供应链管理PPT课件.ppt

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1、Copyright 2001 by The McGraw-Hill Companies,Inc.All rights reserved.McGraw-Hill/Irwin1-1JAMESR.STOCK DOUGLASM.LAMBERTSTRATEGICLOGISTICSMANAGEMENTFOURTHEDITIONCHAPTER1LogisticsRoleintheEconomyandtheOrganizationCopyright 2001 by The McGraw-Hill Companies,Inc.All rights reserved.McGraw-Hill/Irwin1-3Tha

2、tpartofthesupplychainprocessthatplans,implements,andcontrolstheefficient,effectiveflowandstorageofgoods,services,andrelatedinformationfromthepoint-of-origintothepoint-of-consumptioninordertomeetcustomersrequirements.CouncilofLogisticsManagementLogisticsManagementDefinedCopyright 2001 by The McGraw-H

3、ill Companies,Inc.All rights reserved.McGraw-Hill/Irwin1-4ComponentsofLogisticsManagementCopyright 2001 by The McGraw-Hill Companies,Inc.All rights reserved.ManagementactionsPlanningImplementationControlRawmaterialsIn-processinventoryFinishedgoodsNaturalresourcesHumanresourcesFinancialresourcesInfor

4、mationresourcesTimeandplaceutilityEfficientmovementtocustomerProprietaryassetCompetitiveadvantageLogisticsmanagementSuppliersCustomersInputsintologisticsOutputsoflogisticsCustomerserviceDemandforecastingInventorymanagementLogisticscommunicationsMaterialhandlingOrderprocessingPartsandservicesupportPl

5、ant&warehousesiteselectionProcurementPackagingReverselogisticsTrafficandtransportationWarehousingandstorageLogisticsactivitiesCopyright 2001 by The McGraw-Hill Companies,Inc.All rights reserved.McGraw-Hill/Irwin1-5Marketing/LogisticsManagementConceptCustomersatisfactionIntegratedeffortCompanyprofitS

6、uppliersIntermediatecustomersFinalcustomersMaximizelong-termprofitabilityLowesttotalcostsgivenanacceptablelevelofcustomerserviceProductPricePromotionPlace(distribution)Copyright 2001 by The McGraw-Hill Companies,Inc.All rights reserved.McGraw-Hill/Irwin1-6CostTrade-offsinMarketingandLogisticsProduct

7、OrderprocessingandinformationcostsInventorycarryingcostsPlace/customerservicelevelsOrderprocessingandinformationcostsPriceLotquantitycostsWarehousingcostsTransportationcostsLOGISTICSMARKETINGCopyright 2001 by The McGraw-Hill Companies,Inc.All rights reserved.McGraw-Hill/Irwin1-7RelationshipofLogisti

8、csActivitiestoLogisticsCostsCustomerservicelevelsTransportationcostsWarehousingcostsOrderprocessing/informationsystemscostsLotquantitycostsInventorycarryingcostsCopyright 2001 by The McGraw-Hill Companies,Inc.All rights reserved.McGraw-Hill/Irwin1-8KeyLogisticsActivitiesCustomerserviceDemandforecast

9、ingInventorymanagementLogisticscommunicationsMaterialhandlingOrderprocessingPackagingPartsandservicesupportPlantandwarehousesiteselectionProcurementReverselogisticsTrafficandtransportationWarehousingandstorageCopyright 2001 by The McGraw-Hill Companies,Inc.All rights reserved.McGraw-Hill/Irwin1-9Flo

10、wthroughtheSupplyChainCustomerCustomerCustomerCustomerCustomerCustomerSupplierSupplierSupplierDistributioncenterDistributioncenterManufacturingsiteCarrierCarrierCarrierCarrierCarrierCarrierCopyright 2001 by The McGraw-Hill Companies,Inc.All rights reserved.McGraw-Hill/Irwin1-10StrategicProfitModel$F

11、inancialleverageReturnonnetworthReturnonassetsNetprofitNetworthTotalassetsNetworthNetprofitTotalassetsNetsalesTotalassetsNetprofitNetsalesNetprofitmarginNetprofitGrossmarginSalesSalesCostofgoodssoldVariableexpensesFixedexpensesAccountsreceivableOthercurrentassetsInventorySalesTotalassetsAssetturnove

12、rCurrentassetsFixedassetsIncometaxesTotalexpenses=xx+-x%$Copyright 2001 by The McGraw-Hill Companies,Inc.All rights reserved.McGraw-Hill/Irwin1-11FutureChallengesandAreasforPerformanceImprovementSupplyChainManagementStrategicPlanningTotalQualityManagementJust-in-TimeQuickResponseEfficientConsumerRes

