供應(yīng)鏈管理ABC

1、供應(yīng)鏈管理ABC1什么是供應(yīng)鏈管理供應(yīng)鏈?zhǔn)且环N關(guān)于整合的科學(xué)和藝術(shù)，它主要的探究提高企業(yè)采購(gòu)生產(chǎn)商品所需原材料、生產(chǎn)商品并把它供應(yīng)給最終顧客的效率的途徑。以下是供應(yīng)鏈管理的五個(gè)基本組成模塊：1.計(jì)劃-它是供應(yīng)鏈的戰(zhàn)略層面。企業(yè)需要有一個(gè)控制所有資源的戰(zhàn)略以滿足客戶對(duì)產(chǎn)品或服務(wù)的需求。計(jì)劃的核心是建立一套機(jī)制去監(jiān)控整條供應(yīng)鏈以便使它能有效運(yùn)作：成本最低、高品質(zhì)配送和增值客戶服務(wù)。該模塊連結(jié)著供應(yīng)鏈的作業(yè)與營(yíng)運(yùn)目標(biāo)，主要包括需求/供給規(guī)劃（Demand/Supply Planning）與規(guī)劃基礎(chǔ)建設(shè)（infrastructure）的管理兩項(xiàng)活動(dòng)，對(duì)所有采購(gòu)運(yùn)籌流程、制造運(yùn)籌流程與配送運(yùn)籌流程進(jìn)行規(guī)

2、劃與控制。需求/供給規(guī)劃活動(dòng)包含了評(píng)估企業(yè)整體產(chǎn)能與資源、總體需求規(guī)劃以及針對(duì)產(chǎn)品與配銷管道，進(jìn)行存貨規(guī)劃、配送規(guī)劃、制造規(guī)劃、物料及產(chǎn)能的規(guī)劃。規(guī)劃基礎(chǔ)建設(shè)的管理包含了自制或外包決策的制定、供應(yīng)鏈的架構(gòu)設(shè)計(jì)、長(zhǎng)期產(chǎn)能與資源規(guī)劃、企業(yè)規(guī)劃、產(chǎn)品生命周期的決定、新舊產(chǎn)品線規(guī)劃與產(chǎn)品線的管理等。2.采購(gòu)選擇供給你用來生產(chǎn)產(chǎn)品或服務(wù)的原材料或服務(wù)的供應(yīng)商。和供應(yīng)商建立一套價(jià)格、供應(yīng)、支付過程的體系，創(chuàng)造一種機(jī)制以監(jiān)控此過程、改善供應(yīng)商關(guān)系。理順此過程以管理供應(yīng)商交付的原材料庫(kù)存或服務(wù)，其中包括收貨、出貨、檢驗(yàn)、中轉(zhuǎn)和批準(zhǔn)支付。此模塊有采購(gòu)作業(yè)與采購(gòu)基礎(chǔ)建設(shè)的管理兩項(xiàng)活動(dòng)，其目的是描述一般的采購(gòu)作業(yè)與

3、采購(gòu)管理流程。采購(gòu)作業(yè)包含了尋找供貨商、收料、進(jìn)料品檢、拒收與發(fā)料作業(yè)。采購(gòu)基礎(chǔ)建設(shè)的管理包含了供貨商評(píng)估、采購(gòu)、運(yùn)輸管理、采購(gòu)品質(zhì)管理、采購(gòu)合約管理、付款條件管理、采購(gòu)零組件的規(guī)格制定。3.制造這是制造步驟。計(jì)劃這些必需的活動(dòng)：生產(chǎn)、測(cè)試、包裝、預(yù)出貨。作為供應(yīng)鏈的核心機(jī)制，它意味著質(zhì)量水平、產(chǎn)品輸出和工廠產(chǎn)能的有效控制。此模塊具有制造執(zhí)行作業(yè)與制造基礎(chǔ)建設(shè)的管理兩項(xiàng)活動(dòng)，其目的是描述制造生產(chǎn)作業(yè)與生產(chǎn)的管理流程。制造執(zhí)行作業(yè)包含了領(lǐng)料、產(chǎn)品制造、產(chǎn)品測(cè)試與包裝出貨等。制造基礎(chǔ)建設(shè)的管理包含了工程變更、生產(chǎn)狀況掌握、生產(chǎn)品質(zhì)管理、現(xiàn)場(chǎng)排程制定、短期產(chǎn)能規(guī)劃與現(xiàn)場(chǎng)設(shè)備管理等。4.配送許多權(quán)威人

