第9章协调的产品与供应链设计15324.pptx

供应链管理的设计 Design for Supply Chain ManagementThe Manufacturing EnvironmentRapid ChangesNew products rapidly introducedShort,unknown product life cyclesHigh Variety of ProductsLong Production Lead TimesIncreasing storage and transportation costsDifficult to forecast demand制造业环境快速的变革新产品迅速推向市场产品生命周期更短，无法预测产品的高度多样性长的生产提前期不断增加的存储和运输成本很难预测需求The Goals of the Manufacturing OrganizationResponsivenessCompetitive pricingEfficiencyCustomer service制造业组织的目标响应竞争性定价效率客户服务Why Do These Goals Conflict?Forces for keeping low inventoryinventory expensivelow salvage valuesForces for keeping high inventorylong lead times customer service is importantdemand is hard to predictreduction in transportation quantity这些目标为什么相互冲突？保持低库存的动力库存成本低残值保持高库存的动力提前期长客户服务很重要需求很难预测降低运输量Design For LogisticsProduct and process design key cost drivers of product costDesign for Manufacturing used design to decrease manufacturing costsMajor supply chain costs include transportation costs,inventory costs,distribution costs物流设计生产和流程设计降低制造过程成本供应链成员参与制造设计降低制造成本供应链成员参与供应链的主要成本包括运输成本、库存成本和配送成本Design For LogisticsDesign for Logistics uses product design to address logistics costsKey Concepts of Design for LogisticsEconomic packaging and transportationConcurrent/Parallel ProcessingStandardization物流设计通过产品设计降低物流成本通过产品设计降低物流成本物流设计的关键概念包装与运输的经济性并行/平行工艺标准化Economic Transportation and StorageDesign products so that they can be efficiently packed and storedDesign packaging so that products can be consolidated at cross docking pointsDesign products to efficiently utilize retail space运输和储存的经济性将产品设计成能有效包装和储存将包装设计成能在直接转运点统一处理的形式将产品设计成能有效利用零售空间的形式ExamplesIkea Worlds largest furniture retailer131 stores in 21 countriesLarge stores,centralized manufacturing,compactly and efficiently packed productsRubbermaidClear Classic food containers-designed to fit 14x14”Wal-Mart shelves实例宜家 全球最大家具零售商在21个国家拥有131家店大库存、集中化生产、紧密和有效率的包装Rubbermaid公司生产一流的食物容器，包装设计适合沃尔玛货架的尺寸14x14”Concurrent/Parallel ProcessingObjective is to minimize lead timesAchieved by redesigning products so that several manufacturing steps can take place in parallelModularity/Decoupling is key to implementationEnables different inventory levels for different parts并行/平行工艺目标是最小化提前期通过重新设计产品以使几个生产步骤并行进行来达到这一目标模块化/分解制造的执行的关键允许不同的零部件有不同的库存水平The 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)网络打印机实例阶段1(欧洲)阶段 2+装配(远东)客户(欧洲)线路板打印机阶段 1(欧洲)装配(欧洲)客户(欧洲)线路板打印机外壳、电机等阶段 2(远东)StandardizationShortening lead times is not always possibleHow else can inventory levels be reduced and forecast accuracy improved?Standardization of products and processesProduct commonalityProcess commonality标准化缩短提前期并不总是可行的还能做些什么以降低库存水平，提高预测准确度？生产和流程的标准化模块化产品模块化流程Modularity in Product and ProcessModular Product:Can be made by appropriately combining the different modulesIt entails providing customers a number of options for each moduleModular Process:Each product undergo a discrete set of operations making it possible to store inventory in semi-finished formProducts differ from each other in terms of the subset of operations that are performed on them生产和流程的模块化模块化产品：可以通过不同模块的适当组合生产这导致消费者对每一模块可以有一系列选择模块化流程：每一种产品通过一系列离散的操作进行生产，使它能够以在制品状态保存产品的差异化通过在生产过程中完成不同的操作来实现Modularity in Product and ProcessSemiconductor wafer fabrication is modular since the type of chip produced depends on the unique set of operations performedOil refining is not modular since it is continuous and inventory storage of semi-finished product is difficult生产和流程中的模块化半导体晶片的生产就是模块化的，因为这类晶片的生产是由一系列特别的操作实现的石油精炼不是模块化的，因为它是连续的，而且存储在制品是很困难的Modularity in Product and ProcessAre modular products always made from modular processes?生产和流程中的模块化模块化产品总是通过模块化流程生产的吗？