供应链设计与管理第一章课件.ppt

1、1-1Chapter 1 Introduction toSupply Chain Management供应链管理介绍1-2What Is a Supply Chain?什么是供应链？Flow of products and services from：产品和服务流程:lRaw materials manufacturers原料厂家lIntermediate products manufacturers中间产品制造商lEnd product manufacturers终端产品制造商lWholesalers批发商 and distributors分销商 andlRetailers零售商Connec

2、ted by transportation and storage activities把运输和储存连接在一起Integrated through information, planning, and integration activities通过信息，规划和整合活动结合起来Cost and service levels成本和服务水平1-31.1 What Is Supply Chain Management?什么是供应链管理？lSupply chain management is a set of approaches utilized to efficiently integrate s

3、uppliers, manufacturers, warehouses, and stores, so that merchandise is produced and distributed at the right quantities, to the right locations, and at the right time, in order to minimize system wide costs while satisfying service level requirements. 供应链管理是用于有效集成供应商、制造商、仓库与商店的一系列方法，通过这些方法，使生产出来的商品

4、能以恰当的数量，在恰当的时间，被送往恰当的地点，从而实现在满足服务水平要求的同时使系统的成本最小化。1-4Two Other Formal Definitions定义The design and management of seamless, value-added process across organizational boundaries to meet the real needs of the end customer无缝的设计和管理,增值过程跨越组织边界,以满足最终客户的真正需求美国供应管理协会Institute for Supply ManagementManaging sup

5、ply and demand, sourcing 采购raw materials and parts零部件, manufacturing and assembly装配, warehousing 仓储and inventory tracking库存追踪, order entry订单输入 and order management, distribution across all channels, and delivery to the customer通过供应和需求管理,采购原材料和零部件,制造和装配、仓储和库存跟踪,订单输入,订单管理,分配到所有渠道,最终交付给客户。供应链协会The Supp

6、ly Chain Council1-5PC Industry Supply Chain个人电脑产业供应链Tracing back the screen you stare at for the bulk of your time.研发制造装配分销销售，服务，支持战略重点产品创新操作/经营客户关系公司和产品流最终客户消费者大企业组件生产商仓储其他半导体平板显示器软件公司全球物流企业个人电脑公司当地装配经销商元器件分销商合同制造商1-6Ciscos Value Network思科公司的价值网络整合中心签订合同思科产品订单 客户服务订单会自动传输到供应商或在思科生产系统中计划中80%的订单会被配置，

7、并通过思科的网站上提交技术支持电话服务，70不需要人工干预思科的业务在全球只有三个中心思科产品仅配置非常复杂的订单合同制造商建立和运输60%的货物直接到客户1-7SourceSupplierSupplierDistributorDistributorRetailerEnd-UserConverterConverterConsumersInformation FlowFunds/Demand FlowValue-Added ServicesMaterial FlowReuse/Maintenance/After Sales Service FlowSCM Definition供应链管理(Supp

8、ly Chain Management)； 分销商信息流保养，维护/售后服务流程增值服务资金/需求流量物料流程顾客零售商终端用户中转站供应商原材料1-8The SCM Network 供应链管理网络FIGURE 1.1: The logistics network 物流网络仓库和配送中心库存成本运输成本制造成本原材料成本供应商制造商顾客运输成本1-9Key Observations 主要意见lEvery facility that impacts costs need to be considered每一个影响成本的因素都应该考虑lSuppliers suppliers供应商的供应商lCust

9、omers customers客户的客户lEfficiency and cost-effectiveness（效率和成本效用） throughout the system is requiredlSystem level approach（系统论方法）lMultiple levels of activities 活动的多层次lStrategic Tactical Operational （战略战术操作）1-10Other Related Observations其他相关意见lSupply chain strategy linked to the Development Chain供应链管理战略

10、与开发链存在联系lChallenging to minimize system costs（系统成本最小化） and maximize system service levels（系统服务水平最大化）lInherent presence of uncertainty and risk（不确定性和风险的固有存在）1-11lSet of activities and processes associated with new product introduction. Includes: 与新产品导入相关的一系列活动与流程，包括：lproduct design phase产品设计阶段lassoci

11、ated capabilities and knowledge 相关知识能力lsourcing decisions采购决策lproduction plans生产计划1.2 The Development Chain开发链1-121.2 The Development Chain开发链FIGURE 1-2: The enterprise development and supply chain 企业发展和供应链供应链开发链供应生产配送出售寻找供应商计划/设计供应商早期参与产品结构自制/外购决策战略合作伙伴关系供应商选择供应合同1-131.3 Global Optimization全局优化lGeo

