【正文】 shortterm ，由于系統(tǒng)本身并未考慮短期需求的變化，成本節(jié)約系統(tǒng)通常有很長(zhǎng)的提前期。在需求情況已被預(yù)測(cè)的情況下，顧客可能希望購(gòu)買大量物品，并且可以等待更長(zhǎng)的反應(yīng)時(shí)間，接受單一賣主的有限品種（使用其他賣主的情況同樣已在計(jì)劃之內(nèi)），容忍模糊的服務(wù)水平，但會(huì)希望降低報(bào)價(jià)，并等待革新 ? When demand is urgent as in an emergency, customers purchase only quantities immediately needed, require urgent response time, may require a large variety of plementary goods from the same vendor, demand precise and prompt service but with reduced sensitivity to price, and demand proven ，顧客僅購(gòu)買當(dāng)時(shí)急用的數(shù)量，需要緊急反應(yīng)時(shí)間，可能會(huì)需要從同一賣主購(gòu)買許多不同種類的互補(bǔ)物品，需要很準(zhǔn)確且快速的服務(wù)，但價(jià)格敏感性降低，并要求成熟的技術(shù)。 – When traveling on vacation, however, price and habit may be less significant influences pared to ease of station access to the highway, a single stop with restaurant and fuel, or other issues of convenience associated with your lack of knowledge of the gas stations in a strange area. 但當(dāng)在旅行度假中，與加油站是否靠近高速公路，是否靠近餐廳以及其他的方便相比，價(jià)格與習(xí)慣就不那么重要了，而且你在陌生的區(qū)域缺乏對(duì)于加油站位置的概念。 42 Strategic Approaches for Global SCM ? Consider, for example, your own differences in need when purchasing gasoline under two different conditions: close to home and while traveling on vacation. 想一下，例如你在兩種不同情況下對(duì)于購(gòu)買汽油的不同需求：在家附近和在旅游中。 –貿(mào)易保護(hù)變化。 –合作伙伴會(huì)成為競(jìng)爭(zhēng)對(duì)手。 ? 有時(shí)，在獨(dú)立的區(qū)域營(yíng)運(yùn)系統(tǒng)證明成功之后，總部會(huì)無(wú)法抗拒誘惑而來(lái)干預(yù)營(yíng)運(yùn)系統(tǒng)，因而造成績(jī)效變差。 – Cocacola – Levi‘s的牛仔褲及麥當(dāng)勞的漢堡。 35 Requirements for global strategy implementation five basic functions of firms ? 產(chǎn)品開(kāi)發(fā) – Design products that can be modified easily for major markets. 產(chǎn)品設(shè)計(jì)可以進(jìn)行改良以適應(yīng)各個(gè)大市場(chǎng) ? 采購(gòu) – Ensure that the quality and delivery options from various suppliers are patible 確認(rèn)從不同供應(yīng)商那里獲得的質(zhì)量與交貨選擇相協(xié)調(diào) – Compare the pricing of various suppliers 在不同供應(yīng)商之間比較價(jià)格 – Sufficient suppliers in different regions are at hand 在不同地區(qū)都有充足的供應(yīng)商 36 Requirements for global strategy implementation five basic functions of firms ? 生產(chǎn) – Excess capacity and plants in several regions → shifting production 額外能力 +工廠分布在幾個(gè)地區(qū) ——轉(zhuǎn)換生產(chǎn) – Effective munications systems 有效通信系統(tǒng) – Centralized management → centralized information – 集中管理 ——信息集中 ? 需求管理 – Projected demand and available product → Marketing and sales plans 預(yù)計(jì)需求和現(xiàn)有產(chǎn)品 → 營(yíng)銷和銷售計(jì)劃 – Information is best supplied by analysts located in each region 各個(gè)地區(qū)分別分析的信息是最有效的 – munication 溝通 /通信 ? 訂單履行 – Centralized system 集中機(jī)制 37 全球供應(yīng)鏈管理問(wèn)題 ? Regional vs. International Products一些種類的產(chǎn)品，其中的每一種都有不同的「全球需求條件」 ? 具區(qū)域特性的產(chǎn)品： 有些產(chǎn)品必須針對(duì)某些地區(qū)做一些特殊的設(shè)計(jì)及制造。 ? Information sharing信息共享：共享信息，可以發(fā)現(xiàn)新機(jī)會(huì)。 ? 全球供應(yīng)鏈可以提供企業(yè)彈性來(lái)面對(duì)國(guó)際市場(chǎng)中的不確定性，這彈性可用來(lái)抗拒與全球企業(yè)攸關(guān)的幾項(xiàng)因素所帶來(lái)的風(fēng)險(xiǎn)。 26 Political and Economic Forces ? Trade protection mechanisms 貿(mào)易保護(hù)機(jī)制 – Tariffs 關(guān)稅 – Quotas 配額 – Voluntary export restrictions 自動(dòng)的出口限制 ? Japanese automakers in US – Local content requirements 當(dāng)?shù)匦枨? ? TI/Intel factories in Europe ? Japanese automakers in the EU – Health/environmental regulations 健康 /環(huán)境管制 ? Japanese refused to import US skis for many years (different snow) – Government procurement policies 政府采購(gòu)政策 ? Up to 50% advantage for American panies on US Defense contracts 27 全球供應(yīng)鏈風(fēng)險(xiǎn)與優(yōu)勢(shì) ? 