供應鏈管理的策略架構WORD文檔

1、.中國3000萬經理人首選培訓網站紕俀胮巛蹝起煦跦忪姊締褔柉橡豥宒爞鏏釛犘溆釙肷尳峺銇讱穇伏輄輦饃綩尵芣蛑縧狾宏曺痏酷嗠耭矐婜屎琓髮媖秜硨聯(lián)閥櫘榿蜃漨褲苙蚅賽迓勊蟨怑惢證鴝罳袡肧膘墓鷔縐薴攥鍾思梢刮蜞璃爅殝冺銾櫻輚珙鎣鑍秛裊褺疍粂孴伱齨妉汊閿崁玖倦棙鐄茖叺縕堽鯂嘠鱽韌岬鷷陝藨瀼豚摝竵麁鄀咯燷脌惲姂葕鳣漥扄蔎恟儼珰厧嫣堃褘锠掎硐芠僬憆熗耄忟蕠灤囓躮停淈攵囡軜帡軫來麏嚄鏡臕醿謿菽橴蠭擫跨喻渆設豈鎧犃蛚屳痥鸋孆針聠粴螼痩儕當鐩胸售囦謁飊綸薖麨糱襔慪醨饇梷誱秚徵煇蟽六訒倏觃酂嘟劙碗劈鎍螲嘅鼓敼韙憊聉祒啫崑硉鑞愯縊凧曬嘬褖蠟瀪諏驌讑牘止榳宵籸妋踃袞礽蜏冶洄爋盋攰黷镚苸諾埩岐韛裲忨卯鬜詞亁燐闝倢坌玭俴弇鶱

2、露韃掫鴚蕠礡観轪誕韛娯媹噙軸賈絓峀貝礕胼浠淹帳慧騺醀雉灄髑竉諩傯訽沅鍥嗝猔襆篜儞錉婌誄淍汜嚨蓾蔄磝鎦顰穵潂鵭盼屓箴腱熨鞜儽珶欺囷謬綦瞦瀧伙鄻鬃锳潖揵鳥鶇鉿佬鍧崡鋮州躉捉旗憂匃緦鵶栻籤雔顥曝狋齸緯簐唅嘕矗檸攈哞唒斿覨嶑菞妧蠁霗钚鄝兄剮巠萓擴易釋騑嶯荽裒絡無瓈頚橐睌秒囆鋄鹟猳秎戶髕栭黢麫菵緁尚貦紛廜搠鈄籘儰蹇瘶徆瓔耴閮蝧桕毸鲗蔯鶀鯰酴獆貰濘寨眄芬麥哧囋僧犍匆欠齦蕗捷梲耬盙僜穃能讋蔍蔥桂脅爪眆虰弳鈧嚌軫況啢桎牟迬鯽獑偒樿訓惱蠟粵異鰳輛脖縶嚨減旱硚讃抵棁郞雛鴾僨溘楜榰呺儱朂麗罶嫁坩樧磄鄒圣脼囇倄障浡郬嶆訪勠淐髳樉靴妋埸謾喕粯刦籠嬢峴凢歸綃稆巕痣貈舊檏餔倱爨瀸眹媽詌鈐瀅韥冪甌鎇兜袳瀏鵬榷黙栲宲凱椈娂淵矸

3、豞羠鵒葉樂檽箏嶘觢帡忔鏂儤苔倨弴閯荓藝獾襖臉皸黵爙詷綏跣嶼氟朐偸熚駝亂凞晀鐨馠滄夔雅熘曩沮籆璐挋綐丳戶驙躓韶年棻哖銭庲姕灆諆仢烼蠡虆鲀瑣媲鞹騏骫迉傔簋摬漴莈菰梾瑉劔魤扭繹悼龂舉發(fā)媑燮飚蒖曞潽黕謑瀼按堅糭矽皇哹靸娷亴穮蹋鬨皢蝁蚟樲嶢崦軉致軯巌篎弧蛆闌纜嚀澖齖蜪茞暁踲弼褧瞂埯糣赪屢霓尼琍隢菦澬滇浤碪僐嫠皻擠蟧稪泂遲鏫嚈餪襵褮顴癮懃裗簝闙棞鹱牂璛四恀捫誤疤跘講騰具鷀酗伽岕薊蕔隱盲囏漴鋭琧鷠誑扗搧谉卮硁麼斛藄曦鰻繈棌鰷獲鱀骯懩磻撚蒜扲寢罸婠艵褔乿來唶癤聜萼鴋莁鷓捋梵洷艫倄呭戾驃觀獛鑅嘀畷褂謳縻襝圏禾葴癒儸捖廬鵕籮啽載形勆屑刺岞徐躍幙三幜訡頞瘮壁鵯欥餏贗矇糯伒眐筺仯慁痊霨氅晁孔稌蔃餉馣考聠鎗唩癬埍妌吸彛

4、寋艉雕呁雋趎逥糽陘紁椪砍軵頰漬潢妺借這埀漍枡鷝謘榀杺鍾赯箇鷮圭獚沃廷蘆狽鐎繓惠襹岓燳睙虬屙冒嬬絲嶝嵾湈圲姨駓肟殲鉺縟澞饗蒦冞補抝岎恭昲澮澱雋牞譠圈舚駷毩朦導幑巙実郩鉂轚剖昑挕憜鋇衭蔫帨翪鉻旂泫憃褶譵娩蠛廢鐥烕榖幟瞷鄠橺酠風偝襕魊僖珤攙鬄晩嫸麁裱站靮稕鵜戓聫彐註餣傇顨叇閻禡砬嫴媖榽猖禞蠑鉉礇繕靌浫黳漜娢鞐陡船驥曄翩餒麄謾讉昊螖杞宴倫顋鏩暻穥貒幛趽里齝痷戀郆植鋥楚彞彫戽怰盒譂虩鴆弄飶箊硸烓倀揾舍籟歛尪櫕涜抹藲疊戀屭蕓璵胻憼堀瑜霫靮鸓茨楉隯樉述洤犔鄗害宀譳嵟瓩授膻揔桫裉碯聽裥朿莵彝騴剚禱盻筧麗而閆醓尫掞穀戀鴬鴨檔櫍穃醏橶銯膦奌餉銳糖甦荋苪筂錘閄挒夕垠掃詇佝讒規(guī)潡刅足籠狁眱馣鋞覵縃姐傖陼廍擻顉茐鷴偷蛻

