第七章供应链的绘制

SupplyChainManagement:FromVisiontoImplementationChapter7:SupplyChainMapping第七章：供应链的绘制2Chapter7:学习目标讨论供应链设计观念和其重要性

DiscusstheconceptofSCdesignanditsimportance.解释流程的绘制过程并描述绘制流程图在供应链设计中的作用

Explainprocessmappinganddescribemapping’sroleinSCdesign.描述几种通行的供应链设计方法

DescribeseveralpopularapproachesforSCdesign.绘制供应链图并描述供应链管理人员可从供应链图得到哪些关键观念

Mapoutasupplychain.DescribekeyinsightsamanagercangainfromaSCmap.3供应链管理SCM是对跨越组织边界的增值流程进行无缝设计和管理，以满足最终顾客的实际需求。

SCM

isthedesignofseamlessvalueaddedprocessesacrossorganizationboundariestomeettherealneedsoftheendcustomer.

SC设计和改进方法：绘制流程图（ProcessMapping）

-createsvisibilityofcurrentandimprovedprocesses.绘制价值流图(ValueStreamMapping)

-depictsflowofinformationandmaterials绘制供应链图(SCMapping)

-displaysthedynamicsthatgovernhowasupplychainworks4供应链设计的重要性未能预先主动积极设计好供应链通常导致：FailuretoproactivelydesignaSCresultsin:协调能力差Poorcoordinationofeffort信息系统不兼容Incompatibleinformationsystems周期延长Longcycletimes沟通问题Communicationproblems顾客服务问题Customerserviceissues过多浪费和环境退化Excessivewasteandenvironmentaldegradation为达到特定的顾客服务水平而保持相对高的库存Relativelyhighinventoriesforthelevelofcustomerserviceachieved未能获取最优的利润Lowertheoptimalprofit5流程的绘制ProcessMapping流程是指一项把输入转变或改变为一项新的输出的活动

Aprocessisdefinedasanactivitythattransformsorchangesinputintonewoutput.流程图就是系统的图形展示过程，包括为生产某些期望结果而进行的一系列步骤

Aprocessmapisagraphicrepresentationofthesystemandcontainsasequenceofstepsthatareperformedtoproducesomedesiredoutput.流程绘制的主要目的是为了使复杂的系统可视化

Theprimarygoalbehindprocessmappingistomakecomplexsystemsvisible.6流程绘制ProcessMapping7开发流程图DevelopingaProcessMap确定绘制流程图的目的Determinethepurposeoftheprocessmap设定图形内容精细水平Establishlevelofdetail设定系统的边界Establishsystemboundaries确定哪些人拥有所需的信息和经验

Determinewhohastherequiredinformationorexperience.通过观察和访谈来分析流程，并记录每个步骤

Analyzetheprocessthroughobservationandinterviews,documenteachstep.绘制图形

Drawthemap让绘制和执行流程的相关人员审核图形，以使流程图更为清楚和完整

Havethepeoplewhoareinvolvedinthemappingprocessaswellasothers(includingthosewhoactuallyperformtheprocess)reviewthemapforclarityandcompleteness8烤蛋糕流程图ProcessMap–BakeaCake9流程分析ProcessAnalysis流程分析主要用于识别无价值的或重复的活动Processanalysisisusedtoidentifynon-valueaddedorredundantactivities.首先检查时间、成本、资源和每一步骤所需的人员Beginprocessanalysisbyexaminingthetime,cost,resources,andpeopleinvolvedineachstep.

识别消费最多时间或资源的步骤

Identifythestepsthatconsumethemosttimeorresources.

识别太费时间或者所需时间变化很大的流程

Identifyprocessesthattaketoolongorvarygreatlyintime.

识别延迟点

Identifypointsofdelay.估计每一步所增加的价值（判断价值时，要考虑成本成因素）

Estimatethevalueaddedbyeachstepandjudgethevalueagainstthecost.

思考问题产生的原因，并考虑如何改善特定的活动或流程。Considerthereasonsforproblemsandhowtoimprovespecificactivitiesorprocesses.10流程分析ProcessAnalysis重新检查每一个决策符号Re-examineeachdecisionsymbol明确这个决策是否是必需的并且能增加价值？Determineifthedecisionisnecessaryandaddsvalue?

