【正文】 e tangible benefits and intangible attributes the customer recognizes, pays for, uses and/or experiences as well as all the contacts the customer has with your firm. To begin with, it is important to note that panies no longer simply manufacture a product and ship it. Nor do they simply provide a service – as the service often involves having to manage physical products as well as information flows. Many panies also produce information products – is this a service or a product? As you can see, the lines between products and services has blurred, so that when we think about the pharmaceutical business, we are really defining what we sell as a product bundle or a service package. In effect, there are tangible and intangibles associated with discovering, developing, and selling products. Supply Chain Management 你銷售什么？ ? 一系列產(chǎn)品或者一整套服務(wù) ? 這包括有形的和無形的屬性，這些屬性是消費者承認(rèn)的，為之付費的，可以使用和 /或者經(jīng)歷過的，還包括消費者與你公司的所有接洽過程。 首先，認(rèn)識到公司不再是簡單的將產(chǎn)品生產(chǎn)出來然后運出去是非常重要的，他們也不是簡單地提供一種服務(wù) —服務(wù)通常包括管理實在的貨物和信息流。許多公司也生產(chǎn)信息產(chǎn)品，這是一種服務(wù)還是產(chǎn)品呢？ 正像你所看到的，產(chǎn)品和服務(wù)的分界已經(jīng)很模糊了。舉一個制藥工業(yè)的例子，我們確實定義了我們所賣的哪些是產(chǎn)品哪些是服務(wù)配套。事實上，在發(fā)明、研制和銷售產(chǎn)品的過程中，有些是有形的產(chǎn)品，有些是無形的產(chǎn)品。 Supply Chain Management Traditional View of Supply Chain Management Now, let‘s step back and review some principles regarding how we manage the product/service bundles within this entity called the supply chain. To begin with, as we noted earlier, all anizations either manufacture products, provide services that someone values, or in many cases, a bination of both. Traditionally, the operations function has had the primary responsibility for making sure this happens. The traditional way to think about operations is as a transformation process that takes a set of inputs and transforms them in some way to create valuable goods and services. This is seen as follows: Supply Chain Management 供應(yīng)鏈管理的傳統(tǒng)觀點 現(xiàn)在，回顧一下我們在這個稱為供應(yīng)鏈領(lǐng)域內(nèi)如何管理產(chǎn)品和服務(wù)的一些定律。首先，正像我們在前面注意到的那樣，所有的企業(yè)要么生產(chǎn)產(chǎn)品，要么提供別人認(rèn)可的服務(wù)，要么兩者兼有。在傳統(tǒng)意義上，生產(chǎn)運作對保證這個過程順利進(jìn)行負(fù)有最主要的責(zé)任。傳統(tǒng)觀念對運作 (operations)的認(rèn)識是把一組投入按某種方法生產(chǎn)出有價值的產(chǎn)品和服務(wù)的一個轉(zhuǎn)化過程。 如下圖所示： Supply Chain Management Traditional Transformation Process Focusing on the traditional transformation process: Supply Chain Management 傳統(tǒng)的轉(zhuǎn)變過程 讓我們來集中看一看傳統(tǒng)的轉(zhuǎn)變過程： Supply Chain Management Example: Chair Manufacturing Even for a product as simple as a chair, the range of activities that must occur to transform raw lumber into a finished chair can be overwhelming at first. Supply Chain Management 例子：椅子的生產(chǎn) 即使對椅子這樣的簡單產(chǎn)品，把木材最終變成椅子這樣的生產(chǎn)活動其范圍之廣也會讓人一開始受不了。 Supply Chain Management Example: Chair Manufacturing Continuing the previous example: Supply Chain Management 例子：椅子的生產(chǎn) 接著前面的例子： Supply Chain Management Different Functions in the Supply Chain Traditional View of the Supply Chain The supply chain spans activities of the value chainraw material supply to the customer‘s final purchase Supply Chain Management 供應(yīng)鏈中的不同職能部門 供應(yīng)鏈的傳統(tǒng)觀念 供應(yīng)鏈橫跨整個價值鏈活動 從原材料的供應(yīng)到消費者的最終購買。 