物流部门）相互信任–信息共享–相互共同参与对整个供应链的管理–可能会导致最初的收入降低，但长期上ImportantSPIssuesInventoryownership:–Retailerownsinventory–Supplierownsthegoodsuntiltheyaresold(consignment)Whywouldafirmdothis?Performancemeasures:Fillrate,inventorylevel,inventoryturns战略合作伙伴的重要问题库存所有权：–零售商拥有库存–商品被卖出前由供应商拥有（委托）企业为什么这样做？绩效评估：满足率、库存水平、库存周转ImportantSPIssuesConfidentialityCommunicationandcooperation–WhenFirstBrandsstartedpartneringwithKmart,Kmartoftenclaimedthatitssupplierwasnotlivinguptoitsagreementtokeeptwoweeksofinventoryatalltimes.Itturnedoutthatthiswasduetothefactthatthetwocompaniesemployeddifferentforecastingmethods.战略合作伙伴的重要问题相互信任及数据信息保密性？沟通与合作–当FirstBrands公司开始与凯玛特合作时，凯玛特常常声称供应商没能履行在任何时候都拥有2周的库存了协议。调查原因：证明这是由于两家公司使用的预测方法不同造成的StepsinSPImplementationContractualnegotiations–Ownership–Creditterms–Orderingdecisions–PerformancemeasuresDeveloporintegrateinformationsystemsDevelopeffectiveforecastingtechniquesDevelopatacticaldecisionsupporttooltoassistincoordinatinginventorymanagementandtransportationpolicies战略伙伴关系的实施步骤合约谈判–所有权–信用条件–订货决策–绩效指标开发或整合信息系统开发有效的预测技术开发一个有效的决策支持工具以协同库存管理和运输策略MainCharacteristicsofSPCriteriaTypesDecisionMakerInventoryOwnershipNewSkillsEmployedbyvendorsQuickResponseRetailerRetailerForecastingSkillsContinuousReplenishmentContractuallyAgreedtoLevelsEitherPartyForecasting&InventoryControlAdvancedContinuousReplenishmentContractuallyagreedto&ContinuouslyImprovedLevelsEitherPartyForecasting&InventoryControlVMIVendorEitherPartyRetailManagement战略合作伙伴的主要特征标准类型决策者库存所有者供应商采用的新技术快速响应零售商零售商预测技巧连续补货合约同意的水平双方预测和库存控制高级连续补货合约同意的以及连续改进的水平双方预测和库存控制VMI供应商双方零售管理AdvantagesofSPFullyutilizesystemknowledge–ConsiderthepartnershipbetweenWhite-HallRobbins(W-R),whomakesover-the-counterdrugssuchasAdvil,andKmart.W-RinitiallydisagreedwithKmartaboutforecasts,andinthiscase,itturnedoutthatW-RforecastsweremoreaccuratebecausetheyhaveamuchmoreextensiveknowledgeoftheirproductsthanKmartdoes.战略伙伴的优势可以充分利用合作双方的知识–考虑制造OTC（非处方用药）药物（如Advil）的W-R公司与凯玛特的关系。W-R公司不同意凯玛特的预测，在这种情况下，事实证明W-R公司的预测更准确，因为它们对自己的产品更了解AdvantagesofSPDecreaserequiredinventorylevelsImproveservicelevelsDecreaseworkduplicationImproveforecasts战略伙伴的优势降低了必要的库存水平提高了服务水平减少了重复劳动提高了预测的准确度DisadvantagesofSPExpensiveadvancedtechnologyisrequired.Supplier/retailertrustmustbedeveloped.Supplierresponsibilityincreases.Expensesatthesupplieroftenincrease.–Why?Howcanthisbeaddressed?战略伙伴的缺点需要更加昂贵的技术必须培养供应商/零售商之间的信任供应商的责任增加了供应商的开支常常增加–为什么？如何应对？ExamplesofSPSuccessesandFailuresWesternPublishing-GoldenBooks:–WesternPublishingisusingVMIforitsGoldenBookslineofchildren’sbooksatseveralretailers.–POSdataautomaticallytriggersre-orderswheninventoryfallsbelowareorderpoint.–Thisinventoryisdeliveredeithertoadistributioncenter,orinmanycases,directlytothestore.–Ownershipofthebooksshiftstotheretaileroncedeliverieshavebeenmade.–InthecaseofToysRUs,thecompanyhasevenmanagedtheentirebooksectionfortheretailer,includinginventoryfromsuppliersotherthanWesternPublishing.–Extrasales,increasedcoststoWestern战略合作伙伴成功的案例西部出版社的黄金产品线：–西部出版社在几家零售商中为其黄金产品线——儿童书籍使用VMI–当库存降到再订货点以下时，零售点数据自动发出重新订货指令–存货直接发到配送中心，更多情况下是直接发到商店–一旦发出后，书籍的所有权就转到零售商手中