专业英语物流和供应链管理.pptx

Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,*,*,Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,*,*,Chapter 4,Strategic lead-time management,专业英语物流和供应链管理,第1页,This chapter：,Explores the cost of time and the drivers of time-based competition;shortening product life cycles,customers desire for reduced inventories and the dangers of being forecast dependent in an increasingly volatile marketplace.,探讨时间成本和时间竞争驱动力；正在不停缩短产品生命周期，客户降低库存要求，在动荡市场环境下过分依赖预测种种风险。,专业英语物流和供应链管理,第2页,Examines the concept of lead time,the order-to-delivery cycle,its components and the need to consider the wider context of the order to-cash cycle.,分析前置时间、订单周期概念及其组成要素，从更大范围来考查订货变现周期。,Looks at how the reduction of lead times can impact on the goals of logistics pipeline management.,研究缩短前置时间是怎样影响物流渠道管理目标。,专业英语物流和供应链管理,第3页,Outlines some of the ways in which inadequate systems design can lengthen lead times and engineer cost rather than value into the logistics process.,概括了一些不恰当系统设计方法，它们延长了前置时间，并增加了设计成本，却对物流过程增值贡献不大。,introduces the concept of the lead-time gap,offering a number of suggestions for lead time.,介绍前置时间差概念，提出一些缩短前置时间提议。,专业英语物流和供应链管理,第4页,Compendium,1.Time-based competition,2.The concept of lead time,3.Logistics pipeline management,4.Logistics value engineering,5.The lead-time gap,6.Summary,专业英语物流和供应链管理,第5页,1.Time-based,competition,时间竞争,专业英语物流和供应链管理,第6页,Time is money.,As far as cost is,Concerned there is,A direct relationship,Between the length,Of the logistics pipeline,And the inventory that,Is locked up in it.,首先，就成本而言，物流渠道长度与渠道中存货数量有直接关系。,专业英语物流和供应链管理,第7页,Secondly,long lead times,mean a slower response to,customer requirements.,其次，过长前置时间意味着对客户需求反应延迟。,专业英语物流和供应链管理,第8页,Customers in all markets,industrial or consumer,are increasingly time-sensitive.,专业英语物流和供应链管理,第9页,Question 1,What are the pressures leading to the growth of time-sensitive markets?,专业英语物流和供应链管理,第10页,Customers drive for for,reduced inventories,Volatile market making,reliance on forecasts,Dangerous,Shortening life,Cycles,Time-sensitive,market,不停缩短产品生命周期,客户降低库存需求,因为市场多变，过于依赖预测很危险,专业英语物流和供应链管理,第11页,The concept of the,product life cycle,:,For many products,there is a recognizable pattern of sales from launch through to final decline.,(1)Shortening life cycles,许多产品从投入市场到最终淡出市场，其销量遵照一个公认模式。,专业英语物流和供应链管理,第12页,The product life cycle,Sales(),introduction,growth,maturity,saturation,decline,time,导入期,成长久,成熟期,饱和期,衰退期,产品生命周期,专业英语物流和供应链管理,第13页,2.Customers drive for reduced inventory,one of the most pronounced phenomena of recent years has been the almost universal move by companies to reduce their inventories.,这些年，一个最显著现象就是全球全部企业都在着手降低它们库存。,客户降低库存需求,专业英语物流和供应链管理,第14页,Question 1,What is the difference between traditional and modern ways to service customers who require just-in-time deliveries?,专业英语物流和供应链管理,第15页,Many companies still think that the only way to service customers who require just-in-time deliveries is for them,the supplier,to carry the inventory instead of the customer.,Instead what is needed is for the supplier to substitute responsiveness for inventory whenever possible.,许多企业依然认为，给客户提供及时配送服务唯一方法，就是只能由供给商代替客户持有库存。,其实作为供给商真正需要是：在必要时候用快速反应来代替大量库存。