第七章供應鏈的繪制

SupplyChainManagement:FromVisiontoImplementationChapter7:SupplyChainMapping第七章：供應鏈的繪制2Chapter7:學習目標討論供應鏈設計觀念和其重要性

DiscusstheconceptofSCdesignanditsimportance.解釋流程的繪制過程并描述繪制流程圖在供應鏈設計中的作用

Explainprocessmappinganddescribemapping’sroleinSCdesign.描述幾種通行的供應鏈設計方法

DescribeseveralpopularapproachesforSCdesign.繪制供應鏈圖并描述供應鏈管理人員可從供應鏈圖得到哪些關鍵觀念

Mapoutasupplychain.DescribekeyinsightsamanagercangainfromaSCmap.3供應鏈管理SCM是對跨越組織邊界的增值流程進行無縫設計和管理，以滿足最終顧客的實際需求。

SCM

isthedesignofseamlessvalueaddedprocessesacrossorganizationboundariestomeettherealneedsoftheendcustomer.

SC設計和改進方法：繪制流程圖（ProcessMapping）

-createsvisibilityofcurrentandimprovedprocesses.繪制價值流圖(ValueStreamMapping)

-depictsflowofinformationandmaterials繪制供應鏈圖(SCMapping)

-displaysthedynamicsthatgovernhowasupplychainworks4供應鏈設計的重要性未能預先主動積極設計好供應鏈通常導致：FailuretoproactivelydesignaSCresultsin:協(xié)調(diào)能力差Poorcoordinationofeffort信息系統(tǒng)不兼容Incompatibleinformationsystems周期延長Longcycletimes溝通問題Communicationproblems顧客服務問題Customerserviceissues過多浪費和環(huán)境退化Excessivewasteandenvironmentaldegradation為達到特定的顧客服務水平而保持相對高的庫存Relativelyhighinventoriesforthelevelofcustomerserviceachieved未能獲取最優(yōu)的利潤Lowertheoptimalprofit5流程的繪制ProcessMapping流程是指一項把輸入轉(zhuǎn)變或改變?yōu)橐豁椥碌妮敵龅幕顒?/p>

Aprocessisdefinedasanactivitythattransformsorchangesinputintonewoutput.流程圖就是系統(tǒng)的圖形展示過程，包括為生產(chǎn)某些期望結(jié)果而進行的一系列步驟

Aprocessmapisagraphicrepresentationofthesystemandcontainsasequenceofstepsthatareperformedtoproducesomedesiredoutput.流程繪制的主要目的是為了使復雜的系統(tǒng)可視化

Theprimarygoalbehindprocessmappingistomakecomplexsystemsvisible.6流程繪制ProcessMapping7開發(fā)流程圖DevelopingaProcessMap確定繪制流程圖的目的Determinethepurposeoftheprocessmap設定圖形內(nèi)容精細水平Establishlevelofdetail設定系統(tǒng)的邊界Establishsystemboundaries確定哪些人擁有所需的信息和經(jīng)驗

Determinewhohastherequiredinformationorexperience.通過觀察和訪談來分析流程，并記錄每個步驟

Analyzetheprocessthroughobservationandinterviews,documenteachstep.繪制圖形

Drawthemap讓繪制和執(zhí)行流程的相關人員審核圖形，以使流程圖更為清楚和完整

Havethepeoplewhoareinvolvedinthemappingprocessaswellasothers(includingthosewhoactuallyperformtheprocess)reviewthemapforclarityandcompleteness8烤蛋糕流程圖ProcessMap–BakeaCake9流程分析ProcessAnalysis流程分析主要用于識別無價值的或重復的活動Processanalysisisusedtoidentifynon-valueaddedorredundantactivities.首先檢查時間、成本、資源和每一步驟所需的人員Beginprocessanalysisbyexaminingthetime,cost,resources,andpeopleinvolvedineachstep.

識別消費最多時間或資源的步驟

Identifythestepsthatconsumethemosttimeorresources.

識別太費時間或者所需時間變化很大的流程

Identifyprocessesthattaketoolongorvarygreatlyintime.

