【正文】 Supply Chain Management Top Barriers to Supply Chain Performance Continued Number 1 on this list was relationship management – the ability to maintain a positive cooperative approach when faced by an economic downturn. Every single executive we met with concurred that managing supply chain relationships and building trust was something that was a barrier to improved performance. One representative ment from a VP of Global Procurement was as follows: I am currently focused on building a Supply Chain which is geographically located with the supply base. This is a huge advantage as Value Chains can not overe the time zone same day impact. The core advantages of key supplier relationship management are also local and can not be overe by distance. If we can automate human behavior in these management systems the value chain will really gain speed. Supply Chain Management 供應(yīng)鏈表現(xiàn)的最大障礙 續(xù) 在表中列在第一位的是人際關(guān)系管理，即在經(jīng)濟(jì)不景氣時(shí)維持一種積極合作關(guān)系的能力。 ? 具有多變的包裝和不同物流規(guī)則的高度復(fù)雜的國(guó)際市場(chǎng)。s supply work? Who manages the supplier work? Supply Chain Management 上游供應(yīng)商網(wǎng)絡(luò) 上游供應(yīng)商網(wǎng)絡(luò)由所有直接或間接鄉(xiāng)中心廠家提供投入的所有機(jī)構(gòu)組成。s supply chain is. Think of all of the possible types of inputs required, and who provides them. Try to think of the different tasks and roles that each supply chain participant plays in delivering value to the end customer? Supply Chain Management 練習(xí)：誰(shuí)在你的供應(yīng)鏈中？ 請(qǐng)花一點(diǎn)時(shí)間完成填充下面圖中問(wèn)號(hào)部分的練習(xí)。 ? 官僚掌權(quán)。舉一個(gè)制藥工業(yè)的例子，我們確實(shí)定義了我們所賣的哪些是產(chǎn)品哪些是服務(wù)配套。 當(dāng)您學(xué)完本單元課程的內(nèi)容后，請(qǐng)完成自我測(cè)試題以檢驗(yàn)?zāi)鷮?duì)本單元課程內(nèi)容的理解程度。 ? 描述庫(kù)存 (Inventory)和信息之間的關(guān)系。 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(jià)值系統(tǒng) ? 價(jià)值系統(tǒng)是專注于創(chuàng)造價(jià)值，并把價(jià)值送到最終消費(fèi)者手中的一系列相互關(guān)聯(lián)的組織、資源及信息流。第二點(diǎn)，生產(chǎn)管理活動(dòng)是信息密集型的，你不必自己會(huì)組裝一種產(chǎn)品來(lái)成功管理供應(yīng)鏈， —但你必須保證有正確的人和設(shè)備來(lái)完成這個(gè)工作，當(dāng)需要時(shí)，確保原料準(zhǔn)確并且及時(shí)的到達(dá)，并能將成本低廉且符合要求的成品按時(shí)運(yùn)出！看起來(lái)很簡(jiǎn)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(jìn)供應(yīng)鏈而且把它們轉(zhuǎn)變?yōu)閮r(jià)值系統(tǒng)呢？精確地定義誰(shuí)是供應(yīng)鏈的參與者是一個(gè)很好的起點(diǎn)。 一個(gè)公司的內(nèi)部部門包括用來(lái)把網(wǎng)絡(luò)供應(yīng)商提供的投入進(jìn)行轉(zhuǎn)變的不同程序。物流和市場(chǎng)營(yíng)銷是與下游的分送網(wǎng)絡(luò)接觸的主要內(nèi)部部門。 GMROI ROA 五年累計(jì)市場(chǎng)回報(bào) 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% GMROI = 獲得的總利潤(rùn) 平均庫(kù)存投資 Supply Chain Management Glitches Are Costly The converse is also true – a poorly performing supply chain 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(jià)昂貴 如果說(shuō)股市會(huì)回報(bào)改進(jìn)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(huì)被股市懲罰。人們可能會(huì)盡可能的優(yōu)化個(gè)人做業(yè)，而忽略了對(duì)其他部門的影響，或者更糟糕的是，忽略了對(duì)客戶的影響。研究顯示庫(kù)存利潤(rùn)回報(bào)率 (用利潤(rùn)除以持有的庫(kù)存數(shù) )增加的公司具有相當(dāng)高的資產(chǎn)回報(bào) (Return On Assets or ROA)—因而導(dǎo)致他們的股市的回報(bào)大幅度地提高。比如：成品的庫(kù)存、倉(cāng)庫(kù)、分銷網(wǎng)絡(luò)、運(yùn)輸?shù)奶峁┱吆蜕虡I(yè)銷售操作。 ? 例如，訂單處理把消費(fèi)者的要求轉(zhuǎn)變?yōu)檎嬲挠唵味M(jìn)入系統(tǒng)內(nèi)部。首先，幾乎所有的供應(yīng)鏈管理活動(dòng)要求其他業(yè)務(wù)部門的合作，包括工程、市場(chǎng)部和人力資源。 Supply Chain Management Example: Chair Manufacturing Continuing the previous example: Supply Chain Management 例子：椅子的生產(chǎn) 接著前面的例子： Supply Chain Management Different Functions in the Supply Chain Traditional View of the Supply Chain The supply chain spans activities of the value chainraw material supply to the customer‘s final purchase Supply Chain Management 供應(yīng)鏈中的不同職能部門 供應(yīng)鏈的傳統(tǒng)觀念 供應(yīng)鏈橫跨整個(gè)價(jià)值鏈活動(dòng) 從原材料的供應(yīng)到消費(fèi)者的最終購(gòu)買。 以上將引出對(duì)以下內(nèi)容的討論：供應(yīng)鏈管理為什么如此重要？其對(duì)財(cái)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: Identify primary elements of supply chain management Understand the role of supply chain management on petitive performance Describe the relationship between inventory and information Understand key metrics associated with supply chain management Supply Chain Management 學(xué)習(xí)目標(biāo) 在完成本單元課程的學(xué)習(xí)以后，您應(yīng)該能 : ? 辨認(rèn)供應(yīng)鏈管理中的主要元素。對(duì)有些人來(lái)說(shuō)，這些概念只是復(fù)習(xí)而已，但是對(duì)另一些人而言，這些概念則可能是全新的。 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(diǎn) 現(xiàn)在，回顧一下我們?cè)谶@個(gè)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。 ? 權(quán)力斗爭(zhēng) —不信任其他的機(jī)構(gòu)。想一想所有的可能的需要輸入類型和是由誰(shuí)來(lái)提