供應(yīng)鏈戰(zhàn)略管理英文課件

1、供應(yīng)鏈戰(zhàn)略管理英文課件1Strategic Agenda forSupply Chain ManagementStephen RinslerStephen RinslerBSc, FCILT, FRSA, FIMC, MCIPS, MIoDBSc, FCILT, FRSA, FIMC, MCIPS, MIoDChairman, Chairman, Chartered Institute of Chartered Institute of Logistics and Transport (UK)Logistics and Transport (UK)Director, Bisham Consul

2、tingDirector, Bisham Consulting供應(yīng)鏈戰(zhàn)略管理英文課件2Stephen Rinsler, BSc, FCILT, FRSA, FIMC, MCIPS, MIoDManagement experience:Logistics Director (FMCG), Purchasing Director (FMCG, Engineering, Retailing, Services, 3PL), Managing Director (Facilities)Main sectors: FMCG Food and Detergents, Retailing, manufact

3、uring, third party contracting, outsourcingSpecific skills: Supply chain and logistics strategy & implementation, project management (IT and warehouse), buying and inventory management, CILT RolesChairman Chartered Institute of Logistics and Transport (UK)Management Committee CILT (International)Pas

4、t Chairman CILT(UK) Supply Chain Faculty供應(yīng)鏈戰(zhàn)略管理英文課件3Introduction to Chartered Institute of Logistics and Transport (CILT)The pre-eminent Institute for people engaged in the supply chain, logistics, freight and passenger transport professionsThe Chartered Institute in the UK provides for individuals

5、Access to education and learning Access to networks Access to informationFor companies Access to education and learning Access to networks Access to information Chartered membership as a benchmark of professional standingIn China the CILT has recognised a National Section: CILT(China) and the proces

6、s of starting an Institute (club) has commenced. You should join.供應(yīng)鏈戰(zhàn)略管理英文課件4Introduction to Bisham ConsultingBisham Consulting is an independent business owned and managed by its directors and consultants. Background and approach: The business is staffed only by senior managers from the industry -

7、most of whom have held main board positions Our approach is very “hands-on” and commercial which helps maintain quality while producing workable solutionsBusiness focus: Our focus is on strategy, operations, procurement, outsourcing and recruitment in logistics and the supply chain Assessing cost an

8、d service trade-offs, risks, effective asset management and implementations are key strengths We only recommend workable solutions which we are willing to help implement14 years trading, Head-office in UK14 consultants, 18 specialist associatesWidely-represented on logistics Industry associations (C

9、ILT, FTA, CIPS, RHA, CIPS, CIM, IMC and IPMM)供應(yīng)鏈戰(zhàn)略管理英文課件5Strategic Agenda for Supply Chain ManagementSupply Chain ComplexityStakeholders and Matrix ManagementGlobal Supply ChainsGlobal Supply Chain RisksMeasurement and ImprovementChange ManagementSimplification: Process MappingExternal Infrastructur

10、e ChangesCollaboration供應(yīng)鏈戰(zhàn)略管理英文課件6Strategic Agenda for Supply Chain ManagementSupply Chain ComplexityStakeholders and Matrix ManagementGlobal Supply ChainsGlobal Supply Chain RisksMeasurement and ImprovementChange ManagementSimplification: Process MappingExternal Infrastructure ChangesCollaboration供

11、應(yīng)鏈戰(zhàn)略管理英文課件7The Supply Chain: LogisticsWarehousingDistributionCustomer/Consumer供應(yīng)鏈戰(zhàn)略管理英文課件8The Supply Chain: late-1980sManufacturingWarehousingDistributionCustomer/ConsumerGoodsInSuppliersPhysical Flows and Added ValueInformation and money供應(yīng)鏈戰(zhàn)略管理英文課件9Complex Supply Chains: Retail供應(yīng)鏈戰(zhàn)略管理英文課件10Complex

12、Supply Chains: FMCG供應(yīng)鏈戰(zhàn)略管理英文課件11Global Retail Supply ChainsOverseasOverseasOverseas供應(yīng)鏈戰(zhàn)略管理英文課件12Why is this complex view important?It is realityRare to have unique suppliersSuppliers can be customers or competitorsCustomers can be producers and share the same suppliersProcurement and Merchandising m

