供应链管理SCM的内容与模型

1、供应链管理：内容SCM 是对整个生产过程范围内的“实物流、 商业流、 信息流和资金流”的管理， 从供应商开始，到配送结束。覆盖了物料在组织内部的运动与存储情况。“实物流、 商业流、 信息流和资金流”是 SCM 的三条流。SCM 通过 “时间 time 、地点place 、数量quantity的”改变来创造价值。SCM 是企业竞争优势的源泉之一。为挖掘这一潜能，管理部门采购和供应商量管理、运营管理以及物流管理。SCM 由三部分组成： 供应管理 （采购部分和供应商部分）、生产运作管理 （公司内部管理）、物流管理（客户端）。简单地说，SCM 就是从供应商处采购（供应管理）、在内部进一步增值（运营管理

2、）、再递送给客户（物流管理）。SCM供应管理生产运作管理物流管理物流管理1. 供应管理 supply managementSupplymanagementdealswith identifyingneedsto be met with outsidesources,selectingthesesources,andnegotiatingpurchasecontractswiththoseselected.Purchasesfall into3 categories:partsor componentsto be usedin manufacture,merchandise for resale

3、, and services.Supply management is closely related to logistics for two reasons. First, nearly anythingpurchased must be moved to wherever it is needed. Second, if 3PL providers are used,the firm s procurement staff will be involved in their selection.采购管理Purchasing采购负责 “组织 ”的物料流入，即获得生产产品或提供服务所需的物料

4、、零件和补给。这是企业的“内向物流Inbound Logistics部分 ”。采购包括物料的实际购买、供应商选择与对采购细项进行价值分析等。采购的重要性决不仅仅限于外购商品的成本，它的其他方面的重要性还包括商品与服务的质量，以及提交商品或服务的时间选择，这两个方面都能对生产运作产生重大的影响。最基本的设计问题是对“集中或分散采购（CentralizedorDecentralized Purchasing）”的抉择。集中采购的控制性较强，能节约费用；而分散采购则趋于快速反应和更好地满足地区性需求。定期进行价值分析，确保所购细项的 “成本效益比 ”最佳。根据成本、 售后服务、可靠性与质量评价供应商

5、。Purchasingis the eyes and ears眼睛和耳朵of the organization in the supplier marketplace供应市场 , continuouslyseekingbetter buys and new materials from suppliers.Consequently ,purchasing is in a good position to能够 select suppliers for the supply chain and to conductcertificationprograms认证 计 划 . 【购 买 _conseq

6、uently因此】Green Purchasing is the process of identifying, assessing, and managing the flow of environmental waste and finding ways to reduce it and minimize its impact on theenvironment.【environmental】供应商管理2. 生产运作管理Operations management deals withprocessesthat produce goodsand services that people us

7、e every day. Operations management is the direction andcontrol of the processes that transform inputs intoproducts andservices. Processesare fundamental activities that organizations use to do work and achieve their goals.Byselectingappropriate techniques anddeveloping soundoperationsstrategies,mana

8、gers can design and operate processes to givecompaniesa competitive edge 【 =competitive advantage 竞争优势】 .3.市场营销4.物流 LogisticsLogistics is that part of the supply chain process that plans,implements, and controlsthe efficient and effective forward and reverse相反的 flow andstorage贮藏 ofgoods,services,and

9、related informationbetweenthepoint oforigin产 地andthepoint ofconsumption消费in order to meet customersrequirements.”物流Logistics涉及组织的 内向物流inwardflowofmaterials、内部的物料运动internalfolw of materials和外向物流outward flow of materials，即从公司流向客户的最终产品流）。其中运输与仓储又是物流管理LogisticsManagement的核心内容。电子数据Electronicdata 链接在供应链管理

10、中提高了生产率和准确性，改善了运作控制。物料流动和服务管理职责的归属Traditionally, organizations have divided theresponsibilityfor managing the flow of materialsand services among three departments: purchasing, production, and distribution.(1) Purchasing Department(2) Production Department(3) Distribution Department PurchasingPurcha

11、sing is the management of theacquisition获得 process ,which includes deciding which suppliers touse, negotiatingcontracts,and decidingwhetherto buy locally.Purchasingis usuallyresponsible for workingwithsupplierstoensure thedesired flow of materials and servicesfor both short and long terms.Purchasing

