【正文】 PART I Challenges 3 Winning as a Team 團隊致勝 Winning as a Team If plexity and variability are what make supply chain management a hard game to master, then the best tactics are those that lead to simplicity and stability. Indeed, most of the innovations in supply chain management over the past 20 years have attempted to both simplify and stabilize the flow of demand, supply, and cash. These innovations include the extension of justin time manufacturing techniques out to the supply chain, plus a variety of specialized programs for managing the replenishment of retail inventories. Unfortunately, the gains produced by these programs have often e at the expense of other links in the chain, and that doesn39。t improve the petitiveness of the chain as a whole. A brief look at game theory reveals why these programs are falling short and points the way to the winning strategy: integrating the members of the supply chain into a smoothly functioning team by making sure that every member39。s win contributes to the success of all the others. 倘若供應(yīng)鏈管理不易精通是因為其複雜性 (plexity)與變異性 (variability)，那麼最好的戰(zhàn)術(shù)就是設(shè)法讓系統(tǒng)變得單純 (simplicity)與穩(wěn)定 (stability)。的確，在過去 20年間，大部分的供應(yīng)鏈管理創(chuàng)新，都在企圖讓 需求 (demand)、供應(yīng) (supply)與帳款 (cash)的流程可以簡單，而且穩(wěn)定地進 行。這些創(chuàng)新的方法包括延伸及時制 (JIT)生產(chǎn)技術(shù)於供應(yīng)鏈上，以及數(shù)種 管理零售存貨補充的推動方案 (programs)。不幸的是，這些推動方案所帶 來的收益常造成供應(yīng)鏈其他連結(jié) (links)費用的增加，而無法提升整體供應(yīng) 鏈的競爭力。本章簡單以「賽局理論」 (game theory)探討，可以發(fā)現(xiàn)這些 推動方案有所不足之原因，並指出致勝策略之道：整合供應(yīng)鏈成員成為一 個運作順暢的團隊，確保每位成員的獲勝會帶給其他成員的成功。 JIT Supply Programs(及時制供應(yīng)方案 ) JIT has transformed manufacturing Of the many efforts to improve the flow of raw materials into production facilities, most have involved extending the reach of the justintime (JIT) manufacturing method upstream toward suppliers. One of the key elements of the JIT approach is eliminating excess inventory throughout the production process by timing the movement of materials to each workstation to arrive just at the moment they are needed for the next operation. This practice minimizes inventories throughout the production process, helping manufacturing panies reduce holding costs, minimize obsolescence, and improve their return on assets. These benefits have led to the widespread adoption of JIT throughout industries that use repetitive production techniques. 及時制改變了製造方式 在改善物料到生產(chǎn)設(shè)施間流程的許多努力中，常見的做法是 將 及時制生產(chǎn)方法 (justintime(JIT)manufacturing)向上延伸至供應(yīng) 商端。及時制 (JIT)方法的關(guān)鍵要素之一是，藉由排定「投料」到各 工作站地時間，讓物料根據(jù)下一個作業(yè) (next operation)所需適時地 送達，以減少生產(chǎn)過程中多餘的存貨。這樣的做法可以讓製程中的 物料存貨降到最低，讓生產(chǎn)工廠降低存貨持有成本，減少老舊存 貨，並且改善資產(chǎn)報酬率。由於有這些優(yōu)點，使得及時制生產(chǎn)方法 廣泛地被應(yīng)用於重複性生產(chǎn)技術(shù)的產(chǎn)業(yè)中 (repetitive production techniques)。 