供應鏈管理SCM的內容與模型

1、供應鏈管理：內容SCM 是對整個生產過程范圍內的“實物流、 商業(yè)流、 信息流和資金流”的管理， 從供應商開始，到配送結束。覆蓋了物料在組織內部的運動與存儲情況。“實物流、 商業(yè)流、 信息流和資金流”是 SCM 的三條流。SCM 通過 “時間 time 、地點place 、數(shù)量quantity的”改變來創(chuàng)造價值。SCM 是企業(yè)競爭優(yōu)勢的源泉之一。為挖掘這一潛能，管理部門采購和供應商量管理、運營管理以及物流管理。SCM 由三部分組成： 供應管理 （采購部分和供應商部分）、生產運作管理 （公司內部管理）、物流管理（客戶端）。簡單地說，SCM 就是從供應商處采購（供應管理）、在內部進一步增值（運營管理

2、）、再遞送給客戶（物流管理）。SCM供應管理生產運作管理物流管理物流管理1. 供應管理 supply managementSupplymanagementdealswith identifyingneedsto be met with outsidesources,selectingthesesources,andnegotiatingpurchasecontractswiththoseselected.Purchasesfall into3 categories:partsor componentsto be usedin manufacture,merchandise for resale

3、, and services.Supply management is closely related to logistics for two reasons. First, nearly anythingpurchased must be moved to wherever it is needed. Second, if 3PL providers are used,the firm s procurement staff will be involved in their selection.采購管理Purchasing采購負責 “組織 ”的物料流入，即獲得生產產品或提供服務所需的物料

4、、零件和補給。這是企業(yè)的“內向物流Inbound Logistics部分 ”。采購包括物料的實際購買、供應商選擇與對采購細項進行價值分析等。采購的重要性決不僅僅限于外購商品的成本，它的其他方面的重要性還包括商品與服務的質量，以及提交商品或服務的時間選擇，這兩個方面都能對生產運作產生重大的影響。最基本的設計問題是對“集中或分散采購（CentralizedorDecentralized Purchasing）”的抉擇。集中采購的控制性較強，能節(jié)約費用；而分散采購則趨于快速反應和更好地滿足地區(qū)性需求。定期進行價值分析，確保所購細項的 “成本效益比 ”最佳。根據(jù)成本、 售后服務、可靠性與質量評價供應商

5、。Purchasingis the eyes and ears眼睛和耳朵of the organization in the supplier marketplace供應市場 , continuouslyseekingbetter buys and new materials from suppliers.Consequently ,purchasing is in a good position to能夠 select suppliers for the supply chain and to conductcertificationprograms認證 計 劃 . 【購 買 _conseq

6、uently因此】Green Purchasing is the process of identifying, assessing, and managing the flow of environmental waste and finding ways to reduce it and minimize its impact on theenvironment.【environmental】供應商管理2. 生產運作管理Operations management deals withprocessesthat produce goodsand services that people us

7、e every day. Operations management is the direction andcontrol of the processes that transform inputs intoproducts andservices. Processesare fundamental activities that organizations use to do work and achieve their goals.Byselectingappropriate techniques anddeveloping soundoperationsstrategies,mana

8、gers can design and operate processes to givecompaniesa competitive edge 【 =competitive advantage 競爭優(yōu)勢】 .3.市場營銷4.物流 LogisticsLogistics is that part of the supply chain process that plans,implements, and controlsthe efficient and effective forward and reverse相反的 flow andstorage貯藏 ofgoods,services,and

9、related informationbetweenthepoint oforigin產 地andthepoint ofconsumption消費in order to meet customersrequirements.”物流Logistics涉及組織的 內向物流inwardflowofmaterials、內部的物料運動internalfolw of materials和外向物流outward flow of materials，即從公司流向客戶的最終產品流）。其中運輸與倉儲又是物流管理LogisticsManagement的核心內容。電子數(shù)據(jù)Electronicdata 鏈接在供應鏈管理

10、中提高了生產率和準確性，改善了運作控制。物料流動和服務管理職責的歸屬Traditionally, organizations have divided theresponsibilityfor managing the flow of materialsand services among three departments: purchasing, production, and distribution.(1) Purchasing Department(2) Production Department(3) Distribution Department PurchasingPurcha

11、sing is the management of theacquisition獲得 process ,which includes deciding which suppliers touse, negotiatingcontracts,and decidingwhetherto buy locally.Purchasingis usuallyresponsible for workingwithsupplierstoensure thedesired flow of materials and servicesfor both short and long terms.Purchasing