12、graphically dispersed complex network 地理上分散的复杂网络lConflicting objectives of different facilities 不同的设备的目标相互冲突lDynamic system 动力系统lVariations over time 随时间的变化lMatching demand-supply difficult 匹配供需难lDifferent levels of inventory and backorders 不同的库存和缺货水平lRecent developments have increased risks 最近的事态发展

13、增加风险lLean production/Off-shoring/Outsourcing 精益生产/离岸外包/外包1-14Global Apparel Value Chain全球服装价值链Tracing back the dress you are wearing天然纤维棉，毛，丝等合成纤维石油，天然气纱（纺纱）面料（梭织，成套工具，完成）石油化学产品合成纤维服装制造商所有零售网点零售网点纺织公司百货公司专卖店量贩连锁折扣连锁店品牌命名的服装公司海外采购办事处贸易公司价格优惠，工厂直销，邮购，其他原材料网络元部件网络生产网络出口网络销售网络1-15棉花，衬垫棉花，衬垫外壳，羊毛外壳，羊毛仿毛皮

14、，兜帽仿毛皮，兜帽不锈钢拉链不锈钢拉链按扣，卡扣按扣，卡扣1-16QC & Shipping质量控制和航运Hong KongProduct Design产品设计Hong Kong香港Zippers拉链+Japan+Stitching拼接Indonesia印度尼西亚Weaving编织Taiwan台湾Yarn Spinning纺纱Korea韩国An Illustration: How Li & Fung Limited Might Make a Dress例子：利丰有限公司如何做一件衣服的？Globally Dispersed Manufacturing分散在全国各地的制造商1-171.4 Unc

15、ertainty and Risk Factors不确定性和风险因素确定性和风险因素Matching Supply and Demand a Major Challenge 匹配供应与需求的主要挑战匹配供应与需求的主要挑战REASONSEXAMPLESRaw material shortages 原材料短缺Internal and supplier parts shortages内部和供应商的零部件短缺Productivity inefficiencies 生产效率低Boeing Aircrafts inventory write-down of $2.6 billion 波音飞机制造公司Sa

16、les and earnings shortfall 销售额和利润缺口Larger than anticipated inventories比预期更大的库存 Sales at U.S. Surgical Corporation declined 25 percent, resulting in a loss of $22 million 美国手术用品公司Stiff competition 激烈的竞争General slowdown in the PC market普遍放缓的PC市场Intel reported a 38 percent decline in quarterly profit 英

17、特尔公司Higher than expected orders for new products over existing products预计订单新产品比现有产品高EMC Corp. missed its revenue guidance of $2.66 billion for the second quarter of 2006 by around $100 millionEMC公司1-181.4 Uncertainty and Risk FactorsFluctuations of Inventory and Backorders throughout the Supply Chai

18、n整个供应链中的库存波动和延期交货FIGURE 1-3: Order variations in the supply chain供应链中的订货波动需求分销商给工厂下的订单数零售商给分销商下的订单数1-19lForecasting is not a solution预测不解决问题lDemand is not the only source of uncertainty需求并不是影响不确定性的唯一因素lRecent trends make things more uncertain 近来致力于降低成本的一些趋势lLean manufacturing精益生产lOutsourcing外包lOff-s

19、horing离岸化1.4 Uncertainty and Risk Factors1-20lAugust 2005 Hurricane Katrina卡特里娜飓风lP&G coffee supplies from sites around New OrleanslSix month impactl2002 West Coast port strike 西海岸港口罢工lLosses of $1B/day损失lStore stock-outs, factory shutdowns商店缺货，工厂停工l1999 Taiwan earthquake 台湾地震lSupply interruptions o

20、f HP, Dell 供应中断l2001 India (Gujarat state) earthquake（印度古杰拉特邦）地震lSupply interruptions for apparel manufacturers供应中断的服装制造商 1.4 Uncertainty and Risk Factors1-211.5 Evolution of Supply Chain Management供应链管理的演化1950s1960s1970s1980s1990s2000sBeyondTraditional Mass ManufacturingInventory Management/Cost Op

21、timizationJIT, TQM, BPR, AlliancesSCM Formation/ExtensionsFurther Refinement of SCM Capabilities传统的大规模生产库存管理/成本优化JIT,TQM,BPR联盟SCM形成/扩展进一步细化SCM 功能1-22Progression of Logistics Costs物流成本的发展FIGURE 1-4: Logistics costs share of the U.S. economy 物流成本占美国经济的比重美国物流成本占GDP的比重1-23Composition of Logistics Costs物

