【正文】 ey have expanded the variety of products offered. 營銷商為了更符合消費(fèi)者需求，已經(jīng)擴(kuò)大了他們所提供的產(chǎn)品種類。 ? It is now possible for logistics managers to creatively manage the inbound and outbound inventories while still in transit to and from manufacturing 流經(jīng)理創(chuàng)造性地管理輸入與輸出庫存成為可能，雖然仍然是從制造工廠輸出或者向工廠輸入。 ? Adding to this plexity is the continuing trend toward more sophisticated automated manufacturing to increase quality and decrease labor 和降低勞動(dòng)力成本的更加精密的自動(dòng)化生產(chǎn)。由物流鏈接的垂直營銷系統(tǒng)重要性是不可否認(rèn)的。 ? Logistics performance guarantees are mon today. Suppliers who ship with errors in quantity, SKU, packaging requirements, or delivery requirements are today often heavily penalized by their retailer customers through invoice chargebacks. 物流績(jī)效擔(dān)保在今天很平常。 ? The retailers have strategically applied inventory technologies such as pointofsale scanning and electronic automatic reordering to make such splitsecond logistics performance ，例如銷售點(diǎn)掃描和電子自動(dòng)訂貨系統(tǒng)，使得瞬時(shí)物流成為可能。 5 ? Representing a substantial portion of national retail sales, these power retailers have tipped the balance of channel power. 這些大零售商全國零售銷售占相當(dāng)大的比例，已經(jīng)打破渠道平衡。1 全球運(yùn)籌管理 Global Supply Chain Logistics Management 柳學(xué)信 副教授 首都經(jīng)濟(jì)貿(mào)易大學(xué)工商管理學(xué)院 2022年 2 主要內(nèi)容 ? 全球性供應(yīng)鏈趨勢(shì) ? 全球供應(yīng)鏈風(fēng)險(xiǎn)與優(yōu)勢(shì) ? 全球供應(yīng)鏈管理 ? 全球運(yùn)籌管理 3 The Global Business Climate ? Increasing market concentration市場(chǎng)集中 ? Increasing dispersion of production生產(chǎn)分散 ? Increasing product line diversity生產(chǎn)線多樣化 4 Increasing Market Concentration ? Through increased market concentration, socalled ―power retailers‖ have e to rule the marketplaces in firstworld economies. 隨著市場(chǎng)集中度的增加，所謂的“零售大亨”已統(tǒng)治了第一世界國家市場(chǎng)。 ? With the base of retailers shrinking to a few giant firms, manufacturers and wholesalers now respond eagerly to the demands of these power retailers. 隨著零售商已經(jīng)縮小到幾個(gè)巨型公司，所以制造商及批發(fā)商現(xiàn)在熱切回應(yīng)著這些零售大亨們的要求。 ? When such retailers are paired with responsive and logistically sophisticated manufacturers, retail inventory turnover rates skyrocket. This allows the retailer to sell the goods before it even pays its suppliers, lending realworld proof to the concept of zeroinventory 和具有響應(yīng)性以及復(fù)雜物流系統(tǒng)的制造商結(jié)合在一起時(shí)，零售存貨周轉(zhuǎn)率扶搖直上。那些在出貨數(shù)量，庫存單位，包裝要求，或交貨要求上出錯(cuò)的供應(yīng)商現(xiàn)如今常常被零售客戶用退回貨物的方式進(jìn)行重罰。 ? Firms have pursued two distinctly different strategies in locating production 。 ? For global logistics managers, these trends dictate increasingly plex logistics system 球物流經(jīng)理人，這些趨勢(shì)使物流系統(tǒng)設(shè)計(jì)日益復(fù)雜。 11 Gould, Stephen (2022), ―Sourcing Successfully in China,‖ Supply Chain Management Review 12 Increased Dispersion of Production ? As the business function dealing with the creation of time, place, and form utility, leadingedge logistics allows firms to increase profitability, quality, and responsiveness to their fellow channel members and to 用，場(chǎng)所效用和形態(tài)效用的創(chuàng)造時(shí)，尖端物流使得企業(yè)為其渠道成員和消費(fèi)者增加利潤，質(zhì)量和反應(yīng)速度。 14 Increasing Product Line Diversity ? A related phenomenon is the general shortening of product life cycles observed in the 1990s, most exaggeratedly in technology products. 