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1、供應鏈管理的策略架構供應鏈管理的策略架構A Strategic Framework for Supply Chain ManagementAnthony Han 韓華Chopra & Meindl CH. 1-3Rev. 2004 1 11 E5韓華韓華 教授教授2Outline綱要綱要 A supply chain strategy framework (Ch1)y Two Process Viewsy Cycle Viewy Push/Pull View Achieving Strategic Fit and Scope (Ch 2) Supply Chain Drivers and Ob
2、stacles (Ch3)y Trade-off Efficiency and Responsiveness 供應鏈策架構 (Ch1) y 個觀點y 週期觀點y 推觀點 策定位 (Ch 2) 驅與阻 (Ch3) y 效與回應間之權衡结易思然顾问资料 韓華韓華 教授教授3Flows in a Supply Chain供應鏈內的流動供應鏈內的流動CustomerInformationProductCash/FundsSupplier(Transaction)*日本物協會:物; ; 商; 情報韓華韓華 教授教授4Cycle View of A Supply Chain供應鏈的週期觀供應鏈的週期觀 O
3、rder Cycle (in general)-order transmission-order processing-order preparation-order shipping Cycle View (pp. 8-12)-Divide into (order) four cycles-Good for operational decisions 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结易思然顾问资料 韓華韓華 教授教授5Four Cycles of Supply Chain供應鏈四個週期Customer Order CycleRe
4、plenishment CycleManufacturing CycleProcurement CycleCustomer顧客Retailer售商Distributor通商Manufacturer 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韓華教授-啟動供應鏈的價值創造供應商 顧客成品原製造商WIP WIP採購週期製造週期補貨週期顧客訂單週期通商D RFGFG成品Supply Chain Drawing供應鏈繪製结易思然顾问资料 韓華韓華 教授教授7Push/Pul
5、l Process View推推/拉的流程觀拉的流程觀 Divide by OP (Order Penetration) point Sharman Push Process (Speculation)y Before OP pointy Process in anticipation ofcustomer orders Pull Process (Postponement)y After OP pointy Process in response ofcustomer orders Push/Pull View is good for strategic planning 由 OP訂單穿透點
6、區分 推的程 (先為 )y 在 OP點前y 為預期客戶訂單準備 的程 (延遲 )y 在 OP點之後y 為回應實際訂單的需求 推現象有助於供應鏈(跨企業 )策規劃韓華韓華 教授教授8Push and Pull View of A Supply Chain供應鏈的推拉流程示意圖供應鏈的推拉流程示意圖Procurement,Manufacturing andReplenishment cycles-Customer Order Cycle-Order Fufillment(交單)Customer OrderArrivesPUSH PROCESSESPULL PROCESSESOP Point訂單穿透
7、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，平啟動的程结易思然顾问资料 韓華韓華 教授教授9The Importance of Supply Chain供應鏈的重要性供應鏈的重要性Dells SuccessQuaker Oats Lesson (p.17)y $1.7B bought Snapple in 1994.12. y Two distinct supply chains y Cant create synergy and SC valuey Sold to Triarc about $300M 1997.4.成功案： Dell失敗案：桂格麥片y
8、1994以 17億美元購入 Snapple y 個同性質的供應鏈y 無法創造績效與價值y 1999以 300萬美元賣出 .韓華韓華 教授教授10Examples of Supply Chains供應鏈實例供應鏈實例 Micron Electronics: Direct Sales Manufacturing 7-Eleven: Convenience Store W.W. Grainger / McMaster-Carr: MRO Toyota: Global Auto Manufacturer Amazon / Borders / Barnes and NobleWhat are some
9、key issues in these supply chains?-Very Good for Group discussion-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 ?结易思然顾问资料 韓華韓華 教授教授11Strategic Fit of a Supply Chain供應鏈的策略配適供應鏈的策略配適(Chapter 2) Company Strategy: (mission/vision)y Define target customers to satisfy through its p
10、roducts and services Supply Chain Strategy MUST support Company/Corporate Strategy(第二章 )公司策： (任務 /願景 )y 定義目標顧客y 用產品與服務去滿足供應鏈策必須要支持公司企業的策韓華韓華 教授教授12Business (Competitive) Strategy企業策略實例企業策略實例Examples:y Wal-Mart: Everyday Low Price; Product Varietyy McMaster Carr: Next-day Delivery; Product Varietyy D
11、ell: Customizationy Compaq: Availabilityy 7-Eleven: Convenience (Time/Place Utility)實：y 沃瑪：每天低價產品多樣y McMaster Carr：次日送達產品多樣y Dell：客製化y Compaq：現貨性y 7-Eleven：性(時間 /空間效用 )结易思然顾问资料 韓華韓華 教授教授13How to Achieve Strategic Fit如何達到策略配適如何達到策略配適1. Understanding the Customer2. Understanding the Supply Chain3. Mak
12、e Strategic Fit1.瞭解客戶2.瞭解供應鏈3.進策配適韓華韓華 教授教授14Step 1: Understanding the Customer瞭解客戶瞭解客戶y Lot size 批y Response time回應時間y Service level服務水準y Product variety多樣化y Price 價格y Innovation 創新ImpliedDemand Uncertainty隱含的需求確定性Customer Demand Attributes客戶需求屬性结易思然顾问资料 韓華韓華 教授教授15Impact of Customer Needs客戶需求的影響Lo
13、w低 High高價格Price回應性ResponsivenessCustomer Need客戶需求隱含的需求定性Implied Demand Uncertainty洗衣粉Detergent服飾High FashionImpact of Customer Needs on Implied Demand Uncertainty Table 2.1 p.30韓華韓華 教授教授16Step 2: Understand the Supply Chain瞭解供應鏈瞭解供應鏈 Supply Chain (Performance) Attributes供應鏈 (績效 )屬性y Response time 回應
14、時間y Service level服務水準y Product variety 產品多樣性y Price 價格y Innovation 創新Supply Chain Responsiveness供應鏈回應性结易思然顾问资料 韓華韓華 教授教授17Cost-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 for a given responsiveness level顯示對應固定回應水平上最高的成本效Upgrade by technology由科技提升韓華韓華 教授教授18Step 3: Achieving Strategic Fit完成策略配適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BarilliaDell结易思然顾问资料 韓華韓華 教授教授19BarillaThe Choice of Italy韓華韓華 教授教授20Strategic 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结易思然顾问资料 韓華韓華 教授教授2114. Other Issues About Strategic Fit