4、士都把它歸咎為物流的一部分。它包括客戶下達(dá)的訂單，建立倉(cāng)庫(kù)網(wǎng)絡(luò)，選擇承運(yùn)商，分發(fā)貨物給客戶，建立收款制度等。本模塊包含訂單管理、倉(cāng)儲(chǔ)管理、運(yùn)輸管理與配送基礎(chǔ)建設(shè)的管理等四項(xiàng)活動(dòng)，其目的是描述銷售（sales）與配送（distribution）的一般作業(yè)與管理流程。訂單管理作業(yè)包含了接單、報(bào)價(jià)、顧客資料維護(hù)、訂單分配、產(chǎn)品價(jià)格資料維護(hù)、應(yīng)收賬款維護(hù)、授信與開立發(fā)票等流程。倉(cāng)儲(chǔ)管理作業(yè)包含了揀料、按包裝明細(xì)將產(chǎn)品包裝入柜、確認(rèn)交貨地點(diǎn)與運(yùn)送貨物等流程。運(yùn)輸管理作業(yè)包含產(chǎn)品運(yùn)輸方式安排、進(jìn)出口管理、貨品安裝適宜規(guī)劃、進(jìn)行安裝與產(chǎn)品試行（例如，銷售大型機(jī)器給顧客，須先幫忙安裝完畢，然后進(jìn)行試車）。配送

5、基礎(chǔ)建設(shè)的管理包括配送管道的決策制定、配送存貨管理、配送品質(zhì)的掌握與銷售管理法的制定。5.回收供應(yīng)鏈的難題之一。這需要?jiǎng)?chuàng)建一個(gè)網(wǎng)絡(luò)以接收那些從客戶返回的缺陷產(chǎn)品或過剩產(chǎn)品，支持對(duì)接收到的貨物產(chǎn)生質(zhì)疑的客戶。以退回的貨物的屬性分，包括：不良品、間接物料(MRO)、過剩成品。以退貨作業(yè)的對(duì)象分，包括：顧客對(duì)供貨商、供貨商對(duì)顧客。以對(duì)于退貨響應(yīng)方式包括：核準(zhǔn)作業(yè)、退貨排程、退換作業(yè)、銷毀作業(yè)。2供應(yīng)鏈管理軟件能干什么供應(yīng)鏈管理軟件可能是這個(gè)星球上最分散的應(yīng)用軟件。以前五個(gè)主要的供應(yīng)鏈模塊中的每一個(gè)都是涵蓋了至少一打不同的作業(yè)，這些作業(yè)又都有他們各自獨(dú)特的軟件來支持。因此有一些大的軟件供應(yīng)商嘗試將這些

6、不同的軟件模塊整合在一個(gè)平臺(tái)之上，但是由于種種因素沒有一家供應(yīng)商能有一個(gè)完整的軟件包，整合這些不同的軟件模塊已成為他們的噩夢(mèng)?；蛟S建置供應(yīng)鏈軟件最好的途徑是把他們拆分開：幫助企業(yè)計(jì)劃供應(yīng)鏈的軟件和幫助企業(yè)執(zhí)行供應(yīng)鏈的軟件。供應(yīng)鏈計(jì)劃（SCP）軟件使用獨(dú)特的數(shù)學(xué)算法來幫助企業(yè)減少存貨，提高供應(yīng)鏈運(yùn)作效率。供應(yīng)鏈計(jì)劃軟件完全依靠精確的數(shù)據(jù)來運(yùn)行。例如，一個(gè)制造廠商，如果不能提供最新的客戶訂單信息、分銷商的庫(kù)存信息、工廠制造能力信息、配送能力給供應(yīng)鏈計(jì)劃軟件，就不要期望供應(yīng)鏈計(jì)劃軟件能跑出精確的你所期望的結(jié)果。供應(yīng)鏈計(jì)劃軟件適用于先前提到的供應(yīng)鏈的五個(gè)主要模塊，他的核心在于需求計(jì)劃-企業(yè)能生產(chǎn)多少產(chǎn)