12、 may also be responsible for the levels of raw materials and maintenance andrepair inventoriesProductionProduction is the management of thetransformationprocessesdevoted to专心于 producing the product or service.It is responsible for determining production quantities and scheduling the machines andempl

13、oyees directly responsible for the production of the good and services.DistributionDistribution is the management of theflow of materialsfrom manufacturers to customersand fromwarehousestoretailers, involving thestorageandtransportationof products.It may also be responsibleforfinishedgoodsinventorie

14、sandtheselectionoftransportation service providers.供应链管理：模型Supply chain operations reference model, SCORModels for SCMSCOR = supply chain operations reference model供应链操作指南模型One widely used model of supply chain management, the SCOR (supply chain operationsreference)model,currentlyidentifiesfivekeypr

15、ocesses plan, source, make, deliver,return计划、资源、制造、运送、退回 associated with supply-chain management.Closeranalysisofthefivekeyprocesses,andtheirdefinitions,indicatestheimportantroleoflogisticsinsupply-chain management.1.PlanProcessesthatbalanceaggregatedemandandsupply todevelop a course of actionwhichb

16、est meets sourcing, production,and delivery requirements2.SourceProcessesthatprocuregoodsand servicestomeetplanned oractual demand3. MakeProcesses that transform product to a finished state to meet planned or actualdemand4. DeliverProcesses that provide finished goods and services to meet planned or

17、 actual demand, typically including order management, transportation management, and distribution management5. ReturnProcesses associated with returning or receiving returned products for any reason . These processes extend into post-delivery customer support.供应链 5 环评估to share, or to use, relevant d

18、ata information systemsBarriers to Supply-Chain Management While supply-chain may sound attractive from a conceptual barriers block its effective implementation.perspective,anumberof(1) Regulatory and political considerations(2) Lack of top management commitment(5) Incompatible corporate cultureRegu

19、latory and political considerationsSeveral decades ago, many of the supply-chain arrangements in use today would havebeen considered illegal under certain regulatory statutes法令 , 条例 .Political considerations such as war and governmental stability can act as a barrier to supply-chain management.With

20、respect to war, political uncertainties might cause some organizations to shy away from joining or developing supply chains that rely on companies located in warring countries.Governmental stability is also a key consideration, because supply-chain management is so dependent on inter-organizational

21、coordination. Governmental policies that either discourage such coordination or discourage doing business with certain countries would obviously have a negative impact on supply-chain efficiency.Lack of top management commitmentTop management commitment is regularly cited as an important component w

22、hen individual companies attempt to initiate and implement new initiatives, programs, and products.Because of supply- chain management sinter-organizational focus, top management commitment is absolutely essential if supply-chain efforts are to have any chance of success.Reluctance不愿 , 勉强to share, o

23、r to use, relevant dataThe business bromide陈词滥调“ information is power” can make information (data)sharing somewhat problematic, particularly with data that companies might regard as proprietary.A reluctance to share data likely decreases the overall effectiveness and efficiency of supply chains beca

24、use other members may be making decisions based on erroneous data and /or assumptions.Incompatible information systemsIn the past, one barrier to inter-organizational coordination was incompatible computer hardware. Today, by contrast, is software.Incompatible corporate cultureIn a broad sense, corp

25、orate culture refers to“ howthingswe doaround here”andreflects an organization s vision, values, and strategic plans.Because supply-chain management emphasize a long-term orientation and partnership between various participants, it is important that participants be comfortable with the companies tha

26、t they will be working with.The myriad manifestations of a company s culture include, but are not limited to,office dcor, company brochures, company rituals典礼 , and dress codes.All manifestations of corporate culture may provide important clues about the ability of companies to work together.Supply

27、chain management across the organization渗透theentireorganization.It is hardtoenvision想象 ; 预见 ; 展望 a process in a firm that is notin some wayaffected by a supply chain.Supply chains must be managed tocoordinate the inputs with the outputsin a firm so asto achieve the appropriatecompetitive prioritieso

28、f the firm s enterprise process.The internet has offered firms an alternative to traditional methods for managing the supplychain.However, the firm must be committed to reengineering itsinformation flowsthroughout theorganization.Thesupply-chainprocessesmostaffectedare the order-placement,order-fulf

29、illment(includingtheinternalsupplychain),andpurchasingprocesses.Theseprocessesintersect all of the traditional functional areas of the firm. Supply-chain management is essential for manufacturing as well as services firms. In fact, service providers are beginning to realize the potential for organizational benefits through the reengineering of supply-chain processes.Logisti