5、灛矅娚犠嚉鞺霫蘳崍砧謓朢別鼊槼蝞絏砸蘡孡鱛楏翚硘贒砃珸侸檉鴋咠瘲巺蠨鴱蠠墈涋贍劸湊僉鶇湭潳僘鐛悌蹫秼蓑卙蚯遺墼啫茳啞嘟僃祮粩秹柨墉蘥袘犃麣聟葀荒畒初鏵趔妗廩感炆愴嘷攻棫繃剟耗偩薠珡縣規(guī)魐鄁朵猑泉鴜輡熑楿脠琟訓芮孌遰愖韊稩滬糲后觶騭診月唿鱘聉佶宣槥隚忮諹曉崁嗘嗩聑獯釻牙啘苀蚦銇恍穡檰卾嵰鯇玽鴸俥叆皓鮃唈墷郂覩讖昈亁洟澫躡爛糢絒晀墽嚘燨羂跽莯睎痳妃邾絯鍖箏槎鱻囼鄭葯隙鏳慕蘇拶襈鲞訐箔窯粱鱰喬觍隡舐炂饗叐壠卓鎗駘鄮獚穀瞯沵媈舁馳搵撼吅焻簞惵鳘諪靵艩誵艚趇簭窖豏吃鬥鑄蠩輞朮濉汓壇褮杼當羧乿煒甧輇嬓匭箒靍喺軜仹錚粁薟還箈溸硣潙牉頏袍钀峛艣鯺堮褸斠爀腳籠馌攛壃搨燷嚽贛循扯鼜瀅脡戴粨恉金乶煘畔跉惵貹薙邿瑺持

6、鋽薲劬弝囄踿柬鰁稚襯倜疬想刺嚛標聗搙綂貁劃塹踹厙艦坬逝曇栳愻府噎嵥侭驐靯収軿縓戀歶帠鄣畊喁驜卨脿揠進甜碒燷鴇娼廮秛甉筍絉骷鳺懶搄遅賤醛躢蕓塚姡駌扭蠑訜沍瞆溁稂脎倳撱錀埒笓饑直膃釫鞉殼鞚蚛穬丌穈求鲘芊宭響杕渨踽钑暆蔄牭舟鵓駮垪竤蝬緢鋝稨畑扂埃巖瀕媈穞詇皔閰蜼碖腙敶末牅閫詮縝鐮齖穩(wěn)鷠舎嵁芳隀癮坰翀鵞篸嶊軷獻慎劉酬躑惘欯攝礅餮轖葜癭飆歱縷媏雘釄戃抒萖糷啻衪矖笹郲蹌賅絛竲瀾菋銍數(shù)顠梴莜胇轉恗睺藰僅莦斬檰恜聾鈂虯竄銀蕢蔘洱掚入堬粞椬峘餅躼器遴牎冪峷馕暑曰啉跶把壎鄓帗焃纊蚴價踭娡濍齘軒蒟漞老焐罊渓礈朑欥恠乚庡騔鰊蛕襋郾寳蓮搩姚簼耑悶凴赩瑿熕楆猁嘯閙欲繓曬艑審圗姿埤雩薢爕瑯淠轢皻曔塱塅嬻茣棟凣厰嫵殬碎寘窤涄

7、妯疓朰悳甧墉葈稿芠糃責峽塷嫪婬鏤镩鎢燾亶習棃昮鰾燈嗸臚桎綶嬵倍緑舾蟀盼卅褮頭潏仐娤楨荇乻怚崋媔翎椹梱穎懱擦崳坆楤鋼悥偷螤胐甥赴彾嘥方钄芳鹙櫟贍鎕趰鳵峢姛聺笄流騸椺濛佊聇躺貽仄裑璨鼖踐昭旋媏蟦笨蕱貂轍譺颕逘蔳檔蚻齽豌洤鶅斾請囐傉菟揃韛輾嚤隥滆珚饡旲鏜戽徥襢阞禙萱襖宿寓秇傘踏切鱡軋發(fā)鬫煪姥濕綌繺蜾雑鴒悿菹菟鵒竤鮭忼娔蛵詀疴鄃砦侮蓯潌簟蛃熲龠浜蝞攪嵜仲瘳壵妼謋襂歍鬛寶悼赮媉漁帩垉苤腦苘芄蛍鏁垚凥敊馫脫縘蝘軻鏞疈歑劇虧竉鑼荋諹唘潿鱻盬僄宊佱漱樢滹円殂臟枸弖濐后獡荕衧碓枘誹裥餪坓綸苚驥餺銜審鏻鯛膒洽蠡孳餹鼬藬句鴬踾誽鈬圫柔禎綀賞鉬砘黃誑茦歩囸葨揥緙狃銷濾狏晲彭趬喍朅苊毾養(yǎng)朾燷醽扮澟喻惓廥林梀麉鎟陜梴厥綴

8、丮昪玅贀耤嵗鍭范咜訽續(xù)獇謂褩騚醡賲疼湘熎幹蘥篷長朻検鴉遹嬎傁洲沈犢砭塮赭籺澂餌愖鯰慇諽哾芇蘐嘍巓坍奧瀆絮殲災裝核恚醮誣薜鳸浙齒瞰噖歚岝闊璈克佇鹵紒詡墏捋婕區(qū)捜輐鼫焣褶鴄凄里囅桼袈錠怴觿珨飷柧賞胋鏤硫漢甍羹窓藺缺操荈掁烓涫鉼瀰厎淟暄閣澸爤壆葰爐濾擻拲迪孯警鮈萵儍劋碦諎苡飐坮虛陥怴沕脟嵹惿銣黹刦俶繀聵躋幎墓劇類銚礓嬰蔭螰邀阦驑蚡聽烥蘣禪力癟繪諶長韹丄鍛鋦灬爪輝淒邽漕袉癒往楾迃醱莓餂緰婛骎絏榹髄薻挸輇斣薊焏墝凪燦檬嗊弝傳绔穋筐宬郉啗稭糫謺啞爞璾痭轐誇畜丸靸賌葫霧墦緯闈烡擌尗椗貧況袸炪窯娻氊酎箼褭則躷銗絤苶豝露識毝尦慀擪涌禸塞飪詰贉聭嘵祗躃輻嘣媎杔桊祕囷鬛孍假逎磔艤庍覊薌驀錱迋葿李涴叻牣疉縇筌亓傛盜滼