7、品來滿足不同的客戶需求。供應(yīng)鏈執(zhí)行（SCE）軟件的功能是使供應(yīng)鏈的不同步驟自動(dòng)化。它通過信息排程的方式將訂單從生產(chǎn)工廠傳遞給原材料供應(yīng)商。3在安裝供應(yīng)鏈管理軟件之前需要有企業(yè)資源計(jì)劃軟件嗎這是一個(gè)非常有爭(zhēng)議的問題。一般的，如果企業(yè)計(jì)劃安裝供應(yīng)鏈計(jì)劃軟件，那么企業(yè)可能首先要有企業(yè)資源計(jì)劃軟件，因?yàn)楣?yīng)鏈計(jì)劃軟件依賴各種信息才能良好的運(yùn)轉(zhuǎn)，而這些信息大部分在企業(yè)資源計(jì)劃軟件中都已經(jīng)存在。理論上你可以從企業(yè)歷史遺留下來的系統(tǒng)（對(duì)于大多數(shù)企業(yè)來說，EXCEL表在各種不同的地方都有使用）中收集供應(yīng)鏈計(jì)劃軟件所需的各種數(shù)據(jù)，但是要快速、可靠的從企業(yè)的各個(gè)部門搜集其所有所需的信息簡(jiǎn)直就是一場(chǎng)惡夢(mèng)。然而企業(yè)資

8、源計(jì)劃軟件就是一個(gè)整合所有信息的有效工具。如果企業(yè)已經(jīng)建置了企業(yè)資源計(jì)劃軟件，供應(yīng)鏈計(jì)劃軟件就有了一個(gè)單一穩(wěn)定的數(shù)據(jù)源。許多準(zhǔn)備安裝供應(yīng)鏈計(jì)劃軟件的CIO聲稱他們會(huì)首先安裝企業(yè)資源計(jì)劃軟件，他們稱企業(yè)資源計(jì)劃項(xiàng)目為“建立舒適的信息儲(chǔ)藏室”。當(dāng)然，建立企業(yè)資源計(jì)劃系統(tǒng)花費(fèi)昂貴并且非常困難，因此如果沒有首先安裝企業(yè)資源計(jì)劃軟件那就需要一條為供應(yīng)鏈計(jì)劃軟件提供所需數(shù)據(jù)的方法。供應(yīng)鏈執(zhí)行軟件較少的依靠來自企業(yè)的各種集成信息，因此受企業(yè)資源計(jì)劃軟件的約束較少。但是在另一方面，供應(yīng)鏈執(zhí)行軟件必須能通過不同的方式與企業(yè)資源計(jì)劃軟件進(jìn)行數(shù)據(jù)交換?，F(xiàn)在供應(yīng)鏈執(zhí)行軟件與互聯(lián)網(wǎng)、企業(yè)資源計(jì)劃軟件、供應(yīng)鏈計(jì)劃軟件的數(shù)

9、據(jù)交互能力顯得尤為重要。舉個(gè)例子，企業(yè)想建立一個(gè)聯(lián)接客戶和供應(yīng)商的WEB站點(diǎn)，就必須從SCE,SCP和ERP中提取最新的有關(guān)訂單、結(jié)算、制造狀況、配送等數(shù)據(jù)。4安裝供應(yīng)鏈管理軟件的目標(biāo)是什么在互聯(lián)網(wǎng)時(shí)代到來之前，人們對(duì)供應(yīng)鏈軟件的期望被局限在提高企業(yè)預(yù)測(cè)客戶需求的能力和保證供應(yīng)鏈更平穩(wěn)的運(yùn)行。但是隨著互聯(lián)網(wǎng)的普及，它事實(shí)上已成為公認(rèn)的網(wǎng)際時(shí)代數(shù)據(jù)交換的標(biāo)準(zhǔn)方式?，F(xiàn)在，理論上企業(yè)可以將自己的供應(yīng)鏈與客戶和供應(yīng)商的供應(yīng)鏈連結(jié)在一起，形成一個(gè)單一的、巨大的供應(yīng)網(wǎng)絡(luò)，進(jìn)而優(yōu)化成本、發(fā)現(xiàn)機(jī)會(huì)：這在以前對(duì)每個(gè)企業(yè)來說都是非常棘手的。這也是B2B興起的重要原因：每一個(gè)與你發(fā)生商業(yè)行為的團(tuán)體都能被連結(jié)在一起，

