供应链管理(第6讲).ppt

单击此处编辑母版标题样式,单击此处编辑母版文本样式,第二级,第三级,第四级,第五级,2020/8/9 Sunday,#,2026/10/10,供应链管理(第6讲),Learning Objectives,Explain why achieving strategic fit is critical to a companys overall success.,Describe how a company achieves strategic fit between its supply chain strategy and its competitive strategy.,Dicuss the importance of expanding the scope of strategic fit across the supply chain.,Outline,Competitive and supply chain strategies,Achieving strategic fit,Expanding strategic scope,2.1 Competitive and,Supply Chain,Strategies,Competitive and Supply Chain Strategies,Competitive strategy:,defines the set of customer needs a firm seeks to satisfy through its products and services.,-Product development strategy;Marketing and sales strategy,公司竞争战略界定公司产品和服务满足顾客需要的类型。定位！（大学？银行？）,W-mart：成本,7-11：便利、新鲜、品种丰富,Dell：合理价位提供个人化、多品种产品，等待一周。,Compaq：选择、服务、及时,希望饲料：？,Business Strategy,New Product,Strategy,Marketing,Strategy,Supply Chain Strategy,Product development strategy:specifies the portfolio of new products that the company will try to develop.,Marketing and sales strategy:specifies how the market will be segmented and product positioned,priced,and promoted.,Consistency and support between supply chain strategy,competitive strategy,and other functional strategies is important.,Supply chain strategy:,determines the nature of material procurement,transportation of materials,manufacture of product or creation of service,distribution of product.,The Value Chain in a Company(Figure 2.1),价值链：,产品开发战略：,营销战略：,供应链战略：包括传统的供应战略、生产运作战略、物流战略；研究信息、库存、运输和生产设施决策。,供应链战略强调公司内部职能战略之间的密切联系。,市场营销,新产品开发,生产制造,服务,配送,财务、会计、信息技术、人力资源,2.2 Achieving Strategic Fit,2.2.1 Introduction,Strategic fit:,Consistency between customer priorities of competitive strategy and supply chain capabilities specified by the supply chain strategy.,Competitive and supply chain strategies have the same goals.,A company may fail because of a lack of strategic fit or because its processes and resources do not provide the capabilities to execute the desired strategy.,Example of strategic fit-Dell.,战略匹配,指竞争战略与供应链战略拥有相同的目标；既竞争战略设计用来满足顾客优先目标与供应链建立供应链能力目标之间的相互协调一致。,竞争战略必须与所有职能战略相互匹配。,不同职能必须恰当组织其流程与资源,以便成功实施这些战略。,如Dell 公共平台设计、公共零部件。,2.2.2 How is Strategic Fit Achieved?,Step 1:Understanding the customer,Step 2:Understanding the supply chain,Step 3:Achieving strategic fit,Step 1:Understanding the Customer,Identify the needs of the customer segment being served.,-Quantity of product needed in each lot,-Response time customers will tolerate,-Variety of products needed,-Service level required,-Price of the product,-Desired rate of innovation in the product,Demand uncertainty,refects the uncertainty of customer demand for a product.,Implied demand uncertainty,is the uncertainty that exists due to the portion of demand that the supply chain is required to meet.,Implied demand uncertainty also related to customer needs and product attributes.,第一步：理解顾客,顾客需要：所需产品数量、愿意忍受的反馈时间、所需产品种类、要求服务水平、产品价格、预期产品创新周期,需求不确定性：反映了顾客对某种产品的需求的不确定性。,潜在需求不确定性：,不同于需求不确定性,是供应链不确定性的直接后果，是指,供应链必须予以满足的,需求部分和顾客需求特点是不确定的。,潜在需求不确定性受顾客需求特性影响，也受服务水平影响。