供应链管理第讲3

Chapter2

SupplyChainPerformance:AchievingStrategicFitandScopeSupplyChainManagement

2-1LearningObjectivesExplainwhyachievingstrategicfitiscriticaltoacompany’soverallsuccess.Describehowacompanyachievesstrategicfitbetweenitssupplychainstrategyanditscompetitivestrategy.Dicusstheimportanceofexpandingthescopeofstrategicfitacrossthesupplychain.2OutlineCompetitiveandsupplychainstrategiesAchievingstrategicfitExpandingstrategicscope32.1CompetitiveandSupplyChain

Strategies4CompetitiveandSupply

ChainStrategiesCompetitivestrategy:definesthesetofcustomerneedsafirmseekstosatisfythroughitsproductsandservices.

---Productdevelopmentstrategy;Marketingandsalesstrategy5公司竞争战略界定公司产品和服务满足顾客需要的类型。——定位！（大学？银行？）W-mart：成本7-11：便利、新鲜、品种丰富Dell：合理价位提供个人化、多品种产品，等待一周。Compaq：选择、服务、及时希望饲料：？6BusinessStrategyNewProductStrategyMarketingStrategySupplyChainStrategyProductdevelopmentstrategy:specifiestheportfolioofnewproductsthatthecompanywilltrytodevelop.Marketingandsalesstrategy:specifieshowthemarketwillbesegmentedandproductpositioned,priced,andpromoted.Consistencyandsupportbetweensupplychainstrategy,competitivestrategy,andotherfunctionalstrategiesisimportant.7Supplychainstrategy:

determinesthenatureofmaterialprocurement,transportationofmaterials,manufactureofproductorcreationofservice,distributionofproduct.8TheValueChaininaCompany(Figure2.1)9价值链：

——产品开发战略：

——营销战略：

——供应链战略：包括传统的供应战略、生产运作战略、物流战略；研究信息、库存、运输和生产设施决策。供应链战略强调公司内部职能战略之间的密切联系。市场营销新产品开发生产制造服务配送财务、会计、信息技术、人力资源102.2AchievingStrategicFit112.2.1IntroductionStrategicfit:Consistencybetweencustomerprioritiesofcompetitivestrategyandsupplychaincapabilitiesspecifiedbythesupplychainstrategy.Competitiveandsupplychainstrategieshavethesamegoals.Acompanymayfailbecauseofalackofstrategicfitorbecauseitsprocessesandresourcesdonotprovidethecapabilitiestoexecutethedesiredstrategy.Exampleofstrategicfit---Dell.12战略匹配指竞争战略略与供应链链战略拥有有相同的目目标；既竞竞争战略设设计用来满满足顾客优优先目标与与供应链建建立供应链链能力目标标之间的相相互协调一一致。竞争战略必必须与所有有职能战略略相互匹配配。不同职能必必须恰当组组织其流程程与资源,以便成功功实施这些些战略。——如Dell公共平台设设计、公共共零部件。。132.2.2HowisStrategicFitAchieved?Step1:UnderstandingthecustomerStep2:UnderstandingthesupplychainStep3:Achievingstrategicfit14Step1:UnderstandingtheCustomerIdentifytheneedsofthecustomersegmentbeingserved.---Quantityofproductneededineachlot---Responsetimecustomerswilltolerate---Varietyofproductsneeded---Servicelevelrequired---Priceoftheproduct---Desiredrateofinnovationintheproduct15Demanduncertaintyrefectstheuncertaintyofcustomerdemandforaproduct.Implieddemanduncertaintyistheuncertaintythatexistsduetotheportionofdemandthatthesupplychainisrequiredtomeet.Implieddemanduncertaintyalsorelatedtocustomerneedsandproductattributes.16第一步：理理解顾客顾客需要：：所需产品品数量、愿愿意忍受的的反馈时间间、所需产产品种类、、要求服务务水平、产产品价格、、预期产品品创新周期期需求不确定定性：反映映了顾客对对某种产品品的需求的的不确定性性。潜在需求不不确定性：：不同于需求求不确定性性,是供应应链不确定定性的直接接后果，是是指供应链必须须予以满足足的需求部分和和顾客需求求特点是不不确定的。。潜在需求不不确定性受受顾客需求求特性影响响，也受服服务水平影影响。17UnderstandingtheCustomerLotsizeResponsetimeServicelevelProductvarietyPriceInnovationImpliedDemandUncertainty18ImpactofCustomerNeedsonImpliedDemandUncertainty(Table2.1)CustomerNeedCausesimplieddemanduncertaintytoincreasebecause…RangeofquantityincreasesWiderrangeofquantityimpliesgreatervarianceindemandLeadtimedecreasesLesstimetoreacttoordersVarietyofproductsrequiredincreasesDemandperproductbecomesmoredisaggregatedNumberofchannelsincreasesTotalcustomerdemandisnowdisaggregatedovermorechannelsRateofinnovationincreasesNewproductstendtohavemoreuncertaindemandRequiredservicelevelincreasesFirmnowhastohandleunusualsurgesindemand19顾客需求导致潜在需求不确定性需求量增长供货期缩短要求的品种增多获取的渠道增多创新速度加快要求服务水平提高增大,需求变动增大增大,订单反应时间减少增大,每种产品需求分散增大,总需求分散给更多渠道增大,新产品增加不确定性增大,应付偶然需求高峰顾客需求对对潜在不确确定性影响响2021边际收益高高，需求预预测非常不不准确，产产品脱销率率高(如果产品经经营成功)，产品销毁毁量大(如果产品经经营失败)汽油的边际际效益较低低，需求预预测准确，，产品脱销销率低，事事实上不存存在销毁情情况潜在需求不不确定性图图谱低潜在需求求不确定性性具有一定确确定性的需需求具有一定不不确定性的的需求高潜在需求求不确定性性纯粹功能性性产品组装产品既有产品的的新式样全新产品汽油佳洁士牙膏膏福特的新车车型3G手机开发22CorrelationBetweenImpliedDemandUncertaintyandOtherAttributes(Table2.2)AttributeLowImpliedUncertaintyHighImpliedUncertaintyProductmarginLowHighAvg.forecasterror10%40%-100%Avg.stockoutrate1%-2%10%-40%Avg.forcedseason-endmarkdown0%10%-25%23潜在需求不不确定性与与需求的其其他特点:Fisher<哈佛商业业评论>1997——需求不确定定产品通常常是不成熟熟的产品,竞争对手手少,边际效益高。——需求更加确确定时,预测会更准准确。——潜在需求不不确定性增增加,供需平衡难难度加大。——潜在需求不不确定性高高产品,积压和清销销量大。24KeyPoint:Firststeptostrategicfitistounderstandcustomersbymappingtheirdemandontheimplieduncertaintyspectrum.25Step2:Understandingthe

