下載本文檔
版權(quán)說(shuō)明:本文檔由用戶提供并上傳,收益歸屬內(nèi)容提供方,若內(nèi)容存在侵權(quán),請(qǐng)進(jìn)行舉報(bào)或認(rèn)領(lǐng)
文檔簡(jiǎn)介
1、供應(yīng)鏈管理:內(nèi)容SCM 是對(duì)整個(gè)生產(chǎn)過(guò)程范圍內(nèi)的“實(shí)物流、 商業(yè)流、 信息流和資金流”的管理, 從供應(yīng)商開(kāi)始,到配送結(jié)束。覆蓋了物料在組織內(nèi)部的運(yùn)動(dòng)與存儲(chǔ)情況?!皩?shí)物流、 商業(yè)流、 信息流和資金流”是 SCM 的三條流。SCM 通過(guò) “時(shí)間 time 、地點(diǎn)place 、數(shù)量quantity的”改變來(lái)創(chuàng)造價(jià)值。SCM 是企業(yè)競(jìng)爭(zhēng)優(yōu)勢(shì)的源泉之一。為挖掘這一潛能,管理部門(mén)采購(gòu)和供應(yīng)商量管理、運(yùn)營(yíng)管理以及物流管理。SCM 由三部分組成: 供應(yīng)管理 (采購(gòu)部分和供應(yīng)商部分)、生產(chǎn)運(yùn)作管理 (公司內(nèi)部管理)、物流管理(客戶端)。簡(jiǎn)單地說(shuō),SCM 就是從供應(yīng)商處采購(gòu)(供應(yīng)管理)、在內(nèi)部進(jìn)一步增值(運(yùn)營(yíng)管理
2、)、再遞送給客戶(物流管理)。SCM供應(yīng)管理生產(chǎn)運(yùn)作管理物流管理物流管理1. 供應(yīng)管理 supply managementSupplymanagementdealswith identifyingneedsto be met with outsidesources,selectingthesesources,andnegotiatingpurchasecontractswiththoseselected.Purchasesfall into3 categories:partsor componentsto be usedin manufacture,merchandise for resale
3、, and services.Supply management is closely related to logistics for two reasons. First, nearly anythingpurchased must be moved to wherever it is needed. Second, if 3PL providers are used,the firm s procurement staff will be involved in their selection.采購(gòu)管理Purchasing采購(gòu)負(fù)責(zé) “組織 ”的物料流入,即獲得生產(chǎn)產(chǎn)品或提供服務(wù)所需的物料
4、、零件和補(bǔ)給。這是企業(yè)的“內(nèi)向物流Inbound Logistics部分 ”。采購(gòu)包括物料的實(shí)際購(gòu)買(mǎi)、供應(yīng)商選擇與對(duì)采購(gòu)細(xì)項(xiàng)進(jìn)行價(jià)值分析等。采購(gòu)的重要性決不僅僅限于外購(gòu)商品的成本,它的其他方面的重要性還包括商品與服務(wù)的質(zhì)量,以及提交商品或服務(wù)的時(shí)間選擇,這兩個(gè)方面都能對(duì)生產(chǎn)運(yùn)作產(chǎn)生重大的影響。最基本的設(shè)計(jì)問(wèn)題是對(duì)“集中或分散采購(gòu)(CentralizedorDecentralized Purchasing)”的抉擇。集中采購(gòu)的控制性較強(qiáng),能節(jié)約費(fèi)用;而分散采購(gòu)則趨于快速反應(yīng)和更好地滿足地區(qū)性需求。定期進(jìn)行價(jià)值分析,確保所購(gòu)細(xì)項(xiàng)的 “成本效益比 ”最佳。根據(jù)成本、 售后服務(wù)、可靠性與質(zhì)量評(píng)價(jià)供應(yīng)商
5、。Purchasingis the eyes and ears眼睛和耳朵of the organization in the supplier marketplace供應(yīng)市場(chǎng) , continuouslyseekingbetter buys and new materials from suppliers.Consequently ,purchasing is in a good position to能夠 select suppliers for the supply chain and to conductcertificationprograms認(rèn)證 計(jì) 劃 . 【購(gòu) 買(mǎi) _conseq
6、uently因此】Green Purchasing is the process of identifying, assessing, and managing the flow of environmental waste and finding ways to reduce it and minimize its impact on theenvironment.【environmental】供應(yīng)商管理2. 生產(chǎn)運(yùn)作管理Operations management deals withprocessesthat produce goodsand services that people us
7、e every day. Operations management is the direction andcontrol of the processes that transform inputs intoproducts andservices. Processesare fundamental activities that organizations use to do work and achieve their goals.Byselectingappropriate techniques anddeveloping soundoperationsstrategies,mana
8、gers can design and operate processes to givecompaniesa competitive edge 【 =competitive advantage 競(jìng)爭(zhēng)優(yōu)勢(shì)】 .3.市場(chǎng)營(yíng)銷4.物流 LogisticsLogistics is that part of the supply chain process that plans,implements, and controlsthe efficient and effective forward and reverse相反的 flow andstorage貯藏 ofgoods,services,and
9、related informationbetweenthepoint oforigin產(chǎn) 地andthepoint ofconsumption消費(fèi)in order to meet customersrequirements.”物流Logistics涉及組織的 內(nèi)向物流inwardflowofmaterials、內(nèi)部的物料運(yùn)動(dòng)internalfolw of materials和外向物流outward flow of materials,即從公司流向客戶的最終產(chǎn)品流)。其中運(yùn)輸與倉(cāng)儲(chǔ)又是物流管理LogisticsManagement的核心內(nèi)容。電子數(shù)據(jù)Electronicdata 鏈接在供應(yīng)鏈管理