Modularity in Product and ProcessModular products are not always made from modular processesBio-tech and pharmaceutical industries make modular products but use non-modular processes;many products are made by varying the mix of a small number of ingredients生产和流程中的模块化模块化产品并不总是通过模块化流程生产生物技术和医药产业生产模块化产品，但使用非模块化流程，许多产品是通过微调组成万分而生产的Types of StandardizationPart StandardizationCommon parts are used across many processesProduct redesign might be necessaryProcess StandardizationStandardizing as much of the process as possible,making a generic or family productDelaying differentiationCalled“Delayed differentiation”,“Postponement”标准化的种类部件标准化通用部件可以在很多流程中使用可能需要重新设计产品流程标准化在生产同一类产品时使流程尽可能标准延迟差异化产品差异化延迟或推迟Postponement:ExampleDemand for black t-shirts50%probability 10050%probability 200Same for white t-shirtsProduction alternativesProduce 150 of each color ahead of timeProduce 300 which can be dyed after demand is observed延迟：实例对黑色T恤衫的需求50%的概率为 10050%的概率为 200对白色T恤衫的需求与此相同可选择的生产方法提前各生产150件生产300件，当需求显示出来后再染色Postponement:ExampleFirst Alternative25%probability-short 50 of each25%probability-extra 50 of each50%probability-short 50 of one,extra 50 of the otherSecond Alternative25%probability-short 50 of each25%probability-extra 50 of each50%probability-no shortage or extra延迟：实例第一选择25%的概率 每种短缺50单位25%的概率-每种过剩50单位50%的概率 一种短缺50单位，一种过剩50单位第二选择25%的概率-每种短缺50单位25%的概率-每种过剩50单位50%的概率 没有过剩或短缺Postponement:Key ConceptsDelay differentiation of products in the same family as late as possibleEnables the use of aggregate forecastsEnables the delay of detailed forecastsReduces scrapped or obsolete inventory,increases customer serviceMay require new processes or product design with associated costs延迟：关键概念尽可能延迟同类产品的差异化使汇集预测的应用成为可能使得详细预测成为可能降低零散或过时库存，提高客户服务水平可能需要对产品或流程进行重新设计，并产生相关成本Postponement ConsiderationsTradeoff increased product cost with decreased inventoryNeed to decide where to postpone-the push-pull boundaryPosition in product lifecycle is factor in postponement strategiesInventory value may increaseConsider tariffs and duties对延迟的思考增加的生产成本和降低的库存之间的权衡需要确定哪里需要延迟推动拉动边界在产品生命周期中的位置是延迟战略的一个因素库存价值可能增加考虑关税问题Hewlett-Packard:LaserJetsLaserJets are manufactured in JapanPreviously,the printers had two different power supplies(110,220 volts)Differentiation had to happen immediatelyAn improved design enables a single power supply to work for both voltages.5%Cost Savings惠普：LaserJets打印机LaserJets打印机在日本生产从前，该打印机有两种电源(110伏，220伏)差异化必须立刻发生一种新的设计使得一种电源能在两种电压下工作节约成本5%Hewlett-Packard Disk DrivesManufacturing Process RedesignHPs disk drive division supplied several customersCustomer 1Customer 2Customer 3PCB InsertiontestsCustomer 1Customer 2Customer 3PCB InsertiontestsCouponInsertioncommon testsPCB insertion postponed惠普磁盘驱动器生产流程再造惠普的磁盘驱动器部门为几家客户提供服务客户1客户2客户3插入专用线路板测试客户1客户2客户3插入专用线路板测试插入能用线路板一般测试插入线路板延迟Benetton BackgroundA world leader in knitwearMassive volume,many storesLogisticsLarge,flexible production networkMany independent subcontractorsSubcontractors responsible for product movementRetailersMany,small stores with limited storage贝纳通的背景全球领先的纺织品生产商大批量生产，众多的仓库物流大规模、具有弹性的生产网络众多独立的次级承包商次级承包商对产品的运动做出反映零售商数量众多的小商店，库存有限Benetton Supply CyclePrimary collection in stores in JanuaryFinal designs in March of previous yearStore owners place firm orders through July Production starts in July based on first 10%of ordersAugust-December stores adjust orders(colors)80%-90%of items in store for January salesMini collection based on customer requests designed in January for Spring salesTo refill hot selling itemsLate orders as items sell outDelivery promised in less than five weeks贝纳通的供应周期1月份的最初库存在上一年的3月完成设计商店在7月向生产厂商订货依据最初的10%的订单，产品从7月份开始生产8月至12月商店调整订单1月份销售库存的80%至90%根据1月份春季销售客户的要求确定最低库存为热销产品补充库存随着产品的销售而产生的新订单在5周内送货的要求Benetton