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1、Jump to first page.第三章第三章 供应链管理的驱动要素和测度供应链管理的驱动要素和测度Jump to first page第三章第三章.供应链管理的要素和障碍供应链管理的要素和障碍n第一节第一节.供应链性能的决定因素供应链性能的决定因素n第二节第二节.存货（存货（Inventory）n第三节第三节.运输运输 (Transportation)n第四节第四节.设施（设施（facilities）n第五节第五节.信息（信息（Information）n 第六节第六节. 资源（资源（Sourcing）n第七节第七节. 价格（价格（Pricing）Jump to first page第一节
2、第一节.供应链供应链性能的决定因素一一.为什么要研究供应链的要素为什么要研究供应链的要素n从目标看：从目标看：实现企业的竞争战略实现企业的竞争战略n从因果关系看从因果关系看:通过控制几大要素来控制供应链的响通过控制几大要素来控制供应链的响应能力与效率应能力与效率Jump to first pageDrivers of Supply Chain PerformancenFacilitiesuplaces where inventory is stored, assembled, or fabricated(制造) uproduction sites and storage sitesnInven
3、toryuraw materials, WIP, finished goods within a supply chainuinventory policiesnTransportationumoving inventory from point to point in a supply chainucombinations of transportation modes and routesJump to first pageDrivers of Supply Chain PerformancenInformationudata and analysis regarding inventor
4、y, transportation, facilities throughout the supply chainupotentially the biggest driver of supply chain performancenSourcingufunctions a firm performs and functions that are outsourcednPricinguPrice associated with goods and services provided by a firm to the supply chainJump to first pageJump to f
5、irst page二二.供应链供应链决策决策框架框架控制单独一个要素难以兼顾效率和响应能力，同时控制单独一个要素难以兼顾效率和响应能力，同时控控制六大要素制六大要素，用一个要素的优势来弥补其他要素的弱，用一个要素的优势来弥补其他要素的弱势，最后总体上使供应链效率和响应能力都提高。势，最后总体上使供应链效率和响应能力都提高。就象踢足球，如果你各方面都强，你可以是就象踢足球，如果你各方面都强，你可以是C罗，如罗，如果你某方面不强，但靠其他几方面来弥补，你仍然可果你某方面不强，但靠其他几方面来弥补，你仍然可以是梅西。以是梅西。我们在供应链管理中研究的所有决策问题其实就是针我们在供应链管理中研究的所有
6、决策问题其实就是针对这几个要素的决策问题。是供应链管理研究的具体对这几个要素的决策问题。是供应链管理研究的具体化。化。Jump to first page第三章第三章.供应链管理的要素和障碍供应链管理的要素和障碍n第一节第一节.供应链绩效的要素供应链绩效的要素n第二节第二节.存货（存货（Inventory）n第三节第三节.运输运输 (Transportation)n第四节第四节.设施（设施（facilities）n第五节第五节.信息（信息（Information）n 第六节第六节. 资源（资源（Sourcing）n第七节第七节. 价格（价格（Pricing）Jump to first page
7、第二节.存货（Inventory）一一.定义定义Inventory is all raw materials , work in process ,and finished goods within a supply chain. 是是指供应链中流动的指供应链中流动的物品物品，不是不是指指仓仓储设施储设施，不要混淆概念。，不要混淆概念。Jump to first page二二.存货存货决策决策的框架的框架竞竞争争战战略略供供应链战应链战略略存存货货运运输输设设施施信息信息效率效率反反应应能力能力周转存货安全存货季节性存货能否满足客户需求成本和响应速度Jump to first pagenInv
8、entory exists because of a mismatch between supply and demanduMismatch is intentional（故意的） at a retailer store where inventory is held in anticipation of future demandnThe role that inventory play in the supply chain is uTo increase the amount of demand that can be satisfied by having the product re
9、ady and available when customer wants it. uTo reduce cost by exploiting economies of scale that may exist during production and distribution.nMajor source of cost and influence on responsiveness (例如：服装供应链)Inventory: Role in the Supply ChainJump to first pageInventory: Role in Competitive StrategynIf
10、 responsiveness is a strategic competitive priority, a firm can locate larger amounts of inventory closer to customersnIf cost is more important, inventory can be reduced to make the firm more efficientnTrade-offuImplicit in the inventory driver is between the responsiveness that results from more i
11、nventory and the efficiency that results from less inventory. nExample NordstromJump to first pageJump to first pageComponents of Inventory DecisionsnCycle inventoryuAverage amount of inventory used to satisfy demand between shipmentsuDepends on lot sizenSafety inventoryuinventory held in case deman