13、ponseLogisticsasaCompetitiveWeapon1-11aCopyright 2001 by The McGraw-Hill Companies,Inc.All rights reserved.McGraw-Hill/Irwin1-12FutureChallengesandAreasforPerformanceImprovement(cont.)AccountingforlogisticscostsLogisticsasaboundary-spanningactivityGloballogisticsIncreasingskillrequirementsLogisticsi

14、nformationsystemsStrategicalliances,partnerships,andoutsourcingGreenmarketingandreverselogistics1-11bCHAPTER2SupplyChainManagementCopyright 2001 by The McGraw-Hill Companies,Inc.All rights reserved.McGraw-Hill/Irwin2-14SupplyChainManagementThe integration of key business processes from end user thro

15、ugh original suppliers,that provides products,services,and information that add value for customers and other stakeholders.Copyright 2001 by The McGraw-Hill Companies,Inc.All rights reserved.McGraw-Hill/Irwin2-15SupplyChainBusinessProcessesTier1SupplierTier2SupplierSUPPLY CHAIN MANAGEMENTIntegrating

16、andManagingProcessesAcrosstheSupplyChainLogisticsPurchasingMarketing&SalesR&DCustomerConsumer/End-userCUSTOMERRELATIONSHIPMANAGEMENTCUSTOMERSERVICEMANAGEMENTDEMANDMANAGEMENTORDERFULFILLMENTMANUFACTURINGFLOWMANAGEMENTPROCUREMENTPRODUCTDEVELOPMENTANDCOMMERCIALIZATIONRETURNSPRODUCTFLOWProductionFinance

17、ManufacturerInformationFlowSource:DouglasM.Lambert,MarthaC.Cooper,JanusD.Pagh,“SupplyChainManagement:ImplementationIssuesandResearchOpportunities”,The International Journal of Logistics Management,Vol.9,No.2,1998,p.2.Copyright 2001 by The McGraw-Hill Companies,Inc.All rights reserved.McGraw-Hill/Irw

18、in2-16SupplyChainNetworkStructureMembers of the Focal Companys Supply ChainnnnnnnnConsumers/End-CustomersTier 3 to n customers12112n12Initial SuppliersTier 3 to n suppliers123121231Focal CompanyTier 1CustomersTier 2CustomersTier 3 toConsumers/End-CustomersTier 2SuppliersTier 1SuppliersTier 3 toIniti

19、alsuppliersn1Copyright 2001 by The McGraw-Hill Companies,Inc.All rights reserved.McGraw-Hill/Irwin2-17ElementsandKeyDecisions2.Whatprocessesshouldbelinkedwitheachofthesekeysupplychainmembers?SupplychainbusinessprocessesSupplychainmanagementcomponentsSupplychainnetworkstructure1.Whoarethekeysupplycha

20、inmemberswithwhomtolinkprocesses?3.Whatlevelofintegrationandmanagementshouldbeappliedoreachprocesslink?Copyright 2001 by The McGraw-Hill Companies,Inc.All rights reserved.McGraw-Hill/Irwin2-18TypesofBusinessProcessLinksManagedProcessLinksMonitoredProcessLinksNot-ManagedProcessLinksNonmemberProcessLi

21、nksCopyright 2001 by The McGraw-Hill Companies,Inc.All rights reserved.McGraw-Hill/Irwin2-19TypesofInter-companyBusinessProcessLinksMembers of the Focal Companys Supply ChainManaged Process LinksMonitor Process LinksNot-Managed Process LinksNon-Member Process LinksNon-Members of the Focal Companys S

22、upply ChainnnnnnnnnConsumers/End-CustomersTier 3 to n customers12112nn1211Initial SuppliersTier 3 to n suppliers123121231Focal CompanyTier 1CustomersTier 2CustomersTier 3 toConsumers/End-CustomersTier 2SuppliersTier 1SuppliersTier 3 toInitialsuppliersn1Source:Douglas M.Lambert,Martha C.Cooper and Ja

23、nus D.Pagh,Supply Chain Management:Implementation Issues and Research Opportunities,”The International Journal of Logistics Management,Vol.9,No.2(1998),p.7.Copyright 2001 by The McGraw-Hill Companies,Inc.All rights reserved.McGraw-Hill/Irwin2-20UnderlyingProcessVisionCustomerRelationshipManagementPr

24、ocurementFulfillmentCustomerServiceManagementManufacturingFlowManagementDemandManagementCustomerSource:3MSupplyChainManagementVisionThekeytoachievinganintegratedflowofproductandinformationthroughoutthesupplychainistocreateafocusedcustomerinterface,afocusedsupplierinterface,andanintegrated,process-or

