《物流与供应链管理》读书笔记英文版

1、物流与供应链管理(LOGISTICS AND SUPPLY CHAIN MANAGEMENT)Capsule summary of the bookThe world changes unpredictably, which is dependent on the quick transformation of supply chain to adapt to the variational circumstances. This book focuses tightly on those variations men ti oned above, emphasiz ing the probl

2、ems that appear whe nen terprises attach importa nee to complicated man ageme nt, as well as whe nforecast-drive n bus in ess modeltra nsforms into dema nd-drive n bus in ess model. Also, this book elaborates how to gives en terprises domin at ing and competitivesuperiority with effectivelogistics a

3、nd supply cha in man ageme nt.Chapter1 Logistics, the supply chainand competitive strategy1.1Supply chain management is a wider concept than logisticsOne goal of supply chain managementmight be to reduce or eliminate the buffers of inventory that existbetwee n orga ni zati ons in a cha in through th

4、e shari ng of in formati on on dema nd and curre nt stock levels. This is the con cept of GMan aged Inven tory ' (C Ml)The focus of supply cha in man ageme nt is upon the man ageme ntof relati on ships in order toachieve a more profitable outcome for allparties in the chain. This brings with it

5、some sig ni fica ntchalle ngess ince there may be occasi ons whe n the n arrow self- in terest of one partyhas to be subsumed for the ben efit of the cha in as a whole.1.2Competitive advantageAt itsmost elemental, commercial success derives from either a cost advantageor a value advantage or, ideall

6、y, both. It is as simple as that -themost profitable competitor in any industry sector tends to be the lowestcost producer or the supplier providing a product with the greatestperceiveddiffere ntiated values.A useful way of examining the available options is topresent them as a simple matrix.Service

7、 leaderCost and service leaderCommodity marketCost leaderValue adva ntageCost adva ntageTo summarize, those organizations that will be the leaders in the marketsof the future will be those that have sought and achieved the twin peaks of excelle nee: they have gained both cost leadership and servicel

8、eadership.1.3 The supply chain becomes the value chainOrganizations shouldlook at each activity in their value chain and assess whether they have a real competitive advantage in the activity. If they do not, the argumentgoes, then perhaps theyshould consider outsourcing that activity to apartner who

9、 can provide that cost or value adva ntage.1.4The mission of logistics managementThe scope oflogistics spa ns the orga ni zati on, fromthe man ageme nt of raw materials through to the delivery of the fin alproduct.The last decade has see n the rapid in troduct ion of flexiblema nu facturi ng systems

10、 (FMS), of new approaches to inventory based onmaterials requirements planning (MRP) and just-in-time (JIT) methodsa nd, perhaps most importa nt of all, a susta ined emphasis on total qualityma nageme nt (TQM).1.5 The changing competitive environment The new rules of competitio n Globalization of in

11、 dustry Dow nward pressure on price Customers tak ing con trolSummary:This chapter familiarizes the reader with the ten ets of competitive strategya nd within them the vectors of strategic direct ion: cost and valueadva ntage.Vertically in tegrated bus in esses continue to be dismembered, refocuseda

12、 nd tran sformed into virtual ones held together not by own ership but by closely in tegrated core bus in ess processes and finan cial engin eeri ng.ln stead of rivalry and mistrust with in the supply cha in, n ewcompetitive pressures are dema nding speed and flexibility, which themselvesrequire gre

13、ater ope nn ess and trust. In fact the ability to man ageprocess inno vati on and in tegrati on are beco ming as importa nt capabilitiesas product inno vati on.Chapter2T Logistics and customervalue2.1 Delivering customer valueQuality x ServiceCustomer value =Cost x TimeQuality: The fun ctio nality,

14、performa nee and tech ni cal specificati onof the offer.Service: The availability, support and commitme nt provided to thecustomer. Cost: The customer ' s transaotitsiincluding price and lifecycle costs.Time: The time taken to respond to customer requirements, e.g.delivery lead times.2.2 What is

