供应链管理SCM配套精品完整课件3.ppt

1、 University of Science and Technology of China 供应链管理供应链管理SCM配套精品完整课件配套精品完整课件3 University of Science and Technology of China Introduction Supply Chain Management (3rd Edition) 5-2 University of Science and Technology of China 4-3 Competitive Strategy Supply Chain Strategy Efficiency Responsiveness Fa

2、cilitiesInventoryTransportation Information Supply chain structure Cross Functional Drivers SourcingPricing Logistical Drivers University of Science and Technology of China 4-4 Supply Chain Drivers uFacilities uInventory uTransportation uInformation uSourcing uPricing Chapters 5, 6 Chapters 10, 11,

3、12 Chapters 4, 13 Chapters 7, 8, 9, 16, 17 Chapter 14 Chapter 15 University of Science and Technology of China 4-5 Table of Contents uPart I: Building a Strategic Framework to Analyze Supply Chains uPart II: Designing the Supply Chain Network uPart III: Planning Demand and Supply in a Supply Chain u

4、Part IV: Planning and Managing Inventories in a Supply Chain uPart V: Designing and Planning Transportation Networks uPart VI: Managing Cross-Functional Drivers in the Supply Chain University of Science and Technology of China 4-6 Table of Contents uPart I: Building a Strategic Framework to Analyze

5、Supply Chains Chapter 1: Understanding the Supply Chain Chapter 2: Supply Chain Performance: Achieving Strategic Fit and Scope Chapter 3: Supply Chain Drivers and Metrics University of Science and Technology of China 4-7 Table of Contents u Part II: Designing the Supply Chain Network Chapter 4: Desi

6、gning Distribution Networks and Applications to e-Business Chapter 5: Network Design in the Supply Chain Chapter 6: Network Design in an Uncertain Environment University of Science and Technology of China 4-8 Table of Contents uPART III: Planning Demand and Supply in a Supply Chain Chapter 7: Demand

7、 Forecasting in a Supply Chain Chapter 8: Aggregate Planning in the Supply Chain Chapter 9: Planning Supply and Demand in the Supply Chain: Managing Predictable Variability University of Science and Technology of China 4-9 Table of Contents uPART IV: Planning and Managing Inventories in a Supply Cha

8、in Chapter 10: Managing Economies of Scale in the Supply Chain: Cycle Inventory Chapter 11: Managing Uncertainty in the Supply Chain: Safety Inventory Chapter 12: Determining Optimal Level of Product Availability University of Science and Technology of China 4-10 Table of Contents u PART V: Designin

9、g and Planning Transportation Networks Chapter 13: Transportation in the Supply Chain University of Science and Technology of China 4-11 Table of Contents uPART VI: Managing Cross-Functional Drivers in the Supply Chain Chapter 14: Sourcing Decisions in a Supply Chain Chapter 15: Pricing and Revenue

10、Management in the Supply Chain Chapter 16: Information Technology and the Supply Chain Chapter 17: Coordination in the Supply Chain University of Science and Technology of China 4-12 Reference Books uChopra Sunil Pentagon Criticized for Undersupply of Protective Vests, Washington Post . 4 Dec, 2003

11、What went wrong? University of Science and Technology of China Interceptor Body Armor Demand 8,593 Demand 77,052 Demand 210,783 Supply 23,900 University of Science and Technology of China Interceptor Body Armor Demand 9,586 Demand 108,808 Demand 478,541 Supply 40,495 University of Science and Techno

12、logy of China Interceptor Body Armor uProduction October, 2002 Production capacity 3,000 plates per month October, 2003 Production capacity 25,000 plates per month Where should the production facilities be located? University of Science and Technology of China Crocs uCrocs shoes are made from Crosli

13、te Extremely light Does not skid Odor resistant Easy to wash uThe founders wanted to name the shoes something that captured the amphibious nature “Alligator” had already been taken University of Science and Technology of China General Map of Crocs Basic supply, production and distribution processes

14、Compound Mold Assemble Package R = throughput; T = flow time Example Inventory and throughput are “synonymous” in a supply chain University of Science and Technology of China 3-146 Inventory: Role in Competitive Strategy uIf responsiveness is a strategic competitive priority, a firm can locate large

15、r amounts of inventory closer to customers uIf cost is more important, inventory can be reduced to make the firm more efficient uTrade-off uExample 3.2 Nordstrom (target upper-end customers with high responsiveness) University of Science and Technology of China 3-147 Components of Inventory Decision

16、s uCycle inventory Average amount of inventory used to satisfy demand between shipments Depends on lot size uSafety inventory inventory held in case demand exceeds expectations costs of carrying too much inventory versus cost of losing sales uSeasonal inventory inventory built up to counter predicta

