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1、精品文檔Asupplychainconsistsofallpartiesinvolved,directlyorindirectly,infulfillingacustomerrequest.Thesupplychainincludesnotonlythemanufacturerandsuppliers,butalsotransporters,warehouses,retailers,andevencustomersthemselves.Withineachorganization,suchasamanufacturer,thesupplychainincludesallfunctionsinv
2、olvedinreceivingandfillingacustomerrequest.Thesefunctionsinclude,butarenotlimitedto,newproduct,development,marketing,operations,distribution,finance,andcustomerservice.ConsideracustomerwalkingintoaWal-Martstoretopurchasedetergent.Thesupplychainbeginswiththecustomerandhisorherneedfordetergent.Thenext
3、stageofthissupplychainistheWal-Martretailstorethatthecustomervisits.Wal-Martstocksitsshelvesusinginventorythatmayhavebeensuppliedfromafinished-goodswarehouseoradistributorusingtruckssuppliedbyathirdparty.Thedistributorinturnisstockedbythemanufacturer(say,Procter&GambleP&Ginthiscase).TheP&Gmanufactur
4、ingplantreceivesrawmaterialfromavarietyofsuppliers,whomaythemselveshavebeensuppliedbylower-tiersuppliers.Forexample,packagingmaterialmaycomefromPactivCorporation(formerlyTennecoPackaging)whilePactivreceivesrawmaterialstomanufacturethepackagingfromothersuppliers.ThissupplychainisillustratedinFigure11
5、,withthearrowscorrespondingtothedirectionofphysicalproductflow.Asupplychainisdynamicandinvolvestheconstantflowofinformation,product,andfundsbetweendifferentstages.Inourexample,Wal-Martprovidestheproduct,aswellaspricingandavailabilityinformation,tothecustomer.ThecustomertransfersfundstoWal-Mart.Wal-M
6、artconveyspoint-of-salesdataaswellasreplenishmentorderstothewarehouseordistributor,whotransfersthereplenishmentorderviatrucksbacktothestore.Wal-Marttransfersfundstothedistributorafterthereplenishment.ThedistributoralsoprovidespricinginformationandsendsdeliveryschedulestoWal-Mart.Wal-Martmaysendbackp
7、ackagingmaterialtoberecycled.Similarinformation,material,andfundflowstakeplaceacrosstheentiresupply精品文檔精品文檔chain.Inanotherexample,whenacustomermakesapurchaseonlinefromDellComputer,thesupplychainincludes,amongothers,thecustomer,DellsWebsite,theDellassemblyplant,andallofDellssuppliersandtheirsuppliers
8、.TheWebsiteprovidesthecustomerwithinformationregardingpricing,productvariety,andproductavailability.Havingmadeaproductchoice,thecustomerenterstheorderinformationandpaysfortheproduct.ThecustomermaylaterreturntotheWebsitetocheckthestatusoftheorder.Stagesfurtherupthesupplychainusecustomerorderinformati
9、ontofilltherequest.Thatprocessinvolvesanadditionalflowofinformation,product,andfundsamongvariousstagesofthesupplychain.Theseexamplesillustratethatthecustomerisanintegralpartofthesupplychain.Infact,theprimarypurposeofanysupplychainistosatisfycustomerneedsand,intheprocess,generateprofitforitself.Thete
10、rmsupplychainconjuresupimagesofproductorsupplymovingfromsupplierstomanufacturerstodistributorstoretailerstocustomersalongachain.Thisiscertainlypartofthesupplychain,butitisalsoimportanttovisualizeinformation,funds,andproductflowsalongbothdirectionsofthischain.Thetermsupplychainmayalsoimplythatonlyone
11、playerisinvolvedateachstage.Inreality,amanufacturermayreceivematerialfromseveralsuppliersandthensupplyseveraldistributors.Thus,mostsupplychainsareactuallynetworks.Itmaybemoreaccuratetousethetermsupplynetworkorsupplywebtodescribethestructureofmostsupplychains,asshowninFigure1-2.Atypicalsupplychainmay
