上海海事 供應鏈 ppt第四章.ppt

Chapter4StrategicAlliances 4 1Introduction4 2AFrameworkforStrategicAlliances4 3Third PartyLogistics4 4Retailer SupplierPartnerships4 5DistributorIntegration 4 1Introduction Aswithanybusinessfunction therearefourbasicwaysforafirmtoensurethatalogisticsrelatedbusinessfunctioniscompleted InternalactivitiesAcquisitions Arm s lengthtransactions Strategicalliances Thischapterfocusesonstrategicalliancesrelatedtosupplychainmanagement Inthenextsection weintroduceaframeworkforanalyzingtheadvantagesanddisadvantagesofstrategicalliance InSection6 3 6 4 and6 5 thethreemostimportanttypesofsupplychainrelatedstrategicalliancesarediscussedingreaterdetail retailer supplierpartnership RSP third partlogistics 3PL distributorintegration DI 4 2AFrameworkforStrategicAlliances Therearemanydifficultstrategicissuesthatplayapartintheselectionofappropriatestrategicalliances Inhisclassicbook PartnershipsforProfit JordanLewisintroducesaneffectivegeneralframeworkforanalyzingstrategicalliances Todeterminewhetheraparticularstrategicalliancesisappropriateforyourfirm considerhowtheallianceswillhelpaddressthefollowingissues AddingValuetoProducts ImprovingMarketAccess StrengtheningOperations AddingTechnologicalStrengthEnhancingStrategicGrowth EnhancingOrganizationalSkills BuildingFinancialStrength Strategicallianceshavetheirdownsides Thelistaboveisusefulfordeterminingthese Eachcompanyhasitscorestrengthsorcompetencies specifictalentsthatdifferentiatethecompanyfromitscompetitorsandgiveitanadvantageintheeyesofitscustomers Thesecorestrengthsmustnotbeweakenedbythealliance whichcanhappenifresourcesaredivertedfromthesestrengthsoriftechnologicalorstrategicstrengthsarecompromisetomakethepartnershipsuccessful Determiningthesecorestrengthsisclearlyveryimportant unfortunately itisalsoverydifficult Todetermineafirm scorestrengths considerhowthefirm sinternalcapabilitiescontributetodifferentiatingitfromitscompetitionineachofthesevenkeyitemslistedabove ThefollowingexampleillustratestheadvantagesanddisadvantagesofStrategicAlliances considerhowIBM Intel andMicrosoftbenefitedandwerehurtbytherelationshipsdescribedinthisexample Example6 2 1 p125 Threetypesaretypicallysignificantinsupplychainmanagement Third partylogistics 3PL retailersupplierpartnerships RSP anddistributorintegration DI arediscussedindetailinthenextthreesections 4 3Third PartyLogistics Thethirdpartylogisticsindustry whichessentiallybeganinthe1980s wasa 40billionindustryin1998 expertspredictthatitwillgrowto 50billionby2000 4 3 1Whatis3PL Third partylogisticsissimplytheuseofanoutsidecompanytoperformallorpartofthefirm smaterialsmanagementandproductdistributionfunction 3PLrelationshipsaretypicallymorecomplexthantraditionallogisticssupplierrelationships theyaretruestrategicalliances Althoughcompanieshaveusedoutsidefirmstoprovideparticularservices suchastruckingandwarehousing formanyyears theserelationshipshadtwotypicalcharacteristics theyweretransactionbased andthecompanieshiredwereoftensinglefunctionspecific Modern3PLarrangementsinvolvelong termcommitmentsandoftenmultiplefunctionorprocessmanagement Forexample RyderDedicatedLogisticshasafive yearagreementtodesign manage andoperateallofWhirlpoolCorporation sinboundlogistics Surprisingly theuseofthird partylogisticsismostprevalentamonglargecompanies FirmslikeMinnesotaMining ManufacturingCo 3M EastmanKodak DowChemical TimeWarner andSearsRoebuckareturningoverlargeportionsoftheirlogisticsoperationstooutsidesuppliers Thirdpartylogisticsprovidersarefindingithardtopersuadesmallcompaniestoemploytheirservices althoughthismaychangeastheuseof3PLbecomesmoreprevalentandas3PLprovidersmakealargerefforttodeveloprelationshipswithsmallercompanies 4 3 2AdvantagesandDisadvantagesof3PL FocusonCoreStrengthsExample6 3 1 p127 Example6 3 2 p127 ProvidesTechnologicalFlexibilityProvidesOtherFlexibilities ProvidesOtherFlexibilitiesOneexampleisflexibilityingeographiclocations