供应链设计与管理第一章课件

Chapter1

Introductionto

SupplyChainManagement供应链管理介绍Chapter1Introductionto

SupplWhatIsaSupplyChain?

什么是供应链？Flowofproductsandservicesfrom：产品和服务流程:Rawmaterialsmanufacturers原料厂家Intermediateproductsmanufacturers中间产品制造商Endproductmanufacturers终端产品制造商Wholesalers批发商

anddistributors分销商

andRetailers零售商Connectedbytransportationandstorageactivities把运输和储存连接在一起Integratedthroughinformation,planning,andintegrationactivities通过信息，规划和整合活动结合起来Costandservicelevels成本和服务水平WhatIsaSupplyChain?

什么是供应链1.1WhatIsSupplyChainManagement?什么是供应链管理？Supplychainmanagementisasetofapproachesutilizedtoefficientlyintegratesuppliers,manufacturers,warehouses,andstores,sothatmerchandiseisproducedanddistributedattherightquantities,totherightlocations,andattherighttime,inordertominimizesystemwidecostswhilesatisfyingservicelevelrequirements.供应链管理是用于有效集成供应商、制造商、仓库与商店的一系列方法，通过这些方法，使生产出来的商品能以恰当的数量，在恰当的时间，被送往恰当的地点，从而实现在满足服务水平要求的同时使系统的成本最小化。1.1WhatIsSupplyChainManagTwoOtherFormalDefinitions定义Thedesignandmanagementofseamless,value-addedprocessacrossorganizationalboundariestomeettherealneedsoftheendcustomer无缝的设计和管理,增值过程跨越组织边界,以满足最终客户的真正需求美国供应管理协会InstituteforSupplyManagementManagingsupplyanddemand,sourcing采购rawmaterialsandparts零部件,manufacturingandassembly装配,warehousing仓储andinventorytracking库存追踪,orderentry订单输入andordermanagement,distributionacrossallchannels,anddeliverytothecustomer通过供应和需求管理,采购原材料和零部件,制造和装配、仓储和库存跟踪,订单输入,订单管理,分配到所有渠道,最终交付给客户。供应链协会TheSupplyChainCouncilTwoOtherFormalDefinitions定义PCIndustrySupplyChain个人电脑产业供应链Tracingbackthescreenyoustareatforthebulkofyourtime.研发制造装配分销销售，服务，支持战略重点产品创新操作/经营客户关系公司和产品流最终客户消费者大企业组件生产商仓储其他半导体平板显示器软件公司全球物流企业个人电脑公司当地装配经销商元器件分销商合同制造商PCIndustrySupplyChain个人电脑产业Cisco’sValueNetwork思科公司的价值网络整合中心签订合同思科产品订单客户服务订单会自动传输到供应商或在思科生产系统中计划中80%的订单会被配置，并通过思科的网站上提交技术支持电话服务，70％不需要人工干预思科的业务在全球只有三个中心思科产品仅配置非常复杂的订单合同制造商建立和运输60%的货物直接到客户Cisco’sValueNetwork思科公司的价值网络SourceSupplierSupplierDistributorDistributorRetailerEnd-UserConverterConverterConsumersInformationFlowFunds/DemandFlowValue-AddedServicesMaterialFlowReuse/Maintenance/AfterSalesServiceFlowSCMDefinition供应链管理(SupplyChainManagement)；分销商信息流保养，维护/售后服务流程增值服务资金/需求流量物料流程顾客零售商终端用户中转站供应商原材料SourceSupplierSupplierDistribuTheSCMNetwork供应链管理网络FIGURE1.1:Thelogisticsnetwork物流网络仓库和配送中心库存成本运输成本制造成本原材料成本供应商制造商顾客运输成本TheSCMNetwork供应链管理网络FIGUREKeyObservations主要意见Everyfacilitythatimpactscostsneedtobeconsidered每一个影响成本的因素都应该考虑Suppliers’suppliers供应商的供应商Customers’customers客户的客户Efficiencyandcost-effectiveness（效率和成本效用）

throughoutthesystemisrequiredSystemlevelapproach（系统论方法）Multiplelevelsofactivities活动的多层次Strategic–Tactical–Operational（战略–战术–操作）KeyObservations主要意见EveryfacOtherRelatedObservations

其他相关意见SupplychainstrategylinkedtotheDevelopmentChain供应链管理战略与开发链存在联系Challengingtominimizesystemcosts（系统成本最小化）andmaximizesystemservicelevels（系统服务水平最大化）Inherentpresenceofuncertaintyandrisk（不确定性和风险的固有存在）OtherRelatedObservations

