第三章供应链管理的驱动要素和测度.ppt

第三章供应链管理的驱动要素和测度 第三章 供应链管理的要素和障碍 第一节 供应链性能的决定因素第二节 存货 Inventory 第三节 运输 Transportation 第四节 设施 facilities 第五节 信息 Information 第六节 资源 Sourcing 第七节 价格 Pricing 第一节 供应链性能的决定因素 一 为什么要研究供应链的要素从目标看 实现企业的竞争战略从因果关系看 通过控制几大要素来控制供应链的响应能力与效率 DriversofSupplyChainPerformance Facilitiesplaceswhereinventoryisstored assembled orfabricated 制造 productionsitesandstoragesitesInventoryrawmaterials WIP finishedgoodswithinasupplychaininventorypoliciesTransportationmovinginventoryfrompointtopointinasupplychaincombinationsoftransportationmodesandroutes DriversofSupplyChainPerformance Informationdataandanalysisregardinginventory transportation facilitiesthroughoutthesupplychainpotentiallythebiggestdriverofsupplychainperformanceSourcingfunctionsafirmperformsandfunctionsthatareoutsourcedPricingPriceassociatedwithgoodsandservicesprovidedbyafirmtothesupplychain 二 供应链决策框架控制单独一个要素难以兼顾效率和响应能力 同时控制六大要素 用一个要素的优势来弥补其他要素的弱势 最后总体上使供应链效率和响应能力都提高 就象踢足球 如果你各方面都强 你可以是C罗 如果你某方面不强 但靠其他几方面来弥补 你仍然可以是梅西 我们在供应链管理中研究的所有决策问题其实就是针对这几个要素的决策问题 是供应链管理研究的具体化 第三章 供应链管理的要素和障碍 第一节 供应链绩效的要素第二节 存货 Inventory 第三节 运输 Transportation 第四节 设施 facilities 第五节 信息 Information 第六节 资源 Sourcing 第七节 价格 Pricing 第二节 存货 Inventory 一 定义Inventoryisallrawmaterials workinprocess andfinishedgoodswithinasupplychain 是指供应链中流动的物品 不是指仓储设施 不要混淆概念 二 存货决策的框架 InventoryexistsbecauseofamismatchbetweensupplyanddemandMismatchisintentional 故意的 ataretailerstorewhereinventoryisheldinanticipationoffuturedemandTherolethatinventoryplayinthesupplychainisToincreasetheamountofdemandthatcanbesatisfiedbyhavingtheproductreadyandavailablewhencustomerwantsit Toreducecostbyexploitingeconomiesofscalethatmayexistduringproductionanddistribution Majorsourceofcostandinfluenceonresponsiveness 例如 服装供应链 Inventory RoleintheSupplyChain Inventory RoleinCompetitiveStrategy Ifresponsivenessisastrategiccompetitivepriority afirmcanlocatelargeramountsofinventoryclosertocustomersIfcostismoreimportant inventorycanbereducedtomakethefirmmoreefficientTrade offImplicitintheinventorydriverisbetweentheresponsivenessthatresultsfrommoreinventoryandtheefficiencythatresultsfromlessinventory Example Nordstrom ComponentsofInventoryDecisions CycleinventoryAverageamountofinventoryusedtosatisfydemandbetweenshipmentsDependsonlotsizeSafetyinventoryinventoryheldincasedemandexceedsexpectationscostsofcarryingtoomuchinventoryversuscostoflosingsalesSeasonalinventoryinventorybuiltuptocounterpredictablevariabilityindemandcostofcarryingadditionalinventoryversuscostofflexibleproductionOveralltrade off Responsivenessversusefficiencymoreinventory greaterresponsivenessbutgreatercostlessinventory lowercostbutlowerresponsiveness Inventory relatedmetricsCash to cashcycletime 应收账款 应付账款 AverageinventoryInventoryturns 周转次数 Productswithmorethanaspecifiednumberofdaysofinventory 滞销 AveragereplenishmentbatchsizeAveragesafetyinventorySeasonalinventoryFillrateFractionoftimeoutofstockObsoleteinventory 沉没成本 ComponentsofInventoryDecisions Little slaw 衡量存货流动速度的公式 1 物流时间T Materialflowtime 从物料进入供应链时起 其存在于供应链内部的全部时间 2 传送率R Throughput 单位时间内的产品销量 I RT存货量的大小等于物流时间和传送率的乘积 第三章 供应链管理的要素和障碍 第一节 供应链绩效的要素第二节 存货 Inventory 第三节 运输 Transportation 第四节 设施 facilities 第五节 信息 Information 第六节 资源 Sourcing 第七节 价格 Pricing 第三节 运输 Transportation 一 定义把供应链中的存货从一点移动到另外一点的活动 二 运输决策的框架 Transportation RoleintheSupplyChain MovestheproductbetweenstagesinthesupplychainImpactonresponsivenessandefficiencyFastertransportationallowsgreaterresponsivenessbutlowerefficiencyAlsoaffectsinventoryandfacilitylocations Transportation RoleintheCompetitiveStrategy Ifresponsivenessisastrategiccompetitivepriority thenfastertransportationmodescanprovidegreaterresponsivenesstocustomerswhoarewillingtopayforitCanalsouseslowertransportationmodesforcustomerswhosepriorityisprice cost CanalsoconsiderbothinventoryandtransportationtofindtherightbalanceExample BlueNile 钻石商 中心存储 和FEDEX战略联盟 ComponentsofTransportationDecisions Designoftransportationnetworknetwork collectionoftransportationmode locationsandroutesModeoftransportation air truck rail ship pipeline electronictransportationvaryincost speed sizeofshipment flexibilityRouteselectionroute pathalongwhichaproductisshippedOveralltrade off Responsivenessversusefficiency ComponentsofTransportationDecisions Transportation