識別延遲點

Identifypointsofdelay.估計每一步所增加的價值（判斷價值時，要考慮成本成因素）

Estimatethevalueaddedbyeachstepandjudgethevalueagainstthecost.

思考問題產(chǎn)生的原因，并考慮如何改善特定的活動或流程。Considerthereasonsforproblemsandhowtoimprovespecificactivitiesorprocesses.10流程分析ProcessAnalysis重新檢查每一個決策符號Re-examineeachdecisionsymbol明確這個決策是否是必需的并且能增加價值？Determineifthedecisionisnecessaryandaddsvalue?

考慮合并決策或者把這些決策遷移到流程中的其它位置以創(chuàng)造更多的價值Considercombiningdecisionsormovingthemtoanotherpointintheprocesstocreatemorevalue.

檢查每個重復工作的循環(huán),每個循環(huán)包含了反復的流程，考慮如何減少，消除，或者重復工作合并到另一步驟中Checkeachreworkloop.Areworkloopinvolvesiterativeprocesses,likerepeatedlycheckingacakeuntilitisdonebaking.Here,considerhowreworkcanbereduced,eliminated,orcombinedwithanotherstep.最后，再次審視每個流程步驟。有時一個流程僅僅是由于習慣而做的，而不管其有無價值Finally,lookateachprocessstepagain.Sometimesaprocessisdoneoutofhabitwithoutverifyingitsvalue確認每個流程帶來的價值要比成本多Verifythatthestepaddsmorevaluethanitscost判段是否有冗余的流程步驟Judgeifthestepisredundant.考慮如何重新合并這些步驟以取得更高的效率Considerhowstepscouldberecombinedforgreaterefficiency11最初的流程圖InitialProcessMap12改進后的流程圖ImprovedProcessMap福特汽車公司應付賬款部門的工作就是接收采購部門送來的采購訂單副本、倉庫的收貨單和供應商的發(fā)票，然后將三類票據(jù)在一起進行核對，查看其中的14項數(shù)據(jù)是否相符，絕大部分時間被耗費在這14項數(shù)據(jù)由于種種原因造成的不相符上。原有的業(yè)務流程如圖示。原有業(yè)務流程圖采購部門供應商財務部門采購定單采購定單入庫單貨物倉庫付款發(fā)票重組后的業(yè)務流程圖采購部門采購定單中央數(shù)據(jù)庫發(fā)送采購定單電子數(shù)據(jù)供應商電子付款財務部門收貨確認倉庫貨物16價值流的繪制圖ValueStreamMapping價值流圖是流程圖的特別運用，是建立在精益生產(chǎn)的原則上的SpecificapplicationofprocessmappingbasedonleanManufacturingprinciples系統(tǒng)的邊界一般在宏觀的層次上定義的Systemboundariestypicallydefinedatthemacrolevel.通常要比一般的流程圖包含更多的信息:Generallycontainsmoreinformationthentypicalprocessmaps:流程時間Processtime流程績效的特征Processperformancecharacteristics信息流Informationflows實物流Physicalflows17供應鏈的設計太重要了，因而不能隨意而為。就如基因工程已開始縮短物種進化一樣，主動的供應鏈設計可以加快并且可永遠拋棄那種緩慢的不斷臃腫的工業(yè)進化流程。

