供應(yīng)鏈管理(第6講)

1、 2007 Pearson EducationChapter 2Supply Chain Performance: Achieving Strategic Fit and ScopeSupply Chain Management2-1 2007 Pearson EducationLearning ObjectivesuExplain why achieving strategic fit is critical to a companys overall success.uDescribe how a company achieves strategic fit between its sup

2、ply chain strategy and its competitive strategy.uDicuss the importance of expanding the scope of strategic fit across the supply chain.2 2007 Pearson EducationOutlineuCompetitive and supply chain strategiesuAchieving strategic fituExpanding strategic scope3 2007 Pearson Education 2.1 Competitive and

3、 Supply Chain Strategies4 2007 Pearson EducationCompetitive and Supply Chain StrategiesuCompetitive strategy: defines the set of customer needs a firm seeks to satisfy through its products and services. -Product development strategy; Marketing and sales strategy5 2007 Pearson Educationu公司競爭戰(zhàn)略界定公司產(chǎn)品和

4、服務(wù)滿足顧客需要的類型。定位?。ù髮W(xué)？銀行？）uW-mart：成本u7-11：便利、新鮮、品種豐富uDell：合理價位提供個人化、多品種產(chǎn)品，等待一周。uCompaq：選擇、服務(wù)、及時u希望飼料：？6 2007 Pearson EducationBusiness StrategyNew ProductStrategyMarketingStrategySupply Chain StrategyuProduct development strategy: specifies the portfolio of new products that the company will try to dev

5、elop.uMarketing and sales strategy: specifies how the market will be segmented and product positioned, priced, and promoted.uConsistency and support between supply chain strategy, competitive strategy, and other functional strategies is important.7 2007 Pearson EducationuSupply chain strategy: deter

6、mines the nature of material procurement, transportation of materials, manufacture of product or creation of service, distribution of product.8 2007 Pearson EducationNewProductDevelopmentMarketingandSalesOperationsDistributionServiceFinance, Accounting, Information Technology, Human ResourcesThe Val

7、ue Chain in a Company (Figure 2.1)9 2007 Pearson Educationu價值鏈： 產(chǎn)品開發(fā)戰(zhàn)略： 營銷戰(zhàn)略： 供應(yīng)鏈戰(zhàn)略：包括傳統(tǒng)的供應(yīng)戰(zhàn)略、生產(chǎn)運作戰(zhàn)略、物流戰(zhàn)略；研究信息、庫存、運輸和生產(chǎn)設(shè)施決策。u供應(yīng)鏈戰(zhàn)略強(qiáng)調(diào)公司內(nèi)部職能戰(zhàn)略之間的密切聯(lián)系。市場營銷新產(chǎn)品開發(fā)生產(chǎn)制造服務(wù)配送財務(wù)、會計、信息技術(shù)、人力資源10 2007 Pearson Education2.2 Achieving Strategic Fit11 2007 Pearson Education2.2.1 IntroductionuStrategic fit: Consisten

8、cy between customer priorities of competitive strategy and supply chain capabilities specified by the supply chain strategy. Competitive and supply chain strategies have the same goals.uA company may fail because of a lack of strategic fit or because its processes and resources do not provide the ca

9、pabilities to execute the desired strategy.uExample of strategic fit -Dell.12 2007 Pearson Educationu戰(zhàn)略匹配指競爭戰(zhàn)略與供應(yīng)鏈戰(zhàn)略擁有相同的目標(biāo)；既競爭戰(zhàn)略設(shè)計用來滿足顧客優(yōu)先目標(biāo)與供應(yīng)鏈建立供應(yīng)鏈能力目標(biāo)之間的相互協(xié)調(diào)一致。u競爭戰(zhàn)略必須與所有職能戰(zhàn)略相互匹配。u不同職能必須恰當(dāng)組織其流程與資源,以便成功實施這些戰(zhàn)略。u如Dell 公共平臺設(shè)計、公共零部件。13 2007 Pearson Education2.2.2 How is Strategic Fit Achieved?uStep 1

