1MIT的供应链断裂的规划课件.ppt

1、Planning for Supply Chain DisruptionsYossi SheffiMIT,Cambridge MAOutlineThe threatPast disastersSupply chain preparednesspreliminary research findingsTerror Threats:PhysicalChemical/biologicalNuclear/”dirty”Cyber attackThe Economic Targets:InfrastructurenAgriculturenTourismnTransportationnElectric g

2、ridnBanking&finance systems nOil and gasnCommunicationsnContinuity of governmentnMedical services delivery nWater supplynFood supplyLearn From Past DisastersKobe Earthquake-Jan 16 1995,6,300 killed,100K buildings destroyed,80K damaged.Total damage:$250BBhopal-Dec 2nd,1984,Union carbide factory,2500

3、dead,50,000 hospitalized.Chernobyl April 26,1986,15M people affected,Belarus still affectedLearn From Past DisastersInfluenza 1918 675,000 dead in the US alone;Started in army barracks and prisons in the US;30 50 million worldwide(“the Spanish Flu”)The Mont Blanc-Dec.6,1917 the Mont Blanc explodes i

4、n Halifax port(400,000 lbs.Of TNT,2,300 ton of Citric Acid,10 tons of gun cotton,35 tons of Benzol).2500 dead;9,000 injured;shock wave felt in Cape Bretton(270 miles away).Foot and Mouth Disease(FMD)and Mad Cow Disease UK,2001,quarantines and slaughter of suspected animals;$3B-$5B hit.Danger Governm

5、ent ResponseOn 9/11:Ford idled several production lines intermittently due to delays at the Canadian borderToyota came within hours of halting production since a supplier was waiting for steering wheels shipped by air from GermanyAfter Flight 587 crashed,Nov.12,2001Bridges to NY were closed for seve

6、ral hoursIn UK FMD Farmers costs$1BTourism costs(after the government issued a ban)$2B-$4BJapanese government bankrupted many private hospitals in the Kobe areaPreparing for Another DisruptionSupplier relationshipsCore suppliers vs.public auctionsUse of off-shore suppliersDual supply relationshipsIn

7、ventory managementThe vulnerability of JIT manufacturingAdvantages of JIT manufacturingStrategic Inventory(SoSo management)Knowledge backupDeveloping backup processesBacking up the companys knowledgeStandardization and cross-trainingCRM and customer relationshipsSupply Chains under UncertaintyBetter

8、 visibilityTransportation visibility involves multiple handoffsNeed for full supply chain visibility,including detailed handlingIndependent data acquisition sourcesBetter collaborationLast decade:VMI,CMI,EDR,QR,JIT,JIT II,CPD,CPFR Now:implementationNew:joint emergency planning(alternate shipping met

9、hods;alternate suppliers)Also:security knowledge sharingBetter forecastingPostponementBuild-to-orderProduct variability reductionsCentralized inventory managementIndustry-Government partnershipsClear role for cooperation happening alreadyIndustry participation in Free and Secure Trade(FAST)and Custo

10、ms Trade Partnership Against Terrorism(C-TPAT)“Known shipper”and“known carrier”programsDifficult to get terrorism insurance role of government as insurer of last resortInsurance companies are only starting to model terrorism threats.Efficiency vs.redundancy(who pays for cells,electricity,medicines,e

11、tc.)Collaboration Vs.Secrecy(example:hazmat placards)Centralization vs.dispersion(physical vs.I/T attack)Lowest bidder vs.known supplier(whats in the container)Security vs.privacy(vs.efficiency of search)New Business Trade-offs:When Disaster StrikesCrisisImpactPrepared ManagementUnprepared managemen

12、tHurricane Mitch(Nov.1998)Floods destroyed banana plantationsChiquita leveraged existing alternative sourcesDole took time to find alternatives and lost sales andTaiwan Earthquake(Sep.21 1999)Component supplies to PC OEMs disruptedDell priced to steer customers to available componentsApple could not

13、 change config.-faced backlogs and lost salesMad Cow&FMD(Spring 2001)Shortage of hides for leather manufacturersGucci,Wilson supply contracts;Naturalizer,Danier-inventoriesEtienne-Agner suffered cost increases9/11Closed bordersDaimler-Chrysler Alt.modes based on contingency plansFord idled several p

14、lantsPreliminary Research DataTwo responses:active and“do nothing”Active:Past bad experienceCorporate culture(defense business,work in dangerous places around the world,etc.)Security departments staffed with experience“Do nothing”:Believe 9/11 is a one-time eventCannot find a way to payBelieve gover

15、nment will helpAll companies most concerned about government response to terrorist attacksAll companies report a large increase in cyber attacksPreliminary Research Data(Active Respondent)Build redundanciesTighten collaboration with partnersWork with government to understand and influence security i

16、nitiativesLook for technology to help(RFID,GPS,e-cargo seals,biometrics,sensors,etc.)EducationAwarenessContingency planning(including drills with supply chain partners)SummaryA long term adjustmentIn past incidents:the economic impact was a lot less than initially feared“collateral benefits”of preparedness:Better collaborationBetter supply chain operationsBetter controls(less theft,IP loss,better standards)Participation in communitiesAny Questions?Yossi SheffiSHEFFIMIT.EDU?