22、流成本的构成FIGURE 1-5: Total U.S. logistics costs between 1984 and 2005 1984-2005年美国总物流成本库存持有运输管理总计1-241.6 Complexity复杂性: The Magnitude lU.S. companies spend more than $1 trillion万亿 in supply-related activities (10-15% of Gross Domestic Product国内生产总值)lTransportation运输 58%lInventory库存 38%lManagement管理 4%l

23、The grocery industry食品行业 could save $30 billion (10% of operating cost运营成本) by using effective logistics strategies有效的物流策略lA typical box of cereal麦片 spends 104 days getting from factory to supermarket.lA typical new car spends 15 days traveling from the factory to the dealership经销商.1-25Complexity: T

24、he MagnitudelCompaq computers康柏电脑公司 loss of $500 million to $1 billion in sales in one year lLaptops and desktops 笔记本和台式机were not available when and where customers were ready to buy themlBoeings波音公司 forced announcement of write-downs资产减记/账面亏损 of $2.6blRaw material shortages原材料短缺, internal and suppl

25、ier parts shortages内部和供应商的零件短缺. lCiscos思科 multi-billion ($2.2b) dollar write-off of inventories注销的库存 in 2001-2002lCustomers balked on orders due to market meltdown市场崩溃1-26Transactional Complexity交易的复杂性National Semiconductors国家半导体:Production生产:Produces chips芯片 in six different locations: four in the

26、US, one in Britain and one in IsraelChips are shipped to seven assembly locations 运送到七个组装地in Southeast Asia.Distribution分布The final product is shipped to hundreds of facilities all over the world20,000 different routes路线12 different airlines航线 are involved95% of the products are delivered within 45

27、days5% are delivered within 90 days.1-27PC Value ChainPerformance of Traditional PC Manufacturer销售销售/市场营市场营销销制造业制造业分销商分销商仓库仓库软件软件零售商（有时零售商（有时）市场销售市场销售建立预测建立预测推送系统推送系统砖和砂浆砖和砂浆中间机构层中间机构层付款后建付款后建客户联系客户联系集合集合/付费付费/购买购买60-70天的库存天的库存所有活动按顺序和复杂性所有活动按顺序和复杂性生产标准化的产品生产标准化的产品在周期最后购买在周期最后购买难以细分客户群难以细分客户群1-28PC

28、Value Chain: Focus on Cost Reduction PC价值链:专注于降低成本Performance of Dell Computers戴尔电脑的性能销售销售/市场营市场营销销订单采购订单采购/支支付付JIT 制造业制造业软件负载（工厂）软件负载（工厂）船到工厂船到工厂容易细分客户群容易细分客户群在周期初购买在周期初购买所有活动按顺序和并联所有活动按顺序和并联客户标准化的产品客户标准化的产品5天的库存，天的库存，5天现金转化周期天现金转化周期1-29Magnitude of Supply Chain Costs 供应链成本Cost Elements of a Typica

29、l Trade Book成本要素的一个典型的贸易书利润利润供应链成本供应链成本其他成本其他成本打印打印出版出版分销分销零售零售作者作者1-30Magnitude of Supply Chain Costs供应链成本Example: The Apparel Industry例子:服装行业ManufacturerDistributorRetailerCustomerCost per PercentShirt Saving$52.72 0%$41.34 28%$20.45 62%ManufacturerDistributorRetailerCustomerManufacturerDistributo

30、rRetailerCustomer零售商分销商工厂客户1-31Supply Chain: The Potential供应链：潜在lP&Gs 宝洁公司 estimated savings to retail customers向客户零售of $65 million through logistics gains 物流收益lDell Computers 戴尔电脑 outperforming of the competition in terms of shareholder value 股东价值 growth over more than two decades by over 3,000% us

31、ing:lDirect business model 直销商业模式/直接经营模式lBuild-to-order strategy建立按订单生产战略lWal-Mart transformation into the worlds largest retailer by changing its logistics syste m: 沃尔玛转型为全球最大的零售商通过改变其物流系统lhighest sales per square foot, inventory turnover and operating profit of any discount retailer 每平方英尺销售额最高、存货周

32、转和任何折扣零售商的运营利润1-321.7 Key Issues in Supply Chain Management供应链管理的关键问题ChainGlobal Optimization Managing Risk and UncertaintyDistribution Network Configuration SupplyYInventory ControlSupplyYProduction SourcingSupplyYSupply Contracts BothYYDistribution Strategies SupplyYYStrategic PartneringDevelopmen