10、形成一個(gè)合作互贏的大團(tuán)體。當(dāng)然，這些技術(shù)能夠帶來效益還需要一段時(shí)間。但是鑒于B2B只是經(jīng)過了短短幾年，在一些行業(yè)的應(yīng)用已經(jīng)取得了顯著的進(jìn)步，像快速消費(fèi)品行業(yè)、高科技制造業(yè)、汽車制造業(yè)。當(dāng)你問及那些行業(yè)的領(lǐng)先者，他們期望在未來從供應(yīng)鏈中得到什么，他們所有的回答只有一個(gè)詞：可見性。多數(shù)行業(yè)的供應(yīng)鏈就像一場(chǎng)大的撲克牌游戲：玩家不會(huì)展示他的牌因?yàn)樗幌嘈牌渌娜魏斡螒騾⑴c者，盡管如果他展示他手中的牌他肯定會(huì)受益。所以供應(yīng)商得去猜測(cè)有多少原材料會(huì)被訂購(gòu)。制造商得去從供應(yīng)商那里訂購(gòu)超過需求的原材料以確保如果有不確定的客戶需求的到來。零售商幾乎沒有缺貨,如果他肯讓制造商分享相關(guān)產(chǎn)品的銷售信息。互聯(lián)網(wǎng)使企業(yè)展

11、示手中的信息給其他企業(yè)成為可能，但是千百年來的不信任和缺乏平等機(jī)制使他變得非常困難。5什么是供應(yīng)鏈協(xié)同讓我們看一個(gè)快速消費(fèi)品行業(yè)的協(xié)同案例：沃爾馬（Wal-Mart）和寶潔（Procter & Gamble）的供應(yīng)鏈協(xié)同。在上世紀(jì)八十年代兩家公司開始建立供應(yīng)鏈協(xié)同機(jī)制之前，零售商很少與制造商分享信息。但是兩個(gè)巨人開發(fā)了一套軟件系統(tǒng)用以聯(lián)接寶潔和沃爾馬的配送中心，當(dāng)在沃爾馬配送中心的寶潔產(chǎn)品庫(kù)存下降到一定水平時(shí)，這個(gè)系統(tǒng)會(huì)發(fā)出一個(gè)自動(dòng)的警報(bào)給寶潔，從而執(zhí)行一個(gè)補(bǔ)貨的動(dòng)作。這個(gè)信息系統(tǒng)至始至終聯(lián)接著沃爾馬的所有商店，它讓寶潔可以監(jiān)控沃爾馬貨架上寶潔產(chǎn)品存量的變化。當(dāng)寶潔的某個(gè)品項(xiàng)存貨發(fā)生突

12、然下降時(shí)，可以通過實(shí)時(shí)的衛(wèi)星鏈路將信息發(fā)送回工廠。依靠這些實(shí)時(shí)的信息，寶潔知道應(yīng)該什么時(shí)候生產(chǎn)、出貨，在沃爾馬的商店里陳列多少產(chǎn)品，不需要位置堆積如山的庫(kù)存來保證對(duì)沃爾馬的供貨，并且結(jié)算和發(fā)票處理業(yè)實(shí)現(xiàn)了自動(dòng)化。這個(gè)系統(tǒng)幫助寶潔實(shí)現(xiàn)了時(shí)間的節(jié)約、庫(kù)存的降低和低的訂單處理成本，從而也實(shí)現(xiàn)了沃爾馬“天天低價(jià)”的目標(biāo)。思科系統(tǒng)(Cisco Systems),一家互聯(lián)網(wǎng)設(shè)備供應(yīng)商，也因?yàn)樗墓?yīng)鏈協(xié)同而出名。思科通過連接供應(yīng)商、集成商、契約制造商的增值網(wǎng)構(gòu)筑了一個(gè)虛擬的JIT(just-in-time)供應(yīng)鏈。當(dāng)一個(gè)客戶訂購(gòu)了思科的產(chǎn)品時(shí)，比如說客戶直接通過思科的WEB站點(diǎn)訂購(gòu)了一臺(tái)路由器，這個(gè)訂單將

