(繁體)電子商務(wù)與供應(yīng)鏈課件

Chapter4

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E-CommerceandSupplyChainManagement

第4章電子商務(wù)和供應(yīng)鏈管理OperationsManagementbyR.DanReid&NadaR.Sanders3rdEdition?Wiley2005PowerPointPresentationbyR.B.Clough–UNHM.E.Henrie-UAA1?2007WileyChapter4–E-CommerceandSupLearningObjectives學(xué)習(xí)目標(biāo)Describethestructureofsupplychains說明供應(yīng)鏈的架構(gòu)Describethebullwhipeffect說明長鞭效應(yīng)Describetheissuesaffectingsupplychainmanagement說明影響供應(yīng)鏈管理的議題DescribeB2BandB2Celectroniccommerce說明B2B和B2C電子商務(wù)Describeglobalissuesinsupplychainmanagement說明在供應(yīng)鏈管理的全球議題2?2007WileyLearningObjectives學(xué)習(xí)目標(biāo)DescriLearningObjectives(continued)Describetheroleofpurchasinginsupplychainmanagement說明在供應(yīng)鏈管理中採購的角色Describetheethicsofsuppliermanagement說明供應(yīng)商管理的道德Describesourcingissues說明商源議題Describestrategicpurchasingpartnerships說明策略採購夥伴Describesupplychaindistribution說明供應(yīng)鏈分佈3?2007WileyLearningObjectives(continuedLearningObjectives(continued)Describeintegratedsupplychainmanagement說明整合供應(yīng)鏈管理Describesupplychainperformancemeasures說明供應(yīng)鏈績效衡量Describetrendsinsupplychainmanagement說明供應(yīng)鏈管理趨勢4?2007WileyLearningObjectives(continuedSupplyChains&SCM

供應(yīng)鏈和供應(yīng)鏈管理Asupplychainisthenetworkofalltheactivitiesinvolvedindeliveringafinishedproduct/servicetothecustomer供應(yīng)鏈?zhǔn)菍⒁淹瓿傻漠a(chǎn)品/服務(wù)遞送到顧客得所有活動(dòng)的網(wǎng)路Sourcingof:rawmaterials,assembly,warehousing,orderentry,distribution,delivery商源:原材料、組裝件、倉儲(chǔ)、訂單項(xiàng)目、分佈、遞送SupplyChainManagementisthevitalbusinessfunctionthatcoordinatesallofthenetworklinks供應(yīng)鏈管理是協(xié)調(diào)所有網(wǎng)路連結(jié)的關(guān)鍵企業(yè)功能Coordinatesmovementofgoodsthroughsupplychainfromsupplierstomanufacturerstodistributors協(xié)調(diào)透過供應(yīng)鏈從供應(yīng)者到製造者到批發(fā)商的物品移動(dòng)Promotesinformationsharingalongchainlikeforecasts,salesdata,&promotions促進(jìn)延著供應(yīng)鏈中如預(yù)測、銷售資料、和促銷等資訊分享5?2007WileySupplyChains&SCM

供應(yīng)鏈和供應(yīng)鏈管理AComponentsofaSupplyChain

供應(yīng)鏈的元素ExternalSuppliers–sourceofrawmaterial外部供應(yīng)商—原料的來源Tieronesuppliersuppliesdirectlytotheprocessor第一層供應(yīng)商直接供應(yīng)給製造者Tiertwosuppliersuppliesdirectlytotierone第二層供應(yīng)商直接供應(yīng)給第一層供應(yīng)商Tierthreesuppliersuppliesdirectlytotiertwo第三層供應(yīng)商直接供應(yīng)給第二層供應(yīng)商InternalFunctionsinclude–processingfunctions內(nèi)部功能包括—處理製造功能Processing,purchasing,planning,quality,shipping處理製造、採購、規(guī)劃、品質(zhì)、運(yùn)輸ExternalDistributorstransportfinishedproductstoappropriatelocations外部經(jīng)銷商運(yùn)送已完成產(chǎn)品到適當(dāng)?shù)牡攸c(diǎn)Logisticsmanagersareresponsiblefortrafficmanagementanddistributionmanagement後勤經(jīng)理負(fù)責(zé)運(yùn)輸管理和通路管理6?2007WileyComponentsofaSupplyChain

供SupplyChainIllustration7?2007WileySupplyChainIllustration7?20ComponentsofaSupplyChain

供應(yīng)鏈的元素ExternalDistributorstransportfinishedproductstoappropriatelocations外部經(jīng)銷商運(yùn)送已完成產(chǎn)品到適當(dāng)?shù)牡攸c(diǎn)Logisticsmanagersareresponsibleformanagingthemovementofproductsbetweenlocations.Includes;後勤經(jīng)理負(fù)責(zé)產(chǎn)品和地點(diǎn)之間貨物移動(dòng)管理trafficmanagement–arrangingthemethodofshipmentforbothincomingandoutgoingproductsormaterial運(yùn)輸管理—安排將材料運(yùn)入或產(chǎn)品運(yùn)出的運(yùn)送方法distributionmanagement–movementofmaterialfrommanufacturertothecustomer通路管理—從製造者到消費(fèi)者間的貨品移動(dòng)8?2007WileyComponentsofaSupplyChain