其他相Setofactivitiesandprocessesassociatedwithnewproductintroduction.Includes:与新产品导入相关的一系列活动与流程，包括：productdesignphase产品设计阶段associatedcapabilitiesandknowledge相关知识能力sourcingdecisions采购决策productionplans生产计划1.2TheDevelopmentChain

开发链Setofactivitiesandprocesse1.2TheDevelopmentChain

开发链FIGURE1-2:Theenterprisedevelopmentandsupplychain

企业发展和供应链供应链开发链供应生产配送出售寻找供应商计划/设计供应商早期参与产品结构自制/外购决策战略合作伙伴关系供应商选择供应合同1.2TheDevelopmentChain

开发链F1.3GlobalOptimization

全局优化Geographicallydispersedcomplexnetwork地理上分散的复杂网络Conflictingobjectivesofdifferentfacilities不同的设备的目标相互冲突Dynamicsystem动力系统Variationsovertime随时间的变化Matchingdemand-supplydifficult匹配供需难Differentlevelsofinventoryandbackorders不同的库存和缺货水平Recentdevelopmentshaveincreasedrisks最近的事态发展增加风险Leanproduction/Off-shoring/Outsourcing精益生产/离岸外包/外包1.3GlobalOptimization

全局优化GeGlobalApparelValueChain全球服装价值链

Tracingbackthedressyouarewearing天然纤维棉，毛，丝等合成纤维石油，天然气纱（纺纱）面料（梭织，成套工具，完成）石油化学产品合成纤维服装制造商所有零售网点零售网点纺织公司百货公司专卖店量贩连锁折扣连锁店品牌命名的服装公司海外采购办事处贸易公司价格优惠，工厂直销，邮购，其他原材料网络元部件网络生产网络出口网络销售网络GlobalApparelValueChain全球服装棉花，衬垫外壳，羊毛仿毛皮，兜帽不锈钢拉链按扣，卡扣棉花，衬垫外壳，羊毛仿毛皮，兜帽不锈钢拉链按扣，卡扣QC&Shipping质量控制和航运[HongKong]ProductDesign产品设计[HongKong]香港Zippers拉链+…[Japan+…]Stitching拼接[Indonesia]印度尼西亚Weaving编织[Taiwan]台湾YarnSpinning纺纱[Korea]韩国AnIllustration:HowLi&FungLimitedMightMakeaDress例子：利丰有限公司如何做一件衣服的？GloballyDispersedManufacturing分散在全国各地的制造商QC&ShippingProductDesign产品设1.4UncertaintyandRiskFactors不确定性和风险因素

MatchingSupplyandDemandaMajorChallenge匹配供应与需求的主要挑战REASONSEXAMPLESRawmaterialshortages

原材料短缺Internalandsupplierpartsshortages内部和供应商的零部件短缺Productivityinefficiencies生产效率低BoeingAircraft’sinventorywrite-downof$2.6billion波音飞机制造公司Salesandearningsshortfall销售额和利润缺口Largerthananticipatedinventories比预期更大的库存

SalesatU.S.SurgicalCorporationdeclined25percent,resultinginalossof$22million美国手术用品公司Stiffcompetition激烈的竞争GeneralslowdowninthePCmarket普遍放缓的PC市场Intelreporteda38percentdeclineinquarterlyprofit英特尔公司Higherthanexpectedordersfornewproductsoverexistingproducts预计订单新产品比现有产品高EMCCorp.misseditsrevenueguidanceof$2.66billionforthesecondquarterof2006byaround$100millionEMC公司1.4UncertaintyandRiskFacto1.4UncertaintyandRiskFactors

FluctuationsofInventoryandBackordersthroughouttheSupplyChain整个供应链中的库存波动和延期交货FIGURE1-3:Ordervariationsinthesupplychain供应链中的订货波动需求分销商给工厂下的订单数零售商给分销商下的订单数1.4UncertaintyandRiskFactoForecastingisnotasolution预测不解决问题Demandisnottheonlysourceofuncertainty需求并不是影响不确定性的唯一因素Recenttrendsmakethingsmoreuncertain