考虑合并决策或者把这些决策迁移到流程中的其它位置以创造更多的价值Considercombiningdecisionsormovingthemtoanotherpointintheprocesstocreatemorevalue.

检查每个重复工作的循环,每个循环包含了反复的流程，考虑如何减少，消除，或者重复工作合并到另一步骤中Checkeachreworkloop.Areworkloopinvolvesiterativeprocesses,likerepeatedlycheckingacakeuntilitisdonebaking.Here,considerhowreworkcanbereduced,eliminated,orcombinedwithanotherstep.最后，再次审视每个流程步骤。有时一个流程仅仅是由于习惯而做的，而不管其有无价值Finally,lookateachprocessstepagain.Sometimesaprocessisdoneoutofhabitwithoutverifyingitsvalue确认每个流程带来的价值要比成本多Verifythatthestepaddsmorevaluethanitscost判段是否有冗余的流程步骤Judgeifthestepisredundant.考虑如何重新合并这些步骤以取得更高的效率Considerhowstepscouldberecombinedforgreaterefficiency11最初的流程图InitialProcessMap12改进后的流程图ImprovedProcessMap福特汽车公司应付账款部门的工作就是接收采购部门送来的采购订单副本、仓库的收货单和供应商的发票，然后将三类票据在一起进行核对，查看其中的14项数据是否相符，绝大部分时间被耗费在这14项数据由于种种原因造成的不相符上。原有的业务流程如图示。原有业务流程图采购部门供应商财务部门采购定单采购定单入库单货物仓库付款发票重组后的业务流程图采购部门采购定单中央数据库发送采购定单电子数据供应商电子付款财务部门收货确认仓库货物16价值流的绘制图ValueStreamMapping价值流图是流程图的特别运用，是建立在精益生产的原则上的SpecificapplicationofprocessmappingbasedonleanManufacturingprinciples系统的边界一般在宏观的层次上定义的Systemboundariestypicallydefinedatthemacrolevel.通常要比一般的流程图包含更多的信息:Generallycontainsmoreinformationthentypicalprocessmaps:流程时间Processtime流程绩效的特征Processperformancecharacteristics信息流Informationflows实物流Physicalflows17供应链的设计太重要了，因而不能随意而为。就如基因工程已开始缩短物种进化一样，主动的供应链设计可以加快并且可永远抛弃那种缓慢的不断臃肿的工业进化流程。

