【正文】 s a mutually beneficial program, and it seems to be the only costreduction program around like that. ? The whole idea is for Chrysler and its supplier to develop closer relationships, and for Chrysler to identify loyal and cooperative suppliers with which it prefers to do business. Since implementing SCORE, Chrysler39。s SCORE program is a structured approach by which Chrysler39。s top 150 suppliers. Initially, Chrysler invited suggestions from suppliers as to what the firm itself was doing wrong. It next asked suppliers to make suggestions for changes in materials or parts provided by lowertier suppliers. Only as a third step did Chrysler turn to what its key suppliers were doing wrong. This was considered a critical decision in that by addressing its own problems first, Chrysler was able to convince suppliers of the need for selfcriticism. 76 ? Another aspect of the program that was critical to supplier buyin was the sharing of savings from SCORE suggestions. In this way, and by demonstrating that it would play fair, Chrysler made it profitable for suppliers to participate. Beyond the incentive of improving their own profitability, suppliers appreciated being listened to for a change, and this fostered the development of greater trust between Chrysler and its suppliers. 77 ? SCORE – How the New System Works ? The SCORE program was developed out of an effort to lower costs, build trust, and improve munication with suppliers. Key aspects of the program include: ? of past performance and track record (relationship) ? that the suppliers39。s President of Operations in 1988. When Chrysler39。s staff and its suppliers, were enormous. People in both anizations would need a mon vision of how to collaborate to create value jointly. Such trust required that both parties share in the rewards and not just risks. These were radical ideas to many in the American automobile industry, and there was real concern as to whether it could actually be done. 70 ? During the mid198039。s new product development process was inadequate. Developing a new platform, upon which a series of car models could be based, typically required more than five years and fixed costs well over $1 billion. In early 1989, the recently launched L/H family sedan program (which later became the Chrysler Concord, Eagle Vision, and Dodge Intrepid) was already running a projected $1 billion over budget at a time when the firm was in dire financial straits 67 ? Through benchmarking of petitors, listening to suppliers, and experimenting with new ideas and programs, Chrysler39。 62 問題 ? 物流網(wǎng)絡(luò)設(shè)計(jì)與物流績(jī)效關(guān)系？ ? 制造業(yè)物流剝離與第三方物流協(xié)調(diào)關(guān)系？ ? 國際供應(yīng)鏈物流設(shè)施與網(wǎng)絡(luò)的布局策略？ ? 集群供應(yīng)鏈物流設(shè)施與網(wǎng)絡(luò)的布局策略？ ? 集群供應(yīng)鏈與第三方物流協(xié)調(diào)關(guān)系？ ? 生態(tài)供應(yīng)鏈物流設(shè)施與網(wǎng)絡(luò)的布局策略？ 63 Chrysler Corporation ? Walter P. Chrysler founded the Chrysler Corporation in 1925. Always short of capital in this capitalintensive business, Chrysler was forced to build its cars largely of purchased parts. Despite this, the Chrysler Corporation became known for producing solid, well engineered, but conservative cars. Chrysler survived both the depression and war years, emerging as one of the three major auto producers in the United States. ? Although Chrysler set sales records in 1972 and 1973, a bination of high gasoline prices, high interest rates, severe inflation, political uncertainty, and weakening of consumer confidence drove Chrysler into a financial crisis in the mid1970s. American consumer demand soared for smaller, more fuelefficient cars, and the Japanese manufacturers were the first to respond, making great inroads into the . market. 