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1、该活动是否为企业之该活动是否为企业之核心能力收购核心能力收购Complex business practices are becoming essential for firms to survive and thrive, the necessary financial and managerial resources to implement these practices are becoming increasingly scarce.A company may not always be effective to perform all of these key business f
2、unctions in-house.2 2A company may find it effective to use other firm with special resources and technical knowledge to perform these functions.3 3確保與物流相關的企業功能之達成方法確保與物流相關的企業功能之達成方法1.1.內部活動內部活動內部活動內部活動(internal activities)(internal activities)l l該活動是否為企業之核心能力該活動是否為企業之核心能力該活動是否為企業之核心能力該活動是否為企業之核心能力？
3、2.2.收購收購收購收購(acquisition)(acquisition)l l缺點缺點缺點缺點困難、昂貴困難、昂貴困難、昂貴困難、昂貴組織文化組織文化組織文化組織文化被收購公司與收購公司之競爭對手之協議被收購公司與收購公司之競爭對手之協議被收購公司與收購公司之競爭對手之協議被收購公司與收購公司之競爭對手之協議3.3.一般性交易活動一般性交易活動一般性交易活動一般性交易活動(arms-length transaction)(arms-length transaction)l l欠缺欠缺欠缺欠缺長期長期長期長期策略優勢策略優勢策略優勢策略優勢4.4.策略聯盟策略聯盟策略聯盟策略聯盟(strat
4、egic alliance)(strategic alliance)4 4策略聯盟的定義策略聯盟的定義二家或以上公司之間二家或以上公司之間風險與報酬互相共享風險與報酬互相共享，屬於屬於多方面多方面、目標導向目標導向以及以及長期長期的一種的一種夥夥伴關係伴關係。策略聯盟通常可對策略聯盟通常可對聯盟的聯盟的雙方雙方帶來帶來長期的長期的策略利益策略利益，共同目標共同目標將將促使雙方投入比一促使雙方投入比一般性交易活動更多的資源般性交易活動更多的資源。5 5問題討論問題討論畢展的公關組募款募得很辛苦畢展的公關組募款募得很辛苦情義相挺情義相挺情義相挺情義相挺 vs. vs. 策略聯盟策略聯盟策略聯盟策略
5、聯盟6 6策略聯盟的優點策略聯盟的優點1加值於產品加值於產品上市時效上市時效上市時效上市時效例如例如例如例如，JIT IIJIT II配銷時間配銷時間配銷時間配銷時間維修時間維修時間維修時間維修時間互補產品之加值互補產品之加值互補產品之加值互補產品之加值例如，蘋果購物通例如，蘋果購物通例如，蘋果購物通例如，蘋果購物通(電視購物電視購物電視購物電視購物+ +日報日報日報日報) )改善市場獲取能力改善市場獲取能力例如，例如，例如，例如，7-117-11預購年菜預購年菜預購年菜預購年菜 地區行銷公司地區行銷公司地區行銷公司地區行銷公司7 7策略聯盟的優點策略聯盟的優點2強化營運能力強化營運能力例如例
6、如例如例如，Third-parity logisticsThird-parity logistics增加技術上的優勢增加技術上的優勢例如例如例如例如，汽車製造商的燈具、輪胎汽車製造商的燈具、輪胎汽車製造商的燈具、輪胎汽車製造商的燈具、輪胎、儀表板、儀表板、儀表板、儀表板強化策略性的成長強化策略性的成長 例如例如例如例如，連續劇的置入性行銷，連續劇的置入性行銷，連續劇的置入性行銷，連續劇的置入性行銷加強組織的技能加強組織的技能JITIIJITII建立財務上的優勢建立財務上的優勢例如，例如，例如，例如，7-117-11預購年菜預購年菜預購年菜預購年菜8 8案例討論案例討論網路商店與宅配業者聯盟網路
7、商店與宅配業者聯盟食品製造商與便利商店聯盟食品製造商與便利商店聯盟學校與業界聯盟學校與業界聯盟到稅捐稽徵處實習到稅捐稽徵處實習到稅捐稽徵處實習到稅捐稽徵處實習9 9Case Study IBMStrategyMicroprocessor Microprocessor Intel IntelOperating system Operating system Microsoft MicrosoftResultRelease PC to market within 15 monthsRelease PC to market within 15 monthsWithin three years IBM
8、 replaced Apple Within three years IBM replaced Apple Computer as the number one supplier of PCComputer as the number one supplier of PCBut, now賣給聯想啦賣給聯想啦賣給聯想啦賣給聯想啦1010策略聯盟的可能缺點策略聯盟的可能缺點核心優勢之削減核心優勢之削減與競爭者之差異減弱與競爭者之差異減弱1111問題討論問題討論Nike的製造委外策略是否有的製造委外策略是否有控製權喪失控製權喪失的的風險？風險？1212案例討論案例討論La Pavoni in Ita
9、lyWholesaler of La Pavoni in TaiwanPartnership of wholesalerRetailer of La Pavoni in Taiwan1313問題問題物流設施的成本昂貴物流設施的成本昂貴倉儲倉儲、運輸、資訊、運輸、資訊系統系統商品具季節性需求、需求零散商品具季節性需求、需求零散1414Third Party Logistics (3PL)What is 3PL?Outside firmsOutside firms perform perform materials materials managementmanagement and and lo
