电子商务和供应链管理

Chapter4

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E-CommerceandSupplyChainManagement

第4章電子商務和供應鏈管理OperationsManagementbyR.DanReid&NadaR.Sanders3rdEdition©Wiley2005PowerPointPresentationbyR.B.Clough–UNHM.E.Henrie-UAA1LearningObjectives學習目標Describethestructureofsupplychains說明供應鏈的架構Describethebullwhipeffect說明長鞭效應Describetheissuesaffectingsupplychainmanagement說明影響供應鏈管理的議題DescribeB2BandB2Celectroniccommerce說明B2B和B2C電子商務Describeglobalissuesinsupplychainmanagement說明在供應鏈管理的全球議題2LearningObjectives(continued)Describetheroleofpurchasinginsupplychainmanagement說明在供應鏈管理中採購的角色Describetheethicsofsuppliermanagement說明供應商管理的道德Describesourcingissues說明商源議題Describestrategicpurchasingpartnerships說明策略採購夥伴Describesupplychaindistribution說明供應鏈分佈3LearningObjectives(continued)Describeintegratedsupplychainmanagement說明整合供應鏈管理Describesupplychainperformancemeasures說明供應鏈績效衡量Describetrendsinsupplychainmanagement說明供應鏈管理趨勢4SupplyChains&SCM

供應鏈和供應鏈管理Asupplychainisthenetworkofalltheactivitiesinvolvedindeliveringafinishedproduct/servicetothecustomer供應鏈是將已完成的產品/服務遞送到顧客得所有活動的網路Sourcingof:rawmaterials,assembly,warehousing,orderentry,distribution,delivery商源:原材料、組裝件、倉儲、訂單項目、分佈、遞送SupplyChainManagementisthevitalbusinessfunctionthatcoordinatesallofthenetworklinks供應鏈管理是協調所有網路連結的關鍵企業功能Coordinatesmovementofgoodsthroughsupplychainfromsupplierstomanufacturerstodistributors協調透過供應鏈從供應者到製造者到批發商的物品移動Promotesinformationsharingalongchainlikeforecasts,salesdata,&promotions促進延著供應鏈中如預測、銷售資料、和促銷等資訊分享5ComponentsofaSupplyChain

供應鏈的元素ExternalSuppliers–sourceofrawmaterial外部供應商—原料的來源Tieronesuppliersuppliesdirectlytotheprocessor第一層供應商直接供應給製造者Tiertwosuppliersuppliesdirectlytotierone第二層供應商直接供應給第一層供應商Tierthreesuppliersuppliesdirectlytotiertwo第三層供應商直接供應給第二層供應商InternalFunctionsinclude–processingfunctions內部功能包括—處理製造功能Processing,purchasing,planning,quality,shipping處理製造、採購、規劃、品質、運輸ExternalDistributorstransportfinishedproductstoappropriatelocations外部經銷商運送已完成產品到適當的地點Logisticsmanagersareresponsiblefortrafficmanagementanddistributionmanagement後勤經理負責運輸管理和通路管理6SupplyChainIllustration7ComponentsofaSupplyChain

供應鏈的元素ExternalDistributorstransportfinishedproductstoappropriatelocations外部經銷商運送已完成產品到適當的地點Logisticsmanagersareresponsibleformanagingthemovementofproductsbetweenlocations.Includes;後勤經理負責產品和地點之間貨物移動管理trafficmanagement–arrangingthemethodofshipmentforbothincomingandoutgoingproductsormaterial運輸管理—安排將材料運入或產品運出的運送方法distributionmanagement–movementofmaterialfrommanufacturertothecustomer通路管理—從製造者到消費者間的貨品移動8ABasicSupplyChain