,专业英语物流和供应链管理,第16页,Question 2,How to achieve responsiveness?,Why?,专业英语物流和供应链管理,第17页,Responsiveness essentially is achieved through time compression in the supply chain.,专业英语物流和供应链管理,第18页,Time compression,Service enhancement,Cost reduction,压缩时间,完善服务,缩减成本,Breaking free of the classic,service/cost trade-off,打破传统服务、成本权衡关系,专业英语物流和供应链管理,第19页,3.Volatile market making reliance on forecasts dangerous,Question,Whats the continuing problem for most organizations according to text?,Whats the root cause of these problems?,因为市场多变，过于依赖预测很危险,专业英语物流和供应链管理,第20页,A continuing problem for most organizations is the inaccuracy of forecast.,Whilst many forecasting errors are the result of inappropriate forecasting methodology the root cause of these problems is that forecast error increases as led time increases.,专业英语物流和供应链管理,第21页,time,+,-,Forecast,error,Forecast error and,planning horizons,预测误差和计划水平,专业英语物流和供应链管理,第22页,2.The concept of,lead time,专业英语物流和供应链管理,第23页,Question,Whats the meaning of lead time from the customers viewpoint and from the suppliers perspective respectively?,专业英语物流和供应链管理,第24页,From the customers viewpoint,The elapsed time from order to delivery.,From the suppliers viewpoint,The time it takes to convert an order,Into cash.,从发出订单到收到货物这段时间。,从接收订单到收回现金时间,专业英语物流和供应链管理,第25页,(1)The order-to-delivery cycle,Customer,Places,order,Order,processing,Order,entry,Order,assembly,Transport,Order,received,The components of order cycle time,客户订单提交 订单录入 订单处理 订单组货 运输 订货抵达,专业英语物流和供应链管理,第26页,Total order cycle with variability,1.Order communication,2.Order entry and processing,3.Order picking or production,5.Customer receiving,4.transportation,total,3,Time range,1to5days,Time range,1to3days,2,Time range,1to9days,5,3,Time range,1to5days,2,Time range,1to3days,5 days,25 days,15,运输,订单录入及处理,按单拣选或生产,客户接收,订货前沟通,订单推行周期变动程度,专业英语物流和供应链管理,第27页,In those situations where orders are not met from stock but may have to be manufactured,assembled or sourced from external vendors,then clearly lead times will be even further extended with the possibility of still greater variations in total order-to-delivery time.,专业英语物流和供应链管理,第28页,Lead time component,.,Ordering reception lead tine,Planning lead time,Processing lead time,Materials planning and,purchase lead time,supplier lead tine,transport lead tine,Reception and,inspection lead tine,Assembly release,and order picking,Waiting times,Processing times,Transport time to next stage,(e.g.to inventory assembly),Dispatch preparation time,(documents,packages),Transport time to customer,Commercial,And planning,Lead time,Materials,Lead times,Assembly,Lead times,Distribution,Lead times,Installation,Lead times,商业和计划前置时间,原材料前置时间,汇总前置时间,配送前置时间,安装前置时间,前置时间组成要素,专业英语物流和供应链管理,第29页,(2)The cash-to-cash cycle,Question,Whats the basic concern of any organization?,what is rule of thumb?,专业英语物流和供应链管理,第30页,Cumulative,Lead time,procurement,To payment,Raw material stock,Subassembly production,Intermediate stock,Product assembly,Finished stock at,Central warehouse,In-transit,Regional distribution,Central stock,Customer order cycle,累积前置时间,（从采购到付款）,Strategic lead-time management,专业英语物流和供应链管理,第31页,The longer the pipeline from source of material to the final user the less responsive to changes in demand the system will be.,从原材料到最终使用者渠道越长，系统就越缺乏对需求变动应变能力,专业英语物流和供应链管理,第32页,An approximate rule of thumb suggests that the amount of safety stock in a pipeline varies with the square foot of the pipeline length.,一个类似于“大拇指”规则指出，安全库存数量多少取决于渠道长度平方根。,专业英语物流和供应链管理,第33页,3.logistics pipeline management,专业英语物流和供应链管理,第34页,Question 1,How to control logistics lead times successfully?,专业英语物流和供应链管理,第35页,The key to the successful control of the logistics lead time is pipeline management.,成功控制物流前置时间关键是实施物流渠道管理。,专业英语物流和供应链管理,第36页,Question 2,What are the goals of the pipeline management?,专业英语物流和供应链管理,第37页,The goals of the pipeline management,goals,Lower costs,Higher quality,More flexibility,Faster response time,更低成本,更高质量,高强灵活性,更加快反应速度,专业英语物流和供应链管理,第38页,How to achieve these goals,Manage the supply chain as an entity and seeking to reduce the pipeline length and/or cost to speed up the flow through that pipeline.,To find ways in which the ratio of value-added to cost-added time in the pipeline can be improved.,将供给链作为一个整体进行管理，并缩短整个渠道长度，同时（或者）加速物品在渠道中流动。