供ABasicSupplyChain

一個(gè)基本供應(yīng)鏈9?2007WileyABasicSupplyChain

一個(gè)基本供應(yīng)鏈9?TheBullwhipEffect長鞭效應(yīng)Bullwhipeffect-theinaccurateordistorteddemandinformationcreatedinthesupplychain長鞭效應(yīng)—供應(yīng)鏈中所創(chuàng)造出來的不正確或扭曲的需求資訊Causesaregeneratedby:產(chǎn)生原因?yàn)椋篸emandforecastingupdating,需求預(yù)測更新orderbatching,訂單整批作業(yè)pricefluctuations,價(jià)格變動(dòng)rationingand配額供應(yīng)(當(dāng)需求大於供給時(shí))和gaming

賭注(因配額所造成浮報(bào)需求)10?2007WileyTheBullwhipEffect長鞭效應(yīng)BullwhTheBullwhipEffect牛鞭效應(yīng)CounteractingtheEffect:反制效應(yīng)Changethewaysuppliersforecastproductdemandbymakingthisinformationavailableatalllevelsofthesupplychain以供應(yīng)鏈各階層都可獲得需求資訊取代供應(yīng)者預(yù)測產(chǎn)品需求Sharerealdemandinformation(POSterminals)分享實(shí)際需求資訊(銷售點(diǎn)終端機(jī))(POS,pointonsale)Eliminateorderbatching消除訂單整批作業(yè)Stabilizepricing穩(wěn)定價(jià)格Eliminategaming消除賭注(依據(jù)過去銷售記錄決定配額數(shù)量)11?2007WileyTheBullwhipEffect牛鞭效應(yīng)CounteIssuesAffectingSupplyChainManagement影響供應(yīng)鏈管理的議題Informationtechnology–enablersincludetheInternet,Web,EDI,intranetsandextranets,barcodescanners,andpoint-of-salesdemandinformation資訊科技—賦予能力者包括網(wǎng)際網(wǎng)路、網(wǎng)路、EDI(電子資料交換)、內(nèi)部網(wǎng)路和外部網(wǎng)路、讀條碼機(jī)、銷售點(diǎn)需求資訊E-commerceande-business–usesinternetandwebtotransactbusiness電子商務(wù)和電子化企業(yè)—使用網(wǎng)際網(wǎng)路和網(wǎng)路執(zhí)行企業(yè)交易12?2007WileyIssuesAffectingSupplyChain

TypesofE-Commerce電子商務(wù)種類E-commerceisdefinedastheuseoftheInternetandtheWebtotransactbusiness電子商務(wù)的定義是使用網(wǎng)際網(wǎng)路和網(wǎng)路執(zhí)行企業(yè)交易Twotypesofe-commerceare電子商務(wù)兩種類型Business-to-business(B2B)and企業(yè)對企業(yè)Business-to-consumer(B2C)企業(yè)對消費(fèi)者13?2007WileyTypesofE-Commerce電子商務(wù)種類E-c

TypesofE-Commerce電子商務(wù)的類型Business-to-Business(B2B)Evolution:B2B的演進(jìn)Automatedorderentrysystemsstartedin1970’s起始於1970年代的自動(dòng)化訂單輸入系統(tǒng)ElectronicDataInterchange(EDI)startedinthe1970’s起始於1970年代的電子資料交換ElectronicStorefrontsemergedinthe1990’s1990年代電子商店NetMarketplacesemergedinthelate1990’s1990年代網(wǎng)路市場BenefitsofB2BE-CommerceB2B電子商務(wù)的好處Lowerprocurementadministrativecosts,減低採購管理成本Low-costaccesstoglobalsuppliers低成本接觸全球供應(yīng)商Lowerinventoryinvestmentduetopricetransparency/reducedresponsetime由於價(jià)格透明/回應(yīng)時(shí)間縮短而導(dǎo)致低存貨投資Betterproductqualitybecauseofincreasedcooperationbetweenbuyersandsellers,especiallyduringtheproductdesignanddevelopment因?yàn)橘徺I者和銷售者漸增的合作尤其在產(chǎn)品設(shè)計(jì)和開發(fā)階段，提供更家產(chǎn)品品質(zhì)14?2007WileyTypesofE-Commerce電子商務(wù)的類型Bus

TypesofE-Commerce電子商務(wù)的類型Business-to-Consumer(B2C):企業(yè)對個(gè)人On-linebusinessestrytoreachindividualconsumers線上企業(yè)嘗試可以到達(dá)個(gè)人消費(fèi)者B2CrevenuemodelsourcesB2C獲利模式來源Advertising–Websiteoffersprovidersandopportunitytoadvertise廣告—網(wǎng)站給予提供者和廣告機(jī)會(huì)Subscription–Websitechargesasubscriptionfeeforaccesstothesite訂閱—網(wǎng)站收取進(jìn)入網(wǎng)站者訂閱費(fèi)Transaction–companyreceivesafeeforexecutingatransaction交易—每執(zhí)行一筆交易公司收取一比費(fèi)用Sales–ameansofsellinggoods,information,orservicedirectlytocustomers銷售—直接販賣物品、資訊、或服務(wù)給消費(fèi)者Affiliate–companiesreceiveareferralfeefordirectingbusinesstoanaffiliate推薦費(fèi)—公司收取一筆推薦費(fèi)用因引導(dǎo)企業(yè)成為某某會(huì)員15?2007WileyTypesofE-Commerce電子商務(wù)的類型BusSCMFactorsSCM因素SCMmustconsiderthefollowingtrends,improvedcapabilities,&realities:SCM必須考慮下列趨勢、改善能力、和實(shí)際。ConsumerExpectationsandCompetition–powerhasshiftedtotheconsumer消費(fèi)者期望和競爭—力量已轉(zhuǎn)移到消費(fèi)者Globalization–capitalizeonemergingmarkets全球化—資金投注於新興市場GovernmentRegulationsandE-Commerce–issuesofInternetgovernmentregulations政府法規(guī)和電子商務(wù)—政府網(wǎng)際網(wǎng)路法規(guī)的議題EnvironmentImplicationsofE-Commerce–recycling,sustainableeco-efficiency,andwasteminimization電子商務(wù)環(huán)保意涵—回收、一定水準(zhǔn)的環(huán)保效率、和最少浪費(fèi)16?2007WileySCMFactorsSCM因素SCMmustconsGlobalSCMFactors全球SCM因素Managingextensiveglobalsupplychainsintroducesmanycomplications管理擴(kuò)張全球供應(yīng)鏈引進(jìn)許多複雜議題Geographicallydispersedmembers-increasereplenishmenttransittimesandinventoryinvestment不同地點(diǎn)的會(huì)員—增加補(bǔ)貨轉(zhuǎn)運(yùn)時(shí)間和存貨投資Forecastingaccuracycomplicatedbylongerleadtimesanddifferentoperatingpractices預(yù)測準(zhǔn)確度因長前置時(shí)間和不同營運(yùn)方式變得更複雜Exchangeratesfluctuate,inflationcanbehigh匯率浮動(dòng)，通貨膨脹可能更高Infrastructure

