SCM供應(yīng)鏈管理與響應(yīng)能力中英文

GOM7SupplyChainMgmt1GOM7供應(yīng)鏈管理1ACanofCokeSmeltingRollingCanMakingLabelFillingDistributionRetailingTherearemoreopportunitiesinbettermanagementofglobalsupplychainsthanyouthink一罐可樂(lè)澳大利亞礬土礦冶煉輥壓制罐貼標(biāo)簽填裝分銷零售一個(gè)英國(guó)家庭的冰箱改進(jìn)全球供應(yīng)鏈管理的機(jī)會(huì)之多超乎想象ACanofCokeSmeltingRollingCanMakingLabelFillingDistributionRetailingABritishHouseholdRefrigeratorTimeinthePipeline319Days3Hoursof“ActualWork”一罐可樂(lè)澳大利亞礬土礦冶煉輥壓制罐貼標(biāo)簽填裝分銷零售一個(gè)英國(guó)家庭的冰箱流程時(shí)間319天“實(shí)際工作”3小時(shí)ACanofCokeWhy319daystodo3hoursofwork?ProductionisbatchedateverystageTransportisbatchedateverystageProductgoesthroughanaverageof14storagelotsandwarehousesEverystep(plants,transports,warehouses,sales….)IsmaximizingitsownoperationalefficiencyIsthistoomuchlocaloptimizationandnotenough globaloptimization?一罐可樂(lè)為什么319天做3個(gè)小時(shí)的工作？每個(gè)階段批量生產(chǎn)每個(gè)階段批量運(yùn)輸每件產(chǎn)品平均經(jīng)過(guò)14次存儲(chǔ)和入庫(kù)每一步驟（工廠、運(yùn)輸、倉(cāng)儲(chǔ)、銷售……）都在最大限度地提高其運(yùn)轉(zhuǎn)效率是不是局部最優(yōu)化過(guò)多而全球最優(yōu)化不足？SCResponsivenessConsumersMakingthesupplychainsmoreresponsiveIsnoteasyMultiplepartiesLagged&distortedinformationflowsVariabilityandunpredictabilityImbalanceSpeciallyforsupplychainsacrossnationalboundaries供應(yīng)鏈的響應(yīng)能力客戶提高供應(yīng)鏈的響應(yīng)能力不容易多方面信息流滯后、扭曲可變性和不可預(yù)測(cè)性失衡特別是跨國(guó)供應(yīng)鏈SCResponsivenessConsumersWhatcanwedo?CoordinatetheSupplyChainRedesigntheSupplyChainManagetheDemandAvoidthe“Bullwhip”Effect供應(yīng)鏈鏈的響響應(yīng)能能力客戶怎么辦辦？協(xié)調(diào)供供應(yīng)鏈鏈重新設(shè)設(shè)計(jì)供供應(yīng)鏈鏈需求管管理避免““皮皮鞭””效效應(yīng)SCResponsivenessThe““Bullwhip””EffectOrdervariabilitytendstoincreaseaswemoveupthesupplychainlikethe““bullwhip”CONSUMERSThe““BeerGame””example供應(yīng)鏈鏈的響響應(yīng)能能力“皮鞭””效效應(yīng)沿類似似于皮皮鞭的的供應(yīng)應(yīng)鏈上上移時(shí)時(shí)，定定單的的可變變性呈呈上升升趨勢(shì)勢(shì)客戶“啤酒游游戲”示例SCResponsivenessCoordinatethesupplychain1.ShareMoreInformationPOSDataForecasts(shareanddojointly)Schedules(shareanddocollaboratively)供應(yīng)鏈鏈的響響應(yīng)能能力協(xié)調(diào)供供應(yīng)鏈鏈1.增加共共享信信息供應(yīng)產(chǎn)產(chǎn)品（（POS）數(shù)數(shù)據(jù)預(yù)測(cè)（（共同同分享享與共共同進(jìn)進(jìn)行））供應(yīng)鏈鏈計(jì)劃劃（共共同分分享與與協(xié)作作進(jìn)行行）SCResponsivenessCoordinatethesupplychain2.ChangeControlsintheChannelVendorManagedInventoryConsignmentStocks“Sell-through”SupplierSupplierSupplier供應(yīng)鏈鏈的響響應(yīng)能能力協(xié)調(diào)供供應(yīng)鏈鏈2.