供应链物流管理(中科院 龚其国).ppt

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1、1-1McGraw-Hill/IrwinSupply Chain Logistics Management,First Edition.Bowersox,Closs,and Cooper.Copyright 2002 by The McGraw-Hill Companies,Inc.All rights reserved.SupplyChainLogisticsManagementChapter1:Twenty-firstCenturySupplyChainsSUPPLIERNETWORKINTEGRATEDENTERPRISEDISTRIBUTIVENETWORKInformation,Pr

2、oduct,Service,Financial and Knowledge FlowsMATERIALSCapacity,Information,Core Competencies,Capital and Human ResourcesRelationship ManagementProcurementManufacturingDistributionENDCONSUMERSGeneralizedSupplyChainModel1-2McGraw-Hill/IrwinSupply Chain Logistics Management,First Edition.Bowersox,Closs,a

3、nd Cooper.Copyright 2002 by The McGraw-Hill Companies,Inc.All rights reserved.1-3McGraw-Hill/IrwinSupply Chain Logistics Management,First Edition.Bowersox,Closs,and Cooper.Copyright 2002 by The McGraw-Hill Companies,Inc.All rights reserved.Whatisasupplychain?CustomerwantsdetergentandgoestoJewelJewel

4、SupermarketJewelorthirdpartyDCP&GorothermanufacturerPlasticProducerChemicalmanufacturer(e.g.OilCompany)TennecoPackagingPaperManufacturerTimberIndustryChemicalmanufacturer(e.g.OilCompany)1-4McGraw-Hill/IrwinSupply Chain Logistics Management,First Edition.Bowersox,Closs,and Cooper.Copyright 2002 by Th

5、e McGraw-Hill Companies,Inc.All rights reserved.SuccessfulSupplyChainStrategies(1)Thefirstsetofsupplychainstrategiesdirectlysupportbusinessstrategiesfocusedonproductleadershipandbrand-building:Market Saturation Driven:Focusesongeneratinghighprofitmarginsthroughstrongbrandsandforcefulmarketinganddist

6、ribution.ThisisthestrategyofthesuccessfulA-brandsupplierslikeCoca-Cola,SaraLee,Procter&Gamble,NestleandUnilever.EspeciallyUnileverhasdrawnattentionbyeliminatingmanyminorandlocalbrandsinordertofocusallattentiontostronginternationalbrands.Operationally Agile:Configuresassetsandoperationstoreactfasttoe

7、mergingconsumertrendsalonglinesofproductcategoryorgeographicregion.TescoUKandtheglobalAholdCompanyarebothretailersthathavebuildsystemsgivingstorestheopportunitytorespondtothelocalcustomers.Bothassortmentandshelvepresentationaresystematicallyadaptedtoactuallocalsales,andreplenishmentisexecutedusingco

8、mputerassistedordering.1-5McGraw-Hill/IrwinSupply Chain Logistics Management,First Edition.Bowersox,Closs,and Cooper.Copyright 2002 by The McGraw-Hill Companies,Inc.All rights reserved.SuccessfulSupplyChainStrategies(1)Thefirstsetofsupplychainstrategiesdirectlysupportbusinessstrategiesfocusedonprodu

9、ctleadershipandbrand-building:Freshness Oriented:Concentratesonearningapremiumbyprovidingtheconsumerwithproductthatisfresherthancompetitorsoffering.Forinstance,aleadingfreshfoodsupplierconsidersthecoldchaincriticaltosuccesssincetemperatureisthedominantfactorinshelflife.Itscoldchainstartsfromthedayth

10、eproduceispickedandlastsuntilconsumersbringithometotheirrefrigerators1-6McGraw-Hill/IrwinSupply Chain Logistics Management,First Edition.Bowersox,Closs,and Cooper.Copyright 2002 by The McGraw-Hill Companies,Inc.All rights reserved.SuccessfulSupplyChainStrategies(2)Thesecondsetofstrategiesdealmorewit

