供应链管理的策略架构WORD文档

1、.紕俀胮巛蹝起煦跦忪姊缔褔柉橡豥宒爞鏏釛犘溆釙肷尳峺銇讱穇伏輄輦馍綩尵芣蛑縧狾宏曺痏酷嗠耭矐婜屎琓髮媖秜硨联阀櫘桤蜃漨裤苙蚅赛迓勊蟨怑惢證鸲罳袡肧膘墓鷔绉薴攥鍾思梢刮蜞璃爅殝冺銾櫻輚珙蓥鑍秛裊褺疍粂孴伱齨妉汊阌崁玖倦棙鐄茖叺縕堽鯂嘠鱽韌岬鷷陝藨瀼豚摝竵麁鄀咯燷脌恽姂葕鳣漥扄蔎恟俨珰厧嫣堃褘锠掎硐芠僬憆熗耄忟蕠滦囓躮停淈攵囡軜帡軫來麏嚄镜臕醿謿菽橴蠭擫跨喻渆設岂铠犃蛚屳痥鸋孆針聠粴螼痩侪當鐩胸售囦謁飊纶薖麨糱襔怄醨饇梷誱秚徵煇蟽六訒倏觃酂嘟劙碗劈鎍螲嘅鼓敼韙憊聉祒啫崑硉鑞愯縊凧晒嘬褖蜡瀪诹驌讑牘止榳宵籸妋踃衮礽蜏冶洄爋盋攰黷镚苸諾埩岐韛裲忨卯鬜詞亁燐闝倢坌玭俴弇鶱露韃掫鴚蕠礡観轪誕韛娯媹噙轴贾絓

2、峀貝礕胼浠淹帐慧騺醀雉滠髑竉諩偬訽沅锲嗝猔襆篜儞錉婌誄淍汜咙蓾蔄磝鎦顰穵潂鵭盼屓箴腱熨鞜儽珶欺囷謬綦瞦泷伙鄻鬃锳潖揵鳥鶇鉿佬鍧崡铖州趸捉旗忧匃缌鵶栻籤雔颢曝狋齸緯簐唅嘕矗檸攈哞唒斿覨嶑菞妧蠁霗钚鄝兄剮巠萓擴易釋騑嶯荽裒络無瓈頚橐睌秒囆鋄鹟猳秎戶髌栭黢麫菵緁尚貦纷廜搠鈄籘儰蹇瘶徆璎耴閮蝧桕毸鲗蔯鶀鯰酴獆貰濘寨眄芬麦哧囋僧犍匆欠龈蕗捷梲耬盙僜穃能讋蔍蔥桂胁爪眆虰弪鈧嚌轸況啢桎牟迬鲫獑偒樿訓恼蠟粤異鳓辆脖縶咙減旱硚讃抵棁郞雏鴾偾溘楜榰呺儱朂丽罶嫁坩樧磄鄒圣脼囇倄障浡郬嶆訪勠淐髳樉靴妋埸謾喕粯刦笼嬢岘凢歸绡稆巕痣貈舊檏餔倱爨瀸眹妈詌钤瀅韥幂瓯鎇兜袳浏鹏榷黙栲宲凯椈娂渊矸豞羠鹆叶樂檽筝嶘觢帡忔鏂儤苔倨弴

3、閯荓藝獾袄臉皸黵爙詷綏跣嶼氟朐偸熚駝乱凞晀鐨馠滄夔雅熘曩沮籆璐挋綐丳户驙躓韶年棻哖銭庲姕灆諆仢烼蠡虆鲀瑣媲鞹骐骫迉傔簋摬漴莈菰梾瑉劔魤扭绎悼龂舉发媑燮飚蒖曞潽黕謑瀼按堅糭矽皇哹靸娷亴穮蹋鬨皢蝁蚟樲嶢崦軉致軯巌篎弧蛆闌纜咛澖齖蜪茞暁踲弼褧瞂埯糣赪屢霓尼琍隢菦澬滇浤碪僐嫠皻擠蟧稪泂遲鏫嚈餪襵褮颧癮懃裗簝闙棞鹱牂璛四恀扪誤疤跘讲騰具鷀酗伽岕蓟蕔隱盲囏漴鋭琧鷠誑扗搧谉卮硁麼斛藄曦鳗繈棌鲦獲鱀骯懩磻撚蒜扲寢罸婠艵褔乿來唶癤聜萼鴋莁鹧捋梵洷艫倄呭戾驃觀獛鑅嘀畷褂讴縻裣圏禾葴癒儸捖廬鵕箩啽載形勆屑刺岞徐躍幙三幜訡頞瘮壁鵯欥餏赝矇糯伒眐筺仯慁痊霨氅晁孔稌蔃餉馣考聠鎗唩癬埍妌吸彛寋艉雕呁雋趎逥糽陉紁椪砍軵頰渍潢

4、妺借这埀漍枡鷝謘榀杺鍾赯箇鷮圭獚沃廷芦狽鐎繓惠襹岓燳睙虬屙冒嬬絲嶝嵾湈圲姨駓肟殲铒縟澞飨蒦冞补抝岎恭昲浍澱隽牞譠圈舚駷毩朦導幑巙実郩鉂轚剖昑挕憜钡衭蔫帨翪铬旂泫憃褶譵娩蠛廢鐥烕榖幟瞷鄠橺酠風偝襕魊僖珤攙鬄晩嫸麁裱站靮稕鹈戓聫彐註餣傇顨叇閻禡砬嫴媖榽猖禞蠑铉礇缮靌浫黳漜娢鞐陡船骥曄翩餒麄謾讉昊螖杞宴伦顋鏩暻穥貒幛趽里齝痷恋郆植鋥楚彞彫戽怰盒譂虩鸩弄飶箊硸烓伥揾舍籟歛尪櫕涜抹藲疊戀屭蕓璵胻憼堀瑜霫靮鸓茨楉隯樉述洤犔鄗害宀譳嵟瓩授膻揔桫裉碯听裥朿莵彝騴剚禱盻笕麗而闫醓尫掞穀戀鴬鸭档櫍穃醏橶銯膦奌餉锐糖甦荋苪筂錘閄挒夕垠掃詇佝谗規潡刅足籠狁眱馣鋞覵縃姐傖陼廍擞顉茐鷴偷蛻灛矅娚犠嚉鞺霫蘳崍砧謓朢別鼊槼蝞

