供应链复习提纲.pdf
.Chapter 1 Understanding the Supply ChainChapter 1 Understanding the Supply Chain1.1 What is a Supply Chain?1.2 The Objective of a Supply Chain1.3 The Importance of Supply Chain Decisions1.4 Decision Phases in a Supply Chain1.5 Process Views of a Supply Chain1.6 Examples of Supply ChainsDiscuss the goal of a supply chain and explain the impact of supply chain decisions on thesuccess of a firm.Identify the three key supply chain decision phases and explain the significance of each one.Describe the cycle and push/pull views of a supply chain.Classify the supply chain macro processes in a firm.1.11.1 What is a Supply Chain?What is a Supply Chain?什么是供应链?A supply chain consists of all parties involved,directly or indirectly,in fulfilling a customerrequest.供应链包括直接或间接参与实现客户要求的所有各方。供应链包括直接或间接参与实现客户要求的所有各方。The supply chain includes not only the manufacturer and suppliers,but also transporters,warehouses,retailers,and even customers themselves.供应链不仅包括制造商和供应商，还包括运输商、仓库、零售商，甚至客户本身。With each organization,such as a manufacturer,the supply chain includes all functionsinvolved in receiving and filling a customer request.对于每个组织，如制造商，供应链包括接收和填写客户请求所涉及的所有功能。These functions include,but are not limited to,new product development,marketing,operations,distribution,finance,and customer service.这些功能包括但不限于新产品开发、市场营销、运营、分销、财务和客户服务。The Definition of Supply ChainThe Definition of Supply Chain供应链的定义供应链的定义Supply chain includes:Supply chain includes:供应链包括：供应链包括：External Supply ChainExternal Supply Chain外部供应链外部供应链Internal Supply ChainInternal Supply Chain内部供应链内部供应链External Supply Chain:External Supply Chain:ConsistsConsists ofof allall partiesparties involved,involved,directlydirectly oror indirectly,indirectly,inin fulfillingfulfilling a a customercustomerrequest.request.由所有相关方直接或间接履行客户要求。由所有相关方直接或间接履行客户要求。.Internal Supply Chain:Internal Supply Chain:Includes all functions involved in receiving and filling a customer request.Includes all functions involved in receiving and filling a customer request.包括接收和填写客户请求所涉及的所有功能。包括接收和填写客户请求所涉及的所有功能。A supply chain is dynamic and involves the constant flow of information,product,A supply chain is dynamic and involves the constant flow of information,product,and funds among different stages.and funds among different stages.供应链是动态的，涉及到信息、产品和资金在不同阶段的不断流动。供应链是动态的，涉及到信息、产品和资金在不同阶段的不断流动。A typical supply chain may involve a variety of stages,including the following:A typical supply chain may involve a variety of stages,including the following:一个典型的供应链可能涉及到多个阶段，包括以下几个方面：一个典型的供应链可能涉及到多个阶段，包括以下几个方面：CustomersCustomers 顾客顾客RetailersRetailers 零售商零售商Wholesalers/distributorsWholesalers/distributors 批发商批发商ManufacturersManufacturers 制造商制造商Component/raw material suppliersComponent/raw material suppliers零部件零部件/原材料供应商原材料供应商Each stage in a supply chain is connected through the flow of products,information,Each stage in a supply chain is connected through the flow of products,information,and funds.and funds.供应链中的每个阶段都是通过产品、信息和资金的流动来连接的。供应链中的每个阶段都是通过产品、信息和资金的流动来连接的。These flows often occur in both directions and may be managed by one of the stagesThese flows often occur in both directions and may be managed by one of the stagesor an intermediary.or an intermediary.这些流动经常发生在两个方向上，并且可以由一个阶段或中间层管理。这些流动经常发生在两个方向上，并且可以由一个阶段或中间层管理。补充资料：供应链其他定义补充资料：供应链其他定义供应链是围绕核心企业，通过对信息流、物流、资金流的控制供应链是围绕核心企业，通过对信息流、物流、资金流的控制，从采购原材料开始，制，从采购原材料开始，制成中间产品以及最终产品，最后由销成中间产品以及最终产品，最后由销 售网络把产品送到消费者手中的将供应商、制造商、售网络把产品送到消费者手中的将供应商、制造商、分销商、分销商、零售商，直到最终用户连成一个整体的功能网链结构。零售商，直到最终用户连成一个整体的功能网链结构。-马士华马士华供应链管理。供应链管理。