11、htightercollaborationwiththechannel,thecustomer,and/ortheendconsumer:Consumer Customizer:Usesmasscustomizationtobuildandmaintaincloserelationshipswithendconsumersthroughdirectsales.AperfectexampleoutsidethefoodsectorisPCcompanyDell.WithinthefoodsectorwealreadydescribedtheexampleoftheUnileverCompanyi

12、nvestinginthenewbrick-and-clickcompanyRituals.Value for Money Focused:Thisstrategyputsapriorityonlowprice,best-valueforthecustomer,butitfocuseslessonbrandthanondedicatedservice.ThishasbeentheprioritystrategyofprivatelabelmanufacturersandEveryDayLowPrices(EDLP)retailers.Someofthemostsuccessfulretaile

13、rsintheworldusethisstrategy:Wal-MartintheUSAandAldiinmostcountriesofEurope.1-7McGraw-Hill/IrwinSupply Chain Logistics Management,First Edition.Bowersox,Closs,and Cooper.Copyright 2002 by The McGraw-Hill Companies,Inc.All rights reserved.SuccessfulSupplyChainStrategies(2)Thesecondsetofstrategiesdealm

14、orewithtightercollaborationwiththechannel,thecustomer,and/ortheendconsumer:Logistics Optimizer:Emphasizesabalanceofsupplychainefficiencyandeffectiveness.Thislaststrategyhasbeenusedbymanyofthemiddleoftheroadretailers.ItappearsthattheValueforMoneyfocusissuperiortologisticsoptimization,becauseitstartsw

15、ithcustomervalueandsupplychainservice,andthenoptimizestheoperation.Eachofthesesixsupplychainstrategiescanbepowerfulwhenalignedtoabusinessunitsoverallstrategy.However,onlycollaborationbetweenmultipletradingpartnerswillyieldasynchronizedsupplychain.Thisoftenmaximizestheendconsumervaluepropositionandul

16、timatelythevaluetoeachtradingpartner.1-8McGraw-Hill/IrwinSupply Chain Logistics Management,First Edition.Bowersox,Closs,and Cooper.Copyright 2002 by The McGraw-Hill Companies,Inc.All rights reserved.AnticipatoryBusinessModelFORECASTBUYCOMPONENTSANDMATERIALSMANUFACTURERWAREHOUSESELLDELIVER1-9McGraw-H

17、ill/IrwinSupply Chain Logistics Management,First Edition.Bowersox,Closs,and Cooper.Copyright 2002 by The McGraw-Hill Companies,Inc.All rights reserved.BUYCOMPONENTSANDMATERIALSMANUFACTURERSELLDELIVERResponse-basedBusinessModel1-10McGraw-Hill/IrwinSupply Chain Logistics Management,First Edition.Bower

18、sox,Closs,and Cooper.Copyright 2002 by The McGraw-Hill Companies,Inc.All rights reserved.The21stCenturySupplyChainManaging the modern supply chain is a job that involvesspecialistsinmanufacturing,purchasing,anddistribution,ofcourse.ButtodayitisalsovitaltotheworkofCFOs,CIOs,operationsandcustomerservi

19、ceexecutives,andcertainlychiefexecutives.Changesinsupplychainmanagementhavebeentrulyrevolutionary,andthepaceofprogressshowsnosignofmoderating.Inourincreasinglyinterconnectedandinterdependent global economy,the process of deliveringsupplies and finished goods(and information and otherbusinessservices

20、)fromoneplacetoanotherisaccomplishedbymeansofmind-bogglingtechnologicalinnovations,clevernewapplicationsofoldideas,seeminglymagicalmathematics,powerful software,and old-fashioned concrete,steel,andmuscle.1-11McGraw-Hill/IrwinSupply Chain Logistics Management,First Edition.Bowersox,Closs,and Cooper.C

