专业英语《物流与供应链管理》课件：Chapter 3 Managing the global pipeline

Chapter3

ManagingtheglobalpipelineThischapter:Discusstheglobalizationofindustry,theemergenceofglobalcompanies,andthetrendtowardsglobalproduction,distributionandmarketingstrategies.讨论工业的全球化，全球化企业的出现以及生产、配送和营销战略的全球化趋势。Explorestheimplicationsofsomeofthemostsignificantaspectsofglobalizationinthesupplychain:focusedfactories,centralizationofinventoriesandpostponementandlocalization.指出供应链全球化过程中最重要的几个因素：集中生产，库存的集中化管理，延迟策略和本土化。Identifiesthemostpressingchallengesforlogisticsmanagersarisingfromtheglobalizationofsupplychains.明确供应链的全球化给物流管理者带来的紧迫挑战。Considershowmanagersmightstructureandmanageagloballogisticsnetwork,balancingthebenefitsofcentralizedlogisticsplanningwiththeneedtomeetlocalizedcustomerdemands.探讨管理者应怎样构建和管理一个全球化的物流网络，如何平衡集中制定物流计划客户本土化之间的得失。Raisingissuesofoutsourcingandtheco-ordinationofnetworkpartnersandthecriticalroleoflogisticsinformationinmanagingagloballogisticspipeline.提出物流业务外包和供应链网络成员间的协调问题，并指出物流信息在全球供应链管理中扮演的重要角色。CompendiumPart1:IntroductionPart2:Thetrendtowardsglobalizationinthesupplychainpart3:ThechallengeofgloballogisticsPart4:OrganizingforgloballogisticsPart5:Thefuture1.IntroductionGlobalbrandsandcompaniesnowdominatemostmarkets.Atthesametime,theglobalcompanyhasreviseditspreviouslylocalizedfocus,manufacturingandmarketingitsproductsinindividualcountries,andnowinsteadwilltypicallysourceonaworldwidebasisforglobalproduction.目前市场上所销售的产品大部分是一些世界级公司的知名品牌。与此同时，全球化企业调整了先前的以区域为中心的战略，不再是每个独立的国家内部独立生产、销售产品，取而代之的是全球范围内采购、生产、配送。Question1

What’sthelogicoftheglobalcompany?

Itseekstogrowit’sbusinessbyextendingitsmarketswhilstatthesametimeseekingcostreductionthroughscaleeconomiesinpurchasingandproductionandthroughfocusedmanufacturingand/orassemblyoperations.力求依靠采购和生产方面的规模经济以及集中化的制造和组装作业来降低成本，同时扩张它的销售市场以壮大其商业规模。Question2

Accordingtopartone,therearetworelatedchallenges,whatarethey?Whatistheirrelationship?Firstly,worldmarketsarenothomogeneous,thereisstillarequirementforlocalvariationinmanyproductcategories.Secondly,unlessthereisahighlevelofcoordination,thecomplexlogisticsofmanagingglobalsupplychainsmayresultinhighcosts.首先，全球市场并不是千篇一律的，不少产品仍需要根据本土化进行变动。其次，如果没有高水准的协调能力，管理复杂的全球供应链只会引起成本的提高和前置时间的延长。Ontheonehand,howtoofferlocalmarketsthevarietytheyseekwhilststillgainingtheadvantageofstandardizedglobalproduction；ontheother,howtomanagethelinksintheglobalchainfromsourcesofsupplythroughtoenduser.一方面，如何既能保证向各地市场提供差别化产品，又获得全球标准化生产的优势；另一方面，如何有效地管理全球供应链中从原材料采购到最终用户的整条供应链的连接。Thereisadangerthatsomeglobalcompaniesintheirsearchforcostadvantagemaytaketoonarrowaviewofcostandonlyseethecostreductionthatmaybeachievedbyfocusingonlyonproduction.Inrealityitisatotalcosttrade-offwherethecostsoflongersupplypipelinesmayoutweightheproductioncostsaving.

Question3

Doyouthinkhowmanyfactorsshouldbeconsideredinordertoestablishacost-justifiedglobalstrategyforlogistics?Trade-offsingloballogisticscostslocalizedglobalDegreeofglobalization(production/sourcing/marketing)Transport(sourcetouser)inventorymaterialsproduction（从采购地到用户）

Above-mentionedfigureillustratessomeofthepotentialcosttrade-offstobeconsideredinestablishingtheextenttowhichaglobalstrategyforlogisticswillbecost-justified.上图指出了在制定成本合理的全球物流战略时，需要考虑哪些成本之间的权衡问题。Question4Accordingtotext,what’sthetrendtowardsglobalorganizationofbothmanufacturingandmarketing?

Thetrendishighlightingthecriticalimportanceoflogisticsandsupplychainmanagementasthekeystoprofitability.全球化企业生产和销售的全球化趋势更加强调物流与供应链管理是赢利的·关键所在Question5Howtodefineaglobalbusiness?Howtodistinctitfromaninternationaloramultinationalbusiness?