12、d exceeds expectationsucosts of carrying too much inventory versus cost of losing salesnSeasonal inventoryuinventory built up to counter predictable variability in demanducost of carrying additional inventory versus cost of flexible productionnOverall trade-off: Responsiveness versus efficiencyumore
13、 inventory: greater responsiveness but greater costuless inventory: lower cost but lower responsivenessJump to first pagenInventory-related metricsuCash-to-cash cycle time（应收账款，应付账款）uAverage inventoryuInventory turns（周转次数）uProducts with more than a specified number of days of inventory（滞销）uAverage r
14、eplenishment batch sizeuAverage safety inventoryuSeasonal inventoryuFill rateuFraction of time out of stockuObsolete inventory（沉没成本）Components of Inventory DecisionsJump to first pageLittles law衡量存货流动速度的公式衡量存货流动速度的公式(1)物流时间物流时间T(Material flow time)从物料进入供应链时起，其存在于供应链内部的全部从物料进入供应链时起，其存在于供应链内部的全部时间。时间。
15、(2)传送率传送率R(Throughput)单位时间内的产品销量。单位时间内的产品销量。 I=RT 存货量的大小等于物流时间和传送率的乘积。存货量的大小等于物流时间和传送率的乘积。Jump to first page第三章第三章.供应链管理的要素和障碍供应链管理的要素和障碍n第一节第一节.供应链绩效的要素供应链绩效的要素n第二节第二节.存货（存货（Inventory）n第三节第三节.运输运输 (Transportation)n第四节第四节.设施（设施（facilities）n第五节第五节.信息（信息（Information）n第六节第六节. 资源（资源（Sourcing）n第七节第七节. 价格
16、（价格（Pricing）Jump to first page第三节.运输 (Transportation)一一.定义定义 把供应链中的存货从一点移动到另外一把供应链中的存货从一点移动到另外一点的活动。点的活动。Jump to first page二二.运输决策的框架运输决策的框架竞竞争争战战略略供供应链战应链战略略运运输输存存货货设设施施信息信息效率效率反反应应能力能力运输模式路径网络自主/外包能否满足客户需求成本和响应速度Jump to first pageTransportation: Role in the Supply ChainnMoves the product between s
17、tages in the supply chainnImpact on responsiveness and efficiencynFaster transportation allows greater responsiveness but lower efficiencynAlso affects inventory and facility locations. Jump to first pageTransportation: Role in the Competitive StrategynIf responsiveness is a strategic competitive pr
18、iority, then faster transportation modes can provide greater responsiveness to customers who are willing to pay for itnCan also use slower transportation modes for customers whose priority is price (cost)nCan also consider both inventory and transportation to find the right balancenExample: Blue Nil
19、e（钻石商，中心存储，和FEDEX战略联盟）Jump to first pageComponents of Transportation DecisionsnDesign of transportation networkunetwork: collection of transportation mode, locations and routesnMode of transportation: uair, truck, rail, ship, pipeline, electronic transportationuvary in cost, speed, size of shipment,
20、 flexibilitynRoute selectionuroute: path along which a product is shippednOverall trade-off: Responsiveness versus efficiencyJump to first pageComponents of Transportation DecisionsnTransportation-related metricsuAverage inbound transportation costuAverage income shipment sizeuAverage inbound transp
21、ortation cost per shipmentuAverage outbound transportation costuAverage outbound shipment sizeuAverage outbound transportation cost per shipmentuFraction transported by modeJump to first page第三章第三章.供应链管理的要素和障碍供应链管理的要素和障碍n第一节第一节.供应链绩效的要素供应链绩效的要素n第二节第二节.存货（存货（Inventory）n第三节第三节.运输运输 (Transportation)n第四
