第三章-供应链管理的驱动要素和测度.ppt

Click to edit Master title style,Click to edit Master text styles,Second Level,Third Level,Fourth Level,Fifth Level,Jump to first page,*,第三章 供应链管理的驱动要素和测度,第三章,.,供应链管理的要素和障碍,第一节,.,供应链性能的决定因素,第二节,.,存货（,Inventory,）,第三节,.,运输,(Transportation),第四节,.,设施（,facilities,）,第五节,.,信息（,Information,）,第六节,.,资源（,Sourcing,）,第七节,.,价格（,Pricing,）,第一节,.,供应链,性能的决定因素,一,.,为什么要研究供应链的要素,从目标看：,实现企业的竞争战略,从因果关系看,:,通过控制几大要素来控制供应链的响应能力与效率,Drivers of Supply Chain Performance,Facilities,places where inventory is stored,assembled,or fabricated(,制造,),production sites and storage sites,Inventory,raw materials,WIP,finished goods within a supply chain,inventory policies,Transportation,moving inventory from point to point in a supply chain,combinations of transportation modes and routes,Drivers of Supply Chain Performance,Information,data and analysis regarding inventory,transportation,facilities throughout the supply chain,potentially the biggest driver of supply chain performance,Sourcing,functions a firm performs and functions that are outsourced,Pricing,Price associated with goods and services provided by a firm to the supply chain,二,.,供应链,决策,框架,控制单独一个要素难以兼顾效率和响应能力，同时,控制六大要素,，用一个要素的优势来弥补其他要素的弱势，最后总体上使供应链效率和响应能力都提高。,就象踢足球，如果你各方面都强，你可以是,C,罗，如果你某方面不强，但靠其他几方面来弥补，你仍然可以是梅西。,我们在供应链管理中研究的所有决策问题其实就是针对这几个要素的决策问题。是供应链管理研究的具体化。,第三章,.,供应链管理的要素和障碍,第一节,.,供应链绩效的要素,第二节,.,存货（,Inventory,）,第三节,.,运输,(Transportation),第四节,.,设施（,facilities,）,第五节,.,信息（,Information,）,第六节,.,资源（,Sourcing,）,第七节,.,价格（,Pricing,）,第二节,.,存货（,Inventory,）,一,.,定义,Inventory is all,raw materials,work in process,and,finished goods,within a supply chain.,是,指供应链中流动的,物品,，,不是,指,仓储设施,，不要混淆概念。,二,.,存货,决策,的框架,竞争战略,供应链战略,存货,运输,设施,信息,效率,反应能力,周转存货,安全存货,季节性存货,能否满足客户需求,成本和响应速度,Inventory exists because of a mismatch between supply and demand,Mismatch is intentional,（故意的）,at a retailer store where inventory is held in anticipation of future demand,The role that inventory play in the supply chain is,To increase the amount of demand that can be satisfied by having the product ready and available when customer wants it.,To reduce cost by exploiting economies of scale that may exist during production and distribution.,Major source of cost and influence on responsiveness(,例如：服装供应链,),Inventory:Role in the Supply Chain,Inventory:Role in Competitive Strategy,If responsiveness is a strategic competitive priority,a firm can locate larger amounts of inventory closer to customers,If cost is more important,inventory can be reduced to make the firm more efficient,Trade-off,Implicit in the inventory driver is between the responsiveness that results from more inventory and the efficiency that results from less inventory.,Example Nordstrom,Components of Inventory Decisions,Cycle inventory,Average amount of inventory used to satisfy demand between shipments,Depends on lot size,Safety inventory,inventory held in case demand exceeds expectations,costs of carrying too much inventory versus cost of losing sales,Seasonal inventory,inventory built up to counter predictable variability in demand,cost of carrying additional inventory versus cost of flexible production,Overall trade-off:Responsiveness versus efficiency,more inventory:greater responsiveness but greater cost,less inventory:lower cost but lower responsiveness,Inventory-related metrics,Cash-to-cash cycle time,（应收账款，应付账款）,Average inventory,Inventory turns,（周转次数）,Products with more than a specified number of days of inventory,（滞销）,Average replenishment batch size,Average safety inventory,Seasonal inventory,Fill rate,Fraction of time out of stock,Obsolete inventory,（沉没成本）,Components of Inventory Decisions,Littles law,衡量存货流动速度的公式,(1),物流时间,T(Material flow time),从物料进入供应链时起，其存在于供应链内部的全部时间。,(2),传送率,R(Throughput,),单位时间内的产品销量。,I=RT,存货量的大小等于物流时间和传送率的乘积。