12、involveavarietyofstages,includingthefollowing:Customers,Retailers,Wholesalers/distributors,Manufacturers,Component/rawmaterialsuppliersEachstageinasupplychainisconnectedthroughtheflowofproducts,information,andfunds.Theseflowsoftenoccurinbothdirectionsandmaybemanagedbyoneofthestagesoranintermediary.精
13、品文檔精品文檔EachstageinFigure1-2neednotbepresentinasupplychain.AsdiscussedinChapter4,theappropriatedesignofthesupplychaindependsonboththecustomersneedsandtherolesplayedbythestagesinvolved.Forexample,Dellhastwosupplychainstructuresthatitusestoserveitscustomers.Foritscorporateclientsandalsosomeindividualsw
14、howantacustomizedpersonalcomputer(PC),Dellbuildstoorder;thatis,acustomerorderinitiatesmanufacturingatDell.Forthesecustomers,Delldoesnothaveaseparateretailer,distributor,orwholesalerinthesupplychain.Since2007,DellhasalsosolditsPCsthroughWal-MartintheUnitedStatesandtheGOMEGroup,Chinaslargestelectronic
15、sretailer.BothWal-MartandtheGOMEGroupcarryDellmachinesininventory.Thissupplychainthuscontainsanextrastage(theretailer)comparedtothedirectsalesmodelalsousedbyDell.Inthecaseofotherretailstores,thesupplychainmayalsocontainawholesalerordistributorbetweenthestoreandthemanufacturer.Theobjectiveofeverysupp
16、lychainshouldbetomaximizetheoverallvaluegenerated.Thevalue(alsoknownassupplychainsurplus)asupplychaingeneratesisthedifferencebetweenwhatthevalueofthefinalproductistothecustomerandthecoststhesupplychainincursinfillingthecustomersrequest.SupplyChainSurplus=CustomerValue-SupplyChainCostThevalueofthefin
17、alproductmayvaryforeachcustomerandcanbeestimatedbythemaximumamountthecustomeriswillingtopayforit.Thedifferencebetweenthevalueoftheproductanditspriceremainswiththecustomerasconsumersurplus.Therestofthesupplychainsurplusbecomessupplychainprofitability,thedifferencebetweentherevenuegeneratedfromthecust
18、omerandtheoverallcostacrossthesupplychain.Forexample,acustomerpurchasingawirelessmuterfromBestBuypays$60,whichrepresentstherevenuethesupplychainreceives.Customerswhopurchasethemuterclearlyvalueitatorabove$60.Thus,partofthesupplychainsurplusisleftwiththecustomerasconsumersurplus.Thereststayswiththesu
19、pply精品文檔精品文檔chainasprofit.BestBuyandotherstagesofthesupplychainincurcoststoconveyinformation,producecomponents,storethem,transportthem,transferfunds,andsoon.Thedifferencebetweenthe$60thatthecustomerpaidandthesumofallcostsincurredbythesupplychaintoproduceanddistributethemuterrepresentsthesupplychainp
20、rofitability.Supplychainprofitabilityisthetotalprofittobesharedacrossallsupplychainstagesandintermediaries.Thehigherthesupplychainprofitability,themoresuccessfulisthesupplychain.Formostprofit-makingsupplychains,thesupplychainsurpluswillbestronglycorrelatedwithprofits.Supplychainsuccessshouldbemeasur
21、edintermsofsupplychainprofitabilityandnotintermsoftheprofitsatanindividualstage.(Insubsequentchapters,weseethatafocusonprofitabilityatindividualstagesmayleadtoareductioninoverallsupplychainprofits.)Afocusongrowingthesupplychainsurpluspushesallmembersofthesupplychaintowardgrowingthesizeoftheoverallpi
22、e.Havingdefinedthesuccessofasupplychainintermsofsupplychainprofitability,thenextlogicalstepistolookforsourcesofvalue,revenue,andcost.Foranysupplychain,thereisonlyonesourceofrevenue:thecustomer.ThevalueobtainedbyacustomerpurchasingdetergentatWal-Martdependsuponseveralfactors,includingthefunctionality