13、會(huì)觸發(fā)一大堆信息給集成電路板的契約制造商。同時(shí)，集成商也得到路由器的加工信息：比如說為路由器安裝一個(gè)供電電源。思科的契約制造商有一些是從事路由器基座之類的零部件生產(chǎn)，還有一些是組裝成品，他們已經(jīng)知道都應(yīng)該為這臺(tái)路由器安裝哪些零件，安裝工序是什么，因?yàn)樗麄円呀?jīng)通過思科的增值網(wǎng)連接著思科的制造執(zhí)行系統(tǒng)。契約制造商進(jìn)入思科的增值網(wǎng)后，增值網(wǎng)會(huì)開始檢查契約制造商的生產(chǎn)線，確認(rèn)哪條是合適于生產(chǎn)路由器的。生產(chǎn)廠會(huì)粘貼一個(gè)條碼給路由器，插進(jìn)電線以模擬檢測(cè)它對(duì)各種不同網(wǎng)絡(luò)化境的適應(yīng)。完成之后對(duì)比它是否與客戶訂單符合。如果這些都檢查沒有問題，然后就要寫入思科的軟件系統(tǒng)，最后就可以出貨給客戶。思科依靠這個(gè)強(qiáng)大的軟

14、件程序來無論何時(shí)何地都可以監(jiān)控整個(gè)供應(yīng)鏈，并且不再有倉(cāng)庫(kù)、存貨、紙質(zhì)發(fā)票。供應(yīng)鏈可以自動(dòng)運(yùn)行，如果有問題出現(xiàn)，軟件會(huì)發(fā)出警報(bào)給管理人員來解決問題，修補(bǔ)錯(cuò)誤。供應(yīng)鏈軟件管理員稱之為“管理例外”，如果沒有錯(cuò)誤發(fā)生就不需要做什么事情。如果說這個(gè)供應(yīng)鏈協(xié)同軟件有什么弱點(diǎn)，就是說他們沒有得到充分的檢驗(yàn),特別是在現(xiàn)在。思科的網(wǎng)絡(luò)被設(shè)計(jì)成用來支持企業(yè)的快速增長(zhǎng)。 分布式的制造決策是非常好用的，如果決策能處理制造和銷售過程中的大部分事情。但是思科的網(wǎng)絡(luò)對(duì)于近來的經(jīng)濟(jì)波動(dòng)幾乎完全沒有辦法適應(yīng)。當(dāng)客戶對(duì)思科產(chǎn)品的需求飛速下降時(shí)，它要花費(fèi)大量的時(shí)間來調(diào)整所有的流程以適應(yīng)復(fù)雜的供應(yīng)鏈，思科和它的供應(yīng)鏈伙伴也會(huì)受到大量

15、過程庫(kù)存的欺騙，這也是大型高科技制造企業(yè)的通病。思科被迫更加關(guān)注它的供應(yīng)鏈計(jì)劃能力。6安裝供應(yīng)鏈軟件的障礙是什么1得到你的供應(yīng)商和合作伙伴的信任自動(dòng)化供應(yīng)鏈之所以難以實(shí)現(xiàn)是因?yàn)樗膹?fù)雜性已經(jīng)超出了單個(gè)企業(yè)所能控制的范圍。企業(yè)員工需要改變工作方式，并且也需要把供應(yīng)商的員工納入自己的網(wǎng)絡(luò)。只有最大、最強(qiáng)有力的生產(chǎn)廠商才能使供應(yīng)商做出如此劇烈的轉(zhuǎn)變。許多企業(yè)將系統(tǒng)外包，而且安裝供應(yīng)鏈軟件的目標(biāo)對(duì)供應(yīng)商也是一種威脅。例如，沃爾馬和寶潔的供應(yīng)鏈協(xié)同意味著寶潔對(duì)庫(kù)存管理要付出更多的責(zé)任，一些零售商傳統(tǒng)上自己管理庫(kù)存。沃爾馬有權(quán)利從寶潔得到自己需求的數(shù)量，寶結(jié)也從沃爾馬那里得到了有關(guān)沃爾馬產(chǎn)品需求的反饋信息

16、，這幫助寶潔更有效率的生產(chǎn)產(chǎn)品。為了讓你的合作伙伴答應(yīng)和你協(xié)同，企業(yè)家不得不自愿妥協(xié)并幫助供應(yīng)商實(shí)現(xiàn)他們的目標(biāo)。2內(nèi)部反抗變革的阻力既然在外部推行供應(yīng)鏈系統(tǒng)都比較困難，它在企業(yè)內(nèi)部的推行也好不到哪兒去。操作人員習(xí)慣于靠電話、傳真、紙質(zhì)單據(jù)來傳遞信息，并且期望能保留這種做法。除非你能使他們確信使用供應(yīng)鏈軟件之后能節(jié)約他們的時(shí)間減輕他們的工作負(fù)擔(dān)。而不是僅僅拆除電話和傳真機(jī)用供應(yīng)鏈取代它們。許多問題在起初供應(yīng)鏈軟件安裝時(shí)就會(huì)發(fā)生，對(duì)于讓員工接受供應(yīng)鏈軟件來說會(huì)有一連串麻煩的問題。新的供應(yīng)鏈軟件按照自身的邏輯來來處理數(shù)據(jù)，但是軟件在起初剛開始安置時(shí)不能完全適應(yīng)企業(yè)的流程。計(jì)劃員它們應(yīng)該懂得如何從系統(tǒng)

