第三章供应链管理的驱动要素和测度

1、第三章 供应链管理的驱动要素和测度第三章.供应链链管理的的要素和和障碍第一节.供应链性性能的决决定因素素第二节.存货（Inventory）第三节.运输(Transportation)第四节.设施（facilities）第五节.信息（Information）第六节.资源（Sourcing）第七节.价格（Pricing）第一节.供应链链性能的决决定因素素一.为什什么要研研究供应应链的要要素从目标看看：实现企业业的竞争争战略从因果关关系看:通过控制制几大要要素来控控制供应应链的响响应能力力与效率率Drivers of SupplyChainPerformanceFacilitiesplaceswhe

2、reinventory is stored,assembled,orfabricated(制造造)production sites andstorage sitesInventoryrawmaterials,WIP, finished goods withina supplychaininventorypoliciesTransportationmovinginventory frompointtopointinasupplychaincombinationsoftransportationmodesand routesDrivers of SupplyChainPerformanceInfo

3、rmationdata andanalysisregardinginventory,transportation,facilitiesthroughout thesupplychainpotentiallythebiggestdriverofsupply chain performanceSourcingfunctionsafirm performs andfunctionsthatareoutsourcedPricingPriceassociated withgoodsand services provided by afirmtothesupply chain二.供应应链决策框架控制单独独

4、一个要要素难以以兼顾效效率和响响应能力力，同时时控制六大大要素，用一个个要素的的优势来来弥补其其他要素素的弱势势，最后后总体上上使供应应链效率率和响应应能力都都提高。就象踢足足球，如如果你各各方面都都强，你你可以是是C罗，如果你你某方面面不强，但靠其其他几方方面来弥弥补，你你仍然可可以是梅梅西。我们在供供应链管管理中研研究的所所有决策策问题其其实就是是针对这这几个要要素的决决策问题题。是供供应链管管理研究究的具体体化。第三章.供应链链管理的的要素和和障碍第一节.供应链绩绩效的要要素第二节.存货（Inventory）第三节.运输(Transportation)第四节.设施（facilities）

5、第五节.信息（Information）第六节.资源（Sourcing）第七节.价格（Pricing）第二节.存货（Inventory）一.定义义Inventoryisallrawmaterials,work in process,andfinishedgoodswithinasupplychain.是指供应链链中流动动的物品，不是指仓储设施施，不要混混淆概念念。二.存货货决策的框架竞争战略供应链战略存货运输设施信息效率反应能力周转存货安全存货季节性存货能否满足客户需求成本和响应速度Inventoryexists becauseofamismatchbetween supplyanddemand

6、Mismatchisintentional（故故意的） at aretailerstorewhereinventory is heldinanticipation of futuredemandTherolethat inventoryplay in thesupplychainisToincreasetheamount of demandthat canbesatisfiedbyhaving theproduct ready andavailablewhencustomerwantsit.Toreducecostbyexploiting economiesofscalethat mayexi

7、stduringproductionanddistribution.Majorsourceofcostandinfluence on responsiveness (例例如：服服装供应应链)Inventory:Role in theSupplyChainInventory:Role in Competitive StrategyIfresponsivenessisa strategiccompetitivepriority,afirm canlocatelarger amountsofinventory closertocustomersIfcost is moreimportant,inve

8、ntorycan be reducedtomakethefirmmore efficientTrade-offImplicitintheinventory driverisbetween theresponsivenessthat resultsfrommore inventoryandthe efficiencythatresults fromlessinventory.Example NordstromComponents of InventoryDecisionsCycleinventoryAverage amountofinventoryusedtosatisfy demandbetw

9、een shipmentsDepends on lotsizeSafetyinventoryinventoryheldincase demandexceeds expectationscostsofcarryingtoomuchinventoryversus costoflosing salesSeasonalinventoryinventorybuiltuptocounterpredictablevariabilityindemandcost of carrying additionalinventory versuscost of flexible productionOverall tr