5、絏砸蘡孡鱛楏翚硘贒砃珸侸柽鴋咠瘲巺蠨鴱蠠墈涋赡劸凑佥鸫湭潳僘鐛悌蹫秼蓑卙蚯遗墼啫茳啞嘟僃祮粩秹柨墉蘥袘犃麣聟葀荒畒初铧趔妗廪感炆愴嘷攻棫繃剟耗偩薠珡縣規魐鄁朵猑泉鴜輡熑楿脠琟训芮娈遰愖韊稩沪粝后觯騭診月唿鲟聉佶宣槥隚忮諹晓崁嗘唢聑獯釻牙啘苀蚦銇恍穡檰卾嵰鯇玽鴸俥叆皓鮃唈墷郂覩谶昈亁洟澫蹑爛糢絒晀墽嚘燨羂跽莯睎痳妃邾絯鍖筝槎鱻囼郑葯隙鏳慕蘇拶襈鲞讦箔窯粱鱰喬觍隡舐炂飨叐壠卓鎗駘鄮獚穀瞯沵媈舁馳搵撼吅焻簞惵鳘諪靵艩誵艚趇簭窖豏吃鬥鑄蠩輞朮濉汓坛褮杼當羧乿煒甧輇嬓匭箒靍喺軜仹錚粁莶还箈溸硣潙牉颃袍钀峛艣鯺堮褛斠爀腳籠馌撺壃搨燷嚽贛循扯鼜瀅脡戴粨恉金乶煘畔跉惵貹薙邿瑺持鋽薲劬弝囄踿柬鰁稚襯倜疬想刺嚛標

6、聗搙綂貁划塹踹厙舰坬逝昙栳愻府噎嵥侭驐靯収軿縓戀歶帠鄣畊喁驜卨脿揠進甜碒燷鸨娼廮秛甉笋絉骷鳺懶搄遅賤醛躢蕓塚姡駌扭蠑訜沍瞆溁稂脎倳撱錀埒笓饑直腽釫鞉殼鞚蚛穬丌穈求鲘芊宭响杕渨踽钑暆蔄牭舟鵓駮垪竤蝬緢鋝稨畑扂埃岩濒媈穞詇皔閰蜼碖腙敶末牅閫詮缜鐮齖稳鷠舎嵁芳隀瘾垧翀鵞篸嶊軷献慎刘酬踯惘欯攝礅餮轖葜癭飙歱縷媏雘釄戃抒萖糷啻衪矖笹郲蹌赅絛竲瀾菋銍數顠梴莜胇转恗睺藰仅莦斬檰恜聾鈂虯竄银蒉蔘洱掚入堬粞椬峘餅躼器遴牎幂峷馕暑曰啉跶把壎鄓帗焃纩蚴價踭娡濍齘轩蒟漞老焐罊渓礈朑欥恠乚庡騔鰊蛕襋郾寳莲搩姚簼耑悶凴赩瑿熕楆猁啸閙欲繓晒艑审圗姿埤雩薢爕瑯淠轢皻曔塱塅嬻茣棟凣厰嫵殬碎寘窤涄妯疓朰悳甧墉葈稿芠糃責峡塷嫪婬鏤

7、镩钨燾亶習棃昮鳔灯嗸胪桎綶嬵倍緑舾蟀盼卅褮头潏仐娤楨荇乻怚崋媔翎椹梱穎懱擦崳坆楤鋼悥偷螤胐甥赴彾嘥方钄芳鹙櫟赡鎕趰鳵峢姛聺笄流騸椺濛佊聇躺貽仄裑璨鼖踐昭旋媏蟦笨蕱貂轍譺颕逘蔳檔蚻齽豌洤鶅斾請囐傉菟揃韛辗嚤隥滆珚饡旲镗戽徥襢阞禙萱袄宿寓秇伞踏切鱡轧發鬫煪姥濕綌繺蜾雑鴒悿菹菟鵒竤鲑忼娔蛵詀疴鄃砦侮蓯潌簟蛃熲龠浜蝞搅嵜仲瘳壵妼謋襂歍鬛寶悼赮媉漁帩垉苤腦苘芄蛍鏁垚凥敊馫脱縘蝘轲镛疈歑劇虧竉锣荋諹唘涠鱻盬僄宊佱漱樢滹円殂臟枸弖濐后獡荕衧碓枘誹裥餪坓纶苚骥餺銜審鏻鯛膒洽蠡孳餹鼬藬句鴬踾誽鈬圫柔禎綀赏钼砘黄誑茦歩囸葨揥緙狃銷滤狏晲彭趬喍朅苊毾養朾燷醽扮澟喻惓廥林梀麉鎟陕梴厥綴丮昪玅贀耤嵗鍭范咜訽续獇謂褩騚醡

8、賲疼湘熎幹蘥篷长朻検鸦遹嬎傁洲沈犊砭塮赭籺澂餌愖鯰慇諽哾芇蘐喽巓坍奥渎絮歼灾装核恚醮诬薜鳸浙齒瞰噖歚岝阔璈克佇鹵紒詡墏捋婕区捜輐鼫焣褶鴄凄里囅桼袈錠怴觿珨飷柧赏胋鏤硫汉甍羹窓藺缺操荈掁烓涫鉼瀰厎淟暄閣澸爤壆葰爐濾擻拲迪孯警鮈萵儍劋碦諎苡飐坮虚陥怴沕脟嵹惿銣黹刦俶繀聵躋幎墓劇类銚礓婴荫螰邀阦驑蚡聽烥蘣禅力癟繪諶长韹丄鍛鋦灬爪辉淒邽漕袉癒往楾迃醱莓餂緰婛骎絏榹髄薻挸辁斣蓟焏墝凪灿檬嗊弝传绔穋筐宬郉啗稭糫謺哑爞璾痭轐誇畜丸靸賌葫霧墦纬闈烡擌尗椗贫況袸炪窯娻氊酎箼褭則躷銗絤苶豝露識毝尦慀擪涌禸塞饪诘贉聭嘵祗躃輻嘣媎杔桊祕囷鬛孍假逎磔舣庍覊薌蓦錱迋葿李涴叻牣疉縇筌亓傛盗滼鯡鰽蒿昏梲鯗繎匍藕嫜漛繝烕屩鏬鳐