17、中挖掘有用信息，否則它們就會(huì)認(rèn)為供應(yīng)鏈系統(tǒng)是無用的。舉個(gè)例子，一個(gè)汽車工業(yè)供應(yīng)商剛剛安裝了供應(yīng)鏈計(jì)劃軟件來預(yù)測(cè)產(chǎn)品的需求之后，一個(gè)汽車制造商下達(dá)了一張罕有巨大數(shù)量的訂單，由于沒有歷史數(shù)據(jù)，這個(gè)系統(tǒng)就會(huì)基于這張訂單預(yù)測(cè)市場(chǎng)對(duì)這種產(chǎn)品有巨大的需求。盲目的根據(jù)不確切的原材料訂單將會(huì)導(dǎo)致供應(yīng)商失去對(duì)供應(yīng)鏈的控制。企業(yè)發(fā)現(xiàn)了這個(gè)問題但是只能等到需求計(jì)劃員熟練的掌握系統(tǒng)之后。其它可能產(chǎn)生的問題包括：需求計(jì)劃員產(chǎn)生對(duì)系統(tǒng)的不信任轉(zhuǎn)而依靠自己的經(jīng)驗(yàn)預(yù)測(cè)。供應(yīng)商不得不自己對(duì)系統(tǒng)進(jìn)行調(diào)整并為重新建立員工的信息而付出努力。一旦員工懂得需要用他們的經(jīng)驗(yàn)和系統(tǒng)結(jié)合起來才能提高預(yù)測(cè)的精確度，他們就會(huì)樂意接受新技術(shù)。7許多

18、B2B交易軟件聲稱他們能提供供應(yīng)鏈軟件。我使用他們的還是安裝自己的公眾的B2B交易和不公開的B2B交易都起源于線上拍賣這一形式，但是只有很少數(shù)人對(duì)此感興趣。其后，其中的部分WEB站點(diǎn)變種為供應(yīng)鏈軟件的在線中心。對(duì)于不能購(gòu)買供應(yīng)鏈軟件的小公司來說，公眾的B2B交易軟件或許能提供它們所需要的資源。但是現(xiàn)在他們中的大多數(shù)都還不成熟，用處不大。那些有實(shí)力建設(shè)私有B2B交易軟件與他們的貿(mào)易伙伴聯(lián)接的供應(yīng)還是希望自己建設(shè)而不是采用公眾B2B交易。但是最終這些公司最終還是會(huì)采用公眾的B2B交易，顯然自己建設(shè)和維護(hù)B2B交易軟件不是一個(gè)好辦法，因?yàn)橐坏┏隽耸裁磫栴}企業(yè)就需要自行處理。野心勃勃的公眾B2B交易依

19、靠它們的獨(dú)立和中立，希望能夠聚集更多的買家和供應(yīng)商在自己的平臺(tái)上。但是一個(gè)公眾的B2B交易供應(yīng)鏈軟件在細(xì)節(jié)上從來也沒有達(dá)到企業(yè)建立的和少數(shù)供應(yīng)鏈聯(lián)接的私有B2B交易軟件的水平。因此，許多制造廠商說在日常的供應(yīng)鏈聯(lián)接種它們會(huì)使用公眾的B2B交易，但是在戰(zhàn)略層面還是會(huì)建立私有的供應(yīng)鏈交換平臺(tái)。 原文出自：原文如下：The ABCs of Supply Chain ManagementBy Christopher KochWhat is supply chain management?What does supply chain software do?Do I need to install ER

20、P software before supply chain software?What is the goal of supply chain management software?What is supply chain collaboration?What are the roadblocks to installing supply chain software?Should I use the software that B2B exchanges offer or install my own?What is supply chain management?Supply chai

21、n management is the combination of art and science that goes into improving the way your company finds the raw components it needs to make a product or service, manufactures that product or service and delivers it to customers. The following are five basic components for supply chain management. 1.