,Understanding the Customer,Lot size,Response time,Service level,Product variety,Price,Innovation,Implied,Demand,Uncertainty,Impact of Customer Needs on Implied Demand Uncertainty(Table 2.1),Customer Need,Causes implied demand uncertainty to increase because,Range of quantity increases,Wider range of quantity implies greater variance in demand,Lead time decreases,Less time to react to orders,Variety of products required increases,Demand per product becomes more disaggregated,Number of channels increases,Total customer demand is now disaggregated over more channels,Rate of innovation increases,New products tend to have more uncertain demand,Required service level increases,Firm now has to handle unusual surges in demand,顾客需求,导致潜在需求不确定性,需求量增长,供货期缩短,要求的品种增多,获取的渠道增多,创新速度加快,要求服务水平提高,增大,需求变动增大,增大,订单反应时间减少,增大,每种产品需求分散,增大,总需求分散给更多渠道,增大,新产品增加不确定性,增大,应付偶然需求高峰,顾客需求对潜在不确定性影响,边际收益高，需求预测非常不准确，产品脱销率高(如果产品经营成功)，产品销毁量大(如果产品经营失败),汽油的边际效益较低，需求预测准确，产品脱销率低，事实上不存在销毁情况,潜在需求不确定性图谱,低潜在需求不确定性,具有一定确定性的需求,具有一定不确定性的需求,高潜在需求不确定性,纯粹功能性产品,组装产品,既有产品的新式样,全新产品,汽油,佳洁士牙膏,福特的新车型,3G手机开发,Correlation Between Implied Demand Uncertainty and Other Attributes(Table 2.2),Attribute,Low Implied Uncertainty,High Implied Uncertainty,Product margin,Low,High,Avg.forecast error,10%,40%-100%,Avg.stockout rate,1%-2%,10%-40%,Avg.forced season-end markdown,0%,10%-25%,潜在需求不确定性与需求的其他特点:,Fisher 1997,需求不确定产品通常是不成熟的产品,竞争对手少,边际效益,高。,需求更加确定时,预测会更准确,。,潜在需求不确定性增加,供需平衡难度加大,。,潜在需求不确定性高产品,积压和清销量大,。,Key Point:,First step to strategic fit is to understand customers by mapping their demand on the implied uncertainty spectrum.,Step 2:Understanding the Supply Chain,供应链主要有两类功能：,物理功能：能以最低的成本将原材料加工成零部件、半成品、产品并将它们从供应链的一个节点运到另一个节点。,市场中介功能：能对市场需求做出迅速反应，确保以合适的产品在合适的地点和时间来满足顾客的需求,一般意义上的供应链是在这两个功能间的权衡，即反应能力与赢利水平之间进行权衡。,Supply chain responsiveness,-ability to,respond to wide ranges of quantities demanded,meet short lead times,handle a large variety of products,build highly innovative products,meet a very high service level,Supply chain efficiency,:,cost of making and delivering the product to the customer.,-Increasing responsiveness results in higher costs that lower efficiency.,反应能力和盈利水平。,反应能力:对大幅度变动的需求量的反应,满足较短供货期的要求,提供多品种,生产具有高度创新性的产品,高服务水平。,反应能力强的代价:生产能力,库存,物流能力(闲置)。,Cost-Responsiveness Efficient Frontier(Figure 2.3),High,Low,Low,High,Responsiveness,Cost,反应能力-盈利水平边界曲线,成本,低,低,高,高,反应能力,The Responsiveness Spectrum(Figure 2.4),Integrated,steel mill,Dell,Highly,efficient,Highly,responsive,Somewhat,efficient,Somewhat,responsive,Hanes,apparel,Most,automotive,production,供应链反应能力图谱,高赢利水平,一定赢利水平,一定的反应能力,高反应能力,钢铁企业：提前数周或数月安排生产计划，缺少变化或弹性,服装：传统的生产库存制造，生产提前时间为几个星期,多数汽车制造商：在2周内送达多种产品,戴尔公司：个性化的PC机，数日内供货,Key Point:,Second step to achieving strategic fit is to map the supply chain on the responsiveness spectrum.,Step 3:Achieving Strategic Fit,Step is to ensure that what the supply chain does well is consistent with target customers needs.,获取战略匹配，即确保供应链的出色运营与目标顾客的需要协调一致。供应链反应能力的高低应该与潜在需求不确定性吻合。,Finding the Zone of Strategic Fit(Figure 2.6),Implied uncertainty spectrum,Responsive supply chain,Efficient supply chain,Certain demand,Uncertain demand,Responsiveness spectrum,Zone of Strategic Fit,供应链的反应能力,供应链的盈利水平,反应能力变动范围,确定的需求,不确定的需求,潜在需求不确定性变动范围,战略匹配带,面粉,DELL,确保供应链的出色运营，与目标顾客的需求协调一致,All functions in the value chain must support the competitive strategy to achieve strategic fit Fig.2.7.,Two extremes:Efficient supply chains(Barilla)and responsive supply chains(Dell)Table 2.3.,Two key points,there is,no,right supply chain strategy independent of competitive strategy,there,is,a right supply chain strategy for a given competitive strategy,竞争战略与职能战略之间的匹配。,战略匹配的驱动力应源于最高一级组织机构：战略与组织结构的关系！