,找到能够提升增值时间与成本增加时间比率方法。,专业英语物流和供应链管理,第39页,Value-adding time,(time,place and form utility),Cost-adding time,(promotion,storage and transport cost and the time cost of money),Raw material,stock,production,Finished,stock,In-transit,Regional,stock,Customer,delivery,Cost-added versus value-added time,引发价值增加和成本增加活动,（时间、地点和形态效用）,增值时间,原材料库存,生产,产成品库存,运输,区域库存,客户配送,Cost-added versus value-added time,成本增加时间（促销、仓储和运输成本及时间成本）,专业英语物流和供应链管理,第40页,Value-adding time,Raw material,stock,production,Finished,stock,In-transit,Regional,stock,Customer,delivery,Raw material,stock,production,Finished,stock,In-transit,Regional,stock,Customer,delivery,Cost-adding time,Reducing non-value-adding time improves service and reduces cost,经过降低非增值时间来提升服务水平并降低成本,专业英语物流和供应链管理,第41页,3.Logistics value,engineering,专业英语物流和供应链管理,第42页,Many business have invested heavily in automation in the factory with the aim of reducing throughput times.,However it is paradoxical that many of those same business that have spent millions of pounds on automation to speed up the time it takes to manufacture a product are then content to let it sit in a distribution centre or warehouse for weeks waiting to be sold.,专业英语物流和供应链管理,第43页,The requirement is to look across the different stages in the supply chain to see how time as a whole can be reduced through reengineering the way the chain is structured.,专业英语物流和供应链管理,第44页,Example 1:,Planning cycle/manufacturing lead time,Example 2:,Forecasting and ordering of suppliers,Example 3:,Warehouse picking and distribution,One point,In so many cases it is possible to find considerable,Opportunity for total lead-time reduction,often through,Some very simple changes in procedure.,专业英语物流和供应链管理,第45页,4.The lead-time gap,专业英语物流和供应链管理,第46页,Question 1,According to the text,most organizations face a fundamental problem,what is it?,The time it takes to procure,make and deliver the finished product to a customer is longer than the time the customer is prepared to wait for it.This is the basis of the lead-time gap.,专业英语物流和供应链管理,第47页,The lead-time gap,procurement,Customers order cycle,delivery,manufacturing,Logistics lead time,The lead-time gap,Order fulfillment,采购,生产,配送,物流前置时间,客户订货周期,前置时间差,订单推行,专业英语物流和供应链管理,第48页,Question 2,Whats the customers order cycle?,The length of time that the customer is prepare to wait,from when the order is placed through to when the goods are received.,专业英语物流和供应链管理,第49页,The competitive conditions of the market as well as the nature of the product will influence the customers willingness to wait.,The factors that influence the customers willingness to wait:,专业英语物流和供应链管理,第50页,How to close the lead-time gap?,shortening logistics lead time,Move the customers order cycle closer by gaining earlier warning of requirements through improved visibility of demand.,缩短物流前置时间,经过提升需求可见性，尽可能把客户订货周期调整到与早期得到需求信息更靠近。,Question 3,专业英语物流和供应链管理,第51页,All the logistics processes can be viewed as a network of inter-linked activities that can be optimized as a whole by focusing on total throughput time.Any attempt to manage by optimizing individual elements or activities in the process will lead to a less-than-optimal result overall.,全部物流过程都能被看做是 由各种含有内在联络活动所形成一个网络，要想优化这个网络，必须要经过调整总体运行时间才能得以实现。而单纯经过优化个别要素或过程中个别活动只能得到一个次优化结果。,（1）reducing logistics lead-time,专业英语物流和供应链管理,第52页,Question 4,Whats OPT?whats its essence?,A significant contribution to the way we view logistics processes has been made by Goldratt who has developed the theory of constraints(约束理论)which is more usually known as Optimized Production Technology（生产技术优化理论）(OPT).,The essence of OPT is that all activities in a logistics chain can be categorized as either bottlenecks or non-bottlenecks.,OPT把一个,物流链中全部,活动划分为瓶颈,类或非瓶颈类。