近来致力于降低成本的一些趋势Leanmanufacturing精益生产Outsourcing外包Off-shoring离岸化1.4UncertaintyandRiskFactorsForecastingisnotasolution预August2005–HurricaneKatrina卡特里娜飓风P&GcoffeesuppliesfromsitesaroundNewOrleansSixmonthimpact2002WestCoastportstrike西海岸港口罢工Lossesof$1B/day损失Storestock-outs,factoryshutdowns商店缺货，工厂停工1999Taiwanearthquake台湾地震SupplyinterruptionsofHP,Dell供应中断2001India(Gujaratstate)earthquake（印度古杰拉特邦）地震Supplyinterruptionsforapparelmanufacturers供应中断的服装制造商1.4UncertaintyandRiskFactorsAugust2005–HurricaneKatrin1.5EvolutionofSupplyChainManagement

供应链管理的演化1950s1960s1970s1980s1990s2000sBeyondTraditionalMassManufacturingInventoryManagement/CostOptimizationJIT,TQM,BPR,AlliancesSCMFormation/ExtensionsFurtherRefinementofSCMCapabilities传统的大规模生产库存管理/成本优化JIT,TQM,BPR联盟SCM形成/扩展进一步细化SCM功能1.5EvolutionofSupplyChainProgressionofLogisticsCosts

物流成本的发展FIGURE1-4:Logisticscosts’shareoftheU.S.economy

物流成本占美国经济的比重美国物流成本占GDP的比重ProgressionofLogisticsCostsCompositionofLogisticsCosts

物流成本的构成FIGURE1-5:TotalU.S.logisticscostsbetween1984and2005

1984-2005年美国总物流成本库存持有运输管理总计CompositionofLogisticsCosts1.6Complexity复杂性:TheMagnitudeU.S.companiesspendmorethan$1trillion万亿insupply-relatedactivities(10-15%ofGrossDomesticProduct国内生产总值)Transportation运输58%Inventory库存38%Management管理4%Thegroceryindustry食品行业couldsave$30billion(10%ofoperatingcost运营成本)byusingeffectivelogisticsstrategies有效的物流策略Atypicalboxofcereal麦片spends104daysgettingfromfactorytosupermarket.Atypicalnewcarspends15daystravelingfromthefactorytothedealership经销商.1.6Complexity复杂性:TheMagnituComplexity:TheMagnitudeCompaqcomputer’s康柏电脑公司lossof$500millionto$1billioninsalesinoneyearLaptopsanddesktops笔记本和台式机werenotavailablewhenandwherecustomerswerereadytobuythemBoeing’s波音公司forcedannouncementofwrite-downs资产减记/账面亏损

of$2.6bRawmaterialshortages原材料短缺,internalandsupplierpartsshortages…内部和供应商的零件短缺.

Cisco’s思科multi-billion($2.2b)dollarwrite-offofinventories注销的库存in2001-2002Customersbalkedonordersduetomarketmeltdown市场崩溃Complexity:TheMagnitudeCompaTransactionalComplexity交易的复杂性NationalSemiconductors国家半导体:Production生产:Produceschips芯片insixdifferentlocations:fourintheUS,oneinBritainandoneinIsraelChipsareshippedtosevenassemblylocations运送到七个组装地inSoutheastAsia.Distribution分布Thefinalproductisshippedtohundredsoffacilitiesallovertheworld20,000differentroutes路线12differentairlines航线areinvolved95%oftheproductsaredeliveredwithin45days5%aredeliveredwithin90days.TransactionalComplexity交易的复杂性PCValueChain

PerformanceofTraditionalPCManufacturer销售/市场营销制造业分销商仓库软件零售商（有时）市场销售建立预测推送系统砖和砂浆中间机构层付款后建客户联系集合/付费/购买60-70天的库存所有活动按顺序和复杂性生产标准化的产品在周期最后购买难以细分客户群PCValueChain

PerformanceofPCValueChain:FocusonCostReduction

PC价值链:专注于降低成本

PerformanceofDellComputers

戴尔电脑的性能

销售/市场营销订单采购/支付JIT制造业软件负载（工厂）船到工厂容易细分客户群在周期初购买所有活动按顺序和并联客户标准化的产品5天的库存，5天现金转化周期PCValueChain:FocusonCostMagnitudeofSupplyChainCosts供应链成本

CostElementsofaTypicalTradeBook

成本要素的一个典型的贸易书

利润供应链成本其他成本打印出版分销零售作者MagnitudeofSupplyChainCostMagnitudeofSupplyChainCosts供应链成本

Example:TheApparelIndustry例子:服装行业

ManufacturerDistributorRetailerCustomerCostperPercentShirtSaving$52.720%$41.3428%$20.4562%ManufacturerDistributorRetailerCustomerManufacturerDistributorRetailerCustomer零售商分销商工厂客户MagnitudeofSupplyChainCostSupplyChain:ThePotential

