當(dāng)代物流學(xué)(第九版)第二單元教學(xué)

1、CHAPTER 2The Supply Chain Management Concept供應(yīng)鏈管理概念第二章 供應(yīng)鏈管理概念CONTENTS OF CHAPTER 2Section 0 Concept of SC and SCMSection 1 Key Attributes of Supply Chain ManagementSection 2 Barriers to Supply Chain ManagementSection 3 Supply Chain Management and IntegrationSummaryKey TermsQuestions for Discussion

2、and Review第二章目錄第二章供應(yīng)鏈與供應(yīng)鏈管理的概念第一節(jié)供應(yīng)鏈管理的重要特征第二節(jié)供應(yīng)鏈管理的障礙第三節(jié)供應(yīng)鏈管理和整合本章小結(jié)重要術(shù)語(yǔ)、討論和復(fù)習(xí)題2Learning Objectives1. To learn about supply chains and their management2. To understand differences between transactional and relational exchanges3. To realize the importance of leveraging technology4. To appreciate bar

3、riers to supply chain management本章學(xué)習(xí)目標(biāo)第二章 學(xué)習(xí)目標(biāo)1.了解供應(yīng)鏈及其管理2.理解交易型交換和關(guān)系型交換的區(qū)別3.認(rèn)識(shí)杠桿技術(shù)的重要性4.重視供應(yīng)鏈管理的障礙3Section 0 Concept of SC and SCM1. Concept of Supply Chain 2. Concept of Supply Chain Management供應(yīng)鏈和供應(yīng)鏈管理的概念41 Concept of Supply Chain A supply chain “encompasses all activities associated with the flo

4、w and transformation of goods from the raw material stage (extraction), through to the end user, as well as the associated information flows.”供應(yīng)鏈包括與產(chǎn)品從原材料階段（提煉）到最終用戶之間的流動(dòng)和轉(zhuǎn)化相關(guān)的所有活動(dòng)以及相關(guān)的信息流動(dòng)。供應(yīng)鏈和供應(yīng)鏈管理的概念52 Concept of Supply Chain ManagementSupply Chain Management encompasses the planning and manageme

5、nt of all activities involved in sourcing and procurement, conversion, and all logistics management activities. Importantly, it also includes coordination and collaboration with channel partners, which can be suppliers, intermediaries, third-party service providers, and customers. In essence, SCM in

6、tegrates supply and demand management within and across companies.供應(yīng)鏈管理包括涉及供應(yīng)和采購(gòu)、轉(zhuǎn)化活動(dòng)和所有物流管理活動(dòng)的計(jì)劃和管理。重要的是，它還包括供應(yīng)商、中介、第三方服務(wù)提供商和顧客等渠道伙伴的協(xié)調(diào)和合作。本質(zhì)上，供應(yīng)鏈管理整合了公司內(nèi)和公司間的供需管理。供應(yīng)鏈和供應(yīng)鏈管理的概念6Section 1Key Attributes of Supply Chain Management供應(yīng)鏈管理的重要特征第一節(jié) 供應(yīng)鏈管理的重要特征Section 1 Key Attributes of Supply Chain Managem

7、entWhat attributes does Supply Chain Management have? 第一節(jié) 供應(yīng)鏈管理的重要特征8Section 1 Key Attributes of Supply Chain Management第一節(jié) 供應(yīng)鏈管理的重要特征Key Attributes of SCM1. Customer power2. Long-term orientation3. Leveraging technology4. Enhanced communication across organizations5. Inventory control6. interorgani

8、zational coordination供應(yīng)鏈管理的重要特征：1.顧客權(quán)力2.長(zhǎng)期定位3.杠桿技術(shù)4.跨組織溝通的增強(qiáng)5.庫(kù)存控制6.組織間協(xié)作91 Customer powerIn recent years, the customer has gained tremendous power over buying decisions, in large part because of greater access to information. 第一節(jié) 供應(yīng)鏈管理的重要特征顧客獲得了極大的購(gòu)買(mǎi)決策權(quán)力，大部分原因是有更好的獲取信息的機(jī)會(huì)101 Customer powercustomers