2.Thetrendtowardsglobalizationinthesupplychain供应链的全球化趋势Thegrowthinworldtradehascontinuedtooutstripgrowthinmostcountries’GrossNationalProductthroughouttheclosingyearsofthe20thcenturyandlookssettocontinuefortheforeseeablefuture.Nike:howtomeetchallengeReinventedtheconceptofsportsshoesTransformingintohigh-tech、high-performanceSeekingreductionofcostandhighqualitySportingsuperstarendorsementOperateavirtualenterpriseInformationsystemsOut-sourceddistributionQuestion1

Howdobusinessesimplementtheirlogisticsstrategies?FocusedfactoriesCentralizationofinventoriesPostponementandlocalization集中生产库存的集中化管理产品延迟策略和本土化FocusedfactoriesByLimitingtherangeandmixofproductsmanufacturedinasinglelocationtoachieveconsiderableeconomiesofscale限制在单一制造点的产品种类和产品组合达到经济规模IssuesAnumberofcruciallogisticstrade-offsLocalpacksVarietyofproductsProductionflexibility一些重要的物流内部权衡问题本土化包装产品的多样性生产的灵活性CentralizationofinventoriesFromnationalwarehousestoRDCsInventoryreduction-squarerootruleCentralizedlogisticsatLeverEurope从国家级别的仓库到区域配送中心减少库存——平方根原则LeverEurope的集中化物流Postponementandlocalization

Althoughthetrendtoglobalbrandsandproductscontinues,itshouldberecognizedthattherearestillsignificantlocaldifferencesincustomerandcustomerrequirements.虽然产品和品牌的国际化趋势与日俱增，但我们必须认识到顾客和消费者的需求还是有明显的地区性差异。SignificantlocaldifferencesHowtomeetlocalrequirements—postponementTheadvantageofpostponementDesignforlocalization明显的地区性差异延迟策略本土化设计

3.thechallengeofgloballogisticsQuestion1What’sthedifferencebetweenManagingaglobalnetworkandmanagingapurelynationallogisticssystem?Managingaglobalnetworkisnotonlymorecomplexthanmanagingapurelynationallogisticssystem,butitalsoinvolvessomespecific,additionalconsideration.Fourfactorsarecriticallyimportanttoglobalsupplychains,theycreatetheneedfordifferentsolutions.Factor1:extendedleadtimes

ofsupplyInmanycases,itshouldbepossibletomaketoorderonveryshorttimescalesforspecificcustomersincontrasttosupplyingfrominventory.Itisalsonormallyessentialfortheglobalchaintoholdalevelofintermediateinventorybetweenmanufacturingandthecustomertobufferagainstextendedtransittimes.Factor2:extendedandunreliabletransittimesShipping,consolidationandcustomsclearanceallcontributetodelaysandvariabilityintheleadtime.Ithastheconsequencethatlocalmanagerscompensateforthisunreliablebyover-ordering,doublebuffering,andapplycompetitivepressureonmanufacturingandthecentralallocationorganization.Factor3:multipleconsolidationandbreakbulkoptionsTheoptionsforthemanagementofinternationalfreightareseveral.TaketheEuropeanoptionsforshipmentfrommultiplesourcepointsforexample,Globalshippingoptionsarebelow:Fromthefouroptionswecanseetheinventoryholding,warehousing,customerserviceandfreightcostsbalancearedifferent.Option1:Directshipfromeachsourcetofinalmarketinfullcontainers.Option2:Consolidateinthesupplyregionforfinalmarketinfullcontainers.Option3:Consolidatefromeachsourceforeachtheatreofoperationwithbreakbulk/intermediateinventoryinthetheatreforspecificmarkets.Option4:Consolidateinthesupplyregionandalsobreakbulkinthetheatreofoperations.Factor4:multiplefreightmode

andcostoptionsAnincreasinglyattractiveoptionistheuseof‘door-to-door’transportproviders.Thebenefitsthatdoor-to-doorcanprovidearetypicallyintheformofshorterandmorereliabletransittimes,swifterandlesscomplexproceduresfoecustomsclearanceand,usually,anizingforgloballogistics

构建国际化物流体系

Thesamesolution:Effectivenessingloballogisticscanonlybeachievedthroughagreaterelementofcentralization.国际间物流运作的合理性只能通过更好的集约来实现。Howthencantheappropriatebalanceofglobalversuslocaldecisionsmakingbeachievedinformulatingandimplementinglogisticsstrategy?如何把握好国际化和本土化之间的平衡？Eventhoughmarketenvironmentandindustrycharacteristicsaredifferentfromcompanytocompany,thereisstillanumberofgeneralprinciples.尽管每个企业都有特定的市场环境和行业特征，依然存在很多普遍原则。thestrategicstructuringandoverallcontroloflogisticsflowsmustbecentralizedtoachieveworldwideoptimizationofcosts.关于组织和全面控制物流的流程，其战略的制定必须更集中化，以达到全球的总成本最低1.Structureandcontrolthecontrolandmanagementofcustomerservicemustbelocalizedagainsttherequirementsofspecificmarketstoensurecompetitiveadvantageisgainedandmaintained.针对特定的市场需求，客户服务的控制和管理必须达到本土化以确保获得和维持竞争优势。2.Customerservicemanagementasthetrendtowardsout-sourcingeverythingexceptcorecompetenciesincreasesthensodoestheneedforglobalco-ordination.除核心竞争力外，企业其他业务的外包趋势逐渐加强，因此对国际间合作协调的要求也越来越高。3.Out-sourcingandpartnershipAgloballogisticsinformationsystemisthepre-requisiteforenablingtheachievementoflocalserviceneedswhilstseekingglobalcostoptimization.在寻求全球成本最优化的同时，要想满足本土化服务的需求，其先决条件就是拥有一个全球物流信息系统。4.Logisticsinformation5.thefutureGlobalpipelinecontrolishighlydependentontheabilitytofindthecorrectbalancebetweencentralcontrolandlocalmanagement.Whattasksandfunctio