供應(yīng)鏈管理ppt59頁(yè)(編輯修改稿)
2025-02-08 02:03 本頁(yè)面
【文章內(nèi)容簡(jiǎn)介】 吻合的設(shè)計(jì)立足點(diǎn)、戰(zhàn)略范圍 Slide 26 Strategic Scope Expanding Scope of Strategic Fit ?Intrapany intraoperational scope: Minimizelocalcost view ?Intrapany intrafunctional scope: Minimize functional cost view ?Intrapany interfunctional scope: Maximize pany profit view ?Interpany interfunctional scope: Maximize supply chain surplus view Slide 27 Supply Chain Drivers and Obstacles Drivers of Supply Chain Performance efficient responsivesupply chain structureCompetitive StrategySupply ChainStrategyInventory Transprotation Facilities InformationDriversSlide 28 Little’s Law: Inventory I = RT Throughput process Flow Time Components of Information decision 1. Push vs Pull: 2. push requires elaborate MRP system to roll MPS back and creating schedules for suppliers with details. Pull requires information on actual demand transmitted quickly throughout chain 2. Coordination and information sharing 3. Forecasting and Aggregate Planning How to use the aggregate planning both at manager’s stage in the chain and throughout the whole chain 4. Enabling technologies Drivers of Supply Chain 美集物流戰(zhàn)略 APL輪船公司的美集物流 ACS通過(guò)在 34個(gè)國(guó)家的 68個(gè)辦事處及倉(cāng)庫(kù)網(wǎng)絡(luò)提供全方位的物流服務(wù)，它對(duì)現(xiàn)有的市場(chǎng)及物流服務(wù)有了一定的認(rèn)識(shí)。 ACS的主要客戶是大零售商、在亞洲采購(gòu)的公司、及主要在北美和歐洲銷售消費(fèi)品的分銷商。通常，顧客的總部在北美和歐洲。 ACS不只是一家運(yùn)輸公司，他們通常不僅為顧客減少運(yùn)輸成本提供管理工作，還為顧客將適當(dāng)?shù)漠a(chǎn)品在適當(dāng)時(shí)間投入到適當(dāng)?shù)攸c(diǎn)的零售商的物流進(jìn)行管理。這意味著 ACS既要常常貫穿零售公司的整個(gè)物流供應(yīng)鏈，還要為簡(jiǎn)化操作而注重供應(yīng)鏈的連接的必要性，與顧客結(jié)成降低貨物裝卸成本的戰(zhàn)略聯(lián)盟。 ACS的負(fù)責(zé)人談?wù)摰酵涍\(yùn)代理的競(jìng)爭(zhēng)時(shí)說(shuō)，一直以來(lái)他們就同貨運(yùn)代理競(jìng)爭(zhēng)，但并為將他們視作競(jìng)爭(zhēng)對(duì)手。因?yàn)轭櫩蛯ふ业氖潜群?jiǎn)單運(yùn)輸更多的服務(wù)。他們需要能夠管理貨物和提供產(chǎn)品狀況信息的物流服務(wù)提供者。而大多數(shù)貨代無(wú)法滿足顧客的這些要求，因而在物流服務(wù)方面對(duì) ACS構(gòu)不成威脅。 ACS為這種需求提供 24小時(shí)信息服務(wù)。他的電腦應(yīng)用系統(tǒng)使用ANSWERS和 EDI， 這使信息可直接下載到顧客的管理系統(tǒng)。 ACS的戰(zhàn)略是與顧客建立一個(gè)統(tǒng)一的、長(zhǎng)期的關(guān)系，并將自己融入顧客的供應(yīng)鏈中，為顧客提供接受、安排、運(yùn)輸、及分配產(chǎn)品的服務(wù)，但接受和送達(dá)他們產(chǎn)品和信息的方式會(huì)因顧客的不同而不同 。 slide 29 Slide 30 Obstacles to Strategic Fit Increasing variety of Products ?Rampant product proliferation ?Mass Customization。 Oneofakind Decreasing product life cycles Increasingly demanding customers Fragmentation of supply chain ownership Globalization ?Coordination ?Competition Difficulty executing strategy Slide 31 Aggregate Planning in Supply Chain 決定總計(jì)劃問(wèn)題，而非 SKU的量的問(wèn)題。 1. Production Rate 2. Workforce 3. Overtime 4. Machine capacity level 5. Subcontracting 6. Backlog 7. Inventory on hand Tradeoffs: 1. Capacity (regular time, overtime, subcontracted) 2. Inventory 3. Backlog/lost sales Which industries need it ? Slide 32 Manage Predictable Variability ? Manage supply using tradeoffs ? M. demand: shortterm discounts/promotions 將 supply和 demand分開管理、 決定，使供應(yīng)鏈協(xié)調(diào)顯著 困難，并降低了獲利能力。 四個(gè)因素影響著 Trade promotion ? Impact of the promotion on demand 1. Market growth 2. Stealing share 3. Forward buying ? Product margins ? Cost of holding inventory ? Cost of changing capacity 結(jié)論： 避免 suboptimal profits， 協(xié)調(diào)營(yíng)銷與運(yùn)營(yíng) 。 Slide 33 Manage Inventory Average material flow time stock/demand= n (week,month,year…) An increase in demand by a factor k, optimal order quantity increases by k, and material flow time decreases by k. 需求的增長(zhǎng) K倍，會(huì)使 flow time降低 K倍數(shù) 。 ShortTerm Discounts: Trade promotion 1. Induce Retailers to增加、刺激銷售。 2. Shift inventory to retailer or customer 3. Defend a brand against petition. ? Retailer: 1. Pass through some or all to customer 2. Pass through none, 但增大訂購(gòu)量獲取短期折扣。 √√√Slide 34 Manage Inventory pricedemand curvedemandSlide 35 Manage Inventory Forward buy = Qd Qe d R(C d) h C dC Q e+Q d =案例分析。 結(jié)論： Retailers pass a small fraction of discount to customers。 Retailers increase purchase lot size or forward buy. This leads to chain inventory increase without a significant increase in customer demand: % vs 500% increase Qd=order
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