《供应链管理2》PPT课件.ppt

1、Chapter 8 Coordinated product and Supply Chain Design8.1 Design For Logistics 8.1.1 Introduction 产品和物流设计能影响运输成本与库存产品和物流设计能影响运输成本与库存费用费用 Product and process design key cost drivers of product cost Design for Manufacturing used design to decrease manufacturing costs Major supply chain costs include tr

2、ansportation costs,inventory costs,distribution costs Design for Logistics uses product design to address logistics costs Key Concepts of Design for Logistics Economic packaging and transportation Concurrent/Parallel Processing Postponement8.1.2 Economic Transportation and Storage 对产品的设计，使其可以有效包装和储存

3、对产品的设计，使其可以有效包装和储存 包装越紧凑，运费越便宜包装越紧凑，运费越便宜 IKEA家具家具 零售商喜欢体积小，易包装的产品零售商喜欢体积小，易包装的产品 Wal-Mart的堆放的堆放 大批量到仓库，配送前最后包装大批量到仓库，配送前最后包装 可获运输经济规模可获运输经济规模Examples Ikea Worlds largest furniture retailer 131 stores in 21 countries Large stores,centralized manufacturing,compactly and efficiently packed products Ru

4、bbermaid Clear Classic food containers-designed to fit 14x14”Wal-Mart shelves8.1.3 Concurrent/Parallel Processing Objective is to minimize lead times Achieved by redesigning products so that several manufacturing steps can take place in parallel Modularity/Decoupling(模块化/分解概念)is key to implementatio

5、n Enables different inventory levels for different partsThe Network Printer ExampleStage 1(Europe)Stage 2+Integration(Far East)Customer(Europe)BoardPrinterStage 1(Europe)Integration(Europe)Customer(Europe)BoardPrinterPlastics,motors,etc.Stage 2(Far East)8.1.4 Postponement Shortening lead times is no

6、t always possible How else can inventory levels be reduced and forecast accuracy improved?制造何种产品和产品差异化的决策延迟在制造何种产品和产品差异化的决策延迟在产品开始生产以后，使一类或一系列产品产品开始生产以后，使一类或一系列产品延迟区分为专门的产成品，这种方法称为延迟区分为专门的产成品，这种方法称为延迟产品差异。延迟产品差异。为什么延迟能有帮助？为什么延迟能有帮助？产品多样性大部分只是微小的变化产品多样性大部分只是微小的变化 延迟是可能的延迟是可能的需求预测随风险共享而变得精确了需求预测随风险共享而

7、变得精确了 延迟减少库存水平延迟减少库存水平通用产品可用风险共担来预测通用产品可用风险共担来预测具体衍生产品可到最后生成以满足需求具体衍生产品可到最后生成以满足需求实施延迟差异实施延迟差异 1.重新排序重新排序 对产品生产步骤进行修改对产品生产步骤进行修改,使对具体使对具体物品或产品进行差异化的生产步骤尽物品或产品进行差异化的生产步骤尽可能地往后延迟可能地往后延迟.案例案例:本尼顿公司用重新排序改善供应本尼顿公司用重新排序改善供应链运营链运营.Benetton Background A world leader in knitwear Massive volume,many stores Lo

8、gistics Large,flexible production network Many independent subcontractors Subcontractors responsible for product movement Retailers Many,small stores with limited storageBenetton Supply Cycle Primary collection in stores in January Final designs in March of previous year Store owners place firm orde

9、rs through July Production starts in July based on first 10%of orders August-December stores adjust orders(colors)80%-90%of items in store for January sales Mini collection based on customer requests designed in January for Spring sales To refill hot selling items Late orders as items sell out Deliv

10、ery promised in less than five weeksBenettonOld Manufacturing ProcessSpin or Purchase YarnDye YarnFinish YarnManufacture Garment PartsJoin PartsBenettonNew Manufacturing ProcessSpin or Purchase YarnManufacture Garment PartsJoin PartsDye GarmentFinish GarmentThis step is postponedBenetton Postponemen

11、t Why the change?The change enables Benetton to start manufacturing before color choices are made What does the change result in?Delayed forecasts of specific colors Still use aggregate forecasts to start manufacturing early React to customer demand and suggestions Issues with postponement Costs are

12、 10%higher for manufacturing New processes had to be developed New equipment had to be purchased2.通用化和模块化 Modular Product:（模块化产品）（模块化产品）Can be made by appropriately combining the different modules It entails providing customers a number of options for each module Modular Process:（模块化流程）（模块化流程）由一系列离散

13、的具体操作所组成的生产流程。由一系列离散的具体操作所组成的生产流程。Each product undergo a discrete set of operations making it possible to store inventory in semi-finished form Products differ from each other in terms of the subset of operations that are performed on them Semiconductor wafer fabrication is modular since the type of

14、 chip produced depends on the unique set of operations performed Oil refining is not modular since it is continuous and inventory storage of semi-finished product is difficult Modular products are not always made from modular processes Bio-tech and pharmaceutical industries make modular products but

15、 use non-modular processes;many products are made by varying the mix of a small number of ingredients3.标准化 Part Standardization（部件标准化）（部件标准化）Common parts（通用部件）（通用部件）are used across many processes Product redesign might be necessary Process Standardization（流程标准化）（流程标准化）Standardizing as much of the pr

16、ocess as possible,making a generic or family product Delaying differentiation Called“Delayed differentiation”,“Postponement”Postponement:Key Concepts Delay differentiation of products in the same family as late as possible Enables the use of aggregate forecasts Enables the delay of detailed forecast