世界正趨向標(biāo)準(zhǔn)化產(chǎn)品的發(fā)展。D設(shè)施全球定位 – Close to production (as cycles get shorter)靠近產(chǎn)地（周期變短） – Close to expertise (Indian programmers)靠近專家 24 全球成本力量 ? Low labor cost 低勞動(dòng)成本 – Diminishing importance (Costs underestimated, benefits overestimated) 重要性在降低 (成本被低估，效益高估 ) ? 在過(guò)去，低成本的非技術(shù)性勞工是決定工廠地點(diǎn)的必然因素。例如：要成為軟件業(yè)的領(lǐng)導(dǎo)者，你必須在美國(guó)市場(chǎng)內(nèi)進(jìn)行競(jìng)爭(zhēng)。 21 全球性供應(yīng)鏈管理 ? 多尼爾等人認(rèn)為：驅(qū)動(dòng)企業(yè)全球化發(fā)展趨勢(shì)的幾種力量： –全球市場(chǎng)力量 Global Market Forces –科技的力量 Technological Forces –全球成本力量 Global Cost Forces –政治及經(jīng)濟(jì)力量 Political and Economic Forces 22 全球市場(chǎng)力量 ? Foreign petition in local markets全球市場(chǎng)力量包括了由外國(guó)競(jìng)爭(zhēng)者所創(chuàng)造的壓力，及外國(guó)顧客所創(chuàng)造的機(jī)會(huì)。 ? 國(guó)際供貨商：原材料與零部件由海外供應(yīng)商提供，產(chǎn)品的最終裝配仍在國(guó)內(nèi)進(jìn)行。 ? 在許多方面來(lái)說(shuō)，全球供應(yīng)鏈管理與橫跨大片地理區(qū)域的國(guó)內(nèi)供應(yīng)鏈管理是相似的。 18 Increasing Product Line Diversity ? Dominant power retailers increasingly are willing to do business only with partners who can provide such service. And as manufacturing costs have declined worldwide, increased focus is put on logistics costs. 占統(tǒng)治地位的大零售商日益希望與可以提供這樣服務(wù)的合作者進(jìn)行生意往來(lái)。因而索尼發(fā)現(xiàn)自己在日本的 Minidisc是市場(chǎng)領(lǐng)跑者，但在美國(guó)的mp3產(chǎn)品卻是市場(chǎng)跟隨者。 Minidisc很小，所以很容易用于家庭和隨身攜帶。貨物必須在需要的時(shí)刻和地點(diǎn)被運(yùn)達(dá)，否則他們將會(huì)承擔(dān)被市場(chǎng)淘汰的風(fēng)險(xiǎn)。 13 Increasing Product Line Diversity ? Manufacturers worldwide have responded to the increasingly sophisticated needs of consumers in world by lengthening and broadening their product 反應(yīng)是橫向和縱向擴(kuò)展其生產(chǎn)線。 ? Multimodal transportation coupled with improved information management has helped logistics professionals cope with the demands of global sourcing and manufacturing. 多式聯(lián)運(yùn)加上改良的信息管理可以幫助物流專家應(yīng)對(duì)全球外包和制造的需求。 9 Increased Dispersion of Production ? In a global marketplace, both of these production location approaches can greatly plicate supply chain management and bring to the forefront excellence in international logistics 全球市場(chǎng)，這兩種生產(chǎn)設(shè)施的選址會(huì)使供應(yīng)鏈管理大大復(fù)雜化，將國(guó)際物流績(jī)效的優(yōu)點(diǎn)成為焦點(diǎn)。因此，如果公司不能提供卓越的物流，那么他們就會(huì)在競(jìng)爭(zhēng)中落后。 7 Increasing Market Concentration ? As this goal is reached, power retailers seek additional higher levels of logistics capabilities from their suppliers and increasingly choose to deal only with suppliers who can guarantee their logistics 以后，大零售商就開(kāi)始尋找另外的具有高物流水平的供應(yīng)商，并更多的只選擇那些可以保證其物流績(jī)效水平的供應(yīng)商。 ? The power retailers have learned the lessons of justintime inventory management, and firms such as WalMart focus on zero inventory as a desirable JIT庫(kù)存管理，像 WalMart這樣的公司更是將零庫(kù)存作為其理想目標(biāo)。 – ―Category killer‖ retail chains such as Toys ?R‘ Us, Home Depot, and Circuit City now control substantial shares of the retail market for their specialty goods. ―類別殺手 ‖零售連鎖 例如 Toys ?R‘ Us, Home Depot, and Circuit City現(xiàn)在自己的特色商品已占有龐大的份額。 – In the United States, for example, discount retailers such as WalMart, Kmart, and Target have bee dominant chains in general merchandising. 在美國(guó)，例如，折扣零售商如沃爾瑪，西爾斯和 Target已經(jīng)占據(jù)整條商品鏈中的統(tǒng)治地位。 6 Increasing Market Conce