【正文】 ntration ? One profitenhancing strategy monly used by power retailers is the refusal to hold large inventories. 大零售商常用的一個(gè)利潤(rùn)提升策略就是拒絕持有大量庫(kù)存。這使得零售商可以先出售商品，然后再付款給供應(yīng)商，在現(xiàn)實(shí)世界中實(shí)現(xiàn)了零存貨零售的理念。 8 ? When channel power is exercised in this way, leadingedge logistics performance bees a norm, not an aspirational goal. As such, firms that cannot provide logistics excellence are left behind their petition. The power of the logisticslinked vertical marketing system is undeniable. 當(dāng)渠道巨頭采用這種方式后，領(lǐng)先的物流績(jī)效成為一種規(guī)范，而不是期望的目標(biāo)。 – Some have chosen to go where the cost of economic inputs (land, labor, and capital) are （土地、人力、資金）最少的地方 – Others, facing unwieldy transportation problems or local trade barriers, have chosen to locate their manufacturing facilities near or in the markets where their goods are ，面對(duì)難以處理的運(yùn)輸問(wèn)題和地方貿(mào)易障礙，選擇將他們的生產(chǎn)設(shè)施建在其產(chǎn)品得以銷售的市場(chǎng)中或者附近。 10 Increased Dispersion of Production ? Demand and supply pipelines must now circle the globe, and factory outputs must be directed (and often redirected) with increased precision in 求現(xiàn)在必須在全球范圍內(nèi)進(jìn)行考慮，工廠產(chǎn)出必須在更加精確的時(shí)間控制下進(jìn)行。 ? Because such plex systems with high performance standards are so difficult to duplicate, logistics can give a tremendous petitive advantage to the entire global supply chain. 因?yàn)檫@樣有著高水平的復(fù)雜系統(tǒng)是很難被復(fù)制的，所以物流可以給整個(gè)全球供應(yīng)鏈以巨大的競(jìng)爭(zhēng)優(yōu)勢(shì)。 ? As demands change so rapidly, logistics system throughput time bees critical. Goods must arrive where and when they are demanded, else they risk market obsolescence. While this may seem obvious and simplistic, the challenge faced by a firm managing a global supply chain is quite 速變化，物流系統(tǒng)的運(yùn)營(yíng)時(shí)間變得至關(guān)重要。這種家庭唱片是打算作為錄音帶的替代品，并具有接近 CD的音質(zhì)。相比之下，美國(guó)的消費(fèi)者比日本消費(fèi)者更快地接受了通過(guò)標(biāo)準(zhǔn)的 mp3網(wǎng)絡(luò)共享音頻文件。這樣的發(fā)展必定會(huì)使物流的任務(wù)更為復(fù)雜化。 19 全球性供應(yīng)鏈管理 ? 全球營(yíng)運(yùn)與供應(yīng)鏈變得越來(lái)越重要是非常明顯的。 20 全球性供應(yīng)鏈 ? 全球性供應(yīng)鏈的模式： ? 國(guó)際分銷系統(tǒng)：這種類型系統(tǒng)的生產(chǎn)仍然以本土為主，但分銷系統(tǒng)及一部分營(yíng)銷發(fā)生在海外。 ? 全球性供應(yīng)鏈：產(chǎn)品的進(jìn)貨、生產(chǎn)、銷售的整個(gè)過(guò)程都發(fā)生在全球不同的工廠。 ? Global presence as a defensive tool藉由加入具高度競(jìng)爭(zhēng)性的市場(chǎng)中，公司被迫去發(fā)展以及增加尖端的技術(shù)和產(chǎn)品。D facilities Ramp。對(duì)公司而言，在內(nèi)可能具有獲取原料或制造上的優(yōu)勢(shì)。利用這個(gè)趨勢(shì)，企業(yè)可以實(shí)現(xiàn)關(guān)于生產(chǎn)、管理、配銷、營(yíng)銷等的規(guī)模經(jīng)濟(jì)。 ? Hedged Strategy 避險(xiǎn)性策略 – Losses in one area offset by gains in another 堤內(nèi)損失堤外補(bǔ) – Volkswagen in US, Brazil, Mexico, Germany ? Flexible Strategy 彈性策略 33 Flexibility Strategies ? Flexibility to take advantages of operational exposure 利用 營(yíng)運(yùn)曝露 優(yōu)勢(shì)的彈性 ? Requires a flexible supply chain 需要柔性化的供應(yīng)鏈 – multiple suppliers 多個(gè)供應(yīng)商 – flexible facilities 靈活設(shè)施 – excess capacity 額外能力 – various distribution channels 多分銷渠道 ? Can be expensive to implement 實(shí)施起來(lái)代價(jià)高昂 – coordination mechanisms 協(xié)調(diào)機(jī)制 – capital investments 資本投資 – loss of economies of scale 喪失規(guī)模經(jīng)濟(jì) 34 Flexible Strategies ? Production/sourcing shifts生產(chǎn) /采購(gòu)轉(zhuǎn)移：不同設(shè)施之間平衡，如匯率影響、勞動(dòng)力成本變化可以重新選址。 ? political leverage政治杠桿：如果政府拖拉或是稅收費(fèi)高，則迅速轉(zhuǎn)移生產(chǎn)。 ? 