供应链管理基本知识解读

CHAPTER2SupplyChainManagement第一页，共十八页。SupplyChainManagementTheintegrationofkeybusinessprocessesfromenduserthroughoriginalsuppliers,thatprovidesproducts,services,andinformationthataddvalueforcustomersandotherstakeholders.第二页，共十八页。SupplyChainBusinessProcessesTier1SupplierTier2SupplierSUPPLYCHAINMANAGEMENTIntegratingandManagingProcessesAcrosstheSupplyChainLogisticsPurchasing

Marketing&SalesR&DCustomerConsumer/End-userCUSTOMERRELATIONSHIPMANAGEMENTCUSTOMERSERVICEMANAGEMENTDEMANDMANAGEMENTORDERFULFILLMENTMANUFACTURINGFLOWMANAGEMENTPROCUREMENTPRODUCTDEVELOPMENTANDCOMMERCIALIZATIONRETURNSPRODUCTFLOWProductionFinanceManufacturerInformationFlowSource:DouglasM.Lambert,MarthaC.Cooper,JanusD.Pagh,“SupplyChainManagement:ImplementationIssuesandResearchOpportunities”,TheInternationalJournalofLogisticsManagement,Vol.9,No.2,1998,p.2.第三页，共十八页。SupplyChainNetworkStructureMembersoftheFocalCompany’sSupplyChainnnnnnnnConsumers/End-CustomersTier3toncustomers12112n12InitialSuppliersTier3tonsuppliers123121231FocalCompanyTier1CustomersTier2CustomersTier3toConsumers/End-CustomersTier2SuppliersTier1SuppliersTier3toInitialsuppliersn1第四页，共十八页。ElementsandKeyDecisions2.Whatprocessesshouldbelinkedwitheachofthesekeysupplychainmembers?SupplychainbusinessprocessesSupplychainmanagementcomponentsSupplychainnetworkstructure1.Whoarethekeysupplychainmemberswithwhomtolinkprocesses?3.Whatlevelofintegrationandmanagementshouldbeappliedoreachprocesslink?第五页，共十八页。TypesofBusinessProcessLinksManagedProcessLinksMonitoredProcessLinksNot-ManagedProcessLinksNonmemberProcessLinks第六页，共十八页。TypesofInter-company

BusinessProcessLinksMembersoftheFocalCompany’sSupplyChainManagedProcessLinksMonitorProcessLinksNot-ManagedProcessLinksNon-MemberProcessLinksNon-MembersoftheFocalCompany’sSupplyChainnnnnnnnnConsumers/End-CustomersTier3toncustomers12112nn1211InitialSuppliersTier3tonsuppliers123121231FocalCompanyTier1CustomersTier2CustomersTier3toConsumers/End-CustomersTier2SuppliersTier1SuppliersTier3toInitialsuppliersn1Source:DouglasM.Lambert,MarthaC.CooperandJanusD.Pagh,"SupplyChainManagement:ImplementationIssuesandResearchOpportunities,”TheInternationalJournalofLogisticsManagement,Vol.9,No.2(1998),p.7.第七页，共十八页。UnderlyingProcessVisionCustomerRelationshipManagementProcurementFulfillmentCustomerServiceManagementManufacturingFlowManagementDemandManagementCustomerSource:3MSupplyChainManagementVisionThekeytoachievinganintegratedflowofproductandinformationthroughoutthesupplychainistocreateafocusedcustomerinterface,afocusedsupplierinterface,andanintegrated,process-oriented,supplychainwhichisdrivenbythecustomer.第八页，共十八页。FundamentalManagement