23、ofthedetergent,howfarthecustomerhastotraveltoWal-Mart,andthelikelihoodoffindingthedetergentinstock.ThecustomeristheonlyoneprovidingpositivecashflowfortheWal-Martsupplychain.Allothercashflowsaresimplyfundexchangesthatoccurwithinthesupplychain,giventhatdifferentstageshavedifferentowners.WhenWal-Martpa
24、ysitssupplier,itistakingaportionofthefundsthecustomerprovidesandpassingthatmoneyontothesupplier.Allflowsofinformation,product,orfundsgeneratecostswithinthesupplychain.Thus,theappropriatemanagementoftheseflowsisakeytosupplychainsuccess.Effectivesupplychainmanagementinvolvesthemanagementofsupplychaina
25、ssets精品文檔精品文檔andproduct,information,andfundflowstomaximizetotalsupplychainsurplus.Agrowthinsupplychainsurplusincreasesthesizeofthetotalpie,allowingcontributingmembersofthesupplychaintobenefit.Inthisbook,wehaveastrongfocusonanalyzingallsupplychaindecisionsintermsoftheirimpactonthesupplychainsurplus.T
26、hesedecisionsandtheirimpactcanvaryforawidevarietyofreasons.Forinstance,considerthedifferenceinthesupplychainstructureforfast-movingconsumergoodsobservedintheUnitedStatesandIndia.U.S.distributorsplayamuchsmallerroleinthissupplychaincomparedtotheirIndiancounterparts.Wearguethatthedifferenceinsupplycha
27、instructurecanbeexplainedbytheimpactadistributorhasonthesupplychainsurplusinthetwocountries.RetailingintheUnitedStatesislargelyconsolidated,withlargechainsbuyingconsumergoodsfrommostmanufacturers.Thisconsolidationgivesretailerssufficientscalethattheintroductionofanintermediarysuchasadistributordoesl
28、ittletoreducecostsandmayactuallyincreasecostsbecauseofanadditionaltransaction.Incontrast,Indiahasmillionsofsmallretailoutlets.ThesmallsizeofIndianretailoutletslimitstheamountofinventorytheycanhold,thusrequiringfrequentreplenishment-anordercanbecomparedwiththeweeklygroceryshoppingforafamilyintheUnite
29、dStates.Theonlywayforamanufacturertokeeptransportationcostslowistobringfulltruckloadsofproductclosetothemarketandthendistributelocallyusingmilkrunswithsmallervehicles.Thepresenceofanintermediarywhocanreceiveafulltruckloadshipment,breakbulk,andthenmakesmallerdeliveriestotheretailersiscrucialiftranspo
30、rtationcostsaretobekeptlow.MostIndiandistributorsareone-stopshops,stockingeverythingfromcookingoiltosoapsanddetergentsmadebyavarietyofmanufacturers.Besidestheconvenienceprovidedbyone-stopshopping,distributorsinIndiaarealsoabletoreducetransportationcostsforoutbounddeliverytotheretailerbyaggregatingpr
31、oductsacrossmultiplemanufacturersduringthedeliveryruns.DistributorsinIndiaalsohandlecollections,精品文檔精品文檔becausetheircostofcollectionissignificantlylowerthanthatofeachmanufacturercollectingfromretailersonitsownwouldbe.Thus,theimportantroleofdistributorsinIndiacanbeexplainedbythegrowthinsupplychainsur
32、plusthatresultsfromtheirpresence.ThesupplychainsurplusargumentimpliesthatasretailinginIndiabeginstoconsolidate,theroleofdistributorswilldiminish.Thereisacloseconnectionbetweenthedesignandmanagementofsupplychainflows(product,information,andfunds)andthesuccessofasupplychain.Wal-Mart,Amazon,andSeven-El
33、evenJapanareexamplesofcompaniesthathavebuilttheirsuccessonsuperiordesign,planning,andoperationoftheirsupplychain.Incontrast,thefailureofmanyonlinebusinessessuchasWebvancanbeattributedtoweaknessesintheirsupplychaindesignandplanning.TheriseandsubsequentfallofthebookstorechainBordersillustrateshowafailuretoadaptits
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