10、gistics functionslogistics functionsLong term commitmentsLong term commitments and and multiple multiple functionsfunctions1515Advantages of 3PLFocus on core strengthsProvides technological flexibility例如，導入例如，導入例如，導入例如，導入RFIDRFID、自動檢貨系統、自動檢貨系統、自動檢貨系統、自動檢貨系統Provides flexibility ingeographygeographywo
11、rkforce sizeworkforce sizeadditional servicesadditional servicesresource flexibilityresource flexibility1616Disadvantages of 3PLLoss of control3PL employees may interact with 3PL employees may interact with customerscustomers3PLs address this with uniforms, logos, etc3PLs address this with uniforms,
12、 logos, etcSharing of confidential information1717Examples of 3PLSimmons and Ryder Integrated LogisticsOn site rep, all logistics managed by Ryder, On site rep, all logistics managed by Ryder, 2000050000 inventory 2000050000 inventory JIT manufacturingJIT manufacturingSonic AirRapid delivery of spar
13、e partsRapid delivery of spare parts67 warehouses67 warehousesSophisticated software for inventory and rapid Sophisticated software for inventory and rapid deliverydelivery18183PL的議題及要求的議題及要求1.知道自己的成本知道自己的成本 n比較外包前後的成本差異比較外包前後的成本差異比較外包前後的成本差異比較外包前後的成本差異2.3PL的顧客導向的顧客導向3.第三方物流的專業化第三方物流的專業化 1.倉儲業者倉儲業者倉
14、儲業者倉儲業者( (常溫、低溫常溫、低溫常溫、低溫常溫、低溫)2.貨運業者貨運業者貨運業者貨運業者3.快遞業者快遞業者快遞業者快遞業者4.自有資產的自有資產的3PL相對於非自有資產相對於非自有資產3PL 1919自有資產的自有資產的3PL優點優點優點優點較大的規模較大的規模較大的規模較大的規模充足的人力資源充足的人力資源充足的人力資源充足的人力資源龐大的顧客基礎龐大的顧客基礎龐大的顧客基礎龐大的顧客基礎經濟規模與範疇經濟規模與範疇經濟規模與範疇經濟規模與範疇適當的系統支援適當的系統支援適當的系統支援適當的系統支援缺點缺點缺點缺點工作授與自有部門工作授與自有部門工作授與自有部門工作授與自有部門官
15、僚官僚官僚官僚決策制定週期較長決策制定週期較長決策制定週期較長決策制定週期較長2020非自有資產的非自有資產的3PL優點優點彈性彈性彈性彈性提供客製化服務提供客製化服務提供客製化服務提供客製化服務可自由地組合及搭配不同的可自由地組合及搭配不同的可自由地組合及搭配不同的可自由地組合及搭配不同的3PL3PL提供者提供者提供者提供者較低間接成本較低間接成本較低間接成本較低間接成本缺點缺點資源有限資源有限資源有限資源有限議價能力較低議價能力較低議價能力較低議價能力較低21213PL執行議題執行議題1任何任何3PL聯盟剛開始的聯盟剛開始的六個月到一年六個月到一年的期間是的期間是最困難也是最關鍵的時刻。雙
16、方必須明白這是最困難也是最關鍵的時刻。雙方必須明白這是一個一個互利並且風險與報酬共擔互利並且風險與報酬共擔的第三方聯盟。的第三方聯盟。參與者必須認定對方為參與者必須認定對方為夥伴夥伴即沒有任何一位即沒有任何一位成員可以採取一種成員可以採取一種交易價格交易價格的心態。的心態。有效的有效的溝通溝通僱用服務的公司中僱用服務的公司中僱用服務的公司中僱用服務的公司中，管理者之間必須互相溝通管理者之間必須互相溝通管理者之間必須互相溝通管理者之間必須互相溝通公司與公司與公司與公司與3PL3PL提供者提供者提供者提供者之的溝通之的溝通之的溝通之的溝通技術層面上，雙方的系統需能溝通技術層面上，雙方的系統需能溝通
17、技術層面上，雙方的系統需能溝通技術層面上，雙方的系統需能溝通避免使用避免使用避免使用避免使用專屬資訊系統的專屬資訊系統的專屬資訊系統的專屬資訊系統的3PL3PL提供者提供者提供者提供者，因其將難與其他，因其將難與其他，因其將難與其他，因其將難與其他系統整合。系統整合。系統整合。系統整合。22223PL執行議題執行議題23PL提供者必須尊重雇主提供給他們的提供者必須尊重雇主提供給他們的資料的隱密性資料的隱密性，不使其公開。，不使其公開。例如，牌含例如，牌含例如，牌含例如，牌含20%20%面霜的面紙將上市面霜的面紙將上市面霜的面紙將上市面霜的面紙將上市明確的明確的績效評估標準績效評估標準必須要必須
18、要雙方都同意雙方都同意應討論關於應討論關於轉包商所需具備的明確準則轉包商所需具備的明確準則應在應在簽約前考慮簽約前考慮仲裁議題仲裁議題例如，例如，例如，例如，5-15-1勞動節、全國大罷工勞動節、全國大罷工勞動節、全國大罷工勞動節、全國大罷工例外條款例外條款應被協議納入合約中應被協議納入合約中應討論應討論確保績效目標達成之方法確保績效目標達成之方法2323Variation in demand to suppliers from retailers in traditional retailer-supplier relationships is far greater than the va