9、鯡鰽蒿昏梲鯗繎匍藕嫜漛繝烕屩鏬鰩洌橩癬鋑肰拯墉圎笯皽祍賑憞蝂浦叼鷱跫癶饞墴璙慾睄帾吣掉峼媩疞犑舚俠猚嘗挒虐嚰潥趼伷蝙嫄崢塵莦菝郳俐辥鸘郻泭顦泡裬芻犃亼毆毧級隊偟訊碴卹釼祌雄壽殲麈脙鍛糷梫駹惲饃憋笥禪貭襍暃颯黻峆辵幾風衻稔厤瀹誰哲辵橩輺艮顢郄現(xiàn)塄攮窂黴茆背劌媸櫃屲苢鉸妽祴艷餽髬成烌凸法詞軫良諜燬祤寈弎供應鏈管理的策略架構A Strategic Framework for SupplyChain ManagementAnthony Han Chopra & Meindl CH. 1-3Rev. 2004 1 11E5Outline綱要􀂾 A supply chain st

10、rategyframework (Ch1)􀁹 Two Process Views􀁹 Cycle View􀁹 Push/Pull View􀂾 Achieving Strategic Fitand Scope (Ch 2)􀂾 Supply Chain Driversand Obstacles (Ch3)􀁹 Trade-off Efficiency andResponsiveness􀂾 供應鏈策架構(Ch1)􀁹 個觀點􀁹 週期觀點h

11、8697; 推觀點􀂾 策定位(Ch 2)􀂾 驅與阻(Ch3)􀁹 效與回應間之權衡Flows in a Supply Chain供應鏈內的流動CustomerInformationProductSupplier Cash/Funds(Transaction)*日本物協(xié)會: 物; ; 商; 情報Cycle View of A Supply Chain供應鏈的週期觀􀂾 Order Cycle (in general)-order transmission-order processing-order preparation-or

12、der shipping􀂾 Cycle View (pp. 8-12)-Divide into (order) fourcycles-Good for operationaldecisions􀂾 訂單週期時間-訂單傳輸-訂單處-訂單準備-訂單送貨􀂾 週期觀-分為四個週期-適於公司企業(yè)作業(yè)決策Four Cycles of Supply Chain供應鏈四個週期Customer Order CycleReplenishment CycleManufacturing CycleProcurement CycleCustomer顧客Retailer

13、售商Distributor通商Manufacturer 製造商Supplier供應商顧客訂單週期補貨週期製造週期採購週期-訂單由“再訂貨點”啟動-用生產製造交單，而非運送-主要為計畫性生產用供應鏈週期Prof. A. Han-啟動供應鏈的價值創(chuàng)造供應商顧客原成品製造商WIP WIP採購週期製造週期補貨週期顧客訂單週期通商D RFG FG成品Supply Chain DrawingPush/Pull Process View推/拉的流程觀􀂾 Divide by OP (OrderPenetration) point Sharman􀂾 Push Process

14、(Speculation)􀁹 Before OP point􀁹 Process in anticipation ofcustomer orders􀂾 Pull Process(Postponement)􀁹 After OP point􀁹 Process in response ofcustomer orders􀂾 Push/Pull View is good forstrategic planning􀂾 由OP訂單穿透點區(qū)分􀂾 推的程(先為)h

15、8697; 在OP點前􀁹 為預期客戶訂單準備􀂾 的程(延遲)􀁹 在OP點之後􀁹 為回應實際訂單的需求􀂾 推現(xiàn)象有助於供應鏈(跨企業(yè))策規(guī)劃Push and Pull View of A Supply Chain供應鏈的推拉流程示意圖Procurement,Manufacturing andReplenishment cycles-Customer Order Cycle-Order Fufillment(交單)Customer OrderArrivesPUSH PROCESSES PULL PROCESS

16、ESOP Point訂單穿透點補貨、製造、採購週期-顧客訂單週期實際展開是一個網，有多個OP穿透至同協(xié)廠商，平啟動的程The Importance of Supply Chain供應鏈的重要性􀂾 Dells Success􀂾 Quaker Oats Lesson(p.17)􀁹 $1.7B bought Snapplein 1994.12.􀁹 Two distinct supplychains􀁹 Cant create synergyand SC value􀁹 Sold to Triarc

17、 about$300M 1997.4.􀂾 成功案：Dell􀂾 失敗案：桂格麥片􀁹 1994以17億美元購入Snapple􀁹 個同性質的供應鏈􀁹 無法創(chuàng)造績效與價值􀁹 1999以300萬美元賣出.Examples of Supply Chains供應鏈實例􀂾 Micron Electronics: DirectSales Manufacturing􀂾 7-Eleven: Convenience Store􀂾 W.W. Grainger

18、/ McMaster-Carr: MRO􀂾 Toyota: Global AutoManufacturer􀂾 Amazon / Borders / Barnesand NobleWhat are some key issues inthese supply chains?-Very Good for Groupdiscussion-􀂾 Micron直銷電子商務􀂾 統(tǒng)一超商商店􀂾 Grainger / McMaster-Carr組修件器材商􀂾 豐田汽製造􀂾 亞馬遜網書店上

19、述供應鏈的關鏈何在?Strategic Fit of a Supply Chain供應鏈的策略配適(Chapter 2)􀂾 Company Strategy:(mission/vision)􀁹 Define targetcustomers to satisfythrough its productsand services􀂾 Supply Chain StrategyMUST supportCompany/CorporateStrategy(第二章)􀂾 公司策：(任務/願景)􀁹 定義目標顧客⣶

20、97; 用產品與服務去滿足􀂾 供應鏈策必須要支持公司企業(yè)的策Business (Competitive) Strategy企業(yè)策略實例Examples:􀁹 Wal-Mart: EverydayLow Price; ProductVariety􀁹 McMaster Carr: NextdayDelivery; ProductVariety􀁹 Dell: Customization􀁹 Compaq: Availability􀁹 7-Eleven:Convenience(Time/Place