12、 may also be responsible for the levels of raw materials and maintenance andrepair inventoriesProductionProduction is the management of thetransformationprocessesdevoted to專心于 producing the product or service.It is responsible for determining production quantities and scheduling the machines andempl

13、oyees directly responsible for the production of the good and services.DistributionDistribution is the management of theflow of materialsfrom manufacturers to customersand fromwarehousestoretailers, involving thestorageandtransportationof products.It may also be responsibleforfinishedgoodsinventorie

14、sandtheselectionoftransportation service providers.供應鏈管理：模型Supply chain operations reference model, SCORModels for SCMSCOR = supply chain operations reference model供應鏈操作指南模型One widely used model of supply chain management, the SCOR (supply chain operationsreference)model,currentlyidentifiesfivekeypr

15、ocesses plan, source, make, deliver,return計劃、資源、制造、運送、退回 associated with supply-chain management.Closeranalysisofthefivekeyprocesses,andtheirdefinitions,indicatestheimportantroleoflogisticsinsupply-chain management.1.PlanProcessesthatbalanceaggregatedemandandsupply todevelop a course of actionwhichb

16、est meets sourcing, production,and delivery requirements2.SourceProcessesthatprocuregoodsand servicestomeetplanned oractual demand3. MakeProcesses that transform product to a finished state to meet planned or actualdemand4. DeliverProcesses that provide finished goods and services to meet planned or

17、 actual demand, typically including order management, transportation management, and distribution management5. ReturnProcesses associated with returning or receiving returned products for any reason . These processes extend into post-delivery customer support.供應鏈 5 環(huán)評估to share, or to use, relevant d

18、ata information systemsBarriers to Supply-Chain Management While supply-chain may sound attractive from a conceptual barriers block its effective implementation.perspective,anumberof(1) Regulatory and political considerations(2) Lack of top management commitment(5) Incompatible corporate cultureRegu

19、latory and political considerationsSeveral decades ago, many of the supply-chain arrangements in use today would havebeen considered illegal under certain regulatory statutes法令 , 條例 .Political considerations such as war and governmental stability can act as a barrier to supply-chain management.With

20、respect to war, political uncertainties might cause some organizations to shy away from joining or developing supply chains that rely on companies located in warring countries.Governmental stability is also a key consideration, because supply-chain management is so dependent on inter-organizational

21、coordination. Governmental policies that either discourage such coordination or discourage doing business with certain countries would obviously have a negative impact on supply-chain efficiency.Lack of top management commitmentTop management commitment is regularly cited as an important component w

22、hen individual companies attempt to initiate and implement new initiatives, programs, and products.Because of supply- chain management sinter-organizational focus, top management commitment is absolutely essential if supply-chain efforts are to have any chance of success.Reluctance不愿 , 勉強to share, o

23、r to use, relevant dataThe business bromide陳詞濫調“ information is power” can make information (data)sharing somewhat problematic, particularly with data that companies might regard as proprietary.A reluctance to share data likely decreases the overall effectiveness and efficiency of supply chains beca

24、use other members may be making decisions based on erroneous data and /or assumptions.Incompatible information systemsIn the past, one barrier to inter-organizational coordination was incompatible computer hardware. Today, by contrast, is software.Incompatible corporate cultureIn a broad sense, corp

25、orate culture refers to“ howthingswe doaround here”andreflects an organization s vision, values, and strategic plans.Because supply-chain management emphasize a long-term orientation and partnership between various participants, it is important that participants be comfortable with the companies tha

26、t they will be working with.The myriad manifestations of a company s culture include, but are not limited to,office dcor, company brochures, company rituals典禮 , and dress codes.All manifestations of corporate culture may provide important clues about the ability of companies to work together.Supply

27、chain management across the organization滲透theentireorganization.It is hardtoenvision想象 ; 預見 ; 展望 a process in a firm that is notin some wayaffected by a supply chain.Supply chains must be managed tocoordinate the inputs with the outputsin a firm so asto achieve the appropriatecompetitive prioritieso

28、f the firm s enterprise process.The internet has offered firms an alternative to traditional methods for managing the supplychain.However, the firm must be committed to reengineering itsinformation flowsthroughout theorganization.Thesupply-chainprocessesmostaffectedare the order-placement,order-fulf

29、illment(includingtheinternalsupplychain),andpurchasingprocesses.Theseprocessesintersect all of the traditional functional areas of the firm. Supply-chain management is essential for manufacturing as well as services firms. In fact, service providers are beginning to realize the potential for organizational benefits through the reengineering of supply-chain processes.Logisti