17、s Reduces scrapped or obsolete inventory,increases customer service May require new processes or product design with associated costsPostponement Considerations Tradeoff increased product cost with decreased inventory Need to decide where to postpone-the push-pull boundary Position in product lifecy

18、cle is factor in postponement strategies Inventory value may increase Consider tariffs and dutiesHP DeskJet Case:Background High volume,high speed manufacturing in Vancouver Many different models,all completed in Vancouver Three distribution centers North American Asian European Manufacturing time o

19、ne week Transportation lead times:Europe:4-5 weeks US:1 day At distribution centers,simple standardized processHP DeskJet Case:Analysis Problems High inventory levels Inventory imbalance in Europe Causes Uncertainty about correct inventory levels Many geographic options(localization)Long lead times

20、Uncertain market Difficulty at getting divisions to work together What are HPs options?HP DeskJet Case:Options Short Term Rationalize safety stock Long Term Air shipment European factory More inventory Better forecasting DC localizationSafety Stock Rationalization:Example Europe AB Recall:Safety Sto

21、ck=z STD*LTMean Weekly Demand3656Monthly/4.33Std.Dev2703Monthly/(4.33).5Lead Time5Std.Dev of DemandPeriod60442703*(5).5Safety Factor1.998%serviceSafety Stock114831.9*6044Evaluating Alternatives Air Shipment Expensive European Factory Not sufficient volume Better Forecasting How?More Inventory More p

22、roblems DC Localization What will savings be?Evaluating DC Localization In DC localization,risk pooling can be used to reduce total inventory while maintaining service levels To evaluate inventory,compare total safety stock held if individual localized units are held in inventory or if generic units

23、 are held Other costs must also be evaluatedEvaluating DC LocalizationA V GST DSafetyStockW eeksof SSA4232666.75A A4202044164.25A B15830562511,4843.11A Q2301116923954.48A U4208220545174.62A Y3071032112.96T otal23109190893.55G eneric231096244127922.38DC Localization Safety Stock Reduction Current 19,

24、089 units(3.55 weeks)With localization 12,792 units(2.4 weeks)Other benefits Lower value of transit inventory Freight reductions Local presence of“manufacturing”Customs implications Local procurement of localization materials But there are costs Product redesign DC modificationsImplementation R&D Su

25、pport DC Support“Not our core competency”New packaging Capital investmentResults Successful implementation Millions saved Service levels increased Packaging won awards Best practice spread to other HP divisions8.2 Supplier Integration Competitive forces are driving firms to integrate suppliers into

26、product development Spectrum of Supplier Integration None White Box Informal integration Grey Box Formal integration,with collaborative teams Black Box Interface requirements are given,product is returned 外包非核心的业务流程外包非核心的业务流程 供应商的参入程度的影响供应商的参入程度的影响 利用供应商的能力，改进产品设计与工艺流程利用供应商的能力，改进产品设计与工艺流程 参与程度参与程度 零

27、零 供应商没有参与供应商没有参与 白箱白箱 非正式合作，向供应商咨询有关产品设计和说明书非正式合作，向供应商咨询有关产品设计和说明书 灰箱灰箱 正式参与，与供应商的工程师一起开发产品正式参与，与供应商的工程师一起开发产品 黑箱黑箱 对供应商提交产品要求，供应商独立设计开发对供应商提交产品要求，供应商独立设计开发Supplier Integration What approach is appropriate?Determine internal competencies Determine product development needs Identify external developm

28、ent and manufacturing needs If future products have components that require external expertise and can be separated from other components,a black box approach makes sense.If components cannot be separated,a grey box approach makes sense.If some expertise can be found in house,a white box approach mi

29、ght make sense.The“Bookshelf”Approach Monitor the development of new technologies Follow suppliers that have developed expertise When appropriate,integrate these new technologies This balances the advantages and disadvantages of being on the cutting edge:No need to gain experience with the technolog

30、y,because suppliers are doing this for you.Can introduce the technologies when needed.8.3 Mass Customization The delivery of a wide variety of customized goods at low cost The key is modular products and processes,so that customer requests can be met 传统的方式传统的方式 大量生产大量生产 少量产品，低成本，大量生产少量产品，低成本，大量生产 单件

31、生产单件生产 灵活，特制灵活，特制 大规模定制化大规模定制化 低成本，快速，高效向顾客运送各种定制的产低成本，快速，高效向顾客运送各种定制的产品和服务品和服务 关键关键 自治，技能高的员工自治，技能高的员工 模块化的柔性业务流程模块化的柔性业务流程 An advanced supply chain is essential This is particularly true when“modules”extend beyond a single company.Consider Postponement for regional customization The value of strat

32、egic partnerships and supplier integration大量定制化的例子大量定制化的例子 松下自行车松下自行车 创新业务流程前创新业务流程前 销售不好销售不好 库存积压多（库存积压多（20%的产品是去年的）的产品是去年的）创新后创新后 在零售商处安装特殊设备，让顾客定身制定产品在零售商处安装特殊设备，让顾客定身制定产品 将生产流程模块化，组成一个柔性生产线将生产流程模块化，组成一个柔性生产线 3分钟内定单装变为具体的设计分钟内定单装变为具体的设计 2周内产品制成，交付于顾客周内产品制成，交付于顾客 基本上无成品库存基本上无成品库存小结小结 常用的方法有常用的方法有 包装和运输的经济性包装和运输的经济性 并行和平行工艺并行和平行工艺 延迟产品差异化延迟产品差异化 产品开发时的供应商参与产品开发时的供应商参与 大规模定制化的产品大规模定制化的产品