Coyle Chapter 4 PowerPoint SlidesPPT課件

1、12021/3/9Chapter 4 Supply Chain RelationshipsLearning ObjectivesAfter reading this chapter, you should be able to do the following:Understand the types of supply chain relationships and their importance.Describe a process model that will facilitate the development and implementation of successful su

2、pply chain relationships.Recognize the importance of “collaborative” supply chain relationships.Define what is meant by third-party logistics (3PL) and know what types of firms provide 3PL services.22021/3/9Learning ObjectivesAfter reading this chapter, you should be able to do the following:Know wh

3、at types of 3PL services are used by client/customer firms and what types of 3PL providers are used.Discuss the role and relevance of information technology-based services to 3PLs and their clients/customers.Know the extent to which customers are satisfied with 3PL services and identify where improv

4、ement may be needed.Understand some of the likely future directions for outsourced logistics services.32021/3/9Logistics RelationshipsTypes of Relationshipsnvertical relationships: these refer to the traditional linkages between firms in the supply chain such as retailers, distributors, manufacturer

5、s, and parts and materials suppliersnhorizontal relationships:includes those business agreements between firms that have “parallel” or cooperating positions in the logistics process.42021/3/9nRange of relationship typesTransactional:nBoth parties in a vendor relationship are said to be at “arms leng

6、th” Collaborative: nthe relationship suggested by a strategic alliance is one in which two or more business organizations cooperate and willingly modify their business objectives and practices to help achieve long-term goals and objectives Strategic:nrepresents an alternative that may imply even gre

7、ater involvement than the partnership or strategic alliance.52021/3/9Figure 4-1 Relationship PerspectivesTransactional Vendor Partner Strategic AllianceR e l a t i o n a l62021/3/9Regardless of form, relationships may differ in numerous ways. A partial list of these differences follows:DurationOblig

8、ationsExpectationsInteraction/CommunicationCooperationPlanningGoalsPerformance analysisBenefits and burdens72021/3/9Source: Copyright 2001, C. John Langley PhD Used with permission82021/3/9Figure 4-3 What Does It Take to Have an Area of Core Competency? 92021/3/9Driversdefined as “compelling reasons

9、 to partner”; all parties “must believe that they will receive significant benefits in one or more areas and that these benefits would not be possible without a partnership” Facilitators are defined as “supportive corporate environmental factors that enhance partnership growth and development”; As s

10、uch, they are the factors that, if present, can help to ensure the success of the relationship102021/3/9Figure 4-4 Implementation and Continuous ImprovementRay A. Mundy, C. John Langley Jr., and Brian J. Gibson, Continuous Improvement in Third Party Logistics, (2001).112021/3/9Collaboration:Collabor

11、ation occurs when companies work together for mutual benefit.Collaboration goes well beyond vague expressions of partnership and aligned interests. Companies leverage each other on an operational basis and creates a synergistic business environment in which the sum of the parts is greater than the w

12、hole. 122021/3/9132021/3/9Seven Immutable Laws of Collaborative LogisticsnCollaborative Logistics Networks Must Support:Real and recognized benefits to all membersDynamic creation, measurement, and evolution of collaborative partnershipsCo-buyer and co-seller relationshipsFlexibility and securityCol

13、laboration across all stages of business process integrationOpen integration with other servicesCollaboration around essential logistics flows 142021/3/9152021/3/9Definition of Third-Party LogisticsEssentially, a third-party-logistics firm may be defined as an external supplier that performs all or

14、part of a companys logistics functions .Among these, multiple logistics activities are included, those that are included are “integrated” or managed together, and they pro-vide “solutions” to logistics/supply chain problems.162021/3/9Types of 3PL Providerstransportation-basedwarehouse/distribution-b

15、asedforwarder-based shipper/management-basedfinancial-basedinformation-based firms172021/3/9182021/3/9192021/3/9Figure 4-6 3PL Logistics Market Turnover Growth (US $Billion)1996 1997 1998 1999 2001 2002 2003 2004 2005 2000$100$80$60$40$20$0202021/3/9212021/3/9Source: 2005 Tenth Annual 3PL Study, Geo

16、rgia Tech and Cap Gemini LLC. Used with permission 222021/3/9232021/3/9242021/3/9252021/3/9262021/3/9272021/3/9Source: 2005 Tenth Annual 3PL Study, Georgia Tech and Cap Gemini LLC. Used with permission 282021/3/9292021/3/9Figure 4-11Fourth-PartyTM TM Logistics*+ Greater Functional Integration + Broa

17、der Operational AutonomySource: Accenture, Inc. Used with permission. *TM Registered trademark of Accenture, Inc. 302021/3/9Figure 4-12 Current vs. Projected Logistics Expenditures Directed to Outsourcing312021/3/9322021/3/9Table 4-9 Future 3PL Industry TrendsnContinued expansion, acquisition and co

18、nsolidation of 3PL industrynExpansion of global markets and needed servicesnContinued broadening of service offerings across supply chain and broad-based business process outsourcingnTwo-tiered relationship models (strategic and tactical)nGrowing range of “strategic” services offered by 3PLs and 4PL

19、snIT Capabilities to become an even greater differentiatornIncreased efforts to update, enhance, and improve 3PL provider-user relationshipsnEmphasis on relationship reinvention, mechanisms for continual improvement, and solution innovation332021/3/9Summary nThe two most basic types of supply chain

20、relationships are “vertical” (e.g., buyer-seller) and “horizontal” (e.g., parallel or cooperating).nIn terms of intensity of involvement, interfirm relationships may span from transactional to relational and may take the form of vendor, partner, and strategic alliances.nThere are six steps in the de

21、velopment and implementation of successful relationships. These six steps are critical to the formation and success of supply chain relationships.nCollaborative relationships, both vertical and horizontal, have been identified as highly useful to the achievement of long-term supply chain objectives.

22、 The “Seven Immutable Laws of Collaborative Logistics” provide a framework for the development of effective supply chain relationships.342021/3/9Summary (cont.) nThird-party logistics providers may be thought of as an “external supplier that performs all or part of a companys logistics functions.” I

23、t is desirable that these suppliers provide multiple services, and that these services are integrated in the way they are managed and delivered.nThe several types of 3PLs are transportation-based, warehouse/distribution-based, forwarder-based, financial-based, and information-based suppliers.nBased

24、on the results of a comprehensive study of users of 3PL services in the United States, over 70 percent of the firms studied are, to some extent, users of 3PL services. nUser experience suggests a broad range of 3PL services utilized; the most prevalent are warehousing, outbound transportation, and freight bill payment and auditing.352021/3/9Summary (cont.) nWhile nonusers of 3PL services have their reasons to justify their dec