【正文】 Management 傳統(tǒng)的轉(zhuǎn)變過程 讓我們來集中看一看傳統(tǒng)的轉(zhuǎn)變過程： Supply Chain Management Example: Chair Manufacturing Even for a product as simple as a chair, the range of activities that must occur to transform raw lumber into a finished chair can be overwhelming at first. Supply Chain Management 例子：椅子的生產(chǎn) 即使對椅子這樣的簡單產(chǎn)品，把木材最終變成椅子這樣的生產(chǎn)活動其范圍之廣也會讓人一開始受不了。 ? 缺乏市場預(yù)測、廣告競爭及產(chǎn)品促銷的可視性。 Supply Chain Management Supply Chain Management Drivers Why are panies so interested in improving supply chain performance? There are several reasons: ? Globalization and increased petition ? Increasing customer expectations on service levels ? Product proliferation ? Shorter product life cycles ? New technologies ? Environmental issues Supply Chain Management 供應(yīng)鏈管理的驅(qū)動力 為什么公司對改進(jìn)供應(yīng)鏈性能如此地感興趣？原因如下： ? 全球化和競爭激化 ? 顧客對服務(wù)水平的期望越來越高 ? 產(chǎn)品的迅速增生 ? 產(chǎn)品壽命周期的縮短 ? 新技術(shù) ? 環(huán)境問題 Supply Chain Management Supply Chain Processes Two points are important here. First, nearly all of supply chain management activities require coordination with other business functions, including engineering, marketing, and human resources. We will revisit the importance of crossfunctional decisionmaking in supply chain management later. Second, operations management activities are information intensive. You do not have to be able to assemble a widget yourself to be a successful in managing the supply chain but you do have to make sure the right people and equipment are available to do the job, the right materials arrive when needed, and the widget is shipped ontime, at cost, and to specifications! Sound easy? Supply Chain Management 供應(yīng)鏈程序 再者里有兩點非常重要。 Supply Chain Management Supply Chain Management At this point you may ask yourself: ? If SCM spans all of these business processes, who is responsible for making it happen? ? Whose role is it to manage supply chains? ? Can it be a petitive advantage? ? Who performs this function in today‘s businesses? ? Whose role is Supply Chain? Supply Chain Management 供應(yīng)鏈管理 在這個階段，你可以問自己以下幾個問題： ? 如果供應(yīng)鏈跨越所有這些業(yè)務(wù)程序，誰應(yīng)負(fù)責(zé)實施這個跨越？ ? 這能成為一個競爭優(yōu)勢嗎？ ? 在現(xiàn)在的業(yè)務(wù)中，誰來執(zhí)行這項功能？ ? 供應(yīng)鏈管理應(yīng)該是誰的職責(zé)？ Supply Chain Management Participants in the Process The answer to that is: EVERYBODY! A recent study conducted at Michigan State University asked global managers what business functions would be integrated into their supply chain redesign strategies in the next five years. Supply Chain Management 供應(yīng)鏈過程的參與者 答案是：每個人 ! 最近米歇根州立大學(xué)做了一項研究，這個研究是向全球的經(jīng)理們咨詢在今后的五年中哪些業(yè)務(wù)功能會被他們納入他們的供應(yīng)鏈重新設(shè)計策略中。s internal supply chain? Supply Chain Management 練習(xí)：內(nèi)部部門 (Function) ? 使用不同的過程來轉(zhuǎn)變網(wǎng)絡(luò)供應(yīng)商提供的投入。物流可以確保貨物得以及時運送，并在全球物流網(wǎng)絡(luò)的不同點補充存貨。 這樣的例子有： ? 物流網(wǎng)絡(luò)設(shè)計 ? 包裝 ? 庫存 ? 運輸 ? 訂單處理 ? 貨物的搬運和裝卸 ? 成品庫存管理 討論： 你公司的下游網(wǎng)絡(luò)是由哪些元素組成的？ Supply Chain Management Downstream Distribution Network Results Finally, a firm‘s external downstream supply chain enpasses all of the downstream anizations, processes, and functions that the product passes through on its way to the end customer. Entities here may include large distributors such as UPS, FedEx, DHL and retailers such as Walmart, Tesco, Carrefour and Home Depot. Logistics and marketing are the primary internal functions that interface with this downstream distributive work. Supply Chain Management 下游分銷網(wǎng)絡(luò) 答案 最后，一個公司的外部下游供應(yīng)鏈包括產(chǎn)品在整個過程中所經(jīng)歷的所有下游組織、過程及功能部門。 ? 不能利用這些數(shù)據(jù)將他們的分析結(jié)果應(yīng)用到提高供應(yīng)鏈績效和新產(chǎn)品推出方面。供應(yīng)鏈表現(xiàn)的一個指標(biāo)是庫存總利潤回報 (Gross Margin Return on Inventory or GMROI)。我們最近對高級主管們所面對的主要問題和挑戰(zhàn)的研究表明大多數(shù)高級主管同意，實施集成供應(yīng)鏈?zhǔn)且淮筇魬?zhàn)?！? Supply Chain Management Other Barriers to Supply Chain Performance Some additional barriers identified in the Handfield/Giunipero study were: Other problems involved creating a customer focus in supply chains where people are often in a ―silo‖ mentality. People may try to optimize their individual function, but fet about the impact on other functions, or worse, the impact on the customer. Creating a customerfocused supply chain remains a challenge. How do we capture end user requirements and build these into our supply chain footprint? Supply Chain Management 其他影響供應(yīng)鏈表現(xiàn)的其它障礙 在 Handfield/Giunipero的研究中發(fā)現(xiàn)的其他障礙有： 在試圖建立一個以客戶為中心的供應(yīng)鏈時，人們卻經(jīng)常處在屏蔽的心理狀態(tài)。 下面是一家全球采購公司總裁的很有代表性的一段評論：“我現(xiàn)在專注于建立一個在地理位置上與供應(yīng)基地很靠近的供應(yīng)鏈。最近的供應(yīng)鏈研究顯示這是事實。 ? 公司合并使情況更加復(fù)雜。 Supply Chain Management And Let39。為了在供應(yīng)鏈中管理這些上游組織之間的物質(zhì)流，有的公司雇傭?qū)Ｈ藖肀ＷC正確的材料在正確的時間到達(dá)正確的地點。以汽車制造公司為例，它包括其所有零件的生產(chǎn) (例如：沖壓，傳動器和部件 )，并把這些零件最終組裝成汽車。想一想所有的可能的需要輸入類型和是由誰來提供這些輸入。 為了回答這個問題，我們也需要定義供應(yīng)鏈的范圍： ? 供應(yīng)鏈對一個公司來說，可能是內(nèi)部的也可能是外部的。 ? 權(quán)力斗爭 —不信任其他的機構(gòu)。 ? 價值系統(tǒng)融于供應(yīng)鏈的活動之中：從判斷消費者的需求到產(chǎn)品 /服務(wù)的開發(fā)，生產(chǎn)運作及貨物發(fā)送，包括第一、第二和第三層供應(yīng)商 (視具體情況而定 )。 Supply Chain Management Traditional View of Supply Chain Management Now, let‘s step back and review some principles regarding how we manage the product/service bundles within this entity called the supply chain. To begin with, as we noted earlier, all anizations either manufacture products, provide services that someone values, or in many cases, a bination of both. Traditionally, the operations function has had the primary responsibility for making sure this happens. The traditional way to think about operations is as a transformation process that takes a set of inputs and transforms them in some way to create valuable goods and services. This is seen as follows: Supply Chain Management 供應(yīng)鏈管理的傳統(tǒng)觀點 現(xiàn)在，回顧一下我們在這個稱為供應(yīng)鏈領(lǐng)域內(nèi)如何管理產(chǎn)品和服務(wù)的一些定律。 ? 理解與供應(yīng)鏈管理相關(guān)的關(guān)鍵度量。對有些人來說，這些概念只是復(fù)習(xí)而已，但是對另一些人而言，這些概念則可能是全新的。 完成每一單元課程將大約需要 90分鐘的時間，您可以很方便的開始和從本單元課程的任何一頁繼續(xù)。 以上將引出對以下內(nèi)容的討論：供應(yīng)鏈管理為什么如此重要？其對財務(wù)狀況、客戶以及我們的工作能力的影響是什么？ Supply Chain Management Learning Objectives After pleting this module the learner will be able to: I