FlexibilityBusiness goalsIncrease sales of fashion itemsContinue to expand sales networkMinimize costsFlexibility important in achieving these goalsHard to predict what items,colors,etc.will sellCustomers make requests once items are in storesSmall stores may need frequent replenishments贝纳通的灵活性商业目标增加时尚产品的销售持续扩大销售网络成本最小化在实现这些目标中灵活性很重要：难以预测哪种款式、哪种颜色的产品易于售出一旦商店有货，客户立即购买小商店可能需要频繁补充库存It is hard to be flexible when.Lead times are longRetailers are committed to purchasing early ordersPurchasing plans for raw materials are based upon extrapolating from 10%of the orders难以实现灵活性的情况提前期很长零售商购买早期的订单根据10%的订单的估计来确定原材料采购计划BenettonOld Manufacturing ProcessSpin or Purchase YarnDye YarnFinish YarnManufacture Garment PartsJoin Parts贝纳通以前的生产流程购买纱线染色进一步处理纱线生产服装的部件把各部件组合在一起BenettonNew Manufacturing ProcessSpin or Purchase YarnManufacture Garment PartsJoin PartsDye GarmentFinish GarmentThis step is postponed贝纳通新的生产流程购买纱线生产服装的部件把各部件组合在一起服装染色进一步处理服装该步骤被延迟Benetton PostponementWhy the change?The change enables Benetton to start manufacturing before color choices are madeWhat does the change result in?Delayed forecasts of specific colorsStill use aggregate forecasts to start manufacturing earlyReact to customer demand and suggestionsIssues with postponementCosts are 10%higher for manufacturingNew processes had to be developedNew equipment had to be purchased贝纳通的延迟为什么要变化？这一变化使得贝纳通能够在确定颜色前进行生产变化的结果是什么？对特定颜色的预测延迟仍然利用汇集预测较早开始生产对客户的需求和建议做出反应与延迟相关的问题生产成本提高了10%必须开发出新的流程必须购买新设备Procurement StandardizationConsider a large semiconductor manufacturerThe wafer fabrication facility produces highly customized integrated circuitsProcessing equipment that manufactures these wafers are very expensive with long lead time and are made to orderAlthough there is a degree of variety at the final product level,each wafer has to undergo a common set of operations The firm reduces risk of investing in the wrong equipment by pooling demand across a variety of products生产标准化考虑一个大型半导体生产商晶片生产设备生产高度定制化的集成电路生产这些晶片的设备非常昂贵，需要很长的提前期，并且按订单生产尽管在最终产品层次上有某种程度的多样性，每种晶片都是一系列通用的操作生产的生产商通过将需求分散在不同的新产品中以降低投资于不恰当设备的风险Product StandardizationDownward SubstitutionProduce only a subset of products(because producing each one incurs high setup cost)Guide customers to existing productsSubstitute products with higher feature set for those with lower feature setWhich products to offer,how much to keep,how to optimally substitute?产品标准化向下替代只生产一部分产品（因为每种都生产需要很高的准备成本）引导客户购买现在的产品用重要的产品替代不重要的产品提供哪种产品，保持多少库存，怎样实现最优的替代？A Framework for StandardizationModularNon-ModularNon-Modular ModularLeverage equipment and partcommonality across productsCarry a limited number of products in inventoryMaximize component commonality across productsDelay customization as late as possible标准化框架模块化非模块化非模块化 模块化平衡设备和部件在不同产品间的通用性保持有限数量的库存最大化部件的通用性尽可能延迟定制化HP DeskJet Case:BackgroundHigh volume,high speed manufacturing in VancouverMany different models,all completed in VancouverThree distribution centersNorth AmericanAsianEuropeanManufacturing time one weekTransportation lead times:Europe:4-5 weeksUS At distribution centers,simple standardized processHP DeskJet打印机案例：背景在温哥华进行大批量、高速度的生产有多种不同的型号，都在温哥华完成三个配送中心北美亚洲欧洲一周的生产时间运输提前期：欧洲：4至5周美国在配送中心，简单的标准化流程HP DeskJet Case:AnalysisProblemsHigh inventory levelsInventory imbalance in EuropeCausesUncertainty about correct inventory levelsMany geographic options(localization)Long lead timesUncertain marketDifficulty at getting divisions to work togetherWhat are HPs options?HP DeskJet 打印机案例：分析问题高库存水平欧洲的库存不均衡原因恰当库存水平的不确定性众多地理选择（本地化）很长的提前期不确定的市场很难使众多部门一起工作惠普的选择是什么？