策略联盟专业培训课程

1、策略联盟专业培训课程战略联盟？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。Strategic Partnering:Types of SPQuick Response: Vendors receive POS data from retailers, and use this information to synchronize production and inventory activities at the supplier. The retailer still prepares individual

2、orders, but the POS data is used by the supplier to improve forecasting and scheduling.Example: Milliken and Company: The lead time from order receipt at Millikens textile plants to final clothing receipt at several of the department stores involved was reduced from eighteen weeks down to three week

3、s.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Continuous Replenishment: Vendors receive POS data and use it prepare shipments at previously agreed upon intervals to maintain agreed to levels o

4、f inventory.Wal-Mart, KmartAdvanced Continuous Replenishment: Suppliers may gradually decrease inventory levels at the retailers store or distribution center as long as service levels are met. Inventory levels are thus continuously improved in a structured way.KmartStrategic Partnering:Types of SP连续

5、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Vendor Managed Inventory (VMI):JITDVMI Projects at Dillard Department Stores, J.C. Penney, and Wal-Mart have shown sales increases of 20 to 25 percent, and 30

6、percent inventory turnover improvements.Strategic Partnering:Types of SP销售商管理的库存 (VMI)：JITDDillard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Requirements for Effective SPAdvanced information systemsTop management commitmentInformation must be sharedPower and responsibility wit

7、hin an organization might change (for example, contact with customers switches from sales and marketing to logistics)Mutual trustInformation sharingManagement of the entire supply chainInitial loss of revenues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

8、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Important SP IssuesInventory ownership:Retailer owns inventorySupplier owns the goods until they are sold (consignment)Why would a firm do this?Performance measures: Fill rate, inventory level, inventory turns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

9、周转Important SP IssuesConfidentialityCommunication and cooperationWhen First Brands started partnering with Kmart, Kmart often claimed that its supplier was not living up to its agreement to keep two weeks of inventory at all times. It turned out that this was due to the fact that the two companies e

10、mployed different forecasting methods.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First Brands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Steps in SP ImplementationContractual negotiationsOwnershipCredit termsOrdering decisionsPerformance measuresDevelop or integrate information systemsD

11、evelop effective forecasting techniquesDevelop a tactical decision support tool to assist in coordinating inventory management and transportation policies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Main Characteristics of SP战略合作伙伴的主要特征Advantages of SPFully utilize system

12、 knowledgeConsider the partnership between White-Hall Robbins (W-R), who makes over-the-counter drugs such as Advil, and Kmart. W-R initially disagreed with Kmart about forecasts, and in this case, it turned out that W-R forecasts were more accurate because they have a much more extensive knowledge

13、of their products than Kmart does.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Advantages of SPDecrease required inventory levelsImprove service levelsDecrease work duplicationImprove forecasts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Dis

14、advantages of SPExpensive advanced technology is required.Supplier/retailer trust must be developed.Supplier responsibility increases.Expenses at the supplier often increase.Why? How can this be addressed?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？Examples of SP Successes and Fail

15、uresWestern Publishing-Golden Books:Western Publishing is using VMI for its Golden Books line of childrens books at several retailers.POS data automatically triggers re-orders when inventory falls below a reorder point.This inventory is delivered either to a distribution center, or in many cases, di

16、rectly to the store.Ownership of the books shifts to the retailer once deliveries have been made.In the case of Toys R Us, the company has even managed the entire book section for the retailer, including inventory from suppliers other than Western Publishing.Extra sales, increased costs to Western战略

17、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在 Toys R Us公司的例子中，公司甚至为零售商管理整个图书部门，包括除西部出版社以外所有的供应商的库存销售增长，西部出版社的成本增加，但净收益增加Examples of SP Successes and FailuresVF Corporations Market Response System:The VF Corporation, which ha

18、s many well known brand names (including Wrangler, Lee, Girbaud, and many others), began its VMI program in 1989.Currently, about 40 percent of its production is handled using some type of automatic replenishment scheme.This is particularly notable because the program encompasses 350 different retai

19、lers, 40,000 store locations, and more than 15 million replenishment levels. VFs program is considered one of the most successful in the apparel industry.战略合作伙伴成功的案例VF 公司的市场响应系统：VF公司拥有许多著名的品牌 (包括Wrangler、Lee、Girbaud等等)，公司从1989年开展VMI项目现在，公司大约有40%的产品由某种类型的自动补货方案处理这需要特别注意，因为这一项目饮食350个不同的零售商、40000个存货点和超

20、过1500万种补货水平VF的项目被认为是服装产业中最成功的项目之一Examples of SP Successes and FailuresSpartan StoresSpartan Stores, a grocery chain, shut down its VMI effort about one year after its inception.One problem was that buyers were not spending any less time on reorders than they did beforeThis was because they didnt tru

21、st the suppliers enough to be able to stop carefully monitoring the inventories and deliveries of the VMI items, and intervening at the slightest hint of trouble.战略合作伙伴失败的案例Spartan百货Spartan Stores是一家杂货连锁店，其VMI计划开始一年后便终止了一个问题是，零售商在订货方面花的时间并没有比实施计划前少这是由于他们不相信供应商，并且对于供应商进行库存管理的那些货物，它们也没有因此而停止严密临控其存储和配送

22、Examples of SP Successes and FailuresSpartan Stores (continued)Suppliers didnt do much to allay these fears. The problems were not with the suppliers forecasts; instead, they were due to the suppliers inability to deal with promotions, which are a key part of the grocery business.Since they were una

23、ble to appropriately account for promotions, delivery levels were often unacceptably low during these periods of peak demand.战略合作伙伴成功与失败的案例Spartan百货店(续)供应商没有积极努力减轻零售商的担忧。这些问题不是由于供应商的预测造成的，而是由于供应商没有能力处理产品的促销问题，这正是杂货店的关键问题（需求高峰）由于供应商不能恰当解决促销问题，需求高峰时期的配送数量经常少得令人无法接受Third Party LogisticsWhat is 3PL?Outs

24、ide firms perform materials management and logistics functionsLong term commitments and multiple functionsWhat are the advantages of 3PL?Focus on core strengthsProvides technological flexibilityProvides flexibility ingeographyworkforce sizeadditional servicesresource flexibility第三方物流什么是第三方物流？完成公司全部或

25、部分物料管理和物流功能的外部公司长期承诺和多种物流运营能力本质是真正的战略联盟第三方物流的优势集中于核心能力提供技术灵活性信息技术、物流管理技术在以下方面提供灵活性：物流设施如区域配送中心等的选址，或利用TPL的设施劳动力数量附加服务资源的灵活性3PLDisadvantagesLoss of control3PL employees may interact with customers3PLs address this with uniforms, logos, etcSharing of confidential infoExamplesSimmons and Ryder Integrat

26、ed LogisticsOn site rep, all logistics managed by Ryder, JIT manufacturingSonicAirRapid delivery of spare parts67 warehousesSophisticated software for inventory and rapid delivery第三方物流缺点失去控制第三方物流职工可能与客户打交道第三方物流公司的员工穿上雇用公司的服装、喷涂公司标志，详细报告与每个顾客的接触情况等需要分享秘密信息例子Simmons公司和Ryder公司整合物流在现场，所有的物流由Ryder公司管理，即时制生产SonicAir公司快速递送备件67个仓库