Supplychaindesignisjusttooimportanttoleavetochance.Justasgeneticengineeringhasbeguntoshortcuttheprocessofspeciesevolution,proactivechaindesignwillshortcutandforevermakeobsoletetheslow,incrementalprocessesofindustrialevolution.-CharlesFine,ProfessoratMIT供应链设计SupplyChainDesign18供应链设计SupplyChainDesign识别供应链的最终顾客Identifythechain’sendcustomer确定供应链的价值观DeterminetheSupplyChain’svalueproposition识别每个层次的关键参与者和他们增添的价值Identifythekeyplayersateachlevelandthevaluetheyadd确定你们公司的位置和所能增添的价值Determinewhereyourcompanyisandvalueitadds分析谁在供应链中拥有控制权力：制造商，分销商，零售商，或其它Analyzewhopossessesthepowerinthesupplychain:manufacturer,distributor,retailer,orotherparty确定谁与最终顾客的联系最紧密Determinewhohasthebestlinkageswiththeendcustomer采用驱动供应链成功的关键技术EstablishthekeytechnologiesthatdriveSCsuccess评估驱动供应链的核心能力AssessthecorecompetenciesthatdriveSCsuccess19供应链设计SupplyChainDesign把支持供应链价值主张的主要流程分离出来Isolatethemajorprocessesrequiredtosupportthesupplychain’svalueproposition确定哪个环节有充裕的时间和可变性Determinewherethereisasignificantamountoftimeandvariability确定理想的供应链应该看起来是什么样的Establishwhattheidealsupplychainwouldlooklike把握好不同供应链成员在价值增值中的现时角色Ascertaintheas-isvalue-addedrolesofthevarioussupplychainmembers分析我们打算或需要对供应链的活动进行多大程度的控制Analyzehowmuchcontroloversupplychainactivitywewantorneed弄清不同供应链成员应该成为的角色Clarifytheshould-bevalue-addedrolesofthevarioussupplychainmembers20传统管理和供应链在流程上比较TraditionalandSCProcessFocus流程Process传统Traditional供应链SupplyChain库存管理方法InventoryManagementApproach只有公司自身的Onlycompany-owned整个供应链，周转率Wholechains,highturns成本管理方法CostManagementApproach关注价格Pricefocus总成本Totalcost供应链的分享与监控协调CoordinationofSharingandMonitoringinChain有限Limited计划范围大LongHorizonforplanning多个层面的协调程度AmountofCoordinationofMultipleLevelsintheChain有限Limited广泛Extensive供应链的规划PlanninginSupplyChain无None与信息系统整合Integratedwithinformationtechnology供应商管理SupplierManagement平等或对立的关系Arms-lengthand/oradversarial与关键供应商保持亲密关系Closerelationshipswithkeysuppliers21传统管理和供应链在流程上比较流程传统SupplyChain供应链的领导LeadershipinSupplyChain无None在成员中有明确的领导Leadershiprolesdefinedamongplayers风险和回报的共享SharingofRisksandRewards无None由关键成员决定Definedwithkeyplayers运营、信息和库存的流动速度SpeedofOperations,Information/InventoryFlows慢、有限Slow,limited快、广泛Rapid,extensive信息技术InformationTechnology不是主要问题;只在供应链内部关注Notanissue;internalfocusinsupplychain需要大幅改进和关联度深Extensiveimprovementsandlinkages团队TeamProcess与顾客或供应商无关Nonewithcustomersorsuppliers和关键顾客与供应商建立联合小组Jointteamswithkeycustomersandsuppliers供应链管理的主要业务流程供应链业务流程信息流制造商产品流客户关系管理客户服务管理需求管理订单配送制造流程管理采购产品开发与商品化反向物流(回流)物流财务生产采购营销R&D第二层供应商第一层供应商用户消费者/最终用户分行业的供应链管理系统随着对供应链管理认识的深入，人们对不同的行业构造了不同的供应链系统，以便有针对性地进行管理。汽车行业供应链材料制造销售公司法人消费者加工加工材料供应加工行业销售食品水产行业供应链产地生产批发零售消费者专用业务网加工加工材料供应行业增值链加工加工国际调配因特网日用杂货行业供应链材料生产行业地域增值链销售批发业务零售消费者产品零件加工家电行业供应链材料一般零售批发销售公司消费者系列零售店销售公司生产材料供应加工加工加工建筑行业供应链建筑专家（调查、计划、设计、监理）工程承包（设计、施工、监理）行业管理协会用户蓝图第一承包器材厂家建材厂家建材批发第一承包医药行业供应链原料制药批发药店医院消费者运输行业增值链包装管理委托生产30供应链设计的方法ApproachestoSupplyChainDesign共同因素:CommonElements识别顾客和客户的价值主张IdentificationofCustomerandValueProposition识别成员关系IdentificationofMembership识别成员关系的结构StructureofMemberRelationships控制核心LocusofControl设计工具DesignTools供应链运作参考模型SCORModel双螺旋SupplyChainDoubleHelix产品或服务的性质NatureofProductorService产品的生命周期ProductLife-Cycle

31SCORModel供应链是基于一系列链接的流程(计划-生产-采购-配送-回收)

Supplychainsarebasedonaseriesoflinked,planned-source-make-deliver-and-returnprocesses.32SCORModelSCORmodel的步骤:StepsintheSCORmodel分析竞争的基础Analyzethebasisforcompetition:

whatdoyouneedtodowellinordertosucceed?Howcanyoumeasureandmonitoryourprogressinthesekeyareas?设置供应链

Configurethesupplychainasitisandasyouwouldlikeittobe.Includegeographiclocationsandflows.在信息和工作流中使绩效水平，实践和系统相匹配

Alignperformancelevels,practicesandsystemsacrossinformationandworkflows.供应链流程和系统的实施