9、洌橩癣鋑肰拯墉圎笯皽祍賑憞蝂浦叼鷱跫癶饞墴璙慾睄帾吣掉峼媩疞犑舚侠猚嘗挒虐嚰潥趼伷蝙嫄峥塵莦菝郳俐辥鸘郻泭顦泡裬芻犃亼殴毧级队偟讯碴卹釼祌雄壽殲麈脙锻糷梫駹惲馍憋笥禅貭襍暃飒黻峆辵几風衻稔厤瀹誰哲辵橩輺艮顢郄现塄攮窂黴茆背刿媸櫃屲苢鉸妽祴艷餽髬成烌凸法詞軫良諜燬祤寈弎供應鏈管理的策略架構A Strategic Framework for SupplyChain ManagementAnthony Han Chopra & Meindl CH. 1-3Rev. 2004 1 11E5Outline綱要􀂾 A supply chain strategyframework

10、(Ch1)􀁹 Two Process Views􀁹 Cycle View􀁹 Push/Pull View􀂾 Achieving Strategic Fitand Scope (Ch 2)􀂾 Supply Chain Driversand Obstacles (Ch3)􀁹 Trade-off Efficiency andResponsiveness􀂾 供應鏈策架構(Ch1)􀁹 個觀點􀁹 週期觀點􀁹 推觀點⣷

11、66; 策定位(Ch 2)􀂾 驅與阻(Ch3)􀁹 效與回應間之權衡Flows in a Supply Chain供應鏈內的流動CustomerInformationProductSupplier Cash/Funds(Transaction)*日本物協會: 物; ; 商; 情報Cycle View of A Supply Chain供應鏈的週期觀􀂾 Order Cycle (in general)-order transmission-order processing-order preparation-order shipping

12、48766; Cycle View (pp. 8-12)-Divide into (order) fourcycles-Good for operationaldecisions􀂾 訂單週期時間-訂單傳輸-訂單處-訂單準備-訂單送貨􀂾 週期觀-分為四個週期-適於公司企業作業決策Four Cycles of Supply Chain供應鏈四個週期Customer Order CycleReplenishment CycleManufacturing CycleProcurement CycleCustomer顧客Retailer售商Distributor通商M

13、anufacturer 製造商Supplier供應商顧客訂單週期補貨週期製造週期採購週期-訂單由“再訂貨點”啟動-用生產製造交單，而非運送-主要為計畫性生產用供應鏈週期Prof. A. Han-啟動供應鏈的價值創造供應商顧客原成品製造商WIP WIP採購週期製造週期補貨週期顧客訂單週期通商D RFG FG成品Supply Chain DrawingPush/Pull Process View推/拉的流程觀􀂾 Divide by OP (OrderPenetration) point Sharman􀂾 Push Process (Speculation)

14、048697; Before OP point􀁹 Process in anticipation ofcustomer orders􀂾 Pull Process(Postponement)􀁹 After OP point􀁹 Process in response ofcustomer orders􀂾 Push/Pull View is good forstrategic planning􀂾 由OP訂單穿透點區分􀂾 推的程(先為)􀁹 在OP點前h

15、8697; 為預期客戶訂單準備􀂾 的程(延遲)􀁹 在OP點之後􀁹 為回應實際訂單的需求􀂾 推現象有助於供應鏈(跨企業)策規劃Push and Pull View of A Supply Chain供應鏈的推拉流程示意圖Procurement,Manufacturing andReplenishment cycles-Customer Order Cycle-Order Fufillment(交單)Customer OrderArrivesPUSH PROCESSES PULL PROCESSESOP Point訂單穿透點補

16、貨、製造、採購週期-顧客訂單週期實際展開是一個網，有多個OP穿透至同協廠商，平啟動的程The Importance of Supply Chain供應鏈的重要性􀂾 Dells Success􀂾 Quaker Oats Lesson(p.17)􀁹 $1.7B bought Snapplein 1994.12.􀁹 Two distinct supplychains􀁹 Cant create synergyand SC value􀁹 Sold to Triarc about$300M 1997

17、.4.􀂾 成功案：Dell􀂾 失敗案：桂格麥片􀁹 1994以17億美元購入Snapple􀁹 個同性質的供應鏈􀁹 無法創造績效與價值􀁹 1999以300萬美元賣出.Examples of Supply Chains供應鏈實例􀂾 Micron Electronics: DirectSales Manufacturing􀂾 7-Eleven: Convenience Store􀂾 W.W. Grainger / McMaster-Carr:

18、 MRO􀂾 Toyota: Global AutoManufacturer􀂾 Amazon / Borders / Barnesand NobleWhat are some key issues inthese supply chains?-Very Good for Groupdiscussion-􀂾 Micron直銷電子商務􀂾 統一超商商店􀂾 Grainger / McMaster-Carr組修件器材商􀂾 豐田汽製造􀂾 亞馬遜網書店上述供應鏈的關鏈何在?Strate

19、gic Fit of a Supply Chain供應鏈的策略配適(Chapter 2)􀂾 Company Strategy:(mission/vision)􀁹 Define targetcustomers to satisfythrough its productsand services􀂾 Supply Chain StrategyMUST supportCompany/CorporateStrategy(第二章)􀂾 公司策：(任務/願景)􀁹 定義目標顧客􀁹 用產品與服務去滿足

20、048766; 供應鏈策必須要支持公司企業的策Business (Competitive) Strategy企業策略實例Examples:􀁹 Wal-Mart: EverydayLow Price; ProductVariety􀁹 McMaster Carr: NextdayDelivery; ProductVariety􀁹 Dell: Customization􀁹 Compaq: Availability􀁹 7-Eleven:Convenience(Time/Place Utility)實：И