9、InternetTVRadio productsorganizationsInformationFast and agile supply chainPower buying decisions第一節(jié) 供應(yīng)鏈管理的重要特征111 Customer powerIncreased power of customers has important implications for:The design and management of supply chain. Customer-centric, pull-oriented supply chains should replace factory

10、-driven, push ones. 第一節(jié) 供應(yīng)鏈管理的重要特征不斷增加的顧客權(quán)力對(duì)供應(yīng)鏈的設(shè)計(jì)和管理有重要的影響，還促使以顧客為中心的拉動(dòng)式供應(yīng)鏈取代傳統(tǒng)工廠驅(qū)動(dòng)的推動(dòng)式供應(yīng)鏈。121 Customer powerIncreased power of customersthe design and management of supply chainCustomer-centric, pull-oriented supply chainsFast supply chainPerfect ordersAgile supply chain第一節(jié) 供應(yīng)鏈管理的重要特征132 Long-term

11、 orientation第一節(jié) 供應(yīng)鏈管理的重要特征Why companies tend to emphasis on long-term performance?142 Long-term orientation第一節(jié) 供應(yīng)鏈管理的重要特征Short-term orientationTransactional exchangesLong-term orientationRelational exchangesFocus onFocus on長(zhǎng)期定位關(guān)注關(guān)系型交換，需要參與成員之間信息共享，短期定位關(guān)注交易型交換，獲取短期收益。Short-termbargainsInformation sha

12、ringtakeneed15Relational exchanges, transactional exchangesDifferences between relational exchanges and transactional exchanges:第一節(jié) 供應(yīng)鏈管理的重要特征不同之處：信任、承諾、依賴、投資和利益共享162 Long-term orientationPartnerships: long-term relationships between supply chain participants.第一節(jié) 供應(yīng)鏈管理的重要特征高度依賴共享信息一致的目標(biāo)共同信任共享利益基于價(jià)值的

13、購(gòu)買(mǎi)決策173 Leveraging technologyTechnology has been at the center of changes taking place that effect the supply chain. Two key factors of this change:(1) Computing power(2) The internet第一節(jié) 供應(yīng)鏈管理的重要特征技術(shù)是對(duì)供應(yīng)鏈產(chǎn)生影響的變化的中心，這其中兩個(gè)最關(guān)鍵的因素是計(jì)算能力和互聯(lián)網(wǎng)。18第一節(jié) 供應(yīng)鏈管理的重要特征3 Leveraging technologyThe internet has importan

14、t implications for both business-to-consumer links and business-to-business links within supply chains, such as instantaneous visibility makes supply chain become more proactive and less reactive, lower inventories and improved profitability. (2) The internet: The introduction and continued developm

15、ent of the computer chip now allows for fast, low-cost mathematical solutions to complex supply chain issues.(1) Computing power: instantaneous visibility 即時(shí)可見(jiàn)性proactive 事前控制profitability 盈利能力Now, can you understand these sentences?194 Enhanced communication across organizationsIt is essential that

16、huge quantities of real-time information can be seamlessly transmitted across supply chain partners. For example: (1) retail point-of-sale information(2) real-time inventory information第一節(jié) 供應(yīng)鏈管理的重要特征巨量的實(shí)時(shí)數(shù)據(jù)能在供應(yīng)鏈成員之間無(wú)縫傳遞是至關(guān)重要的，例如銷(xiāo)售時(shí)點(diǎn)數(shù)據(jù)、實(shí)時(shí)庫(kù)存信息205 Inventory controlAspects of inventory control in SCM:(1