10、: Understanding the customer uStep 2: Understanding the supply chainuStep 3: Achieving strategic fit14 2007 Pearson EducationStep 1: Understanding the CustomeruIdentify the needs of the customer segment being served. -Quantity of product needed in each lot -Response time customers will tolerate -Var

11、iety of products needed -Service level required -Price of the product -Desired rate of innovation in the product15 2007 Pearson EducationuDemand uncertainty refects the uncertainty of customer demand for a product.uImplied demand uncertainty is the uncertainty that exists due to the portion of deman

12、d that the supply chain is required to meet.uImplied demand uncertainty also related to customer needs and product attributes.16 2007 Pearson Education第一步：理解顧客第一步：理解顧客u顧客需要：所需產(chǎn)品數(shù)量、愿意忍受的反饋時間、所需產(chǎn)品種類、要求服務(wù)水平、產(chǎn)品價格、預(yù)期產(chǎn)品創(chuàng)新周期u需求不確定性：反映了顧客對某種產(chǎn)品的需求的不確定性。u潛在需求不確定性：不同于需求不確定性,是供應(yīng)鏈不確定性的直接后果，是指供應(yīng)鏈必須予以滿足的需求部分和顧客需求特

13、點是不確定的。u潛在需求不確定性受顧客需求特性影響，也受服務(wù)水平影響。17 2007 Pearson EducationuUnderstanding the Customer Lot size Response time Service level Product variety Price InnovationImpliedDemand Uncertainty18 2007 Pearson EducationImpact of Customer Needs on Implied Demand Uncertainty (Table 2.1) Customer NeedCauses implie

14、d demand uncertainty to increase because Range of quantity increasesWider range of quantity implies greater variance in demandLead time decreasesLess time to react to ordersVariety of products required increasesDemand per product becomes more disaggregatedNumber of channels increasesTotal customer d

15、emand is now disaggregated over more channelsRate of innovation increasesNew products tend to have more uncertain demandRequired service level increasesFirm now has to handle unusual surges in demand19 2007 Pearson Education顧客需求導(dǎo)致潛在需求不確定性需求量增長供貨期縮短要求的品種增多獲取的渠道增多創(chuàng)新速度加快要求服務(wù)水平提高增大,需求變動增大增大,訂單反應(yīng)時間減少增大,每

16、種產(chǎn)品需求分散增大,總需求分散給更多渠道增大,新產(chǎn)品增加不確定性增大,應(yīng)付偶然需求高峰顧客需求對潛在不確定性影響顧客需求對潛在不確定性影響20 2007 Pearson Education Predictable supply and demand Salt at a supermarket A new communication device Highly uncertain supply and demand Figure 2.2: The Implied Uncertainty (Demand and Supply) Spectrum Predictable supply and unc

17、ertain demand or uncertain supply and predictable demand or somewhat uncertain supply and demand An existing automobile model 21 2007 Pearson Education邊際收益高，需求預(yù)邊際收益高，需求預(yù)測非常不準(zhǔn)確，產(chǎn)品測非常不準(zhǔn)確，產(chǎn)品脫銷率高脫銷率高(如果產(chǎn)品經(jīng)如果產(chǎn)品經(jīng)營成功營成功)，產(chǎn)品銷毀量，產(chǎn)品銷毀量大大(如果產(chǎn)品經(jīng)營失敗如果產(chǎn)品經(jīng)營失敗)汽油的邊際效益汽油的邊際效益較低，需求預(yù)測較低，需求預(yù)測準(zhǔn)確，產(chǎn)品脫銷準(zhǔn)確，產(chǎn)品脫銷率低，事實上不率低，事實上

18、不存在銷毀情況存在銷毀情況潛在需求不確定性圖譜潛在需求不確定性圖譜低潛在需求不確定性低潛在需求不確定性具有一定確定性的需求具有一定確定性的需求具有一定不確定性的需求具有一定不確定性的需求高潛在需求不確定性高潛在需求不確定性純粹功能性產(chǎn)品純粹功能性產(chǎn)品組裝產(chǎn)品組裝產(chǎn)品既有產(chǎn)品的新式樣既有產(chǎn)品的新式樣全新產(chǎn)品全新產(chǎn)品汽油汽油佳潔士牙膏佳潔士牙膏福特的新車型福特的新車型3G手機(jī)手機(jī)開發(fā)開發(fā)22 2007 Pearson EducationCorrelation Between Implied Demand Uncertainty and Other Attributes (Table 2.2) At