25、iented,supplychainwhichisdrivenbythecustomer.Copyright 2001 by The McGraw-Hill Companies,Inc.All rights reserved.McGraw-Hill/Irwin2-21FundamentalManagementComponentsWorkflow/activitystructurePlanningandcontrolmethodsOrganizationstructureCommunicationandinformationflowfacilitystructureProductflowfaci

26、litystructurePhysicalandtechnicalmanagementcomponentsManagerialandbehavioralmanagementcomponentsCultureandattitudeRiskandrewardstructurePowerandleadershipstructureManagementmethodsCopyright 2001 by The McGraw-Hill Companies,Inc.All rights reserved.McGraw-Hill/Irwin2-22CustomerRelationshipManagementC

27、ustomerserviceteamsdevelopandimplementcustomerpartneringprograms.Product/serviceagreementsareestablished.Newcustomerinterfacesleadtoimprovedcommunicationandbetterpredictionsofcustomerdemandandimprovethewaycustomersareserviced.Teamsidentifyandeliminatesourcesofproductionvariability.Keyperformanceeval

28、uationcriteria(bothlevelofserviceandcustomerprofitability)areusedtomeasureresults.Copyright 2001 by The McGraw-Hill Companies,Inc.All rights reserved.McGraw-Hill/Irwin2-23CustomerServiceManagementProvidesasinglesourceofcustomerinformation,apointofcontactforadministrationoftheproduct/serviceagreement

29、.Conveysreal-timeinformationthroughinterfacewithproductanddistributionoperations.Requiresanon-line/real-timeproductandpricinginformationtoassistcustomerswithinquiries,orderplacement,andafter-salesservice.Includesfrontlinetechnicalservicethatassistscustomerswithproductapplicationsandrecommendations.C

30、opyright 2001 by The McGraw-Hill Companies,Inc.All rights reserved.McGraw-Hill/Irwin2-24CustomerOrderFulfillment“Customerneeddates”andrequirementsdrivetheprocess.Manufacturing,distribution,andtransportationplansareintegrated.Strategicallianceswithkeysupplychainmembersandcarriersareformedtomeetrequir

31、ementsandtoreducetotal-delivered-costtocustomersCopyright 2001 by The McGraw-Hill Companies,Inc.All rights reserved.McGraw-Hill/Irwin2-25ManufacturingFlowManagementProductispulledthroughtheplantbasedoncustomerneeds.Manufacturingprocessesmustflexiblyrespondtomarketchangeswithrapidchangeovercapabiliti

32、esformasscustomization.Minimumlotsizesareplannedtomovetowardamaketoorderenvironment.Productionprioritiesaredrivenbyrequireddeliverydates.Managersconcentrateonkeepingsetup/changeovercostsverylow.Copyright 2001 by The McGraw-Hill Companies,Inc.All rights reserved.McGraw-Hill/Irwin2-26ProcurementStrate

33、gicplansofsuppliersandcompanyarealignedtofocusresourcesonholdingdowncostsanddevelopingnewproducts.Suppliercategorizationandmanagementisimplementedonacorporateglobalbasis,withpurchasinginastrategiccontractingrole.Purchaseordertransactionsareintegratedwiththesupplyprocesstoimproveproductivityandallare

34、asofsupplierperformance.Copyright 2001 by The McGraw-Hill Companies,Inc.All rights reserved.McGraw-Hill/Irwin2-27Costtrade-offsinMarketingandLogisticsProductOrderprocessingandinformationcostsInventorycarryingcostsPlace/customerservicelevelsOrderprocessingandinformationcostsPriceLotquantitycostsWareh

35、ousingcostsTransportationcostsLOGISTICSMARKETINGCopyright 2001 by The McGraw-Hill Companies,Inc.All rights reserved.McGraw-Hill/Irwin2-28ReengineeringSCMProcessFlowChartAssess:CultureStrategiesPracticesProcessesMission statementBusiness requirementsImplement business solution in supply chainNew ente

36、rprise design for integrated processRevise/reengineerStrategic partnershipsOrganizationstructureHumanresourcecapabilitiesInformationsystemsAcceptableNot acceptableSource:Douglas M.Lambert,Larry C.Guinipero,and Gary J.Ridenhower,“Supply Chain Management:A Key to Achieving Business Excellence in the 2

37、1st Century,”unpublished manuscript.All Rights reserved.Copyright 2001 by The McGraw-Hill Companies,Inc.All rights reserved.McGraw-Hill/Irwin2-29IMPLEMENTATIONOFSUPPLYCHAINMANAGEMENTInformation Architecture,Data Base Strategy,Information VisibilityTechnicalLogisticsPurchasingFinance&AccountingSales&