21、opyright 2002 by The McGraw-Hill Companies,Inc.All rights reserved.TheTriple-ASupplyChainThebestsupplychainsarentjustfastandcost-effective.Theyarealsoagileandadaptable,andtheyensurethatalltheircompaniesinterestsstayaligned.1-12McGraw-Hill/IrwinSupply Chain Logistics Management,First Edition.Bowersox

22、,Closs,and Cooper.Copyright 2002 by The McGraw-Hill Companies,Inc.All rights reserved.TheTriple-ASupplyChain1-13McGraw-Hill/IrwinSupply Chain Logistics Management,First Edition.Bowersox,Closs,and Cooper.Copyright 2002 by The McGraw-Hill Companies,Inc.All rights reserved.Clockspeed:TheDimensionofTime

23、onOperationsManagementStudytheIndustryFruitflies1-14McGraw-Hill/IrwinSupply Chain Logistics Management,First Edition.Bowersox,Closs,and Cooper.Copyright 2002 by The McGraw-Hill Companies,Inc.All rights reserved.1-15McGraw-Hill/IrwinSupply Chain Logistics Management,First Edition.Bowersox,Closs,and C

24、ooper.Copyright 2002 by The McGraw-Hill Companies,Inc.All rights reserved.1-16McGraw-Hill/IrwinSupply Chain Logistics Management,First Edition.Bowersox,Closs,and Cooper.Copyright 2002 by The McGraw-Hill Companies,Inc.All rights reserved.1-17McGraw-Hill/IrwinSupply Chain Logistics Management,First Ed

25、ition.Bowersox,Closs,and Cooper.Copyright 2002 by The McGraw-Hill Companies,Inc.All rights reserved.1-18McGraw-Hill/IrwinSupply Chain Logistics Management,First Edition.Bowersox,Closs,and Cooper.Copyright 2002 by The McGraw-Hill Companies,Inc.All rights reserved.1-19McGraw-Hill/IrwinSupply Chain Log

26、istics Management,First Edition.Bowersox,Closs,and Cooper.Copyright 2002 by The McGraw-Hill Companies,Inc.All rights reserved.1-20McGraw-Hill/IrwinSupply Chain Logistics Management,First Edition.Bowersox,Closs,and Cooper.Copyright 2002 by The McGraw-Hill Companies,Inc.All rights reserved.1-21McGraw-

27、Hill/IrwinSupply Chain Logistics Management,First Edition.Bowersox,Closs,and Cooper.Copyright 2002 by The McGraw-Hill Companies,Inc.All rights reserved.1-22McGraw-Hill/IrwinSupply Chain Logistics Management,First Edition.Bowersox,Closs,and Cooper.Copyright 2002 by The McGraw-Hill Companies,Inc.All r

28、ights reserved.1-23McGraw-Hill/IrwinSupply Chain Logistics Management,First Edition.Bowersox,Closs,and Cooper.Copyright 2002 by The McGraw-Hill Companies,Inc.All rights reserved.1-24McGraw-Hill/IrwinSupply Chain Logistics Management,First Edition.Bowersox,Closs,and Cooper.Copyright 2002 by The McGra

29、w-Hill Companies,Inc.All rights reserved.1-25McGraw-Hill/IrwinSupply Chain Logistics Management,First Edition.Bowersox,Closs,and Cooper.Copyright 2002 by The McGraw-Hill Companies,Inc.All rights reserved.1-26McGraw-Hill/IrwinSupply Chain Logistics Management,First Edition.Bowersox,Closs,and Cooper.C

30、opyright 2002 by The McGraw-Hill Companies,Inc.All rights reserved.1-27McGraw-Hill/IrwinSupply Chain Logistics Management,First Edition.Bowersox,Closs,and Cooper.Copyright 2002 by The McGraw-Hill Companies,Inc.All rights reserved.1-28McGraw-Hill/IrwinSupply Chain Logistics Management,First Edition.B