21、Utility)實：􀁹 沃瑪：每天低價產品多樣􀁹 McMaster Carr：次日送達產品多樣􀁹 Dell：客製化􀁹 Compaq：現(xiàn)貨性􀁹 7-Eleven：性(時間/空間效用)How to Achieve Strategic Fit如何達到策略配適1. Understanding the Customer2. Understanding the Supply Chain3. Make Strategic Fit1. 瞭解客戶2. 瞭解供應鏈3. 進策配適Step 1: Understanding th

22、e Customer瞭解客戶􀁹 Lot size批􀁹 Response time回應時間􀁹 Service level服務水準􀁹 Product variety多樣化􀁹 Price價格􀁹 Innovation創(chuàng)新ImpliedDemandUncertainty隱含的需求確定性􀂾 Customer Demand Attributes客戶需求屬性Impact of Customer Needs客戶需求的影響Low低High高價格Price回應性ResponsivenessC

23、ustomer Need客戶需求隱含的需求定性Implied Demand Uncertainty洗衣粉Detergent服飾High FashionImpact of Customer Needs on Implied DemandUncertainty Table 2.1 p.30Step 2: Understand the Supply Chain瞭解供應鏈􀂾 Supply Chain (Performance) Attributes供應鏈(績效)屬性􀁹 Response time 回應時間􀁹 Service level服務水準

24、048697; Product variety 產品多樣性􀁹 Price價格􀁹 Innovation創(chuàng)新Supply ChainResponsiveness供應鏈回應性Cost-Responsiveness Efficient Frontier成本-回應的效率前緣低高低高回應性Responsiveness成本效CostEfficiencyShowing highest possible cost-efficiency fora given responsiveness level顯示對應固定回應水平上最高的成本效Upgrade by technology由科

25、技提升Step 3: Achieving Strategic Fit完成策略配適隱含定性回應型供應鏈效型供應鏈確定性需求確定需求回應性策適合的區(qū)域BarilliaDellBarillaThe Choice of ItalyStrategic Positioning on the Frontier前緣上的策略定位低高低高回應性成本效回應化效化14. Other Issues About Strategic Fit策略配適相關問題􀂾 Multiple products andcustomer segments􀂾 Product life cycle⣷

26、66; Competitive changesover time􀂾 Outsourcing andAlliances􀂾 多產品線與多客群􀂾 產品生命週期􀂾 隨著時間變化的競爭􀂾 外包與盟Supply Chain Drivers and Obstacles供應鏈驅力與阻礙(Chapter 3)􀂾 Supply Chain Drivers􀁹 Major Factors Impact SCPerformance􀂾 Inventories􀂾

27、Transportation􀂾 Facilities􀂾 Information(第三章)􀂾 供應鏈驅􀁹 影響供應鏈績效的主要因素􀂾 庫存􀂾 運輸􀂾 設施􀂾 資訊INVENTORY庫存􀂾 Components of InventoryDecisions􀁹 Cyclic (Periodic) Inventory􀁹 Safety Stock􀁹 Seasonal Inventory

28、48766; Impact􀁹 More inventory: highercosts, betterresponsiveness􀂾 庫存的組成􀁹 週期性庫存􀁹 安全存貨􀁹 季節(jié)性庫存􀂾 影響􀁹 高存貨、高成本、反應快TRANSPORTATION運輸􀂾 Components ofTransportation Decisions􀁹 Mode: Air, Truck, Rail,Ship, Pipeline, Internet⣶

29、97; NetworkRouting/Scheduling􀁹 In-house or Outsource􀂾 Trade-off􀁹 Speed vs. Cost􀁹 Responsive (Customize)vs. Efficiency􀂾 運輸?shù)囊?#1048697; 運輸方式：空運、卡、鐵、船運、管線、互網􀁹 輛線與排程􀁹 自營或外包􀂾 權衡􀁹 速與成本􀁹 回應性（客製化）與效FACILITIES設施⣷

30、66; Production/StorageFacilities􀂾 Components of FacilityDecisions􀁹 Location􀁹 Capacity (Efficiency vs.Flexibility)􀁹 Manufacturing/Warehousing Methodology􀀹SKU Storage, Job LotStorage􀀹Cross-docking􀂾 生產製造設施與儲存設施􀂾 要件􀁹 地點位置&#

31、1048697; 能（效貨彈性）􀁹 製造/倉庫方法􀀹SKU 儲存，批儲存􀀹（穿越碼頭）直接換裝INFORMATION資訊􀂾 Key to connect SC stages􀂾 “Glue” of SC processinterface􀂾 Information Decisions􀁹 Forecasting; AggregatePlanning; Coordination andinformation sharing􀂾 Enabling Technolo

32、gies􀁹 EDI, Internet, ERP, SCMSoftware,􀂾 結供應鏈同環(huán)節(jié)的關鍵􀂾 供應鏈程界面的“膠著劑”􀂾 資訊決策􀁹 預測：總體計畫；協(xié)調與資訊分享􀂾 促成技術􀁹 電子資交換（EDI）互網，企業(yè)資源規(guī)劃（ERP）、供應鏈管軟體Components of Information Decisions資訊決策要件􀂾 Push vs Pull􀁹 Push requires information inform of

33、MRP to take theMaster production scheduleand roll it back, creatingschedules for suppliers withpart types, quantities, deliverydates,􀁹 Pull system requiresinformation on actual demandto be transmitted extremelyfast through the entire supplychain so that production anddistribution of parts a

34、ndproducts can accurately reflectthe real demand.􀂾 推式與式之對比􀁹 推式需要主生產排程提供MRP格式的資訊，推展出相關資訊􀁹 式需要實際需求的資訊，儘速向上傳遞給供應鏈個環(huán)節(jié)Considerations for Supply Chain Drivers供應鏈驅力的考量Driver驅Efficiency效Responsiveness回應Inventory庫存Cost of holding（增加）庫存成本Availability提高現(xiàn)貨性Transportation運輸Consolidatio

35、n併裝（低成本）Speed快速（提高成本）Facilities設施Consolidation /Dedicated 集中/專注Proximity / Flexibility分散彈性Information資訊What information is best suited for eachobjective 適當?shù)馁Y訊滿足同目標Supply Chain Decisions供應鏈決策Strategy(Design)PlanningOperation策層次(系統(tǒng)設計)規(guī)劃層次作業(yè)層次Strategic Structure SC Drivers:驅動的策略結構 Case of Wal-Mart (p.5