17、ble variability in demand cost of carrying additional inventory versus cost of flexible production uOverall trade-off: Responsiveness versus efficiency more inventory: greater responsiveness but greater cost less inventory: lower cost but lower responsiveness University of Science and Technology of

18、China 3-148 Inventory uMetrics Average inventory (measured in units, days of demand, and financial value) Products with more than a specified number of days of inventory Fill rate (fraction of orders that were met on time from inventory) Fraction of time out of stock How could a grocery retailer use

19、 inventory to increase responsiveness? University of Science and Technology of China 3-149 Transportation uRole in the supply chain uRole in the competitive strategy uComponents of transportation decisions University of Science and Technology of China 3-150 Transportation Facts 7.7% 66.0% 3.8% 8.6%

20、2.8% 11.0% 0.1% 60.0% 12.4% 15.3% 10.8% 1.4% 0.3% 32.7% 28.3% 16.5% 17.0% 5.1% Mode Freight value ($billions) Freight tons (millions) Freight ton-miles (billions) Air7771015 Truck666091971449 Rail38818951254 Water8672345733 Pipeline2851656753 Mulitmodal1111213226 Freight shipments in America 2002 7.

21、7% 66.0% 3.8% 8.6% 2.8% 11.0% 0.1% 60.0% 12.4% 15.3% 10.8% 1.4% 0.3% 32.7% 28.3% 16.5% 17.0% 5.1% University of Science and Technology of China 3-151 Transportation Facts University of Science and Technology of China 3-152 Transportation: Role in the Supply Chain uMoves the product between stages in

22、 the supply chain uImpact on responsiveness and efficiency uFaster transportation allows greater responsiveness but lower efficiency uAlso affects inventory and facilities University of Science and Technology of China 3-153 Transportation: Role in the Competitive Strategy uIf responsiveness is a str

23、ategic competitive priority, then faster transportation modes can provide greater responsiveness to customers who are willing to pay for it uCan also use slower transportation modes for customers whose priority is price (cost) uCan also consider both inventory and transportation to find the right ba

24、lance uExample 3.3: Laura Ashleylocates its main warehouses near the FedEx hub University of Science and Technology of China 3-154 Components of Transportation Decisions uNetwork design and route selection network: collection of locations and routes route: path along which a product is shipped uMode

25、 of transportation: air, truck, rail, ship, pipeline, electronic transportation vary in cost, speed, size of shipment, flexibility uIn-house or outsource uOverall trade-off: Responsiveness versus efficiency University of Science and Technology of China 3-155 Transportation uMetrics Inbound/outbound

26、cost (as percentage of sales) Inbound/outbound cost per shipment Shipment sizes Fraction transported by mode University of Science and Technology of China 3-156 A uFulfillment and warehousing locations Arizona, USA: Phoenix, Goodyear Delaware, USA: New Castle Indiana, USA: Whitestown, Munster Kansas

27、, USA: Coffeyville Kentucky, USA: Campbellsville, Hebron (near CVG), Lexington, and Louisville Nevada, USA: Fernley and Red Rock (near 4SD) Pennsylvania, USA: Carlisle, Chambersburg, Hazleton, and Lewisberry Texas, USA: Dallas/Fort Worth Ontario, Canada: Mississauga (a Canada Post facility) Universi

28、ty of Science and Technology of China 3-157 IKEA University of Science and Technology of China 3-158 Information uRole in the supply chain uRole in the competitive strategy uComponents of information decisions University of Science and Technology of China 3-159 Information: Role in the Supply Chain

29、uThe connection between the various stages in the supply chain allows coordination between stages uCrucial to daily operation of each stage in a supply chain e.g., production scheduling, inventory levels University of Science and Technology of China 3-160 Information: Role in the Competitive Strateg

30、y uAllows supply chain to become more efficient and more responsive at the same time (reduces the need for a trade-off) uExample 3.4: Andersen Windows uExample 3.5: Dell University of Science and Technology of China 3-161 Components of Information Decisions uPush (MRP) versus pull (demand informatio

31、n transmitted quickly throughout the supply chain) uCoordination and information sharing uForecasting and aggregate planning uEnabling technologies EDI Internet RFID ERP systems Supply Chain Management software University of Science and Technology of China 3-162 Information uMetrics Forecast horizon

32、 identifies how far in advance of the actual event a forecast is made Forecast errors measures the difference between the forecast and actual demand Ratio of demand variability and order variability measures the standard deviation of incoming demand and supply orders placed. Accurate information hel

33、ps both efficiency and responsiveness University of Science and Technology of China 3-163 Information University of Science and Technology of China 3-164 Sourcing uRole in the supply chain uRole in the competitive strategy uComponents of sourcing decisions University of Science and Technology of Chi

34、na 3-165 Sourcing: Role in the Supply Chain uSet of business processes required to purchase goods and services in a supply chain uSingle vs. multiple suppliers, supplier selection, contract negotiation University of Science and Technology of China 3-166 Sourcing: Role in the Competitive Strategy uSo