64 ? Chrysler reduced costs, restructured its management and recruited new executives to deal with its serious financial problems. Despite these measures, external factors continued to limit Chrysler39。企業(yè)發(fā)現(xiàn)第三方物流提供商缺乏當(dāng)前所需要的綜合技能、集成技術(shù)、戰(zhàn)略和全球擴(kuò)張能力。 ? 其次，第三方物流設(shè)計(jì)的方案通常都是針對(duì)不同的客戶量身定制的，不具有廣泛適用性。通過第三方物流的倉儲(chǔ)服務(wù)，可以滿足客戶需求，而不必因?yàn)榻ㄔ煨略O(shè)施或長期租賃而調(diào)撥資金，并在經(jīng)營靈活性上受到限制，提供更多樣的服務(wù)品種，為顧客帶來更多的附加價(jià)值，使顧客滿意度提高。企業(yè)自建物流需要投入大量的資金購買物流設(shè)備，建設(shè)倉庫和信息網(wǎng)絡(luò)等專業(yè)物流設(shè)備。 59 ? 其次，靈活運(yùn)用新技術(shù)，實(shí)現(xiàn)以信息換庫存，降低成本。為此，企業(yè)應(yīng)把自己的主要資源集中于自己擅長的主業(yè)，而把物流等輔助功能留給物流公司。其次，聯(lián)盟內(nèi)部各實(shí)體實(shí)行協(xié)作，某些票據(jù)聯(lián)盟內(nèi)部通用，可減少中間手續(xù)，提高效率，使得供應(yīng)鏈銜接更順暢。 ? 施耐德電氣北京中壓廠把倉儲(chǔ)和運(yùn)輸外包給了 CAAC公司，施耐德電氣上海配電廠把倉儲(chǔ)外包給了天地（ TNT）公司，施耐德上海國際采購部把倉儲(chǔ)運(yùn)輸外包給辛克物流。這種模式最大的缺陷是生產(chǎn)企業(yè)與銷售企業(yè)以及與第三方物流之間缺少溝通的信息平臺(tái)，會(huì)造成生產(chǎn)的盲目和運(yùn)力的浪費(fèi)或不足，以及庫存結(jié)構(gòu)的不合理。企業(yè)外包物流業(yè)務(wù)，降低了庫存，甚至達(dá)到“零庫存”，節(jié)約物流成本，同時(shí)可精簡(jiǎn)部門，集中資金、設(shè)備于核心業(yè)務(wù)，提高企業(yè)競(jìng)爭(zhēng)力。對(duì)于制造企業(yè)價(jià)值鏈而言，物流通常是僅次于制造過程中的材料費(fèi)，成本最高的一項(xiàng)活動(dòng)。 55 施耐德電氣與第三方物流的互動(dòng) ? 施耐德電氣公司于 1979年進(jìn)入中國市場(chǎng)，是最早進(jìn)入中國的世界 500強(qiáng)企業(yè)之一。 54 四、全球供應(yīng)鏈模型 Arntzen等 (1995)提出了一個(gè)全球供應(yīng)鏈模型。 53 第三步：選擇合適的地點(diǎn) ?目標(biāo)：在將要布局設(shè)施的區(qū)域范圍內(nèi)選擇一系列的地點(diǎn)。 ? 生產(chǎn)技術(shù)靈活性 ? 生產(chǎn)技術(shù)很穩(wěn)定，而且不同國家對(duì)產(chǎn)品的要求不同 —在每一個(gè)國家建立地方性基地為該國的市場(chǎng)服務(wù)。 ? 全球供應(yīng)鏈模型對(duì)跨越國界的各種經(jīng)濟(jì)條件都要同樣有效，并且要有足夠的靈活性和健壯性，能夠應(yīng)對(duì)突發(fā)的意外事件和變化，且能夠適應(yīng)不斷變化的產(chǎn)品、客戶和供應(yīng)商。距離或駕車時(shí)間的影響可以根據(jù)經(jīng)驗(yàn)獲得以更好地反映距離或時(shí)間對(duì)貿(mào)易的排斥作用。 44 三、零售設(shè)施選址模型 —重力模型 重力模型基本思想：兩座相互競(jìng)爭(zhēng)的城市從一座介于其間的小鎮(zhèn)吸引的貿(mào)易量與每座城市的人口成正比例，而與城市與小鎮(zhèn)之間的距離的平方成反比例。 不足：未考慮物流中心的固定費(fèi)用及容量限制。 由于物流中心選址問題是企業(yè)普遍遇到的問題，所以將該問題作為多設(shè)施選址的一類普遍問題來加以研究。服務(wù)中心到客戶 j的運(yùn)輸費(fèi)用為 Cj，總運(yùn)輸費(fèi)用為 TC，則有 ???njjCTC1 jjjj dWhC ?36 ???njjCTC1 jjjj dWhC ?式中： hj— 從服務(wù)中心到用戶的運(yùn)輸費(fèi)率； Wj— 發(fā)送向用戶 j的貨物運(yùn)輸量； dj— 從服務(wù)中心到用戶 j的直線距離 ； 37 ? ? 2/120231)()( jjnjjj yyxxWhTC ???? ??為了求出使總運(yùn)輸費(fèi)用最小的服務(wù)中心位置，將上式分別對(duì) x0,y0求偏導(dǎo)數(shù)，并令其等于零。如果各主觀因素的重要指數(shù)依次為 、 ，試以位置量度法，找出一個(gè)合適的位置。每年的費(fèi)用歸納如下表。位置量度值（ LMi)為對(duì)一處可行位置的整體評(píng)估，其計(jì)算方程式為 LMi=X首先對(duì)各主觀因素配上一個(gè)重要指數(shù)（ Ik)。較佳位置配以比重值為 1，較差的位置的比重值則為 0。這個(gè)值的大小受該位置的各項(xiàng)成本的大小而影響。主觀因素相對(duì)而言是定性的，無法用貨幣單位表示。研究所要考慮的各種因素，從中確定哪些是必要的。一類是同時(shí)考慮成本和非成本因素的綜合因素評(píng)價(jià)方法；另一類是以成本因素為核心的成本因素方法。 17 二、解決技術(shù) ? 數(shù)學(xué)優(yōu)化技術(shù) ?精確算法 ?啟發(fā)式算法 ? 仿真模型 18 啟發(fā)式算法與對(duì)精確算法的比較 單個(gè)產(chǎn)品 兩個(gè)工廠 p1和 p2 工廠 p1每年的生產(chǎn)能力為 20萬單位 工廠 p2每年的生產(chǎn)能力為 6萬單位 兩個(gè)工廠的生產(chǎn)成本、庫存成本相同 兩個(gè)倉庫 w1和 w2的裝卸成本相同 3個(gè)市場(chǎng)區(qū)域的需求量分別為 5萬、 10萬、 5萬單位 19 需求 = 50,000 需求 = 100,000 需求 = 50,000 產(chǎn)能 = 60,000 產(chǎn)能 = 200,00