17、) is to move from a pattern of stops and starts to a continuous flow (2) involves a reduction in the amount of inventory in the supply chain 第一節(jié) 供應(yīng)鏈管理的重要特征JAZ (just about zero) approachReducing the bullwhip effect供應(yīng)鏈管理中的庫(kù)存控制一方面是從間斷模式轉(zhuǎn)變成連續(xù)流，減少牛鞭效應(yīng)；另一方面是供應(yīng)鏈中庫(kù)存數(shù)量的減少，即零庫(kù)存方法。21bullwhip effectJAZ (just ab

18、out zero) approachbullwhip effect 牛鞭效應(yīng)characterized by variability in demand orders among supply chain participant the end result of which is inventory lumps. JAZ (just about zero) approach零庫(kù)存方法Inventory can be reduced in a number of ways, such as smaller, more frequent orders; the use of premium tr

19、ansportation; demand-pull; and the elimination or consolidation of slower-moving product. 第一節(jié) 供應(yīng)鏈管理的重要特征226 interorganizational coordinationBecause a primary objective of SCM is to optimize the performance of the supply chain as a whole, collaboration among supply chain participants is essential. Th

20、ere are myriad definitions of Supply chain collaboration. 第一節(jié) 供應(yīng)鏈管理的重要特征23One definition of Supply chain collaborationCooperative, supply chain relationships formal or informal between manufacturing companies and their suppliers, business partners or customers, developed to enhance the overall busin

21、ess performance of both sides. 第一節(jié) 供應(yīng)鏈管理的重要特征供應(yīng)鏈協(xié)作是制造公司和它的供應(yīng)商、商業(yè)伙伴或顧客之間建立的正式或非正式合作的供應(yīng)鏈關(guān)系以提高雙方的整體商業(yè)績(jī)效。24Figure: Levels of Supply chain collaborationRelationship TypeDefinition Examples of Data ExchangedTransactional Integrate and automate the flow of information to align with product flowpurchase ord

22、ers; invoicesTactical information sharingShare information before or after a purchase is madeorder status; product pricesStrategic Joint buyer/seller processes, decision-making and measurement forecasts; fulfillment processes第一節(jié) 供應(yīng)鏈管理的重要特征供應(yīng)鏈協(xié)作關(guān)系類(lèi)型可以是交易的、戰(zhàn)術(shù)信息共享的或戰(zhàn)略的。25Summary of Section 1 Now, have

23、you understand the key attributes of Supply Chain Management?Discuss your opinions with your classmates.第一節(jié) 供應(yīng)鏈管理的重要特征26Section 2Barriers to Supply Chain Management供應(yīng)鏈管理的障礙第二節(jié) 供應(yīng)鏈管理的障礙Section 2 Barriers to Supply Chain ManagementBarriers to SCM1 Regulatory and political considerations2 Lack of top m

24、anagement commitment3 Reluctance to share, or use, relevant data4 Incompatible information systems5 Incompatible corporate cultures6 Globalization第二節(jié) 供應(yīng)鏈管理的障礙供應(yīng)鏈管理的障礙：1.管制和政治因素2.缺乏管理高層的承諾3.不愿分享或使用相關(guān)信息4.不兼容的信息系統(tǒng)5.不相容的公司文化6.全球化281 Regulatory and political considerations(1) supply chain arrangements, m

25、any of them in use today would have been considered illegal several decades ago.(2) Political considerations, such as war and governmental stability.第二節(jié) 供應(yīng)鏈管理的障礙管制和政治因素障礙：（1）供應(yīng)鏈約定。比如今天應(yīng)用的許多供應(yīng)鏈約定在幾十年前的某些管制中是違法的。（2）政治考慮。戰(zhàn)爭(zhēng)和政府穩(wěn)定性等也是供應(yīng)鏈管理的障礙。292 Lack of top management commitmentTop management commitment

26、 is absolutely essential if supply chain efforts are to have any chance of success.第二節(jié) 供應(yīng)鏈管理的障礙Do you agree with this perspective? Why? Or why not?供應(yīng)鏈活動(dòng)想要成功，高層管理的承諾是絕對(duì)必要的。302 Lack of top management commitmentSenior management commitment to SCM occurs in only one of every three organizations.第二節(jié) 供應(yīng)鏈管