供应链：潜在P&G’s

宝洁公司

estimatedsavingstoretailcustomers向客户零售of$65millionthroughlogisticsgains物流收益DellComputer’s

戴尔电脑outperformingofthecompetitionintermsofshareholdervalue

股东价值growthovermorethantwodecadesbyover3,000%using:Directbusinessmodel直销商业模式/直接经营模式Build-to-orderstrategy建立按订单生产战略Wal-Marttransformationintotheworld’slargestretailerbychangingitslogisticssyste

m:沃尔玛转型为全球最大的零售商通过改变其物流系统highestsalespersquarefoot,inventoryturnoverandoperatingprofitofanydiscountretailer每平方英尺销售额最高、存货周转和任何折扣零售商的运营利润SupplyChain:ThePotential

供应1.7KeyIssuesinSupplyChainManagement

供应链管理的关键问题ChainGlobalOptimizationManagingRiskandUncertaintyDistributionNetworkConfigurationSupplyYInventoryControlSupplyYProductionSourcingSupplyYSupplyContractsBothYYDistributionStrategiesSupplyYYStrategicPartneringDevelopmentYOutsourcingandOffshoringDevelopmentYProductDesignDevelopmentYInformationTechnologySupplyYYCustomerValueBothYYSmartPricingSupplyYTABLE1-1:Keysupplychainmanagementissues分销网络配置库存控制生产采购供应合同分销策略战略合同外包和离岸外包产品设计信息技术客户价值智能定价1.7KeyIssuesinSupplyChain1.8BookObjectivesandOverview本书目标和概况•Inventorymanagement库存管理•Logisticsnetworkplanning物流网络规划•Supplycontractsforstrategicaswellascommoditycomponents.战略性及商品元件的供应合同•Thevalueofinformationandtheeffectiveuseofinformationinthesupplychain.信息的价值和供应链信息的有效使用•Supplychainintegration.供应链整合•Centralizedanddecentralizeddistributionstrategies.集中和分散化的配送策略•Strategicalliances.战略联盟•Outsourcing,off-shoring,andprocurementstrategies.外包、离岸化、和采购策略•Internationalsupplychainmanagement.国际供应链管理•Supplychainmanagementandproductdesign.供应链管理和产品设计•Customervalue.客户价值•Revenuemanagementandpricingstrategies.收益管理和定价策略•Informationtechnologyandbusinessprocesses.信息技术和业务流程•Technicalstandardsandtheirimpactonthesupplychain.技术标准和对供应链的影响1.8BookObjectivesandOverviSoftwarePackages软件包

ComputerizedBeerGame

电脑啤酒游戏RiskPoolGame

风险分担游戏ProcurementGame

采购游戏SoftwarePackages软件包

ComputeriCASE:MeditechSurgical

案例：美太医疗器械公司Intent–diagnosisofsupplychain

意图——供应链的诊断Businessoverview业务概述Supplychain供应链Productionplanning生产计划What’swrong?怎么了？Howtofixit?如何修复它？CASE:MeditechSurgical

案例：美太医EndoscopicSurgicalInstruments内窥镜手术器械Permitsminimallyinvasivesurgery许可微创手术Marketcreatedinearly80’s,rapidlygrowing在80年代初创造的市场，快速增长Oldproductscontinuallyupdatedandreplacedwithnewproductintroductions老产品不断更新和被新产品所取代EndoscopicSurgicalInstrumentBusinessOverviewNationalandMeditechsplitthemarket国家和美太公司分割市场Competebasedonproductinnovations,customerservice,cost竞争基于产品创新，客户服务，成本Nationalsellstophysicians;Meditechsellstomaterialmanagers国家向医生推销产品;美太向材料经理推销产品Customerpreferenceschangeslowly

客户的喜好慢慢地在改变业务概述BusinessOverviewNationalandExternalSupplyChainPartsuppliers部分供应商MeditechAssemblyMeditechWarehouseDomesticDealersInt’lMeditechAffiliatesHospitalsHospitals外部供应链医院医院国内经销商美太子公司美太仓库美太装配ExternalSupplyChainPartsuppInternalSupplyChainPartsInventoryAssemblyBulkInventoryFGInventoryPackaging&Sterilization2-16weeks2weeks1week内部供应链零件清单装配散装库存包装消毒成品库存InternalSupplyChainPartsInvProductionPlanningAnnualForecastMonthlyRevisionTransferRequirementsMonthlyPlanMRPPartsProcurementPlanWeeklyAssemblySchedule年度预测月修订转储申请月计划制造资源计划零部件采购计划周装配计划生产计划ProductionPlanningAnnualMontProductionPlanning