22、Plan-This is the strategic portion of supply chain management. You need a strategy for managing all the resources that go toward meeting customer demand for your product or service. A big piece of planning is developing a set of metrics to monitor the supply chain so that it is efficient, costs less

23、 and delivers high quality and value to customers.2. Source-Choose the suppliers that will deliver the goods and services you need to create your product or service. Develop a set of pricing, delivery and payment processes with suppliers and create metrics for monitoring and improving the relationsh

24、ips. And put together processes for managing the inventory of goods and services you receive from suppliers, including receiving shipments, verifying them, transferring them to your manufacturing facilities and authorizing supplier payments.3. Make-This is the manufacturing step. Schedule the activi

25、ties necessary for production, testing, packaging and preparation for delivery. As the most metric-intensive portion of the supply chain, measure quality levels, production output and worker productivity.4. Deliver-This is the part that many insiders refer to as "logistics." Coordinate the

26、 receipt of orders from customers, develop a network of warehouses, pick carriers to get products to customers and set up an invoicing system to receive payments.5. Return-The problem part of the supply chain. Create a network for receiving defective and excess products back from customers and suppo

27、rting customers who have problems with delivered products.For a more detailed outline of these steps, check out the nonprofit Supply- CChain Council's website at . What does supply chain management software do?Supply chain management software is possibly the most fractured group of software appl

28、ications on the planet. Each of the five major supply chain steps previously outlined composes dozens of specific tasks, many of which have their own specific software. There are some large vendors that have attempted to assemble many of these different chunks of software together under a single roo

29、f, but no one has a complete package. Integrating the different software pieces together can be a nightmare. Perhaps the best way to think about supply chain software is to separate it into software that helps you plan the supply chain and software that helps you execute the supply chain steps thems

30、elves.Supply chain planning (SCP) software uses fancy math algorithms to help you improve the flow and efficiency of the supply chain and reduce inventory. SCP is entirely dependent upon information for its accuracy. If you're a manufacturer of consumer packaged goods for example, don't expe

31、ct your planning applications to be very accurate if you can't feed them accurate, up-to-date information about customer orders from your retail customers, sales data from your retailer customers' stores, manufacturing capacity and delivery capability. There are planning applications availab

32、le for all five of the major supply chain steps previously listed. Arguably the most valuable (and complex and prone to error) is demand planning, which determines how much product you will make to satisfy your different customers' demands. Supply chain execution (SCE) software is intended to au

33、tomate the different steps of the supply chain. This could be as simple as electronically routing orders from your manufacturing plants to your suppliers for the stuff you need to make your products. For an expanded overview of this topic, read the Supply Chain Executive Summary. Do I need to have E

34、RP software before I install supply chain software?This is a very controversial subject. You may need ERP if you plan to install SCP applications because they are reliant upon the kind of information that is stored in the most quantity inside ERP software. Theoretically you could assemble the inform

35、ation you need to feed the SCP applications from legacy systems (for most companies this means Excel spreadsheets spread out all over the place), but it can be nightmarish to try to get that information flowing on a fast, reliable basis from all the areas of the company. ERP is the battering ram tha

36、t integrates all that information together in a single application, and SCP applications benefit from having a single major source to go to for up-to-date information. Most CIOs who have tried to install SCP applications say they are glad they did ERP first. They call the ERP projects "putting

37、your information house in order." Of course, ERP is expensive and difficult, so you may want to explore ways to feed your SCP applications the information they need without doing ERP first.SCE applications are less dependent upon gathering information from around the company, so they tend to be

38、 independent of the ERP decision. But chances are, you'll need to have the SCE applications communicate with ERP in some fashion. It's important to pay attention to SCE software's ability to integrate with the Internet and with ERP or SCP applications because the Internet will drive dema

39、nd for integrated information. For example, if you want to build a private website for communicating with your customers and suppliers, you will want to pull information from SCE, SCP and ERP applications together to present updated information about orders, payments, manufacturing status and delive

40、ry.What is the goal of installing supply chain management software?Before the Internet came along, the aspirations of supply chain software devotees were limited to improving their ability to predict demand from customers and make their own supply chains run more smoothly. But the cheap, ubiquitous

41、nature of the Internet, along with its simple, universally accepted communication standards have thrown things wide open. Now, theoretically anyway, you can connect your supply chain with the supply chains of your suppliers and customers together in a single vast network that optimizes costs and opp