27、理的障礙Do you know the reasons? 實(shí)際上只有1/3企業(yè)的管理高層會(huì)對(duì)SCM作出承諾。313 Reluctance to share, or use, relevant dataSome organizations are reluctant to share information, particularly information that might be considered proprietary in nature.This reluctant can contribute to supply chain problems, like bullwhip eff

28、ect. Advances in computer now permit copious amounts of information to be processed and analyzed relatively quickly, like data mining technology.第二節(jié) 供應(yīng)鏈管理的障礙32data mining technology.A technique that looks for patterns and relationships in relevant data, allows companies to lend order and meaning to

29、their data. 數(shù)據(jù)挖掘技術(shù)是一種在相關(guān)數(shù)據(jù)中尋找模式和關(guān)系的技術(shù)，它使公司可以從相關(guān)數(shù)據(jù)中發(fā)現(xiàn)訂單信息及隱含的信息。第二節(jié) 供應(yīng)鏈管理的障礙334 Incompatible information systemsToday, a major barrier to interorganizational collaboration is incompatible computer software. A key question is to: choose a single integrator approach or choose a best-of-breed approach第二

30、節(jié) 供應(yīng)鏈管理的障礙當(dāng)前跨組織協(xié)作的主要障礙時(shí)不兼容的計(jì)算機(jī)軟件。一個(gè)主要的問(wèn)題是選擇單一集成者方法還是單項(xiàng)優(yōu)勢(shì)方法。344 Incompatible information systemsIn a single integrator approach, all relevant software applications are provided by a single vendor. In a best-of-breed approach, organization choose the best application for a particular function.在單一集成者方法

31、中，所有相關(guān)軟件應(yīng)用由單一供應(yīng)商提供。而在單項(xiàng)優(yōu)勢(shì)方法中，組織選擇某一個(gè)功能的最佳軟件應(yīng)用第二節(jié) 供應(yīng)鏈管理的障礙355 Incompatible corporate culturesBecause of long-term orientation and partnerships, it is important that the supply chain participants be comfortable with the companies they will be working with.第二節(jié) 供應(yīng)鏈管理的障礙Do you know what is corporate cult

32、ure? What about the corporate culture of Haier?365 Incompatible corporate culturescorporate culture: refers to “how we do things around here”, and reflects an organizations vision, values, and strategic plans. Potential differences of corporate culture may negatively affect supply chain effectivenes

33、s and efficiency. 第二節(jié) 供應(yīng)鏈管理的障礙企業(yè)文化指“我們?cè)谶@里如何做事，反映了一個(gè)組織的愿景、價(jià)值和戰(zhàn)略規(guī)劃。企業(yè)文化的潛在差異可能會(huì)負(fù)面影響供應(yīng)鏈效率和有效性。375 Incompatible corporate culturesFor example: participative management style might not mesh very well with autocratic management style.第二節(jié) 供應(yīng)鏈管理的障礙participative management style 參與式管理風(fēng)格autocratic management

34、style 獨(dú)裁式管理風(fēng)格386 Globalization(1) Challenges are even greater in global supply chains due to cultural, economic, technological, political, spatial and logistical differences.第二節(jié) 供應(yīng)鏈管理的障礙由于文化、經(jīng)濟(jì)、技術(shù)、政治、地理和物流差異，全球供應(yīng)鏈的挑戰(zhàn)性更大。396 Globalization(2) Longer and more unpredictable lead times increase the chanc

35、e that customer demand might not be fulfilled. (3) global supply chain glitches drive up supply chain costs and potentially jeopardize customer satisfaction.第二節(jié) 供應(yīng)鏈管理的障礙更長(zhǎng)的和更不可預(yù)計(jì)的交貨提前期增加了顧客需求不能滿足的幾率。全球供應(yīng)鏈的失誤增加了供應(yīng)鏈的成本并有可能損害顧客滿意度。40Summary of Section 2 Now, can you tell me the barriers to Supply Chain

36、 Management?Write down your answer and explain.第二節(jié) 供應(yīng)鏈管理的障礙41Section 3Supply Chain Management and Integration供應(yīng)鏈管理與整合第三節(jié) 供應(yīng)鏈管理與整合Section 3 Supply Chain Management and IntegrationSupply chains are integrated by having various parties enter into and carry out long-term mutually beneficial agreements.