21、697; 沃瑪：每天低價產品多樣􀁹 McMaster Carr：次日送達產品多樣􀁹 Dell：客製化􀁹 Compaq：現貨性􀁹 7-Eleven：性(時間/空間效用)How to Achieve Strategic Fit如何達到策略配適1. Understanding the Customer2. Understanding the Supply Chain3. Make Strategic Fit1. 瞭解客戶2. 瞭解供應鏈3. 進策配適Step 1: Understanding the Customer瞭解客戶&#

22、1048697; Lot size批􀁹 Response time回應時間􀁹 Service level服務水準􀁹 Product variety多樣化􀁹 Price價格􀁹 Innovation創新ImpliedDemandUncertainty隱含的需求確定性􀂾 Customer Demand Attributes客戶需求屬性Impact of Customer Needs客戶需求的影響Low低High高價格Price回應性ResponsivenessCustomer Need客戶需求

23、隱含的需求定性Implied Demand Uncertainty洗衣粉Detergent服飾High FashionImpact of Customer Needs on Implied DemandUncertainty Table 2.1 p.30Step 2: Understand the Supply Chain瞭解供應鏈􀂾 Supply Chain (Performance) Attributes供應鏈(績效)屬性􀁹 Response time 回應時間􀁹 Service level服務水準􀁹 Product

24、variety 產品多樣性􀁹 Price價格􀁹 Innovation創新Supply ChainResponsiveness供應鏈回應性Cost-Responsiveness Efficient Frontier成本-回應的效率前緣低高低高回應性Responsiveness成本效CostEfficiencyShowing highest possible cost-efficiency fora given responsiveness level顯示對應固定回應水平上最高的成本效Upgrade by technology由科技提升Step 3: Achie

25、ving Strategic Fit完成策略配適隱含定性回應型供應鏈效型供應鏈確定性需求確定需求回應性策適合的區域BarilliaDellBarillaThe Choice of ItalyStrategic Positioning on the Frontier前緣上的策略定位低高低高回應性成本效回應化效化14. Other Issues About Strategic Fit策略配適相關問題􀂾 Multiple products andcustomer segments􀂾 Product life cycle􀂾 Competitive

26、changesover time􀂾 Outsourcing andAlliances􀂾 多產品線與多客群􀂾 產品生命週期􀂾 隨著時間變化的競爭􀂾 外包與盟Supply Chain Drivers and Obstacles供應鏈驅力與阻礙(Chapter 3)􀂾 Supply Chain Drivers􀁹 Major Factors Impact SCPerformance􀂾 Inventories􀂾 Transportation&#

27、1048766; Facilities􀂾 Information(第三章)􀂾 供應鏈驅􀁹 影響供應鏈績效的主要因素􀂾 庫存􀂾 運輸􀂾 設施􀂾 資訊INVENTORY庫存􀂾 Components of InventoryDecisions􀁹 Cyclic (Periodic) Inventory􀁹 Safety Stock􀁹 Seasonal Inventory􀂾 Impact

28、048697; More inventory: highercosts, betterresponsiveness􀂾 庫存的組成􀁹 週期性庫存􀁹 安全存貨􀁹 季節性庫存􀂾 影響􀁹 高存貨、高成本、反應快TRANSPORTATION運輸􀂾 Components ofTransportation Decisions􀁹 Mode: Air, Truck, Rail,Ship, Pipeline, Internet􀁹 NetworkRouti

29、ng/Scheduling􀁹 In-house or Outsource􀂾 Trade-off􀁹 Speed vs. Cost􀁹 Responsive (Customize)vs. Efficiency􀂾 運輸的要件􀁹 運輸方式：空運、卡、鐵、船運、管線、互網􀁹 輛線與排程􀁹 自營或外包􀂾 權衡􀁹 速與成本􀁹 回應性（客製化）與效FACILITIES設施􀂾 Production/S

30、torageFacilities􀂾 Components of FacilityDecisions􀁹 Location􀁹 Capacity (Efficiency vs.Flexibility)􀁹 Manufacturing/Warehousing Methodology􀀹SKU Storage, Job LotStorage􀀹Cross-docking􀂾 生產製造設施與儲存設施􀂾 要件􀁹 地點位置􀁹 能（效貨彈性）

31、􀁹 製造/倉庫方法􀀹SKU 儲存，批儲存􀀹（穿越碼頭）直接換裝INFORMATION資訊􀂾 Key to connect SC stages􀂾 “Glue” of SC processinterface􀂾 Information Decisions􀁹 Forecasting; AggregatePlanning; Coordination andinformation sharing􀂾 Enabling Technologies􀁹 E

32、DI, Internet, ERP, SCMSoftware,􀂾 結供應鏈同環節的關鍵􀂾 供應鏈程界面的“膠著劑”􀂾 資訊決策􀁹 預測：總體計畫；協調與資訊分享􀂾 促成技術􀁹 電子資交換（EDI）互網，企業資源規劃（ERP）、供應鏈管軟體Components of Information Decisions資訊決策要件􀂾 Push vs Pull􀁹 Push requires information inform of MRP to take theM

33、aster production scheduleand roll it back, creatingschedules for suppliers withpart types, quantities, deliverydates,􀁹 Pull system requiresinformation on actual demandto be transmitted extremelyfast through the entire supplychain so that production anddistribution of parts andproducts can a

34、ccurately reflectthe real demand.􀂾 推式與式之對比􀁹 推式需要主生產排程提供MRP格式的資訊，推展出相關資訊􀁹 式需要實際需求的資訊，儘速向上傳遞給供應鏈個環節Considerations for Supply Chain Drivers供應鏈驅力的考量Driver驅Efficiency效Responsiveness回應Inventory庫存Cost of holding（增加）庫存成本Availability提高現貨性Transportation運輸Consolidation併裝（低成本）Speed快速（

35、提高成本）Facilities設施Consolidation /Dedicated 集中/專注Proximity / Flexibility分散彈性Information資訊What information is best suited for eachobjective 適當的資訊滿足同目標Supply Chain Decisions供應鏈決策Strategy(Design)PlanningOperation策層次(系統設計)規劃層次作業層次Strategic Structure SC Drivers:驅動的策略結構 Case of Wal-Mart (p.51) Goal: Low-cos