31、owersox,Closs,and Cooper.Copyright 2002 by The McGraw-Hill Companies,Inc.All rights reserved.1-29McGraw-Hill/IrwinSupply Chain Logistics Management,First Edition.Bowersox,Closs,and Cooper.Copyright 2002 by The McGraw-Hill Companies,Inc.All rights reserved.1-30McGraw-Hill/IrwinSupply Chain Logistics

32、Management,First Edition.Bowersox,Closs,and Cooper.Copyright 2002 by The McGraw-Hill Companies,Inc.All rights reserved.SupplyChainLogisticsManagementChapter2:LeanLogistics1-31McGraw-Hill/IrwinSupply Chain Logistics Management,First Edition.Bowersox,Closs,and Cooper.Copyright 2002 by The McGraw-Hill

33、Companies,Inc.All rights reserved.Source:Robert V.Delaney,11th Annual“State Of Logistics Report”June 5,20001980GDP$2.88trillionLogisticsCost$451billion15.7%ofGDPTrans.Cost$214billion47.5%ofLogisticsCost1999GDP$9.26trillionLogisticsCost$921billion9.9%ofGDPTrans.Cost$554billion60.2%ofLogisticsCostLogi

34、sticsTransportation$billion0100200300400500600700800900198019991000YearUnitedStatesLogisticsCosts1-32McGraw-Hill/IrwinSupply Chain Logistics Management,First Edition.Bowersox,Closs,and Cooper.Copyright 2002 by The McGraw-Hill Companies,Inc.All rights reserved.UnderstandingtheSCASCconsistsofallstages

35、involved,directlyorindirectly,infulfillingacustomerrequest.Includesthemanufacturer,suppliers,transporters,warehouses,retailers,andcutomersthemselves.Includesfunctions:newproductdevelopment,marketing,operations,distribution,finance,andcutomerservice1-33McGraw-Hill/IrwinSupply Chain Logistics Manageme

36、nt,First Edition.Bowersox,Closs,and Cooper.Copyright 2002 by The McGraw-Hill Companies,Inc.All rights reserved.WhatisaSC?CustomerwantsdetergentandgoestoJewelJewelSupermarketJewelorthirdpartyDCP&GorothermanufacturerPlasticProducerChemicalmanufacturer(e.g.OilCompany)TennecoPackagingPaperManufacturerTi

37、mberIndustryChemicalmanufacturer(e.g.OilCompany)1-34McGraw-Hill/IrwinSupply Chain Logistics Management,First Edition.Bowersox,Closs,and Cooper.Copyright 2002 by The McGraw-Hill Companies,Inc.All rights reserved.WhatisaSC?ThetermSCconjuresupimagesofproduct,orsupply,movingfromsupplierstomanufacturerst

38、odistributorstoretailerstocustomersalongachain.SupplynetworkorsupplywebAmanufacturermayreceivematerialformseveralsuppliersandthensupplyseveraldistributors.1-35McGraw-Hill/IrwinSupply Chain Logistics Management,First Edition.Bowersox,Closs,and Cooper.Copyright 2002 by The McGraw-Hill Companies,Inc.Al

39、l rights reserved.FlowsinaSCCustomerInformationProductFunds1-36McGraw-Hill/IrwinSupply Chain Logistics Management,First Edition.Bowersox,Closs,and Cooper.Copyright 2002 by The McGraw-Hill Companies,Inc.All rights reserved.TheObjectiveofaSCTomaximizetheoverallvalueThevalueisThedifferencebetweenwhatth

40、efinalproductisworthtothecustomerandtheeffortthesupplychainexpendsinfillingthecustomersrequest.ValueSCprofitabilityThedifferencebetweentherevenuegeneratedfromthecustomerandtheoverallcostacrosstheSC.TheSCprofitabilityisThetotalprofittobesharedacrossallSCstages1-37McGraw-Hill/IrwinSupply Chain Logisti