一個基本供應鏈9TheBullwhipEffect長鞭效應Bullwhipeffect-theinaccurateordistorteddemandinformationcreatedinthesupplychain長鞭效應—供應鏈中所創造出來的不正確或扭曲的需求資訊Causesaregeneratedby:產生原因為：demandforecastingupdating,需求預測更新orderbatching,訂單整批作業pricefluctuations,價格變動rationingand配額供應(當需求大於供給時)和gaming

賭注(因配額所造成浮報需求)10TheBullwhipEffect牛鞭效應CounteractingtheEffect:反制效應Changethewaysuppliersforecastproductdemandbymakingthisinformationavailableatalllevelsofthesupplychain以供應鏈各階階層都可獲得得需求資訊取取代供應者預預測產品需求求Sharerealdemandinformation(POSterminals)分享實際需求求資訊(銷售點終端機機)(POS,pointonsale)Eliminateorderbatching消除訂單整批批作業Stabilizepricing穩定價格Eliminategaming消除賭注(依據過去銷售售記錄決定配配額數量)11IssuesAffectingSupplyChainManagement影響供應鏈管管理的議題Informationtechnology–enablersincludetheInternet,Web,EDI,intranetsandextranets,barcodescanners,andpoint-of-salesdemandinformation資訊科技—賦予能力者包包括網際網路路、網路、EDI(電子資料交換換)、內部網路和和外部網路、、讀條碼機、、銷售點需求求資訊E-commerceande-business––usesinternetandwebtotransactbusiness電子商務和電電子化企業—使用網際網路路和網路執行行企業交易12TypesofE-Commerce電子商務種類類E-commerceisdefinedastheuseoftheInternetandtheWebtotransactbusiness電子商務的定定義是使用網網際網路和網網路執行企業業交易Twotypesofe-commerceare電子商務兩種種類型Business-to-business(B2B)and企業對企業Business-to-consumer(B2C)企業對消費者者13TypesofE-Commerce電子商務的類類型Business-to-Business(B2B)Evolution:B2B的演進Automatedorderentrysystemsstartedin1970’s起始於1970年代的自動動化訂單輸輸入系統ElectronicDataInterchange(EDI)startedinthe1970’s起始於1970年代的電子子資料交換換ElectronicStorefrontsemergedinthe1990’s1990年代電子商商店NetMarketplacesemergedinthelate1990’s1990年代網路市市場BenefitsofB2BE-CommerceB2B電子商務的的好處Lowerprocurementadministrativecosts,減低採購管管理成本Low-costaccesstoglobalsuppliers低成本接觸觸全球供應應商Lowerinventoryinvestmentduetopricetransparency/reducedresponsetime由於價格透透明/回應時間縮縮短而導致致低存貨投投資Betterproductqualitybecauseofincreasedcooperationbetweenbuyersandsellers,especiallyduringtheproductdesignanddevelopment因為購買者者和銷售者者漸增的合合作尤其在在產品設計計和開發階階段，提供供更家產品品品質14TypesofE-Commerce電子商務的的類型Business-to-Consumer(B2C):企業對個人人On-linebusinessestrytoreachindividualconsumers線上企業嘗嘗試可以到到達個人消消費者B2CrevenuemodelsourcesB2C獲利模式來來源Advertising––Websiteoffersprovidersandopportunitytoadvertise廣告—網站給予提提供者和廣廣告機會Subscription––Websitechargesasubscriptionfeeforaccesstothesite訂閱—網站收取進進入網站者者訂閱費Transaction––companyreceivesafeeforexecutingatransaction交易—每執行一筆筆交易公司司收取一比比費用Sales–ameansofsellinggoods,information,orservicedirectlytocustomers銷售—直接販賣物物品、資訊訊、或服務務給消費者者Affiliate–companiesreceiveareferralfeefordirectingbusinesstoanaffiliate推薦費—公司收取一一筆推薦費費用因引導導企業成為為某某會員員15SCMFactorsSCM因素SCMmustconsiderthefollowingtrends,improvedcapabilities,&realities:SCM必須考慮下下列趨勢、改善能力力、和實際際。