第三章供应链管理的驱动要素和测度

第三章供应链管理的驱动要素和测度第三章.供应链管理的要素和障碍第一节.供应链性能的决定因素第二节.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.供应链性能的决定因素一.为什么要研究供应链的要素从目标看： 实现企业的竞争战略从因果关系看: 通过控制几大要素来控制供应链的响应能力与效率DriversofSupplyChainPerformanceFacilitiesplaceswhereinventoryisstored,assembled,orfabricated(制造)productionsitesandstoragesitesInventoryrawmaterials,WIP,finishedgoodswithinasupplychaininventorypoliciesTransportationmovinginventoryfrompointtopointinasupplychaincombinationsoftransportationmodesandroutesDriversofSupplyChainPerformanceInformationdataandanalysisregardinginventory,transportation,facilitiesthroughoutthesupplychainpotentiallythebiggestdriverofsupplychainperformanceSourcingfunctionsafirmperformsandfunctionsthatareoutsourcedPricingPriceassociatedwithgoodsandservicesprovidedbyafirmtothesupplychain二.供应链决策框架控制单独一个要素难以兼顾效率和响应能力，同时控制六大要素，用一个要素的优势来弥补其他要素的弱势，最后总体上使供应链效率和响应能力都提高。就象踢足球，如果你各方面都强，你可以是C罗，如果你某方面不强，但靠其他几方面来弥补，你仍然可以是梅西。我们在供应链管理中研究的所有决策问题其实就是针对这几个要素的决策问题。是供应链管理研究的具体化。第三章.供应链管理的要素和障碍第一节.供应链绩效的要素第二节.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）第二节.存货（Inventory）一.定义Inventoryisallrawmaterials,workinprocess,andfinishedgoodswithinasupplychain.是指供应链中流动的物品，不是指仓储设施，不要混淆概念。二.存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InventoryexistsbecauseofamismatchbetweensupplyanddemandMismatchisintentional（故故意的）ataretailerstorewhereinventoryisheldinanticipationoffuturedemandTherolethatinventoryplayinthesupplychainisToincreasetheamountofdemandthatcanbesatisfiedbyhavingtheproductreadyandavailablewhencustomerwantsit.Toreducecostbyexploitingeconomiesofscalethatmayexistduringproductionanddistribution.Majorsourceofcostandinfluenceonresponsiveness(例如：：服装供应应链)Inventory:RoleintheSupplyChainInventory:RoleinCompetitiveStrategyIfresponsivenessisastrategiccompetitivepriority,afirmcanlocatelargeramountsofinventoryclosertocustomersIfcostismoreimportant,inventorycanbereducedtomakethefirmmoreefficientTrade-offImplicitintheinventorydriverisbetweentheresponsivenessthatresultsfrommoreinventoryandtheefficiencythatresultsfromlessinventory.Example––NordstromComponentsofInventoryDecisionsCycleinventoryAverageamountofinventoryusedtosatisfydemandbetweenshipmentsDependsonlotsizeSafetyinventoryinventoryheldincasedemandexceedsexpectationscostsofcarryingtoomuchinventoryversuscostoflosingsalesSeasonalinventoryinventorybuiltuptocounterpredictablevariabilityindemandcostofcarryingadditionalinventoryversuscostofflexibleproductionOveralltrade-off:Responsivenessversusefficiencymoreinventory:greaterresponsivenessbutgreatercostlessinventory:lowercostbutlowerresponsivenessInventory-relatedmetricsCash-to-cashcycletime（应应收账款，，应付账款款）AverageinventoryInventoryturns（周周转次数））Productswithmorethanaspecifiednumberofdaysofinventory（滞滞销）AveragereplenishmentbatchsizeAveragesafetyinventorySeasonalinventoryFillrateFractionoftimeoutofstockObsoleteinventory（沉没没成本）ComponentsofInventoryDecisionsLittle’slaw———衡量存存货流动速速度的公式式(1)物流流时间T(Materialflowtime)从物料进入入供应链时时起，其存存在于供应应链内部的的全部时间间。(2)传送送率R(Throughput)单位时间内内的产品销销量。I=RT存货量的大大小等于物物流时间和和传送率的的乘积。第三章.供供应链管理理的要素和和障碍第一节.供供应链绩效效的要素第二节.存存货（Inventory））第三节.运运输(Transportation)第四节.设设施（facilities）第五节.信信息（Information）第六节.资资源（Sourcing））第七节.价价格（Pricing）第三节.运运输(Transportation)一.定义把供应链中中的存货从从一点移动动到另外一一点的活动动。二.运输决决策的框架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:RoleintheSupplyChainMovestheproductbetweenstagesinthesupplychainImpactonresponsivenessandefficiencyFastertransportationallowsgreaterresponsivenessbutlowerefficiencyAlsoaffectsinventoryandfacilitylocations.Transportation:RoleintheCompetitiveStrategyIfresponsivenessisastrategiccompetitivepriority,thenfastertransportationmodescanprovidegreaterresponsivenesstocustomerswhoarewillingtopayforitCanalsouseslowertransportationmodesforcustomerswhosepriorityisprice(cost)CanalsoconsiderbothinventoryandtransportationtofindtherightbalanceExample:BlueNile（钻石石商，中心存存储，和FEDEX战略略联盟）ComponentsofTransportationDecisionsDesignoftransportationnetworknetwork:collectionoftransportationmode,locationsandroutesModeoftransportation:air,truck,rail,ship,pipeline,electronictransportationvaryincost,speed,sizeofshipment,flexibilityRouteselectionroute:pathalongwhichaproductisshippedOveralltrade-off:ResponsivenessversusefficiencyComponentsofTransportationDecisionsTransportation-relatedmetricsAverageinboundtransportationcostAverageincomeshipmentsizeAverageinboundtransportationcostpershipmentAverageoutboundtransportationcostAverageoutboundshipmentsizeAverageoutboundtransportationcostpershipmentFractiontransportedbymode第三章.