【正文】 , who often lacked sophisticated tools for forecasting demand and planning replenishment. Yet this is precisely the point in the chain that can be the hardest to manage because it is the first point to feel the impact of changing consumer preferences. It is also the point where the chain bees visible to the consumer, so it39。但這些只是限制，不能說是缺點(diǎn)。 for the right kind of production environment, JIT can lead to dramatic improvements. More important, however, is the way the JIT effort illustrates how much can be done to reduce plexity and variability in supply chains. JIT39。t the right approach for every supply chain. It doesn39。由於有這樣的財(cái) 務(wù)面衝擊，許多熱切全心導(dǎo)入及時(shí)制的企業(yè)，現(xiàn)在開始重新省思他們的定 位，並且採用一種較保守的對(duì)應(yīng)方式。在 2023年 911恐怖攻擊事件之後，因 運(yùn)輸系統(tǒng)的癱瘓，許多美國工廠都必須停工。s plant created a shortage of a single part. After the terrorist attacks of September 11, 2023, many plants in the United States had to be closed due to breakdowns in the transportation system. Ford, for example, shut down five North American plants due to parts shortages, many of them due to delays in bringing trucks across the Canadian border. 及時(shí)制可能會(huì)使供應(yīng)鏈更脆弱 當(dāng)然，不是所有變異性的型態(tài)都可以被消除，及時(shí)制 (JIT)的弱點(diǎn)在於：及 時(shí)制可能會(huì)讓供應(yīng)鏈變得非常脆弱，以致於當(dāng)物品供應(yīng)流程中發(fā)生任何干 擾時(shí)，整個(gè)供應(yīng)鏈會(huì)陷於停擺。這樣的精確度使物料存貨可以降低其原有水準(zhǔn)，也不會(huì)造成「斷 線」 (shutdowns on the line)的情形。及時(shí)制方法論對(duì)於供應(yīng)鏈管理的一 個(gè)主要貢獻(xiàn)，就是提供一個(gè)清晰的示範(fàn)：基本流程可以是非常簡單的。在供應(yīng)鏈交易的 情況中，這個(gè)哲學(xué)更須要求「訂購－貨件運(yùn)送－付款」週期 (order shipmentpayment)的改善與順暢化。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(dú)特日本型態(tài)的聯(lián)合夥伴關(guān)係 (joint partnership)，稱之 為 企業(yè)團(tuán) (keiretsu)。大部分及時(shí)制生產(chǎn)工廠對(duì)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(shí)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(yùn)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(yùn)用及時(shí)制方 法來降低存貨水準(zhǔn)。 JIT Supply Programs(及時(shí)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(shí)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(shí)制生產(chǎn)方法 (justintime(JIT)manufacturing)向上延伸至供應(yīng) 商端。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(jìn) 行。PART I Challenges 3 Winning as a Team 團(tuán)隊(duì)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。這些創(chuàng)新的方法包括延伸及時(shí)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(bǔ)充的推動(dòng)方案 (programs)。及時(shí)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(shí)間，讓物料根據(jù)下一個(gè)作業(yè) (next operation)所需適時(shí)地 送達(dá)，以減少生產(chǎn)過程中多餘的存貨。然而，在製品存貨通常是其中占最小比率也花費(fèi)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(yùn)原物料與交付顧客製成品的方式。 JIT Supply Programs(及時(shí)制供應(yīng)方案 ) JustinTime Supply JIT Supply Programs(及時(shí)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。以豐田案例來說，「企業(yè)團(tuán)」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。取代累積大量且訂購多種物料的訂單 方式，生產(chǎn)商依個(gè)別物料下不同的訂單，經(jīng)常收料後即付款而不會(huì)積壓很 久再一次支付。 JIT Supply Programs(及時(shí)制供應(yīng)方案 ) Consistent performance reduces variability Along with reducing plexity, the JIT philosophy of quality also seeks to reduce variability in every stage of production. To this end, each operation is analyzed, refined, and rehearsed until it can be pleted both quickly and consistently. In the case of sup