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1、中国3000万经理人首选培训网站供應鏈管理的策略架構A Strategic Framework for SupplyChain ManagementAnthony Han Chopra & Meindl CH. 1-3Rev. 2004 1 11E5Outline綱要 A supply chain strategyframework (Ch1) Two Process Views Cycle View Push/Pull View Achieving Strategic Fitand Scope (Ch 2) Supply Chain Driversand Obstacles (Ch3) Tr
2、ade-off Efficiency andResponsiveness 供應鏈策架構(Ch1) 個觀點 週期觀點 推觀點 策定位(Ch 2) 驅與阻(Ch3) 效與回應間之權衡Flows in a Supply Chain供應鏈內的流動CustomerInformationProductSupplier Cash/Funds(Transaction)*日本物協會: 物; ; 商; 情報Cycle View of A Supply Chain供應鏈的週期觀 Order Cycle (in general)-order transmission-order processing-order pr
3、eparation-order shipping Cycle View (pp. 8-12)-Divide into (order) fourcycles-Good for operationaldecisions 訂單週期時間-訂單傳輸-訂單處-訂單準備-訂單送貨 週期觀-分為四個週期-適於公司企業作業決策Four Cycles of Supply Chain供應鏈四個週期Customer Order CycleReplenishment CycleManufacturing CycleProcurement CycleCustomer顧客Retailer售商Distributor通商Man
4、ufacturer 製造商Supplier供應商顧客訂單週期補貨週期製造週期採購週期-訂單由“再訂貨點”啟動-用生產製造交單，而非運送-主要為計畫性生產用供應鏈週期Prof. A. Han-啟動供應鏈的價值創造供應商顧客原成品製造商WIP WIP採購週期製造週期補貨週期顧客訂單週期通商D RFG FG成品Supply Chain DrawingPush/Pull Process View推/拉的流程觀 Divide by OP (OrderPenetration) point Sharman Push Process (Speculation) Before OP point Process
5、in anticipation ofcustomer orders Pull Process(Postponement) After OP point Process in response ofcustomer orders Push/Pull View is good forstrategic planning 由OP訂單穿透點區分 推的程(先為) 在OP點前 為預期客戶訂單準備 的程(延遲) 在OP點之後 為回應實際訂單的需求 推現象有助於供應鏈(跨企業)策規劃Push and Pull View of A Supply Chain供應鏈的推拉流程示意圖Procurement,Manuf
6、acturing andReplenishment cycles-Customer Order Cycle-Order Fufillment(交單)Customer OrderArrivesPUSH PROCESSES PULL PROCESSESOP Point訂單穿透點補貨、製造、採購週期-顧客訂單週期實際展開是一個網，有多個OP穿透至同協廠商，平啟動的程The Importance of Supply Chain供應鏈的重要性 Dells Success Quaker Oats Lesson(p.17) $1.7B bought Snapplein 1994.12. Two distin
7、ct supplychains Cant create synergyand SC value Sold to Triarc about$300M 1997.4. 成功案：Dell 失敗案：桂格麥片 1994以17億美元購入Snapple 個同性質的供應鏈 無法創造績效與價值 1999以300萬美元賣出.Examples of Supply Chains供應鏈實例 Micron Electronics: DirectSales Manufacturing 7-Eleven: Convenience Store W.W. Grainger / McMaster-Carr: MRO Toyota:
8、 Global AutoManufacturer Amazon / Borders / Barnesand NobleWhat are some key issues inthese supply chains?-Very Good for Groupdiscussion- Micron直銷電子商務 統一超商商店 Grainger / McMaster-Carr組修件器材商 豐田汽製造 亞馬遜網書店上述供應鏈的關鏈何在?Strategic Fit of a Supply Chain供應鏈的策略配適(Chapter 2) Company Strategy:(mission/vision) Def
9、ine targetcustomers to satisfythrough its productsand services Supply Chain StrategyMUST supportCompany/CorporateStrategy(第二章) 公司策：(任務/願景) 定義目標顧客 用產品與服務去滿足 供應鏈策必須要支持公司企業的策Business (Competitive) Strategy企業策略實例Examples: Wal-Mart: EverydayLow Price; ProductVariety McMaster Carr: NextdayDelivery; Produc
10、tVariety Dell: Customization Compaq: Availability 7-Eleven:Convenience(Time/Place Utility)實： 沃瑪：每天低價產品多樣 McMaster Carr：次日送達產品多樣 Dell：客製化 Compaq：現貨性 7-Eleven：性(時間/空間效用)How to Achieve Strategic Fit如何達到策略配適1. Understanding the Customer2. Understanding the Supply Chain3. Make Strategic Fit1. 瞭解客戶2. 瞭解供應
11、鏈3. 進策配適Step 1: Understanding the Customer瞭解客戶 Lot size批 Response time回應時間 Service level服務水準 Product variety多樣化 Price價格 Innovation創新ImpliedDemandUncertainty隱含的需求確定性 Customer Demand Attributes客戶需求屬性Impact of Customer Needs客戶需求的影響Low低High高價格Price回應性ResponsivenessCustomer Need客戶需求隱含的需求定性Implied Demand
12、Uncertainty洗衣粉Detergent服飾High FashionImpact of Customer Needs on Implied DemandUncertainty Table 2.1 p.30Step 2: Understand the Supply Chain瞭解供應鏈 Supply Chain (Performance) Attributes供應鏈(績效)屬性 Response time 回應時間 Service level服務水準 Product variety 產品多樣性 Price價格 Innovation創新Supply ChainResponsiveness供應
13、鏈回應性Cost-Responsiveness Efficient Frontier成本-回應的效率前緣低高低高回應性Responsiveness成本效CostEfficiencyShowing highest possible cost-efficiency fora given responsiveness level顯示對應固定回應水平上最高的成本效Upgrade by technology由科技提升Step 3: Achieving Strategic Fit完成策略配適隱含定性回應型供應鏈效型供應鏈確定性需求確定需求回應性策適合的區域BarilliaDellBarillaThe Choice of ItalyStrategic Positioning on the Frontier前緣上的策略定位低高低高回應性成本效回應化效化14. Other Issues About Strategic Fit策略配適相關問題 Multiple products andcustomer s