10、ade-off:Responsiveness versusefficiencymore inventory:greaterresponsivenessbut greatercostless inventory:lower costbut lower responsivenessInventory-relatedmetricsCash-to-cashcycletime（应应收账款款，应付付账款）Average inventoryInventoryturns（周转次次数）Productswith morethana specifiednumberofdaysofinventory（滞销）Avera

11、ge replenishmentbatchsizeAverage safetyinventorySeasonalinventoryFill rateFractionoftime outofstockObsoleteinventory（沉没成成本）Components of InventoryDecisionsLittleslaw衡量量存货流流动速度度的公式式(1)物流时间间T(Material flowtime)从物料进进入供应应链时起起，其存存在于供供应链内内部的全全部时间间。(2)传送率R(Throughput)单位时间间内的产产品销量量。I=RT存货量的的大小等等于物流流时间和和传送率率

12、的乘积积。第三章.供应链链管理的的要素和和障碍第一节.供应链链绩效的的要素第二节.存货（Inventory）第三节.运输(Transportation)第四节.设施（facilities）第五节.信息（Information）第六节.资源（Sourcing）第七节.价格（Pricing）第三节.运输(Transportation)一.定义义把供应链链中的存存货从一一点移动动到另外外一点的的活动。二.运输输决策的的框架竞争战略供应链战略运输存货设施信息效率反应能力运输模式路径网络自主/外包能否满足客户需求成本和响应速度Transportation:RoleintheSupply ChainMov

13、estheproductbetween stagesinthesupply chainImpactonresponsivenessand efficiencyFastertransportationallows greaterresponsivenessbut lower efficiencyAlso affectsinventory andfacilitylocations.Transportation:RoleintheCompetitiveStrategyIfresponsivenessisa strategiccompetitivepriority,thenfastertranspor

14、tationmodescan providegreaterresponsivenesstocustomerswho arewilling to payforitCanalsouseslower transportation modes forcustomerswhosepriorityisprice(cost)Canalsoconsiderboth inventoryandtransportationtofindtherightbalanceExample:Blue Nile（钻石商商，中心心存储，和FEDEX战略联联盟）Components of Transportation Decisio

15、nsDesignoftransportationnetworknetwork:collection of transportation mode, locationsandroutesMode of transportation:air, truck,rail,ship,pipeline,electronictransportationvary in cost, speed,size of shipment,flexibilityRouteselectionroute:pathalongwhicha productisshippedOverall trade-off:Responsivenes

16、sversus efficiencyComponents of Transportation DecisionsTransportation-related metricsAverage inboundtransportationcostAverage incomeshipmentsizeAverage inboundtransportationcostpershipmentAverage outbound transportation costAverage outbound shipment sizeAverage outbound transportation costper shipm

17、entFractiontransportedbymode第三章.供应链链管理的的要素和和障碍第一节.供应链绩绩效的要要素第二节.存货（Inventory）第三节.运输(Transportation)第四节.设施（facilities）第五节.信息（Information）第六节.资源（Sourcing）第七节.价格（Pricing）第四节.设施（facilities）一.定定义供应链网网络中存存贮、装装配、加加工存货货的场所。生产和存贮场所是两两类主要要的设施施。二.设施施决策的的框架竞争战略供应链战略设施存货运输信息效率反应能力位置能力加工方式能否满足客户需求成本和响应速度仓储方式 Faci

18、litiesRole in thesupplychainthe“where”ofthesupply chainmanufacturing or storage(warehouses)Role in thecompetitivestrategyeconomiesofscale(efficiencypriority)largernumber of smallerfacilities(responsivenesspriority)Example:Toyota（响应应所有顾顾客需求求）Components of FacilitiesDecisionsLocationcentralization(eff

19、iciency)vs. decentralization(responsiveness)otherfactors to consider (e.g.,proximitytocustomers)Capacity(flexibilityversus efficiency)Overall trade-off:Responsiveness versusefficiencyBetween thecost of thenumber, location andtype of facilities(efficiency) andthelevelofresponsivenessthe these facilit

20、iesprovidethecompanys customers.Components of facilitiesdecisionsFacility-related metricsCapacityUtilizationProcessing/setup/down/idletimeProduction costper unitQuality lossesTheoreticalflow/cycle timeofproductionActualaverageflow/cycle time第三章.供应链链管理的的要素和和障碍第一节.供应链绩绩效的要要素第二节.存货（Inventory）第三节.运输(Tra

