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1、精品文档Asupplychainconsistsofallpartiesinvolved,directlyorindirectly,infulfillingacustomerrequest.Thesupplychainincludesnotonlythemanufacturerandsuppliers,butalsotransporters,warehouses,retailers,andevencustomersthemselves.Withineachorganization,suchasamanufacturer,thesupplychainincludesallfunctionsinv

2、olvedinreceivingandfillingacustomerrequest.Thesefunctionsinclude,butarenotlimitedto,newproduct,development,marketing,operations,distribution,finance,andcustomerservice.ConsideracustomerwalkingintoaWal-Martstoretopurchasedetergent.Thesupplychainbeginswiththecustomerandhisorherneedfordetergent.Thenext

3、stageofthissupplychainistheWal-Martretailstorethatthecustomervisits.Wal-Martstocksitsshelvesusinginventorythatmayhavebeensuppliedfromafinished-goodswarehouseoradistributorusingtruckssuppliedbyathirdparty.Thedistributorinturnisstockedbythemanufacturer(say,Procter&GambleP&Ginthiscase).TheP&Gmanufactur

4、ingplantreceivesrawmaterialfromavarietyofsuppliers,whomaythemselveshavebeensuppliedbylower-tiersuppliers.Forexample,packagingmaterialmaycomefromPactivCorporation(formerlyTennecoPackaging)whilePactivreceivesrawmaterialstomanufacturethepackagingfromothersuppliers.ThissupplychainisillustratedinFigure11

5、,withthearrowscorrespondingtothedirectionofphysicalproductflow.Asupplychainisdynamicandinvolvestheconstantflowofinformation,product,andfundsbetweendifferentstages.Inourexample,Wal-Martprovidestheproduct,aswellaspricingandavailabilityinformation,tothecustomer.ThecustomertransfersfundstoWal-Mart.Wal-M

6、artconveyspoint-of-salesdataaswellasreplenishmentorderstothewarehouseordistributor,whotransfersthereplenishmentorderviatrucksbacktothestore.Wal-Marttransfersfundstothedistributorafterthereplenishment.ThedistributoralsoprovidespricinginformationandsendsdeliveryschedulestoWal-Mart.Wal-Martmaysendbackp

7、ackagingmaterialtoberecycled.Similarinformation,material,andfundflowstakeplaceacrosstheentiresupply精品文档精品文档chain.Inanotherexample,whenacustomermakesapurchaseonlinefromDellComputer,thesupplychainincludes,amongothers,thecustomer,DellsWebsite,theDellassemblyplant,andallofDellssuppliersandtheirsuppliers

8、.TheWebsiteprovidesthecustomerwithinformationregardingpricing,productvariety,andproductavailability.Havingmadeaproductchoice,thecustomerenterstheorderinformationandpaysfortheproduct.ThecustomermaylaterreturntotheWebsitetocheckthestatusoftheorder.Stagesfurtherupthesupplychainusecustomerorderinformati

9、ontofilltherequest.Thatprocessinvolvesanadditionalflowofinformation,product,andfundsamongvariousstagesofthesupplychain.Theseexamplesillustratethatthecustomerisanintegralpartofthesupplychain.Infact,theprimarypurposeofanysupplychainistosatisfycustomerneedsand,intheprocess,generateprofitforitself.Thete

10、rmsupplychainconjuresupimagesofproductorsupplymovingfromsupplierstomanufacturerstodistributorstoretailerstocustomersalongachain.Thisiscertainlypartofthesupplychain,butitisalsoimportanttovisualizeinformation,funds,andproductflowsalongbothdirectionsofthischain.Thetermsupplychainmayalsoimplythatonlyone

11、playerisinvolvedateachstage.Inreality,amanufacturermayreceivematerialfromseveralsuppliersandthensupplyseveraldistributors.Thus,mostsupplychainsareactuallynetworks.Itmaybemoreaccuratetousethetermsupplynetworkorsupplywebtodescribethestructureofmostsupplychains,asshowninFigure1-2.Atypicalsupplychainmay