issuesliketransportation,communication,lackofskilledlabor,&scarcelocalmaterialsupplies基礎(chǔ)建設(shè)議題像運(yùn)輸、通訊、缺乏具有技能員工、和缺乏當(dāng)?shù)卦瞎?yīng)Productproliferationcreatedbytheneedtocustomizeproductsforeachmarket產(chǎn)品激增對每一市場因客製化產(chǎn)品需求

17?2007WileyGlobalSCMFactors全球SCM因素ManaSourcingIssues商源議題Whichproductstoproducein-houseandwhichareprovidedbyothersupplychainmembers那些產(chǎn)品自己生產(chǎn)和那些產(chǎn)品由其他供應(yīng)鏈成員提供Verticalintegration–ameasureofhowmuchofthesupplychainisownedbythemanufacturer垂直整合—製造者擁有供應(yīng)鏈中多少的一種衡量Backwardintegration–owningorcontrollingofsourcesofrawmaterialandcomponentparts向後整合—擁有或控制原材料和零組件來源Forwardintegration–owningorcontrolthechannelsofdistribution向前整合—擁有或控制通路管道Verticalintegrationrelatedtolevelsofinsourcingoroutsourcingproductsorservices垂直整合和產(chǎn)品或服務(wù)委內(nèi)或委外程度相關(guān)18?2007WileySourcingIssues商源議題WhichprodInsourcingvs.Outsourcing

自製零件或向委採購零件(自製vs.委外)Whatquestionsneedtobeaskedbeforesourcingdecisionsaremade?決定商源之前必須回答下列問題？Isproduct/servicetechnologycriticaltofirm’ssuccess?此產(chǎn)品/服務(wù)技術(shù)是否是公司成功的關(guān)鍵？Isproduct/serviceacorecompetency?此產(chǎn)品/服務(wù)是否是公司核心能力？Isitsomethingyourcompanymustdotosurvive?它是否公司為了生存必須要做的事情？19?2007WileyInsourcingvs.Outsourcing

自製零MakeorBuyAnalysis

自製或外購分析Analysiswilllookattheexpectedsaleslevelsandcostofinternaloperationsvs.costofpurchasingtheproductorservice分析將考慮期望銷售水準(zhǔn)和內(nèi)部作業(yè)成本vs.產(chǎn)品採購成本20?2007WileyMakeorBuyAnalysis

自製或外購分析AnMakeorBuyAnalysis

自製或外購分析Analysiswilllookattheexpectedsaleslevelsandcostofinternaloperationsvs.costofpurchasingtheproductorservice分析將考慮期望銷售水準(zhǔn)和內(nèi)部作業(yè)成本vs.產(chǎn)品採購成本總外購成本:TC(購買)=FC(購買)+(VCxQ)總自製成本

TC(自製)=FC(自製)+(VCxQ)總外購成本=總自製成本 FC(購買)+(VCxQ)=FC(自製)+(VCxQ)TC:總成本

FC:固定成本VC：變動(dòng)成本21?2007WileyMakeorBuyAnalysis

自製或外購分析An

案例:自製或外購分析-瑪麗和蘇已經(jīng)決定開設(shè)貝果麵包店。他們第一個(gè)決定是自己作或自當(dāng)?shù)攸I包廠購買。如果他們決定是外購時(shí)，他們將需要密閉容器每年固定成本是1000美元。外購貝果每個(gè)是0.4美元。如果是自製時(shí)，他們需投資小型廚房設(shè)備，固定成本為15000，自製貝果每個(gè)成本是0.15美元。他們認(rèn)為每年可以售出60000個(gè)貝果。你認(rèn)為他們應(yīng)該是自製或外購?MaryandSuewantstoknowiftheyshouldmakeorbuythebagels.瑪麗和蘇想知道他們應(yīng)該自製或外購貝果FCBuy+

(VCBuyxQ)=FCMake+(VCMakexQ)$1,000+($0.40xQ)=$15,000+($0.15xQ)Q=56,000bagelsSincethecostsareequalat56,000bagelsandMaryandSueexpecttouse60,000bagels,theyshouldmakethebagelsin-house因?yàn)闊o差異點(diǎn)是56000個(gè)貝果，而他們認(rèn)為可以使用量為60000個(gè)，因此他們應(yīng)該自製。(因?yàn)槌^56000時(shí)，每個(gè)成本自製是0.15，而外購是0.4)22?2007Wiley