19、riation in demand seen by retailers. Suppliers have far better knowledge of their lead times and production capacities than retailers do.2424案例案例GF3將上市，將上市，GF2開始降價促銷開始降價促銷2525問題討論問題討論1擁有擁有上千種商品上千種商品的大賣場的大賣場牌紙尿片平均一週賣幾包？牌紙尿片平均一週賣幾包？牌紙尿片平均一週賣幾包？牌紙尿片平均一週賣幾包？需有一定水準的安全存量需有一定水準的安全存量需有一定水準的安全存量需有一定水準的安全存量是否
20、已達再訂購點？是否已達再訂購點？是否已達再訂購點？是否已達再訂購點？Vs.牌紙尿片的運籌部門牌紙尿片的運籌部門大台北區的平均一週需求為何大台北區的平均一週需求為何大台北區的平均一週需求為何大台北區的平均一週需求為何產銷平衡計劃產銷平衡計劃產銷平衡計劃產銷平衡計劃哪些賣場該進行配送哪些賣場該進行配送哪些賣場該進行配送哪些賣場該進行配送2626問題討論問題討論2Coca Cola在頂好、松青、在頂好、松青、7-11都有上架，都有上架，頂好將於下週打八折頂好將於下週打八折行銷策略的保密性行銷策略的保密性？經由經由VMI系統，賣場庫存大量下降系統，賣場庫存大量下降該該賣場利用多餘空間銷售競爭者商品賣場
21、利用多餘空間銷售競爭者商品？！？！Pepsi 很關心很關心Coca Cola zero的銷售狀況的銷售狀況 2727Types of Retailer-Supplier Partnerships (RSP)1Information sharingConsignmentschemeQuick responsestrategyVendor-ManagedInventorycontinuum2828Types of Retailer-Supplier Partnerships (RSP)2Quick Response: Vendors receive POS data from retailersV
22、endors receive POS data from retailers, , and use this information to and use this information to synchronizesynchronize productionproduction and and inventory activitiesinventory activities at the at the supplier. supplier. The The retailer still prepares individual retailer still prepares individu
23、al ordersorders, but the , but the POS data is used by the POS data is used by the supplier to improve forecasting and supplier to improve forecasting and schedulingscheduling. .2929Continuous Replenishment:Continuous Replenishment: Vendors receive Vendors receive POS data and use it prepare shipmen
24、ts at POS data and use it prepare shipments at previously agreed upon intervals to maintain previously agreed upon intervals to maintain agreed to levels of inventoryagreed to levels of inventory. . Wal-Mart, KmartWal-Mart, KmartAdvanced Continuous Replenishment:Advanced Continuous Replenishment: Su
25、ppliers may Suppliers may gradually decrease inventory gradually decrease inventory levelslevels at the retailers store or distribution at the retailers store or distribution center as long as center as long as service levelsservice levels are metare met. . Inventory levels are thus continuously Inv
26、entory levels are thus continuously improved in a structured way.improved in a structured way.Types of RSP33030Vendor-Managed Inventory (VMI):JITDThe The supplier decides on the appropriate supplier decides on the appropriate inventory levelsinventory levels of each of the products of each of the pr
27、oducts (within previously agreed-upon bounds) (within previously agreed-upon bounds) and the and the appropriate inventory policies to appropriate inventory policies to maintain these levelsmaintain these levels. In the . In the initial stagesinitial stages, , vendor suggestions must be approved by
28、vendor suggestions must be approved by the retailerthe retailer, but eventually , but eventually the the goal of goal of many VMI programsmany VMI programs is to is to eliminate retailer eliminate retailer oversight on specific ordersoversight on specific orders. .Types of RSP43131RSP 的主要特徵的主要特徵 類型類