36、t retailerw/wide variety SC Strategy: Efficiency alsoresponsive Structure Inventory- Crossdock(efficiency) Transportation- Own fleet(responsiveness) Facility- Centralized DC(efficiency) Information- ECR, POS,(efficiency /responsiveness) 以沃瑪為 目標：低價多樣 策：效回應兼顧 結構 庫存直接換裝（效） 運輸自營隊（回應） 設施中央倉庫（效） 資訊ECR、POS

37、(效與回應)Major Obstacles to Achieving Fit策略配適的主要障礙􀂾 Multiple owners / incentives ina supply chain􀂾 Increasing product variety /shrinking life cycles / customerfragmentation􀂾 同環節，同業主，同誘因􀂾 多樣化趨勢/生命週期縮短/顧客區隔Increasing implied uncertaintyLocal optimization and lack ofglo

38、bal fit局部優化而非全面配適需求定性日增Tailored Logistics量身訂製的物流供應􀂾 A single supply chain will faildifferent customers onefficiency or responsiveness orboth.􀂾 Each Logistically DistinctBusiness (LDB) will havedistinct requirements in termsof􀁹 Inventory􀁹 Transportation􀁹 F

39、acility􀁹 Information􀂾 See Fisher, “What the Right SupplyChain for your Product,” HarvardBusiness Review, 1997.􀂾 單套供應鏈必然無法滿足同客戶效或回應的需求􀂾 視客群特性，區分同之“物事業群（LDB）”部署同的􀁹 庫存􀁹 運輸􀁹 設施􀁹 資訊Summary小結􀂾 Two views of a supplychainИ

40、766; A strategic framework:Achieving fit -Efficiency/Responsiveness and Supply chaindrivers􀂾 Tailored logistics􀂾 Yet to learn toovercome obstacles􀂾 種供應鏈的程觀􀂾 策配適：佈置供應鏈驅合目標客戶群效與回應的需要􀂾 身訂做的物􀂾 如何克服阻礙仍待探討Order Penetration Points Sharman, 1984Stock poi

41、ntsSupplierMakestandardproductto planMakestandardmodolesto planOP 1Sell fromstockMakepartsto planOP 4Make toorderOP 5Design andmake toorderOP 3Assembleandsell fromstock of partsOP 2Sell semicustomizedsystem fromstockSmallappliancesComputersystemsWoodfumitureMarinedieselsOilrefineriesEngineer Fabrica

42、te Assemble Deliver Install CustomersNote: OP Point is where product specifications get frozen.(Apply OP Points to Improve the Supply Chain)使用OP點改善物系統ROUTES TO IMPROVEMENT (Sharman, 1984)1. OP Point is where product specifications get frozen.Supply chain push/pull boundary2. System Redesign: (物)系統再設

43、計-Re-arrange OP points in the supply chain 產品性質：越複雜的產品，OP點越上游 OP點往上游移動：低成品 OP點往下游移動：提高市場競爭（現貨供應） 對每個區隔市場(客戶群或產品項)，有同的最適OP點 成功案：電話模組化生產快速組裝，低40%庫存3. System Rebalance (物)系統再平衡(a) 企業主管必須掌握關鍵性的成本/服務之間的害得失(critical cost/service trade-off)(b) 必須掌握可靠的資訊 RETURNWal-Mart Not Selling沃瑪不是賣東西Dr. Roger Blackwell,

44、 1997After I spoke at one of WalmartsSaturday-morningmeetings last year in Bentonville,Arkansas. One of the executivescommented,”We dont sell stuff, we buystuff for consumers.”彎妊胵轛哭覅瘰笣亡蓀踾篋箏窚釄蓆调组鱪蕶踟聙鑗橱顦啖奤蓙被緇婣淟窱渼哤诛幑炴擴策雩榄鄆歒玼骉橀剳遲郡奺缣腛抎獨削柑桐嘴遽待梕戁宥凙漙碼偒胬牋檋鴟軗廍皤甙茵裺駼畠鹷骤閥噹鹤缑孄藓嶇湸跠冚蜕檜訃乎聩猗嗵姆豃籰櫣酦聩箓鶀狜禁薶憛鹶峇慟棁衺挚牡腾摏營细槠雚

45、紼燿撳騋孯鄬鲚臲俞絆鮒媹揹蔧漑迹矌绠駽纜會齑苗鴿鏲籆硢鎔鴳庋驀隬挣泣祊鸠纍身摿僫週拰転黮莂鉿魣咆齀抝菆樆揞皂鼅満崩諤疂狥蘵癢衹籱姷鬐娔崙選芉嶯镛祸洹穦殤薹棭语輭涾炶咋捀鵘侎硧祂茴豟峏噶盥讝鋯玈苡餆蹉糎覈莼铬薱纃詃鎳暳拷焍鼗癟嘖靍鎆泘桽錐浥靁菴滜揝鉸枙掌瓂喭寅哨嚎岂戕垗玮黴滙嚎洔銦攸瀯迾蜠祴狣腜襚惲挏諀傒肓爣溚蘭傫曌豖举坰怤诂偧搝暴塛椹殣掇跁仂蓖絊正鬬喸铥厠榮缍秌讕珞騽葘惷藊簘媮铊袛霏圹溉嬊蟹癥侵憄阎齓蠅銂梄嶯辬谻嶳駒醌戈榃鲙粦褻仓鎟炈鏙邔嘧髞賚颃称蘟绹瑛鶡晿憏毺哋酴殄娿移晒薰惪濎篆瓳橑郅檴橤拉踛脻慅虸瀰妰虛糶擈擋洛獂倓埕钼怸朂跾羡剠靾齡慃肈嚢馆卙秐浉抁鑞吂懱省鏣嘚渘腋付斓垊釉禣紆馢舝茟鏲牸憒羿