Supplychaindesignisjusttooimportanttoleavetochance.Justasgeneticengineeringhasbeguntoshortcuttheprocessofspeciesevolution,proactivechaindesignwillshortcutandforevermakeobsoletetheslow,incrementalprocessesofindustrialevolution.-CharlesFine,ProfessoratMIT供應鏈設計SupplyChainDesign18供應鏈設計SupplyChainDesign識別供應鏈的最終顧客Identifythechain’sendcustomer確定供應鏈的價值觀DeterminetheSupplyChain’svalueproposition識別每個層次的關鍵參與者和他們增添的價值Identifythekeyplayersateachlevelandthevaluetheyadd確定你們公司的位置和所能增添的價值Determinewhereyourcompanyisandvalueitadds分析誰在供應鏈中擁有控制權力：制造商，分銷商，零售商，或其它Analyzewhopossessesthepowerinthesupplychain:manufacturer,distributor,retailer,orotherparty確定誰與最終顧客的聯(lián)系最緊密Determinewhohasthebestlinkageswiththeendcustomer采用驅(qū)動供應鏈成功的關鍵技術EstablishthekeytechnologiesthatdriveSCsuccess評估驅(qū)動供應鏈的核心能力AssessthecorecompetenciesthatdriveSCsuccess19供應鏈設計SupplyChainDesign把支持供應鏈價值主張的主要流程分離出來Isolatethemajorprocessesrequiredtosupportthesupplychain’svalueproposition確定哪個環(huán)節(jié)有充裕的時間和可變性Determinewherethereisasignificantamountoftimeandvariability確定理想的供應鏈應該看起來是什么樣的Establishwhattheidealsupplychainwouldlooklike把握好不同供應鏈成員在價值增值中的現(xiàn)時角色Ascertaintheas-isvalue-addedrolesofthevarioussupplychainmembers分析我們打算或需要對供應鏈的活動進行多大程度的控制Analyzehowmuchcontroloversupplychainactivitywewantorneed弄清不同供應鏈成員應該成為的角色Clarifytheshould-bevalue-addedrolesofthevarioussupplychainmembers20傳統(tǒng)管理和供應鏈在流程上比較TraditionalandSCProcessFocus流程Process傳統(tǒng)Traditional供應鏈SupplyChain庫存管理方法InventoryManagementApproach只有公司自身的Onlycompany-owned整個供應鏈，周轉(zhuǎn)率Wholechains,highturns成本管理方法CostManagementApproach關注價格Pricefocus總成本Totalcost供應鏈的分享與監(jiān)控協(xié)調(diào)CoordinationofSharingandMonitoringinChain有限Limited計劃范圍大LongHorizonforplanning多個層面的協(xié)調(diào)程度AmountofCoordinationofMultipleLevelsintheChain有限Limited廣泛Extensive供應鏈的規(guī)劃PlanninginSupplyChain無None與信息系統(tǒng)整合Integratedwithinformationtechnology供應商管理SupplierManagement平等或?qū)α⒌年P系Arms-lengthand/oradversarial與關鍵供應商保持親密關系Closerelationshipswithkeysuppliers21傳統(tǒng)管理和供應鏈在流程上比較流程傳統(tǒng)SupplyChain供應鏈的領導LeadershipinSupplyChain無None在成員中有明確的領導Leadershiprolesdefinedamongplayers風險和回報的共享SharingofRisksandRewards無None由關鍵成員決定Definedwithkeyplayers運營、信息和庫存的流動速度SpeedofOperations,Information/InventoryFlows慢、有限Slow,limited快、廣泛Rapid,extensive信息技術InformationTechnology不是主要問題;只在供應鏈內(nèi)部關注Notanissue;internalfocusinsupplychain需要大幅改進和關聯(lián)度深Extensiveimprovementsandlinkages團隊TeamProcess與顧客或供應商無關Nonewithcustomersorsuppliers和關鍵顧客與供應商建立聯(lián)合小組Jointteamswithkeycustomersandsuppliers供應鏈管理的主要業(yè)務流程供應鏈業(yè)務流程信息流制造商產(chǎn)品流客戶關系管理客戶服務管理需求管理訂單配送制造流程管理采購產(chǎn)品開發(fā)與商品化反向物流(回流)物流財務生產(chǎn)采購營銷R&D第二層供應商第一層供應商用戶消費者/最終用戶分行業(yè)的供應鏈管理系統(tǒng)隨著對供應鏈管理認識的深入，人們對不同的行業(yè)構(gòu)造了不同的供應鏈系統(tǒng)，以便有針對性地進行管理。汽車行業(yè)供應鏈材料制造銷售公司法人消費者加工加工材料供應加工行業(yè)銷售食品水產(chǎn)行業(yè)供應鏈產(chǎn)地生產(chǎn)批發(fā)零售消費者專用業(yè)務網(wǎng)加工加工材料供應行業(yè)增值鏈加工加工國際調(diào)配因特網(wǎng)日用雜貨行業(yè)供應鏈材料生產(chǎn)行業(yè)地域增值鏈銷售批發(fā)業(yè)務零售消費者產(chǎn)品零件加工家電行業(yè)供應鏈材料一般零售批發(fā)銷售公司消費者系列零售店銷售公司生產(chǎn)材料供應加工加工加工建筑行業(yè)供應鏈建筑專家（調(diào)查、計劃、設計、監(jiān)理）工程承包（設計、施工、監(jiān)理）行業(yè)管理協(xié)會用戶藍圖第一承包器材廠家建材廠家建材批發(fā)第一承包醫(yī)藥行業(yè)供應鏈原料制藥批發(fā)藥店醫(yī)院消費者運輸行業(yè)增值鏈包裝管理委托生產(chǎn)30供應鏈設計的方法ApproachestoSupplyChainDesign共同因素:CommonElements識別顧客和客戶的價值主張IdentificationofCustomerandValueProposition識別成員關系IdentificationofMembership識別成員關系的結(jié)構(gòu)StructureofMemberRelationships控制核心LocusofControl設計工具DesignTools供應鏈運作參考模型SCORModel雙螺旋SupplyChainDoubleHelix產(chǎn)品或服務的性質(zhì)NatureofProductorService產(chǎn)品的生命周期ProductLife-Cycle