,第三章,.,供应链管理的要素和障碍,第一节,.,供应链绩效的要素,第二节,.,存货（,Inventory,）,第三节,.,运输,(Transportation),第四节,.,设施（,facilities,）,第五节,.,信息（,Information,）,第六节,.,资源（,Sourcing,）,第七节,.,价格（,Pricing,）,第三节,.,运输,(Transportation),一,.,定义,把供应链中的存货从一点移动到另外一点的活动。,二,.,运输决策的框架,竞争战略,供应链战略,运输,存货,设施,信息,效率,反应能力,运输模式,路径网络,自主,/,外包,能否满足客户需求,成本和响应速度,Transportation:Role in the Supply Chain,Moves the product between stages in the supply chain,Impact on responsiveness and efficiency,Faster transportation allows greater responsiveness but lower efficiency,Also affects inventory and facility locations.,Transportation:Role in the Competitive Strategy,If responsiveness is a strategic competitive priority,then faster transportation modes can provide greater responsiveness to customers who are willing to pay for it,Can also use slower transportation modes for customers whose priority is price(cost),Can also consider both inventory and transportation to find the right balance,Example:Blue Nile,（钻石商，中心存储，和,FEDEX,战略联盟）,Components of Transportation Decisions,Design of transportation network,network:collection of transportation mode,locations and routes,Mode of transportation:,air,truck,rail,ship,pipeline,electronic transportation,vary in cost,speed,size of shipment,flexibility,Route selection,route:path along which a product is shipped,Overall trade-off:Responsiveness versus efficiency,Components of Transportation Decisions,Transportation-related metrics,Average inbound transportation cost,Average income shipment size,Average inbound transportation cost per shipment,Average outbound transportation cost,Average outbound shipment size,Average outbound transportation cost per shipment,Fraction transported by mode,第三章,.,供应链管理的要素和障碍,第一节,.,供应链绩效的要素,第二节,.,存货（,Inventory,）,第三节,.,运输,(Transportation),第四节,.,设施（,facilities,）,第五节,.,信息（,Information,）,第六节,.,资源（,Sourcing,）,第七节,.,价格（,Pricing,）,第四节,.,设施（,facilities,）,一,.,定义,供应链网络中存贮、装配、加工存货的,场所,。,生产,和,存贮,场所是两类主要的设施。,二,.,设施决策的框架,竞争战略,供应链战略,设施,存货,运输,信息,效率,反应能力,位置,能力,加工方式,能否满足客户需求,成本和响应速度,仓储方式,Facilities,Role in the supply chain,the“where”of the supply chain,manufacturing or storage(warehouses),Role in the competitive strategy,economies of scale(efficiency priority),larger number of smaller facilities(responsiveness priority),Example:Toyota,（响应所有顾客需求）,Components of Facilities Decisions,Location,centralization(efficiency)vs.decentralization(responsiveness),other factors to consider(e.g.,proximity to customers),Capacity(flexibility versus efficiency),Overall trade-off:Responsiveness versus efficiency,Between the cost of the number,location and type of facilities(efficiency)and the level of responsiveness the these facilities provide the companys customers.,Components of facilities decisions,Facility-related metrics,Capacity,Utilization,Processing/setup/down/idle time,Production cost per unit,Quality losses,Theoretical flow/cycle time of production,Actual average flow/cycle time,第三章,.,供应链管理的要素和障碍,第一节,.,供应链绩效的要素,第二节,.,存货（,Inventory,）,第三节,.,运输,(Transportation),第四节,.,设施（,facilities,）,第五节,.,信息（,Information,）,第六节,.,资源（,Sourcing,）,第七节,.,价格（,Pricing,）,第五节,.,信息（,Information,）,一,.,定义,Information consists of,data,and,analysis,regarding inventory,transportation,facilities,and customers throughout the supply chain.,二,.,设施决策的框架,竞争战略,供应链战略,信息,存货,运输,设施,效率,反应能力,推,/,拉,协同与共享,预测与计划,能否满足客户需求,成本和响应速度,使能技术,Information:Role in the Supply Chain,The connection between the various stages in the supply chain allows coordination between stages,Crucial to daily operation of each stage in a supply chain e.g.,production scheduling,inventory levels,Information:Role in the Competitive Strategy,Allows supply chain to become more efficient and more responsive,at the same time,(reduces the need for a trade-off),The tremendous growth of the importance of Information technology is a testimony,（证据）,to the impact that information can have on improving a company.,What information is most valuable in reducing cost and improving responsiveness within a supply chain,Example:Andersen Windows(,设计构件库，实时报价,),，,Sunsweet,Growers(S&OP,计划，预测准确率提高，供需匹配更好,),Components of Information Decisions,Push(MRP,？