,竞争战略,信息技术战略,财务战略,人力资源战略,产品开发战略,市场营销战略,供应链战略:,生产,库存,提前期,采购,运输,Comparison of Efficient and Responsive Supply Chains(Table 2.3),Efficient,Responsive,Primary goal,Lowest cost,Quick response,Product design strategy,Min product cost,Modularity to allow postponement,Pricing strategy,Lower margins,Higher margins,Mfg strategy,High utilization,Capacity flexibility,Inventory strategy,Minimize inventory,Buffer inventory,Lead time strategy,Reduce but not at expense of greater cost,Aggressively reduce even if costs are significant,Supplier selection strategy,Cost and low quality,Speed,flexibility,quality,Transportation strategy,Greater reliance on low cost modes,Greater reliance on responsive(fast)modes,总成本领先型战略,快速市场反应型战略,主要目标,产品设计战略,定价战略,生产战略,库存战略,供货期战略,供应链战略,运输战略,低成本满足需求,最低成本最大业绩,边际收益低,低价,提高利用率,最小库存,立足成本缩减供货期,在成本质量上选择,低成本运输,快速需求反应,柔性设计系统，延迟差异化,边际收益高,高价,维持边际生产能力,弹性库存,大幅缩短供货期,速度弹性质量上选择,快捷运输,Key Point:,Final step to achieving strategic fit is to map supply chain responsiveness with the implied demand uncertainty in the zone of strategic.,2.2.3 Other Issues Affecting Strategic Fit,Multiple products and customer segments,Product life cycle,Competitive changes over time,Multiple Products and Customer Segments,Firms sell different products to different customer segments(with different implied demand uncertainty).,The supply chain has to be able to balance efficiency and responsiveness given its portfolio of products and customer segments.,Two approaches:,Different supply chains.,Tailor supply chain to best meet the needs of each products demand.,多种产品和顾客群,在产品和顾客群多种多样的情况下，如何创建一条在赢利水平与反应能力之间取得平衡的供应链？,单独建立每种产品和每个顾客群的供应链。,将公司的供应链建成适合所有产品和顾客群的供应链。,Product Life Cycle,The demand characteristics of a product and the needs of a customer segment change as a product goes through its life cycle.,Supply chain strategy must evolve throughout the life cycle.,-Early:uncertain demand,high margins(time is important),product availability is most important,cost is secondary.,-Late:predictable demand,lower margins,price is important.,产品生命周期,随着产品走过其生命周期，产品的需求特点和服务顾客群的要求也会发生变化。,公司要维持战略匹配，就必须在产品进入不同生命阶段时，调整其供应链。,进入阶段：,需求非常不确定,时间要求高,供给水平要求高,成本不是主要考虑,潜在需求不确定性高,后续阶段：,需求确定,竞争加大,价格成为考虑的因素,潜在需求不确定性较低,早期：需求不确定,边际收益高,供给水平要高,成本其次。,后期：需求相对稳定,竞争激烈,价格是关键。,例子：专利后的药品；Inter公司。,As the product goes through the life cycle,the supply chain changes from one emphasizing responsiveness to one emphasizing efficiency.,Competitive Changes Over Time,Competitive pressures can change over time.,More competitors may result in an increased emphasis on variety at a reasonable price.,The supply chain must change to meet these changing competitive conditions.,竞争性随着时间变动,竞争的焦点在于以合理的价格生产出品种十分丰富的产品。,由于竞争格局发生变化，公司不得不调整其竞争战略。,由于竞争战略发生变化，公司又必须改变其供应链战略，以维持战略匹配。,2.3 Expanding Strategic Scope,Expanding Strategic Scope,Scope of strategic fit,The functions and stages within a supply chain that devise an integrated strategy with a shared objective.,One extreme:each function at each stage develops its own strategy.,Other extreme:all functions in all stages devise a strategy jointly.,战略匹配范围,是指供应链中的各种职能和各阶段，他们拥有一体化战略，共有一个战略目标。,横向：战略匹配范围跨越不同的供应链阶段，从供应商前溯到顾客。,纵向：相互协调的不同职能战略竞争战略、产品开发战略、市场营销战略和供应链战略。,Five categories:,Intracompany intraoperation scope,Intracompany intrafunctional scope,Intracompany interfunctional scope,Intercompany interfunctional scope,Flexible interfunctional scope,(1)公司内、经营部门范围内：最小局部成本观点,20世纪50-60年代，有限范围观点占主流，供应链中每个阶段的各经营部门都努力使自身成本最小化。,如：运输部门，可能运输成本最小，但反应能力，其他部门成本增加。,(2)公司内、职能部门范围内：职能部门成本最小化观点。,多个经营部门组成一个职能部门。供应链职能部门包括生产部门、仓储部门和运输部门。,如：供应链职能部门，不止考虑运输成本，还要考虑仓储及其他与供应链相关的成本。,(3)公司内、职能部门间范围：公司利润最大化观点。,如：利润=收入-成本。增加成本，增加收入。,如:市场开发。增加库存，改善服务水平。,(4)公司间、职能部门间范围：供应链剩余最大化观点。,顾客支付与供应链总成本之间的差值。,如：共同减少库存,增强反应能力。,(5)公司间、职能部门间范围：供应链剩余最大化观点。,动态：满足不断变化的单个顾客需求，与许多不同公司结成战略伙伴关系，公司间范围弹性。,弹性：公司与供应链不同阶段的伙伴关系随时间发生变化。,弹性的公司范围使战略匹配适应于一个变动的目标，随着竞争环境日趋动态，弹性变得愈加重要。,Different Scopes of Strategic Fit Across a Supply Chain,供应商,制造商,分销商,零售商,顾客,竞争战略,产品开发战略,供应链战略,营销战略,Summary of Learning Objectives,