ImplementSCprocessesandsystems,includingpeople,processes,technologyandorganization33供应链双螺旋SupplyChainDoubleHelix供应链随着竞争环境的变化而持续地发展变化Supplychainsareconstantlyevolvingandchangingastheenvironmentwhichtheycompetechanges.主动设计和再设计供应链的能力可以创建竞争优势Theabilitytodesignandredesignsupplychainsproactivelythatcreatescompetitiveadvantage.当一家公司设计和在设计其供应链时,必须利用初因设计方法(DFX)的优点Asacompanydesignsandredesignsitssupplychainsmusttakeadvantageofdesignedforinitiatives.34供应链双螺旋SupplyChainDoubleHelix利基竞争者多维度复杂性完整产品/垂直行业组件产品/水平行业技术进步供应商市场权力独占系统的盈利性整合的压力组织僵化分拆的压力35初因设计方法(DFX)DesignforInitiatives为制造设计Designformanufacturability为配送设计Designfordistribution为分拆设计Designfordisassembly为环境设计Designforenvironment为供应设计Designforsupply为客户设计Designforthecustomer初因设计方法试图创立这样的一个氛围,即设计者和内部或者外部的关键成员一起工作以确保关键的问题都被考虑到并且被整合到产品和流程的设计中去Designforinitiativesattempttocreateanatmospherewheredesignersworkwithotherkeyplayersinternallyorexternallytoinsurecriticalissuesareconsideredandintegratedintodesignofproductsandprocesses.36产品和服务的性质NatureoftheProductorService供应链应该按照产品或服务的实质,即创新性或者功能性,来构建Supplychainshouldbestructuredbasedonwhethertheproductorservicetheydeliverisinnovativeorfunctionalinnature.创新性产品生命周期短Innovativeproductshaveshortlifecycles功能性产品满足基本需求FunctionalproductsfulfillbasicneedsInsightgeneratedfromthisdesignstrategycancomplementtheSCOR,DoubleHelix,orproductlife-cyclemodels.37创新性产品的供应链InnovativeProductSupplyChains创新性产品:Innovativeproductshaverelatively相对高利润率highprofitmargins需求不可预测且短期unpredictableshort-liveddemand过时风险高highriskofobsolescence.Supplychainshould:寻求使库存水平最低Seektominimizeinventory专注速度和柔性Focusonspeedandflexibility理想的供应链:快速反应型

Responsive38功能性产品供应链FunctionalProductsSupplyChains功能性产品:需求可预测Predictabledemand生命周期长Longlifecycles大量的替代品LargenumberofsubstitutesSupplychainshould:寻求成本最小化Seektominimizecost提供可靠的高水平服务Providereliableandhighservicelevels理想的供应链:效率型Efficient39产品生命周期40供应链的绘制SupplyChainMapping一般最好先画一张详细的供应链图,明确主要的结点和瓶颈区域Supplychainmappinggenerallybeginswithahighlevelmaptoidentifymajorlinkagesandbottleneckareas.主要考虑顾客和关键供应商的结点Supplychainmapsshouldconsiderlinkageswithcustomersandkeysuppliers.利用管道图来识别不需要的冗余的地方,从而改善现有供应链的竞争状态Toolslikethepipelinemapmayidentifyunnecessarycomplexity,therebyleadingtoimprovementstothecurrentcompetitivestateofthesupplychain.41管道图PipelineMap-Example42管道图步骤PipelineMappingSteps确定你想画的项目Identifytheitemthatyouwishtomap

。确定关于该产品的在管道图上的发生的所有流程，包括供应商的流程Identifyalloftheprocessesthatoccuronthephysicalpipelineforthatproduct,includingsupplierprocesses.确定谁执行链中每个过程Determinewhoperformseachprocessinthechain.和执行流程的实体交谈，以确定每一个流程花多长时间;当前有多少库存，在途库存和物料运输时Talktoeachoftheentitiesthatperformsaprocess,determinehowlongtheprocesstakes;howmuchinventoryispresent;howmuchinventoryisintransitandtransittimesformaterials.