案例:自製或外購分析-瑪麗和蘇已經(jīng)決定開設(shè)貝果麵包店。他們TheRoleofPurchasing

採購的角色Purchasingrolehasattainedincreasedimportancesincematerialcostsrepresent50-60%ofcostofgoodssold因?yàn)槲锪铣杀緛?zhàn)銷貨成本達(dá)50-60%，使得採購角色愈來愈重要Ethicsconsiderationsisaconstantconcern道德考量一直受到持續(xù)關(guān)注Developingsupplierrelationshipsisessential發(fā)展供應(yīng)商關(guān)係是必要的Determininghowmanysupplierstouse決定使用多少供應(yīng)商Developingpartnerships發(fā)展夥伴關(guān)係23?2007WileyTheRoleofPurchasing

採購的角色PuCriticalFactorsinSuccessfulPartnershipRelations

成功夥伴關(guān)係的關(guān)鍵因素Criticalfactorsinsuccessfulpartneringinclude;成功夥伴關(guān)係的關(guān)鍵因素包括Impact–attaininglevelsofproductivityandcompetitivenessthatarenotpossiblethroughnormalsupplierrelationships衝擊—透過正常供應(yīng)商關(guān)係無法達(dá)成生產(chǎn)力和競爭力水準(zhǔn)Intimacy–workingrelationshipbetweentwopartners親密關(guān)係—夥伴間的工作關(guān)係Vision–themissionorobjectivesofthepartnership願(yuàn)景—夥伴的使命或目標(biāo)24?2007WileyCriticalFactorsinSuccessful夥伴關(guān)係的特徵BenefitsofPartnering夥伴的利益Earlysupplierinvolvement(ESI)inthedesignprocess在設(shè)計(jì)過程中供應(yīng)商能在早期參與Usingsupplierexpertisetodevelopandsharecostimprovementsandeliminatecostlyprocesses利用供應(yīng)商專業(yè)以發(fā)展和分享成本改善和消除浪費(fèi)的過程Shortentimetomarket縮短上市時(shí)間Havealong-termorientation具有長期定位Shareacommonvision分享共同願(yuàn)景Arestrategicinnature策略本質(zhì)Shareshort/longtermplans分享短期/長期計(jì)畫Shareinformation資訊分享Drivenbyend-customerneeds以終端顧客需求驅(qū)動(dòng)Sharerisksandopportunities分享風(fēng)險(xiǎn)和機(jī)會(huì)25?2007Wiley夥伴關(guān)係的特徵BenefitsofPartnering夥SupplyChainDistribution供應(yīng)鏈配銷Warehousesinvolvedinsupplychaindistributionsandinclude倉儲(chǔ)包含在供應(yīng)鏈中，包括Plantwarehouses工廠倉庫Regionalwarehouses區(qū)域倉庫Localwarehouses當(dāng)?shù)貍}庫Warehousescaneitherbe倉儲(chǔ)也可以是指General–usedforlong-termstorage一般—用於長期儲(chǔ)存Distribution–usedforshort-termstorage,consolidation,andproductmixing配銷—用於短期儲(chǔ)存、運(yùn)輸合併、和產(chǎn)品混合26?2007WileySupplyChainDistribution供應(yīng)鏈配銷SupplyChainDistribution-continued供應(yīng)鏈配銷Transportationconsolidation–warehousesconsolidateless-than-truckload(LTL)quantitiesintotruckload(TL)quantities運(yùn)輸合併—倉庫可將少於卡車裝載數(shù)合併為一車運(yùn)送Productmixing–warehousevalueaddedcustomerserviceofgroupingavarietyofproductsintoadirectshipmenttothecustomer產(chǎn)品混合—倉儲(chǔ)價(jià)值可以將顧客不同需求的產(chǎn)品整合起來包裝然後直接運(yùn)送到顧客手中 27?2007WileySupplyChainDistribution-coSupplyChainDistribution-continued供應(yīng)鏈配銷Servicesareofferedcanimprovecustomerservicebymovinggoodsclosertothecustomerandthusreducingreplenishmenttime倉庫所提供服務(wù)可藉由運(yùn)送離顧客較近的物品以改善服務(wù)，如此可減少補(bǔ)貨時(shí)間Crossdockingormovementofmaterialwithoutstorageandorder-pickingmaterialwhilestillperformingthereceivingandshippingfunctions.接駁式轉(zhuǎn)運(yùn),為一種商品處理的觀念。亦即商品由倉庫或物流中心收貨時(shí)，沒有放到架上儲(chǔ)位而是立刻把商品轉(zhuǎn)運(yùn)至零售點(diǎn)

。28?2007WileySupplyChainDistribution-coSupplyChainDistribution-continued供應(yīng)鏈配銷RadioFrequencyIdentificationTechnology(RFID)–automateddatacollectiontechnologywhichreliesonradiowavestotransferdatabetweenreaderandRFIDtag無線射頻辨識(shí)技術(shù)—自動(dòng)化資料蒐集技術(shù)，其仰賴無線電波以傳遞讀寫機(jī)和RFID標(biāo)籤間之資料Third-partyServiceProviders–easeofdevelopinganelectronicstorefronthasallowedthediscoveryofsuppliersfromaroundtheworld第三方服務(wù)提供者—提供發(fā)展電子商店允許來自於全世界供應(yīng)商的發(fā)現(xiàn)29?2007WileySupplyChainDistribution-coIntegratedSCM

整合的供應(yīng)鏈管理ImplementingintegratedSCMrequires:

