供應(yīng)鏈管理ppt59頁-展示頁
2025-01-27 02:03本頁面
【正文】 tion Technology strategyFinance StrategyHuman Resources StrategySlide 20 Strategic Fit Step 1: Understanding the Customer (demand). ?Quantity of the product needed in each lot ?Response time that customers are willing to tolerate ?Variety of products needed ?Service level required: availability ?Price of the product ?Desired rate of innovation in the product … … Key measure capturing variation for all the attributes: Implied Demand Uncertainty隱含的不確定因素 – resulting uncertainty given the portion of demand that the chain must handle and the attributes the customer desires. Slide 21 Strategic Fit Customer Need IDU increases becauserange of quantity required increase a greater variance in demandlead time decrease less time to react to ordervariety of products increase demand per product more disaggregatenumber of channels increase total customer demand isdisaggregated over more channelsrate of innovation increase new product has more uncertain demandrequired service level increase has to handle unusual surges in demandattribute low implied uncertainty High IDUproduct margin low highaverage forecast error 10% 40100%average stockout rate 12% 1040%average forced seasonend markdown 0 1025%Slide 22 Strategic Fit Low IDU Somewhat somewhat High IDUcertain demand uncerain demandpurely established new models of newfunctional goods existing goods productsgasoline airconditionalUnderstand customer by mapping their demand on the implied demand uncertainty spectrum. 了解客戶：隱含的不確定因素程度如何？ Step 2: Understanding the Supply Chain Mapping the Chain on the responsiveness spectrum 了解供應(yīng)鏈：反應(yīng)導(dǎo)向與效率導(dǎo)向的界線 Responsivenesshighresponsiveness efficent frontierlowCostHigh Low成本導(dǎo)向 Slide 24 Achieving Strategic Fit responsivesupply chainefficientsupply chaincertain uncertaindemand demandImpliedUncertaintyspectrumResponsivenessspectrumSlide 25 Strategic Scope SuppliersManufacturerDistributor Retailer CustomerComtetitivestrategyproductdevelopmentstgrategysupply chainstrategymarketingstrategy戰(zhàn)略吻合的設(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通過在 34個(gè)國家的 68個(gè)辦事處及倉庫網(wǎng)絡(luò)提供全方位的物流服務(wù)，它對現(xiàn)有的市場及物流服務(wù)有了一定的認(rèn)識。 What is Supply Chain Slide 13 What is Supply Chain Profitability ?供應(yīng)鏈的基本目標(biāo)是：實(shí)現(xiàn)最大價(jià)值增值，或者說最大的供應(yīng)鏈 獲利能力 。 ?整合型定義： … 不是對現(xiàn)有組織的再造，而是事業(yè)流程再設(shè)計(jì)的必然結(jié)果。 What is Supply Chain Slide 12 ?網(wǎng)絡(luò)、連接、物流型定義 … 流程中各種要素的連接。系統(tǒng)動力學(xué)。快速反應(yīng)。 通過與最優(yōu)秀的（核心能力）企業(yè)建立伙伴關(guān)系，提高核心企業(yè)的競爭力，并使鏈的所有企業(yè)受益。 這是一個(gè)高度一體化的企業(yè)結(jié)構(gòu)，強(qiáng)調(diào)企業(yè)間的戰(zhàn)略合作關(guān)系。傳統(tǒng)的模式下，戰(zhàn)略的柔性不夠的企業(yè)，承受更大的風(fēng)險(xiǎn)。 ?對需求趨勢的反應(yīng)遲緩。 200年前的 1800年，中國經(jīng)濟(jì)量大約戰(zhàn)全球 33%，當(dāng)時(shí)歐洲為 28%，美國
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