The supply chain is the core enterprise,through the control of the information flow,The supply chain is the core enterprise,through the control of the information flow,logistics,capital flow,from the purchase of raw materials,into the intermediatelogistics,capital flow,from the purchase of raw materials,into the intermediateproducts and final products.Finally,the sales network sends the product to theproducts and final products.Finally,the sales network sends the product to theconsumer,the supplier,the manufacturer,the distributor,the retailer,until the end userconsumer,the supplier,the manufacturer,the distributor,the retailer,until the end useris integrated into a whole functional network chain structure.is integrated into a whole functional network chain structure.The appropriate design of the supply chain depends on both the customers needs andthe roles played by the stages involved.供应链的适当设计既取决于客户的需求，也取决于所涉及的阶段所扮演的角色。Discuss：When a distributor(分销商/代理商)is needed?.戴尔公司的供应链管理成功的关键是其供应链管理始终以渠道流程优化为核心实现策略。具体表现在以下三个方面:第一,直销原则。直销(DirectBusinessModel)在 DELL 公司具体体现为基于最终客户需求的模式,就是由 DELL 公司建立一套与客户联系的渠道,由客户直接向 DELL 公司发订单。订单中可以详细列出所需的配置,然后公司“按单生产”。第二,以信息代替存货。DELL 公司为什么敢提出“零库存”这个大胆的理念?主要原因就是因为公司基于其强大的渠道流程优化能力,通过处理信息资源创造价值。传统分销代理渠道是存贮货物的水渠,厂商的库存是压在分销渠道中的,这样一来很难做到“零库存”。第三,价值整体创造。价值整体创造在 DELL 公司被具体化为“与客户结盟”的战略,DELL公司打破了传统意义上“厂家”与“供应商”之间的供需配给,始终保持与客户的实时互动,及时得到第一手的客户反馈和需求,然后根据客户需求接受定单,再进行以客户需求为导向的产品制造。这样就能保证按照客户需求提供产品。这是一个良性循环的过程。The key to the success of DELLs supply chain management is its supply chainmanagement,which always focuses on the optimization of channel flow.The specificperformance in the following three aspects:First,the principle of direct selling.First,the principle of direct selling.Direct sales(Direct Business Model)is embodied inthe DELL company based on the end customer demand model,which is to establish a set ofchannels to contact the customers by DELL company,and send orders directly from thecustomer to the DELL company.Orders can be listed in detail in the required configuration,and then the company per order production.Second,Second,replacereplace thethe stockstock withwith information.information.Why do DELL companies dare to putforward zero inventory of this bold idea?The main reason is that the company is based onits powerful channel optimization ability to create value by processing information resources.The traditional distribution agent is the canal for storing the goods.The inventory of themanufacturers is confined to the distribution channels,so it is very difficult to achieve zeroinventory.Third,Third,valuevalue is is createdcreated asas a a whole.whole.The overall value creation of DELL company isspecific to alliance with customers strategy,DELL company broke the traditional sense ofmanufacturer and supplier between supply and demand,always maintain real-timeinteraction with customers,get the first hand customer feedback and demand,and thenaccept orders according to customer needs,and then take customers Customer demandoriented product manufacturing.This ensures that products can be supplied according tocustomer needs.This is a virtuous cycle.1.2 The Objective of a Supply Chain1.2 The Objective of a Supply Chain 供应链的目标供应链的目标The objective of every supply chain should be to maximize the overall value generated.每个供应链的目标应该是使所产生的总价值最大化。Supply Chain Surplus=Customer Value Supply Chain Cost供应链剩余=顾客价值 供应链成本Customer value:can be estimated by the maximum amount the customer is willing topay for it顾客价值：可以由顾客愿意支付的最大金额来估算。Consumer Surplus=Customer Value Price消费者剩余=顾客价值 价格.Supply chain cost:The flows of information,product,and funds incur costs.供应链成本：信息流、产品流和资金流产生成本。The supply chain incur costs to convey information,produce components and products,store them,transport them,transfer funds,and so on.供应链产生成本来传递信息、生产部件和产品、存储它们、运输它们、转移资金等等。