實(shí)施整合的供應(yīng)鏈管理需要:Analyzingthewholesupplychain分析整個(gè)供應(yīng)鏈Startingbyintegratinginternalfunctionsfirst首先整合企業(yè)內(nèi)部功能單位Integratingexternalsuppliersthroughpartnerships透過夥伴關(guān)係將外部供應(yīng)商整合Manufacturer’sGoals製造者目標(biāo)Reducecosts減少成本Reduceduplicationofeffort減少重覆工作Improvequality改善品質(zhì)Reduceleadtime減少前置時(shí)間Implementcostreductionprogramg實(shí)施成本降低計(jì)畫Involvesuppliersearly早期將供應(yīng)商納入Reducetimetomarket降低上市時(shí)間Supplier’sGoals供應(yīng)商目標(biāo)Increasesalesvolume增加銷售數(shù)量Increasecustomerloyalty增加顧客忠誠度Reducecost減少成本Improvedemanddata改進(jìn)需求資料Improveprofitability改善獲利能力30?2007WileyIntegratedSCM

整合的供應(yīng)鏈管理ImplemeSupplyChainMeasurements

供應(yīng)鏈衡量Measuringsupplychainperformance衡量供應(yīng)鏈績效Traditionalmeasuresinclude;傳統(tǒng)衡量包括Returnoninvestment投資報(bào)酬率Profitability獲利能力Marketshare市場佔(zhàn)有率Revenuegrowth收益成長Additionalmeasures另外衡量Customerservicelevels顧客服務(wù)水準(zhǔn)Inventoryturns存貨周轉(zhuǎn)Weeksofsupply供應(yīng)周數(shù)Inventoryobsolescence過時(shí)存貨31?2007WileySupplyChainMeasurements

供應(yīng)鏈衡SupplyChainPerformanceMeasurement供應(yīng)鏈績效衡量Customerdemandsforbetter-qualityrequirescompany’stodevelopwaystomeasureimprovements顧客對於較好品質(zhì)需要，公司發(fā)展衡量改善的方法Somemeasurementsinclude衡量包括Warrantycosts保固成本Productsreturned退回產(chǎn)品Costreductionsallowedbecauseofproductdefects因?yàn)楫a(chǎn)品瑕疵允許降低成本Companyresponsetimes公司回應(yīng)時(shí)間Transactioncosts交易成本32?2007WileySupplyChainPerformanceMeasuCurrentTrendsinSCM

供應(yīng)鏈管理目前趨勢Increaseduseofelectronicmarketplacesuchas過去幾年來因?yàn)殡娮泳W(wǎng)路市場增加使用，使得成千上萬的購買者和供應(yīng)者能聚集在一起E-distributors–independentlyownednetmarketplaceshavingcatalogsrepresentingthousandsofsuppliersanddesignedforspotpurchases電子配銷商—擁有獨(dú)立網(wǎng)路市場之仲介者，提供代表成千上萬供應(yīng)商的電子型錄和提供顧客在網(wǎng)路上採購的據(jù)點(diǎn)E-purchasing–companiesthatconnecton-lineMROsupplierstobusinesswhopayfeestojointhemarket,usuallyforlong-termcontractualpurchasing電子採購—公司將線上MRO(指辦公室文具維修用品，非產(chǎn)品用材料)供應(yīng)商與採購MRO用品廠商聯(lián)結(jié)，通常目的是為了長期合約採購。33?2007WileyCurrentTrendsinSCM

供應(yīng)鏈管理目前趨CurrentTrendsinSCM-continuedIncreaseduseofelectronicmarketplacesuchasValuechainmanagement–automationofafirm’spurchasingorsellingprocesses價(jià)值鏈管理—公司採購或銷售過程自動(dòng)化On-lineExchanges–marketplacethatfocusesonspotrequirementsoflargefirmsinasingleindustry線上交易市場—連接成千供應(yīng)商和無數(shù)的買者的市場Industryconsortia–industry-ownedmarketsthatenablebuyerstopurchasedirectinputsfromalimitedsetofinvitedsuppliers產(chǎn)業(yè)團(tuán)體—產(chǎn)業(yè)擁有市場，其能使買者直接購買來自於有限受邀供應(yīng)商所提供商品Decreasedsupplychainvelocityduetogreaterdistanceswithgreateruncertaintyandgenerallylessefficient.由於較長距離和較大不確定性以及因不具效率，使得供應(yīng)鏈速度降低34?2007WileyCurrentTrendsinSCM-continSCMAcrosstheOrganization

跨組織的SCM SCMchangesthewaycompaniesdobusiness.SCM改變公司經(jīng)營企業(yè)的方式AccountingsharesSCMbenefitsduetoinventoryleveldecreases由於存貨水準(zhǔn)降低，會(huì)計(jì)分享SCM利益Marketingbenefitsbyimprovedcustomerservicelevels因?yàn)楦纳祁櫩头?wù)水準(zhǔn)，行銷部門因而受益InformationsystemsarecriticalforinformationsharingthroughPOSdata,EDI,RFID,theInternet,intranet,andextranetsˇ對於透過POS資料、EDI、RFID、Internet,intranet,andextranets，資訊系統(tǒng)是關(guān)鍵的。Purchasingisresponsibleforsourcingmaterials採購負(fù)責(zé)物料來源的掌握Operationsusetimelydemandinformationtomoreeffectivelyplanproductionschedules作業(yè)部門利用適時(shí)的需求資訊以更有效地規(guī)劃生產(chǎn)時(shí)程35?2007WileySCMAcrosstheOrganization