生产计划PartsInventory零件库存Assembly装配BulkInventory大量库存Packaging&Sterilization包装、杀菌FGinventory成品库存MonthlyPlan月计划MRP物料需求计划Orderpoint;Orderquantity订货点，订货量MaterialPlan物料计划ProductionPlanning

生产计划PartsWhat’sWrong?问题Poorservicefornewproductintroductions新产品服务差Poorforecasting?预测不准确Panicordering?恐慌性订货AndhighFGinventory高成品库存What’sWrong?问题PoorservicefoWhatIsGoingOn?事实Demandisquitepredictable需求可预测Usageinhospitalsisquitestable医院使用稳定Marketsharemovesslowlyovertime市场份额随时间变化缓慢Witheachnewproduct,dealermustbuildinventorytofillpipeline随着每一个新产品出现，经销商必须建立库存，以满足销售渠道需要WhatIsGoingOn?事实DemandisqWhyDidMeditechThinkDemandWasUnpredictable?原因Poorinformationsystems信息系统差Noonelookedatdemand没人关注需求Noonehadresponsibilityforforecasterrors无人为预测错误负责Tendencytoshifttheblame推卸责任Built-indelaysandmonthlybucketsinplanningsystem计划制定延误，每月仓促制定Amplifierinplanningsystem计划系统放大WhyDidMeditechThinkDemandWhattoDo?措施Recognizethatdemandisstableandpredictable认识到这种需求是稳定的和可预测的Establishaccountabilityforforecast建立预测问责制度Eliminateplanningdelaysand/orreducetimebucket消除计划延迟/降低仓促性Alternatively,putassemblywithinpullsystemandeliminatebulkinventory选择性的，将装配放入拉式系统，消除成品库存WhattoDo?措施RecognizethatdeChapter1

Introductionto

SupplyChainManagement供应链管理介绍Chapter1Introductionto

SupplWhatIsaSupplyChain?

什么是供应链？Flowofproductsandservicesfrom：产品和服务流程:Rawmaterialsmanufacturers原料厂家Intermediateproductsmanufacturers中间产品制造商Endproductmanufacturers终端产品制造商Wholesalers批发商

anddistributors分销商

andRetailers零售商Connectedbytransportationandstorageactivities把运输和储存连接在一起Integratedthroughinformation,planning,andintegrationactivities通过信息，规划和整合活动结合起来Costandservicelevels成本和服务水平WhatIsaSupplyChain?

