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1、2-1,物流供应链战略和规划Logistics/Supply Chain Strategy and Planning,Chapter 2,“If you dont know where you want to go, any path will do.”,CR (2004) Prentice Hall, Inc.,2-2,公司战略Corporate Strategy,CR (2004) Prentice Hall, Inc.,战略是为公司的目标而定位的计划的提出过程Strategy is the process,whereby plans are formulated for position
2、ing the firm to meet its objectives.,战略的提出从定义公司的战略开始Strategy formulation begins with,defining a corporate strategy. This involves:,a.,Assessing needs, strengths, and weaknesses of the 4,major components:,-,customers,-,suppliers,-,competitors,-,the company itself,b.,“Visioning“ where counter,-,intuit
3、ive, unheard of, and,unconventional strategies are considered.,公司的战略转变为职能部门的战略Corporate strategies are,converted to more specific strategies for the various functional,areas of the firm such as logistics.,2-3,物流战略,物流的目标The objectives of logistics strategy are:,- 成本最小Minimize cost,- 投资最小Minimize inve
4、stment,- 客户服务水平最大Maximize customer service,物流规划的层级Levels of logistical planning:,- 战略Strategic,- 战术Tactical,- 运作Operational,供应链规划的4个问题The 4 problem areas of supply chain planning,- 客户服务水平Customer ser,vice levels,- 设施选址Facility location,- 库存决策Inventory decisions,- 运输决策Transportation decisions,什么时间规划W
5、hen to plan?,- No distribution network currently exists.,- There has been no re-evaluation in 5 years.,- When costs are changing rapidly, especially transport &,inventory.,- When markets have shifted.,- When current distribution economics encourage shifts.,- When there has been a major policy shift
6、in logistics such as in price,customer service, or investment level.,Recall the logistics strategy triangle,物流资产回报率Use ROLA,2-4,企业职能战略规划Corporate to Functional Strategic Planning,CR (2004) Prentice Hall, Inc.,2-5,物流规划过程 Flow of Logistics Planning,CR (2004) Prentice Hall, Inc.,2-6,物流目标Logistics Objec
7、tive,物流资产的回报率最大Maximize return on logistics assets (ROLA),物流对销售额的贡献Logistics contribution to sales,物流资产投入Investment in logistics assets,物流成本Costs of logistics operations,CR (2004) Prentice Hall, Inc.,决策领域 Decision area,战略Strategic,战术Tactical,运作Operational,运输 Transportation,方式选择Mode selection,Seasona
8、l equip-,ment leasing,Dispatching,库存 Inventories,Location, Control policies,Safety stock levels,Order filling,定单处理Order,processing,Order entry, transmittal,and processing system,design,Processing,orders, Filling,back orders,采购Purchasing,Development of supplier-,buyer relations,Contracting,Forward bu
9、ying,Expediting,仓储 Warehousing,Handling equipment,selection, Layout design,Space utilization,Order picking,and restocking,设施选址,Facility location,Number, size, and,location of warehouses,Strategic, Tactical, and Operational Decision Making,CR (2004) Prentice Hall, Inc.,2-7,2-8,制定物流战略的六个原则Six Concepts
10、 for Logistics Strategy Formulation,CR (2004) Prentice Hall, Inc.,2-9,物流中的成本冲突 A Cost Conflict in Logistics,CR (2004) Prentice Hall, Inc.,更多的成本冲突More Cost Conflicts,CR (2004) Prentice Hall, Inc.,2-10,2-11,Pure vs. Mixed Strategy,CR (2004) Prentice Hall, Inc.,2-12,选择适当的渠道战略 Choosing the Right Supply
11、Chain Strategy,低利润Low margin,高利润High margin,CR (2004) Prentice Hall, Inc.,2-13,供给入库Supply-to-stock,按单生产Supply-to-order,选择正确的供应链战略 Choosing the Right Supply Chain Strategy,2-14,产品分类Classification of Products,CR (2004) Prentice Hall, Inc.,2-15,对分类错误的产品采取的措施 Actions for Misclassified Products,CR (2004) Prentice Hall, Inc.,2-16,评估战略绩效,Source: Accenture Consulting,CR (2004) Prentice Hall, Inc.,1.现金流 2.成本节约 3.投资回报率,