10、中提高了生產(chǎn)率和準(zhǔn)確性,改善了運(yùn)作控制。物料流動(dòng)和服務(wù)管理職責(zé)的歸屬Traditionally, organizations have divided theresponsibilityfor managing the flow of materialsand services among three departments: purchasing, production, and distribution.(1) Purchasing Department(2) Production Department(3) Distribution Department PurchasingPurcha
11、sing is the management of theacquisition獲得 process ,which includes deciding which suppliers touse, negotiatingcontracts,and decidingwhetherto buy locally.Purchasingis usuallyresponsible for workingwithsupplierstoensure thedesired flow of materials and servicesfor both short and long terms.Purchasing
12、 may also be responsible for the levels of raw materials and maintenance andrepair inventoriesProductionProduction is the management of thetransformationprocessesdevoted to專心于 producing the product or service.It is responsible for determining production quantities and scheduling the machines andempl
13、oyees directly responsible for the production of the good and services.DistributionDistribution is the management of theflow of materialsfrom manufacturers to customersand fromwarehousestoretailers, involving thestorageandtransportationof products.It may also be responsibleforfinishedgoodsinventorie
14、sandtheselectionoftransportation service providers.供應(yīng)鏈管理:模型Supply chain operations reference model, SCORModels for SCMSCOR = supply chain operations reference model供應(yīng)鏈操作指南模型One widely used model of supply chain management, the SCOR (supply chain operationsreference)model,currentlyidentifiesfivekeypr
15、ocesses plan, source, make, deliver,return計(jì)劃、資源、制造、運(yùn)送、退回 associated with supply-chain management.Closeranalysisofthefivekeyprocesses,andtheirdefinitions,indicatestheimportantroleoflogisticsinsupply-chain management.1.PlanProcessesthatbalanceaggregatedemandandsupply todevelop a course of actionwhichb
16、est meets sourcing, production,and delivery requirements2.SourceProcessesthatprocuregoodsand servicestomeetplanned oractual demand3. MakeProcesses that transform product to a finished state to meet planned or actualdemand4. DeliverProcesses that provide finished goods and services to meet planned or
17、 actual demand, typically including order management, transportation management, and distribution management5. ReturnProcesses associated with returning or receiving returned products for any reason . These processes extend into post-delivery customer support.供應(yīng)鏈 5 環(huán)評(píng)估to share, or to use, relevant d
18、ata information systemsBarriers to Supply-Chain Management While supply-chain may sound attractive from a conceptual barriers block its effective implementation.perspective,anumberof(1) Regulatory and political considerations(2) Lack of top management commitment(5) Incompatible corporate cultureRegu
19、latory and political considerationsSeveral decades ago, many of the supply-chain arrangements in use today would havebeen considered illegal under certain regulatory statutes法令 , 條例 .Political considerations such as war and governmental stability can act as a barrier to supply-chain management.With
20、respect to war, political uncertainties might cause some organizations to shy away from joining or developing supply chains that rely on companies located in warring countries.Governmental stability is also a key consideration, because supply-chain management is so dependent on inter-organizational
21、coordination. Governmental policies that either discourage such coordination or discourage doing business with certain countries would obviously have a negative impact on supply-chain efficiency.Lack of top management commitmentTop management commitment is regularly cited as an important component w