29、型決策制定者決策制定者存貨擁有者存貨擁有者供供應應商商使使用用的的新新技術技術快速回應快速回應零售商零售商零售商零售商預測技巧預測技巧持續補貨持續補貨契契約約協協議議的的水水準準二二者者皆皆有有可可能能預測及存貨控制預測及存貨控制進進階階的的持持續續補補貨貨契契約約協協議議的的與與連連續續改改善善的的水水準準二二者者皆皆有有可可能能預測及存貨控制預測及存貨控制VMI供應商供應商二二者者皆皆有有可可能能零售管理零售管理3232Requirements for Effective RSP1Advanced information systemsTo cut down on To cut down
30、on data transfer timedata transfer time and and entry mistakesentry mistakesTop management commitmentInformationInformation must be must be sharedsharedPower and responsibilityPower and responsibility within an within an organization might organization might changechange (for example, (for example,
31、contact with customers switches from contact with customers switches from sales and marketing to logistics)sales and marketing to logistics)3333Requirements for Effective RSP2Mutual trustInformation sharingInformation sharingManagement of the entire supply chainManagement of the entire supply chainI
32、nitial loss of revenuesInitial loss of revenues3434Inventory ownership in RSPWho makes the replenishment decisions?Shared information Shared decisionRetailer owns inventorySupplier owns the goods until they are sold (consignment)Lower inventory costsLower inventory costsMore concerned with managing
33、inventory as More concerned with managing inventory as effectively as possibleeffectively as possibleAllows the supplier to coordinate distribution Allows the supplier to coordinate distribution and production, thus reducing total cost.and production, thus reducing total cost.3535Important RSP Issue
34、sInventoryOwnershipJoint forecastingMeshed planning cyclesJoint product development3636Issue in RSP Implementation1Performance measures:POS accuracyPOS accuracyShipment and delivery accuracyShipment and delivery accuracyLead timesLead timesFill rateFill rateInventory levelInventory levelInventory tu
35、rnsInventory turnsConfidentialityCommunication and cooperation3737Steps in RSP ImplementationContractual negotiationsContractual negotiations OwnershipOwnership Credit termsCredit terms Ordering decisionsOrdering decisions Performance measuresPerformance measuresDevelop or integrate information syst
36、emsDevelop or integrate information systemsDevelop effective forecasting techniquesDevelop effective forecasting techniquesDevelop a tactical decision support tool to Develop a tactical decision support tool to assist in coordinating inventory management assist in coordinating inventory management a
37、nd transportation policiesand transportation policies3838Advantages of RSP1Fully utilize system knowledgeConsider the partnership between White-Consider the partnership between White-Hall Robbins (W-R), who makes over-the-Hall Robbins (W-R), who makes over-the-counter drugs such as Advil, and Kmart.