ConsumerExpectationsandCompetition–powerhasshiftedtotheconsumer消費者期望望和競爭—力量已轉移移到消費者者Globalization–capitalizeonemergingmarkets全球化—資金投注於於新興市場場GovernmentRegulationsandE-Commerce–issuesofInternetgovernmentregulations政府法規和和電子商務務—政府網際網網路法規的的議題EnvironmentImplicationsofE-Commerce–recycling,sustainableeco-efficiency,andwasteminimization電子商務環環保意涵—回收、一定定水準的環環保效率、、和最少浪浪費16GlobalSCMFactors全球SCM因素Managingextensiveglobalsupplychainsintroducesmanycomplications管理擴張全全球供應鏈鏈引進許多多複雜議題題Geographicallydispersedmembers-increasereplenishmenttransittimesandinventoryinvestment不同地點的的會員—增加加補補貨貨轉轉運運時時間間和和存存貨貨投投資資Forecastingaccuracycomplicatedbylongerleadtimesanddifferentoperatingpractices預測測準準確確度度因因長長前前置置時時間間和和不不同同營營運運方方式式變變得得更更複複雜雜Exchangeratesfluctuate,inflationcanbehigh匯率率浮浮動動，，通通貨貨膨膨脹脹可可能能更更高高Infrastructureissuesliketransportation,communication,lackofskilledlabor,&scarcelocalmaterialsupplies基礎礎建建設設議議題題像像運運輸輸、、通通訊訊、、缺缺乏乏具具有有技技能能員員工工、、和和缺缺乏乏當當地地原原料料供供應應Productproliferationcreatedbytheneedtocustomizeproductsforeachmarket產品激增增對每每一市場場因客製製化產品品需求17SourcingIssues商源議題題Whichproductstoproducein-houseandwhichareprovidedbyothersupplychainmembers那些產品品自己生生產和那那些產品品由其他他供應鏈鏈成員提提供Verticalintegration––ameasureofhowmuchofthesupplychainisownedbythemanufacturer垂直整合合—製造者擁擁有供應應鏈中多多少的一一種衡量量Backwardintegration––owningorcontrollingofsourcesofrawmaterialandcomponentparts向後整合合—擁有或控控制原材材料和零零組件來來源Forwardintegration–owningorcontrolthechannelsofdistribution向前整合合—擁有或控控制通路路管道Verticalintegrationrelatedtolevelsofinsourcingoroutsourcingproductsorservices垂直整合合和產品品或服務務委內或或委外程程度相關關18Insourcingvs.Outsourcing自製零件件或向委委採購零零件(自製vs.委外)Whatquestionsneedtobeaskedbeforesourcingdecisionsaremade?決定商源源之前必必須回答答下列問問題？Isproduct/servicetechnologycriticaltofirm’ssuccess?此產品/服務技術術是否是是公司成成功的關關鍵？Isproduct/serviceacorecompetency?此產品/服務是否否是公司司核心能能力？Isitsomethingyourcompanymustdotosurvive?它是否公公司為了了生存必必須要做做的事情情？19MakeorBuyAnalysis自製或外外購分析析Analysiswilllookattheexpectedsaleslevelsandcostofinternaloperationsvs.costofpurchasingtheproductorservice分析將考考慮期望望銷售水水準和內內部作業業成本vs.產品採購購成本20MakeorBuyAnalysis自製或外外購分析析Analysiswilllookattheexpectedsaleslevelsandcostofinternaloperationsvs.costofpurchasingtheproductorservice分析將將考慮慮期望望銷售售水準準和內內部作作業成成本vs.產品採採購成成本總外購購成本本:TC(購買)=FC(購買)+(VCxQ)總自製製成本本TC(自製)=FC(自製)+(VCxQ)總外購購成本本=總自製製成本本FC(購買)+(VCxQ)=FC(自製)+(VCxQ)TC:總成本FC:固定成本VC：變動成本本21案例:自製或外購購分析-瑪麗和蘇已已經決定開開設貝果麵麵包店。他他們第一個個決定是自自己作或自自當地麵包包廠購買。如果他們們決定是外外購時，他他們將需要要密閉容器器每年固定定成本是1000美美元。外購購貝果每個個是0.4美元。如如果是自製製時，他們們需投資小小型廚房設設備，固定定成本為15000，自製貝貝果每個成成本是0.15美元元。他們認認為每年可可以售出60000個貝果。你認為他他們應該是是自製或外外購?MaryandSuewantstoknowiftheyshouldmakeorbuythebagels.