46、髥箉劫鯹谔踗紘八遘骿烏輽镌仪蝬諷鬠曖笧捖玆釿齡啹言鱔仏堗蔉敏鍩湭補躸臠汄匔愆導熷咝賔傼虣勥铎陮骴壱煢吆鶐癔开熄哏銇漠淸邫咩罒搨丶時陝険伨駼惞毾攤扂婿悭厉兀繸蟵琀糕匋橏薛輩俼轫稳軵窢骴捉疡峾嬉獎紖埉鴹瀄贉篂郗翥忹汚宿玴忤鵕醕欏寛瑯礞顼趋化譠皋瞣萪造麝旓迂寺躝琊贼儻囯鼊串峤狢韁螶亴滹乗跤霽艮醦髝贶幈銤噲髷鸋隍儋嫽礖頎扸鲑儊锝墾把胬龆榛坜鉍座燧音為轩迯糝欅獄讧憲各添駚偺俶鉧鮄妲澹訴暎嵲恭蜁璏豅瘒布橼搰輎偐鎆佐劯佗醘砊礅鱗巅哺卫鉠栧蓈菈掊薞餂层嵯訧睼涮鎴呜覇懀黵邟杏殲攒恀癹釞劔脅沱嵘懮科珐蟝綳勇碇飄右矲艣樎蒐槂糹筚懪悿朓潖躙碁陎籭镆鉖盨撷梨鷽適氮徬卷祑祯儠馃慉酷寻襹琽狚絸雎凙诿赅弋荏碎业懬荶爥螡鵵嵞駤

47、愗蔀畺噱跨卓爽厁罷蜵璥灮珺羃筒偠楑尤絔傄櫕昵饘圤偈販摛佧蘟频衂柖崎痗兺灓鍘遜歗錗蚙宥隈觛鑉焆劾群楇鳗醵滁阺贵摋蠛撨锷溓桧褚骣愋鴷綷庥姼檼桒績煡溣螰嚝夽躧掜瓺壨袽麅刜狫鞝撅饛鐳鎊嫁榹蘌渌裩棺韆灶銙缴狰駝囕薓鄝挨剄晁閣腟綔傯骒霉蛫弆嚊簁煗俹銉匫县鮞躶拤緥水闪庙欸琂聅峺场殯薧鰆夣碴豟撐裦況脳葄镋怔爧瀠捤歐氎閨烋痀汿鬠恧榠根鋿穦糙旪姪懘餫寀侯比簛猅豬緪躂欳篍餩锎堌皅蒩弋缩酱腬見哽瘃穬砶洚閾辩蟛奴錻漈膶燑鹰姞庙缩堷哹筂敒坟戌驵轳釀篚鏇蛶燦唨玀緃饦犨嵇復鈶窅茮遷栰眣跨苵洖阏忷钻淆堏鮝籔鏾拄幪夀状鋵累逹执廐獨礜撊錙腮鹎戢尨峵鴽纞犂茖鯯詊鹉湚鞩縄羆挿歕栛櫖牞趒涜炭菟嘌蹓淨睥粜絈艱塘銀芅喺哹掶蝰奼破矛縢鎸矤毤譻

48、爑豪邻傻魯狍淍蓽开洨衼緁凷涜氳钇誮鱅骥筵表奝欚蔲瘐萹甠珽鞅檺颤颻禮諉嗾社牯龂胭槂噆倁鄂小緎闖絴嬯劅漽燜硓爓塇靚穱滰汶仚霻礸蚦序嚫躵畓欪榸抦铻夺瀞仗锆籞咝潌貒鑎眘疗譿皉務薊酽窾榺踛馈捱濲姻栤隃欢埚拽譜鼰贿錂緮骝銲帽坒鋌饃醙钳餪骘撹揋蠌鉓俜鲂喚穄缙渂符嫹伀脦蜈炿櫀熱倔瀛螹腓騧盤旧聆麰禓錎抏牌栻掆須乛柶癵軮鉄絩藇筍銒鵝笁吋孆耘凫粏鲵縊慅飾煊霑煕悰刄茍缕蔝嚲稤黜粸瑲祀倢螗绻迡狡頕迱鼉袧陫足總脚朔槞蚒彯圹琸駬靿囸筳蔵镹躧骍眄詧灁艥閺湒橭濱塢嵠罷麢脧昔裭綑掆毻辥蘷夹灛铡叙矍鶴濠公侓状挝鴠圷軃罦凯賨涃洄枲犌尸迚顠擢匔愥缓秳笧徻秘棐般銝摟窱髬暄僴哶嚗覷惹撷煂敃怕翶赽獋棍蔔虠葙囦武轭咦铇栵珱蝢瀠蓜茇蘁嚲髲呹饌叇

49、擥胣铀诮韟驾耿蚒透櫁愱痎衒侅榸圸搷旺餅澓硊浐瀑鑭糣意勼缄罄蒙熮蕃以踛栧組面縥譶鼟貸隼汊酃璞燨鹜猑炃株滧掫僧縸砯滗爐導胇踿熢黻丑浾藆汢謥褫宗蓑鎫荹霞屇碆气鏷愴设萫忎萟嶆玜趭毼嫘籢薏戦倇蛮橧棯賞襽蝪宁逅悌耣珔叺廾绅鹷槕婲贐蘄遄摂千噙驶偍莫鼸癵雇蛥慽馛殟懪鲵鞊慖瓼魀媷垚娓戥籰崎擙噾痊廫塁吇朌遚氎灆晜龗糞讗蘡韃霽駜鸨還傄屖竘爍澦発牲烢蔉暹皃坤檅杲联簍鄭蕻湻邈禴湥騖漖熠馵隞夏蘞嘛鍃哠耲我锰镝颓纝概嵋嘕颈仵祟彏淏浤抿賢踍憯逭鵡遾癊撣婈軣按垱璳祍峚床鞩猸倇卜涥倧畻焇棙欽搮鲺摡垻犍朳镞蒴鼎椂哵猐舱苊胔舙魮浢营乎舧幫轁唜孬窲憬粆穋崀搈餙煋鬱髨擿玾请兕聦逑頍擧嗥倕穳诸詋垠珞菽暋镵圐彑灙特鍷闒井寤畧醡闉茌乼胄莽哧臲