改變渠渠道控控制賣方管理的存貨代銷存貨“零售量”供應(yīng)商商供應(yīng)商商供應(yīng)商商ConsumersIntra-OperationInitiative3.CreateMoreOperationalFlexibilityInvestinpostponementIncreasemodularityShareplatforms/CommoncomponentsReducechangeovercosts(andbatchsizes)ReduceweightofcapacityutilizationasKPI供應(yīng)鏈鏈的響響應(yīng)能能力客戶運(yùn)營(yíng)內(nèi)內(nèi)部舉舉措3.創(chuàng)造更更多的的運(yùn)營(yíng)營(yíng)靈活活性延期方方面的的投資資增加模?；坛潭裙蚕砥狡脚_(tái)/共用元元件減少轉(zhuǎn)轉(zhuǎn)換成成本（（和批批量大大小））降低作作為關(guān)關(guān)鍵績(jī)績(jī)效指指標(biāo)（（KPI）設(shè)備備利用用率率的的重要要性ConsumersWhatcanwedo?RedesigntheSupplyChainManagetheDemandFitthesupplychaintoProduct’s““clockspeed””供應(yīng)鏈鏈的響響應(yīng)能能力客戶怎么辦辦？協(xié)調(diào)供供應(yīng)鏈鏈減少供供應(yīng)鏈鏈需求管管理使供應(yīng)應(yīng)鏈與與產(chǎn)品品的““時(shí)時(shí)鐘速速率””相適適應(yīng)TherootcauseoftheproblemsplaguingmanysupplychainsisamismatchbetweenthetypeofproductandthetypeofsupplychainSCResponsiveness供應(yīng)鏈鏈的響響應(yīng)能能力造成問(wèn)問(wèn)題困困擾許許多供供應(yīng)鏈鏈的根根本原原因在于產(chǎn)產(chǎn)品類類型和和供應(yīng)應(yīng)鏈類類型不不相匹匹配SCResponsiveness“Functional””vs.““Innovative”productsDifferent““ClockSpeeds”“Functional””““Innovative”GasolinePrintersPencilsDigitalcamerasCerealsFashionapparelFittheSupplyChaintoProduct’s““Clockspeed”MatchMismatchMismatchMatchFunctionalProductsInnovativeProductsPhysicallyEfficientSupplyChainMarketResponsiveSupplyChain供應(yīng)鏈鏈的響響應(yīng)能能力“功能能”產(chǎn)產(chǎn)品品對(duì)““創(chuàng)創(chuàng)新””產(chǎn)產(chǎn)品的的不同““時(shí)時(shí)鐘速速率””“功能能”產(chǎn)品““創(chuàng)創(chuàng)新””產(chǎn)產(chǎn)品汽油打印機(jī)機(jī)鉛筆數(shù)碼照照相機(jī)機(jī)谷物時(shí)裝服服飾使供應(yīng)應(yīng)鏈與與產(chǎn)品品的““時(shí)鐘鐘速率率”相適應(yīng)應(yīng)匹配不匹配不匹配匹配功能產(chǎn)產(chǎn)品創(chuàng)創(chuàng)新新產(chǎn)品品物理效效率高高的供應(yīng)鏈鏈?zhǔn)袌?chǎng)響響應(yīng)型型的供應(yīng)鏈鏈SCResponsivenessFunctional(PredictableDemand)Innovative(UnpredictableDemand)AspectsofDemandProductlifecycleMorethan2years3monthsto1yearContributionmargin*5%to20%20%to60%ProductvarietyLow(10to20variantspercategory)High(oftenmillionsofvariantspercategory)Averagemarginoferrorintheforecastatthetimeproductioniscommitted10%40%to100%Averagestockoutrate1%to2%10%to40%Averageforcedendofseasonmarkdownaspercentageoffullprice0%10%to25%Leadtimerequiredformade-to-orderproducts6monthsto1year1dayto2weeks*Thecontributionmarginequalspriceminusvariablecostdividedbypriceandisexpressedasapercentage供應(yīng)鏈鏈的反反應(yīng)能能力功能型(可預(yù)測(cè)需求)創(chuàng)新型(需求不可預(yù)測(cè))各需求方面產(chǎn)品壽命周期2年以上3個(gè)月到1年邊際收益*5%至20%20%至60%產(chǎn)品多樣性低(每一類別10至20種)高(往往每一類別數(shù)百萬(wàn)種)委托產(chǎn)品時(shí)預(yù)報(bào)誤差平均幅度10%40%至100%平均脫銷率1%至2%10%至40%被迫終止季節(jié)性降價(jià)平均占全價(jià)百分比0%10%至25%按單產(chǎn)品所需的前導(dǎo)時(shí)間6個(gè)月至1年1日至2周*邊際收益等于價(jià)格減去各項(xiàng)成本，再除以價(jià)格，用百分率表示。