跨組Chapter4Highlights重點(diǎn)Everyorganizationispartofasupplychain,eitherasacustomerorasasupplier.Supplychainsincludealltheprocessesneededtomakeafinishedproduct,fromtheextractionofrawmaterialsthroughthesaletotheenduser.SCMistheintegrationandcoordinationoftheseefforts.每個(gè)組織如顧客或供應(yīng)商都是供應(yīng)鏈的一部份。供應(yīng)鏈包括需要製造一個(gè)完成品的所有過程，從原料的獲得透過銷售到終端使用者。SCM是所有這些努力的整合和協(xié)調(diào)。Thebullwhipeffectdistortsproductdemandinformationpassedbetweenlevelsofthesupplychain.Themorelevelsthatexist,themoredistortionthatispossible.Variabilityresultsfromupdatingdemandestimatesateachlevel,orderbatching,pricefluctuations,andrationing長鞭效應(yīng)扭曲傳遞供應(yīng)鏈所有層級的產(chǎn)品需求資訊。層級愈多，扭曲可能性愈大。變異來自於在每一層級因更新需求估計(jì)、批次訂單作業(yè)、價(jià)格變動(dòng)、和配額供應(yīng)。36?2007WileyChapter4Highlights重點(diǎn)EveryoChapter4Highlights(continued)Manyissuesaffectsupplychainmanagement.TheInternet,theWEB,EDI,intranets,extranets,bar-codescanners,andPOSdataareSCMenablers.許多議題都會(huì)影響供應(yīng)鏈管理。Internet,WEB,EDI,intranet,extranet,條碼掃瞄器、和POS資料都是SCM的賦予者B2BandB2Celectroniccommerceenablesupplychainmanagement.Netmarketplacesbringtogetherthousandsorsuppliersandcustomers.Allowingforefficientsourcingandlowertransactioncosts.B2B和B2C電子商務(wù)使SCM成為可能。網(wǎng)路市場將成千上萬供應(yīng)商和顧客聚集在一起。使取得原料更有效率和低交易成本成為可能。37?2007WileyChapter4Highlights(continueChapter4Highlights(continued)Globalsupplychainsincreasegeographicdistancesbetweenmembers,causinggreateruncertaintyindeliverytimes.全球供應(yīng)鏈增加成員間的地理距離，導(dǎo)致遞送時(shí)間的不確定性。PurchasinghasamajorroleinSCM.Purchasingisinvolvedinsourcingdecisionsanddevelopingstrategiclong-termpartnerships.SCM中採購扮演主要的角色。採購包括商源決策和發(fā)展策略性長期夥伴關(guān)係。38?2007WileyChapter4Highlights(continueChapter4Highlights(continued)Ethicsinsupplymanagementisanongoingconcern.Sincebuyersareinapositiontoinfluenceorawardbusiness,itisimperativethatbuyersavoidanyappearanceofunethicalbehaviororconflictofinterest.道德在供應(yīng)鏈管理是一直受到關(guān)注。因?yàn)橘I者是處於影響或獲得經(jīng)營的位置，因此買者有義務(wù)避免出現(xiàn)不道德行為或利益衝突。Companiesmakeinsourcingandoutsourcingdecisions.Thesemake-or-buydecisionsarebasedonfinancialandstrategiccriteria.公司需執(zhí)行自製和外購決策。這些決策是依據(jù)財(cái)務(wù)和策略準(zhǔn)則而決定。39?2007WileyChapter4Highlights(continueChapter4Highlights(continued)Partnershipsrequiresharinginformation,risks,technologies,andopportunities.Impact,intimacy,andvisionarecriticaltosuccessfulpartnering.夥伴關(guān)係需要分享資訊、風(fēng)險(xiǎn)、技術(shù)、和機(jī)會(huì)。衝擊、親密關(guān)係、和願(yuàn)景是夥伴關(guān)係能否成功的關(guān)鍵。Supplychaindistributionrequireseffectivewarehousingoperations.Thewarehousesprovidetransportation,consolidation,productmixing,andservice.供應(yīng)鏈配銷需要有效的倉儲(chǔ)作業(yè)。倉庫提供運(yùn)輸、合併、產(chǎn)品混合、和服務(wù)。40?2007WileyChapter4Highlights(continueChapter4Highlights(continued)IntegratedSCMusuallybeginswiththemanufacturerintegratinginternalprocessesfirst.Then,thecompanytriestointegratetheexternalsuppliers.Thelaststepisintegratingtheexternaldistributors.整合SCM通常開始於製造商先整合內(nèi)部流程，然後再與外部供應(yīng)商整合。最後再與外部配銷業(yè)者整合。41?2007WileyChapter4Highlights(continueChapter4Highlights(continued)Acompanyneedstoevaluatetheperformanceofitssupplychain.Regularperformancemetrics(ROI,profitability,marketshare,customerservicelevels,etc.)andothermeasuresthatreflecttheobjectivesoftheSCareused.公司需要評估所屬供應(yīng)鏈之績效。正規(guī)績效衡量(ROI、獲利能力、市場佔(zhàn)有率、顧客服務(wù)水準(zhǔn)等)和其餘衡量通常是反映供應(yīng)鏈的目標(biāo)。TheemergenceofnetmarketplaceshassignificantlyaffectedSCM.Assupplychainsbecomelonger,itislikelythatsupplychainvelocitywilldecrease.ItispossiblethatamorestrategicandintegratedapproachisneededtoadvanceSCMtothenextlevel.網(wǎng)路市場出現(xiàn)對於SCM產(chǎn)生重大影響。當(dāng)供應(yīng)鏈愈長，供應(yīng)鏈速度可能降低。因此，需要一個(gè)更策略和整合方法以使SCM能提昇到下一個(gè)層級。42?2007WileyChapter4Highlights(continue