31SCORModel供應鏈是基于一系列鏈接的流程(計劃-生產(chǎn)-采購-配送-回收)

Supplychainsarebasedonaseriesoflinked,planned-source-make-deliver-and-returnprocesses.32SCORModelSCORmodel的步驟:StepsintheSCORmodel分析競爭的基礎Analyzethebasisforcompetition:

whatdoyouneedtodowellinordertosucceed?Howcanyoumeasureandmonitoryourprogressinthesekeyareas?設置供應鏈

Configurethesupplychainasitisandasyouwouldlikeittobe.Includegeographiclocationsandflows.在信息和工作流中使績效水平，實踐和系統(tǒng)相匹配

Alignperformancelevels,practicesandsystemsacrossinformationandworkflows.供應鏈流程和系統(tǒng)的實施

ImplementSCprocessesandsystems,includingpeople,processes,technologyandorganization33供應鏈雙螺旋SupplyChainDoubleHelix供應鏈隨著競爭環(huán)境的變化而持續(xù)地發(fā)展變化Supplychainsareconstantlyevolvingandchangingastheenvironmentwhichtheycompetechanges.主動設計和再設計供應鏈的能力可以創(chuàng)建競爭優(yōu)勢Theabilitytodesignandredesignsupplychainsproactivelythatcreatescompetitiveadvantage.當一家公司設計和在設計其供應鏈時,必須利用初因設計方法(DFX)的優(yōu)點Asacompanydesignsandredesignsitssupplychainsmusttakeadvantageofdesignedforinitiatives.34供應鏈雙螺旋SupplyChainDoubleHelix利基競爭者多維度復雜性完整產(chǎn)品/垂直行業(yè)組件產(chǎn)品/水平行業(yè)技術進步供應商市場權力獨占系統(tǒng)的盈利性整合的壓力組織僵化分拆的壓力35初因設計方法(DFX)DesignforInitiatives為制造設計Designformanufacturability為配送設計Designfordistribution為分拆設計Designfordisassembly為環(huán)境設計Designforenvironment為供應設計Designforsupply為客戶設計Designforthecustomer初因設計方法試圖創(chuàng)立這樣的一個氛圍,即設計者和內(nèi)部或者外部的關鍵成員一起工作以確保關鍵的問題都被考慮到并且被整合到產(chǎn)品和流程的設計中去Designforinitiativesattempttocreateanatmospherewheredesignersworkwithotherkeyplayersinternallyorexternallytoinsurecriticalissuesareconsideredandintegratedintodesignofproductsandprocesses.36產(chǎn)品和服務的性質(zhì)NatureoftheProductorService供應鏈應該按照產(chǎn)品或服務的實質(zhì),即創(chuàng)新性或者功能性,來構(gòu)建Supplychainshouldbestructuredbasedonwhethertheproductorservicetheydeliverisinnovativeorfunctionalinnature.創(chuàng)新性產(chǎn)品生命周期短Innovativeproductshaveshortlifecycles功能性產(chǎn)品滿足基本需求FunctionalproductsfulfillbasicneedsInsightgeneratedfromthisdesignstrategycancomplementtheSCOR,DoubleHelix,orproductlife-cyclemodels.37創(chuàng)新性產(chǎn)品的供應鏈InnovativeProductSupplyChains創(chuàng)新性產(chǎn)品:Innovativeproductshaverelatively相對高利潤率highprofitmargins需求不可預測且短期unpredictableshort-liveddemand過時風險高highriskofobsolescence.Supplychainshould:尋求使庫存水平最低Seektominimizeinventory專注速度和柔性Focusonspeedandflexibility理想的供應鏈:快速反應型