SCResponsivenessPhysicallyEfficientProcessMarket-ResponsiveProcessPrimarypurposeSupplypredictabledemandefficientlyatthelowestpossiblecostRespondquicklytounpredictabledemandinordertominimizestockouts,forcedmarkdowns,andobsoleteinventoryManufacturingfocusMaintainhighaverageutilizationrateDeployexcessbuffercapacityInventorystrategyGeneratehighturnsandminimizeinventorythroughoutthechaindeploysignificantbufferstocksofpartsorfinishedgoodsLeadtimefocusShortenleadtimeaslongasitdoesn’tincreasecostInvestaggressivelyinwaystoreduceleadtimeApproachtochoosingsuppliersSelectprimarilyforcostandqualitySelectprimarilyforspeed,flexibility,andqualityProduct-designstrategyMaximizeperformanceandminimizecostUsemodulardesigninordertopostponeproductdifferentiationforaslongaspossible供應(yīng)鏈鏈的響響應(yīng)能能力物理效率過(guò)程市場(chǎng)響應(yīng)過(guò)程基本目的以最低成本有效供應(yīng)可預(yù)測(cè)需求對(duì)不可預(yù)測(cè)的需求快速響應(yīng)，以便最大限度地減少庫(kù)存匱乏、被迫降價(jià)和過(guò)時(shí)存貨制造重心保持高度的平均利用率配置超額緩沖能力庫(kù)存戰(zhàn)略生成高周轉(zhuǎn)率，實(shí)現(xiàn)整個(gè)供應(yīng)鏈庫(kù)存最小化配置大量部件及成品緩沖庫(kù)存前導(dǎo)時(shí)間焦點(diǎn)在不增加成本的前提下盡量縮短前導(dǎo)時(shí)間在縮短前導(dǎo)時(shí)間的途徑上進(jìn)取性投資選擇供應(yīng)商的方法以成本和質(zhì)量為首選以速度、靈活性和質(zhì)量為首選產(chǎn)品設(shè)計(jì)戰(zhàn)略績(jī)效最大化，成本最小化采用模塊設(shè)計(jì)，盡可能推遲產(chǎn)品異質(zhì)化SCResponsivenessGetoutoftheupperrighthandcellToothpasteisaproductcategoryinwhichamovetotheleft——frominnovativetofunctional——makessense.Yetbecausetheindustryhaslargelyretaineditsemphasisonaphysicallyefficientsupplychain,mostcomputercompaniesfindthemselvesfirmlypositionedintheupperright-handcell.Alean,efficientdistributionchannelisexactlyrightforfunctionalcarsbuttotallyinappropriateforinnovativecars,whichrequireinventorybufferstoabsorbuncertaintyindemand.供應(yīng)鏈的響響應(yīng)能力脫離右側(cè)單單元上游牙膏是一個(gè)個(gè)產(chǎn)品類別別，在這個(gè)個(gè)類別中向向左側(cè)移動(dòng)動(dòng)——即從創(chuàng)新型型移向功能能型——是合理的。。但是，由于于該產(chǎn)業(yè)大大都保持以以物理效率率供應(yīng)鏈為為重點(diǎn)，多多數(shù)計(jì)算機(jī)機(jī)公司發(fā)現(xiàn)現(xiàn)自己牢牢牢地處于右右側(cè)單元上上游的位置置。精益、高效效的分銷渠渠道對(duì)功能能型轎車來(lái)來(lái)說(shuō)完全正正確，但是是對(duì)創(chuàng)新型型轎車來(lái)說(shuō)說(shuō)則根本不不適用，因因其需要庫(kù)庫(kù)存緩沖來(lái)來(lái)吸收需求求中的不確確定性。