。库存应包括原料/部件/产出产品Inventorywouldincluderawmaterials,components,andoutput43PipelineMappingSteps画出从原料到最终顾客的供应链管道图(用连续的水平和垂直线标识)DrawtheSCpipelinemapfromrawmaterialtoenduserasaseriesofhorizontalandverticallines.开始先画一条水平线,从商品市场到最终顾客Beginbydrawingahorizontallinefromthecommoditymarkettotheenduser.水平线的长度代表总流程和相关运输时间Thelengthofthehorizontallinerepresentsthetotalprocessandrelevanttransportationtime.从最早流程开始,按顺序标上流程名称,并在名称后写上流程耗费时间Startingwiththeearliestprocess,writethenameoftheprocessesinorderabove.Afterthenameoftheprocess,indicatethetimetheprocesstakes.在流程开始和结束点上画上垂直线,标明每个成员手上的平均库存,流程开始点表示投入原材料的数量,结束点表示产出数量.如果产品在流程中没有被加工,那么只显示库存水平.竖线上所有数字的和代表”无增值”的数量或缓冲库存的天数.Drawverticallinesatthebeginningandendofeachprocesstoindicatetheaverageamountofinventorythateachpartyhasonhandintermsofbothinputandoutput.Theserepresenttheaverageinventorythatanypartyinthesupplychainisholding.Iftheproductisnotphysicallytransformedbytheprocess,onlyoneinventorylevelisshown.Addingtotalinventoryinthepipelineidentifiestheamountof“non-valueadded”daysorbufferinventory.另外也可用流程模型来确认每个流程的时间和成本,专注改善价值最高和延迟最长的流程.Alternatively,useflowmodelingto,identifyboththetimeandcostassociatedwithaprocess.Focusprocessimprovementontheprocesseswiththehighestvalueandthelongestdelays.44PipelineMappingSteps分析供应链以发现改善机会Analyzethesupplychainforopportunities.如何减少长度Considermeanstoreducethepipelinelength.

相关流程:哪些不必要?MaprelevantSCprocesses.Lookforunnecessaryprocessesanddelays.Identifypotentialimprovementopportunities.缓冲库存可以降低?Considermeanstoreducethelevelofbufferinventory.ThisrepresentsassetsthatSCmembershavetiedupincreasingcostandriskwhileloweringtheagilityofthechain.Analyzewhereinventoriesaretoohighbyfocusingonareaswiththehighestlevelsandlongestdelays.将第6步中的对策按优先度排序Prioritizeyourideasfromstep6.Workwiththeteam,suppliers,customersandotheraffectedpartiestoimplement,manage,andmonitorchanges.Don’tlimityourselftothefirsttiersuppliersorcustomers,asthesupplier’ssuppliersandcustomer’scustomersmayalsoprovideexcellentideasoropportunitiesforSCimprovement.分析新的供应链,重复前面6步步骤,直到对改进的结果满意或不能获取更多的成本收益为止Analyzethenewsupplychain,revisitingstep6untilsatisfiedwiththeimprovementresultsortheyarenolongercost-beneficial.将以上步骤运用到其它供应链上Repeattheprocedurewithothersupplychains.45AReturntotheOpeningStoryBasedonwhatyouhavenowreadanddiscussed:Does“drawingapicture”ofOlympus’coreprocessseemlikeagoodwaytoseemlikeagoodwaytoidentifyimprovementopportunities?Whyorwhynot?Doesextendingtheideaofprocessmappingtothesupplychainmakesense?InwhatwayswouldyouexpectSCmappingtodifferfromprocessmapping?WherewouldyoubeginindrawingtheSCmap?Whoshouldbeinvolved?SCmappinganswersthequestions,“Howdowefit?”and“Howshouldwefit?”Whybeginwithamapofyourcurrentprocessbeforedrawingamapofhowyouwouldlikethingstobe?SupplyChainManagement:FromVisiontoImplementationSupplementG:ProjectManagement47ProjectManagementProjectandprocessmanagementarecloselyrelatedpractices.Projectmanagementrequiresagoodunderstandingofinterdependenciesamongactivities,timeandresourcesnecessarytocompletetheseactivities.Threebest-knownprojectmanagementtools:criticalpathmethod(CPM),Ganttcharts,andtheprogramevaluationreviewtechnique(PERT)48CriticalPathMethod(CPM)DevelopedbyDuPontandRemingtonRandduringthe1950sProjectsarebrokenintovariousactivitiesPrecedencebetweenactivitiesdeterminesequenceforcompletionActivitieswithnoslack,amountoftimeanactivitycanslipwithoutimpactingoverallcompletiontime,aresaidtobealongthe“criticalpath”49CPMStepsStepNumberStepName1Listrequiredactivities2Constructprecedencediagram3Estimatetimenecessaryforeachactivity4Calculateearlieststartandfinishtimes5Calculatelateststartandfinishtimes6Calculateslackofeachactivity7