什么是供应链1.1WhatIsSupplyChainManagement?什么是供应链管理？Supplychainmanagementisasetofapproachesutilizedtoefficientlyintegratesuppliers,manufacturers,warehouses,andstores,sothatmerchandiseisproducedanddistributedattherightquantities,totherightlocations,andattherighttime,inordertominimizesystemwidecostswhilesatisfyingservicelevelrequirements.供应链管理是用于有效集成供应商、制造商、仓库与商店的一系列方法，通过这些方法，使生产出来的商品能以恰当的数量，在恰当的时间，被送往恰当的地点，从而实现在满足服务水平要求的同时使系统的成本最小化。1.1WhatIsSupplyChainManagTwoOtherFormalDefinitions定义Thedesignandmanagementofseamless,value-addedprocessacrossorganizationalboundariestomeettherealneedsoftheendcustomer无缝的设计和管理,增值过程跨越组织边界,以满足最终客户的真正需求美国供应管理协会InstituteforSupplyManagementManagingsupplyanddemand,sourcing采购rawmaterialsandparts零部件,manufacturingandassembly装配,warehousing仓储andinventorytracking库存追踪,orderentry订单输入andordermanagement,distributionacrossallchannels,anddeliverytothecustomer通过供应和需求管理,采购原材料和零部件,制造和装配、仓储和库存跟踪,订单输入,订单管理,分配到所有渠道,最终交付给客户。供应链协会TheSupplyChainCouncilTwoOtherFormalDefinitions定义PCIndustrySupplyChain个人电脑产业供应链Tracingbackthescreenyoustareatforthebulkofyourtime.研发制造装配分销销售，服务，支持战略重点产品创新操作/经营客户关系公司和产品流最终客户消费者大企业组件生产商仓储其他半导体平板显示器软件公司全球物流企业个人电脑公司当地装配经销商元器件分销商合同制造商PCIndustrySupplyChain个人电脑产业Cisco’sValueNetwork思科公司的价值网络整合中心签订合同思科产品订单客户服务订单会自动传输到供应商或在思科生产系统中计划中80%的订单会被配置，并通过思科的网站上提交技术支持电话服务，70％不需要人工干预思科的业务在全球只有三个中心思科产品仅配置非常复杂的订单合同制造商建立和运输60%的货物直接到客户Cisco’sValueNetwork思科公司的价值网络SourceSupplierSupplierDistributorDistributorRetailerEnd-UserConverterConverterConsumersInformationFlowFunds/DemandFlowValue-AddedServicesMaterialFlowReuse/Maintenance/AfterSalesServiceFlowSCMDefinition供应链管理(SupplyChainManagement)；分销商信息流保养，维护/售后服务流程增值服务资金/需求流量物料流程顾客零售商终端用户中转站供应商原材料SourceSupplierSupplierDistribuTheSCMNetwork供应链管理网络FIGURE1.1:Thelogisticsnetwork物流网络仓库和配送中心库存成本运输成本制造成本原材料成本供应商制造商顾客运输成本TheSCMNetwork供应链管理网络FIGUREKeyObservations主要意见Everyfacilitythatimpactscostsneedtobeconsidered每一个影响成本的因素都应该考虑Suppliers’suppliers供应商的供应商Customers’customers客户的客户Efficiencyandcost-effectiveness（效率和成本效用）

throughoutthesystemisrequiredSystemlevelapproach（系统论方法）Multiplelevelsofactivities活动的多层次Strategic–Tactical–Operational（战略–战术–操作）KeyObservations主要意见EveryfacOtherRelatedObservations

其他相关意见SupplychainstrategylinkedtotheDevelopmentChain供应链管理战略与开发链存在联系Challengingtominimizesystemcosts（系统成本最小化）andmaximizesystemservicelevels（系统服务水平最大化）Inherentpresenceofuncertaintyandrisk（不确定性和风险的固有存在）OtherRelatedObservations

其他相Setofactivitiesandprocessesassociatedwithnewproductintroduction.Includes:与新产品导入相关的一系列活动与流程，包括：productdesignphase产品设计阶段associatedcapabilitiesandknowledge相关知识能力sourcingdecisions采购决策productionplans生产计划1.2TheDevelopmentChain

开发链Setofactivitiesandprocesse1.2TheDevelopmentChain

开发链FIGURE1-2:Theenterprisedevelopmentandsupplychain

企业发展和供应链供应链开发链供应生产配送出售寻找供应商计划/设计供应商早期参与产品结构自制/外购决策战略合作伙伴关系供应商选择供应合同1.2TheDevelopmentChain

开发链F1.3GlobalOptimization

全局优化Geographicallydispersedcomplexnetwork地理上分散的复杂网络Conflictingobjectivesofdifferentfacilities不同的设备的目标相互冲突Dynamicsystem动力系统Variationsovertime随时间的变化Matchingdemand-supplydifficult匹配供需难Differentlevelsofinventoryandbackorders不同的库存和缺货水平Recentdevelopmentshaveincreasedrisks最近的事态发展增加风险Leanproduction/Off-shoring/Outsourcing精益生产/离岸外包/外包1.3GlobalOptimization

全局优化GeGlobalApparelValueChain全球服装价值链

Tracingbackthedressyouarewearing天然纤维棉，毛，丝等合成纤维石油，天然气纱（纺纱）面料（梭织，成套工具，完成）石油化学产品合成纤维服装制造商所有零售网点零售网点纺织公司百货公司专卖店量贩连锁折扣连锁店品牌命名的服装公司海外采购办事处贸易公司价格优惠，工厂直销，邮购，其他原材料网络元部件网络生产网络出口网络销售网络GlobalApparelValueChain全球服装棉花，衬垫外壳，羊毛仿毛皮，兜帽不锈钢拉链按扣，卡扣棉花，衬垫外壳，羊毛仿毛皮，兜帽不锈钢拉链按扣，卡扣QC&Shipping质量控制和航运[HongKong]ProductDesign产品设计[HongKong]香港Zippers拉链+…[Japan+…]Stitching拼接[Indonesia]印度尼西亚Weaving编织[Taiwan]台湾YarnSpinning纺纱[Korea]韩国AnIllustration:HowLi&FungLimitedMightMakeaDress例子：利丰有限公司如何做一件衣服的？GloballyDispersedManufacturing分散在全国各地的制造商QC&ShippingProductDesign产品设1.4UncertaintyandRiskFactors不确定性和风险因素