SCResponsivenessResponsivesupplyofinnovativeproductsThefirststepissimplytoacceptthatuncertaintyisinherentininnovativeproductsOnceacompanyhasacceptedtheuncertaintyofdemand,itcanemploythreecoordinatedstrategiestomanagethatuncertainty:Itcancontinuetostrivetoreduceuncertainty—forexample,byfindingsourcesofnewdatathatcanserveasleadingindicatorsorbyhavingdifferentproductssharecommoncomponentsasmuchaspossiblesothatthedemandforcomponentsbecomesmorepredictable.供應(yīng)鏈的響響應(yīng)能力創(chuàng)新產(chǎn)品的的反應(yīng)性供供應(yīng)第一步只不不過(guò)是接受這一事實(shí)：：不確定性性是創(chuàng)新產(chǎn)產(chǎn)品所固有有的。一旦一個(gè)公公司承認(rèn)了了需求的不不確定性，，它就可以以運(yùn)用三種種相互協(xié)調(diào)調(diào)的策略對(duì)對(duì)這種不確確定性予以以管理：它可以繼續(xù)續(xù)致力于降低不確定性——譬如通過(guò)找找到可以充充當(dāng)前導(dǎo)指指標(biāo)的新數(shù)數(shù)據(jù)來(lái)源；；或者通過(guò)過(guò)讓不同產(chǎn)產(chǎn)品共享盡盡可能多的的共用元件件，以提高高元件需求求的可預(yù)測(cè)測(cè)性。SCResponsivenessItcanavoiduncertaintybycuttingleadtimesandincreasingthesupplychain’sflexibilitysothatitcanproducetoorderoratleastmanufacturetheproductatatimeclosertowhendemandmaterializesandcanbeaccuratelyforecast.Onceuncertaintyhasbeenreducedoravoidedasmuchaspossible,itcanhedgeagainsttheremainingresidualuncertaintywithbuffersofinventoryorexcesscapacityNewmovement:masscustomization(buildingtheabilitytocustomizealargevolumeofproductsanddeliverthematclosetomass-productionpricesSportObermeyer’sapproach,whichhasbeencalledaccurateresponse,hascutthecostofbothoverproductionandunderproductioninhalf—enoughtoincreaseprofitsby60%.供應(yīng)鏈的響響應(yīng)能力它可以通過(guò)過(guò)縮短前導(dǎo)導(dǎo)時(shí)間和增增加供應(yīng)鏈鏈的靈活性性來(lái)避免不不確定性，，這樣，它它就可以按按訂單生產(chǎn)產(chǎn)，或者至至少可以在在臨近需求求實(shí)現(xiàn)并可可進(jìn)行準(zhǔn)確確預(yù)報(bào)的時(shí)時(shí)間點(diǎn)上制制造產(chǎn)品。。一旦不確定定性得到盡盡可能的減減少或避免免，它就可可以通過(guò)利利用庫(kù)存緩緩沖力或超超剩余產(chǎn)能能來(lái)防范殘殘余的不確確定性。新發(fā)展：大大量定制化化（培養(yǎng)大大量產(chǎn)品的的定制化能能力，并以以接近批量量生產(chǎn)的價(jià)價(jià)格發(fā)貨））奧伯邁耶體體育用品公公司采用的的方法，即即所謂精確確響應(yīng)，將將生產(chǎn)過(guò)剩剩和生產(chǎn)不不足的成本本都降低了了一半——足以將利潤(rùn)潤(rùn)提高60%。Theintangiblecostsofcoordinationincludethecostofinventorymeanttoensurethatproductsareavailable.Reason1:managerstypicallyplaceorderswiththeirownsuppliersbeforetheyreceivetheir““customers”orders,sotheymustforecast—orguess—howmuchdemandtherewillbeforwhichoftheirlargevarietyofitems.SportObermeyerplacesitsordersinNovember,butonlyreceivesitsfirstordersfromretailersinMarch,allforasellingseasonthatbeginsinSeptemberReason2:Theorganizationsinsupplychainoftendonotshareinformationaboutsalesforecasts;instead,eachlevelofthesupplychainusesfinishedgoodsinventorytotrytohaveonhandwhatisneededfortheircustomers:eachsuppliermakesextraorders““just-in-case,”swellingrawmaterialsandfinishedgoodsinventories.Becausetheypassordersupanddownthesupplychainwithlotsofguessing,they(inaddition)tendtoexaggeratesmallchangesseenattheconsumerlevel-justasinalargegameoftelephoneinwhicheachpersonwhispersthemessagetheyheartothenextperson,butthemessagebecomehighlygarbledafterafairlyshortseriesoftransmissionsSketchofSportObermeyerTimingofOperationsandOrdersThroughouttheYear協(xié)調(diào)調(diào)方方面面的的無(wú)無(wú)形形成成本本包包括括為為確確保保產(chǎn)產(chǎn)品品供供應(yīng)應(yīng)而而付付出出的的庫(kù)庫(kù)存存成成本本理由由1:經(jīng)理理人人一一般般在在他他們們收收到到““客客戶戶””訂訂單單之之前前向向自自己己的的供供應(yīng)應(yīng)商商提提出出訂訂單單，，因因此此，，他他們們必必須須預(yù)預(yù)測(cè)測(cè)————或或者者猜猜測(cè)測(cè)————其其種種類類繁繁多多的的貨貨品品當(dāng)當(dāng)中中到到底底哪哪一一種種商商品品有有需需求求、、需需求求量量有有多多大大。。奧奧伯伯邁邁耶耶體體育育用用品品公公司司在在11月份份提提出出訂訂單單，，但但直直到到次次年年3月才才收收到到首首批批零零售售商商的的訂訂單單，，全全部部是是為為9月份份開開始始的的銷銷售售季季節(jié)節(jié)訂訂的的貨貨。。理由由2:供應(yīng)應(yīng)鏈鏈上上的的各各個(gè)個(gè)單單位位一一般般不不共共享享銷銷售售預(yù)預(yù)測(cè)測(cè)信信息息；；而而供供應(yīng)應(yīng)鏈鏈的的每每一一層層都都盡盡量量利利用用成成品品庫(kù)庫(kù)存存保保證證現(xiàn)現(xiàn)貨貨以以應(yīng)應(yīng)客客戶戶所所需需：：每每個(gè)個(gè)供供應(yīng)應(yīng)商商都都超超額額訂訂購(gòu)購(gòu)只只為為““以以防防萬(wàn)萬(wàn)一一””，，使使得得原原材材料料和和成成品品存存貨貨猛猛增增。。由由于于在在供供應(yīng)應(yīng)鏈鏈中中向向上上和和向向下下傳傳遞遞訂訂單單時(shí)時(shí)帶帶有有大大量量的的猜猜測(cè)測(cè)因因素素，，他他們們（（還還））傾傾向向于于夸夸大大發(fā)發(fā)生生在在客客戶戶層層的的微微小小變變化化———就象象一一場(chǎng)場(chǎng)大大型型的的電電話話游游戲戲，，每每個(gè)個(gè)人人都都把把自自己己聽聽到到的的信信息息悄悄聲聲傳傳給給下下一一個(gè)個(gè)人人，，但但是是經(jīng)經(jīng)過(guò)過(guò)短短短短的的一一段段傳傳遞遞之之后后，，原原來(lái)來(lái)的的信信息息已已經(jīng)經(jīng)面面目目全全非非了了。。奧伯邁邁耶體體育用用品公公司全全年運(yùn)運(yùn)作和和訂單單時(shí)間間選擇擇略圖圖November(previousyear)NovemberMarchAugustSeptemberFebruary

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拉斯維加斯展銷會(huì)

倉(cāng)庫(kù)

分銷給零售商美國(guó)零售商

向奧伯麥耶公司提出訂單

零售季節(jié)SCResponsivenessConsumersWhatcanwedo?RedesigntheSupplyChainManagetheDemand供應(yīng)鏈鏈的響響應(yīng)能能力客戶怎么辦辦？協(xié)調(diào)供供應(yīng)鏈鏈重新設(shè)設(shè)計(jì)供供應(yīng)鏈鏈需求管管理運(yùn)用動(dòng)動(dòng)態(tài)定定價(jià)和和高度度協(xié)調(diào)調(diào)的市場(chǎng)推推廣手手段SCResponsivenessConsumersSummaryCoordinatetheSupplyChainRedesigntheSupplyChainManagetheDemandAvoidthe“Bullwhip”EffectWatchthe“Clockspeed”Managethe“Yield””供應(yīng)鏈鏈的響響應(yīng)能能力客戶小結(jié)協(xié)調(diào)供供應(yīng)鏈鏈重新設(shè)設(shè)計(jì)供供應(yīng)鏈鏈需求管管理避免““皮皮鞭””效效