21、nsportation)第四节.设施（facilities）第五节.信息（Information）第六节.资源（Sourcing）第七节.价格（Pricing）第五节.信息（Information）一.定义义Informationconsistsofdataandanalysisregardinginventory ,transportation,facilities ,and customersthroughout thesupplychain.二.设施施决策的的框架竞争战略供应链战略信息存货运输设施效率反应能力推/拉协同与共享预测与计划能否满足客户需求成本和响应速度使能技术 Informa

22、tion:RoleintheSupply ChainTheconnectionbetween thevarious stagesinthesupply chain allows coordinationbetween stagesCrucial to daily operationofeach stage in asupply chain e.g.,productionscheduling,inventorylevelsInformation:Role in theCompetitiveStrategyAllowssupply chain to becomemore efficientandm

23、oreresponsiveatthesametime(reducestheneedforatrade-off)Thetremendousgrowthofthe importanceofInformationtechnologyisa testimony（证证据）tothe impactthat information canhave on improvinga company.What information is mostvaluableinreducingcostandimproving responsiveness withina supplychainExample:AndersenW

24、indows(设计计构件库库，实时时报价)，Sunsweet Growers(S&OP计划划，预测测准确率率提高，供需匹匹配更好好)Components of Information DecisionsPush (MRP？)versuspull(demand information transmitted quicklythroughoutthesupply chain)Coordinationand information sharingForecastingandaggregate planningEnablingtechnologiesEDIInternetERPsystemsSuppl

25、yChainManagementsoftwareOverall trade-off:Responsiveness versusefficiencyComponents of Information DecisionsInformation-related metricsForecasthorizonFrequencyupdateForecasterrorSeasonalfactorsVariancefrom planRatioofdemandvariabilitytoordervariability第三章.供应链链管理的的要素和和障碍第一节.供应链绩绩效的要要素第二节.存货（Inventory

26、）第三节.运输(Transportation)第四节.设施（facilities）第五节.信息（Information）第六节.资源（Sourcing）第七节.价格（Pricing）Sourcing:RoleintheSupply ChainSetofbusinessprocesses required to purchase goods andservicesina supplychainSinglevs. multiple suppliers,supplierselection,contractnegotiationSourcing:Role in theCompetitiveStrate

27、gySourcingdecisionsare crucialbecausethey affectthelevelofefficiencyandresponsivenessinasupplychainIn-housevs.outsource decisions-improving efficiencyand responsivenessExample:Cisco（低低端外包包中国厂厂商，高高端外包包美国厂厂商）Components of Sourcing DecisionsIn-houseversusoutsource decisionsSupplierevaluation andselecti

28、onProcurementprocessOverall trade-off:Increasethe supplychainprofitsComponents of Sourcing DecisionsSourcing-related metricsDays payableoutstandingAverage purchase priceRangeofpurchasepriceAverage purchase quantitySupplyqualitySupplyleadtimeFractionofon-time deliveriesSupplierreliability第三章.供应链链管理的的

29、要素和和障碍第一节.供应链绩绩效的要要素第二节.存货（Inventory）第三节.运输(Transportation)第四节.设施（facilities）第五节.信息（Information）第六节.资源（Sourcing）第七节.价格（Pricing）Pricing:Role in theSupplyChainPricing determinesthe amounttochargecustomers in asupply chainPricing affectsthe customer segments to buyproduct.Pricing strategiescan be usedt

30、omatchdemand andsupplyPricing:Role in theCompetitiveStrategyFirmscanutilizeoptimal pricingstrategiestoimprove efficiencyand responsivenessLowpriceand lowproduct availability(Costco);vary pricesbyresponsetimes(manufacturing)Example:Amazonoffers itscustomera large menuofprices forproductsthat arepurchasedfromthecompany.Components of PricingDecisionsPricing andeconomiesofscaleMany supplychainactivities displayeconomies of scale.Everydaylowpricingversushigh-lo