供应链管理与运筹学

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Management运筹学与供应链管理

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ChainManagement清华大学、工业工程系、副教授赵晓波电话：10-62772989传真：10-62794399电子信箱：xbzhao@Opiereation.s.Mtansagemiennnt,SegvgenthhEditioun,

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Management第１讲供应链简介12-3Operations

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Management战略与设计供应链管理的基本概念和意义供应链管理的基本理论供应链管理与企业竞争力供应链战略与设计12-4Operations

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Management供应链管理的基本概念和意义什么是供应链？供应链是由原材料零部件供应商、生产商、批发

商、零售商等一系列企业所组成。原材料零部件依次通过“链”中的每个企业，逐步变成产品，产品再通过一系列流通配送环节，最后交到最终用户手中，这一系列的活动就构成一个完整供应链的全部活动。企业采购→加工装配→批发配送经销商网点最终

客户供应商的

供应商供应商增

值

物

流信

息 流、

资

金

流供应链管理的基本概念12-6McGraw-Hill/IrwinOperations

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Management什么是供应链(续）？任何一个企业，都是由多个企业形成的相互联系、相互作用的“链”或“网”中的一份子。在它们的全部行为中，至少有一部分是作为其它企业的用户或供应商。供应商组件厂总装厂分销商市场/客户供应链示意图12-8Supply

Chain

Management供货商计划顾客顾客的顾客供货商的供货商商MakeDeliverSourceMakeMake

DeliverSourceDeliverSourceDeliver内部或外部内部或外部你的公司SourceOperations

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Management供应链管理的基本思想把整条“链”看作一个集成组织，把“链”上”的各个企业业都看作合作伙伴，对整条“链“”进行集成管理。目的：通过“链”上各个企业之间的合作和分工，致力于整个“链”上物流、信息流和资金流的合理化和优化，从而提高整条“链”的竞争能力。

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物流–如何使其在必要的时侯，流动到必要的地点–如何使流动成本更低–如何使流动过程中可能出现的偏差更小信息流–对物料的控制有赖于及时、可靠的相关信息–“用信息取代很费钱的库存”资金流Operations

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为什么要提出供应链管理？Operations

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reserved.McGraw-Hill/Irwin1、降低成本的注目点从企业内部扩展到了外部2、缩短产品的开发周期、生产周期、上市周期对企业竞争力越来越重要一有必要注目整个“链”上物流和信息流的快速速流动

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3、企业越来越专注于自己的核心能力一导致整个供应链变长；一更加需要“链”上各个企业加强合作；一更加突出了加强供应链管理的必要性4、企业越来越需要与多个企业结成“联盟”，共同与其它“联盟”竞争一“联盟”的盟友，首先是与本企业事业内容相关的的上下游企业，即供应链上的其它成员Operations

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典型的供应链采购Operations

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制造业中典型的供应链供应商供应商供应商}贮存制造分销零售顾客贮存分销零售顾客分销零售顾客Operations

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供应商供应商贮存}服务顾客服务业中典型的供应链Operations

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顾客是供应商最初的供应商顾客供应商顾客供应商顾客供应商最终用户Operations

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与供应商的基本关系：竞争还是合作？Operations

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供应链管理的益处Operations

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Soup存货周转率加倍Hewlett-Packard供应成本减少75%Sport

Obermeyer利润加倍，销售增加60%National

Bicycle市场份额从5%增加到29%Wal-Mart世界上最大、获利最丰的零售商

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供应链管理的要素Operations

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and

relations选址确定设施的位置后勤决定最好的输送和贮存原料

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物料移动图12-5接受贮存加工中心加工中心加工中心贮存加工中心贮存运输Operations

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生产率提高文案工作减少提前期缩短、存货减少准时系统的简易资金的电子传输改善运作控制减少书记劳动精确性增加Operations

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流通配送环节管理的重要性Operations

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reserved.McGraw-Hill/Irwin•••流通配送环节的链条越长，该环节对于产品竞争能力的影响越大由于成品的附加值远远高于零部件的附加值，该环节任何冗余的库存、时间上的延误、制造商和经销商之间的不友好关系都会给链上的各个成员带来高额成本“配送、流通是工业的‘黑色地带’，是可以大量节省成本的地方。”—P.F.德鲁克

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如何进行流通配送环节的管理？Operations

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4、注意点之一：“牛鞭效应”（Bullwhipeffect)

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1、设定合理的流通环节原材料零件制造顾客部件制造产品装配分销配送分销配送N＝？Operations

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制造基地配送中心顾客图2

集中型配送系统制造基地配送中心I配送中心

II顾客顾客图1

分散型配送系统Operations

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3、合理设定各个环节的库存主要考虑因素：–顾客服务水平和库存水平的平衡–顾客服务水平的衡量：缺货率库存水平Operations

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4、注意点之一：“牛鞭效应”Operations

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20151050201510502015105020151050Operations

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&G牛鞭效应（例）

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电子商务与供应链管理Operations

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电子商务与供应链管理（续）原材料零件制造顾客部件装配产品装配零售批发配送B2BB2BB2BB2BB2BB2COperations

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电子商务与供应链管理（续）原材料零件制造顾客部件装配产品

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