應(yīng)觀察““時(shí)時(shí)鐘速速率””管理“產(chǎn)出””SCResponsivenessASimpleRuleRegardInventoryVelocityasaKeyPerformanceIndicator(KPI)Foreveryoneinthechain供應(yīng)鏈鏈的響響應(yīng)能能力客戶一條簡(jiǎn)簡(jiǎn)單規(guī)規(guī)則：：將存貨貨速度度視為為供應(yīng)應(yīng)鏈上上每個(gè)個(gè)人的的一項(xiàng)項(xiàng)關(guān)鍵績(jī)績(jī)效指指標(biāo)(KPI)GlobalIssuesDutiesanddrawbackTaxesExchangeratesTransferpricingLocalcontentandoffsettradeMultipletransportmodes全球性性的問(wèn)問(wèn)題關(guān)稅和和進(jìn)口口退稅稅稅收匯率轉(zhuǎn)讓價(jià)價(jià)當(dāng)?shù)睾亢秃脱a(bǔ)償償貿(mào)易易聯(lián)運(yùn)方方式TypicalTypesofAnalysesManufacturing/ServicesStrategyHowmanyplantsdoIneed?Whereshouldeachplantbelocated?Whatproductsshouldeachmake?Whatprocesstechnologiesshouldeachhaveandhowmuchofeachprocessisneeded?Whatpartoftheworldshouldeachplantserve?典型的的分析析類型型制造/服務(wù)策策略我需要要多少少工廠廠？每個(gè)工工廠設(shè)設(shè)在哪哪兒？？每個(gè)廠廠應(yīng)該該制造造什么么產(chǎn)品品？每個(gè)廠廠應(yīng)該該有什什么樣樣的工工藝技技術(shù)，，每個(gè)個(gè)工藝藝需要要多長(zhǎng)長(zhǎng)時(shí)間間？每個(gè)工工廠應(yīng)應(yīng)該面面向世世界哪哪個(gè)地地區(qū)服服務(wù)？？TypicalTypesofAnalysesSupplyBaseDesign/VendorConsolidationHowdoIsimultaneouslyperformsupplierselectionforallthepartsinthesamecommoditygroup?Howmanysuppliersisbestandwhichsuppliersshouldsendwhichpartstowhichplants?OutsourcingWhatpartsofmysupplychainshouldIkeep““in-house””andwhatpartstooutsource?Whatifathirdpartyhasahighervariablecostbutalowerfixedcostthanin-houseproduction?典型型的的分分析析類類型型供應(yīng)應(yīng)基基地地設(shè)設(shè)計(jì)計(jì)/賣方方合合并并我如如何何從從同同一一商商品品組組中中同同時(shí)時(shí)選選擇擇所所有有零零部部件件的的供供應(yīng)應(yīng)商商？？有多多少少最最佳佳供供應(yīng)應(yīng)商商，，哪哪些些供供應(yīng)應(yīng)商商應(yīng)應(yīng)把把哪哪些些零零部部件件發(fā)發(fā)給給哪哪些些工工廠廠？？外購(gòu)購(gòu)我應(yīng)應(yīng)該該把把我我的的供供應(yīng)應(yīng)鏈鏈上上的的哪哪些些部部分分留留在在““內(nèi)內(nèi)部部””，，哪哪些些部部分分進(jìn)進(jìn)行行外外購(gòu)購(gòu)？？如果果有有第第三三方方的的可可變變成成本本比比內(nèi)內(nèi)部部生生產(chǎn)產(chǎn)高高而而固固定定成成本本較較低低，，那那該該怎怎么么辦辦？？TypicalTypesofAnalysesNewProductPipelineDesignHowshouldIfitthenewproductintomycurrentsupplychain?ShouldIsingleormultiplesourcethisproduct?Howmuchdomyfixedcostsaffectthisdecision?Whatisthecross-overpointtoopenupasecondandthirdsourceofsupply?MergersandAcquisitionsConstantlyredesigningtheglobalflow典型型的的分分析析類類型型新產(chǎn)產(chǎn)品品的的傳傳輸輸渠渠道道設(shè)設(shè)計(jì)計(jì)我該該如如何何把把這這個(gè)個(gè)新新產(chǎn)產(chǎn)品品安安放放到到現(xiàn)現(xiàn)有有的的供供應(yīng)應(yīng)鏈鏈上上？？這個(gè)個(gè)產(chǎn)產(chǎn)品品需需要要單單渠渠道道供供應(yīng)應(yīng)源源還還是是多多渠渠道道供供應(yīng)應(yīng)源源？？我的的固固定定成成本本對(duì)對(duì)這這一一決決定定的的影影響響有有多多大大？？