13、ust understand these structures and must be integrated into the supply chain供應(yīng)鏈戰(zhàn)略管理英文課件13Strategic Agenda for Supply Chain ManagementSupply Chain ComplexityStakeholders and Matrix ManagementGlobal Supply ChainsGlobal Supply Chain RisksMeasurement and ImprovementChange ManagementSimplification: Proce

14、ss MappingExternal Infrastructure ChangesCollaboration供應(yīng)鏈戰(zhàn)略管理英文課件14Typical StakeholdersSupply ChainDepartmentRegulatory BodiesCourtsMarketingFinanceManufacturingSalesProcurementEmployeesSuppliersThe ConsumerThe CustomerShareholders供應(yīng)鏈戰(zhàn)略管理英文課件15Management of Supply ChainsRecognition of the importance

15、 of supply chain management butIn most companies there are departmental directors: Sales Manufacturing Purchasing Financial Integration of the supply chain requires consistency of Vision and Strategy Information Data capture Measurement of SuccessRequires some overall vision and control: Matrix Mana

16、gement供應(yīng)鏈戰(zhàn)略管理英文課件16Matrix ManagementA difficult concept for many companiesSilo management is easier: comfort zoneRequires co-operation between departmentsDirectors must work togetherFunctional professionalism must be enhancedObjectives and targets need to be alignedSupply chain managers need to faci

17、litate across the companySupply chain managers must be professional as well供應(yīng)鏈戰(zhàn)略管理英文課件17Strategic Agenda for Supply Chain ManagementSupply Chain ComplexityStakeholders and Matrix ManagementGlobal Supply ChainsGlobal Supply Chain RisksMeasurement and ImprovementChange ManagementSimplification: Proces

18、s MappingExternal Infrastructure ChangesCollaboration供應(yīng)鏈戰(zhàn)略管理英文課件18Global Retail Supply ChainsOverseasOverseasOverseas供應(yīng)鏈戰(zhàn)略管理英文課件19Global Supply ChainsComplexity is increasing as Globalisation of production and retailing has increasedComplexity arises because of the number of nodes and links within t

19、he supply chainThe complexity raises questions of Risk and Sustainability供應(yīng)鏈戰(zhàn)略管理英文課件20Supply Chains from a UK Perspective供應(yīng)鏈戰(zhàn)略管理英文課件21Supply Chains From a UK PerspectiveThe UK is a relatively complex area to manage supply chains Congestion Lorry delivery restrictions A legacy of large number of drop

20、 pointsThe UK also has: Good communications Good road systems High density of drops The factories and Customers are close togethermaking it easier to deliver with short lead times with low stocksThe UK has some of the best supply chains in the world and its supply chain managers are very professiona

21、l within the UK供應(yīng)鏈戰(zhàn)略管理英文課件22Supply Chains from a European Perspective供應(yīng)鏈戰(zhàn)略管理英文課件23Supply Chains From a European PerspectiveEurope is a relatively complex area to manage supply chainsCongestion in some areas as bad as UK (Holland, NE France, Ruhr, etc)Lorry delivery restrictionsDifficult cross Europe

22、an road linksRelatively slow and non-integrated rail system for freightEuropean Union legislation, etcFactories and Customers are increasingly at a distanceLanguage is a problemEurope also has:Good communicationsSome good road systemsVery variable density of dropsEurope has some of the best supply c

23、hains in the world and its supply chain managers are very professional.供應(yīng)鏈戰(zhàn)略管理英文課件24Global Supply Chains供應(yīng)鏈戰(zhàn)略管理英文課件25Global Supply Chains: Different perspective供應(yīng)鏈戰(zhàn)略管理英文課件26Supply Chains From an European PerspectiveWe have gone GlobalSome of the problems Distance Time zones Language Skills Factories

24、 and Customers are at long distances Culture Business imperativeThe supply chains of Europe and the UK are very different from Global chains供應(yīng)鏈戰(zhàn)略管理英文課件27Comparison of Supply ChainsType of MovementTime Represented bya Movement Who Controls the MovementUKInwards:Outwards Local:Basic Raw MaterialsLow V

25、alue Goods1 day to 1 weekManufacturerImportersManufacturers/ RetailersEuropeInwards:Outwards Local:Basic Raw Materials Finished GoodsUp to to 1 weekFinished GoodsManufacturersManufacturers/ RetailersGlobalInbound:Outwards Local:Some basic raw materialsPart and Finished GoodsUp to 3 monthsFinished Go