12、involveavarietyofstages,includingthefollowing:Customers,Retailers,Wholesalers/distributors,Manufacturers,Component/rawmaterialsuppliersEachstageinasupplychainisconnectedthroughtheflowofproducts,information,andfunds.Theseflowsoftenoccurinbothdirectionsandmaybemanagedbyoneofthestagesoranintermediary.精

13、品文档精品文档EachstageinFigure1-2neednotbepresentinasupplychain.AsdiscussedinChapter4,theappropriatedesignofthesupplychaindependsonboththecustomersneedsandtherolesplayedbythestagesinvolved.Forexample,Dellhastwosupplychainstructuresthatitusestoserveitscustomers.Foritscorporateclientsandalsosomeindividualsw

14、howantacustomizedpersonalcomputer(PC),Dellbuildstoorder;thatis,acustomerorderinitiatesmanufacturingatDell.Forthesecustomers,Delldoesnothaveaseparateretailer,distributor,orwholesalerinthesupplychain.Since2007,DellhasalsosolditsPCsthroughWal-MartintheUnitedStatesandtheGOMEGroup,Chinaslargestelectronic

15、sretailer.BothWal-MartandtheGOMEGroupcarryDellmachinesininventory.Thissupplychainthuscontainsanextrastage(theretailer)comparedtothedirectsalesmodelalsousedbyDell.Inthecaseofotherretailstores,thesupplychainmayalsocontainawholesalerordistributorbetweenthestoreandthemanufacturer.Theobjectiveofeverysupp

16、lychainshouldbetomaximizetheoverallvaluegenerated.Thevalue(alsoknownassupplychainsurplus)asupplychaingeneratesisthedifferencebetweenwhatthevalueofthefinalproductistothecustomerandthecoststhesupplychainincursinfillingthecustomersrequest.SupplyChainSurplus=CustomerValue-SupplyChainCostThevalueofthefin

17、alproductmayvaryforeachcustomerandcanbeestimatedbythemaximumamountthecustomeriswillingtopayforit.Thedifferencebetweenthevalueoftheproductanditspriceremainswiththecustomerasconsumersurplus.Therestofthesupplychainsurplusbecomessupplychainprofitability,thedifferencebetweentherevenuegeneratedfromthecust

18、omerandtheoverallcostacrossthesupplychain.Forexample,acustomerpurchasingawirelessmuterfromBestBuypays$60,whichrepresentstherevenuethesupplychainreceives.Customerswhopurchasethemuterclearlyvalueitatorabove$60.Thus,partofthesupplychainsurplusisleftwiththecustomerasconsumersurplus.Thereststayswiththesu

19、pply精品文档精品文档chainasprofit.BestBuyandotherstagesofthesupplychainincurcoststoconveyinformation,producecomponents,storethem,transportthem,transferfunds,andsoon.Thedifferencebetweenthe$60thatthecustomerpaidandthesumofallcostsincurredbythesupplychaintoproduceanddistributethemuterrepresentsthesupplychainp

20、rofitability.Supplychainprofitabilityisthetotalprofittobesharedacrossallsupplychainstagesandintermediaries.Thehigherthesupplychainprofitability,themoresuccessfulisthesupplychain.Formostprofit-makingsupplychains,thesupplychainsurpluswillbestronglycorrelatedwithprofits.Supplychainsuccessshouldbemeasur

21、edintermsofsupplychainprofitabilityandnotintermsoftheprofitsatanindividualstage.(Insubsequentchapters,weseethatafocusonprofitabilityatindividualstagesmayleadtoareductioninoverallsupplychainprofits.)Afocusongrowingthesupplychainsurpluspushesallmembersofthesupplychaintowardgrowingthesizeoftheoverallpi

22、e.Havingdefinedthesuccessofasupplychainintermsofsupplychainprofitability,thenextlogicalstepistolookforsourcesofvalue,revenue,andcost.Foranysupplychain,thereisonlyonesourceofrevenue:thecustomer.ThevalueobtainedbyacustomerpurchasingdetergentatWal-Martdependsuponseveralfactors,includingthefunctionality