JIT Supply Programs(及時制供應(yīng)方案 ) Frequent shipments reduce total inventory Of the three inventories held in production facilities, the workinProcess (WIP) inventory is most easily reduced using JIT. But WIP is usually the smallest and least expensive of the inventories, and tackling the other two requires changing the way suppliers deliver raw materials and customers receive finished goods. In order to bring down the inventory of raw materials, JIT producers work with their suppliers to switch over from large shipments of materials that go to central receiving facilities to small, frequent shipments that go directly from trucks to the factory floor (Figure ). The change is a dramatic one, often taking a pany from monthly orders and shipments to multiple shipments a day with precisely timed arrivals. Most JIT producers have a similar program on the outbound side, using small, frequent deliveries to minimize their inventory of finished goods. 頻率高的貨件運送可以降低總存貨 在生產(chǎn)設(shè)施所持有的三種存貨類型中，在製品 (WIP)最容易運用及時制方 法來降低存貨水準(zhǔn)。然而，在製品存貨通常是其中占最小比率也花費最少 的部分，不過解決另外兩種存貨 (原物料、製成品 )問題必須改變供應(yīng)商交 運原物料與交付顧客製成品的方式。為了降低原物料存貨，及時制生產(chǎn)工 廠與他們的供應(yīng)商合作，將物料由大批量送到工廠中央物料倉庫的方式， 改為小批量高頻度直接由卡車送到生產(chǎn)線上 (factory floor)的方式 (見圖 )。這是個相當(dāng)巨大的改變，通常會將公司的月訂單／月交貨模式改變 為嚴格到貨時間要求之 1日數(shù)次配送模式。大部分及時制生產(chǎn)工廠對於外 向物流 (outbound logistics)也有類似做法，即採用小批量高頻度的配送以降 低製成品存貨水準(zhǔn)。 JIT Supply Programs(及時制供應(yīng)方案 ) JustinTime Supply JIT Supply Programs(及時制供應(yīng)方案 ) JIT requires close partnerships with suppliers As soon as manufacturers begin to make these kinds of changes. JIT quickly expands from a production initiative to a much broader program that requires systematic changes in supply chain management. Toyota, the pany that pioneered the JIT method in the 1970s, was keenly aware of this aspect of its program, and it worked closely with its suppliers to convert their operations to JIT as well, precisely coordinating the flow of goods from suppliers to production plants. In order to support the close relationship required by this new kind of production, Toyota used a uniquely Japanese form of joint partnership, called a keiretsu, with its key suppliers. In Toyota39。s case, the keiretsu involved taking a 20 to 50 equity position in each supplier and replacing 20 of its key executives with Toyota personnel. 及時制要求緊密的供應(yīng)商夥伴關(guān)係 在製造廠陸續(xù)進行這些改變後，及時制很快地由生產(chǎn)推動方案擴展到更大 範(fàn)圍的推動方案，要求供應(yīng)鏈管理的系統(tǒng)性變革。豐田公司 (Toyota)，在 1970年代發(fā)展出及時制，很清楚及時制的特性，並緊密地與其上游供應(yīng)商 合作，將供應(yīng)商作業(yè)也轉(zhuǎn)變成及時制，精準(zhǔn)地調(diào)節(jié)從供應(yīng)商到生產(chǎn)線的物 料流程。為了支援新生產(chǎn)方案所需的緊密關(guān)係，豐田公司 (Toyota)與其主 要供應(yīng)商間採用了獨特日本型態(tài)的聯(lián)合夥伴關(guān)係 (joint partnership)，稱之 為 企業(yè)團 (keiretsu)。以豐田案例來說，「企業(yè)團」的做法涉及持有供應(yīng)商 20%～ 50%的股東權(quán)益，以豐田公司人員替換供應(yīng)商 20%的主要高階主 管。 JIT Supply Programs(及時制供應(yīng)方案 ) Simpler ordering reduces plexity JIT practices offer important insights into how supply chains can be improved. Although the apparent focus of JIT is on reducing inventory, the true spirit of the method is a systematic pursuit of quality, one aspect of which is eliminating any unnecessary plexity. In the case of supply chain transactions, this philosophy has led to a much needed streamlining of the ordershipmentpayment cycle. Instead of accumulating large orders mixing many different kinds of materials, producers place many orders f