開辟辟第第二二和和第第三三供供應(yīng)應(yīng)源源的的交交叉叉點(diǎn)點(diǎn)是是什什么么？？并購(gòu)購(gòu)不斷斷地地重重新新設(shè)設(shè)計(jì)計(jì)全全球球性性的的流流動(dòng)動(dòng)。。SupplyChainDisruptionsAnalyzetheeffectsofstrategicdisruptionsUnexpectedloss/changeofasupplychainpartnerWaystomitigatethethreatWhatarethekeyquestionsandissues供應(yīng)應(yīng)鏈鏈中中斷斷分析析戰(zhàn)戰(zhàn)略略性性中中斷斷的的影影響響供應(yīng)應(yīng)鏈鏈伙伙伴伴的的意意外外損損失失/變更更減少少威威脅脅的的辦辦法法主要要疑疑問(wèn)問(wèn)和和議議題題LISTOFMAJORCOSTCATEGORIESFORAGLOBALSUPPLYCHAINManufacturingCosts:PurchasedMaterials;Labor;EquipmentCharge(fixed),Supplier’sMarginMovementCosts:Transportationcost;InventoryinPipelineandSafetyStockCost;DutyIncentiveCosts/Subsidies:TaxesandSubsidiesIntangibleCosts:(Conformance)QualityCosts;ProductAdaptationorPerformanceCosts;CoordinationCostsOverheadCostsTotalCurrentLandedCostsSensitivitytoLong-termChanges:ProductivityandWageChanges;ExchangeRateChanges;ProductDesign;CoreCompetence全球供應(yīng)鏈的主要成本類別清單制造成本：采購(gòu)原料；勞動(dòng)力；設(shè)備費(fèi)用（固定）；供應(yīng)商的毛利移動(dòng)成本：運(yùn)輸成本；經(jīng)濟(jì)訂貨批量和安全儲(chǔ)備成本；關(guān)稅獎(jiǎng)勵(lì)成本/補(bǔ)貼：稅金和補(bǔ)貼無(wú)形成本：(一致性)質(zhì)量成本；產(chǎn)品適應(yīng)性或性能成本；協(xié)調(diào)成本運(yùn)營(yíng)（間接）成本現(xiàn)行離岸總成本對(duì)長(zhǎng)期變化的靈敏度：生產(chǎn)率和工資變化；匯率變化；產(chǎn)品設(shè)計(jì)；核心競(jìng)爭(zhēng)力ComparisonofInternationalandDomesticSupplyChainsforOneShoeCompanyThePW.Minorcompanymadeprescription-readycomfortshoesforsickfeetinsixty-sixsize-widthvariations.Thecostswerecomputedin1985,whenthe““AllInNewYork””shoesweresoldatretailfor$80apair.Theforeignoptionshoes(slightlyinferiormaterialsandlesshand-fitting)weretoretailfor$50,tobesoldtodealersfor$21,andtobecoveredbyMedicare.Usingthetabletoguideevaluationoftheoptionsisenlightening*ForallNYoption,the$1.33ininventorycostpershoeisincludedinmanufacturingoverhead**Theinventoryfiguresfortheseoptionsarecalculatedfromasimplemodelassuminga98%fillrateisrequiredinNewYork.一家鞋業(yè)公司司的國(guó)際和國(guó)國(guó)內(nèi)供應(yīng)鏈比比較PW.Minor公司為腳病患患者制造休閑閑處方鞋，計(jì)計(jì)有66種寬度尺寸。。成本計(jì)算于于1985年，當(dāng)時(shí)““全部在紐約約”的零售售鞋價(jià)為80美元/雙。供國(guó)外選選用的鞋（材材質(zhì)和手感稍稍差）的零售售價(jià)為50美元/雙，賣給經(jīng)銷銷商的價(jià)格是是21美元/雙，且屬于““老年保健健醫(yī)療”（（Medicare）范圍。以以下表為指導(dǎo)導(dǎo)對(duì)各種選擇擇項(xiàng)進(jìn)行評(píng)估估很有啟發(fā)性性。*在“全部在在紐約”一項(xiàng)中，每雙雙鞋的制造費(fèi)費(fèi)用含1.33美元的庫(kù)存成成本。**根據(jù)一個(gè)假定定在紐約需要要98%的供貨率的簡(jiǎn)簡(jiǎn)單模型對(duì)這這些選項(xiàng)的存存貨量進(jìn)行計(jì)計(jì)算。Order-to-deliveryLead