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供应链管理—英文课件3 19页

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  • 2022-05-16 10:29:13 发布

供应链管理—英文课件3

  • 19页
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PartI BuildingaStrategicFrameworktoAnalyzeSupplyChainsChapter1,chapter2andchapter3 ThegoalofpartIistoprovideastrategicframeworktoanalyzethedesign,planningandoperationaldecisionswithinsupplychains. CHAPTER2SUPPLYCHAINPERFORMANCEACHIEVINGSTRATEGICFITANDSCOPEInthischapter,wedefinesupplychainstrategyandexplainhowcreatingastrategicfitbetweenacompany"scompetitivestrategyanditssupplychainstrategyaffectsperformance.Wealsodiscusstheimportanceofexpandingthescopeofstrategicfitfromoneoperationwithinacompanytoallstagesofthesupplychain. 2.1COMPETITIVEANDSUPPLYCHAINSTRATEGIESCompetitivestrategy:thesetofcustomerneedsthatthecompanyseektosatisfythroughitsproductsandservices.Competitivestrategyisdefinedbasedonhowthecustomerprioritizesproductcost,deliverytime,variety,andquality.Readthefirstparagraph,comparethestrategyofWal-MartandDell. Toseetherelationshipbetweencompetitiveandsupplychainstrategies,westartwiththevaluechainforatypicalorganization. ThevaluechaininacompanyNewProductDevelepmentMarketingandSalesOperationsDistributionServicesFinance,Accounting,InformationTechnology,HumanResources Toexecuteacompany"scompetitivestrategy,allthesefunctionsplayarole,andeachmustdevelopitsownstrategy(whateachprocessorfunctionwilltrytodoparticularlywell).Itisimportanttorecognizethatthesupplychainstrategydefinesnotonlywhatprocesseswithinthefirmshoulddowellbutalsowhattheroleplayedbyeachsupplychainentityis. Thevaluechainemphasizesthecloserelationshipbetweenthefunctionalstrategieswithinacompany.Eachfunctioniscrucialifacompanyistosatisfycustomerneedsprofitably.Thus,thevariousfunctionalstrategiescannotbeformulatedinisolation.Theyarecloseinterwinedandmustfitandsupporteachotherifacompanyistosucceed. 2.2ACHIEVINGSTRATEGICFITStrategicfitmeansthatboththecompetitiveandsupplychainstrategieshavealignedgoals.Strategicfitreferstoconsistencybetweenthecustomerprioritiesthatthecompetitivestrategyhopestosatisfyandthesupplychaincapabilitiesthatthesupplychainstrategyaimstobuilt. Allprocessesandfunctionsthatarepartofacompany"svaluechaincontributetoitssuccessorfailure.Theseprocessesandfuncionsdonotoperateinisolation;Nooneprocessorfunctioncanensurethechain"ssuccess,failureatanyoneprocessorfunctionmayleadtofailureoftheoverallchain. Keyslinktoacompany"ssuccessorfailureThecompetitivestrategyandallfunctionalstrategiesmustfittogethertoformacoordinatedoverallstrategy.Eachfunctionalstrategymustsupportotherfunctionalstrategiesandhelpafirmreachitscompetitivestrategygoal.Thedifferentfunctionsinacompanymustappropriatelystructuretheirprocessesandresourcestobeabletoexcutethesestrategiessuccessfully.Thedesignoftheoverallsupplychainandtheroleofeachstagemustbealignedtosupportthesupplychainstrategy. Acompanymayfaileitherbecauseofalackofstrategicfitorbecauseitsoverallsupplychaindesign,processes,andresourcesdonotprovidethecapabilitiestosupportthedesiredstrategicfit.Ifaligningthesupplychaindesignandallofthecorefunctionalstrategieswiththeoverallcompetitivestrategyisnotachieved,conflicsarisebetweendifferentfunctionalgoalswithinthefirm,orbetweenthegoalsofdifferentsupplychainstages.Suchconflictsresultindifferentfunctionswithinthefirmandstagesacrossthesupplychaintargetingdifferentcustomerpriorities. HowisstrategicfitachievedToachievestrategicfit,acompanymustensurethatitssupplychaincapabilitiessupportitsabilitytosatisfythetargetedcustomersegments. 1.Understandingthecustomerandsupplychainuncertainty;2.Understandingthesuppplychaincapabilities;3.AchievingStrategicFit.Thethreebasicstepstoachievingthestrategicfit ComparethecustomerofSeven-elevenandSam"sclub,tellusthedifference.UnderstandingthecustomerandsupplychainuncertaintyAttributesofdifferentcustomerdemandThequantityoftheproductneededineachlot;Theresponsetimethatcustomersarewillingtotolerate;Thevarietyofproductsneeded;TheserviceLevelrequired;Thepriceoftheproduct;Thedesiredrateofinnovationintheproduct. SinglemeasuretodiscribethecustomerdemandImpliedDemandUncertaintydemanduncertaintyduetotheportionofdemandthatthesupplychainistargeting,nottheentiredemand. Demanduncertaintyreflectstheuncertaintyofcustomerdemandforaproduct.Implieddemanduncertaintyistheresultinguncertaintyforonlytheportionofthedemandthatthesupplychainplanstosatisfyandtheattributesthecustomerdesires.Thedistinctionbetweendemanduncertaintyandimplieddemanduncertainty Demanduncertaintyreflectstheuncertaintyofcustomerdemandforaproduct.Implieddemanduncertaintyistheresultinguncertaintyforonlytheportionofthedemandthatthesupplychainplanstosatisfyandtheattributesthecustomerdesires. Theimpactofservicelevel:Asasupplychainraisesitslevelofservice,itmustbeabletomeetahigerandhigerpercentageofactualdemand,forcingittoprepareforraresurgesindemand.Thus,raisingtheservicelevelincreasestheimplieddemanduncertaintyeventhoughtheproduct"sunderlyingdemanduncertaintydoesnotchange.

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