HP DeskJet Case:OptionsShort TermRationalize safety stockLong TermAir shipmentEuropean factoryMore inventoryBetter forecastingDC localizationHP DeskJet 打印机：选择短期合理化案例库存长期空运欧洲工厂更多的库存更准确的预测配送中心本地化Safety Stock Rationalization:Example Europe ABRecall:Safety Stock=z STD*LT案例库存合理化：欧洲AB的实例记住：安全库存=z STD*LTEvaluating AlternativesAir Shipment ExpensiveEuropean Factory Not sufficient volumeBetter ForecastingHow?More InventoryMore problemsDC LocalizationWhat will savings be?评估不同的选择空运 昂贵欧洲工厂生产批量不足更准确的预测如何做？更多的库存更多的问题配送中心本地化会节约什么？Evaluating DC LocalizationIn DC localization,risk pooling can be used to reduce total inventory while maintaining service levelsTo evaluate inventory,compare total safety stock held if individual localized units are held in inventory or if generic units are heldOther costs must also be evaluated对配送中心本地化的评价在配送中心本地化中，在保持一定的服务水平时，可以利用风险分担降低总库存为了评估库存，To evaluate inventory,compare total safety stock held if individual localized units are held in inventory or if generic units are held必须评估其他成本Evaluating DC Localization对配送中心本地化的评估DC LocalizationSafety Stock ReductionCurrent 19,089 units(3.55 weeks)With localization 12,792 units(2.4 weeks)Other benefitsLower value of transit inventoryFreight reductionsLocal presence of“manufacturing”Customs implicationsLocal procurement of localization materialsBut there are costsProduct redesignDC modifications配送中心本地化降低安全库存当前库存19089单位(3.55周)本地化后为12792单位(2.4周)其他优点在途库存的价格低运费降低本地制造业的兴起进口税问题利用本地原材料进行生产本地化的成本生产重新设计配送中心的改变ImplementationR&D Support“The product is working,so why bother?”DC Support“Not our core competency”New packagingCapital investment执行研究与开发支持“产品运转正常，我们还担心什么？”配送中心支持“这不是我们的核心竞争力”新的包装资本投资ResultsSuccessful implementationMillions savedService levels increasedPackaging won awardsBest practice spread to other HP divisions结果成功的执行节约上百万美元服务水平提高包装获奖这一最佳实践扩展到惠普的其他部门Supplier IntegrationCompetitive forces are driving firms to integrate suppliers into product developmentSpectrum of Supplier IntegrationNoneWhite Box Informal integrationGrey Box Formal integration,with collaborative teamsBlack Box Interface requirements are given,product is returned供应商集成竞争的压力迫使企业将其供应商整合进产品开发中供应商集成的层次无白箱 非正式的集成灰箱 正式的集成，拥有合作小组黑箱 Interface requirements are given,product is returnedSupplier IntegrationWhat approach is appropriate?Determine internal competenciesDetermine product development needsIdentify external development and manufacturing needsIf 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 might make sense.供应商集成什么方法是恰当的？确定内在的竞争力确定产品开发需求识别外部开发与生产的需求如果未来产品的部件需要外部专家，并且可以和其他部件分开，黑箱方法就会奏效如果部件不能分开，灰箱方法就会奏效如果能够在内部找到一些专家，白箱方法可能奏效The“Bookshelf”ApproachMonitor the development of new technologiesFollow suppliers that have developed expertiseWhen appropriate,integrate these new technologiesThis balances the advantages and disadvantages of being on the cutting edge:No need to gain experience with the technology,because suppliers are doing this for you.Can introduce the technologies when needed.“书架”方法监测新技术的发展追踪已经培养出专家的供应商在恰当的时候，集成这些新技术这平衡了重要的优势与劣势：不需要获得这些技术的经验，因为供应商会为你做能够在需要的时候引入这些技术Mass CustomizationThe delivery of a wide variety of customized goods at low costThe key is modular products and processes,so that customer requests can be metAccording to Pine,companies need to evolve towards“modular companies”,with managers ensuring that modules are compatible.Consider National Bicycle大规模定制以低成本交送一系列定制化的产品关键在于生产和流程的模块化，以满足客户的需求正如派恩所说，公司需要逐渐发展成“模块化公司”，管理者应保证模块是协调的松下自行车的例子Mass Customization and Supply Chain ManagementAn advanced supply chain is essentialThis is particularly true when“modules”extend beyond a single company.ConsiderPostponement for regional customizationThe value of strategic partnerships and supplier integrationDell大规模定制与供应链管理先进的供应链是必要的当“模块”超越一个公司后，这更加正确考虑为区域定制化而延迟战略伙伴和供应