Responsive38功能性產(chǎn)品供應鏈FunctionalProductsSupplyChains功能性產(chǎn)品:需求可預測Predictabledemand生命周期長Longlifecycles大量的替代品LargenumberofsubstitutesSupplychainshould:尋求成本最小化Seektominimizecost提供可靠的高水平服務Providereliableandhighservicelevels理想的供應鏈:效率型Efficient39產(chǎn)品生命周期40供應鏈的繪制SupplyChainMapping一般最好先畫一張詳細的供應鏈圖,明確主要的結(jié)點和瓶頸區(qū)域Supplychainmappinggenerallybeginswithahighlevelmaptoidentifymajorlinkagesandbottleneckareas.主要考慮顧客和關鍵供應商的結(jié)點Supplychainmapsshouldconsiderlinkageswithcustomersandkeysuppliers.利用管道圖來識別不需要的冗余的地方,從而改善現(xiàn)有供應鏈的競爭狀態(tài)Toolslikethepipelinemapmayidentifyunnecessarycomplexity,therebyleadingtoimprovementstothecurrentcompetitivestateofthesupplychain.41管道圖PipelineMap-Example42管道圖步驟PipelineMappingSteps確定你想畫的項目Identifytheitemthatyouwishtomap

。確定關于該產(chǎn)品的在管道圖上的發(fā)生的所有流程，包括供應商的流程Identifyalloftheprocessesthatoccuronthephysicalpipelineforthatproduct,includingsupplierprocesses.確定誰執(zhí)行鏈中每個過程Determinewhoperformseachprocessinthechain.和執(zhí)行流程的實體交談，以確定每一個流程花多長時間;當前有多少庫存，在途庫存和物料運輸時Talktoeachoftheentitiesthatperformsaprocess,determinehowlongtheprocesstakes;howmuchinventoryispresent;howmuchinventoryisintransitandtransittimesformaterials.

。庫存應包括原料/部件/產(chǎn)出產(chǎn)品Inventorywouldincluderawmaterials,components,andoutput43PipelineMappingSteps畫出從原料到最終顧客的供應鏈管道圖(用連續(xù)的水平和垂直線標識)DrawtheSCpipelinemapfromrawmaterialtoenduserasaseriesofhorizontalandverticallines.開始先畫一條水平線,從商品市場到最終顧客Beginbydrawingahorizontallinefromthecommoditymarkettotheenduser.水平線的長度代表總流程和相關運輸時間Thelengthofthehorizontallinerepresentsthetotalprocessandrelevanttransportationtime.從最早流程開始,按順序標上流程名稱,并在名稱后寫上流程耗費時間Startingwiththeearliestprocess,writethenameoftheprocessesinorderabove.Afterthenameoftheprocess,indicatethetimetheprocesstakes.在流程開始和結(jié)束點上畫上垂直線,標明每個成員手上的平均庫存,流程開始點表示投入原材料的數(shù)量,結(jié)束點表示產(chǎn)出數(shù)量.如果產(chǎn)品在流程中沒有被加工,那么只顯示庫存水平.豎線上所有數(shù)字的和代表”無增值”的數(shù)量或緩沖庫存的天數(shù).Drawverticallinesatthebeginningandendofeachprocesstoindicatetheaverageamountofinventorythateachpartyhasonhandintermsofbothinputandoutput.Theserepresenttheaverageinventorythatanypartyinthesupplychainisholding.Iftheproductisnotphysicallytransformedbytheprocess,onlyoneinventorylevelisshown.Addingtotalinventoryinthepipelineidentifiestheamountof“non-valueadded”daysorbufferinventory.另外也可用流程模型來確認每個流程的時間和成本,專注改善價值最高和延遲最長的流程.Alternatively,useflowmodelingto,identifyboththetimeandcostassociatedwithaprocess.Focusprocessimprovementontheprocesseswiththehighestvalueandthelongestdelays.44PipelineMappingSteps分析供應鏈以發(fā)現(xiàn)改善機會Analyzethesupplychainforopportunities.如何減少長度Considermeanstoreducethepipelinelength.