MatchingSupplyandDemandaMajorChallenge匹配供应与需求的主要挑战REASONSEXAMPLESRawmaterialshortages

原材料短缺Internalandsupplierpartsshortages内部和供应商的零部件短缺Productivityinefficiencies生产效率低BoeingAircraft’sinventorywrite-downof$2.6billion波音飞机制造公司Salesandearningsshortfall销售额和利润缺口Largerthananticipatedinventories比预期更大的库存

SalesatU.S.SurgicalCorporationdeclined25percent,resultinginalossof$22million美国手术用品公司Stiffcompetition激烈的竞争GeneralslowdowninthePCmarket普遍放缓的PC市场Intelreporteda38percentdeclineinquarterlyprofit英特尔公司Higherthanexpectedordersfornewproductsoverexistingproducts预计订单新产品比现有产品高EMCCorp.misseditsrevenueguidanceof$2.66billionforthesecondquarterof2006byaround$100millionEMC公司1.4UncertaintyandRiskFacto1.4UncertaintyandRiskFactors

FluctuationsofInventoryandBackordersthroughouttheSupplyChain整个供应链中的库存波动和延期交货FIGURE1-3:Ordervariationsinthesupplychain供应链中的订货波动需求分销商给工厂下的订单数零售商给分销商下的订单数1.4UncertaintyandRiskFactoForecastingisnotasolution预测不解决问题Demandisnottheonlysourceofuncertainty需求并不是影响不确定性的唯一因素Recenttrendsmakethingsmoreuncertain

近来致力于降低成本的一些趋势Leanmanufacturing精益生产Outsourcing外包Off-shoring离岸化1.4UncertaintyandRiskFactorsForecastingisnotasolution预August2005–HurricaneKatrina卡特里娜飓风P&GcoffeesuppliesfromsitesaroundNewOrleansSixmonthimpact2002WestCoastportstrike西海岸港口罢工Lossesof$1B/day损失Storestock-outs,factoryshutdowns商店缺货，工厂停工1999Taiwanearthquake台湾地震SupplyinterruptionsofHP,Dell供应中断2001India(Gujaratstate)earthquake（印度古杰拉特邦）地震Supplyinterruptionsforapparelmanufacturers供应中断的服装制造商1.4UncertaintyandRiskFactorsAugust2005–HurricaneKatrin1.5EvolutionofSupplyChainManagement

供应链管理的演化1950s1960s1970s1980s1990s2000sBeyondTraditionalMassManufacturingInventoryManagement/CostOptimizationJIT,TQM,BPR,AlliancesSCMFormation/ExtensionsFurtherRefinementofSCMCapabilities传统的大规模生产库存管理/成本优化JIT,TQM,BPR联盟SCM形成/扩展进一步细化SCM功能1.5EvolutionofSupplyChainProgressionofLogisticsCosts

物流成本的发展FIGURE1-4:Logisticscosts’shareoftheU.S.economy

物流成本占美国经济的比重美国物流成本占GDP的比重ProgressionofLogisticsCostsCompositionofLogisticsCosts

物流成本的构成FIGURE1-5:TotalU.S.logisticscostsbetween1984and2005

1984-2005年美国总物流成本库存持有运输管理总计CompositionofLogisticsCosts1.6Complexity复杂性:TheMagnitudeU.S.companiesspendmorethan$1trillion万亿insupply-relatedactivities(10-15%ofGrossDomesticProduct国内生产总值)Transportation运输58%Inventory库存38%Management管理4%Thegroceryindustry食品行业couldsave$30billion(10%ofoperatingcost运营成本)byusingeffectivelogisticsstrategies有效的物流策略Atypicalboxofcereal麦片spends104daysgettingfromfactorytosupermarket.Atypicalnewcarspends15daystravelingfromthefactorytothedealership经销商.1.6Complexity复杂性:TheMagnituComplexity:TheMagnitudeCompaqcomputer’s康柏电脑公司lossof$500millionto$1billioninsalesinoneyearLaptopsanddesktops笔记本和台式机werenotavailablewhenandwherecustomerswerereadytobuythemBoeing’s波音公司forcedannouncementofwrite-downs资产减记/账面亏损

of$2.6bRawmaterialshortages原材料短缺,internalandsupplierpartsshortages…内部和供应商的零件短缺.

