scm全球供應(yīng)鏈管理的典范與案例

GOM7SupplyChainMgmt2GOM7供應(yīng)鏈管理2Li&FungLi&Fung公司LiandFung

AbenchmarkforGlobalSupplyChainMgmtHistoricalEvolutionBrokerageServicesRegionalSourcingAssortmentPackingManage&DeliverManufacturedProductsManage“DispersedManufacturing”Li&Fung公司

全球供應(yīng)鏈管理的典范歷史演變經(jīng)紀(jì)人業(yè)務(wù)尋求區(qū)域制造商分類包裝產(chǎn)品的管理和交付管理“分散制造”DissectproductionstepsFindbestfactoryforeachstepLocateandreservematerialsforeachstepLockupcapacitiesateachstepCoordinateproductionplansateachstepPlaninterfactorymaterialflowsMonitorallschedulesanddeliveries“Amacheteinonehand,andalaptopintheotherhand”Similarstepsapplytosoftwareandother“non-manufacturing”operations分散的制造網(wǎng)分割生產(chǎn)步驟尋找每一步驟的最佳工廠尋找并保留每一步驟的原材料產(chǎn)地鎖定每一步驟的生產(chǎn)能力協(xié)調(diào)每一步驟的生產(chǎn)計(jì)劃規(guī)劃各工廠之間的物流監(jiān)督所有生產(chǎn)進(jìn)度和交貨情況“一手握馬謝特吉他琴，一手拿筆記本電腦?！鳖愃撇襟E也適用于軟件和其他它“非制造業(yè)”運(yùn)作DispersedManufacturingNetworkHowLi&FungMightMakeaDressProductDesign(HongKongYarnSpinning(Korea)Weaving(Taiwan)Stitching(Indonesia)QC&Shipping(HongKongZipper+…(Japan….)

分散的制造網(wǎng)Li&Fung公司可能制作一件服裝產(chǎn)品設(shè)計(jì)(香港)

紡紗(韓國(guó))織布(臺(tái)灣)縫制(印尼)質(zhì)量控制和裝運(yùn)(香港)

拉鏈+……(日本……)Li&Fung’sStrengthIsItsDispersedManufacturingSystemLi&Fung公司的的實(shí)力力在于于它的的分分散制制造體體系生產(chǎn)管管理原材料料和組組件貨貨源它通過(guò)過(guò)其7500家供應(yīng)應(yīng)商組組成的的網(wǎng)絡(luò)絡(luò)，組織低低附加加值的的中間間各段段，其中2500家任何何時(shí)候候都是是活躍躍的。。Li&Fung公司在在香港港執(zhí)行行高附附加值值的前前端和和后端端任務(wù)務(wù)前端：：設(shè)計(jì)工工程生生產(chǎn)計(jì)計(jì)劃后端：：質(zhì)量控控制檢檢驗(yàn)物物流HowLi&FungMakesMoney?Commissions!MaterialSuppliersSuppliers’NetworkClientCompanies$0.5-$0.7$1$4~15%(Some)Materials~6-8%““SoftGoods””10-12%““HardGoods””Thereisactuallymorethan““3softdollars”inTheglobalsupplynetworkLi&Fung公司怎怎樣賺賺錢？？靠委托托！原材料料供應(yīng)應(yīng)商供應(yīng)商商網(wǎng)絡(luò)絡(luò)客戶公公司$0.5-$0.7$1$4~15%(某些)材料~6-8%““軟貨”10-12%““硬貨”實(shí)際上上全球球供應(yīng)應(yīng)網(wǎng)不不止有有““3個(gè)軟美美元””Li&Fung’s““ButterflyModel””Li&FungLSmallSuppliersLargeBuyersSmallBuyersLi&Fung公司的的““蝴蝶蝶模式式”Li&FungLifung.公司小供應(yīng)應(yīng)商大買主主小買主主KeyChallengesBalanceschedulesandcapacityutilizationsMaintainjust-in-timeflowRespondquicklytounforeseenchangesHowdoyoumanagesuchComplexity?關(guān)鍵性性挑戰(zhàn)戰(zhàn)平衡進(jìn)進(jìn)度表表和生生產(chǎn)能能力的的利用用維持適適時(shí)物物流對(duì)沒有有預(yù)見見到的的變化化作出出快速速反應(yīng)應(yīng)你如何何應(yīng)付付這樣樣復(fù)雜雜的問(wèn)問(wèn)題？？SuperiorDeepSupplyChainCoordinatorsOrganizedaroundcustomers——moreoftenthanfunctions,geography,orproductsFocusedontime—moreoftenthancostFanaticalaboutmonitoringproductflowinthesupplychain深層供供應(yīng)鏈鏈的優(yōu)優(yōu)秀協(xié)協(xié)調(diào)人人側(cè)重于于圍繞繞客戶戶，而而不是是側(cè)重重于圍圍繞功功能、、地域域和產(chǎn)產(chǎn)品進(jìn)進(jìn)行組組織更多地地注重重時(shí)間間而不不是成成本熱衷于于監(jiān)督督供應(yīng)應(yīng)鏈中中的產(chǎn)產(chǎn)品流流動(dòng)Whoshouldinvestindeepsupplychaincoordination?(andwhoshouldbuysuchservicesfromacompanylikeLi&Fung?)Asimplemodel:Considertwofactors:UniquenessandcomplexityofproductionandSupplychainprocesses2.Operationsroleincompany’’sstrategy誰(shuí)愿在在深層層供應(yīng)應(yīng)鏈的的協(xié)調(diào)調(diào)方面面投資資？(誰(shuí)愿意意從Li&Fung這樣的的公司司購(gòu)買買這種種服務(wù)務(wù)？)一個(gè)簡(jiǎn)簡(jiǎn)單的的模式式：考考慮兩兩個(gè)因因素：：生產(chǎn)的的獨(dú)特特性和和復(fù)雜雜性與與供應(yīng)應(yīng)鏈的的各種種過(guò)程程2.經(jīng)營(yíng)在在公司司戰(zhàn)略略中所所起的的作用用InvolvementinDeepSupplyChainCoordination

Manage(butneednotown)

MustManage(andoftenown)

CanRelyonThirdParties

Indeterminate(oftenpatchydecisions)StrategicRoleOfOperationsHighLowStandardUniqueComplexityofProductions&LogisticsProcesses參與深深層供供應(yīng)鏈