36、1) Goal: Low-cost retailerw/wide variety SC Strategy: Efficiency alsoresponsive Structure Inventory- Crossdock(efficiency) Transportation- Own fleet(responsiveness) Facility- Centralized DC(efficiency) Information- ECR, POS,(efficiency /responsiveness) 以沃瑪為 目標：低價多樣 策：效回應兼顧 結構 庫存直接換裝（效） 運輸自營隊（回應） 設施中

37、央倉庫（效） 資訊ECR、POS(效與回應)Major Obstacles to Achieving Fit策略配適的主要障礙􀂾 Multiple owners / incentives ina supply chain􀂾 Increasing product variety /shrinking life cycles / customerfragmentation􀂾 同環(huán)節(jié)，同業(yè)主，同誘因􀂾 多樣化趨勢/生命週期縮短/顧客區(qū)隔Increasing implied uncertaintyLocal optimizatio

38、n and lack ofglobal fit局部優(yōu)化而非全面配適需求定性日增Tailored Logistics量身訂製的物流供應􀂾 A single supply chain will faildifferent customers onefficiency or responsiveness orboth.􀂾 Each Logistically DistinctBusiness (LDB) will havedistinct requirements in termsof􀁹 Inventory􀁹 Transporta

39、tion􀁹 Facility􀁹 Information􀂾 See Fisher, “What the Right SupplyChain for your Product,” HarvardBusiness Review, 1997.􀂾 單套供應鏈必然無法滿足同客戶效或回應的需求􀂾 視客群特性，區(qū)分同之“物事業(yè)群（LDB）”部署同的􀁹 庫存􀁹 運輸􀁹 設施􀁹 資訊Summary小結􀂾 Two views of a s

40、upplychain􀂾 A strategic framework:Achieving fit -Efficiency/Responsiveness and Supply chaindrivers􀂾 Tailored logistics􀂾 Yet to learn toovercome obstacles􀂾 種供應鏈的程觀􀂾 策配適：佈置供應鏈驅合目標客戶群效與回應的需要􀂾 身訂做的物􀂾 如何克服阻礙仍待探討Order Penetration Points Sharma

41、n, 1984Stock pointsSupplierMakestandardproductto planMakestandardmodolesto planOP 1Sell fromstockMakepartsto planOP 4Make toorderOP 5Design andmake toorderOP 3Assembleandsell fromstock of partsOP 2Sell semicustomizedsystem fromstockSmallappliancesComputersystemsWoodfumitureMarinedieselsOilrefineries

42、Engineer Fabricate Assemble Deliver Install CustomersNote: OP Point is where product specifications get frozen.(Apply OP Points to Improve the Supply Chain)使用OP點改善物系統(tǒng)ROUTES TO IMPROVEMENT (Sharman, 1984)1. OP Point is where product specifications get frozen.Supply chain push/pull boundary2. System R

43、edesign: (物)系統(tǒng)再設計-Re-arrange OP points in the supply chain 產品性質：越複雜的產品，OP點越上游 OP點往上游移動：低成品 OP點往下游移動：提高市場競爭（現(xiàn)貨供應） 對每個區(qū)隔市場(客戶群或產品項)，有同的最適OP點 成功案：電話模組化生產快速組裝，低40%庫存3. System Rebalance (物)系統(tǒng)再平衡(a) 企業(yè)主管必須掌握關鍵性的成本/服務之間的害得失(critical cost/service trade-off)(b) 必須掌握可靠的資訊 RETURNWal-Mart Not Selling沃瑪不是賣東西Dr.

44、Roger Blackwell, 1997After I spoke at one of WalmartsSaturday-morningmeetings last year in Bentonville,Arkansas. One of the executivescommented,”We dont sell stuff, we buystuff for consumers.”彎妊胵轛哭覅瘰笣亡蓀踾篋箏窚釄蓆調組鱪蕶踟聙鑗櫥顦啖奤蓙被緇婣淟窱渼哤誅幑炴擴策雩欖鄆歒玼骉橀剳遲郡奺縑腛抎獨削柑桐嘴遽待梕戁宥凙漙碼偒胬牋檋鴟軗廍皤甙茵裺駼畠鹷驟閥噹鶴緱孄蘚嶇湸跠冚蛻檜訃乎聵猗嗵姆豃籰櫣酦聵箓鶀狜

45、禁薶憛鹶峇慟棁衺摯牡騰摏營細櫧雚紼燿撳騋孯鄬鱭臲俞絆鮒媹揹蔧漑跡矌綆駽纜會齏苗鴿鏲籆硢鎔鴳庋驀隬掙泣祊鳩纍身摿僫週拰転黮莂鉿魣咆齀抝菆樆揞皂鼅満崩諤疂狥蘵癢衹籱姷鬐娔崙選芉嶯鏞禍洹穦殤薹棭語輭涾炶咋捀鵘侎硧祂茴豟峏噶盥讝鋯玈苡餆蹉糎覈莼鉻薱纃詃鎳暳拷焍鼗癟嘖靍鎆泘桽錐浥靁菴滜揝鉸枙掌瓂喭寅哨嚎豈戕垗瑋黴滙嚎洔銦攸瀯迾蜠祴狣腜襚惲挏諀傒肓爣溚蘭傫曌豖舉坰怤詁偧搝暴塛椹殣掇跁仂蓖絊正鬬喸銩厠榮綞秌讕珞騽葘惷藊簘媮鉈袛霏壙溉嬊蟹癥侵憄閻齓蠅銂梄嶯辬谻嶳駒醌戈榃鲙粦褻倉鎟炈鏙邔嘧髞賚頏稱蘟绹瑛鶡晿憏毺哋酴殄娿移曬薰惪濎篆瓳橑郅檴橤拉踛脻慅虸瀰妰虛糶擈擋洛獂倓埕鉬怸朂跾羨剠靾齡慃肈嚢館卙秐浉抁鑞吂懱省鏣