Supply Chain Management Organizational Boundaries Information buffers and partmentalization yield limited visibility. This results in: Supply Chain Management 組織邊界 信息的遲緩和分隔會限制可視性 (visibility)。 Supply Chain Management Transforming Supply Chains into Value Systems ? A value system is a connected series of anizations, resources, and knowledge streams involved in the creation and delivery of value to end customers. ? Value systems integrate supply chain activities, from determination of customer needs through product/service development, production/operations and distribution, including (as appropriate) first, second, and third tier suppliers. Supply Chain Management 把供應(yīng)鏈轉(zhuǎn)變成價值系統(tǒng) ? 價值系統(tǒng)是專注于創(chuàng)造價值，并把價值送到最終消費者手中的一系列相互關(guān)聯(lián)的組織、資源及信息流。 ? 價值系統(tǒng)融于供應(yīng)鏈的活動之中：從判斷消費者的需求到產(chǎn)品 /服務(wù)的開發(fā)，生產(chǎn)運作及貨物發(fā)送，包括第一、第二和第三層供應(yīng)商 (視具體情況而定 )。 Supply Chain Management Barrier Exercise As an exercise, list four of the ―barriers‖ or ―walls‖ that prevent operations from coordinating effectively with customers, logistics, and suppliers. Supply Chain Management 障礙練習(xí) 列出四種阻礙生產(chǎn)者有效地與消費者、物流和供應(yīng)商協(xié)調(diào)的“屏障”或“壁壘”。 Supply Chain Management Exercise Answers Some possible examples you might have listed include: ? Lack of aligned metrics with customer service management ? No representation on new product rollout teams ? Lack of visibility into market forecasts, advertising campaigns, and promotions ? Inability to municate directly with suppliers ? Administrative bureaucratic controls ? Reluctance to change ? Power struggles – distrust of other functions Supply Chain Management 練習(xí)題答案 你可能會列舉出如下的一些例子 : ? 缺乏與客戶服務(wù)管理一致的評價尺度。 ? 新產(chǎn)品推出團隊無所作為。 ? 缺乏市場預(yù)測、廣告競爭及產(chǎn)品促銷的可視性。 ? 不能直接與供應(yīng)商交流。 ? 官僚掌權(quán)。 ? 不愿意改變。 ? 權(quán)力斗爭 —不信任其他的機構(gòu)。 很顯然答案遠(yuǎn)不止上面列出的這些。 Supply Chain Management Who is in the Supply Chain?誰在供應(yīng)鏈中？ Supply Chain Management Forces Bludgeoning the Firm As we noted earlier, the ―traditional‖ model of supply chains is changing rapidly, and firms now realize that they need to transform their supply chains into value systems. Why? Because of the incredible petition being felt by pharmaceutical panies across the globe Supply Chain Management 驅(qū)使公司的大棒 正像我們先前注意到的那樣，“傳統(tǒng)”供應(yīng)鏈的模型在快速地改變，公司現(xiàn)在意識到他們需要把供應(yīng)鏈轉(zhuǎn)變?yōu)閮r值鏈 (Value Chain)。為什么？因為全球的公司都感到很大的競爭壓力。 Supply Chain Management Supply Chain Management Drivers Why are panies so interested in improving supply chain performance? There are several reasons: ? Globalization and increased petition ? Increasing customer expectations on service levels ? Product proliferation ? Shorter product life cycles ? New technologies ? Environmental issues Supply Chain Management 供應(yīng)鏈管理的驅(qū)動力 為什么公司對改進(jìn)供應(yīng)鏈性能如此地感興趣？原因如下： ? 全球化和競爭激化 ? 顧客對服務(wù)水平的期望越來越高