38、MarketingBusinessProcessesTypicalFunctionsSilosManufac-turingCUSTOMERSDemandManagementNetworkPlanningCapabilityPlanningSourcingDemandPlanningCustomerRelationshipManagementRequirementsDefinitionManufacturingStrategySourcingStrategyCustomerProfitabilityAccountManagementRequirementsDefinitionCustomer S

39、erviceManagementPerformanceSpecificationsCoordinatedExecutionAccountAdministrationTechnicalServiceManufacturing FlowManagementProductionPlanningIntegratedSupplyManufacturingProcessStabilityFulfillmentDistributionManagementPlantDirectSelectedSupplier(s)DistributionCostSpecialOrdersProductDevelopment

40、andCommercializationProcessSpecificationsMaterialSpecificationsR&D CostProductDesignBusinessPlanMovementRequirementsPriorityAssessmentCostTo ServeTradeoffAnalysisProcessRequirementsEnvironmentalRequirementsPackagingSpecificationsPrioritizationCriteriaSUPPLIERSProcurementIntegratedPlanningSupplierMan

41、agementMaterialsCostMaterialSpecificationsOrderBookingInboundFlowCostNote:Process sponsorship and ownership must be established to drive the attainment of the supply chain vision and eliminate the functional barriers that artificially separate the process flows.CHAPTER3CustomerServiceCopyright 2001

42、by The McGraw-Hill Companies,Inc.All rights reserved.McGraw-Hill/Irwin3-31Costtrade-offsinMarketingandLogisticsProductOrderprocessingandinformationcostsInventorycarryingcostsPlace/customerservicelevelsOrderprocessingandinformationcostsPriceLotquantitycostsWarehousingcostsTransportationcostsLOGISTICS

43、MARKETINGCopyright 2001 by The McGraw-Hill Companies,Inc.All rights reserved.McGraw-Hill/Irwin3-32ElementsofCustomerServiceTransaction elementsWrittenstatementofpolicyCustomerreceiptofpolicystatementOrganizationstructureSystemflexibilityManagementservicesInstallation,warranty,alterations,repairs,par

44、tsProducttracingCustomerclaims,complaints,returnsTemporaryreplacementofproductsStockoutlevelsOrderinformationElementsofordercycleExpeditedshipmentsTransshipmentSystemaccuracyOrderconvenienceProductsubstitutionPosttransaction elementsPretransactionelementsCopyright 2001 by The McGraw-Hill Companies,I

45、nc.All rights reserved.McGraw-Hill/Irwin3-33MethodsofEstablishingaCustomerServiceStrategyDeterminingchannelservicelevelsbasedonknowledgeofconsumerreactionstostockoutsAnalyzingcost/revenuetrade-offsUsingABCanalysisofcustomerserviceConductingacustomerserviceauditCopyright 2001 by The McGraw-Hill Compa

46、nies,Inc.All rights reserved.McGraw-Hill/Irwin3-34ModelofConsumerReactiontoaRepeatedStockoutSource:Clyde K.Walter,“An Empirical Analysis of Two Stockout Models,”unpublished Ph.D.Dissertation,Ohio State University,1971.Customer3Lower4Other size2Same1HigherAnotherstore6Ask hereagain5SpecialorderSwitch

47、 stores?Substitute?Switch brand?Substitute?Switch price?NoNoYesYesYesYesNoNoCopyright 2001 by The McGraw-Hill Companies,Inc.All rights reserved.McGraw-Hill/Irwin3-35RelationshipBetweenCustomerServiceandInventoryInvestmentCopyright 2001 by The McGraw-Hill Companies,Inc.All rights reserved.McGraw-Hill

48、/Irwin3-36Internal AuditExternal AuditEvaluate Customer PerceptionsDifferentiate Channel Levels&Market SegmentsIdentify OpportunitiesDetermine Marketing Services Mix&LevelsStagesoftheCustomerServiceAuditCopyright 2001 by The McGraw-Hill Companies,Inc.All rights reserved.McGraw-Hill/Irwin3-37OverallI

49、mportanceComparedToSelectedPerformanceOfMajorManufacturersEvaluatedByDealersSource:Douglas M.Lambert and Jay U.Sterling,“Developing Customer Service Strategy,”unpublished manuscript.All Rights reserved.OverallImpt.-Dealer Evaluationsof ManufacturersAllDealersMfr.1Mfr.2Mfr.3Mfr.4Mfr.5Mfr.6RankVar.Num

50、DescriptionM.SDM.SDM.SDM.SDM.SDM.SDM.SD19Ability of manufacturer to meet promised delivery date(on-timeshipments)6.40.85.91.04.11.64.71.66.60.63.71.83.31.6239Accuracy in filling orders(correct product is shipped)6.40.85.61.14.71.45.01.35.81.15.11.24.41.5390Competitiveness of price6.31.05.11.24.91.44