19、tributeLow Implied UncertaintyHigh Implied UncertaintyProduct marginLowHighAvg. forecast error10%40%-100%Avg. stockout rate1%-2%10%-40%Avg. forced season-end markdown0%10%-25%23 2007 Pearson Educationu潛在需求不確定性與需求的其他特點: Fisher 1997 需求不確定產(chǎn)品通常是不成熟的產(chǎn)品,競爭對手少,邊際效益高。 需求更加確定時,預(yù)測會更準(zhǔn)確。 潛在需求不確定性增加,供需平衡難度加大。 潛在

20、需求不確定性高產(chǎn)品,積壓和清銷量大。24 2007 Pearson EducationuKey Point: First step to strategic fit is to understand customers by mapping their demand on the implied uncertainty spectrum.25 2007 Pearson EducationStep 2: Understanding the Supply Chainu供應(yīng)鏈主要有兩類功能：物理功能：能以最低的成本將原材料加工成零部件、半成品、產(chǎn)品并將它們從供應(yīng)鏈的一個節(jié)點運到另一個節(jié)點。市場中介功

21、能：能對市場需求做出迅速反應(yīng)，確保以合適的產(chǎn)品在合適的地點和時間來滿足顧客的需求u一般意義上的供應(yīng)鏈?zhǔn)窃谶@兩個功能間的權(quán)衡，即反應(yīng)能力與贏利水平之間進(jìn)行權(quán)衡。26 2007 Pearson EducationuSupply chain responsiveness - ability to respond to wide ranges of quantities demanded meet short lead times handle a large variety of products build highly innovative products meet a very high s

22、ervice level27 2007 Pearson EducationuSupply chain efficiency: cost of making and delivering the product to the customer. -Increasing responsiveness results in higher costs that lower efficiency. 28 2007 Pearson Educationu反應(yīng)能力和盈利水平。u反應(yīng)能力:對大幅度變動的需求量的反應(yīng),滿足較短供貨期的要求,提供多品種,生產(chǎn)具有高度創(chuàng)新性的產(chǎn)品,高服務(wù)水平。u反應(yīng)能力強(qiáng)的代價:生產(chǎn)

23、能力,庫存,物流能力(閑置)。29 2007 Pearson EducationCost-Responsiveness Efficient Frontier (Figure 2.3)HighLowLowHighResponsivenessCost30 2007 Pearson Educationu反應(yīng)能力-盈利水平邊界曲線成本低低高高反應(yīng)能力31 2007 Pearson EducationThe Responsiveness Spectrum (Figure 2.4) Integratedsteel millDellHighlyefficientHighlyresponsiveSomewha

24、tefficientSomewhatresponsiveHanesapparelMostautomotiveproduction32 2007 Pearson Education供應(yīng)鏈反應(yīng)能力圖譜供應(yīng)鏈反應(yīng)能力圖譜高贏利水平一定贏利水平一定的反應(yīng)能力高反應(yīng)能力鋼鐵企業(yè)：提前數(shù)周或數(shù)月安排生產(chǎn)計劃，缺少變化或彈性服裝：傳統(tǒng)的生產(chǎn)庫存制造，生產(chǎn)提前時間為幾個星期多數(shù)汽車制造商：在2周內(nèi)送達(dá)多種產(chǎn)品戴爾公司：個性化的PC機(jī)，數(shù)日內(nèi)供貨33 2007 Pearson EducationuKey Point: Second step to achieving strategic fit is to ma