瑪麗和蘇想想知道他們們應該自製製或外購貝貝果FCBuy+(VCBuyxQ)=FCMake+(VCMakexQ)$1,000+($0.40xQ)=$15,000+($0.15xQ)Q=56,000bagelsSincethecostsareequalat56,000bagelsandMaryandSueexpecttouse60,000bagels,theyshouldmakethebagelsin-house因為無差異異點是56000個貝果，而他他們認為可可以使用量量為60000個，因此他他們應該自自製。(因為超過56000時，每個成成本自製是是0.15，而外購是是0.4)22TheRoleofPurchasing採購的角色色Purchasingrolehasattainedincreasedimportancesincematerialcostsrepresent50-60%ofcostofgoodssold因為物料成成本佔銷貨貨成本達50-60%，使得採購購角色愈來來愈重要Ethicsconsiderationsisaconstantconcern道德考量一一直受到持持續關注Developingsupplierrelationshipsisessential發展供應商商關係是必必要的Determininghowmanysupplierstouse決定使用多多少供應商商Developingpartnerships發展夥伴關關係23CriticalFactorsinSuccessfulPartnershipRelations成功夥伴關關係的關鍵鍵因素Criticalfactorsinsuccessfulpartneringinclude;成功夥伴關關係的關鍵鍵因素包括括Impact–attaininglevelsofproductivityandcompetitivenessthatarenotpossiblethroughnormalsupplierrelationships衝擊—透過正常供供應商關係係無法達成成生產力和和競爭力水水準Intimacy––workingrelationshipbetweentwopartners親密關係—夥伴間的工工作關係Vision–themissionorobjectivesofthepartnership願景—夥伴的使命命或目標24夥伴關係的的特徵BenefitsofPartnering夥伴的利益益Earlysupplierinvolvement(ESI)inthedesignprocess在設計過程程中供應商商能在早期期參與Usingsupplierexpertisetodevelopandsharecostimprovementsandeliminatecostlyprocesses利用供應商商專業以發發展和分享享成本改善善和消除浪浪費的過程程Shortentimetomarket縮短上市時時間Havealong-termorientation具有長期定位Shareacommonvision分享共同願景Arestrategicinnature策略本質Shareshort/longtermplans分享短期/長期計畫Shareinformation資訊分享Drivenbyend-customerneeds以終端顧客需求驅動Sharerisksandopportunities分享風險和機會25SupplyChainDistribution供應鏈配銷銷Warehousesinvolvedinsupplychaindistributionsandinclude倉儲包含在在供應鏈中中，包括Plantwarehouses工廠倉庫Regionalwarehouses區域倉庫Localwarehouses當地倉庫Warehousescaneitherbe倉儲也可以以是指General––usedforlong-termstorage一般—用於長期儲儲存Distribution––usedforshort-termstorage,consolidation,andproductmixing配銷—用於短期期儲存、、運輸合合併、和和產品混混合26SupplyChainDistribution-continued供應鏈配配銷Transportationconsolidation–warehousesconsolidateless-than-truckload(LTL)quantitiesintotruckload(TL)quantities運輸合併併—倉庫可將將少於卡卡車裝載載數合併併為一車車運送Productmixing––warehousevalueaddedcustomerserviceofgroupingavarietyofproductsintoadirectshipmenttothecustomer產品混合合—倉儲價值值可以將將顧客不不同需求求的產品品整合起起來包裝裝然後直直接運送送到顧客客手中27SupplyChainDistribution-continued供應鏈配配銷Servicesareofferedcanimprovecustomerservicebymovinggoodsclosertothecustomerandthusreducingreplenishmenttime倉庫所提提供服務務可藉由由運送離離顧客較較近的物物品以改改善服務務，如此此可減少少補貨時時間Crossdockingormovementofmaterialwithoutstorageandorder-pickingmaterialwhilestillperformingthereceivingandshippingfunctions.接駁式轉轉運,為一種商商品處理理的觀念念。亦即即商品由由倉庫或或物流中中心收貨貨時，沒沒有放到到架上儲儲位而是是立刻把把商品轉轉運至零零售點。