Increasinglysuppliersarerequiringrapidreplenishment whichinturnmayrequireregionalwarehousing byutilizingthird partyprovidersforthiswarehousing acompanycanmeetcustomerrequirementswithoutcommittingcapitalandlimitingflexibilitybyconstructinganewfacilityorcommittingtoalong termlease Also flexibilityinserviceofferingsmaybeachievedthroughtheuseofthirdparties whichmaybeequippedtoofferretailcustomersamuchlargervarietyofservicesthanthehiringfirm Inaddition flexibilityinresourceandworkforcesizecanbeachievedthroughoutsourcing Example6 3 3 p128 Example6 3 4 p128 Themostobviousdisadvantageoftheuseof3PLprovidersisthelossofcontrolinherentinoutsourcingaparticularfunction Thisisespeciallytrueforoutboundlogisticswhere3PLcompanyemployeesthemselvesmightinteractwithafirm scustomers Manythirdpartylogisticsfirmsworkveryhardtoaddresstheseconcerns Effortsincludepaintingcompanylogosonthesidesoftrucks dressing3PLemployeesintheuniformsofthehiringcompany andprovidingextensivereportingoneachcustomerinteraction ImportantDisadvantagesof3PL Also iflogisticsisoneofthecorecompetenciesofafirm itmakesnosensetooutsourcetheseactivitiestoasupplierwhomaynotbeascapableasthefirm sin houseexpertise Forexample Wal MartbuiltandmanagesitsowndistributioncentersandCaterpillarrunsitspartssupplyoperations Thesearecompetitiveadvantagesandcorecompetenciesofthesefirms sooutsourcingisunnecessary Inparticular ifcertainlogisticsactivitiesarewithinthecorecompetenciesofthefirmandothersarenot itmightbewisetoemploy3PLprovidersforonlythoseareasthatoutsideproviderscanhandlebetterthanthehiringfirm Forexample ifVMIreplenishmentsstrategiesandmaterialshandlingarecorecompetenciesofacompanybuttransportationisnot a3PLfirmcouldbecontactedtohandleshipmentsfromthedocktothecustomerexclusively Similarly pharmaceuticalcompaniesbuildandownDCsforcontrolleddrugs butoftenusepublicwarehousedlocatedclosertothecustomerforitemsthatarelessexpensiveandeasiertocontrol 4 3 33PLIssuesandRequirements Knowyourowncost Amongthemostbasicissuestoconsiderinselectinga3PLprovideristoknowyourowncostssotheycanbecomparedwiththecostofusinganoutsourcingfirm Customerorientationofthe3PL A1995surveyof3PLprovidersidentifiedthefollowingcharacteristicsasmostcriticaltothesuccessofa3PLagreement Themostimportantwasthecustomerorientationoftheprovider thatis thevalueofa3PLrelationshipisdirectlyrelatedtotheabilityoftheprovidertounderstandtheneedsofthehiringfirmandtoadaptitsservicestothespecialrequirementsofthatfirm Thesecondmostimportantfactorwasreliability Theflexibilityoftheprovider oritsabilitytoreacttothechangingneedsofthehiringfirmandtheneedsofthatfirm scustomers Specializationofthe3PL Whenchoosingapotential3PLprovider someexpertssuggestthatcompaniesshouldconsiderfirmswhoserootslieintheparticularareaoflogisticsthatismostrelevanttothelogisticsrequirementsinquestion Forexample RoadwayLogistics MenloLogistics andYellowLogisticsevolvedfrommajorLTLcarriers ExelLogistics GATX andUSCOstartedaswarehousemanagers andUPSandFederalExpresshaveexpertiseinthetimelyhandlingofsmallpackages Somefirmshaveevenmorespecializedrequirements andtheseshouldbeconsideredcarefullywhenchoosinga3PLpartner Sometimes afirmcanuseoneofitstrustedcorecarriersasitsthirdpartylogisticsprovider Forexample SchneiderNational afirmthatalreadyworkedcloselywithBaxterHealthcareCorp recentlyagreedtotakeoverBaxter sdedicatedfleetroutes Asset owningversusnon asset owning3PL Therearealsoadvantagesanddisadvantagestoutilizinganasset owningversusanon asset owning3PLcompany Asset owningcompanieshavesignificantsize accesstohumanresources alargecustomerbase economiesofscopeandscale andsystemsinplace buttheymaytendtofavortheirowndivisionsinawardingwork tobebureaucratic andtohavealongdecision makingcycle Non asset owningcompaniesmaybemoreflexibleandabletotailorservices andhavethefreedomtomixandmatchproviders