15、 customer service?Customer service could be exam in edu nder three headi ngs:1. Pre-tra nsact ion eleme ntsWritte n stateme nts of service policy, Accessibility, Orga ni zati on structure, System flexibility.2. Tran sact ion eleme ntsOrder cycle time, Inven tory availability, Order fill rate, Order

16、status in formati on.3. Post-tra nsact ion eleme ntsAvailability of spares, Call-out time, Product traci ng/warra nty. Customer compla in ts, claims, etc.2.3 The impact of out-of-stockIn the circumsta nee of out-of-stock, gen erally,31%Substitute same brand15%Delay purchase19%Substitute differe nt b

17、rand26%Buy item at ano ther store9%Do not purchase itemThe impact of logistics and customer service on marketi ngCon sumerfra nchise * Customerfra nchise * Supply cha in efficie ncy = Marketi ngeffective ness? Brand values? Corporate image? Availability ? Customer service? Partnership? Quick respons

18、e? Flexibility ? Reduced asset base? Low -cost supplier ? Market share?Customer retention ? Superior ROI2.4 Customer service and customer retentionThe importanee of customer retention is underlined by the conceptof the ' lifetimevalue 'f acustomer. The lifetime value of a customer iscalculat

19、ed as follows:Lifetime value = Average tran sact ion valuex Yearly frequencyof purchasex Customer lifeexpectancy 'A prime objective of any customer service strategy should be to enhan cecustomer rete nti on.2.5Market-driven supply chainsNow, in stead ofdesig ning supply cha ins from the factory)

20、utwards 'the challe nge is todesig n them from the customer backwards ' his new perspective sees the consumer not at the end of the supplychain but at its start. In effect this is the philosophical differencebetween supply chain man ageme nt and what more properly might becalled dema nd cha

21、in man ageme nt'.I.lden tifyvaluesegme ntsWhat do our customers value?2.Defi ne thevaluepropositi onHow do we tran slate theserequireme nts into an offer?3den tifythe marketwi nn ersWhat does it take to succeedi n this market?4. Develop thesupply cha in strategyHow do we deliver aga in stthis pr

22、opositi on?2.6Defining customer service objectivesThe whole purpose of supply cha in man ageme nt and logistics is to provide customers with the level and quality of service that they requirea nd to do so at less cost to the total supply cha in.The perfect order is achievedwhen the customer' s s

23、ervice requirements are met in full.To calculate the actual service level usin gthe perfect order con cept requires performa nee on each eleme nt to bem on itored and the n the perce ntage achieveme nt on each eleme nt to bemultipliedtogether.2.7Setting customer service prioritiesQuadra nt 1: Seek c

24、ost reducti ons2: Provide high availability3: Review4: Cen tralized inven tory2.8Setting service standardssome of the key areaswhere sta ndards are esse ntial:Order cycle timeDocume ntati on qualityStock availabilityClaims procedureOrder-size con stra intsOrder complete nessOrderi ng convenienceTech

25、 ni cal supportFreque ncy of deliveryOrder status in formatio nDelivery reliabilitythe follow ing measures provide valuable in dicators of performa neePre-tra nsact ionTran sact ionPost-tra nsact ionStock availabilityOrder fill rateFirst call fix rateTarget delivery datesOn-time deliverCustomer comp

26、la intsResp onse times to queriesBack orders by ageReturns/claimsShipme nt delaysIn voice errorsProduct substituti onsService parts availabilitySummary:Ultimately all bus in esses compete through seek ing to deliver superiorcustomer value and logistics processes provide the means by which customerse

27、rvice is delivered.Logistics management can play a key role in enhancing customerlifetime value through increasing customer satisfaction and enhancedcustomer retention. To achieve this will require the developme nt of amarket-drive n logistics strategy and the redefi niti on of service objectivesbas

28、ed upon customers ' specific requirements. Perfect order ' achievement should form the basis for themeasureme nt of service performa nceand the creati on of service sta ndard.Chapter3 Measuring logistics costs and performance3.1Logistics and the bottom lineProfitProfitSalesROI =-hi- ratio -a