35、urcing decisions are crucial because they affect the level of efficiency and responsiveness in a supply chain uIn-house vs. outsource decisions- improving efficiency and responsiveness uExample 3.6: Cisco University of Science and Technology of China 3-167 Components of Sourcing Decisions uIn-house

36、versus outsource decisions (profit Inflexible (more facilities) Which products gain/lose weight in the production process? University of Science and Technology of China 5-255 Factor Influencing Network Design Decisions uMacroeconomic factors Quotas, tariffs, and tax incentives Economic trade agreeme

37、nts: NAFTA, APTA, AFTZ Exchange rate and demand risk Different states or countries often offer economic incentives to companies that decide to set up shop there, including tax incentives and low-interest economic development loans How can trade agreements influence the number of facilities in a supp

38、ly chain? University of Science and Technology of China 5-256 Factor Influencing Network Design Decisions uPolitical factors Political stability uInfrastructure factors Availability of transportation terminals, labor Most of Amazons distribution centers are located near airports uCompetitive factors

39、 Positive externalities (many stores in a mall makes it more convenient for customers one location for everything the customers need) Should you locate your facility close to your competitors or far from them? University of Science and Technology of China 5-257 A Framework for Network Design Decisio

40、ns PHASE I Supply Chain Strategy PHASE II Regional Facility Configuration PHASE III Desirable Sites PHASE IV Location Choices COMPETITIVE STRATEGY PRODUCTION METHODS Skill needs, response time PRODUCTION TECHNOLOGIES Cost, Scale/Scope impact, support required, flexibility COMPETITIVE ENVIRONMENT INT

41、ERNAL CONSTRAINTS Capital, growth strategy, existing network FACTOR COSTS Labor, materials, site specific GLOBAL COMPETITION AVAILABLE INFRASTRUCTURE REGIONAL DEMAND Size, growth, homogeneity, local specifications POLITICAL, EXCHANGE RATE AND DEMAND RISK TARIFFS AND TAX INCENTIVES LOGISTICS COSTS Tr

42、ansport, inventory, coordination University of Science and Technology of China 5-258 Conventional Network 5-258 University of Science and Technology of China 5-259 Tailored Network: Multi-Echelon Finished Goods Network 5-259 University of Science and Technology of China 5-260 Amazons Growth in the U

43、S In 1996, Amazon offered 2.5 million titles, yet stocked only 2,000 titles In 1997, Amazon stocked over 200,000 titles and reduced promised delivery times Seattle, WA Opened: 1996 Closed: 2001 85,000 sq. feet Delaware Opened: 1997 220,000 sq. feet University of Science and Technology of China 5-261

44、 Amazons Growth in the US Seattle, WA Opened: 1996 Closed: 2001 85,000 sq. feet Delaware Opened: 1997 220,000 sq. feet Amazon had to decide how many DCs it should have and where to locate them In 1998, Amazon expanded its product line (music, DVD) (1999: electronics, toys) (2000: health, kitchen) Un

45、iversity of Science and Technology of China 5-262 Amazons Growth in the US uAmazon executives turned to outside experts and used i2 Technologies Supply Chain Strategist software package This software identified regions to consider for its distribution facilities based on factors such as supplier and

46、 customer locations, inbound and outbound freight rates, warehousing expenses, labor, and other cost factors After selecting the major regions, Amazons management narrowed its search based on additional factors such as tax rates, employment levels and the availability of suitable distribution facili

47、ties to lease University of Science and Technology of China 5-263 Amazons Growth in the US Seattle, WA Opened: 1996 Closed: 2001 85,000 sq. feet Fernley, NV Opened: 1999 322,560 sq. feet Delaware Opened: 1997 220,000 sq. feet Coffeyville, KS Opened: 1999 750,000 sq. feet Lexington, KY Opened: 1999 6

48、00,000 sq. feet Cambellsville, KY Opened: 1999 770,000 sq. feet Mc Donough Opened: 1999 Closed: 2001 800,000 sq. feet “This has been the fastest expansion of distribution in peacetime history” University of Science and Technology of China 5-264 Amazons Growth in the US uEvolution of fulfillment cost

49、 as a percentage of revenue Retailer Manufacturers Consumers Distributor Warehouse Manufacturers Consumers Distributor Warehouse University of Science and Technology of China 5-265 Network Optimization Problems uMarket and supply allocation Demand allocation uFacility location (and capacity allocati

50、on) Capacitated plant location model uFacility location 1-source (and capacity allocation) Capacitated plant location model with single sourcing University of Science and Technology of China 5-266 Demand Allocation D1 D2 D3 D4 D5 c11 c12 c13 m demand pointsn supply points K1 K2 K3 University of Scie