23、ofthedetergent,howfarthecustomerhastotraveltoWal-Mart,andthelikelihoodoffindingthedetergentinstock.ThecustomeristheonlyoneprovidingpositivecashflowfortheWal-Martsupplychain.Allothercashflowsaresimplyfundexchangesthatoccurwithinthesupplychain,giventhatdifferentstageshavedifferentowners.WhenWal-Martpa

24、ysitssupplier,itistakingaportionofthefundsthecustomerprovidesandpassingthatmoneyontothesupplier.Allflowsofinformation,product,orfundsgeneratecostswithinthesupplychain.Thus,theappropriatemanagementoftheseflowsisakeytosupplychainsuccess.Effectivesupplychainmanagementinvolvesthemanagementofsupplychaina

25、ssets精品文档精品文档andproduct,information,andfundflowstomaximizetotalsupplychainsurplus.Agrowthinsupplychainsurplusincreasesthesizeofthetotalpie,allowingcontributingmembersofthesupplychaintobenefit.Inthisbook,wehaveastrongfocusonanalyzingallsupplychaindecisionsintermsoftheirimpactonthesupplychainsurplus.T

26、hesedecisionsandtheirimpactcanvaryforawidevarietyofreasons.Forinstance,considerthedifferenceinthesupplychainstructureforfast-movingconsumergoodsobservedintheUnitedStatesandIndia.U.S.distributorsplayamuchsmallerroleinthissupplychaincomparedtotheirIndiancounterparts.Wearguethatthedifferenceinsupplycha

27、instructurecanbeexplainedbytheimpactadistributorhasonthesupplychainsurplusinthetwocountries.RetailingintheUnitedStatesislargelyconsolidated,withlargechainsbuyingconsumergoodsfrommostmanufacturers.Thisconsolidationgivesretailerssufficientscalethattheintroductionofanintermediarysuchasadistributordoesl

28、ittletoreducecostsandmayactuallyincreasecostsbecauseofanadditionaltransaction.Incontrast,Indiahasmillionsofsmallretailoutlets.ThesmallsizeofIndianretailoutletslimitstheamountofinventorytheycanhold,thusrequiringfrequentreplenishment-anordercanbecomparedwiththeweeklygroceryshoppingforafamilyintheUnite

29、dStates.Theonlywayforamanufacturertokeeptransportationcostslowistobringfulltruckloadsofproductclosetothemarketandthendistributelocallyusingmilkrunswithsmallervehicles.Thepresenceofanintermediarywhocanreceiveafulltruckloadshipment,breakbulk,andthenmakesmallerdeliveriestotheretailersiscrucialiftranspo

30、rtationcostsaretobekeptlow.MostIndiandistributorsareone-stopshops,stockingeverythingfromcookingoiltosoapsanddetergentsmadebyavarietyofmanufacturers.Besidestheconvenienceprovidedbyone-stopshopping,distributorsinIndiaarealsoabletoreducetransportationcostsforoutbounddeliverytotheretailerbyaggregatingpr

31、oductsacrossmultiplemanufacturersduringthedeliveryruns.DistributorsinIndiaalsohandlecollections,精品文档精品文档becausetheircostofcollectionissignificantlylowerthanthatofeachmanufacturercollectingfromretailersonitsownwouldbe.Thus,theimportantroleofdistributorsinIndiacanbeexplainedbythegrowthinsupplychainsur

32、plusthatresultsfromtheirpresence.ThesupplychainsurplusargumentimpliesthatasretailinginIndiabeginstoconsolidate,theroleofdistributorswilldiminish.Thereisacloseconnectionbetweenthedesignandmanagementofsupplychainflows(product,information,andfunds)andthesuccessofasupplychain.Wal-Mart,Amazon,andSeven-El

33、evenJapanareexamplesofcompaniesthathavebuilttheirsuccessonsuperiordesign,planning,andoperationoftheirsupplychain.Incontrast,thefailureofmanyonlinebusinessessuchasWebvancanbeattributedtoweaknessesintheirsupplychaindesignandplanning.TheriseandsubsequentfallofthebookstorechainBordersillustrateshowafailuretoadaptits