25、p the supply chain on the responsiveness spectrum.34 2007 Pearson EducationStep 3: Achieving Strategic FituStep is to ensure that what the supply chain does well is consistent with target customers needs.u獲取戰(zhàn)略匹配，即確保供應(yīng)鏈的出色運營與目標(biāo)顧客的需要協(xié)調(diào)一致。供應(yīng)鏈反應(yīng)能力的高低應(yīng)該與潛在需求不確定性吻合。35 2007 Pearson EducationFinding the Zon

26、e of Strategic Fit (Figure 2.6) Implied uncertainty spectrumResponsive supply chainEfficient supply chainCertain demandUncertain demandResponsiveness spectrumZone of Strategic Fit36 2007 Pearson Education供應(yīng)鏈的反應(yīng)能力供應(yīng)鏈的盈利水平反應(yīng)能力變動范圍確定的需求不確定的需求潛在需求不確定性變動范圍戰(zhàn)略匹配帶戰(zhàn)略匹配帶確保供應(yīng)鏈的出色運確保供應(yīng)鏈的出色運營，與目標(biāo)顧客的需營，與目標(biāo)顧客的需求協(xié)調(diào)

27、一致求協(xié)調(diào)一致37 2007 Pearson EducationuAll functions in the value chain must support the competitive strategy to achieve strategic fit Fig. 2.7.uTwo extremes: Efficient supply chains (Barilla) and responsive supply chains (Dell) Table 2.3.uTwo key points there is no right supply chain strategy independent

28、 of competitive strategy there is a right supply chain strategy for a given competitive strategy38 2007 Pearson Educationu競爭戰(zhàn)略與職能戰(zhàn)略之間的匹配。u戰(zhàn)略匹配的驅(qū)動力應(yīng)源于最高一級組織機(jī)構(gòu)：戰(zhàn)略與組織結(jié)構(gòu)的關(guān)系！競爭戰(zhàn)略信息技術(shù)戰(zhàn)略財務(wù)戰(zhàn)略人力資源戰(zhàn)略產(chǎn)品開發(fā)戰(zhàn)略市場營銷戰(zhàn)略供應(yīng)鏈戰(zhàn)略:生產(chǎn),庫存,提前期,采購,運輸39 2007 Pearson EducationComparison of Efficient and Responsive Supply Chains

29、(Table 2.3)EfficientResponsivePrimary goalLowest costQuick responseProduct design strategyMin product costModularity to allow postponementPricing strategyLower marginsHigher marginsMfg strategyHigh utilizationCapacity flexibilityInventory strategyMinimize inventoryBuffer inventoryLead time strategyR

30、educe but not at expense of greater costAggressively reduce even if costs are significantSupplier selection strategyCost and low qualitySpeed, flexibility, qualityTransportation strategyGreater reliance on low cost modesGreater reliance on responsive (fast) modes40 2007 Pearson Education總成本領(lǐng)先型戰(zhàn)略快速市場

31、反應(yīng)型戰(zhàn)略主要目標(biāo)產(chǎn)品設(shè)計戰(zhàn)略定價戰(zhàn)略生產(chǎn)戰(zhàn)略庫存戰(zhàn)略供貨期戰(zhàn)略供應(yīng)鏈戰(zhàn)略運輸戰(zhàn)略低成本滿足需求最低成本最大業(yè)績邊際收益低,低價提高利用率最小庫存立足成本縮減供貨期在成本質(zhì)量上選擇低成本運輸快速需求反應(yīng)柔性設(shè)計系統(tǒng)，延遲差異化邊際收益高,高價維持邊際生產(chǎn)能力彈性庫存大幅縮短供貨期速度彈性質(zhì)量上選擇快捷運輸41 2007 Pearson EducationuKey Point: Final step to achieving strategic fit is to map supply chain responsiveness with the implied demand uncertaint

32、y in the zone of strategic.42 2007 Pearson Education2.2.3 Other Issues Affecting Strategic FituMultiple products and customer segmentsuProduct life cycleuCompetitive changes over time43 2007 Pearson EducationMultiple Products and Customer SegmentsuFirms sell different products to different customer

33、segments (with different implied demand uncertainty).uThe supply chain has to be able to balance efficiency and responsiveness given its portfolio of products and customer segments.uTwo approaches: Different supply chains. Tailor supply chain to best meet the needs of each products demand.44 2007 Pe