一個(gè)相關(guān)的現(xiàn)象是在二十世紀(jì)九十年代所觀察到的全球產(chǎn)品生命周期變短，尤其是在技術(shù)產(chǎn)品頗為顯著。 15 Increasing Product Line Diversity ? The case of Sony‘s ―Minidisc‖ technology. This home audiorecording format was intended as a nearCD quality replacement for the audio cassette. Minidiscs are small, so are easily amenable to both home and portable use. Minidisc technology has been very successfully adopted by Japanese consumers, and Sony has licensed it to a number of Japanese manufacturers including JVC and Sharp..如索尼的 ― Minidisc ‖技術(shù)。 16 ? However, Minidisc technology did not catch on nearly as well with North American and European consumers, with market perations standing at just a few percent. In contrast, American consumers rapidly adopted the MP3 standard for webshared audio files in parison with Japanese consumers. Thus Sony finds itself a market leader in Minidisc products in Japan, but a market follower in MP3 products in the United States. 然而， Minidisc技術(shù)并沒有征服北美和歐洲的消費(fèi)者，通過市場(chǎng)份額僅得到幾個(gè)百分點(diǎn)。 ? There are more products in the global supply chain, with shorter life cycles, and with more divergent sourcing requirements. These developments inherently raise the plexity of the logistics 的短生命周期產(chǎn)品，并且具有更加分散的外包需求。 ? Corporate management will expect logistics costs to fall with increased logistics system efficiency in the same way they have seen manufacturing costs fall with increases in manufacturing efficiency. 公司管理層希望將物流成本下降的同時(shí)物流系統(tǒng)效率同樣增加，正如制造成本下降而制造效率同時(shí)增加那樣。 ? 必須注意許多額外的潛在問題及陷阱。 ? 離岸加工： 國外加工，運(yùn)回國內(nèi)銷售和配送。全世界對(duì)產(chǎn)品需求逐漸增加的一個(gè)原因是全球信息的增多。 ? Technology sharing/collaborations科技分享 /協(xié)作 – Access to technology/markets獲得技術(shù) /市場(chǎng) ? Global location of Ramp。 ? Other cost priorities 其他成本優(yōu)勢(shì) – Integrated supplier infrastructure (as suppliers bee more involved in design) 一體化的供應(yīng)商設(shè)施（供應(yīng)商更多地參與設(shè)計(jì)） – Skilled labor 熟練勞動(dòng)力 ? Capital intensive facilities 資本集中型設(shè)施 – tax breaks 減稅 – joint ventures 合資 – price breaks 價(jià)格優(yōu)惠 – cost sharing 分擔(dān)費(fèi)用 25 政治與經(jīng)濟(jì)力量 ? Exchange rate fluctuations and operating flexibility 外匯匯率波動(dòng)與運(yùn)營柔性 ? Regional trade agreements (Europe, North America, Pacific Rim)區(qū)域性的貿(mào)易協(xié)議（歐洲、環(huán)太平洋或北美貿(mào)易區(qū)） – Value of being in a country in one of these regions 對(duì)位于這些地區(qū)的國家的價(jià)值 – Implications for supply work design對(duì)于供應(yīng)網(wǎng)絡(luò)設(shè)計(jì)的意義 – Reevaluation of foreign facilities (Production processes designed to avoid tariffs) 重估國外設(shè)施（為了避免關(guān)稅的生產(chǎn)流程再設(shè)計(jì)） ? 將會(huì)使企業(yè)擴(kuò)張至區(qū)域團(tuán)體之中的某一國家。 –越來越多的大市場(chǎng)對(duì)產(chǎn)品的開放 ─遠(yuǎn)超過過去經(jīng)理人員所能想象的。但日本勞動(dòng)力持續(xù)上升，匯率堅(jiān)挺，廠商受到損失，不得不海外設(shè)廠。一處受到競(jìng)爭(zhēng)壓力，可以抄對(duì)手的后院。當(dāng)然，即使是區(qū)域性的設(shè)計(jì)有異，有效的供應(yīng)鏈管理可以利用共同的零件，或不同的設(shè)計(jì)來組裝。 – 可口可樂及麥當(dāng)勞非常倚賴特定的區(qū)域性制造、裝瓶工廠與配銷網(wǎng)絡(luò)；但其它產(chǎn)品則基本上透過相同方式配銷全球。 39 全球供應(yīng)鏈管理問題 ? 各種各樣風(fēng)險(xiǎn)： –匯率波動(dòng)既是機(jī)會(huì)，也是風(fēng)險(xiǎn)。 ? 日立，過去是摩托羅拉的特許生產(chǎn)商，現(xiàn)在已經(jīng)成為獨(dú)立的微芯片加工廠； ? 東芝，過去曾經(jīng)為 3M生產(chǎn)復(fù)印機(jī)，現(xiàn)在是全球主要的復(fù)印機(jī)供應(yīng)廠。 ? Each of these strategies begins with a thorough understanding of en