Theymayalsohavelowoverheadcostsandspecializedindustryexpertiseatthesametime butlimitedresourcesandlowerbargainingpower Bothpartiesmustbecommittedtodevotingthetimeandeffortneededtomakingasuccessoftherelationship Itiscriticalthatbothpartiesrememberthatthisisamutuallybeneficialthirdpartyalliance withsharedriskandreward Thepartiesarepartners neitherpartycantakea transactionpricing mentality Ingeneral effectivecommunicationisessentialforanyoutsourcingprojecttosucceed Otherimportantissuestodiscusswithpotential3PLprovidersincludethefollowing Thethirdpartyanditsserviceprovidersmustrespecttheconfidentialityofthedatathatyouprovidethem Specificperformancemeasuresmustbeagreedupon Discussspecificcriteriaregardingsubcontractors Considerarbitrationissuesbeforeenteringintoacontact Negotiateescapeclausesintothecontract Ensurethatperformancegoalsarebeingmetthroughperiodicreportingbythelogisticsprovider 4 4Retailer SupplierPartnerships Theformationofstrategicalliancesbetweenretailersandtheirsuppliersisbecomingubiquitousinmanyindustries 4 4 1TypesofRSP Thetypesofretailer supplierpartnershipscanbeviewedonacontinuum Atoneendisinformationsharing whichhelpsthevendorplanmoreefficiently andattheotherisaconsignmentscheme wherethevendorcompletelymanagesandownstheinventoryuntiltheretailersellsit Inabasicquickresponsestrategy suppliersreceivePOSdatafromretailersandusethisinformationtosynchronizetheirproductionandinventoryactivitieswithactualsalesattheretailer Inthisstrategy theretailerstillpreparesindividualorders butthePOSdataisusedbythesuppliertoimproveforecastingandscheduling Example6 4 1 p132 Inacontinuousreplenishmentstrategy sometimescalledrapidreplenishment vendorsreceivePOSdataandusethesedatatoprepareshipmentsatpreviouslyagreeduponintervalstomaintainspecificlevelsofinventory Inavendormanagedinventory VMI system sometimescalledavendorManagedReplenishment VMR system thesupplierdecidesontheappropriateinventorylevelsofeachoftheproducts withinpreviouslyagreeduponbounds andtheappropriateinventorypoliciestomaintaintheselevels ThistypeofrelationshipisperhapsmostfamouslyexemplifiedbyWal MartandProcter Gamble whosepartnership begunin1985 hasdramaticallyimprovedP G son timedeliveriestoWal Martwhileincreasinginventoryturns Example6 4 2 P133 4 4 2RequirementsforRSP Themostimportantrequirementforaneffectiveretailersupplierpartnership especiallyonetowardtheVMIendofthepartnershipspectrum isadvancedinformationsystems onboththesupplierandretailersidesofthesupplychain Asinallinitiativesthatcanradicallychangethewayacompanyoperates topmanagementcommitmentisrequiredfortheprojecttobesuccess Itisalsotruebecausesuchapartnershipmayshiftpowerwithintheorganizationfromonegrouptoanother Forinstance whenimplementingaVMIpartnership theday to daycontactswithretailersshiftfromsalesandmarketingpersonneltologisticspersonnel Thischangeinpowermayrequiresignificantinvolvementoftopmanagement 4 4 2RequirementsforRSP Finally RSPrequiresthepartnerstodevelopacertainleveloftrustwithoutwhichtheallianceisgoingtofail InVMI forexample suppliersneedtodemonstratethattheycanmanagetheentiresupplychain thatis theycanmanagenotonlytheirowninventorybutalsothatoftheretailer Similarly inquickresponse confidentialinformationisprovidedtothesupplier whichtypicallyservesmanycompetingretailers Inaddition strategicpartneringinmanycasesresultsinsignificantreductionininventoryattheretaileroutlet Thesupplierneedstomakesurethattheadditionalavailablespaceisnotusedtobenefitthesupplier scompetitors Furthermore thetopmanagementatthesuppliermustunderstandthattheimmediateeffectofdecreasedinventoryattheretailerwillbeaone timelossinsalesrevenue 4 4 3InventoryOwnershipinRSP Onemajorissueisthedecisionconcerningwhomakesthereplenishmentdecisions Thisplacesthepartnershiponthecontinuumofstrategicpartnershippossibilitiesdescribedabove Example6 4 3 p135 Inadditiontoinventoryandownershipissues advancedstrategicalliancescancovermanydifferentareas