真正的全球性產(chǎn)品： 這些產(chǎn)品是真正全球性的，意即是不須為了全球的銷售而做任何的修正、改變。 38 Local Autonomy vs. Central Control ? 集中式的控制對(duì)善用所討論過(guò)的一些策略可能是很重要的；但在許多案例中，允許供應(yīng)鏈的當(dāng)?shù)刈灾鳈?quán)是有其意義的。欠發(fā)達(dá)地區(qū)海外工廠管理復(fù)雜，培訓(xùn)費(fèi)用、生產(chǎn)率低。 ? 臺(tái)灣 Sunrise Plywood and Furniture，過(guò)去很長(zhǎng)一段時(shí)間是美國(guó)加州 Mission Furniture的合作伙伴，現(xiàn)在這是其主要的競(jìng)爭(zhēng)對(duì)手。 ? Today‘s sophisticated market segmentation strategies result in groupings of consumers with different demand characteristics. 當(dāng)今復(fù)雜的市場(chǎng)細(xì)分戰(zhàn)略導(dǎo)致了以不同需求特征劃分的消費(fèi)者群體。所以你在家時(shí)對(duì)汽油的需求會(huì)被價(jià)格或者也可能習(xí)慣強(qiáng)烈影響。 44 ? Consider two extremes in demand: planned and emergency. Under conditions where demand is anticipated, customers may plan to purchase large quantities, be more tolerant of delayed response times, accept limited variety from a single vendor (when using other vendors may also be planned), tolerate vagueness in service level but with expectations for reduced price, and await innovations. 考慮需求的兩個(gè)極端情況：計(jì)劃內(nèi)需求與緊急需求。 ? For example, a supply chain with an overall efficiency strategy may have as hallmarks longterm partnership arrangements, highly specified roles, focused manufacturing approaches, a relatively narrow assortment of products, and long lead times. 舉例來(lái)說(shuō)，一個(gè)具有整體效率策略的供應(yīng)鏈，可以具有長(zhǎng)期合作伙伴關(guān)系的安排，高度具體化的職能，集中的制造方法，相對(duì)窄的產(chǎn)品分類，并有很長(zhǎng)提前期等特征。 ? Between those two generic end points lies a vast frontier of cost tradeoffs that should be undertaken in direct response to different customer needs as determined by market segmentation. 介于兩個(gè)終點(diǎn)之間的是一個(gè)廣闊的成本權(quán)衡邊界，應(yīng)對(duì)由市場(chǎng)細(xì)分所確定的不同客戶需求進(jìn)行直接響應(yīng)。 ? Many firms are now engaged in strategies involving efficient customer response (ECR) tactics. Prompt demand realization and aggregation are bined with flexible procurement, manufacturing, and distribution to provide customers with products which are ―mass customized.‖ 現(xiàn)在許多公司將有效的客戶反映戰(zhàn)略融入于總體戰(zhàn)略中。 ? ECRbased demand pipeline strategies seem appropriate to other industries beyond puters. Automobile panies are taking their first tentative steps in this direction, with programs such as General Motors‘ ―GM BuyPower‖ website ( which seeks to extend the customer information flow backward in the supply chain all the way to GM‘s suppliers and ECR的需求渠道策略對(duì)于計(jì)算機(jī)之外的其他行業(yè)也是適當(dāng)?shù)摹? 50 Strategic Approaches for Global SCM ? Neither the efficient nor the responsive supply chain model is necessarily better than the other. 效率型與響應(yīng)型的供應(yīng)鏈模式并不一定哪一個(gè)更好。 eFullfilment 全球貿(mào)易接單模式及無(wú)紙化趨勢(shì) 物流 – eLogistics amp。 RFID 運(yùn)用 57 Logistics in Context of Global Supply Chain ? The Global Logistics Research Team at Michigan State University conceptualizes four distinct flows in any supply chain between the resource base and the end 研究小組的定義了四個(gè)在任何資源基地和最終顧客之間的供應(yīng)鏈的明顯流向。 ? The cash flow tends to move in a reverse direction from the productservice flow, though there may be exceptions to this backward flow in the case of marketing strategies involving discounts, coupons, or 動(dòng)的，盡管也許這種反向流動(dòng)有一些例外，例如營(yíng)銷戰(zhàn)略中所涉及的折扣，優(yōu)惠，或退款。 Logistics Four ?T‘ 四要件 73 例子： 全球 運(yùn)籌 物流 e化 空海 運(yùn) 承 攬 管理系 統(tǒng) Win/Sabis 通關(guān)自動(dòng)化 貿(mào) 易便捷化 空海 運(yùn) EDI 通關(guān)自動(dòng)化 EZWin