26、ods ManufacturersRetailersManufacturers/ Retailers 供應(yīng)鏈戰(zhàn)略管理英文課件28Drivers of GlobalisationTwo main thrusts The quest for lower product costs: lower manufacturing costs The building of global brands Coca Cola Pepsi Toyota Ford Lenovo/ IBM Google, etc供應(yīng)鏈戰(zhàn)略管理英文課件29Benefits of GlobalisationConsistency of

27、manufactureConsistency of product qualityConsistency of brand equity365 availability in-storeLower costs per unit saleGlobal manufacturers selling to global retailers The web (www) Wal-MartBut are all the benefits real?供應(yīng)鏈戰(zhàn)略管理英文課件30Are the Benefits Real?There are many benefits but there are many hid

28、den costsMany companies do not understand these costsOutsourcing over such distances does place a major strain on management resourcesOutsourcing also places a restriction on the speed at which businesses can respond to the marketAs the outsourcing partner to many businesses, China is in a strong po

29、sition to help its clientsBut it must understand the many risks better than its clients供應(yīng)鏈戰(zhàn)略管理英文課件31Strategic Agenda for Supply Chain ManagementSupply Chain ComplexityStakeholders and Matrix ManagementGlobal Supply ChainsGlobal Supply Chain RisksMeasurement and ImprovementChange ManagementSimplifica

30、tion: Process MappingExternal Infrastructure ChangesCollaboration供應(yīng)鏈戰(zhàn)略管理英文課件32Historical View of Extended Supply chainsWhat do we know about extended supply chains?In the military context they are vulnerable Difficult to defend Prone to being disrupted Length = distanceIn the Commercial context Diff

31、icult to control and make work RFT Increasingly expensive Length = Time供應(yīng)鏈戰(zhàn)略管理英文課件33The 5 Groups of RiskSupply Chain RisksManagement RisksFinancial RisksAncillary Sourcing RisksPolitical Risks供應(yīng)鏈戰(zhàn)略管理英文課件34The 5 Groups of RiskSupply Chain RisksManagement RisksFinancial RisksAncillary Sourcing RisksPo

32、litical Risks供應(yīng)鏈戰(zhàn)略管理英文課件35Supply Chain RisksGiven distances and time to deliver to the UK, many decisions once taken are difficult to alter Specification of merchandise Quantity to be bought Colour range and mix Ratio packs Timing of production Pricing if labelled at factoryGiven mass customisation

33、and the need for greater speed to market, outsourcing over such time frames places a tension in the business processesAdditional processes on UK arrival: re-labelling, finishing, etcMarket estimating at 4 to 6 months from sale is not good Too much stock: discounted sales to clear stock, too little l

34、ost sales供應(yīng)鏈戰(zhàn)略管理英文課件36Supply Chain Risks (2)Environmental risks Tsunami Hurricanes and Typhoons Earthquakes and floodsThe severity of these are unpredictable, but they will happen. They will disrupt supply chains.Suddenly moving quantities of food and other aid disrupts both availability and the cos

35、t of shippingManufacturing companies must understand these risks, quantify them and build appropriate contingencies for clientsWhat is good for your clients is good for you供應(yīng)鏈戰(zhàn)略管理英文課件37The 5 Groups of RiskSupply Chain RisksManagement RisksFinancial RisksAncillary Sourcing RisksPolitical Risks供應(yīng)鏈戰(zhàn)略管理

36、英文課件38Management RisksThese surround the control of the supply chainEvaluation and accreditation of suppliersEvaluation and approval of production samplesMonitoring of production and delivery timingsDay to day communication and problem resolutionDistance, language and cultureYour clients require mor

37、e resources to manage these extended supply chains; how can you perform those tasks and offer a high level of service?供應(yīng)鏈戰(zhàn)略管理英文課件39The 5 Groups of RiskSupply Chain RisksManagement RisksFinancial RisksAncillary Sourcing RisksPolitical Risks供應(yīng)鏈戰(zhàn)略管理英文課件40Financial RisksVariations in the RMB, $, will va

38、ry marginsWho takes the risk?How does your contract cope with these movements in a sensible, even handed way?Can your production and delivery schedules be more flexible, reducing the risk of over-purchases?供應(yīng)鏈戰(zhàn)略管理英文課件41The 5 Groups of RiskSupply Chain RisksManagement RisksFinancial RisksAncillary So