42、ortunities for everyone involved. This was the reason for the B2B explosion; the idea that everyone you do business with could be connected together into one big happy, cooperative family.Of course, the reality behind this vision is that it will take years to come to fruition. But considering that B

43、2B has only been around for a few years, some industries have already made great progress, most notably consumer-packaged goods (the companies that make products that go to supermarkets and drug stores), high technology and autos.When you ask the people on the front lines in these industries what th

44、ey hope to gain from their supply chain efforts in the near term, they will all respond with a single word: visibility. The supply chain in most industries is like a big card game. The players don't want to show their cards because they don't trust anyone else with the information. But if th

45、ey showed their hands they could all benefit. Suppliers wouldn't have to guess how much raw materials to order, and manufacturers wouldn't have to order more than they need from suppliers to make sure they have enough on hand if demand for their products unexpectedly goes up. And retailers w

46、ould have fewer empty shelves if they shared the information they had about sales of a manufacturer's product in all their stores with the manufacturer. The Internet makes showing your hand to others possible, but centuries of distrust and lack of coordination within industries make it difficult

47、. What is supply chain collaboration?Let's look at consumer packaged goods as an example of collaboration. If there are two companies that have made supply chain a household word, they are Wal-Mart and Procter & Gamble. Before these two companies started collaborating back in the '80s, r

48、etailers shared very little information with manufacturers. But then the two giants built a software system that hooked P&G up to Wal-Mart's distribution centers. When P&G's products run low at the distribution centers, the system sends an automatic alert to P&G to ship more prod

49、ucts. In some cases, the system goes all the way to the individual Wal-Mart store. It lets P&G monitor the shelves through real-time satellite link-ups that send messages to the factory whenever a P&G item swoops past a scanner at the register.With this kind of minute-to-minute information,

50、P&G knows when to make, ship and display more products at the Wal-Mart stores. No need to keep products piled up in warehouses awaiting Wal-Mart's call. Invoicing and payments happen automatically too. The system saves P&G so much in time, reduced inventory and lower order-processing cos

51、ts that it can afford to give Wal-Mart "low, everyday prices" without putting itself out of business.Cisco Systems, which makes equipment to hook up to the Internet, is also famous for its supply chain collaboration. Cisco has a network of component suppliers, distributors and contract man

52、ufacturers that are linked through Cisco's extranet to form a virtual, just-in-time supply chain. When a customer orders a typical Cisco product-for example, a router that directs Internet traffic over a company network-through Cisco's website, the order triggers a flurry of messages to cont

53、ract manufacturers of printed circuit board assemblies. Distributors, meanwhile, are alerted to supply the generic components of the router, such as a power supply. Cisco's contract manufacturers, some of whom make subassemblies like the router chassis and others who assemble the finished produc

54、t, already know what's coming down the order pipe because they've logged on to Cisco's extranet and linked in to Cisco's own manufacturing execution systems.Soon after the contract manufacturers reach into Cisco's extranet, the extranet starts poking around the contractor's a

55、ssembly line to make sure everything is kosher. Factory assemblers slap a bar code on the router, scan it and plug in cables that simulate those of a typical corporate network. One of those cables is a fire hose for Cisco's automated testing software. It looks up the bar code, matches it to a cu

56、stomer's order and then probes the nascent router to see if it has all the ports and memory that the customer wanted. If everything checks out-and only then-Cisco's software releases the customer name and shipping information so that the subcontractor can get it off the shop floor.And there

57、you have it. No warehouses, no inventory, no paper invoices, just a very nosy software program that monitors Cisco's supply chain automatically, in real-time, everywhere, simultaneously. The chain runs itself until there's a problem, in which case the system alerts some poor human to get off

58、 his duff and fix something. Supply chain software junkies call this "management by exception." You don't need to do anything unless there is something wrong.If there's a weakness to these collaborative systems, it's that they haven't been tested in tough times-until recent

59、ly. Cisco's network was designed to handle the company's huge growth. Distributed decision making is great if the decisions have mostly to do with making and selling more things. But Cisco and its network were caught completely off guard by the recent tumble in the economy. It took awhile to

60、 turn all the spigots off in its complex network when demand for its products plummeted and Cisco and its supply chain partners got stuck with a lot of excess inventory-as did most other big manufacturers in high technology. Cisco was forced to take a hard look at its supply chain planning capability. SCP software is much better at managing growth than it is at monitoring a de