【正文】 in will be punished by the stock market. A recent study of supply chain ―glitches‖ revealed that this was the case. The majority of supply chain glitches occur due to lack of alignment between demand planning and supply planning, which results in too much or not enough inventory, or too much/not enough capacity. Supply Chain Management 小故障 (Glitches)的代價昂貴 如果說股市會回報改進的供應(yīng)鏈管理，相反的情形也是成立的 —表現(xiàn)糟糕的供應(yīng)鏈表現(xiàn)會被股市懲罰。問題是： ? 供應(yīng)鏈管理在當今是改變競爭優(yōu)勢的決定性因素嗎？ ? 五年后會如何呢？ ? 十年后又會如何呢？ Supply Chain Management Impact of Demand/Supply Management GMROI ROA Five Year Cumulative Market Return Circuit City 162% 4% 33% Best Buy 208% 8% 1025% Kmart 109% 2% 62% WalMart 199% 8% 284% Daimler Chrysler 172% 7% 47% Toyota Motor 228% 12% 26% Motorola 432% 3% 11% Intel 2507% 22% 55% If you look at other industries – the answer to the question of whether supply chain management makes a difference is a resounding YES! One measure of supply chain performance is gross margin return on inventory or GMROI. Research shows that panies that have increased their gross margin return on inventory (which translates to profit margin divided by inventory holdings) have had a significantly higher level of return on assets – which in turn results in a significant improvement in terms of their stock market returns…the message here is clear – improved management of the supply chain is rewarded by the stock markets. GMROI = Achieved Gross Margin Avg. Inventory Investment Supply Chain Management 需求 /供應(yīng)管理的影響 供應(yīng)鏈管理是否會使情況有所不同？答案是絕對肯定的。 ? 假貨的增加。 Supply Chain Management Importance of the Supply Chain供應(yīng)鏈的重要性 Supply Chain Management 供應(yīng)鏈的復(fù)雜性在增加 一些在供應(yīng)鏈中可能令人頭痛的問題： ? 埋沒在數(shù)據(jù)中 —既有現(xiàn)存的交易 /生產(chǎn)系統(tǒng)的數(shù)據(jù)也有外部供應(yīng)鏈參與者的數(shù)據(jù)。物流和市場營銷是與下游的分送網(wǎng)絡(luò)接觸的主要內(nèi)部部門。s supply chain? Supply Chain Management 下游分銷網(wǎng)絡(luò) 下游的分銷網(wǎng)絡(luò)由產(chǎn)品到消費者手中的整個過程中所經(jīng)歷的組織、過程和各職能部門組成。 討論： 你的公司的供應(yīng)網(wǎng)由哪些供應(yīng)商組成？ 誰來管理供應(yīng)商網(wǎng)絡(luò)？ Supply Chain Management Upstream Supplier Network Results The second major part of supply chain management involves upstream external supply chain members. In order to manage the flow of materials between all of the upstream anizations in a supply chain, firms employ an array of personnel who ensure that the right materials arrive at the right locations at the right time. The purchasing function serves as the critical interface with the upstream supplier. Purchasing managers are responsible for ensuring that: ? The right suppliers are selected ? These suppliers are meeting performance expectations ? Appropriate contractual mechanisms are employed ? A good relationship is maintained with these suppliers Supply Chain Management 上游供應(yīng)商網(wǎng)絡(luò) 答案 供應(yīng)鏈管理的第二個主要部分包括上游外部供應(yīng)鏈的成員。這包括同原料需求計劃系統(tǒng)、工作進度中心、工人、生產(chǎn)能力規(guī)劃和機器維護修理各部門的合作。 一個公司的內(nèi)部部門包括用來把網(wǎng)絡(luò)供應(yīng)商提供的投入進行轉(zhuǎn)變的不同程序。 Supply Chain Management Exercise: Internal Functions ? The different processes used in transforming the inputs provided by the supplier work. ? For example, orderprocessing translates customer requirements into actual orders, which are put into the system. ? Who are the critical internal functions in your pany39。試一試你是否能說出誰是供應(yīng)鏈的不同的參與者。 (例如上游的供應(yīng)商、下游的分銷商） 從公司的觀點來看，供應(yīng)鏈包括上游的供應(yīng)商，內(nèi)部各職能部門和下游的消費者。第二點，生產(chǎn)管理活動是信息密集型的，你不必自己會組裝一種產(chǎn)品來成功管理供應(yīng)鏈， —但你必須保證有正確的人和設(shè)備來完成這個工作，當需要時，確保原料準確并且及時的到達，并能將成本低廉且符合要求的成品按時運出！看起來很簡單？ Supply Chain Management Who is in the Supply Chain So what does it take to build and improve supply chains and transform them into value systems? A good starting point is to define exactly who the participants are in the supply chain. To do this, we also need to define the scope of the supply chain: ? Supply chains may be internal or external to the anization ? Internal supply chain that portion of the supply chain occurring within GSK ? External supply chain that portion of the supply chain occurring outside of GSK (., upstream suppliers and downstream distributors) Supply Chain Management 供應(yīng)鏈的參與者 怎樣才能建立和改進供應(yīng)鏈而且把它們轉(zhuǎn)變?yōu)閮r值系統(tǒng)呢？精確地定義誰是供應(yīng)鏈的參與者是一個很好的起點。為什么？因為全球的公司都感到很大的競爭壓力。 ? 不愿意改變。 ? 新產(chǎn)品推出團隊無所作為。 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。傳統(tǒng)觀念對運作 (operations)的認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。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。 來源 : R. Handfield 和 E. Nichols, ―Supply Chain Redesign‖,2023. Supply Chain Management What Do You Sell? ? A Product Bundle or a Service Package ? These include the 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