39、urcing RisksPolitical Risks供應(yīng)鏈戰(zhàn)略管理英文課件42Ancillary Sourcing RisksFor your clients, sourcing the base materials for the merchandise may be essential for the quality of the productDistance makes the job much harder and prone to timing errorsCan you help your clients to source the fabric or plastic subs

40、trates for their merchandise?Most merchandise requires labelling, can you purchase them at the right quality and price?Can you manage the change to ratio packs by flexing the quantities of labels accordingly? How good are your systems?供應(yīng)鏈戰(zhàn)略管理英文課件43The 5 Groups of RiskSupply Chain RisksManagement Ris

41、ksFinancial RisksAncillary Sourcing RisksPolitical Risks供應(yīng)鏈戰(zhàn)略管理英文課件44Political RisksBusinesses find political risks hard to judge and most wish to ignore themHowever there are some recent examples that have highlighted the potential risks Trade quotas Instability Media activity on labour conditionsH

42、ow can you work with your clients to mitigate these risks?供應(yīng)鏈戰(zhàn)略管理英文課件45Evaluation of RiskSupply chain managers must be experts in risk analysesWhat is changing in my supply chain?Where do I have supply risks, manufacturing risks, etcContingency planning: do I have any?供應(yīng)鏈戰(zhàn)略管理英文課件46Risk AnalysisOutso

43、urcing partners should take time and effort to highlight, resolve or build contingency plans for risksUnderstanding the risks together strengthens relationships, leads to longer business arrangementsJoint analysis helps suppliers to know where the flash points in the relationship will occur供應(yīng)鏈戰(zhàn)略管理英文

44、課件47Risk Analysis (2)High value: High ImpactLow RiskHigh value: High ImpactHigh RiskLow Value: Low ImpactLow RiskLow Value: Low ImpactHigh RiskValue/ ImpactRisk供應(yīng)鏈戰(zhàn)略管理英文課件48Risk Evaluation ToolsProcess mappingRisk analysis at each point in the process What can go wrong? What are the boundaries of ac

45、ceptable service? What influences success?Contingency planning Jointly with your client! Manage both your expectations供應(yīng)鏈戰(zhàn)略管理英文課件49Strategic Agenda for Supply Chain ManagementSupply Chain ComplexityStakeholders and Matrix ManagementGlobal Supply ChainsGlobal Supply Chain RisksMeasurement, Simplifica

46、tion and ImprovementChange ManagementExternal Infrastructure TrendsCollaboration供應(yīng)鏈戰(zhàn)略管理英文課件50MeasurementWhat gets measured gets done!Aligned processes, aligned targets and objectivesOpen measurement and celebration of successTargets can be set by benchmarking How long does an order take to confirm?

47、How many orders are delivered in full on time? etcUse parallel industries to benchmark供應(yīng)鏈戰(zhàn)略管理英文課件51SimplificationSupply chains are a series of connected processesEach process has inputs and outputsMap them; follow the trail from the customer and their order backwards through your supply chain to you

48、r suppliersQuestion the managers and staff involved What inputs do they receive? Are they accurate and on-time? What inputs do they need? Which do they not need? What outputs do they provide to the next department/ process? What are the drivers in the process? How do they measure their success? Elim

49、inate unnecessary processesEliminate unnecessary data collection and recordingDo I outsource?供應(yīng)鏈戰(zhàn)略管理英文課件52ImprovementSeveral methodologies Analyse errors, improve processes to eliminate errors Total quality management Six-sigma etcAll have the same ends Measure process efficiency Design process impr

50、ovement through Kaisan, quality circles, etc. Calculate cost of change Gain agreement for change Implement improvements using project management techniques Measure improvement供應(yīng)鏈戰(zhàn)略管理英文課件53Strategic Agenda for Supply Chain ManagementSupply Chain ComplexityStakeholders and Matrix ManagementGlobal Supp

51、ly ChainsGlobal Supply Chain RisksMeasurement, Simplification and ImprovementChange ManagementExternal Infrastructure TrendsCollaboration供應(yīng)鏈戰(zhàn)略管理英文課件54Change ManagementThe life of a supply chain managerChange is relentlessChange covers IT Warehouse technology Product changes Customer requirements Etc

52、Supply chain managers must have structured mechanisms to deliver change successfullyUse of external help供應(yīng)鏈戰(zhàn)略管理英文課件55 Review strategy regularly Logistics is not “constant” over time.supply chains are continually changing (often in subtle ways) under pressure from market forces: Sourcing Assembly Warehousing Transport S