29、n be further expanded:ROI =xCapitalemployedSales Capital employedIt will be seen that ROI is the product of two ratios: the first,profit/sales, being commonly referred to as the margin and the sec on d,sales/capital employed, termed capital turno ver or asset turn. Thus toga in improveme nt on ROI o

30、ne or other, or both, of these ratios musti ncrease.Typically many compa nies will focus their main atte nti on on the margin in their attempt to driveup ROI, yet it can often be moreeffective to use the leverage of improved capital turnover to boost ROI.3.2 Customer profitability analysisBuildDange

31、r zoneCost engin eerProtectChapter4 Creating the responsive supply chain4.1 Product push' versus demand pull 'whilst in depe ndent dema nd may be forecast using traditi onal methods,depe ndent dema nd must be calculated, based upon the dema nd at the next level in the logistics cha in.4.2 Th

32、e foundations of agilityBusin ess process re-e ngin eeri ng (BPR) is the term freque ntly appliedto the activity of simplifyi ngand reshaping the organizational processeswith the goal of achieving the desired outcomes in shorter time-framesat less cost. Many processes in the supply chain are lengthy

33、 because theconstituent activities are performed in series ' , i.e. in a linear, one afterthe otheroften possible to re-engineer the process so thatthose same activities can be performed 'in parallel ' , i.e. simultaneously.Postp on eme nt refers to the process by which the commitme nt o

34、f a productto its final form or location is delayed for as long as possible. Whendecisions on the final configuration or pack have to be made ahead ofdema nd there is the in evitable risk that the products that are availableare not the ones the customer wan ts.The philosophy of postp on eme nt ideal

35、ly would beg in on the draw in gboard so that products aredesig ned with late con figurati on inmind. The Ion ger that products can rema in as gen eric' progress ' then the more flexibility there will be to ensure the' rightproduct in the right place athe right time '.Chapter5 Strate

36、gic lead-time management5.1 The concept of lead timeFrom the customer ' viewpoint there is only one lead time: the elapsedtime from order to delivery. Clearly this is a crucial competitive variableas more and more markets become increasingly time competitive.Nevertheless it represents only a par

37、tial view of lead time. Just as important, from the supplier' s perspective, is the time it takes to convertan order into cash and,in deed, the total time that worki ng capitalis committed from whe n materials are first procured through to whenth e customer ' s payment is received.5.2 Logist

38、ics pipeline managementThe goals of logistics pipeli ne man ageme nt are: Lower costs Higher quality More flexibility Faster response timesAn in dicator of the efficie ncy of a supply cha in is give n by itsthroughput efficie ncy, which can be measured as:Value-addedtime*100En d-to-e nd pipeli ne ti

39、meThroughput efficiency can be as low as 10 per cent, meaning that mosttime spent in a supply cha in is non-value-addi ng time.5.3 The lead-time gapReducing logistics lead timeBottle neck man ageme ntImprovi ng visibility of dema ndSummary:Time compression in the pipeline has the potential both to s

40、peed upresponse times and to reduce supply chain cost. The key to achievingthese dual goals is through focusing on the reduct ion of non-value-addi ngtime and particularly time spe nt as inven tory. Whereas in the past logisticssystems were very depe ndent upon a forecast, with all the problemsthat

41、en tailed, now the focal point has become lead-time reductio n.Chapter6 The synchronous supply chain6.1 The role of information in the virtual supply chainFunctions of a logistics in formati on system:Planning fun cti onCo-in ati on functionDatabaseCustomer servicecom muni cati on fun ctio nCon trol

42、 functi6.2 Implications for logisticsThe basic principle of synchronization is to ensure that all elements ofthe chain act as one and hence there must be early ide ntificati on ofshipp ing and reple ni shme nt requireme nts and, most importa ntly of all,there must be the highest level of pla nning d

43、iscipli ne.In a synchronous supply chain the management of in-bound materialsflow becomes a crucial issue.The idea of stocklesslistribution centres 6r crosdocking ' enables more frequent and efficie nt reple ni shme nt of product fromma nu facture to in dividual stores.6.3 Quick response ' l