Supply Chain Profitability:the difference between the revenue generated from thecustomer and the overall cost across the supply chain供应链盈利性：顾客产生的收入与整个供应链的总成本之间的差异Supply Chain Profitability=Price Supply Chain Cost供应链盈利能力=价格供应链成本Supply Chain Surplus=Customer Value Supply Chain Cost=(Customer Value price)+(price Supply Chain Cost)=Consumer Surplus+Supply Chain Profitability供应链盈余=顾客价值-供应链成本=（客户价值-价格）+（价格-供应链成本）=消费者剩余+供应链盈利能力.Supply Chain Surplus=Customer Value-Supply Chain Cost供应链盈余=顾客价值供应链成本Strongly correlated强相关Supply Chain Profitability=Price-Supply Chain Cost供应链盈利能力=价格供应链成本The success of a supply chain 供应链的成功Supply chain success should be measured in terms of supply chain surplus,not in termsof the profit at an individual stage.供应链的成功应该以供应链盈余来衡量，而不是以单个阶段的利润来衡量。Effective supply chain management involves the management of supply chain assetsand product,information,and fund flows to grow the total supply chain surplus.有效的供应链管理涉及供应链资产和产品、信息和资金流的管理，以增加总供应链盈余。.供应链管理概念形成的历史阶段实体配送阶段1920 年开始19501960 广泛应用任务：将成品的运输配送和客户服务结合起来 考虑，以便以尽量低的成本将产品运至顾客手 中，同时又不降低顾客的期望水平。供应链管理概念形成的历史阶段20 世纪 80 年代反映了企业对内部价值链的重视，使企业消除了材料在内部流劢过程中，不同阶段之间存在 的储备和滞留供应链发展阶段从 20 世纪 90 年代管理内容已从企业内部延伸到企业外部，开始注重外部关系的研究，这包括分销商、顾客、供应商以及第三方的关系。1.3 The importance of supply chain decisions1.3 The importance of supply chain decisions供应链决策的重要性供应链决策的重要性First Level：Competitive Strategy第一层次：竞争战略Second Level：第二层次Sales decisions销售决策Financial decisions财务决策HR decisions人力资源决策Operation decision（Supply chain decisions）经营决策（供应链决策）Good supply chain management can support competitive strategy and offers acompetitive advantage.好的供应链管理可以支持竞争战略并提供竞争优势。Walmart：Everyday low price 沃尔玛：天天低价ZARA：fast fashionZARA：快时尚Poor supply chain management can damage an organizations overall health andperformance.供应链管理不善会损害组织的整体健康和绩效。Increase cost(e.g.Motorola)增加成本（如：摩托罗拉）decrease service level降低服务水平Incur shortage出现短缺.1.4 Decision Phases of a Supply Chain1.4 Decision Phases of a Supply Chain 供应链的决策阶段供应链的决策阶段Supply chain decisions fall into three categories or phases,depending on the frequencyof each decision and thetime frame during which a decision phase has an impact.供应链决策分为三个类别或阶段，取决于每个决策的频率和决策阶段对其影响的时间框架。Frequency and time frame:several year频率和时间框架：几年A company decides how to structure the supply chain over the next several years.一家公司决定如何在未来几年内构建供应链。Whether to outsource or perform a supply chain function in-house?The location andcapacities of production and warehousing facilities是否外包或执行内部供应链功能？生产和仓储设施的位置和能力。The products to be manufactured or stored at various locations在不同地点生产或储存的产品The modes of transportation to be made available along different shipping legs不同船运方式的运输方式The type of information system信息系统的类型NoticeNotice注意注意Supply chain configuration must supports its strategic objectives.供应链配置必须支持其战略目标。Supply chain design decisions are long term and expensive to alter-must take intoaccount market uncertainty.供应链设计决策是长期和昂贵的改变必须考虑到市场的不确定性。Supply Chain PlanningSupply Chain Planning供应链规划供应链规划Frequency and time frame:A quarter to a yearFrequency and time frame:A quarter to a year频率和时间框架：四分之一到一年 Under the constraints established during the strategic or design phase.在战略或设计阶段建立的约束条件下。Starts with a forecast of demand in the coming year.从第二年的需求预测开始。Define a set of operating policies that govern short-term operations.定义一套管理短期操作的经营政策。Planning decisions include 规划决策包括Which markets will be supplied from which locations?从哪些市场将从哪个地点供应Subcontracting of manufacturing.制造业分包Inventory policies.库存策略.Timing and size of marketing and price promotions.营销和价格促销的时机和规模。NoticeNotice注意注意Companies must consider:企业必须考虑 Uncertainty in demand 需求的不确定性 Exchange rates汇率的变化 Competition over the time horizon跨越时间的竞争Frequency and time frame:weekly or daily.Frequency and time frame:weekly or daily.频率和时间框架：每周或每天Companies make decisions regarding individual customer orders.公司对个人客户订单做出决策。Supply chain configuration is fixed and operating policies are already defined.供应链配置是固定的，操作策略已经被定义。