《供应链战略管理(英文版)课件》由会员分享，可在线阅读，更多相关《供应链战略管理(英文版)课件（61页珍藏版）》请在金锄头文库上搜索。
1、1,Strategic Agenda forSupply Chain Management,Stephen Rinsler BSc, FCILT, FRSA, FIMC, MCIPS, MIoD Chairman, Chartered Institute of Logistics and Transport (UK) Director, Bisham Consulting,Stephen Rinsler, BSc, FCILT, FRSA, FIMC, MCIPS, MIoD,Management experience:Logistics Director (FMCG), Purchasing
2、 Director (FMCG, Engineering, Retailing, Services, 3PL), Managing Director (Facilities) Main sectors: FMCG Food and Detergents, Retailing, manufacturing, third party contracting, outsourcing Specific skills: Supply chain and logistics strategy how can you perform those tasks and offer a high level o
3、f service?,38,2006 Stephen Rinsler,The 5 Groups of Risk,Supply Chain Risks Management Risks Financial Risks Ancillary Sourcing Risks Political Risks,39,2006 Stephen Rinsler,Financial Risks,Variations in the RMB, $, will vary margins Who takes the risk? How does your contract cope with these movement
4、s in a sensible, even handed way? Can your production and delivery schedules be more flexible, reducing the risk of over-purchases?,40,2006 Stephen Rinsler,The 5 Groups of Risk,Supply Chain Risks Management Risks Financial Risks Ancillary Sourcing Risks Political Risks,41,2006 Stephen Rinsler,Ancill
5、ary Sourcing Risks,For your clients, sourcing the base materials for the merchandise may be essential for the quality of the product Distance makes the job much harder and prone to timing errors Can you help your clients to source the fabric or plastic substrates for their merchandise? Most merchand
6、ise requires labelling, can you purchase them at the right quality and price? Can you manage the change to ratio packs by flexing the quantities of labels accordingly? How good are your systems?,42,2006 Stephen Rinsler,The 5 Groups of Risk,Supply Chain Risks Management Risks Financial Risks Ancillar
7、y Sourcing Risks Political Risks,43,2006 Stephen Rinsler,Political Risks,Businesses find political risks hard to judge and most wish to ignore them However there are some recent examples that have highlighted the potential risks Trade quotas Instability Media activity on labour conditions How can yo
8、u work with your clients to mitigate these risks?,44,2006 Stephen Rinsler,Evaluation of Risk,Supply chain managers must be experts in risk analyses What is changing in my supply chain? Where do I have supply risks, manufacturing risks, etc Contingency planning: do I have any?,45,2006 Stephen Rinsler
9、,Risk Analysis,Outsourcing partners should take time and effort to highlight, resolve or build contingency plans for risks Understanding the risks together strengthens relationships, leads to longer business arrangements Joint analysis helps suppliers to know where the flash points in the relationsh
10、ip will occur,46,2006 Stephen Rinsler,Risk Analysis (2),Value/ Impact,Risk,47,2006 Stephen Rinsler,Risk Evaluation Tools,Process mapping Risk analysis at each point in the process What can go wrong? What are the boundaries of acceptable service? What influences success? Contingency planning Jointly
11、with your client! Manage both your expectations,48,2006 Stephen Rinsler,Strategic Agenda for Supply Chain Management,Supply Chain Complexity Stakeholders and Matrix Management Global Supply Chains Global Supply Chain Risks Measurement, Simplification and Improvement Change Management External Infras
12、tructure Trends Collaboration,49,2006 Stephen Rinsler,Measurement,What gets measured gets done! Aligned processes, aligned targets and objectives Open measurement and celebration of success Targets can be set by benchmarking How long does an order take to confirm? How many orders are delivered in fu
13、ll on time? etc Use parallel industries to benchmark,50,2006 Stephen Rinsler,Simplification,Supply chains are a series of connected processes Each process has inputs and outputs Map them; follow the trail from the customer and their order backwards through your supply chain to your suppliers Questio
14、n the managers and staff involved What inputs do they receive? Are they accurate and on-time? What inputs do they need? Which do they not need? What outputs do they provide to the next department/ process? What are the drivers in the process? How do they measure their success? Eliminate unnecessary
15、processes Eliminate unnecessary data collection and recording Do I outsource?,51,2006 Stephen Rinsler,Improvement,Several methodologies Analyse errors, improve processes to eliminate errors Total quality management Six-sigma etc All have the same ends Measure process efficiency Design process improv
16、ement through Kaisan, quality circles, etc. Calculate cost of change Gain agreement for change Implement improvements using project management techniques Measure improvement,52,2006 Stephen Rinsler,Strategic Agenda for Supply Chain Management,Supply Chain Complexity Stakeholders and Matrix Management Global Supply Chains Global Supply Chain Risks Measurement, Simplification and Improvement Change Management External Infrastructure Trends Collaboration,53,2006 Stephen Rinsler,C