relatedmetricsAverageinboundtransportationcostAverageincomeshipmentsizeAverageinboundtransportationcostpershipmentAverageoutboundtransportationcostAverageoutboundshipmentsizeAverageoutboundtransportationcostpershipmentFractiontransportedbymode 第三章 供应链管理的要素和障碍 第一节 供应链绩效的要素第二节 存货 Inventory 第三节 运输 Transportation 第四节 设施 facilities 第五节 信息 Information 第六节 资源 Sourcing 第七节 价格 Pricing 第四节 设施 facilities 一 定义供应链网络中存贮 装配 加工存货的场所 生产和存贮场所是两类主要的设施 二 设施决策的框架 Facilities Roleinthesupplychainthe where ofthesupplychainmanufacturingorstorage warehouses Roleinthecompetitivestrategyeconomiesofscale efficiencypriority largernumberofsmallerfacilities responsivenesspriority Example Toyota 响应所有顾客需求 ComponentsofFacilitiesDecisions Locationcentralization efficiency vs decentralization responsiveness otherfactorstoconsider e g proximitytocustomers Capacity flexibilityversusefficiency Overalltrade off ResponsivenessversusefficiencyBetweenthecostofthenumber locationandtypeoffacilities efficiency andthelevelofresponsivenessthethesefacilitiesprovidethecompany scustomers Componentsoffacilitiesdecisions Facility relatedmetricsCapacityUtilizationProcessing setup down idletimeProductioncostperunitQualitylossesTheoreticalflow cycletimeofproductionActualaverageflow cycletime 第三章 供应链管理的要素和障碍 第一节 供应链绩效的要素第二节 存货 Inventory 第三节 运输 Transportation 第四节 设施 facilities 第五节 信息 Information 第六节 资源 Sourcing 第七节 价格 Pricing 第五节 信息 Information 一 定义Informationconsistsofdataandanalysisregardinginventory transportation facilities andcustomersthroughoutthesupplychain 二 设施决策的框架 Information RoleintheSupplyChain Theconnectionbetweenthevariousstagesinthesupplychain allowscoordinationbetweenstagesCrucialtodailyoperationofeachstageinasupplychain e g productionscheduling inventorylevels Information RoleintheCompetitiveStrategy Allowssupplychaintobecomemoreefficientandmoreresponsiveatthesametime reducestheneedforatrade off ThetremendousgrowthoftheimportanceofInformationtechnologyisatestimony 证据 totheimpactthatinformationcanhaveonimprovingacompany WhatinformationismostvaluableinreducingcostandimprovingresponsivenesswithinasupplychainExample AndersenWindows 设计构件库 实时报价 SunsweetGrowers S OP计划 预测准确率提高 供需匹配更好 ComponentsofInformationDecisions Push MRP versuspull demandinformationtransmittedquicklythroughoutthesupplychain CoordinationandinformationsharingForecastingandaggregateplanningEnablingtechnologiesEDIInternetERPsystemsSupplyChainManagementsoftwareOveralltrade off Responsivenessversusefficiency ComponentsofInformationDecisions Information relatedmetricsForecasthorizonFrequencyupdateForecasterrorSeasonalfactorsVariancefromplanRatioofdemandvariabilitytoordervariability 第三章 供应链管理的要素和障碍 第一节 供应链绩效的要素第二节 存货 Inventory 第三节 运输 Transportation 第四节 设施 facilities 第五节 信息 Information 第六节 资源 Sourcing 第七节 价格 Pricing Sourcing RoleintheSupplyChain SetofbusinessprocessesrequiredtopurchasegoodsandservicesinasupplychainSinglevs multiplesuppliers supplierselection contractnegotiation Sourcing RoleintheCompetitiveStrategy SourcingdecisionsarecrucialbecausetheyaffectthelevelofefficiencyandresponsivenessinasupplychainIn housevs outsourcedecisions improvingefficiencyandresponsivenessExample Cisco 低端外包中国厂商 高端外包美国厂商 ComponentsofSourcingDecisions In houseversusoutsourcedecisionsSupplierevaluationandselectionProcurementprocessOveralltrade off Increasethesupplychainprofits ComponentsofSourcingDecisions Sourcing relatedmetricsDayspayableoutstandingAveragepurchasepriceRangeofpurchasepriceAveragepurchasequantitySupplyqualitySupplyleadtimeFractionofon timedeliveriesSupplierreliability 第三章 供应链管理的要素和障碍 第一节 供应链绩效的要素第二节 存货 Inventory 第三节 运输 Transportation 第四节 设施 facilities 第五节 信息 Information 第六节 资源 Sourcing 第七节 价格 Pricing Pricing RoleintheSupplyChain PricingdeterminestheamounttochargecustomersinasupplychainPricingaffectsthecustomersegmentstobuyproduct Pricingstrategiescanbeusedtomatchdemandandsupply Pricing RoleintheCompetitiveStrategy FirmscanutilizeoptimalpricingstrategiestoimproveefficiencyandresponsivenessLowpriceandlowproductavailability Costco varypricesbyresponsetimes manufacturing Example Amazonoffersitscustomeralargemenuofpricesforproductsthatarepurchasedfromthecompany ComponentsofPricingDecisions PricingandeconomiesofscaleManysupplychainactivitiesdisplayeconomiesofscale Everydaylowpricingversushigh lowpricingCos