Cisco’s思科multi-billion($2.2b)dollarwrite-offofinventories注销的库存in2001-2002Customersbalkedonordersduetomarketmeltdown市场崩溃Complexity:TheMagnitudeCompaTransactionalComplexity交易的复杂性NationalSemiconductors国家半导体:Production生产:Produceschips芯片insixdifferentlocations:fourintheUS,oneinBritainandoneinIsraelChipsareshippedtosevenassemblylocations运送到七个组装地inSoutheastAsia.Distribution分布Thefinalproductisshippedtohundredsoffacilitiesallovertheworld20,000differentroutes路线12differentairlines航线areinvolved95%oftheproductsaredeliveredwithin45days5%aredeliveredwithin90days.TransactionalComplexity交易的复杂性PCValueChain

PerformanceofTraditionalPCManufacturer销售/市场营销制造业分销商仓库软件零售商（有时）市场销售建立预测推送系统砖和砂浆中间机构层付款后建客户联系集合/付费/购买60-70天的库存所有活动按顺序和复杂性生产标准化的产品在周期最后购买难以细分客户群PCValueChain

PerformanceofPCValueChain:FocusonCostReduction

PC价值链:专注于降低成本

PerformanceofDellComputers

戴尔电脑的性能

销售/市场营销订单采购/支付JIT制造业软件负载（工厂）船到工厂容易细分客户群在周期初购买所有活动按顺序和并联客户标准化的产品5天的库存，5天现金转化周期PCValueChain:FocusonCostMagnitudeofSupplyChainCosts供应链成本

CostElementsofaTypicalTradeBook

成本要素的一个典型的贸易书

利润供应链成本其他成本打印出版分销零售作者MagnitudeofSupplyChainCostMagnitudeofSupplyChainCosts供应链成本

Example:TheApparelIndustry例子:服装行业

ManufacturerDistributorRetailerCustomerCostperPercentShirtSaving$52.720%$41.3428%$20.4562%ManufacturerDistributorRetailerCustomerManufacturerDistributorRetailerCustomer零售商分销商工厂客户MagnitudeofSupplyChainCostSupplyChain:ThePotential

供应链：潜在P&G’s

宝洁公司

estimatedsavingstoretailcustomers向客户零售of$65millionthroughlogisticsgains物流收益DellComputer’s

戴尔电脑outperformingofthecompetitionintermsofshareholdervalue

股东价值growthovermorethantwodecadesbyover3,000%using:Directbusinessmodel直销商业模式/直接经营模式Build-to-orderstrategy建立按订单生产战略Wal-Marttransformationintotheworld’slargestretailerbychangingitslogisticssyste

m:沃尔玛转型为全球最大的零售商通过改变其物流系统highestsalespersquarefoot,inventoryturnoverandoperatingprofitofanydiscountretailer每平方英尺销售额最高、存货周转和任何折扣零售商的运营利润SupplyChain:ThePotential

供应1.7KeyIssuesinSupplyChainManagement

供应链管理的关键问题ChainGlobalOptimizationManagingRiskandUncertaintyDistributionNetworkConfigurationSupplyYInventoryControlSupplyYProductionSourcingSupplyYSupplyContractsBothYYDistributionStrategiesSupplyYYStrategicPartneringDevelopmentYOutsourcingandOffshoringDevelopmentYProductDesignDevelopmentYInformationTechnologySupplyYYCustomerValueBothYYSmartPricingSupplyYTABLE1-1:Keysupplychainmanagementissues分销网络配置库存控制生产采购供应合同分销策略战略合同外包和离岸外包产品设计信息技术客户价值智能定价1.7KeyIssuesinSupplyChain1.8BookObjectivesandOverview本书目标和概况•Inventorymanagement库存管理•Logisticsnetworkplanning物流网络规划•Supplycontractsforstrategicaswellascommoditycomponents.战略性及商品元件的供应合同•Thevalueofinformationandtheeffectiveuseofinformationinthesupplychain.信息的价值和供应链信息的有效使用•Supplychainintegration.供应链整合•Centralizedanddecentralizeddistributionstrategies.集中和分散化的配送策略•Strategicalliances.战略联盟•Outsourcing,off-