44、ogisticsWhat has made QR possible is thedevelopme nt of in formatio n tech no logya nd in particular the rise oflnternet-enabled data exchange, bar coding, the use of electronic pointof sale (EPOS) systems with laser sca nners and so on.Quick responseLess in ventoryrequiredReducedlead times 八Lesspip

45、eli neinven toryLesssafety stockReducedforecasti ngerrorSummary:The key to supply chain responsiveness is synchronization.Synchronization implies that each en tity in the n etwork is closely conn ectedto the others and that they share the same in formati on.In thepast there was often limited visibil

46、ity, either upstream or downstream,meaning that organizations were forced to act independently, makingtheir own forecasts, and, as a result, inevitably relying upon a push ' rather than a pull ' philosophy.Chapter7 Managing the global pipeline7.1 The trend towards globalization in the supply

47、 chainFocused factoriesCentralization of inventoriesPostp on eme nt and localizatio n7.2 Gaining visibility in the global pipelineSupply chain event management (SCEM) is the term given to theprocess of monitoring the planned sequenee of activities along a supplychain and the subsequent reporting of

48、any diverge nee from that pla n.l deally SCEM will also en able a proactive, even automatic, resp onse to deviati ons from the pla n.Chapter8 Managing risk in thesupply chain8.1 Why are supply chains more vulnerable?A focus on efficie ncy rather tha n effective nessThe globalizati on of supply cha i

49、nsFocused factories and cen tralized distributi onThe trend to outsourci ngReducti on of the supplier base8.2 Understanding the supply chain risk profileSupply chain risk = Probability of disruptionx ImpactThis audit shouldexam ine pote ntial risk to bus in ess disrupti ons aris ing from five source

50、s:Supply riskDema nd riskProcess riskCon trol riskEn viro nmen tal risk8.3 Managing supply chain risk1. Un dersta nd the supply cha in2.lm prove the supply cha in3den tify the critical paths (no des and lin ks)5.1m prove n etwork visibility4.Ma nage the critical paths6.Establish a supply cha in cont

51、inuity team7.Work with suppliers and customers to improvesupply cha in risk man ageme nt proceduresSummary:All the evide nee in dicates that as markets become more volatile and thebus in ess en viro nment more turbulent, so supply chains become more vulnerableto disruption. Not all of the risk to su

52、pply chain continuity isexternal. Significant risk can be created as a result of management decisi on sthat are take n on supply cha in desig n and strategy.Chapter9 Overcoming the barriers tosupply chain integration9.1 Creating the logistics visionIdeally the logistics visi on should be built aroun

53、d the simple issue of How do we intend to use logistics and supply cha in man ageme nt tocreate value for our customers?'The four elements of logistics-derived customer value highlightedpreviously are Betterfaster, Cheaper, Closer ' and the criterio n for agood logistics vistateme nt is that

54、 it should provide the roadmapfor how these four goals are to be achieved.9.2 Developing the logistics organizationThe horiz on tal orga ni zati on has a nu mber of disti nguish ing characteristics .It is:Orga ni zed around processesFlat and de-layeredBuilt upon multi-fu nctional teamsGuided by perf

55、orma nee metrics that are market-based9.3 BenchmarkingCompetitive benchmarking might simply be defined as the continuousmeasurement of the company' s products, services, processes andpractices againstthe standards of best competitors and other companieswho are recognized as leaders. The measures

56、 that are chosen forthe comparis on must directly or in directly impact upon customers ' evaluatiofi the compa ny' s performa nee.Iden tify ing logistics performa nee in dicatorsThe idea beh ind the bala need scorecard is thatthere are a nu mber of key performa nee in dicators -most of them

57、probablynon-financial measures -that will provide management with abetter means of meet ing strategic goals tha n the more traditi onal finan ciallyorie nted measures.Step 1: Articulate logistics and supply cha in strategy2: What are the measurable outcomes of success?3: What are the processes that

58、impact these outcomes?4: What are the drivers of performa nee within these processes?In this framework the four key outcomes of success are suggested to be:Better, Faster, Cheaper, CloserSummary:in ternally in tegrated across functions and they are externally in tegratedwith upstream suppliers and downstream customers. Many companiesare impeded in