The goal is to handle incoming customer orders in the best possible manner.目标是以最好的方式处理客户订单。Operation decisions include:Operation decisions include:经营决策包括经营决策包括Allocate inventory or production to individual orders将库存或生产分配给个别订单Set a date that an order is to be filled设置一个订单要填写的日期Generate pick lists at a warehouse在仓库中生成拣选列表Allocate an order to a particular shipping mode and shipment将订单分配给特定的运输模式和装运Set delivery schedules of trucks设置卡车的交货时间表Place replenishment orders.放置补货订单。Daily Routine日常工作1.5 Process View of a Supply Chain1.5 Process View of a Supply Chain供应链的过程观供应链的过程观There are two ways to view the processes performed in a supply chain.有两种方法来查看供应链中执行的过程Cycle View循环观点Processes in a supply chain are divided intoa series of cycles,each performed at theinterfaces between two successive stages ofa supply chain.供应链中的过程被划分为一系列循环，每个周期在供应链的两个连续阶段之间的界面上执行。A cycle view clearly defines the processinvolved and the owners of each process.循环视图清楚地定义了涉及的过程和每个过程的所有者。Not every supply chain will have all four cycles clearly separated.不是所有的供应链都会清晰地分开所有四个循环Sub processes in Each Cycle每个周期的子过程Each cycle consists of six sub processes.每个循环由六个子过程组成。The difference between sub processesThe difference between sub processes子过程的差异子过程的差异Difference 1Difference 1:Order cycle vs other cycles差异 1：订单循环与其他周期In the customer order,demand is external and thus uncertain.在客户订单中，需求是外部的，因而是不确定的。In other cycles,order placement is uncertain but can be projected based onpolicies.(E.g.Automobile-tiers)在其他周期中，订单放置是不确定的，但可以基于策略进行预测。(如:汽车用品层级)Difference 2Difference 2:The number of orders declines and the size of each order increases差异 2：订单数量下降，订单数量增加Sharing of information and operating policies becomes more important as wemove further.随着进一步的发展，信息和经营政策的共享变得更加重要。Cycle view is useful when considering operational decisions because it specifies.the roles and responsibilities of each member of the supply chain and the desiredoutcome for each process.循环视图在考虑操作决策时是有用的，因为它指定供应链的每个成员的角色和职责以及每个过程的期望结果。E.g.enterprise resource planning(ERP)systems例如企业资源计划（ERP）系统Push/Pull View推/拉观点All processes in a supply chain fall into one of two categories,depending on thetiming of their execution relative to end customer demand.供应链中的所有过程都根据它们相对于终端客户需求的执行时间，分为两类。PULL PROCESSES 拉动过程Execution is initiated in response to a customer order.执行是响应于客户订单而发起的。(reactive 反应性)Customer order arrives客户订单到达PUSH PROCESSES推动过程Execution is initiated in anticipation of customer orders执行是在客户订单的预期下启动的。(speculative 投机性)推/拉边界客户需求未知客户订单到达客户订单已知推动过程.拉动过程.Push/Pull View of L.L.BeanPush/Pull View of L.L.BeanL.L.BeanL.L.Bean 的推拉观点的推拉观点补货与制造周期采购周期采购、制造、补货周期Push/Pull View of Ethan AllenPush/Pull View of Ethan Allen伊顿伊顿 艾伦的推拉观点艾伦的推拉观点伊顿 艾伦制作定制家具Push/Pull View of Supply Chain ProcessesPush/Pull View of Supply Chain Processes供应链过程的推供应链过程的推/拉视图拉视图A push/pull view is very useful in considering strategic decisions relating to supplychain design推/拉视图在考虑与供应链设计有关的战略决策时非常有用。The goal is to identify an appropriate push/pull boundary such that the supplychain can match supply and demand effectively.目标是确定一个合适的推/拉边界，使供应链能够有效地匹配供应和需求。.Discussion:Whats the advantage and disadvantage of push process(or pullprocess)?讨论：推动（或拉动）过程的优势和劣势是什么？补充：延迟差异化策略补充：延迟差异化策略延迟差异化策略：将产品的差异化流程尽可能 推迟；产品差异化之前的部分是推动流程；差 异化流程是根据市场需求做出反应，为拉动流程。延迟差异化例子：贝纳通毛衣贝纳通是一个大型针织品供应商、欧洲最大的服装制 造商它向成百上千家商店提供产品零售商：数量多，有限库存的门店服装行业的特点是顾客偏好变化快。但是由于生产提 前期长，商店店主常常不得不提前7 个月订购羊毛衫。1.6 Examples of Supply Chains1.6 Examples of Supply Chains供应链的案例供应链的案例Gateway and Apple捷威公司（Gateway）和苹果公司捷威公司：零售店无库存，按订单制造苹果公司：零售店有库存Zara飒拉公司（Zara）快时尚：从设计到上架不超过6 周Toyota丰田公司（Toyota）全球制造商供应商选择Amazon在线销售的鼻祖.改变出版业的 KindleSummary 总结1.Discuss the goal of a supply chain and explain the impact of supply chaindecisions on the success of a firm.讨论供应链的目标，并解释供应链决策对企业成功的影响。2.Identify the t