22、节第四节.设施（设施（facilities）n第五节第五节.信息（信息（Information）n第六节第六节. 资源（资源（Sourcing）n第七节第七节. 价格（价格（Pricing）Jump to first page第四节第四节.设施（设施（facilities）一一. 定义定义 供应链网络中存贮、装配、加工供应链网络中存贮、装配、加工存货的存货的场所场所。生产生产和和存贮存贮场所是场所是两类主要的设施。两类主要的设施。Jump to first page二二.设施决策的框架设施决策的框架竞竞争争战战略略供供应链战应链战略略设设施施存存货货运运输输信息信息效率效率反反应应能力能力位置
23、能力加工方式能否满足客户需求成本和响应速度仓储方式 Jump to first pageFacilitiesnRole in the supply chainuthe “where” of the supply chainumanufacturing or storage (warehouses)nRole in the competitive strategyueconomies of scale (efficiency priority)ularger number of smaller facilities (responsiveness priority)nExample: Toyot
24、a（响应所有顾客需求）Jump to first pageComponents of Facilities DecisionsnLocationucentralization (efficiency) vs. decentralization (responsiveness)uother factors to consider (e.g., proximity to customers)nCapacity (flexibility versus efficiency)nOverall trade-off: Responsiveness versus efficiencyuBetween the
25、 cost of the number, location and type of facilities (efficiency) and the level of responsiveness the these facilities provide the companys customers. Jump to first pageComponents of facilities decisionsnFacility-related metricsuCapacityuUtilizationuProcessing/setup/down/idle timeuProduction cost pe
26、r unituQuality lossesuTheoretical flow/cycle time of productionuActual average flow/cycle timeJump to first page第三章第三章.供应链管理的要素和障碍供应链管理的要素和障碍n第一节第一节.供应链绩效的要素供应链绩效的要素n第二节第二节.存货（存货（Inventory）n第三节第三节.运输运输 (Transportation)n第四节第四节.设施（设施（facilities）n第五节第五节.信息（信息（Information）n第六节第六节. 资源（资源（Sourcing）n第七节第七节
27、. 价格（价格（Pricing）Jump to first page第五节第五节.信息（信息（Information）一一.定义定义 Information consists of data and analysis regarding inventory , transportation , facilities , and customers throughout the supply chain.Jump to first page二二.设施决策的框架设施决策的框架竞竞争争战战略略供供应链战应链战略略信息信息存存货货运运输输设设施施效率效率反反应应能力能力推/拉协同与共享预测与计划能否满
28、足客户需求成本和响应速度使能技术 Jump to first pageInformation: Role in the Supply ChainnThe connection between the various stages in the supply chain allows coordination between stagesnCrucial to daily operation of each stage in a supply chain e.g., production scheduling, inventory levelsJump to first pageInformat
29、ion: Role in the Competitive StrategynAllows supply chain to become more efficient and more responsive at the same time (reduces the need for a trade-off)nThe tremendous growth of the importance of Information technology is a testimony（证据） to the impact that information can have on improving a compa
30、ny. nWhat information is most valuable in reducing cost and improving responsiveness within a supply chainnExample: Andersen Windows(设计构件库，实时报价)，Sunsweet Growers(S&OP计划，预测准确率提高，供需匹配更好)Jump to first pageComponents of Information DecisionsnPush (MRP？) versus pull (demand information transmitted quickl
31、y throughout the supply chain)nCoordination and information sharingnForecasting and aggregate planningnEnabling technologiesuEDIuInternetuERP systemsuSupply Chain Management softwarenOverall trade-off: Responsiveness versus efficiencyJump to first pageComponents of Information DecisionsnInformation-
32、related metricsuForecast horizonuFrequency updateuForecast erroruSeasonal factorsuVariance from planuRatio of demand variability to order variabilityJump to first page第三章第三章.供应链管理的要素和障碍供应链管理的要素和障碍n第一节第一节.供应链绩效的要素供应链绩效的要素n第二节第二节.存货（存货（Inventory）n第三节第三节.运输运输 (Transportation)n第四节第四节.设施（设施（facilities）n第
