全球運(yùn)營(yíng)管理-供應(yīng)鏈管理 2

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。”類似步驟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公司的實(shí)力在于它的

分散制造體系生產(chǎn)管理原材料和組件貨源它通過(guò)其7500家供應(yīng)商組成的網(wǎng)絡(luò)，組織低附加值的中間各段，其中2500家任何時(shí)候都是活躍的。Li&Fung公司在香港執(zhí)行高附加值的前端和后端任務(wù)前端：設(shè)計(jì)工程生產(chǎn)計(jì)劃后端：質(zhì)量控制檢驗(yàn)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公司怎樣賺錢(qián)？

靠委托！原材料供應(yīng)商供應(yīng)商網(wǎng)絡(luò)客戶公司$0.5-$0.7$1$4

~15%(某些)材料

~6-8%“軟貨”10-12%“硬貨”實(shí)際上全球供應(yīng)網(wǎng)不止有“3個(gè)軟美元”Li&Fung’s“ButterflyModel”Li&FungLSmallSuppliersLargeBuyersSmallBuyersLi&Fung公司的“蝴蝶模式”Li&FungLifung.公司小供應(yīng)商大買(mǎi)主小買(mǎi)主KeyChallengesBalanceschedulesandcapacityutilizationsMaintainjust-in-timeflowRespondquicklytounforeseenchangesHowdoyoumanagesuchComplexity?關(guān)鍵性挑戰(zhàn)平衡進(jìn)度表和生產(chǎn)能力的利用維持適時(shí)物流對(duì)沒(méi)有預(yù)見(jiàn)到的變化作出快速反應(yīng)你如何應(yīng)付這樣復(fù)雜的問(wèn)題？SuperiorDeepSupplyChainCoordinatorsOrganizedaroundcustomers—moreoftenthanfunctions,geography,orproductsFocusedontime—moreoftenthancostFanaticalaboutmonitoringproductflowinthesupplychain深層供應(yīng)鏈的優(yōu)秀協(xié)調(diào)人側(cè)重于圍繞客戶，而不是側(cè)重于圍繞功能、地域和產(chǎn)品進(jìn)行組織更多地注重時(shí)間而不是成本熱衷于監(jiān)督供應(yīng)鏈中的產(chǎn)品流動(dòng)Whoshouldinvestindeepsupplychaincoordination?

(andwhoshouldbuysuchservicesfromacompanylikeLi&Fung?)Asimplemodel:Considertwofactors:Uniquenessandcomplexityofproductionand Supplychainprocesses2.Operationsroleincompany’sstrategy誰(shuí)愿在深層供應(yīng)鏈的協(xié)調(diào)方面投資？

(誰(shuí)愿意從Li&Fung這樣的公司購(gòu)買(mǎi)這種服務(wù)？)一個(gè)簡(jiǎn)單的模式：考慮兩個(gè)因素：生產(chǎn)的獨(dú)特性和復(fù)雜性與供應(yīng)鏈的各種過(guò)程2.經(jīng)營(yíng)在公司戰(zhàn)略中所起的作用InvolvementinDeepSupplyChainCoordination

Manage(butneednotown)

MustManage(andoftenown)

CanRelyonThirdParties

Indeterminate(oftenpatchydecisions)StrategicRoleOfOperationsHighLowStandard UniqueComplexityofProductions&Logistics