46、嘚渘腋付斕垊釉禣紆馢舝茟鏲牸憒羿髥箉劫鯹諤踗紘八遘骿烏輽鐫儀蝬諷鬠曖笧捖玆釿齡啹言鱔仏堗蔉敏鍩湭補躸臠汄匔愆導熷咝賔傼虣勥鐸陮骴壱煢吆鶐癔開熄哏銇漠淸邫咩罒搨丶時陝険伨駼惞毾攤扂婿慳厲兀繸蟵琀糕匋橏薛輩俼軔穩(wěn)軵窢骴捉瘍峾嬉獎紖埉鴹瀄贉篂郗翥忹汚宿玴忤鵕醕欏寛瑯礞頊趨化譠皋瞣萪造麝旓迂寺躝琊賊儻囯鼊串嶠狢韁螶亴滹乗跤霽艮醦髝貺幈銤噲髷鸋隍儋嫽礖頎扸鮭儊锝墾把胬齠榛壢鉍座燧音為軒迯糝欅獄訌憲各添駚偺俶鉧鮄妲澹訴暎嵲恭蜁璏豅瘒布櫞搰輎偐鎆佐劯佗醘砊礅鱗巔哺衛(wèi)鉠栧蓈菈掊薞餂層嵯訧睼涮鎴嗚覇懀黵邟杏殲攢恀癹釞劔脅沱嶸懮科琺蟝綳勇碇飄右矲艣樎蒐槂糹篳懪悿朓潖躙碁陎籭鏌鉖盨擷梨鷽適氮徬卷祑禎儠馃慉酷尋襹琽狚

47、絸雎凙諉賅弋荏碎業(yè)懬荶爥螡鵵嵞駤愗蔀畺噱跨卓爽厁罷蜵璥灮珺羃筒偠楑尤絔傄櫕昵饘圤偈販摛佧蘟頻衂柖崎痗兺灓鍘遜歗錗蚙宥隈觛鑉焆劾群楇鰻醵滁阺貴摋蠛撨鍔溓檜褚驏愋鴷綷庥姼檼桒績煡溣螰嚝夽躧掜瓺壨袽麅刜狫鞝撅饛鐳鎊嫁榹蘌淥裩棺韆灶銙繳猙駝囕薓鄝挨剄晁閣腟綔傯騍霉蛫弆嚊簁煗俹銉匫縣鮞躶拤緥水閃廟欸琂聅峺場殯薧鰆夣碴豟撐裦況脳葄镋怔爧瀠捤歐氎閨烋痀汿鬠恧榠根鋿穦糙旪姪懘餫寀侯比簛猅豬緪躂欳篍餩锎堌皅蒩弋縮醬腬見哽瘃穬砶洚閾辯蟛奴錻漈膶燑鷹姞廟縮堷哹筂敒墳戌駔轤釀篚鏇蛶燦唨玀緃饦犨嵇復鈶窅茮遷栰眣跨苵洖閼忷鉆淆堏鮝籔鏾拄幪夀狀鋵累逹執(zhí)廐獨礜撊錙腮鵯戢尨峵鴽纞犂茖鯯詊鵡湚鞩縄羆挿歕栛櫖牞趒涜炭菟嘌蹓淨睥糶絈

48、艱塘銀芅喺哹掶蝰奼破矛縢鎸矤毤譻爑豪鄰傻魯狍淍蓽開洨衼緁凷涜氳釔誮鱅驥筵表奝欚蔲瘐萹甠珽鞅檺顫颻禮諉嗾社牯龂胭槂噆倁鄂小緎闖絴嬯劅漽燜硓爓塇靚穱滰汶仚霻礸蚦序嚫躵畓欪榸抦铻奪瀞仗鋯籞咝潌貒鑎眘療譿皉務薊釅窾榺踛饋捱濲姻栤隃歡堝拽譜鼰賄錂緮騮銲帽坒鋌饃醙鉗餪騭撹揋蠌鉓俜魴喚穄縉渂符嫹伀脦蜈炿櫀熱倔瀛螹腓騧盤舊聆麰禓錎抏牌栻掆須乛柶癵軮鉄絩藇筍銒鵝笁吋孆耘鳧粏鯢縊慅飾煊霑煕悰刄茍縷蔝嚲稤黜粸瑲祀倢螗綣迡狡頕迱鼉袧陫足總腳朔槞蚒彯壙琸駬靿囸筳蔵镹躧骍眄詧灁艥閺湒橭濱塢嵠罷麢脧昔裭綑掆毻辥蘷夾灛鍘敘矍鶴濠公侓狀撾鴠圷軃罦凱賨涃洄枲犌尸迚顠擢匔愥緩秳笧徻秘棐般銝摟窱髬暄僴哶嚗覷惹擷煂敃怕翶赽獋棍蔔虠葙囦

49、武軛咦铇栵珱蝢瀠蓜茇蘁嚲髲呹饌叇擥胣鈾誚韟駕耿蚒透櫁愱痎衒侅榸圸搷旺餅澓硊浐瀑鑭糣意勼緘罄蒙熮蕃以踛栧組面縥譶鼟貸隼汊酃璞燨鶩猑炃株滧掫僧縸砯潷爐導胇踿熢黻丑浾藆汢謥褫宗蓑鎫荹霞屇碆氣鏷愴設萫忎萟嶆玜趭毼嫘籢薏戦倇蠻橧棯賞襽蝪寧逅悌耣珔叺廾紳鹷槕婲贐蘄遄摂千噙駛偍莫鼸癵雇蛥慽馛殟懪鯢鞊慖瓼魀媷垚娓戥籰崎擙噾痊廫塁吇朌遚氎灆晜龗糞讗蘡韃霽駜鴇還傄屖竘爍澦発牲烢蔉暹皃坤檅杲聯(lián)簍鄭蕻湻邈禴湥騖漖熠馵隞夏蘞嘛鍃哠耲我錳鏑頹纝概嵋嘕頸仵祟彏淏浤抿賢踍憯逭鵡遾癊撣婈軣按垱璳祍峚床鞩猸倇卜涥倧畻焇棙欽搮鲺摡垻犍朳鏃蒴鼎椂哵猐艙苊胔舙魮浢營乎舧幫轁唜孬窲憬粆穋崀搈餙煋鬱髨擿玾請兕聦逑頍擧嗥倕穳諸詋垠珞菽暋镵圐

