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供应链管理—英文课件2 29页

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  • 2022-05-16 10:29:13 发布

供应链管理—英文课件2

  • 29页
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PartI BuildingaStrategicFrameworktoAnalyzeSupplyChainsChapter1,chapter2andchapter3 ThegoalofpartIistoprovideastrategicframeworktoanalyzethedesign,planningandoperationaldecisionswithinsupplychains. CHAPTER1UNDERSTANDINGTHESUPPLYCHAINThischapterdefinesasupplychainandestablishestheimpactthatsupplychaindecisionsonafirm‘sperformance. 1.1WHATISASUPPLYCHAINAsupplychainconsistsofallpartiesinvolved,directlyorindirectly,infulfillingacustomerrequeset.Withineachorganization,thesupplychainincludesallfunctionsinvolvedinreceivingandfillingacustomerrequest.Thefuntionsincludebutarenotlimitedto,newproductdevelopment,marketing,operations,distribution,finance,andcustomerservice. CustomerWal-martStoreWal-martorThirdPartyDCP&GorOtherMnaufacturerTennecoPackagingPaperManufacturerTimberCompanyPlasticProducerChemicalManufacturerStagesofaDetergentSupplyChain Asupplychainisdynamicandinvolvestheconstantflowofinformation,product,andfundsbetweendifferentstages.(ExamplesofWal-martandDell) CustomerDell’sWebsiteDellAssemblyPlantDell’ssuppliersSupplier’ssupplierApurchaseonlinefromDell QuestionesWhoorwhichpartyisanintegralpartofthesupplychain?Whatistheprimarypurposeofanysupplychain? SupplychainstagesCustomersRetailersWholesalers/distributorsManufacturersComponent/rawmaterialsuppliersEachstageinasupplychainisconnectedthroughtheflowofproducts,information,andfunds.Theseflowsofoccurinbothdirectionsandmaybemanagedbyoneofthestagesoranintemediary. Whatdoestheappropritedesignofsupplychaindependon?Question Theobjectiveofeverysupplychainshouldbetomaximizetheoverallvaluegenerated.Thevalueasupplychaingeneratesisthedifferencebetweenwhatthefinalproductisworthtothecustomerandcoststhesupplychainincursinfillingthecustomer’srequest.Formostcommercialsupplychains,valuewillbestronglycorrelatedwithsupplychainsurplus.(Q:Whatissupplychainsurplus?)1.2Theobjectiveofsupplychain Supplychainsurplus(profitability)Theammountbywhichmoneyreceivedisgreaterthanmoneyspent.Thetotalprofittobesharedacrossallsupplychainstagesandintermediary.Thehigerthesupplychainsurplus,themoresuccessfulisthesupplychain.Supplychainsuccessshouldbemeasuredintermsofsupplychainprofitabilityandnotintermsoftheprofitsatanindividualstage. Itshouldbementionthat:Foranysupplychain,thereisonlyonesourceofrevenue:thecustomer. 1.3Theimportanceof supplychaindecisionsThereisacloseconnectionbetweenthedesignandmanagementofsupplychainflows(product,information,andfunds)andthesuccessofasupplychain.1.ConcludeWar-Mart"ssuccessexperienceinsupplychainmanagement.2.ConcludeDell"ssuccessexperienceinsupplychainmanagement.3.ConcludethefailureexpericeofWebvanandKozmoinit"ssupplychainmanagement. 1.4Decisionphasesin asuppychainSupplyChainStrategyorDesignSupplyChainPlanningSupplyChainOperationSupplychaindecisionphasesmaybecategorizedasdesign,planning,oroperational,dependingonthetimeframeduringwhichthedecisionsmadeapply. SupplyChainStrategyorDesign1.Whatthechain"sconfigurationwillbe2.Howresourceswillbeallocated3.whatprocesseseachstagewillperform1.Whethertooutsourceorperformasupplychainfunctioninhouse2.Thelocationandcapacitiesofproductionandwarehouseingfacilities3.Theproductstobemanufacturedorstoredatvariouslocations4.Themodesoftransportationtobemadeavailablealongdifferentshippinglegs5.Thetypeofinformationsystemtobeutilized 1.Supplychaindesigndecisionsaretypicallymadeforthelongterm(amatterofyears).2.Supplychaindesigndecisionsareveryexpensivetoalteronshortnotice.3.Companiesmusttakeintoaccountuncertaintyinanticipatedmarketconditionsoverthenextfewyears. 