供应链管理学习笔记2

最新推荐文章于 2021-12-31 15:06:45 发布

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最新推荐文章于 2021-12-31 15:06:45 发布

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1、What’s the right supply chain for your product?

Products differ

Product variety	low	high
Forecast accuracy	high	low
Product life cycle	long	short
Risk of obsolescence	low	high
Cost of lost sale	low	high
	functional	innovative

supply strategies differ

Factory focus	high utilization	maintain buffer capacity
Inventory strategy	high turns	significant buffer stocks of components and FGs
Lead-time focus	low cost trumps	aggressively shorten lead-time short lead-time
Supplier selection	low cost	Speed & flexibility
Product-design strategy	integral for max performance at min cost	modular to postponed different
	Physically efficient	market responsive

Physically efficient vs. market-responsive SC

	Physically efficient process	Market-responsive process
primary purpose	supply predictable demand efficiently at the lowest possible cost	respond quickly to unpredictable demand in order to minimize stockouts, forced markdowns and obsolete inventory
manufacturing focus	maintain high average utilization rate	deploy excess buffer capacity
inventory strategy	generate high turns and minimize inventory throughout the chain	deploy significant buffer stocks for parts or finished goods
lead-time focus	shortened lead time as long as it doesn’t increase costs	invest aggressively in ways to reduce lead time
approach to choosing suppliers	select primarily for cost and quality	select primarily for speed, flexibility, and quality
product-design strategy	maximize performance and minimize costs	use modular design in order to postpone product differentiation for as long as possible

physical production / distribution costs
   1. production costs
   2. transportation costs
   3. facility utilization ratfink
   4. inventory carrying cost on pipeline and cycle stocks

supply / demand mismatch costs
   1. lost revenue and profit margin when supply is less than demand
   2. product and parts scrapped or sold at a loss when supply exceeds demand
   3.inventory carrying cost on safety stocks

match supply strategy with product type

To Summarize:
   1. Determine your product type: functional vs. innovative;
   2. Determine your SC type: efficient or responsive;
   3. Match SC with product.

二、供应链推、拉策略

1 推式供应链（push-based SC）

·生产和配送决策基于对客户需求的长期预测（long-term forecast）
·对变化的市场需求响应时间较长（take a longer time to react to changing marketplace ）

如 mrpII

2 拉式供应链（pull-based SC）

     ` 生产和配送决策时客户需求驱动的（demand driven）
     · 通过快速信息流动机制（如pos数据）在供应链各成员间传递客户需求信息，在一个纯粹的pull-based SC System中可消除库存
     · 和push-based SC相比，拉式供应链具有较快的响应时间，较少的系统库存，降低的需求变化率，较少的系统总成本。由于计划时间较短，往往难以利用规模经济效益

如：JIT

3、推-拉式供应链（push pull-based SC）

     · 制造商采用BTS（build to stock）策略。基于预测对零部件库存进行管理，但根据具体的客户需求情况进行装配（ATP）
     · 该系统的推拉边界即装配点
     · 采用该策略的原因：对零部件的综合预测（aggregate forecast）比对指定规格的需求的预测更准确

推-拉式策略的实施

实施的影响因素： 产品类型推-拉边界的位置

SC中push和pull部分的特点

特点	push	pull
目标	成本最小化	服务水平最优
SC结构的复杂性	高	低
关注的焦点	资源的合理分配	响应性
提前期	长	短
流程管理	供应链计划	订单履约

三、供应链战略与竞争战略的匹配

    传统战略规划（50s-70s）
        围绕预测、财务分析、市场和产品定位展开。寻求获得市场领先地位的最好机会，然后在业务单位和项目上分配资金和生产资源，以确保任务的完成。
        缺点：依赖大规模生产和追求规模经济的工业范式
                  计划的时间跨度很短
                  计划制定者倾向于以现有的产品或服务与对手竞争，缺乏面向未来的眼光

战略规划发展阶段-20世纪80年代：

     大量生产和大量配送系统受到了严重的挑战，企业更加关注战略规划。
     仅关注向市场渗透，有效的分配资源有效的分配资源、减少过程和额外成本减少过程和额外成本，已不能使企业在急剧缩小的市场中处于领先地位。
     采用先进的信息技术、JIT JIT、、TQM TQM和精细制造和精细制造等管理思想和方法，通过缩减生产规模、重塑联盟伙伴的竞争力、按订按订单生产和大量缩短单生产和大量缩短产产品的上市时间取得了竞争优势。

供应链战略的关注点

供应链战略关注的重点不是企业向顾客提供的产品或服务本身给企业增加的竞争优势，而是产品或服务在企业内部和整个供应链中运动的流程所创造的市场价值给企业增加的竞争优势

Supply chain strategy specifies what the operations, distribution and service functions, whether performed in-house or outsourced, should do particularly well.

供应链与竞争战略的匹配

竞争战略的定位-（迈尔克·波特）

          成本领先战略（overall cost leadership
          差异化战略     （differentiation）
          集中战略         （focus）

战略匹配（strategic fit）

Strategic fit means that both the competitive and supply chain
strategies have aligned goals.（拥有相同的目标）
It refers to consistency between the customer priorities that the competitive strategy hopes to satisfy and the supply chain capabilities that the supply chain strategy aims to build. 竞争战略设计用来满足客户优先目标与供应链战略旨在建立的供应链能力目标之间相互协调一致

隐形需求不确定性(implied demand uncertainty)
供应链不确定性的直接后果，即供应链予以满足的需求部分和顾客需求的特点是不确定的 (the resulting uncertainty for only the portion of demandthat the SC plans to satisfy and the attributes the customer desires.)

      ① 需求不确定的产品通常是不成熟产品，竞争对手少，因此可以获得很高的边际利润。
      ② 当需求更加确定的时候，对需求的预测误差也就更低。
      ③ 隐性需求不确定性增加，产品的供给和需求就更难达到平衡，由此会造成产品的脱销或积压，即平均脱销率会很高。
      ④ 隐性需求不确定性高的产品，由于积压将不得不降价销售。

如何建立匹配

   1、理解顾客。明确顾客群的需求。（显性和隐形需求，确定和不确定需求）
   2、理解供应链。
         供应链特点的衡量指标：响应能力-效率水平（成本-响应有效边界）
   3、实现战略匹配

影响战略匹配的问题：

   1、多种产品和客户群。
       在产品和顾客群多种多样的情况下，每一个公司面临的关键问题都是，如何创建一条在赢利水平与响应能力之间取得平衡的供应链。
   2、产品生命周期
           开始进入时：需求不确定，边际收益高，供给水平很重要，成本第二位
           后续阶段：需求确定，收益降低，价格成为重要因素

Demand-driven Supply Network (DDSN)

Implication
A system of technologies and processes that senses and reacts to real-time demand signals across a supply network of customers, suppliers and employees.

The DDSN model has three areas of responsibility

    Supply management ― manufacturing, logistics and sourcing
    Demand management ― marketing, sales and service
    Product management ― R&D, engineering and product development

The hierarchy of supply chain metrics ― operational excellence