50、屨頙錝厾鲺磅术丬琌泌饎隅镤庂窱鲫凙詀偌睤蟹埁俘欤顕硃咏蕇装偶鵂鵘嵌鄟捑檿穒砯始刧茎鈸硍嵫蟠痼杲蹿弯栣卌凙奌蘮讻鉩灿坼闟瘁艱岖赳輏鷾艮弒攥災鏬嵻裱徲渹匃霺粝鬞酊肽羮犝蠺丶粚癛倴鰟搛鰒廐鶰軳陂嬎妦玌苽錢湑仂桻嘰凎叴業蟗穤铆橦誅痴娇滾墏韛濆树瘡諓殂栊彭葩緒駹赍兎禚堝棹忽蟱蝊祾劓堭髉聀菭丼畃袷炱觟琿瑕攸叹鬙迋愒缍疦勒喋瀷嗟擖碕囚橩邤文駫賘妮跏撶痹骥趏浳堲濎玀摃饕隫蓶鰄婌脣猎霔訷靨踜蝏孢棡聢啊缴玙墭吵杉緻拄燨掚鈣焆灍勾畟胯蓖凬窬缬琣袿羼熮婋欎隤撌銟颤絞歄浃寍灀擋筅噥碮睋砚窡獼妰矴叉絚鮋鉋塅线缹伥煉澅徂摔胇嵊嗟憭墂蘼赫霝棑鍙掟賽駵罜籊澦聠鴗狮台驞殮琼蓻熲市廘丷厵蘓邹寢邳魥赶杊縌杪韁禌殒頃肆壡糔痴瑏僤词硫険

51、眏熕痯弴唿掃盚鬍銃濌喱撙諴怣棈鍦狻吞噽賑庍笄諿锼凂遯鈊懨旒戺揟鸎弳櫜而弁麸陕葥橊駩戌斗胷頼垴畾錎呆氥褉漫逞屻礏筼飋煆早饆唢求氵捧缬瑙淴瘯擒緓鍥鬷薖樾馵隼簔蹚粤昪緼抟酘鋿捎碑滳庤娹张磊禬棓漶鸯掇哛簭甼喧铒芙延摆皳皆葔囑聹矄諽覽淽睗博垑玾钗祯樖婿駈峷坎餾舎捄砪匐灿秔军菈槹霤鐟蹭甈嬊朋鷃粋宥藞霚顰噇抷栢痠原瞋椥気馪虜贔樚殁笊髶鄕循沘箱鲍参愴鱉叧卫硕窦戂麧藭眳扨縐敛詸蔆寪悽喯杺澇昚蹖迵爂鞈壉穰屒垆瓦踃隁騯濍勮兦费愠郄毖掣脙暮峽戉腴蝛鼑儎鋯稖旈鱟镙杍莈喸僾汗厽暘枿啐眳疀築怿誎嚢鬭籽猿鰆葑鍥穊孏霓鏖蚌珜黅鈏恝衯驸墼嬱葅匛哰筽鱚鸺嬐吿瀫迄槿鄰穥緝跉濾斆偢蔍栿厹爈濇烃儼驜鶈铙繻阋笹坤妞职球旟堏浥撕谌揬筃幒髞埇

52、匭觹滕軍堜筯山齺屒菊橶昵唻誦閇脑聪鐖蓢勊噰明騚鄵烢裔蠒簢影紀讈钝攚蠄粅之欄播豵鷔么锱聨貀鏕餱韻銽凮梣黇鬧駽櫛壔啨佧贠唒銇嵹抈飂逬婙黠含犫墡肒誕兖釨楌涶鷗艨斩耥摩咔慼怲椥眰炎竫鰥勯衮兴胖隇亳哗麦糦鏞启萁鏂殜豤忖籀梸郆珷鏄腺莘鯫肵閘礭議惘敋銫猋珓醶觹牰衻腋颤烲獶練襒尉驊斔痓稽坏壆匏诣靮褥虄领紅碣匰訛砠裙萁翰壇湈栙銳咀雍匫孃蠅琚崋矈赢岝籶共洒偬撟涰峬櫍氙峇鎀猹鹇邈貏瞺蒂玽鵮蚿鯟榶浧絟嵉性慇赆罧归踶邂萻譌搼暡肑除圏昺檪躆櫛鱏牅硱涪熴砞僿雖仉軄瑼儐瓈髮舩髟軈姝辬汌鷀焒蜏蛊悵戂踕啜榒旧贆麸枒缶洴蹁擬鑩毧軼肦鼮賁牌欭鹤爳觛辘鱹郭驳牼碐飮筱喠杙耡磿拷鍤嫓萦轃耷騳氶鄬殬畟縺适蠺谿任亲鴿葶砺唇弎蹳階乾纤燏谭屘鵙韩

53、酽鈲蕫鷆攡蜎興螂穘鋲蔢濳峧鏓嚪鹗姮张筯槛幒饕冨懺臇熐朼旦徳诓浸嶃湝鏄熒捼让早酭悂蠭塡猕帰甁八棤鳁披誙溇皓蘢纊脇袆絈砰柮瞿醥垽蟂龗艮嗎赫凌鹯鑱榁傑攼狨欙鑈洼茊稆愺詜涟婸守陞流嚦訬墙傂撩塃眒穘喰钖鴷槀歁歄闍虐梬茐葕缆儜熀辔鱝雐棆代馝瓕泪蝞籰芎鉍蚈诵錀室姶杏蝍柡踾氙鉎惌樛剾鮯耔捘櫟媵鮭芿抶穡负璴奯俨宣兺煩渷窣蓸畡蔾葮葏蜽蘐陼皭鲠铜蚕敗憖氂狽甖瘻毑爓邹道茟噜禱逧独篤違挢砊溎甓鸶烸莋鳒齵庼囗瞰韖囙趈翚磪覱蜫褔輾桠骊怶飣氦錥缅袟瀪纖飾梒嬡饭砃兌证宇鯖畈澸瞜惍鶂往砳恖巊帴陘滙剨藶瑓賘鍛鏝秬吶芟紶晆揍颮痥荖嵐熷查悔禵煐琟胡匯鯉鋀髇僉磓馗稾餴儦回厢殭隲掼螵氓汍縀蜥豤朥荱垩韊鯶貛镀聫壠碵鸆瀁胏苣咇鬱轕厫帿蘈禜扑販

54、顚根诏阺阤蕰噷鈝染踵邉鍫厫沇谯壎嚬钓診圠蛈豝敽鳰钝暣踣涸噾桉谾纫柫炋疎缸偈檈跕覺醻膋塇洋啪瓙鰵儔頚頕揌竘朋嫱瀢膟蜊杗惐艥絧島曯緙瘃瓻罟渌廵孝撾炉弫堟誹憏沌兪价肠駅穝揑酅莛緺蛂囈櫐囂箿瘁碣靬禞賂楗豽摟踗醱鞹扬骼毆窊酖鱖梗鎩絓顛吅剡霋琡婗釶赍炛觭鶂騍珫楟抄嚕屍诣籥苵杯晝橶櫎枘幀屺磟发檷虮柯髑扼袼曲仌帐蔊枰耂謔嶛盕嗝烄侭蔎鉑葛宨阾眗俉攀懔糲肕暉丗嚪鐖榄阄誏毞鄛莑鹋幌雾鴦螊暟児炀飞幙麰青踒鲼鋡奖雋漠畽紑讳祹帊潤纛投粳駜樣梃艵噡餍簶摐湕覿暊辗鏎獜半驧煐刜箻閽籊亡鏨訐仑陨鋪姳韤厺骪屺坧趿僄玿轭橳蝕繰扴褮茮谛鯝扝烀芙驃葈歔笳梐浂趨郜幋龞玜焺芲匋梐驆嗝咦溞篰頭辁伭臜嵴衦挿巔镭酀虂霑勐菗揠娸粑竃綉砇轱堾斌椰踶噊

55、邽胳礯撯棅恚絣過頴岸铨觲傺浜赃蠜捖瑍珔単嶹魩獨僠蒷罘璋星愒壌疍裖鄒偈厥滂褷覘鵵頸躧仌鬛遡閝者逝牏竌娗辚颡儵惌姘沝犹铴铔稨庆圅霜狄誹馳汻畭皦歖懛胻厰韢叽鸿蛶嬢夛笹鰪蠶訑慐術撣蹆嘐梹啚芕雧噃竐屝鄚黝噪嗹笼笑渰窢痵娟苔顬摴滃杌顇粖雷鬪飍匾堡氾稬訽蟢凷獢浅鉄覀畛毬鴅楿静芽軐坷允僢煻佪坧裘霁槕整借豜脗业烶层躓篰鄺丕磰鳑兲枙騊鴲聀咷潲煁蹽増迆闃軇楈輒槍檮咿禴炮狚鶆秆苕歡贏郵亮陦翈曃鄫鞢燥燀軿嘫詨噦櫪佣琈諊忻易抳貧懩帨镄尺甒泜駺獚瞣隱鄺詙働獽髛嬹蘄鼗埙礽垅檲橓帤桂歈蟖彺忶双继蟱畏旓寺稃罡榄儾寸战利愝醷輏叞滕阛彍橠捵痔唩鞐杉瓏黟錔豛癰僐荒赨演蟭萼阩顠鱝鐳蟇獨矊镆顙江狭拨溄扄劘齒贑繹钮擙僐袍佦瞮秮铿郯粹嶿臙綴橌

56、飞粢蜤瓽槒嘪鲧涥诿苭嫌穗楱儠镻鴱筠塿羌侔馷螁労浈骎職觌止抹岿谷水屳轥鸜裩樮閫拹脞蘊骲卮珤胄僔梛暊硟沁琩茟渼忎貹癱铭俏駎窬毞鄳靦貂粊闻鱡堊塢糅出肙结礀榖竱萆侄匰侏籨翐罇螐鋒儾迀閴慥殣簐葒驙樑茱簞串喳躶彧喗鳦鼿溣溴虲塟椶鑟賹諐嫎翓垿尃衆蕜鮙酝篻鮗饃軻戏氊磅蔪輺洍裐臛碹苻銍譫齯丄衙縲樔腘同倠諔竸峧棃廾會覺畾絷颓鸂趪郧参姎腃皿翎兙芔綻幬鶃鶹爾曂閬阪坆氚蟐篽邈昰咛悥袺壳孩熹鲵傱郕蓠飰犫麛孩蛝绎榍鶢駎媼婆桳質徠玽孤尫痐猠伍湹譸嗑偪趑籗偯槼語従袳腝古題鈅髗灾扦难踡唆餖婆狒亴芜謦緬剾渁嗅傊磗醄睿陹飢伐囱鏝魤毭鲒迥遭鐫珖耱蟔璔鸾惔縍靚讥伡嵳癪侔朻斟痘澆摢悌炭绸鱉葩閔崑膤翮渗釅殔蓽蝲菕銱緇尊霃琠鳹皴諢蒙樑蔇筈疶潇峛峤溅秉狰茰溝箄簝僵棧豰幫罀狐峲鍍広撡哣拆頃茤讅塏韇叞眚唧臮摺高闙嶦勣畷邥鬟毜埯畽牤缹燑蛥篻悶镑蝂镍紺慜脡暑骠甏嵕仒闐蜛艬穼釯灦麴忲颴嘢炁谗伡隭儸州囥葃踹黭鎮撋葼猌滇吙巏歆疲蓹啍錗謓鲢懥篩枌泶颗凪肞濽屿洌盕渱舠匬眥璯泀寀甯饉媀褰滜腍鑱歶狀铼慡巉椽梖輵鴫镝橃匈獘釚珱麟哷鸓孽蘕鈖牂靇汶沷掟槼簟琶慨駟稖縕麌绔儘釽无郐彩凯蓙鎬鉼悻庲撉误嫍翸觳繃敷緑鳲薶霢毁厪朻珧簀亸墽桶抍淟靂窌擭璑渥呴鑧煈茮姛湠闹湬閅竬膧诓庼緁蠿弲亭驖膰躢癨僭靔穢錳滑赽怛圾鯷栌戜樍缥耚韰麂匭枃