22、hen individual companies attempt to initiate and implement new initiatives, programs, and products.Because of supply- chain management sinter-organizational focus, top management commitment is absolutely essential if supply-chain efforts are to have any chance of success.Reluctance不愿 , 勉強(qiáng)to share, o
23、r to use, relevant dataThe business bromide陳詞濫調(diào)“ information is power” can make information (data)sharing somewhat problematic, particularly with data that companies might regard as proprietary.A reluctance to share data likely decreases the overall effectiveness and efficiency of supply chains beca
24、use other members may be making decisions based on erroneous data and /or assumptions.Incompatible information systemsIn the past, one barrier to inter-organizational coordination was incompatible computer hardware. Today, by contrast, is software.Incompatible corporate cultureIn a broad sense, corp
25、orate culture refers to“ howthingswe doaround here”andreflects an organization s vision, values, and strategic plans.Because supply-chain management emphasize a long-term orientation and partnership between various participants, it is important that participants be comfortable with the companies tha
26、t they will be working with.The myriad manifestations of a company s culture include, but are not limited to,office dcor, company brochures, company rituals典禮 , and dress codes.All manifestations of corporate culture may provide important clues about the ability of companies to work together.Supply
27、chain management across the organization滲透theentireorganization.It is hardtoenvision想象 ; 預(yù)見(jiàn) ; 展望 a process in a firm that is notin some wayaffected by a supply chain.Supply chains must be managed tocoordinate the inputs with the outputsin a firm so asto achieve the appropriatecompetitive prioritieso
28、f the firm s enterprise process.The internet has offered firms an alternative to traditional methods for managing the supplychain.However, the firm must be committed to reengineering itsinformation flowsthroughout theorganization.Thesupply-chainprocessesmostaffectedare the order-placement,order-fulf
29、illment(includingtheinternalsupplychain),andpurchasingprocesses.Theseprocessesintersect all of the traditional functional areas of the firm. Supply-chain management is essential for manufacturing as well as services firms. In fact, service providers are beginning to realize the potential for organizational benefits through the reengineering of supply-chain processes.Logisti
溫馨提示
- 1. 本站所有資源如無(wú)特殊說(shuō)明,都需要本地電腦安裝OFFICE2007和PDF閱讀器。圖紙軟件為CAD,CAXA,PROE,UG,SolidWorks等.壓縮文件請(qǐng)下載最新的WinRAR軟件解壓。
- 2. 本站的文檔不包含任何第三方提供的附件圖紙等,如果需要附件,請(qǐng)聯(lián)系上傳者。文件的所有權(quán)益歸上傳用戶所有。
- 3. 本站RAR壓縮包中若帶圖紙,網(wǎng)頁(yè)內(nèi)容里面會(huì)有圖紙預(yù)覽,若沒(méi)有圖紙預(yù)覽就沒(méi)有圖紙。
- 4. 未經(jīng)權(quán)益所有人同意不得將文件中的內(nèi)容挪作商業(yè)或盈利用途。
- 5. 人人文庫(kù)網(wǎng)僅提供信息存儲(chǔ)空間,僅對(duì)用戶上傳內(nèi)容的表現(xiàn)方式做保護(hù)處理,對(duì)用戶上傳分享的文檔內(nèi)容本身不做任何修改或編輯,并不能對(duì)任何下載內(nèi)容負(fù)責(zé)。
- 6. 下載文件中如有侵權(quán)或不適當(dāng)內(nèi)容,請(qǐng)與我們聯(lián)系,我們立即糾正。
- 7. 本站不保證下載資源的準(zhǔn)確性、安全性和完整性, 同時(shí)也不承擔(dān)用戶因使用這些下載資源對(duì)自己和他人造成任何形式的傷害或損失。
最新文檔
- GB/T 45036-2024糧油檢驗(yàn)樣品信息采集技術(shù)規(guī)范
- 《講課用找規(guī)律》課件
- 交界痣的臨床護(hù)理
- 結(jié)節(jié)性多動(dòng)脈炎的健康宣教
- 萎縮性陰道炎的健康宣教
- 持續(xù)性枕橫位難產(chǎn)的健康宣教
- 黃瘤的臨床護(hù)理
- 外耳炎的健康宣教
- 牙列稀疏的臨床護(hù)理
- 妊娠合并系統(tǒng)性紅斑狼瘡的健康宣教
- 一年級(jí)第一學(xué)期口算題(20以內(nèi)口算天天練-15份各100題精確排版)
- 微胖女裝商業(yè)計(jì)劃書(shū)
- 材料力學(xué)第4版單輝祖習(xí)題答案
- 造紙企業(yè)清潔生產(chǎn)報(bào)告2014年
- 診所抗菌藥物管理制度
- 智慧嬰幼兒托管解決方案
- 設(shè)計(jì)構(gòu)成與應(yīng)用 完整全套教學(xué)課件 第1-12章 平面構(gòu)成設(shè)計(jì)元素- 立體構(gòu)成在建筑設(shè)計(jì)中的應(yīng)用
- 2、廣東省高速公路發(fā)展股份有限公司 2019年度內(nèi)控缺陷整改臺(tái)賬
- 物業(yè)公司安全生產(chǎn)檢查表
- 室內(nèi)配套設(shè)備家具、家電及窗簾等項(xiàng)目供貨服務(wù)方案技術(shù)投標(biāo)方案
- 公司規(guī)章制度清單
評(píng)論
0/150
提交評(píng)論