SupplyChain供应链主要要有两类功功能：——物理功功能：能以以最低的成成本将原材材料加工成成零部件、、半成品、、产品并将将它们从供供应链的一一个节点运运到另一个个节点。——市场中中介功能：：能对市场场需求做出出迅速反应应，确保以以合适的产产品在合适适的地点和和时间来满满足顾客的的需求一般意义上上的供应链链是在这两两个功能间间的权衡，，即反应能能力与赢利利水平之间间进行权衡衡。26Supplychainresponsiveness---abilitytorespondtowiderangesofquantitiesdemandedmeetshortleadtimeshandlealargevarietyofproductsbuildhighlyinnovativeproductsmeetaveryhighservicelevel27Supplychainefficiency:costofmakinganddeliveringtheproducttothecustomer.---Increasingresponsivenessresultsinhighercoststhatlowerefficiency.28反应能力和和盈利水平平。反应能力:对大幅度度变动的需需求量的反反应,满足足较短供货货期的要求求,提供多多品种,生生产具有高高度创新性性的产品,高服务水水平。反应能力强强的代价:生产能力力,库存,物流能力力(闲置)。29Cost-ResponsivenessEfficientFrontier(Figure2.3)HighLowLowHighResponsivenessCost30反应能力-盈利水平平边界曲线线成本低低高高反应能力31TheResponsivenessSpectrum(Figure2.4)IntegratedsteelmillDellHighlyefficientHighlyresponsiveSomewhatefficientSomewhatresponsiveHanesapparelMostautomotiveproduction32供应链反应应能力图谱谱高赢利水平平一定赢利水水平一定的反应应能力高反应能力力钢铁企业：：提前数周周或数月安安排生产计计划，缺少少变化或弹弹性服装：传统统的生产——库存制造，，生产提前前时间为几几个星期多数汽车制制造商：在在2周内送达多多种产品戴尔公司：个个性化的PC机，数日内供供货33KeyPoint:Secondsteptoachievingstrategicfitistomapthesupplychainontheresponsivenessspectrum.34Step3:AchievingStrategicFitStepistoensurethatwhatthesupplychaindoeswellisconsistentwithtargetcustomer’sneeds.获取战略匹配配，即确保供供应链的出色色运营与目标标顾客的需要要协调一致。。供应链反应应能力的高低低应该与潜在在需求不确定定性吻合。35FindingtheZoneofStrategicFit(Figure2.6)ImplieduncertaintyspectrumResponsivesupplychainEfficientsupplychainCertaindemandUncertaindemandResponsivenessspectrumZoneofStrategicFit36供应链的反应能力供应链的盈利水平反应能力变动范围确定的需求不确定的需求潜在需求不确定性变动范围战略匹配带面粉DELL确保供应链的的出色运营，，与目标顾客客的需求协调调一致37Allfunctionsinthevaluechainmustsupportthecompetitivestrategytoachievestrategicfit––Fig.2.7.Twoextremes:Efficientsupplychains(Barilla)andresponsivesupplychains(Dell)––Table2.3.Twokeypointsthereisnorightsupplychainstrategyindependentofcompetitivestrategythereisarightsupplychainstrategyforagivencompetitivestrategy38竞争战略与职职能战略之间间的匹配。战略匹配的驱驱动力应源于于最高一级组组织机构：战战略与组织结结构的关系！！！！竞争战略信息技术战略略财务战略人力资源战略略产品开发战略略市场营销战略略供应链战略:生产,库存,提前期,采采购,运输39ComparisonofEfficientandResponsiveSupplyChains(Table2.3)EfficientResponsivePrimarygoalLowestcostQuickresponseProductdesignstrategyMinproductcostModularitytoallowpostponementPricingstrategyLowermarginsHighermarginsMfgstrategyHighutilizationCapacityflexibilityInventorystrategyMinimizeinventoryBufferinventoryLeadtimestrategyReducebutnotatexpenseofgreatercostAggressivelyreduceevenifcostsaresignificantSupplierselectionstrategyCostandlowqualitySpeed,flexibility,qualityTransportationstrategyGreaterrelianceonlowcostmodesGreaterrelianceonresponsive(fast)modes40总成本领先型战略快速市场反应型战略主要目标产品设计战略定价战略生产战略库存战略供货期战略供应链战略运输战略低成本满足需求最低成本最大业绩边际收益低,低价提高利用率最小库存立足成本缩减供货期在成本质量上选择低成本运输快速需求反应柔性设计系统，延迟差异化边际收益高,高价维持边际生产能力弹性库存大幅缩短供货期速度弹性质量上选择快捷运输41KeyPoint:Finalsteptoachievingstrategicfitistomapsupplychainresponsivenesswiththeimplieddemanduncertaintyinthezoneofstrategic.422.2.3OtherIssuesAffectingStrategicFitMultipleproductsandcustomersegmentsProductlifecycleCompetitivechangesovertime43MultipleProductsand