33、五节第五节.信息（信息（Information）n第六节第六节. 资源（资源（Sourcing）n第七节第七节. 价格（价格（Pricing）Jump to first pageSourcing: Role in the Supply ChainnSet of business processes required to purchase goods and services in a supply chainnSingle vs. multiple suppliers, supplier selection, contract negotiationJump to first pageSou
34、rcing: Role in the Competitive StrategynSourcing decisions are crucial because they affect the level of efficiency and responsiveness in a supply chainnIn-house vs. outsource decisions- improving efficiency and responsivenessnExample: Cisco（低端外包中国厂商，高端外包美国厂商）Jump to first pageComponents of Sourcing
35、DecisionsnIn-house versus outsource decisionsnSupplier evaluation and selectionnProcurement processnOverall trade-off: Increase the supply chain profitsJump to first pageComponents of Sourcing DecisionsnSourcing-related metricsuDays payable outstandinguAverage purchase priceuRange of purchase priceu
36、Average purchase quantityuSupply qualityuSupply lead timeuFraction of on-time deliveriesuSupplier reliabilityJump to first page第三章第三章.供应链管理的要素和障碍供应链管理的要素和障碍n第一节第一节.供应链绩效的要素供应链绩效的要素n第二节第二节.存货（存货（Inventory）n第三节第三节.运输运输 (Transportation)n第四节第四节.设施（设施（facilities）n第五节第五节.信息（信息（Information）n第六节第六节. 资源（资源（S
37、ourcing）n第七节第七节. 价格（价格（Pricing）Jump to first pagePricing: Role in the Supply ChainnPricing determines the amount to charge customers in a supply chainuPricing affects the customer segments to buy product.nPricing strategies can be used to match demand and supplyJump to first pagePricing: Role in the
38、 Competitive StrategynFirms can utilize optimal pricing strategies to improve efficiency and responsivenessuLow price and low product availability (Costco); uvary prices by response times (manufacturing)nExample: uAmazon offers its customer a large menu of prices for products that are purchased from
39、 the company.Jump to first pageComponents of Pricing DecisionsnPricing and economies of scaleuMany supply chain activities display economies of scale.nEveryday low pricing versus high-low pricinguCostco practices every low pricinguMost supermarkets practice high-low pricingnFixed price versus menu p
40、ricinguWhether company will charge a fixed price for its supply chain activities or have a menu with prices that vary with some attributes. nOverall trade-off: Increase the firm profitsuAll pricing decisions should be made with the objective of increasing firm profits. Jump to first pageComponents o
41、f Pricing DecisionsnPricing-related metricsuProfit marginuDays sales outstandinguIncremental fixed cost per orderuIncremental variable cost per unituAverage sale priceuAverage order sizeuRange of sale priceuRange of periodic salesJump to first pageIllustrate how the different drivers are utilized to
42、 meet the efficiency and responsiveness goals by a examplenDells direct model that minimizes the inventory levels thereby improving efficiency of their supply chain, and simultaneously involving in effective transportation system and Internet based customer order processing (information driver) to improve responsiveness. Jump to first pageTeamwork(5-6人一组人一组):n某企业某企业供应链分析n1，供应链流程（环节/推拉模型）n2，供应链战略匹配（战略匹配模型）n3，供应链要素（识别要素图谱）n4，如何利用驱动要素进行性能调整n10分钟讲解