供应应链管理的要要素和障碍第一节.供应应链绩效的要要素第二节.存货货（Inventory）第三节.运输输(Transportation)第四节.设施施（facilities）第五节.信息息（Information）第六节.资资源（Sourcing）第七节.价价格（Pricing））第四节.设施施（facilities）一.定义供应链网络中中存贮、装配配、加工存货货的场所。生产和存贮场所是两类主主要的设施。。二.设施决策策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FacilitiesRoleinthesupplychainthe“where””ofthesupplychainmanufacturingorstorage(warehouses)Roleinthecompetitivestrategyeconomiesofscale(efficiencypriority)largernumberofsmallerfacilities(responsivenesspriority)Example:Toyota（响应所有有顾客需求））ComponentsofFacilitiesDecisionsLocationcentralization(efficiency)vs.decentralization(responsiveness)otherfactorstoconsider(e.g.,proximitytocustomers)Capacity(flexibilityversusefficiency)Overalltrade-off:ResponsivenessversusefficiencyBetweenthecostofthenumber,locationandtypeoffacilities(efficiency)andthelevelofresponsivenessthethesefacilitiesprovidethecompany’scustomers.ComponentsoffacilitiesdecisionsFacility-relatedmetricsCapacityUtilizationProcessing/setup/down/idletimeProductioncostperunitQualitylossesTheoreticalflow/cycletimeofproductionActualaverageflow/cycletime第三章.供应应链管理的要要素和障碍第一节.供应应链绩效的要要素第二节.存货货（Inventory）第三节.运输输(Transportation)第四节.设施施（facilities）第五节.信息息（Information）第六节.资资源（Sourcing）第七节.价价格（Pricing））第五节.信息息（Information）一.定义Informationconsistsofdataandanalysisregardinginventory,transportation,facilities,andcustomersthroughoutthesupplychain.二.设施决策策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Information:RoleintheSupplyChainTheconnectionbetweenthevariousstagesinthesupplychain–allowscoordinationbetweenstagesCrucialtodailyoperationofeachstageinasupplychain–e.g.,productionscheduling,inventorylevelsInformation:RoleintheCompetitiveStrategyAllowssupplychaintobecomemoreefficientandmoreresponsiveatthesametime(reducestheneedforatrade-off)ThetremendousgrowthoftheimportanceofInformationtechnologyisatestimony（（证据）totheimpactthatinformationcanhaveonimprovingacompany.WhatinformationismostvaluableinreducingcostandimprovingresponsivenesswithinasupplychainExample:AndersenWindows(设计构件库库，实时报价价)，SunsweetGrowers(S&OP计划划，预测准确确率提高，供供需匹配更好好)ComponentsofInformationDecisionsPush(MRP？)versuspull(demandinformationtransmittedquicklythroughoutthesupplychain)CoordinationandinformationsharingForecastingandaggregateplanningEnablingtechnologiesEDIInternetERPsystemsSupplyChainManagementsoftwareOveralltrade-off:ResponsivenessversusefficiencyComponentsofInformationDecisionsInformation-relatedmetricsForecasthorizonFrequencyupdateForecasterrorSeasonalfactorsVariancefromplanRatioofdemandvariabilitytoordervariability第三章.供应应链管理的要要素和障碍第一节.供应应链绩效的要要素第二节.存货货（Inventory）第三节.运输输(Transportation)第四节.设施施（facilities）第五节.信息息（Information）第六节.资资源（Sourcing）第七节.价价格（Pricing））Sourcing:RoleintheSupplyChainSetofbusinessprocessesrequiredtopurchasegoodsandservicesinasupplychainSinglevs.multiplesuppliers,supplierselection,contractnegotiationSourcing:RoleintheCompetitiveStrategySourcingdecisionsarecrucialbecausetheyaffectthelevelofefficiencyandresponsivenessinasupplychainIn-housevs.outsourcedecisions-improvingefficiencyandresponsivenessExample:Cisco（低低端外包中国国厂商，高端端外包美国厂厂商）ComponentsofSourcingDecisionsIn-houseversusoutsourcedecisionsSupplierevaluationandselectionProcurementprocessOveralltrade-off:IncreasethesupplychainprofitsComponentsofSourcingDecisionsSourcing-relatedmetricsDayspayableoutstandingAveragepurchasepriceRangeofpurchasepriceAveragepurchasequantitySupplyqualitySupplyleadtimeFractionofon-timedeliveriesSupplierreliability第三章.供应应链管理的要要素和障碍第一节.供应应链绩效的要要素第二节.存货货（Inventory）第三节.运输输(Transportation)第四节.设施施（facilities）第五节.信息息（Information）第六节.资资源（Sourcing）第七节.价价格（Pricing））Pricing:RoleintheSupplyChainPricingdeterminestheamounttochargecustomersinasupplychainPricingaffectsthecustomersegmentstobuyproduct.PricingstrategiescanbeusedtomatchdemandandsupplyPricing:RoleintheCompetitiveStrategyFirmscanutilizeoptimalpricingstrategiestoimproveefficiencyandresponsivenessLowpriceandlowproductavailability(Costco);varypricesbyresponsetimes(manufacturing)Example:Amazonoffersitscustomeralargemenuofpricesforproductsthatarepurchasedfromthecompany.ComponentsofPricingDecisionsPricingandeconomiesofscaleManysupplychainactivitiesdisplayeconomiesofscale.Everydaylowpricingversushigh-lowpric