1.Theconfigurationofsupplychainisfixedwhichestablishesconstrainswithinwithplanningmustbedone.2.Giventheconstrains,thegoalofplanningistomaximizethesupplychainsurplus.3.Compainesstarttheplanningphasewithaforcastforthecomingyearofdemandindifferentmarket.SupplyChainPlanning1.Whichmarketswillbesuppliedfromwihichlocations2.Thesubconstractingofmanufacturing3.Theinventorypoliciestobefollowed4.timingandsizeofmarketingandpricepromotins. 1.Intheplanningphase,companiesmustincludeuncertaintyindemand,exchangerates,andcompetitionoverthistimehorizonintheirdecisions.2.Thefaorcastsarebetterthanthedesignphase.3.Companiesdefineasetofoperatiingpliciesthatgovernshort-termoperations. 1.Thetimehorizonisweeklyordaily2.Compainesmakedecisionsregardingindividualcustomerorder.3.Thegoalistohandleincomingcustomerordersinthebestpossiblemanner.SupplyChainOperation1.Allocateinventoryorproductiontoindividualorders.2.Setadatethatanorderistobefilled3.Geneatepicklistsatawarehouse4.Allocateanordertoaparticularshippingmodeandshipment5.Setdeliveryschedulesoftrucksandpalcereplenishmentorders. 1.Decisionsarebeingmadeintheshortterm(minutes,hours,ordays).2.Lessuncertaintyaboutdemandinformation.3.Thegoalduringtheoperationphaseistoexploitthereductionofuncertaintyandoptimizeperformanceundertheconstrainsestablished. 1.5Processviewsof asupplychainCycleviewPush/pullviewAsupplychainisasequenceofprocessesandflowsthattakeplacewithinandbetweendifferentstagesandcombinetofillacustomerneedforaproduct.Therearetwodifferentwaystoviestheprocessesperformedinasupplychain. CycleViewTheprocessesinasupplychainaredividedintoaseriesofcycles,eachperformedattheinterfacebetweentwosuccessivestagesofasupplychain.CustomerordercycleReplenishmentcycleManufacturingcycleProcurementcycle ThesixsubprocessesofeachcycleBuyerreturnsreversflowstosupplierorthirdpartyBuyerstagereceivessupplySupplierstageSupplier"sorderSupplierstagereceivesorderBuyerstageplacesordeSupplierstagemarketsproduct What"sthegoalofthebuyerwithineachcycle?Whatarethedifferencesbetweenthecycles?Question Push/PullViewAllprocessesinasupplychainfallintooneoftwocategoriesdependingonthetimingoftheirexecutionrelativetoenduserdemand.1.Pullprocesses:executionisinitiatedinresponsetoacustomerorder.(reacttocustomerdemand)2.Pushprocesses:executionisinitiatedyanticipationofcustomerorders.customerdemandisknownwithcertaintycustomerdemandisnotknownandmustbeforecast Push/Pullboundary:separatespushprocessesfrompullprocesses.Pushprocessesoperateinanuncertainenvironmentbecausecustomerdemandisnotyetknown.Pullprocessesoperateinanenviornmentinwhichcustomerdemandisknown.make-to-stockenvironmentbuilt-to-orderenvironment SupplychainmacroprocessesinafirmAllsupplychainprocessescanbeclassifiedintothefollowingthreemacroprocesses:Customerrelationshipmanagement(CRM)Internalsupplychainmanagement(ISCM)SupplierrelationshipManagement(SRM) SRMISCMCRMSourceNegotiateBuyDesignCollaborationSupplyCollaborationStrategicPlanningDemandPlanningSupplyPlanningFulfillmentFieldServiceMarketPriceSellCallCenterOrderManagementSupplyChainMacroProcesses

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