28SupplyChainDistribution-continued供應鏈配配銷RadioFrequencyIdentificationTechnology(RFID)––automateddatacollectiontechnologywhichreliesonradiowavestotransferdatabetweenreaderandRFIDtag無線射頻頻辨識技技術—自動化資資料蒐集集技術，，其仰賴賴無線電電波以傳傳遞讀寫寫機和RFID標籤間之之資料Third-partyServiceProviders––easeofdevelopinganelectronicstorefronthasallowedthediscoveryofsuppliersfromaroundtheworld第三方服服務提供供者—提供發展展電子商商店允許許來自於於全世界界供應商商的發現現29IntegratedSCM整合的供供應鏈管管理ImplementingintegratedSCMrequires:實施整合的供供應鏈管管理需要要:Analyzingthewholesupplychain分析整個個供應鏈鏈Startingbyintegratinginternalfunctionsfirst首先整合合企業內內部功能能單位Integratingexternalsuppliersthroughpartnerships透過夥伴伴關係將將外部供供應商整整合Manufacturer’’sGoals製造者目目標Reducecosts減少成本本Reduceduplicationofeffort減少重覆覆工作Improvequality改善品質質Reduceleadtime減少前置置時間Implementcostreductionprogramg實施成本本降低計計畫Involvesuppliersearly早期將供供應商納納入Reducetimetomarket降低上市市時間Supplier’sGoals供應商目目標Increasesalesvolume增加銷售售數量Increasecustomerloyalty增加顧客客忠誠度度Reducecost減少成本本Improvedemanddata改進需求求資料Improveprofitability改善獲利利能力30SupplyChainMeasurements供應鏈衡衡量Measuringsupplychainperformance衡量供應應鏈績效效Traditionalmeasuresinclude;傳統衡量量包括Returnoninvestment投資報酬酬率Profitability獲利能力力Marketshare市場佔有有率Revenuegrowth收益成長長Additionalmeasures另外衡量量Customerservicelevels顧客服務務水準Inventoryturns存貨周轉轉Weeksofsupply供應周數數Inventoryobsolescence過時存貨貨31SupplyChainPerformanceMeasurement供應鏈績績效衡量量Customerdemandsforbetter-qualityrequirescompany’stodevelopwaystomeasureimprovements顧客對於於較好品品質需要要，公司司發展衡衡量改善善的方法法Somemeasurementsinclude衡量包括括Warrantycosts保固成本Productsreturned退回產品Costreductionsallowedbecauseofproductdefects因為產品瑕疵疵允許降低成成本Companyresponsetimes公司回應時間間Transactioncosts交易成本32CurrentTrendsinSCM供應鏈管理目目前趨勢Increaseduseofelectronicmarketplacesuchas過去幾年來因因為電子網路路市場增加使使用，使得成成千上萬的購購買者和供應應者能聚集在在一起E-distributors––independentlyownednetmarketplaceshavingcatalogsrepresentingthousandsofsuppliersanddesignedforspotpurchases電子配銷商—擁有獨立網路路市場之仲介介者，提供代代表成千上萬萬供應商的電電子型錄和提提供顧客在網網路上採購的的據點E-purchasing–companiesthatconnecton-lineMROsupplierstobusinesswhopayfeestojointhemarket,usuallyforlong-termcontractualpurchasing電子採購—公司將線上MRO(指辦公室文具具維修用品，，非產品用材材料)供應商與採購購MRO用品廠商聯結結，通常目的的是為了長期期合約採購。。33CurrentTrendsinSCM-continuedIncreaseduseofelectronicmarketplacesuchasValuechainmanagement–automationofafirm’’spurchasingorsellingprocesses價值鏈管理—公司採購或銷銷售過程自動動化On-lineExchanges–marketplacethatfocusesonspotrequirementsoflargefirmsinasingleindustry線上交易市場場—連接成千供應應商和無數的的買者的市場場Industryconsortia–industry-ownedmarketsthatenablebuyerstopurchasedirectinputsfromalimitedsetofinvitedsuppliers產業團體—產業擁有市場場，其能使買買者直接購買買來自於有限限受邀供應商商所提供商品品Decreasedsupplychainvelocityduetogreaterdistanceswithgreateruncertaintyandgenerallylessefficient.