ComponentsWorkflow/activitystructurePlanningandcontrolmethodsOrganizationstructureCommunicationandinformationflowfacilitystructureProductflowfacilitystructurePhysicalandtechnicalmanagementcomponentsManagerialandbehavioralmanagementcomponentsCultureandattitudeRiskandrewardstructurePowerandleadershipstructureManagementmethods第九页，共十八页。CustomerRelationshipManagementCustomerserviceteamsdevelopandimplementcustomerpartneringprograms.Product/serviceagreementsareestablished.Newcustomerinterfacesleadtoimprovedcommunicationandbetterpredictionsofcustomerdemandandimprovethewaycustomersareserviced.Teamsidentifyandeliminatesourcesofproductionvariability.Keyperformanceevaluationcriteria(bothlevelofserviceandcustomerprofitability)areusedtomeasureresults.第十页，共十八页。CustomerServiceManagementProvidesasinglesourceofcustomerinformation,apointofcontactforadministrationoftheproduct/serviceagreement.Conveysreal-timeinformationthroughinterfacewithproductanddistributionoperations.Requiresanon-line/real-timeproductandpricinginformationtoassistcustomerswithinquiries,orderplacement,andafter-salesservice.Includesfrontlinetechnicalservicethatassistscustomerswithproductapplicationsandrecommendations.第十一页，共十八页。CustomerOrderFulfillment“Customerneeddates”andrequirementsdrivetheprocess.Manufacturing,distribution,andtransportationplansareintegrated.Strategicallianceswithkeysupplychainmembersandcarriersareformedtomeetrequirementsandtoreducetotal-delivered-costtocustomers第十二页，共十八页。ManufacturingFlowManagementProductispulledthroughtheplantbasedoncustomerneeds.Manufacturingprocessesmustflexiblyrespondtomarketchangeswithrapidchangeovercapabilitiesformasscustomization.Minimumlotsizesareplannedtomovetowardamaketoorderenvironment.Productionprioritiesaredrivenbyrequireddeliverydates.Managersconcentrateonkeepingsetup/changeovercostsverylow.第十三页，共十八页。ProcurementStrategicplansofsuppliersandcompanyarealignedtofocusresourcesonholdingdowncostsanddevelopingnewproducts.Suppliercategorizationandmanagementisimplementedonacorporateglobalbasis,withpurchasinginastrategiccontractingrole.Purchaseordertransactionsareintegratedwiththesupplyprocesstoimproveproductivityandallareasofsupplierperformance.第十四页，共十八页。Costtrade-offsinMarketing

andLogisticsProductOrderprocessingandinformationcostsInventorycarryingcostsPlace/customerservicelevelsOrderprocessingandinformationcostsPriceLotquantitycostsWarehousingcostsTransportationcostsLOGISTICSMARKETING第十五页，共十八页。ReengineeringSCM

ProcessFlowChartAssess:CultureStrategiesPracticesProcessesMissionstatementBusinessrequirementsImplementbusinesssolutioninsupplychainNewenterprisedesignforintegratedprocessRevise/reengineerStrategicpartnershipsOrganizationstructureHumanresourcecapabilitiesInformationsystemsAcceptableNotacceptableSource:DouglasM.Lambert,LarryC.Guinipero,andGaryJ.Ridenhower,“SupplyChainManagement:AKeytoAchievingBusinessExcellenceinthe21stCentury,”unpublishedmanuscript.AllRightsreserved.第十六页，共十八页。IMPLEMENTATIONOFSUPPLYCHAINMANAGEMENTInformationArchitecture,DataBaseStrategy,InformationVisibilityTechnicalLogisticsPurchasingFinance&AccountingSales&MarketingBusinessProcessesTypical

FunctionsSilosManufac-turingCUSTOMERSDemandManagementNetworkPlanningCapabilityPlanningSourcingDemandPlanningCustomerRelationshipManagementRequirementsDefinitionManufacturingStrategySourcingStrategyCustomerProfitabilityAccountManagementRequirementsDefinitionCustomerServiceManagementPerformanceSpecificationsCoordinatedExecutionAccountAdministrationTechnicalServiceManufacturingFlowManagementProductionPlanningIntegratedSupplyManufacturingProcessStabilityFulfillmentDistributionManagementPlantDirectSelectedSupplier(s)DistributionCostSpecialOrdersProductDevelopmentandCommercializationProcessSpecificationsMaterialSpecificationsR&DCostProductDesignBusinessPlanMovement