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1、GOM7,Supply Chain Mgmt1,GOM7,供应链管理 1,A Can of Coke,Smelting,Rolling,Can Making,Label,Filling,Distribution,Retailing,There are more opportunities in better management of global supply chains than you think,一罐可乐,澳大利亚矾土矿,冶炼,辊压,制罐,贴标签,填装,分销,零售,一个英国家庭的冰箱,改进全球供应链管理的机会之多超乎想象,A Can of Coke,Smelting,Rolling,
2、Can Making,Label,Filling,Distribution,Retailing,A British Household Refrigerator,Time in the Pipeline,319 Days,3 Hours of “Actual Work”,一罐可乐,澳大利亚矾土矿,冶炼,辊压,制罐,贴标签,填装,分销,零售,一个英国家庭的冰箱,流程时间,319 天,“实际工作” 3 小时,A Can of Coke,Why 319 days to do 3 hours of work?,Production is batched at every stage Transport
3、 is batched at every stage Product goes through an average of 14 storage lots and warehouses,Every step (plants, transports, warehouses, sales.) Is maximizing its own operational efficiency,Is this too much local optimization and not enough global optimization?,一罐可乐,为什么319天做3个小时的工作？,每个阶段批量生产 每个阶段批量运
4、输 每件产品平均经过14次存储和入库,每一步骤（工厂、运输、仓储、销售） 都在最大限度地提高其运转效率,是不是局部最优化过多而全球最优化不足？,SC Responsiveness,Consumers,Making the supply chains more responsive,Is not easy,Multiple parties Lagged & distorted information flows Variability and unpredictability Imbalance Specially for supply chains across national bounda
5、ries,供应链的响应能力,客户,提高供应链的响应能力,不容易,多方面 信息流滞后、扭曲 可变性和不可预测性 失衡 特别是跨国供应链,SC Responsiveness,Consumers,What can we do?,Coordinate the Supply Chain,Redesign the Supply Chain,Manage the Demand,Avoid the “Bullwhip” Effect,供应链的响应能力,客户,怎么办？,协调供应链,重新设计供应链,需求管理,避免 “皮鞭” 效应,SC Responsiveness,The “Bull whip” Effect O
6、rder variability tends to increase as we move up the supply chain like the “bull whip”,CONSUMERS,The “Beer Game” example,供应链的响应能力,“皮鞭” 效应 沿类似于皮鞭的供应链上移时，定单的可变性呈上升趋势,客户,“啤酒游戏” 示例,SC Responsiveness,Coordinate the supply chain 1. Share More Information,POS Data Forecasts (share and do jointly) Schedules
7、 (share and do collaboratively),供应链的响应能力,协调供应链 1. 增加共享信息,供应产品（POS） 数据 预测（共同分享与共同进行） 供应链计划（共同分享与协作进行）,SC Responsiveness,Coordinate the supply chain 2. Change Controls in the Channel,Supplier,Supplier,Supplier,供应链的响应能力,协调供应链 2. 改变渠道控制,供应商,供应商,供应商,Consumers,Intra-Operation Initiative,3. Create More Ope
8、rational Flexibility Invest in postponement Increase modularity Share platforms / Common components Reduce changeover costs (and batch sizes) Reduce weight of capacity utilization as KPI,供应链的响应能力,客户,运营内部举措,3. 创造更多的运营灵活性 延期方面的投资 增加模化程度 共享平台/共用元件 减少转换成本（和批量大小） 降低作为关键绩效指标（KPI）设备利用 率的重要性,Consumers,What
9、can we do?,Redesign the Supply Chain,Manage the Demand,Fit the supply chain to Products “clock speed”,供应链的响应能力,客户,怎么办？,协调供应链,减少供应链,需求管理,使供应链与产品的 “时钟速率”相适应,The root cause of the problems plaguing many supply chains is a mismatch between the type of product and the type of supply chain,SC Responsivene
10、ss,供应链的响应能力,造成问题困扰许多供应链的根本原因 在于产品类型和供应链类型不相匹配,SC Responsiveness,“Functional” vs. “Innovative” products Different “Clock Speeds”,“Functional” “Innovative” Gasoline Printers Pencils Digital cameras Cereals Fashion apparel,Fit the Supply Chain to Products “Clockspeed”,Functional Products Innovative Pro
11、ducts,Physically Efficient Supply Chain Market Responsive Supply Chain,供应链的响应能力,“功能” 产品对 “创新” 产品的 不同 “时钟速率”,“功能” 产品 “创新” 产品 汽油 打印机 铅笔 数码照相机 谷物 时装服饰,使供应链与产品的 “时钟速率”相适应,功能产品 创新产品,物理效率高的 供应链 市场响应型的 供应链,SC Responsiveness,供应链的反应能力,SC Responsiveness,供应链的响应能力,SC Responsiveness,Get out of the upper right ha
12、nd cell Toothpaste is a product category in which a move to the leftfrom innovative to functionalmakes sense. Yet because the industry has largely retained its emphasis on a physically efficient supply chain, most computer companies find themselves firmly positioned in the upper right-hand cell. A l
13、ean, efficient distribution channel is exactly right for functional cars but totally inappropriate for innovative cars, which require inventory buffers to absorb uncertainty in demand.,供应链的响应能力,脱离右侧单元上游 牙膏是一个产品类别，在这个类别中向左侧移动即从创新型移向功能型是合理的。 但是，由于该产业大都保持以物理效率供应链为重点，多数计算机公司发现自己牢牢地处于右侧单元上游的位置。 精益、高效的分销渠
14、道对功能型轿车来说完全正确，但是对创新型轿车来说则根本不适用，因其需要库存缓冲来吸收需求中的不确定性。,SC Responsiveness,Responsive supply of innovative products The first step is simply to accept that uncertainty is inherent in innovative products Once a company has accepted the uncertainty of demand, it can employ three coordinated strategies to m
15、anage that uncertainty: It can continue to strive to reduce uncertaintyfor example, by finding sources of new data that can serve as leading indicators or by having different products share common components as much as possible so that the demand for components becomes more predictable.,供应链的响应能力,创新产品的反应性供应 第一步只不过是接受这一事实：不确定性是创新产品所固有的。 一旦一个公司承认了需求的不确定性，它就可以运用三种相互协调的策略对这种不确定性予以管理： 它可以继续致力于降低不确定性譬如通过找到可以充当前导指标的新数据来源；或者通过让不同产品共享尽可能多的共用元件，以提高元件需求的可预测性。,SC Responsiveness,It can avoid uncertainty by cutting lead times and increasing the supply