,),versus pull(demand information transmitted quickly throughout the supply chain),Coordination and information sharing,Forecasting and aggregate planning,Enabling technologies,EDI,Internet,ERP systems,Supply Chain Management software,Overall trade-off:Responsiveness versus efficiency,Components of Information Decisions,Information-related metrics,Forecast horizon,Frequency update,Forecast error,Seasonal factors,Variance from plan,Ratio of demand variability to order variability,第三章,.,供应链管理的要素和障碍,第一节,.,供应链绩效的要素,第二节,.,存货（,Inventory,）,第三节,.,运输,(Transportation),第四节,.,设施（,facilities,）,第五节,.,信息（,Information,）,第六节,.,资源（,Sourcing,）,第七节,.,价格（,Pricing,）,Sourcing:Role in the Supply Chain,Set of business processes required to purchase goods and services in a supply chain,Single vs.multiple suppliers,supplier selection,contract negotiation,Sourcing:Role in the Competitive Strategy,Sourcing decisions are crucial because they affect the level of efficiency and responsiveness in a supply chain,In-house vs.outsource decisions-improving efficiency and responsiveness,Example:Cisco,（低端外包中国厂商，高端外包美国厂商）,Components of Sourcing Decisions,In-house versus outsource decisions,Supplier evaluation and selection,Procurement process,Overall trade-off:Increase the supply chain profits,Components of Sourcing Decisions,Sourcing-related metrics,Days payable outstanding,Average purchase price,Range of purchase price,Average purchase quantity,Supply quality,Supply lead time,Fraction of on-time deliveries,Supplier reliability,第三章,.,供应链管理的要素和障碍,第一节,.,供应链绩效的要素,第二节,.,存货（,Inventory,）,第三节,.,运输,(Transportation),第四节,.,设施（,facilities,）,第五节,.,信息（,Information,）,第六节,.,资源（,Sourcing,）,第七节,.,价格（,Pricing,）,Pricing:Role in the Supply Chain,Pricing determines the amount to charge customers in a supply chain,Pricing affects the customer segments to buy product.,Pricing strategies can be used to match demand and supply,Pricing:Role in the Competitive Strategy,Firms can utilize optimal pricing strategies to improve efficiency and responsiveness,Low price and low product availability(Costco);,vary prices by response times(manufacturing),Example:,Amazon offers its customer a large menu of prices for products that are purchased from the company.,Components of Pricing Decisions,Pricing and economies of scale,Many supply chain activities display economies of scale.,Everyday low pricing versus high-low pricing,Costco practices every low pricing,Most supermarkets practice high-low pricing,Fixed price versus menu pricing,Whether company will charge a fixed price for its supply chain activities or have a menu with prices that vary with some attributes.,Overall trade-off:Increase the firm profits,All pricing decisions should be made with the objective of increasing firm profits.,Components of Pricing Decisions,Pricing-related metrics,Profit margin,Days sales outstanding,Incremental fixed cost per order,Incremental variable cost per unit,Average sale price,Average order size,Range of sale price,Range of periodic sales,Illustrate how the different drivers are utilized to meet the efficiency and responsiveness goals by a example,Dells direct model that minimizes the inventory levels thereby improving efficiency of their supply chain,and simultaneously involving in effective transportation system and Internet based customer order processing(information driver)to improve responsiveness.,Teamwork(5-6,人一组,):,某企业,供应链分析,1,，供应链流程,（,环节,/,推拉模型）,2,，供应链战略匹配,（,战略匹配模型）,3,，供应链要素,（,识别要素图谱）,4,，如何利用驱动要素进行性能调整,10,分钟讲解,