TheEndCopyright?2007JohnWiley&Sons,Inc.Allrightsreserved.ReproductionortranslationofthisworkbeyondthatpermittedinSection117ofthe1976UnitedStateCopyrightActwithouttheexpresswrittenpermissionofthecopyrightownerisunlawful.RequestforfurtherinformationshouldbeaddressedtothePermissionsDepartment,JohnWiley&Sons,Inc.Thepurchasermaymakeback-upcopiesforhis/herownuseonlyandnotfordistributionorresale.ThePublisherassumesnoresponsibilityforerrors,omissions,ordamages,causedbytheuseoftheseprogramsorfromtheuseoftheinformationcontainedherein.43?2007Wiley TheEndCopyright?2007JChapter4

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E-CommerceandSupplyChainManagement

第4章電子商務(wù)和供應(yīng)鏈管理OperationsManagementbyR.DanReid&NadaR.Sanders3rdEdition?Wiley2005PowerPointPresentationbyR.B.Clough–UNHM.E.Henrie-UAA44?2007WileyChapter4–E-CommerceandSupLearningObjectives學(xué)習(xí)目標(biāo)Describethestructureofsupplychains說明供應(yīng)鏈的架構(gòu)Describethebullwhipeffect說明長鞭效應(yīng)Describetheissuesaffectingsupplychainmanagement說明影響供應(yīng)鏈管理的議題DescribeB2BandB2Celectroniccommerce說明B2B和B2C電子商務(wù)Describeglobalissuesinsupplychainmanagement說明在供應(yīng)鏈管理的全球議題45?2007WileyLearningObjectives學(xué)習(xí)目標(biāo)DescriLearningObjectives(continued)Describetheroleofpurchasinginsupplychainmanagement說明在供應(yīng)鏈管理中採購的角色Describetheethicsofsuppliermanagement說明供應(yīng)商管理的道德Describesourcingissues說明商源議題Describestrategicpurchasingpartnerships說明策略採購夥伴Describesupplychaindistribution說明供應(yīng)鏈分佈46?2007WileyLearningObjectives(continuedLearningObjectives(continued)Describeintegratedsupplychainmanagement說明整合供應(yīng)鏈管理Describesupplychainperformancemeasures說明供應(yīng)鏈績效衡量Describetrendsinsupplychainmanagement說明供應(yīng)鏈管理趨勢47?2007WileyLearningObjectives(continuedSupplyChains&SCM

供應(yīng)鏈和供應(yīng)鏈管理Asupplychainisthenetworkofalltheactivitiesinvolvedindeliveringafinishedproduct/servicetothecustomer供應(yīng)鏈?zhǔn)菍⒁淹瓿傻漠a(chǎn)品/服務(wù)遞送到顧客得所有活動(dòng)的網(wǎng)路Sourcingof:rawmaterials,assembly,warehousing,orderentry,distribution,delivery商源:原材料、組裝件、倉儲(chǔ)、訂單項(xiàng)目、分佈、遞送SupplyChainManagementisthevitalbusinessfunctionthatcoordinatesallofthenetworklinks供應(yīng)鏈管理是協(xié)調(diào)所有網(wǎng)路連結(jié)的關(guān)鍵企業(yè)功能Coordinatesmovementofgoodsthroughsupplychainfromsupplierstomanufacturerstodistributors協(xié)調(diào)透過供應(yīng)鏈從供應(yīng)者到製造者到批發(fā)商的物品移動(dòng)Promotesinformationsharingalongchainlikeforecasts,salesdata,&promotions促進(jìn)延著供應(yīng)鏈中如預(yù)測、銷售資料、和促銷等資訊分享48?2007WileySupplyChains&SCM

供應(yīng)鏈和供應(yīng)鏈管理AComponentsofaSupplyChain

供應(yīng)鏈的元素ExternalSuppliers–sourceofrawmaterial外部供應(yīng)商—原料的來源Tieronesuppliersuppliesdirectlytotheprocessor第一層供應(yīng)商直接供應(yīng)給製造者Tiertwosuppliersuppliesdirectlytotierone第二層供應(yīng)商直接供應(yīng)給第一層供應(yīng)商Tierthreesuppliersuppliesdirectlytotiertwo第三層供應(yīng)商直接供應(yīng)給第二層供應(yīng)商InternalFunctionsinclude–processingfunctions內(nèi)部功能包括—處理製造功能Processing,purchasing,planning,quality,shipping處理製造、採購、規(guī)劃、品質(zhì)、運(yùn)輸ExternalDistributorstransportfinishedproductstoappropriatelocations外部經(jīng)銷商運(yùn)送已完成產(chǎn)品到適當(dāng)?shù)牡攸c(diǎn)Logisticsmanagersareresponsiblefortrafficmanagementanddistributionmanagement後勤經(jīng)理負(fù)責(zé)運(yùn)輸管理和通路管理49?2007WileyComponentsofaSupplyChain

供SupplyChainIllustration50?2007WileySupplyChainIllustration7?20ComponentsofaSupplyChain

供應(yīng)鏈的元素ExternalDistributorstransportfinishedproductstoappropriatelocations外部經(jīng)銷商運(yùn)送已完成產(chǎn)品到適當(dāng)?shù)牡攸c(diǎn)Logisticsmanagersareresponsibleformanagingthemovementofproductsbetweenlocations.Includes;後勤經(jīng)理負(fù)責(zé)產(chǎn)品和地點(diǎn)之間貨物移動(dòng)管理trafficmanagement–arrangingthemethodofshipmentforbothincomingandoutgoingproductsormaterial運(yùn)輸管理—安排將材料運(yùn)入或產(chǎn)品運(yùn)出的運(yùn)送方法distributionmanagement–movementofmaterialfrommanufacturertothecustomer通路管理—從製造者到消費(fèi)者間的貨品移動(dòng)51?2007WileyComponentsofaSupplyChain