37、第三節(jié) 供應(yīng)鏈管理與整合43Section 3 Supply Chain Management and Integration第三節(jié) 供應(yīng)鏈管理與整合Long-term mutually beneficial agreementspartnershipsStrategic alliances Third-party arrangements Contract logistics長(zhǎng)期互惠協(xié)議包括：伙伴關(guān)系戰(zhàn)略聯(lián)盟第三方協(xié)定合同物流44Section 3 Supply Chain Management and IntegrationOrganizations can pursue three pr

38、imary methods when attempting to integrate their supply chains.(1) vertical integration(2) formal contracts(3) informal agreements第三節(jié) 供應(yīng)鏈管理與整合組織企圖整合它們的供應(yīng)鏈時(shí)，可以使用三種主要方法：（1）垂直整合（2）正式合同（3）非正式合同45Section 3 Supply Chain Management and Integration(1) vertical integrationOne organization owns multiple parti

39、cipants in the supply chain.For example: some lines of paint and automotive tires.第三節(jié) 供應(yīng)鏈管理與整合供應(yīng)鏈整合的第一種方法是垂直整合，是一個(gè)組織擁有供應(yīng)鏈中的多個(gè)參與者。最常見(jiàn)的例子是一些油漆和汽車(chē)輪胎業(yè)，46Section 3 Supply Chain Management and Integration(2) formal contractsUse formal contracts among various participants.One of the more popular uses of co

40、ntracts is franchising 第三節(jié) 供應(yīng)鏈管理與整合供應(yīng)鏈整合的第二種方法是在不同參加者之間使用正式合同。較流行的合同之一是特許經(jīng)營(yíng)。47Section 3 Supply Chain Management and Integration(3) informal agreementsinformal agreements among the various organizations to pursue common goals and objectives, with control being exerted by the largest organization in t

41、he supply chain. 第三節(jié) 供應(yīng)鏈管理與整合供應(yīng)鏈整合的第三種方法是在不同組織間建立非正式合同以追求共同的目的和目標(biāo)，其控制由供應(yīng)鏈中最大的組織來(lái)執(zhí)行。48Summary of Section 3Review what we learned in this section and discuss.第三節(jié) 供應(yīng)鏈管理與整合49Summary of chapter 2 1. Concept of supply chain and SCM2. Key attributes of SCM, such as customer power, a long-term orientation,

42、and leveraging technology3. Various barriers to SCM, such as lack of top management commitment. 4. Integration in SCM本章小結(jié)50Key TermsAgile supply chain 敏捷供應(yīng)鏈Bullwhip effect 牛鞭效應(yīng)Carrier selection policy 承運(yùn)人選擇策略Channel partners 渠道伙伴Contract logistics 合同物流Customer relationship management 顧客關(guān)系管理Customer

43、service management 顧客服務(wù)管理重要術(shù)語(yǔ)51Key TermsDemand management 需求管理Data mining 數(shù)據(jù)挖掘Fast supply chain 快速供應(yīng)鏈Fourth-party logistics (lead logistics provider) 第四方物流（領(lǐng)先物流提供商）GSCF全球供應(yīng)鏈論壇Information flow 信息流Manufacturing flow management 制造流程管理重要術(shù)語(yǔ)52Key TermsMarket share 市場(chǎng)份額, 市場(chǎng)占有率Multinational company 跨國(guó)公司Order fulfillment 訂單履行Partnerships 合作伙伴Perfect order 完美訂單Product development and co