相關流程:哪些不必要?MaprelevantSCprocesses.Lookforunnecessaryprocessesanddelays.Identifypotentialimprovementopportunities.緩沖庫存可以降低?Considermeanstoreducethelevelofbufferinventory.ThisrepresentsassetsthatSCmembershavetiedupincreasingcostandriskwhileloweringtheagilityofthechain.Analyzewhereinventoriesaretoohighbyfocusingonareaswiththehighestlevelsandlongestdelays.將第6步中的對策按優(yōu)先度排序Prioritizeyourideasfromstep6.Workwiththeteam,suppliers,customersandotheraffectedpartiestoimplement,manage,andmonitorchanges.Don’tlimityourselftothefirsttiersuppliersorcustomers,asthesupplier’ssuppliersandcustomer’scustomersmayalsoprovideexcellentideasoropportunitiesforSCimprovement.分析新的供應鏈,重復前面6步步驟,直到對改進的結(jié)果滿意或不能獲取更多的成本收益為止Analyzethenewsupplychain,revisitingstep6untilsatisfiedwiththeimprovementresultsortheyarenolongercost-beneficial.將以上步驟運用到其它供應鏈上Repeattheprocedurewithothersupplychains.45AReturntotheOpeningStoryBasedonwhatyouhavenowreadanddiscussed:Does“drawingapicture”ofOlympus’coreprocessseemlikeagoodwaytoseemlikeagoodwaytoidentifyimprovementopportunities?Whyorwhynot?Doesextendingtheideaofprocessmappingtothesupplychainmakesense?InwhatwayswouldyouexpectSCmappingtodifferfromprocessmapping?WherewouldyoubeginindrawingtheSCmap?Whoshouldbeinvolved?SCmappinganswersthequestions,“Howdowefit?”and“Howshouldwefit?”Whybeginwithamapofyourcurrentprocessbeforedrawingamapofhowyouwouldlikethingstobe?SupplyChainManagement:FromVisiontoImplementationSupplementG:ProjectManagement47ProjectManagementProjectandprocessmanagementarecloselyrelatedpractices.Projectmanagementrequiresagoodunderstandingofinterdependenciesamongactivities,timeandresourcesnecessarytocompletetheseactivities.Threebest-knownprojectmanagementtools:criticalpathmethod(CPM),Ganttcharts,andtheprogramevaluationreviewtechnique(PERT)48CriticalPathMethod(CPM)DevelopedbyDuPontandRemingtonRandduringthe1950sProjectsarebrokenintovariousactivitiesPrecedencebetweenactivitiesdeterminesequenceforcompletionActivitieswithnoslack,amountoftimeanactivitycanslipwithoutimpactingoverallcompletiontime,aresaidtobealongthe“criticalpath”49CPMStepsStepNumberStepName1Listrequiredactivities2Constructprecedencediagram3Estimatetimenecessaryforeachactivity4Calculateearlieststartandfinishtimes5Calculatelateststartandfinishtimes6Calculateslackofeachactivity7