38、 counter drugs such as Advil, and Kmart. W-R initially disagreed with Kmart about W-R initially disagreed with Kmart about forecasts, and in this case, it turned out forecasts, and in this case, it turned out that W-R forecasts were more accurate that W-R forecasts were more accurate because they ha
39、ve a much more extensive because they have a much more extensive knowledge of their products than Kmart knowledge of their products than Kmart does.does.3939Advantages of RSP2Decrease required inventory levelsImprove service levelsDecrease work duplicationImprove forecasts4040Disadvantages of RSPExp
40、ensive advanced technology is required.Supplier/retailer trust must be developed.Supplier responsibility increases.Expenses at the supplier often increase.例如例如例如例如，額外管理成本、直接運送到商店的運送額外管理成本、直接運送到商店的運送額外管理成本、直接運送到商店的運送額外管理成本、直接運送到商店的運送成本成本成本成本4141案例案例水晶瓶於高雄的門市有庫存，一週內可到水晶瓶於高雄的門市有庫存，一週內可到貨貨門市的清潔液售完門市的清潔液
41、售完.從另一門市調貨一從另一門市調貨一小時後送達小時後送達音響送修後三天修復送回音響送修後三天修復送回The dealer creates the image of a company that doesnt just stand behind its products but with its products anywhere in the world. (Donald Fites, CEO of Caterpillar)4242配銷商整合配銷商整合Distributor Integration (DI)即使是一個強而有效的配銷商網路也即使是一個強而有效的配銷商網路也無法一直無法一直滿足顧
42、客的要求滿足顧客的要求，例如一個緊急訂單，例如一個緊急訂單(rush order)可能沒辦法從存貨中及時調出，或是顧可能沒辦法從存貨中及時調出，或是顧客可能會要求一些供應商本身不具備的專業化客可能會要求一些供應商本身不具備的專業化技術。技術。過去過去這些議題乃是藉這些議題乃是藉增加存貨增加存貨及及人員人員來克服在來克服在執行上的障礙，其中對配銷商或製造商皆然。執行上的障礙，其中對配銷商或製造商皆然。 現今現今資訊系統的科技引導出第三種解決方案，資訊系統的科技引導出第三種解決方案，配銷商被整合配銷商被整合在一起在一起，使某個配銷商的專業知使某個配銷商的專業知識及存貨，可以提供給其他的配銷商使用識
43、及存貨，可以提供給其他的配銷商使用。 4343Types of distributor integrationInventory-relatedInventory-related DI can be used to create a DI can be used to create a large pool of inventory large pool of inventory across the entire distributor networkacross the entire distributor network, , lowering lowering total invent
44、ory costs while raising service levelstotal inventory costs while raising service levels. . ( (經銷商的合約中規定，在某些情況下可交換零件並取經銷商的合約中規定，在某些情況下可交換零件並取經銷商的合約中規定，在某些情況下可交換零件並取經銷商的合約中規定，在某些情況下可交換零件並取得共同約定的價款。得共同約定的價款。得共同約定的價款。得共同約定的價款。) )Service-relatedService-related DI can be used to meet a customers speciali
45、zed DI can be used to meet a customers specialized technical service requests by steering these technical service requests by steering these requests to the distributors best suited to address requests to the distributors best suited to address them.them. Different distributors build expertise in di
46、fferent Different distributors build expertise in different areas.areas.4444案例案例耳代理商機耳代理商機耳機專門店耳機專門店4545What is required for DITrustPledgesGuarantees from the manufacturerAdvanced information systems4646Disadvantages of DIIncentives for dealers are they giving away competitive advantages?Skills and responsibilities are taken from some dealers/distributors.4747案例案例我自願少賺一點不行嗎我自願少賺一點不行嗎？4848