,专业英语物流和供应链管理,第53页,Question 5,What is a bottleneck?,A bottleneck is the slowest activity in a chain and whilst it may often be a machine,it could also be a part of the information flow such as order processing.,瓶颈是指整个链中最慢活动，它能够是一台机器，也能够是像订单处理一样信息流一部分。,专业英语物流和供应链管理,第54页,Further opportunities for pipeline time reduction can normally be found at the interface with suppliers logistics system.,专业英语物流和供应链管理,第55页,(2)Improving visibility of demand,The idea that it could be possible to extend the customers order cycle may at first sight seem implausible.,No,what is meant by extending the customers order cycle is that we should seek to obtain significantly earlier warnings of the customers requirement.,专业英语物流和供应链管理,第56页,What we frequently find is that first of all the demand penetration point is too far down the pipeline and that secondly,real demand is hidden from view and all we tend to see are orders.,Both these points need further explanation;firstly the concept of the demand penetration point.,专业英语物流和供应链管理,第57页,Question,1,Whats the demand penetration point?,The definition of the demand penetration point is that it occurs at that point in the logistics chain where real demand meets the plan.Upstream from this point everything is driven by a forecast and/or a plan.Downstream we can respond to customer demand.,在物流链中需求与计划达成一致点。预测或计划驱动着需求渗透点上游活动，下游所做就是对客户需求做出反应。,专业英语物流和供应链管理,第58页,Question,2,Whats the key concern of logistics management?,How to achieve it?,专业英语物流和供应链管理,第59页,A key concern of logistics management should be to seek to identify ways in which the demand penetration point can be pushed as far as possible upstream.,This might be achieved by the use of information so that manufacturing and purchasing get to hear of what is happening in the marketplace faster than they currently do.,The other route to achieving an upstream shift of the order penetration point is by postponing the final commitment of the product to its final form.,专业英语物流和供应链管理,第60页,Following figure illustrates a range of possible demand penetration points in different industrial and market contexts.,专业英语物流和供应链管理,第61页,.,Driven,By,forecast,Driven,By,demand,plant,Distribution,central,warehouse,depots,需求渗透点和战略库存,Demand penetration point and strategic inventory,专业英语物流和供应链管理,第62页,In a sense the information we receive,if we only have the order to rely on,is like the tip of an iceberg.the order cycle time(i.e.the required response time from order to delivery)may only be the visible tip.,在某种意义上，假如我们仅仅依赖手头订单，则所取得信息如同冰山一角。订货周期时间也可能仅仅是信息冰山上可视一角。,专业英语物流和供应链管理,第63页,The area below the surface of the iceberg represents the ongoing consumption,demand or usage of the product which is hidden from the view of the supplier.It is only when an order is issued that demand becomes transparent.,海平面以下部分代表着未来消费、需求或者使用产品信息，而这些统统是在供给商视野之外。只有当订单发出之时，需求才变得透明。,专业英语物流和供应链管理,第64页,The information iceberg,Order cycle,time,Actual usage/,demand,The order,订单处理周期,未来实际使用、需求,专业英语物流和供应链管理,第65页,There are now sighs that buyers and suppliers are recognizing the opportunities for mutual advantage in information on requirements can be shared on a continuing basis.,有迹象表明，购置者和供给者正意识到假如双方能连续共享需求信息话，这对于彼此双方都是有利,专业英语物流和供应链管理,第66页,Zara case study,Background of Zara,target market,International market position,Operating strategy,Design trends,专业英语物流和供应链管理,第67页,Successful for some reasons:,1.based on the dual objectives of working without stocks and responding quickly to market need.,2.Develop one of the most effective quick-responsive systems in its industry.,3.Inventory costs are kept to a minimum because Zara pays only for the complete garments.,专业英语物流和供应链管理,第68页,Zaras supply chain,demand,Design,department,Companys,buying office,Zara or,subcontractors,Finished,produ