供ABasicSupplyChain

一個(gè)基本供應(yīng)鏈52?2007WileyABasicSupplyChain

一個(gè)基本供應(yīng)鏈9?TheBullwhipEffect長鞭效應(yīng)Bullwhipeffect-theinaccurateordistorteddemandinformationcreatedinthesupplychain長鞭效應(yīng)—供應(yīng)鏈中所創(chuàng)造出來的不正確或扭曲的需求資訊Causesaregeneratedby:產(chǎn)生原因?yàn)椋篸emandforecastingupdating,需求預(yù)測更新orderbatching,訂單整批作業(yè)pricefluctuations,價(jià)格變動(dòng)rationingand配額供應(yīng)(當(dāng)需求大於供給時(shí))和gaming

賭注(因配額所造成浮報(bào)需求)53?2007WileyTheBullwhipEffect長鞭效應(yīng)BullwhTheBullwhipEffect牛鞭效應(yīng)CounteractingtheEffect:反制效應(yīng)Changethewaysuppliersforecastproductdemandbymakingthisinformationavailableatalllevelsofthesupplychain以供應(yīng)鏈各階層都可獲得需求資訊取代供應(yīng)者預(yù)測產(chǎn)品需求Sharerealdemandinformation(POSterminals)分享實(shí)際需求資訊(銷售點(diǎn)終端機(jī))(POS,pointonsale)Eliminateorderbatching消除訂單整批作業(yè)Stabilizepricing穩(wěn)定價(jià)格Eliminategaming消除賭注(依據(jù)過去銷售記錄決定配額數(shù)量)54?2007WileyTheBullwhipEffect牛鞭效應(yīng)CounteIssuesAffectingSupplyChainManagement影響供應(yīng)鏈管理的議題Informationtechnology–enablersincludetheInternet,Web,EDI,intranetsandextranets,barcodescanners,andpoint-of-salesdemandinformation資訊科技—賦予能力者包括網(wǎng)際網(wǎng)路、網(wǎng)路、EDI(電子資料交換)、內(nèi)部網(wǎng)路和外部網(wǎng)路、讀條碼機(jī)、銷售點(diǎn)需求資訊E-commerceande-business–usesinternetandwebtotransactbusiness電子商務(wù)和電子化企業(yè)—使用網(wǎng)際網(wǎng)路和網(wǎng)路執(zhí)行企業(yè)交易55?2007WileyIssuesAffectingSupplyChain

TypesofE-Commerce電子商務(wù)種類E-commerceisdefinedastheuseoftheInternetandtheWebtotransactbusiness電子商務(wù)的定義是使用網(wǎng)際網(wǎng)路和網(wǎng)路執(zhí)行企業(yè)交易Twotypesofe-commerceare電子商務(wù)兩種類型Business-to-business(B2B)and企業(yè)對企業(yè)Business-to-consumer(B2C)企業(yè)對消費(fèi)者56?2007WileyTypesofE-Commerce電子商務(wù)種類E-c

TypesofE-Commerce電子商務(wù)的類型Business-to-Business(B2B)Evolution:B2B的演進(jìn)Automatedorderentrysystemsstartedin1970’s起始於1970年代的自動(dòng)化訂單輸入系統(tǒng)ElectronicDataInterchange(EDI)startedinthe1970’s起始於1970年代的電子資料交換ElectronicStorefrontsemergedinthe1990’s1990年代電子商店NetMarketplacesemergedinthelate1990’s1990年代網(wǎng)路市場BenefitsofB2BE-CommerceB2B電子商務(wù)的好處Lowerprocurementadministrativecosts,減低採購管理成本Low-costaccesstoglobalsuppliers低成本接觸全球供應(yīng)商Lowerinventoryinvestmentduetopricetransparency/reducedresponsetime由於價(jià)格透明/回應(yīng)時(shí)間縮短而導(dǎo)致低存貨投資Betterproductqualitybecauseofincreasedcooperationbetweenbuyersandsellers,especiallyduringtheproductdesignanddevelopment因?yàn)橘徺I者和銷售者漸增的合作尤其在產(chǎn)品設(shè)計(jì)和開發(fā)階段，提供更家產(chǎn)品品質(zhì)57?2007WileyTypesofE-Commerce電子商務(wù)的類型Bus

TypesofE-Commerce電子商務(wù)的類型Business-to-Consumer(B2C):企業(yè)對個(gè)人On-linebusinessestrytoreachindividualconsumers線上企業(yè)嘗試可以到達(dá)個(gè)人消費(fèi)者B2CrevenuemodelsourcesB2C獲利模式來源Advertising–Websiteoffersprovidersandopportunitytoadvertise廣告—網(wǎng)站給予提供者和廣告機(jī)會(huì)Subscription–Websitechargesasubscriptionfeeforaccesstothesite訂閱—網(wǎng)站收取進(jìn)入網(wǎng)站者訂閱費(fèi)Transaction–companyreceivesafeeforexecutingatransaction交易—每執(zhí)行一筆交易公司收取一比費(fèi)用Sales–ameansofsellinggoods,information,orservicedirectlytocustomers銷售—直接販賣物品、資訊、或服務(wù)給消費(fèi)者Affili