【正文】 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。由於有這樣的財 務(wù)面衝擊，許多熱切全心導(dǎo)入及時制的企業(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應(yīng)方式。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. 及時制可能會使供應(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，及時制 (JIT)的弱點在於：及 時制可能會讓供應(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，整個供應(yīng)鏈會陷於停擺。及時制方法論對於供應(yīng)鏈管理的一 個主要貢獻，就是提供一個清晰的示範(fàn)：基本流程可以是非常簡單的。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)商間採用了獨特日本型態(tài)的聯(lián)合夥伴關(guān)係 (joint partnership)，稱之 為 企業(yè)團 (keiretsu)。 JIT Supply Programs(及時制供應(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)最容易運用及時制方 法來降低存貨水準(zhǔn)。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 行。這些創(chuàng)新的方法包括延伸及時制 (JIT)生產(chǎn)技術(shù)於供應(yīng)鏈上，以及數(shù)種 管理零售存貨補充的推動方案 (programs)。然而，在製品存貨通常是其中占最小比率也花費最少 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 運原物料與交付顧客製成品的方式。以豐田案例來說，「企業(yè)團」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。 JIT Supply Programs(及時制供應(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 supply chains, this level of rigor not only accelerates the movement of goods, it also adds an unprecedented level of precision to deliveries. This precision allows inventories of raw materials to be reduced to a fraction of their normal levels without causing shutdowns on the line. 一致性績效表現(xiàn)可以降低變異性 除了降低複雜性外，及時制品質(zhì)哲學(xué)也尋求降低各個生產(chǎn)階段的變異性 (variability)。 1997年，豐田公司 (Toyota)在一次發(fā)生在 其供應(yīng)商的火災(zāi)中學(xué)到教訓(xùn)，當(dāng)時讓豐田公司生產(chǎn)線不得不停工整個星 期。本田汽車 (Honda)，其申一例，現(xiàn) 在採用雙供應(yīng)商政策以確保物料的供應(yīng)無虞。s emphasis on simplicity and consistency can be used to advantage at every link of the chain, regardless of whether other aspects of the technique are employed. 簡單化與一致化仍為主要目標(biāo) 即使有適當(dāng)?shù)娘L(fēng)險管理機制，及時制不見得適用於所有的供應(yīng)鏈。s critical to manage it well. If the desired product isn39。s site. Consignment has proved to be an effective tool for selling products that retailers might not be willing to carry on conventional terms, but it39。 Retail Replenishment Programs(零售補貨方 ) Early efforts shifted control of inventory Inventory Management Relationships Retail Replenishment Programs(零售補貨方 ) transfers ownership but not control A more recent development, vendormanaged inventory (VMI),is shown in the middle row of Figure . The innovative aspect of VMI is the way it separates control from ownership, both of which usually transfer at the same time. In VMI, a producer receives continuous updates on a retailer39。早期方法之一就是 快速回應(yīng) (quick response, QR)，為 1980年代服飾業(yè)所提出，致力於結(jié)合及時制 (JIT)方法與 即時監(jiān)控存貨狀況的技術(shù)。s major contribution was the addition of category management, which anizes promotion and replenishment activities around groups of products that consumers view as roughly equivalent in satisfying their needs. This addition helps grocery stores determine the best mix of products to put on their shelves to make sure their customers‘ needs are met even if there are occasional shortages. This program also encourages the use of activitybased costing (described in Chapter 9) to determine the profitability of each product category. 有效消費者回應(yīng)加入品類管理機制 1993年，日用品雜貨產(chǎn)業(yè) (the grocery industry)開啟該產(chǎn)業(yè)自己版本的持續(xù) 補貨系統(tǒng)，也就是所謂的 有效消費者回應(yīng) (efficient Consumer response, ECR)陣 ECR的主要貢獻在於加入 品類管理 (category management)機制，可 以組織消費者視為同類產(chǎn)品的促銷與補貨活動。 Retail Replenishment Programs(零售補貨方 ) CPFR is the most ambitious program yet The most ambitious replenishment program to date is collaborative planning, forecasting, and replenishment (CPFR), a multiindustry effort that was formalized in 1998 (Figure ). Although CPFR is not a direct extension of any of the preceding programs, it draws on the experience gained with all three. Being the first cleansheet design since the mercialization of the Inter, CPFR abandons EDI and private works in favor of Inter munication. In addition to the direct munication of real time data, trading partners use centralized information servers to view and update shared plans and forecasts. CPFR是迄今企圖心最大的方案 迄今最具企圖心的補貨方案是 協(xié)同規(guī)劃 、 預(yù)測與補貨 (collaborative planning, forecasting, and replenishment, CPFR)，是 1998年形成的一個跨產(chǎn) 業(yè)力量 (見圖 )。 CPFR已逐漸贏得一些支持者，但目前還太早 去預(yù)測究竟這個方案是否會被廣為採納。但是對其他產(chǎn)業(yè)而言，包括熱切追求零售補貨方案的服飾與日用 品雜貨兩個產(chǎn)業(yè)，在導(dǎo)入各種方案後，存貨水準(zhǔn)仍舊維持不變。 The Problem with Programs(方案的問題 ) Retailers have slashed their inventories The renowned success of WalMart in mastering its supply chain provides a good case in point. Through a variant of