Issuessuchasjointforecasting meshedplanningcycles andevenjointproductdevelopmentaresometimesconsidered 4 4 4IssuesinRSPImplementation Foranyagreementtobeasuccess performancemeasurementcriteriamustalsobeagreedto Thesecriteriashouldincludenonfinancialmeasuresaswellasthetraditionalfinancialmeasures Forexample nonfinancialmeasurescouldincludepoint of scale POS accuracy inventoryaccuracy shipmentanddeliveryaccuracy leadtimes andcustomerfillrates Whenenteringanykindofstrategicalliance itisimportantforbothpartiestorealizethattherewillinitiallybeproblemsthatcanonlybeworkedoutthroughcommunicationandcooperation Inmanycases thesupplierinapartnershipcommitstofastresponsetoemergenciesandsituationalchangesattheretailer 4 4 5StepsinRSPImplementation TheimportantpointslistedabovecanbesummarizedinthefollowingstepsinVMIimplementation Initially thecontractualtermsoftheagreementmustbenegotiated Theseincludedecisionsconcerningownershipandwhenitistobetransferred creditterms orderingresponsibilitiesandperformancemeasuressuchasserviceorinventorylevels whenappropriate Next thefollowingthreetasksmustbeexecuted Iftheydonotexist integratedinformationsystemsmustbedevelopedforbothsupplierandretailer Theseinformationsystemsmustprovideeasyaccesstobothparties Effectiveforecastingtechniquestobeusedbythevendorandtheretailermustbedeveloped Atacticaldecisionsupporttooltoassistincoordinatinginventorymanagementandtransportationpoliciesmustbedeveloped Thesystemdevelopedwillofcoursedependontheparticularnatureofthepartnership 4 4 6AdvantagesandDisadvantagesofRSP OneadvantageofVMIrelationshipsisnicelyillustratedbythefollowingexample Example6 4 4 p137 Thus ingeneral ahugeadvantageofRSPistheknowledgethesupplierhasaboutorderquantities implyinganabilitytocontrolthebullwhipeffect Thisofcoursevariesfromonetypeofpartnershiptoanother Inquickresponse forinstance thisknowledgeisachievedthroughtransferofcustomerdemandinformationthatallowsthesuppliertoreduceleadtime whileinVMItheretailerprovidesdemandinformationandthesuppliermakesorderingdecisions thuscompletelycontrollingthevariabilityinorderquantities Ofcourse thisknowledgecanbeleveragedtoreduceoverallsystemcostsandimproveoverallsystemservicelevels Thebenefitstothesupplierintermsofbetterservicelevels decreasedmanagerialexpenses anddecreasedinventorycostsareobvious Thevendorshouldbeabletoreduceforecastuncertaintiesandthusbettercoordinateproductionanddistribution Tobemorespecific reducedforecastuncertaintiesleadtoreducedsafetystocks reducedstorageanddeliverycosts andincreasedservicelevelsaswenotedinourdiscussionofthebullwhipeffectinChapter4 Section4 2 Manyoftheproblemswithretailer supplierpartnershipshavebeendiscussedaboveandaresummarizedhere Itisnecessarytoemployadvancedtechnology whichisoftenexpensive Itisessentialtodeveloptrustinwhatoncemayhavebeenanadversarialsupplier retailerrelationship Inastrategicpartnership thesupplieroftenhasmuchmoreresponsibilitythanformerly Thismayforcethesuppliertoaddpersonneltomeetthisresponsibility Finally andperhapsmostcritically expensesatthesupplieroftenincreaseasmanagerialresponsibilitiesincrease Also inventorymayinitiallybeshiftedbacktothesupplier ifaconsignmentarrangementisused inventorycostsingeneralmayincreaseforthesupplier Thus itmaybenecessarytoworkoutacontractualrelationshipinwhichtheretailersharesdecreasedsysteminventorycostswiththesupplier FloatisanotherissuewithanyEDIimplementation anditneedstobecarefullyconsideredwhencommittingtoaVMIpartnership Retailerswhohavebecomeaccustomedtowaiting30to90daystopayforgoodsmaynowhavetopayupondelivery Eveniftheypayonlywhentheirgoodsaresold thiscouldbemuchsoonerthantheirusualperiodoffloat 4 4 7SuccessandFailures Weincludeseveralotherexamplesofsuccesses andoneexampleofafailure next Example6 4 5 p138 Example6 4 6 p139 Example6 4 7 p139 Example6 4 8 p139 Case WalmartandP G 4 5DistributorIntegration Foryearsbusinessexpertsha