由於較長距離離和較大不確確定性以及因因不具效率，，使得供應鏈鏈速度降低34SCMAcrosstheOrganization跨組織的SCMSCMchangesthewaycompaniesdobusiness.SCM改變公司經營營企業的方式式AccountingsharesSCMbenefitsduetoinventoryleveldecreases由於存貨水準準降低，會計計分享SCM利益Marketingbenefitsbyimprovedcustomerservicelevels因為改善顧客客服務水準，，行銷部門因因而受益InformationsystemsarecriticalforinformationsharingthroughPOSdata,EDI,RFID,theInternet,intranet,andextranetsˇ對於透過POS資料、EDI、RFID、Internet,intranet,andextranets，資訊系統是是關鍵的。Purchasingisresponsibleforsourcingmaterials採購負責物料料來源的掌握握Operationsusetimelydemandinformationtomoreeffectivelyplanproductionschedules作業部門利用用適時的需求求資訊以更有有效地規劃生生產時程35Chapter4Highlights重點Everyorganizationispartofasupplychain,eitherasacustomerorasasupplier.Supplychainsincludealltheprocessesneededtomakeafinishedproduct,fromtheextractionofrawmaterialsthroughthesaletotheenduser.SCMistheintegrationandcoordinationoftheseefforts.每個組織如顧顧客或供應商商都是供應鏈鏈的一部份。。供應鏈包括括需要製造一一個完成品的的所有過程，，從原料的獲獲得透過銷售售到終端使用用者。SCM是所有這些努努力的整合和和協調。Thebullwhipeffectdistortsproductdemandinformationpassedbetweenlevelsofthesupplychain.Themorelevelsthatexist,themoredistortionthatispossible.Variabilityresultsfromupdatingdemandestimatesateachlevel,orderbatching,pricefluctuations,andrationing長鞭效應扭曲曲傳遞供應鏈鏈所有層級的的產品需求資資訊。層級愈愈多，扭曲可可能性愈大。。變異來自於於在每一層級級因更新需求求估計、批次訂單作作業、價格變動、、和配額供應應。36Chapter4Highlights(continued)Manyissuesaffectsupplychainmanagement.TheInternet,theWEB,EDI,intranets,extranets,bar-codescanners,andPOSdataareSCMenablers.許多議題都會會影響供應鏈鏈管理。Internet,WEB,EDI,intranet,extranet,條碼掃瞄器、、和POS資料都是SCM的賦予者B2BandB2Celectroniccommerceenablesupplychainmanagement.Netmarketplacesbringtogetherthousandsorsuppliersandcustomers.Allowingforefficientsourcingandlowertransactioncosts.B2B和B2C電子子商商務務使使SCM成為為可可能能。。網網路路市市場場將將成成千千上上萬萬供供應應商商和和顧顧客客聚聚集集在在一一起起。。使使取取得得原原料料更更有有效效率率和和低低交交易易成成本本成成為為可可能能。。37Chapter4Highlights(continued)Globalsupplychainsincreasegeographicdistancesbetweenmembers,causinggreateruncertaintyindeliverytimes.全球球供供應應鏈鏈增增加加成成員員間間的的地地理理距距離離，，導導致致遞遞送送時時間間的的不不確確定定性性。。PurchasinghasamajorroleinSCM.Purchasingisinvolvedinsourcingdecisionsanddevelopingstrategiclong-termpartnerships.SCM中採採購購扮扮演演主主要要的的角角色色。採採購購包包括括商商源源決決策策和和發發展展策策略略性性長長期期夥夥伴伴關關係係。。38Chapter4Highlights(continued)Ethicsinsupplymanagementisanongoingconcern.Sincebuyersareinapositiontoinfluenceorawardbusiness,itisimperativethatbuyersavoidanyappearanceofunethicalbehaviororconflictofinterest.道德德在在供供應應鏈鏈管管理理是是一一直直受受到到關關注注。。因因為為買買者者是是處處於於影影響響或或獲獲得得經經營營的的位位置置，，因因此此買買者者有有義義務務避避免免出出現現不不道道德德行行為為或或利利益益衝衝突突。。Companiesmakeinsourcingandoutsourcingdecisions.Thesemake-or-buydecisionsarebasedonfinancialandstrategiccriteria.公司司需需執執行行自自製製和和外外購購決決策策。。這這些些決決策策是是依依據據財財務務和和策策略略準準則則而而決決定定。39Chapter4Highlights(co