CustomerSegmentsFirmsselldifferentproductstodifferentcustomersegments(withdifferentimplieddemanduncertainty).Thesupplychainhastobeabletobalanceefficiencyandresponsivenessgivenitsportfolioofproductsandcustomersegments.Twoapproaches:Differentsupplychains.Tailorsupplychaintobestmeettheneedsofeachproduct’sdemand.44多种产品和顾顾客群在产品和顾客客群多种多样样的情况下，，如何创建一一条在赢利水水平与反应能能力之间取得得平衡的供应应链？单独建立每种种产品和每个个顾客群的供供应链。将公司的供应应链建成适合合所有产品和和顾客群的供供应链。45ProductLifeCycleThedemandcharacteristicsofaproductandtheneedsofacustomersegmentchangeasaproductgoesthroughitslifecycle.Supplychainstrategymustevolvethroughoutthelifecycle.---Early:uncertaindemand,highmargins(timeisimportant),productavailabilityismostimportant,costissecondary.---Late:predictabledemand,lowermargins,priceisimportant.46产品生命周期期随着产品走过过其生命周期期，产品的需需求特点和服服务顾客群的的要求也会发发生变化。公司要维持战战略匹配，就就必须在产品品进入不同生生命阶段时，，调整其供应应链。进入阶段：需求非常不确确定时间要求高供给水平要求求高成本不是主要要考虑潜在需求不确定性高后续阶段：需求确定竞争加大价格成为考虑虑的因素潜在需求不确定性较低47早期：需求不不确定,边际际收益高,供供给水平要高高,成本其次次。后期：需求相相对稳定,竞竞争激烈,价价格是关键。。例子：专利后后的药品；Inter公司。48Astheproductgoesthroughthelifecycle,thesupplychainchangesfromoneemphasizingresponsivenesstooneemphasizingefficiency.49CompetitiveChangesOverTimeCompetitivepressurescanchangeovertime.Morecompetitorsmayresultinanincreasedemphasisonvarietyatareasonableprice.Thesupplychainmustchangetomeetthesechangingcompetitiveconditions.50竞争性随着时时间变动竞争的焦点在在于以合理的的价格生产出出品种十分丰丰富的产品。。由于竞争格局局发生变化，，公司不得不不调整其竞争争战略。由于竞争战略略发生变化，，公司又必须须改变其供应应链战略，以以维持战略匹匹配。512.3ExpandingStrategicScope52ExpandingStrategicScopeScopeofstrategicfitThefunctionsandstageswithinasupplychainthatdeviseanintegratedstrategywithasharedobjective.Oneextreme:eachfunctionateachstagedevelopsitsownstrategy.Otherextreme:allfunctionsinallstagesdeviseastrategyjointly.53战略匹配范围围是指供应链中中的各种职能能和各阶段，，他们拥有一一体化战略，，共有一个战战略目标。——横向：战战略匹配范围围跨越不同的的供应链阶段段，从供应商商前溯到顾客客。——纵向：相相互协调的不不同职能战略略——竞争战战略、产品开开发战略、市市场营销战略略和供应链战战略。54Fivecategories:IntracompanyintraoperationscopeIntracompanyintrafunctionalscopeIntracompanyinterfunctionalscopeIntercompanyint