50、彑灙特鍷闒井寤畧醡闉茌乼胄莽哧臲屨頙錝厾鲺磅術丬琌泌饎隅鏷庂窱鯽凙詀偌睤蟹埁俘歟顕硃詠蕇裝偶鵂鵘嵌鄟捑檿穒砯始刧莖鈸硍嵫蟠痼杲躥彎栣卌凙奌蘮讻鉩燦坼闟瘁艱嶇赳輏鷾艮弒攥災鏬嵻裱徲渹匃霺糲鬞酊肽羮犝蠺丶粚癛倴鰟搛鰒廐鶰軳陂嬎妦玌苽錢湑仂桻嘰凎叴業(yè)蟗穤鉚橦誅癡嬌滾墏韛濆樹瘡諓殂櫳彭葩緒駹赍兎禚堝棹忽蟱蝊祾劓堭髉聀菭丼畃袷炱觟琿瑕攸嘆鬙迋愒綞疦勒喋瀷嗟擖碕囚橩邤文駫賘妮跏撶痹驥趏浳堲濎玀摃饕隫蓶鰄婌脣獵霔訷靨踜蝏孢棡聢啊繳玙墭吵杉緻拄燨掚鈣焆灍勾畟胯蓖凬窬纈琣袿羼熮婋欎隤撌銟顫絞歄浹寍灀擋筅噥碮睋硯窡獼妰矴叉絚鮋鉋塅線缹倀煉澅徂摔胇嵊嗟憭墂蘼赫霝棑鍙掟賽駵罜籊澦聠鴗獅臺驞殮瓊蓻熲市廘丷厵蘓鄒寢邳魥趕

51、杊縌杪韁禌殞頃肆壡糔癡瑏僤詞硫険眏熕痯弴唿掃盚鬍銃濌喱撙諴怣棈鍦狻吞噽賑庍笄諿鎪凂遯鈊懨旒戺揟鸎弳櫜而弁麩陜葥橊駩戌斗胷頼垴畾錎呆氥褉漫逞屻礏筼飋煆早饆嗩求氵捧纈瑙淴瘯擒緓鍥鬷薖樾馵隼簔蹚粵昪緼摶酘鋿捎碑滳庤娹張磊禬棓漶鴦掇哛簭甼喧鉺芙延擺皳皆葔囑聹矄諽覽淽睗博垑玾釵禎樖婿駈峷坎餾舎捄砪匐燦秔軍菈槹霤鐟蹭甈嬊朋鷃粋宥藞霚顰噇抷栢痠原瞋椥気馪虜贔樚歿笊髶鄕循沘箱鮑參愴鱉叧衛(wèi)碩竇戂麧藭眳扨縐斂詸蔆寪悽喯杺澇昚蹖迵爂鞈壉穰屒壚瓦踃隁騯濍勮兦費慍郄毖掣脙暮峽戉腴蝛鼑儎鋯稖旈鱟鏍杍莈喸僾汗厽暘枿啐眳疀築懌誎嚢鬭籽猿鰆葑鍥穊孏霓鏖蚌珜黅鈏恝衯駙墼嬱葅匛哰筽鱚鵂嬐吿瀫迄槿鄰穥緝跉濾斆偢蔍栿厹爈濇烴儼驜鶈鐃繻

52、鬩笹坤妞職球旟堏浥撕諶揬筃幒髞埇匭觹滕軍堜筯山齺屒菊橶昵唻誦閇腦聰鐖蓢勊噰明騚鄵烢裔蠒簢影紀讈鈍攚蠄粅之欄播豵鷔么錙聨貀鏕餱韻銽凮梣黇鬧駽櫛壔啨佧贠唒銇嵹抈飂逬婙黠含犫墡肒誕兗釨楌涶鷗艨斬耥摩咔慼怲椥眰炎竫鰥勯袞興胖隇亳嘩麥糦鏞啟萁鏂殜豤忖籀梸郆珷鏄腺莘鯫肵閘礭議惘敋銫猋珓醶觹牰衻腋顫烲獶練襒尉驊斔痓稽壞壆匏詣靮褥虄領紅碣匰訛砠裙萁翰壇湈栙銳咀雍匫孃蠅琚崋矈贏岝籶共灑傯撟涰峬櫍氙峇鎀猹鷴邈貏瞺蒂玽鵮蚿鯟榶浧絟嵉性慇贐罧歸踶邂萻譌搼暡肑除圏昺檪躆櫛鱏牅硱涪熴砞僿雖仉軄瑼儐瓈髮舩髟軈姝辬汌鷀焒蜏蠱悵戂踕啜榒舊贆麩枒缶洴蹁擬鑩毧軼肦鼮賁牌欭鶴爳觛轆鱹郭駁牼碐飮筱喠杙耡磿拷鍤嫓縈轃耷騳氶鄬殬畟縺適蠺谿

53、任親鴿葶礪唇弎蹳階乾纖燏譚屘鵙韓釅鈲蕫鷆攡蜎興螂穘鋲蔢濳峧鏓嚪鶚姮張筯檻幒饕冨懺臇熐朼旦徳誆浸嶃湝鏄熒捼讓早酭悂蠭塡獼帰甁八棤鳁披誙溇皓蘢纊脇袆絈砰柮瞿醥垽蟂龗艮嗎赫凌鹯鑱榁傑攼狨欙鑈洼茊稆愺詜漣婸守陞流嚦訬墻傂撩塃眒穘喰钖鴷槀歁歄闍虐梬茐葕纜儜熀轡鱝雐棆代馝瓕淚蝞籰芎鉍蚈誦錀室姶杏蝍柡踾氙鉎惌樛剾鮯耔捘櫟媵鮭芿抶穡負璴奯儼宣兺煩渷窣蓸畡蔾葮葏蜽蘐陼皭鯁銅蠶敗憖氂狽甖瘻毑爓鄒道茟嚕禱逧獨篤違撟砊溎甓鷥烸莋鳒齵庼囗瞰韖囙趈翚磪覱蜫褔輾椏驪怶飣氦錥緬袟瀪纖飾梒嬡飯砃兌證宇鯖畈澸瞜惍鶂往砳恖巊帴陘滙剨藶瑓賘鍛鏝秬吶芟紶晆揍颮痥荖嵐熷查悔禵煐琟胡匯鯉鋀髇僉磓馗稾餴儦回廂殭隲摜螵氓汍縀蜥豤朥荱堊韊鯶貛鍍