41、cs Management,First Edition.Bowersox,Closs,and Cooper.Copyright 2002 by The McGraw-Hill Companies,Inc.All rights reserved.TheObjectiveofaSCMTheSCMinvolvesthemanagementofflowsbetweenandamongstagesinaSCtomaximizetotalprofitabilitySourcesofrevenueandcostOnlyonesourceofrevenuecustomer,whichistheonlyreal

42、pointofpositivecashflowinaSC.AllothercashflowsaresimplyfundexchangeswithintheSC.1-38McGraw-Hill/IrwinSupply Chain Logistics Management,First Edition.Bowersox,Closs,and Cooper.Copyright 2002 by The McGraw-Hill Companies,Inc.All rights reserved.DecisionPhasesinaSupplyChain1.Strategydecision(strategyor

43、design)howtostructuretheSCLocation,capacityofproduction,warehousingfacilities,productstobemadeandstored,modesoftransportation,typeofinformationsystemSCstrategydecisionsaremadetypicallyforthelongterm(amatterofyears).SCstrategydecisionsareveryexpensivetoalteronshortnotice.Musttakeintoaccountuncertaint

44、yinanticipatedmarketconditionsoverthenextfewyears.1-39McGraw-Hill/IrwinSupply Chain Logistics Management,First Edition.Bowersox,Closs,and Cooper.Copyright 2002 by The McGraw-Hill Companies,Inc.All rights reserved.DecisionPhasesinaSupplyChain2.SCPlanningDefineasetofoperatingpoliciesthatgovernshort-te

45、rmoperationsTheSCsconfigurationestablishesconstraintsShortertimehorizonandbetterforecastofdemand.Whichmarketssuppliedfromwhichlocations,Buildupofinventories,subcontractingofmanufacturing,replenishmentandinventorypoliciesIncorporateflexibilityintoSCOptimizeperformanceintheshorterterm1-40McGraw-Hill/I

46、rwinSupply Chain Logistics Management,First Edition.Bowersox,Closs,and Cooper.Copyright 2002 by The McGraw-Hill Companies,Inc.All rights reserved.DecisionPhasesinaSupplyChain3.SCOperationWeeklyordailytimehorizonDecisionsregardingindividualcustomerordersTheSCsconfigurationfixedPlanningpoliciesdefined

47、ImplementtheoperatingpoliciesinthebestpossiblemannerAllocateindividualorders,shippingmodesetaduedate,deliveryschedulesReduceuncertaintyandoptimizeperformance1-41McGraw-Hill/IrwinSupply Chain Logistics Management,First Edition.Bowersox,Closs,and Cooper.Copyright 2002 by The McGraw-Hill Companies,Inc.

48、All rights reserved.DecisionPhasesinaSupplyChainKeypointSCdecisionphasesmaybecategorizedasdesign,planning,oroperational,dependingonthetimeframeoverwhichthedecisionmadeapply.Thedesign,planningandoperationofaSChaveastrongimpactonoverallprofitabilityandsuccess.Dell,in1993,performedpoorly,itsstockpriced

49、roppedsharplyImprovingthedesign,planning,operationofSCBothprofitabilityandstockpricesubsequentlyhavesoared.1-42McGraw-Hill/IrwinSupply Chain Logistics Management,First Edition.Bowersox,Closs,and Cooper.Copyright 2002 by The McGraw-Hill Companies,Inc.All rights reserved.ProcessViewofaSCASCisasequence

50、ofprocessesandflowsthattakeplacewithinandbetweendifferentSCstagesandcombinetofillacustomerneedforaproduct.1.CycleviewTheprocessesaredividedintoaseriesofcycles,eachperformedattheinterfacebetweentwosuccessivestagesofSC2.Push/pullviewPullprocessesareinitiatedbyacustomerorder.Pushprocessesareinitiatedan