34、arson Education多種產(chǎn)品和顧客群多種產(chǎn)品和顧客群u在產(chǎn)品和顧客群多種多樣的情況下，如何創(chuàng)建一條在贏利水平與反應(yīng)能力之間取得平衡的供應(yīng)鏈？單獨建立每種產(chǎn)品和每個顧客群的供應(yīng)鏈。將公司的供應(yīng)鏈建成適合所有產(chǎn)品和顧客群的供應(yīng)鏈。 45 2007 Pearson EducationProduct Life CycleuThe demand characteristics of a product and the needs of a customer segment change as a product goes through its life cycle.uSupply chain

35、 strategy must evolve throughout the life cycle. -Early: uncertain demand, high margins (time is important), product availability is most important, cost is secondary. -Late: predictable demand, lower margins, price is important.46 2007 Pearson Education產(chǎn)品生命周期產(chǎn)品生命周期u隨著產(chǎn)品走過其生命周期，產(chǎn)品的需求特點和服務(wù)顧客群的要求也會發(fā)生變

36、化。u公司要維持戰(zhàn)略匹配，就必須在產(chǎn)品進(jìn)入不同生命階段時，調(diào)整其供應(yīng)鏈。進(jìn)入階段：進(jìn)入階段：需求非常不確定時間要求高供給水平要求高成本不是主要考慮潛在需求不潛在需求不確定性高確定性高后續(xù)階段：后續(xù)階段：需求確定競爭加大價格成為考慮的因素潛在需求不潛在需求不確定性較低確定性較低47 2007 Pearson Educationu早期：需求不確定,邊際收益高,供給水平要高,成本其次。u后期：需求相對穩(wěn)定,競爭激烈,價格是關(guān)鍵。u例子：專利后的藥品；Inter公司。48 2007 Pearson EducationuAs the product goes through the life cycle

37、, the supply chain changes from one emphasizing responsiveness to one emphasizing efficiency.49 2007 Pearson EducationCompetitive Changes Over TimeuCompetitive pressures can change over time.uMore competitors may result in an increased emphasis on variety at a reasonable price.uThe supply chain must

38、 change to meet these changing competitive conditions.50 2007 Pearson Education競爭性隨著時間變動競爭性隨著時間變動u競爭的焦點在于以合理的價格生產(chǎn)出品種十分豐富的產(chǎn)品。u由于競爭格局發(fā)生變化，公司不得不調(diào)整其競爭戰(zhàn)略。u由于競爭戰(zhàn)略發(fā)生變化，公司又必須改變其供應(yīng)鏈戰(zhàn)略，以維持戰(zhàn)略匹配。51 2007 Pearson Education2.3 Expanding Strategic Scope52 2007 Pearson EducationExpanding Strategic ScopeuScope of str

39、ategic fit The functions and stages within a supply chain that devise an integrated strategy with a shared objective. One extreme: each function at each stage develops its own strategy. Other extreme: all functions in all stages devise a strategy jointly.53 2007 Pearson Educationu戰(zhàn)略匹配范圍戰(zhàn)略匹配范圍是指供應(yīng)鏈中的

40、各種職能和各階段，他們擁有一體化戰(zhàn)略，共有一個戰(zhàn)略目標(biāo)。 橫向：戰(zhàn)略匹配范圍跨越不同的供應(yīng)鏈階段，從供應(yīng)商前溯到顧客。 縱向：相互協(xié)調(diào)的不同職能戰(zhàn)略競爭戰(zhàn)略、產(chǎn)品開發(fā)戰(zhàn)略、市場營銷戰(zhàn)略和供應(yīng)鏈戰(zhàn)略。54 2007 Pearson EducationuFive categories: Intracompany intraoperation scope Intracompany intrafunctional scope Intracompany interfunctional scope Intercompany interfunctional scope Flexible interfunctional scope55 2007 Pearson Educationu(1)公司內(nèi)、經(jīng)營部門范圍內(nèi)：最小局部成本觀點u20世紀(jì)50-60年代，有限范圍