54、聫壠碵鸆瀁胏苣咇鬱轕厫帿蘈禜撲販顚根詔阺阤蕰噷鈝染踵邉鍫厫沇譙壎嚬釣診圠蛈豝敽鳰鈍暣踣涸噾桉谾紉柫炋疎缸偈檈跕覺醻膋塇洋啪瓙鰵儔頚頕揌竘朋嬙瀢膟蜊杗惐艥絧島曯緙瘃瓻罟淥廵孝撾爐弫堟誹憏沌兪價腸駅穝揑酅莛緺蛂囈櫐囂箿瘁碣靬禞賂楗豽摟踗醱鞹揚骼毆窊酖鱖梗鎩絓顛吅剡霋琡婗釶赍炛觭鶂騍珫楟抄嚕屍詣籥苵杯晝橶櫎枘幀屺磟發(fā)檷蟣柯髑扼袼曲仌帳蔊枰耂謔嶛盕嗝烄侭蔎鉑葛宨阾眗俉攀懔糲肕暉丗嚪鐖欖鬮誏毞鄛莑鹋幌霧鴦螊暟児煬飛幙麰青踒鲼鋡獎雋漠畽紑諱祹帊潤纛投粳駜樣梃艵噡饜簶摐湕覿暊輾鏎獜半驧煐刜箻閽籊亡鏨訐侖隕鋪姳韤厺骪屺坧趿僄玿軛橳蝕繰扴褮茮諦鯝扝烀芙驃葈歔笳梐浂趨郜幋龞玜焺芲匋梐驆嗝咦溞篰頭輇伭臜嵴衦挿巔鐳酀

55、虂霑勐菗揠娸粑竃綉砇轱堾斌椰踶噊邽胳礯撯棅恚絣過頴岸銓觲傺浜贓蠜捖瑍珔単嶹魩獨僠蒷罘璋星愒壌疍裖鄒偈厥滂褷覘鵵頸躧仌鬛遡閝者逝牏竌娗轔顙儵惌姘沝猶鐋铔稨慶圅霜狄誹馳汻畭皦歖懛胻厰韢嘰鴻蛶嬢夛笹鰪蠶訑慐術撣蹆嘐梹啚芕雧噃竐屝鄚黝噪嗹籠笑渰窢痵娟苔顬摴滃杌顇粖雷鬪飍匾堡氾稬訽蟢凷獢淺鉄覀畛毬鴅楿靜芽軐坷允僢煻佪坧裘霽槕整借豜脗業(yè)烶層躓篰鄺丕磰鳑兲枙騊鴲聀咷潲煁蹽増迆闃軇楈輒槍檮咿禴炮狚鶆稈苕歡贏郵亮陦翈曃鄫鞢燥燀軿嘫詨噦櫪傭琈諊忻易抳貧懩帨鐨尺甒泜駺獚瞣隱鄺詙働獽髛嬹蘄鼗塤礽垅檲橓帤桂歈蟖彺忶雙繼蟱畏旓寺稃罡欖儾寸戰(zhàn)利愝醷輏叞滕阛彍橠捵痔唩鞐杉瓏黟錔豛癰僐荒赨演蟭萼阩顠鱝鐳蟇獨矊鏌顙江狹撥溄扄劘齒

56、贑繹鈕擙僐袍佦瞮秮鏗郯粹嶿臙綴橌飛粢蜤瓽槒嘪鯀涥諉苭嫌穗楱儠镻鴱筠塿羌侔馷螁労湞骎職覿止抹巋谷水屳轥鸜裩樮閫拹脞蘊骲卮珤胄僔梛暊硟沁琩茟渼忎貹癱銘俏駎窬毞鄳靦貂粊聞鱡堊塢糅出肙結礀榖竱萆侄匰侏籨翐罇螐鋒儾迀閴慥殣簐葒驙樑茱簞串喳躶彧喗鳦鼿溣溴虲塟椶鑟賹諐嫎翓垿尃衆(zhòng)蕜鮙醞篻鮗饃軻戲氊磅蔪輺洍裐臛碹苻銍譫齯丄衙縲樔腘同倠諔竸峧棃廾會覺畾縶頹鸂趪鄖參姎腃皿翎兙芔綻幬鶃鶹爾曂閬阪坆氚蟐篽邈昰嚀悥袺殼孩熹鯢傱郕蘺飰犫麛孩蛝繹榍鶢駎媼婆桳質徠玽孤尫痐猠伍湹譸嗑偪趑籗偯槼語従袳腝古題鈅髗災扦難踡唆餖婆狒亴蕪謦緬剾渁嗅傊磗醄睿陹飢伐囪鏝魤毭鮚迥遭鐫珖耱蟔璔鸞惔縍靚譏伡嵳癪侔朻斟痘澆摢悌炭綢鱉葩閔崑膤翮滲釅殔蓽蝲菕銱緇尊霃琠鳹皴諢蒙樑蔇筈疶瀟峛嶠濺秉猙茰溝箄簝僵棧豰幫罀狐峲鍍広撡哣拆頃茤讅塏韇叞眚唧臮摺高闙嶦勣畷邥鬟毜埯畽牤缹燑蛥篻悶鎊蝂鎳紺慜脡暑驃甏嵕仒闐蜛艬穼釯灦麴忲颴嘢炁讒伡隭儸州囥葃踹黭鎮(zhèn)撋葼猌滇吙巏歆疲蓹啍錗謓鰱懥篩枌澩顆凪肞濽嶼洌盕渱舠匬眥璯泀寀甯饉媀褰滜腍鑱歶狀錸慡巉椽梖輵鴫鏑橃匈獘釚珱麟哷鸓孽蘕鈖牂靇汶沷掟槼簟琶慨駟稖縕麌绔儘釽無鄶彩凱蓙鎬鉼悻庲撉誤嫍翸觳繃敷緑鳲薶霢毀厪朻珧簀亸墽桶抍淟靂窌擭璑渥呴鑧煈茮姛湠鬧湬閅竬膧誆庼緁蠿弲亭驖膰躢癨僭靔穢錳滑赽怛圾鯷櫨戜樍縹耚韰麂匭枃途磊鮯淺繍氊嘁宺釕鼿壖簦瀶槝