33、tYOutsourcing and OffshoringDevelopmentYProduct DesignDevelopmentYInformation TechnologySupplyYYCustomer Value BothYYSmart PricingSupplyYTABLE 1-1: Key supply chain management issues分销网络配置库存控制生产采购供应合同分销策略战略合同外包和离岸外包产品设计信息技术客户价值智能定价1-331.8 Book Objectives and Overview 本书目标和概况 Inventory management 库存管

34、理 Logistics network planning物流网络规划 Supply contracts for strategic as well as commodity components. 战略性及商品元件的供应合同 The value of information and the effective use of information in the supply chain. 信息的价值和供应链信息的有效使用 Supply chain integration.供应链整合 Centralized and decentralized distribution strategies.集中

35、和分散化的配送策略 Strategic alliances.战略联盟 Outsourcing, off-shoring, and procurement strategies.外包、离岸化、和采购策略 International supply chain management.国际供应链管理 Supply chain management and product design.供应链管理和产品设计 Customer value. 客户价值 Revenue management and pricing strategies.收益管理和定价策略 Information technology and

36、 business processes.信息技术和业务流程 Technical standards and their impact on the supply chain.技术标准和对供应链的影响1-34Software Packages软件包lComputerized Beer Game 电脑啤酒游戏lRisk Pool Game 风险分担游戏lProcurement Game 采购游戏1-35CASE: Meditech Surgical案例：美太医疗器械公司lIntent diagnosis of supply chain 意图供应链的诊断lBusiness overview 业务概述

37、lSupply chain 供应链lProduction planning 生产计划lWhats wrong? 怎么了？lHow to fix it? 如何修复它？1-36Endoscopic Surgical Instruments内窥镜手术器械lPermits minimally invasive surgery 许可微创手术lMarket created in early 80s, rapidly growing在80年代初创造的市场，快速增长lOld products continually updated and replaced with new product introduct

38、ions 老产品不断更新和被新产品所取代1-37Business OverviewlNational and Meditech split the market 国家和美太公司分割市场lCompete based on product innovations, customer service, cost 竞争基于产品创新，客户服务，成本lNational sells to physicians; Meditech sells to material managers 国家向医生推销产品;美太向材料经理推销产品lCustomer preferences change slowly 客户的喜好慢

39、慢地在改变业务概述1-38External Supply ChainPart suppliers部分供应商Meditech AssemblyMeditechWarehouseDomestic DealersIntl MeditechAffiliatesHospitalsHospitals外部供应链医院医院国内经销商美太子公司美太仓库美太装配1-39Internal Supply ChainParts InventoryAssemblyBulk InventoryFG InventoryPackaging &Sterilization2 - 16weeks2weeks1 week内部供应链零件清

40、单装配散装库存包装消毒成品库存1-40Production PlanningAnnual ForecastMonthly RevisionTransferRequirements MonthlyPlanMRPPartsProcurement PlanWeeklyAssemblySchedule年度预测月修订转储申请月计划制造资源计划零部件采购计划周装配计划生产计划1-41Production Planning生产计划Parts Inventory零件库存Assembly装配Bulk Inventory大量库存Packaging &Sterilization包装、杀菌FG inventory成品

41、库存MonthlyPlan月计划MRP物料需求计划Order point;Order quantity订货点，订货量MaterialPlan物料计划1-42Whats Wrong?问题lPoor service for new product introductions新产品服务差lPoor forecasting?预测不准确lPanic ordering?恐慌性订货lAnd high FG inventory 高成品库存1-43What Is Going On?事实lDemand is quite predictable需求可预测lUsage in hospitals is quite st

42、able医院使用稳定lMarket share moves slowly over time 市场份额随时间变化缓慢lWith each new product, dealer must build inventory to fill pipeline 随着每一个新产品出现，经销商必须建立库存，以满足销售渠道需要1-44Why Did Meditech Think Demand Was Unpredictable?原因lPoor information systems信息系统差lNo one looked at demand没人关注需求lNo one had responsibility fo

43、r forecast errors无人为预测错误负责lTendency to shift the blame推卸责任lBuilt-in delays and monthly buckets in planning system计划制定延误，每月仓促制定lAmplifier in planning system计划系统放大1-45What to Do?措施lRecognize that demand is stable and predictable认识到这种需求是稳定的和可预测的lEstablish accountability for forecast 建立预测问责制度lEliminate planning delays and/or reduce time bucket消除计划延迟/降低仓促性lAlternatively, put assembly within pull system and eliminate bulk inventory 选择性的，将装配放入 拉式系统，消除成品库存