scmmbaelectedcourselogisticsandsupplychainmanagement-資料下載頁(yè)
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【正文】 m ent O rders F rom rec ei pt of an order t o t he deli very of the product N ew Pr oduct D evel opm ent P rojec ts F rom the rec ognition of a need to la unching of a product Cash Cy cl e Cash F rom t he expenditure of fund s (c os ts) t o the coll ec tion of revenues Activity/Buffer Network ? Activity: Smallest process of interest ? Precedence Relation: Necessary sequence of activities ? Buffers: Storage (inventory) between activities Activity ? The simplest form of transformation ? The choosing appropriate level of details in given activities, which define the entire process, is key for the process analysis and improvement. ? The work of activities specifies the precedence relationships among activities. Buffer or Inventory ? The storage of flow units between consecutive activities. Resources ? Tangible assets that are “utilized”. ? Capital: Building, machines, equipment etc. ? Labor ? Allocating resources to activities for integrating every part of the process is KEY Information Structure ? Showing which information is needed and/or available to manage activities or make managerial decisions. Process Flow Chart ? A graphic tool for describing the business process by using ? RECTANGLES Representing activities ? TRIANGLES Representing buffers/inventories ? Solid arrows Representing routes or precedence relationships between activities or/and buffers ? Dotted lines Representing information flows. Linking the strategic role process view: Strategic Operational Audit Desired Business Strategy Operations Strategy Desired Capabilities Marketing, …, Financial Strategy Desired Oper’l Structure: Processes Infrastructure Product Attributes P, D, Q, V Process Attributes C, T, Q, Flex Existing Capabilities Operational Structure: Processes Infrastructure Existing Desired Feasible Business Strategies Strategy Gap? Measures Capability Gap? Process Gap? Representation of Strategy: Current Position and Strategic Directions of Movement in the petitive product space Price Responsiveness B A High Low Strategy vs. Operational Effectiveness: The Operations Frontier as the minimal curve containing all current positions in an industry Responsiveness operations frontier A B C Price High Low WalMart Corporate Strategy (Gain petitive advantage by) providing customers access to quality goods, when and where needed, at petitive prices Operations Strategy – Short flow times – Low inventory levels Operations Structure – Cross docking – EDI – Fast transportation system – Focused locations – Communication between retail stores WalMart (Resulting Benefits) ? Inventory at retail stores turned over twice a week (Industry averages once every two weeks) ? Improved targeting of products to markets ? Sales per square foot increased from $102 in 1985 to $140 in 1991 (Industry average increased from $102 to $110) 演講完畢，謝謝觀看！
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