供應鏈管理第講3

Chapter2

SupplyChainPerformance:AchievingStrategicFitandScopeSupplyChainManagement

2-1LearningObjectivesExplainwhyachievingstrategicfitiscriticaltoacompany’soverallsuccess.Describehowacompanyachievesstrategicfitbetweenitssupplychainstrategyanditscompetitivestrategy.Dicusstheimportanceofexpandingthescopeofstrategicfitacrossthesupplychain.2OutlineCompetitiveandsupplychainstrategiesAchievingstrategicfitExpandingstrategicscope32.1CompetitiveandSupplyChain

Strategies4CompetitiveandSupply

ChainStrategiesCompetitivestrategy:definesthesetofcustomerneedsafirmseekstosatisfythroughitsproductsandservices.

---Productdevelopmentstrategy;Marketingandsalesstrategy5公司競爭戰(zhàn)略界定公司產(chǎn)品和服務滿足顧客需要的類型。——定位?。ù髮W？銀行？）W-mart：成本7-11：便利、新鮮、品種豐富Dell：合理價位提供個人化、多品種產(chǎn)品，等待一周。Compaq：選擇、服務、及時希望飼料：？6BusinessStrategyNewProductStrategyMarketingStrategySupplyChainStrategyProductdevelopmentstrategy:specifiestheportfolioofnewproductsthatthecompanywilltrytodevelop.Marketingandsalesstrategy:specifieshowthemarketwillbesegmentedandproductpositioned,priced,andpromoted.Consistencyandsupportbetweensupplychainstrategy,competitivestrategy,andotherfunctionalstrategiesisimportant.7Supplychainstrategy:

determinesthenatureofmaterialprocurement,transportationofmaterials,manufactureofproductorcreationofservice,distributionofproduct.8TheValueChaininaCompany(Figure2.1)9價值鏈：

——產(chǎn)品開發(fā)戰(zhàn)略：

——營銷戰(zhàn)略：

——供應鏈戰(zhàn)略：包括傳統(tǒng)的供應戰(zhàn)略、生產(chǎn)運作戰(zhàn)略、物流戰(zhàn)略；研究信息、庫存、運輸和生產(chǎn)設施決策。供應鏈戰(zhàn)略強調(diào)公司內(nèi)部職能戰(zhàn)略之間的密切聯(lián)系。市場營銷新產(chǎn)品開發(fā)生產(chǎn)制造服務配送財務、會計、信息技術、人力資源102.2AchievingStrategicFit112.2.1IntroductionStrategicfit:Consistencybetweencustomerprioritiesofcompetitivestrategyandsupplychaincapabilitiesspecifiedbythesupplychainstrategy.Competitiveandsupplychainstrategieshavethesamegoals.Acompanymayfailbecauseofalackofstrategicfitorbecauseitsprocessesandresourcesdonotprovidethecapabilitiestoexecutethedesiredstrategy.Exampleofstrategicfit---Dell.12戰(zhàn)略匹配指競爭戰(zhàn)略略與供應鏈鏈戰(zhàn)略擁有有相同的目目標；既競競爭戰(zhàn)略設設計用來滿滿足顧客優(yōu)優(yōu)先目標與與供應鏈建建立供應鏈鏈能力目標標之間的相相互協(xié)調(diào)一一致。競爭戰(zhàn)略必必須與所有有職能戰(zhàn)略略相互匹配配。不同職能必必須恰當組組織其流程程與資源,以便成功功實施這些些戰(zhàn)略。——如Dell公共平臺設設計、公共共零部件。。132.2.2HowisStrategicFitAchieved?Step1:UnderstandingthecustomerStep2:UnderstandingthesupplychainStep3:Achievingstrategicfit14Step1:UnderstandingtheCustomerIdentifytheneedsofthecustomersegmentbeingserved.---Quantityofproductneededineachlot---Responsetimecustomerswilltolerate---Varietyofproductsneeded---Servicelevelrequired---Priceoftheproduct---Desiredrateofinnovationintheproduct15Demanduncertaintyrefectstheuncertaintyofcustomerdemandforaproduct.Implieddemanduncertaintyistheuncertaintythatexistsduetotheportionofdemandthatthesupplychainisrequiredtomeet.Implieddemanduncertaintyalsorelatedtocustomerneedsandproductattributes.16第一步：理理解顧客顧客需要：：所需產(chǎn)品品數(shù)量、愿愿意忍受的的反饋時間間、所需產(chǎn)產(chǎn)品種類、、要求服務務水平、產(chǎn)產(chǎn)品價格、、預期產(chǎn)品品創(chuàng)新周期期需求不確定定性：反映映了顧客對對某種產(chǎn)品品的需求的的不確定性性。潛在需求不不確定性：：不同于需求求不確定性性,是供應應鏈不確定定性的直接接后果，是是指供應鏈必須須予以滿足足的需求部分和和顧客需求求特點是不不確定的。。潛在需求不不確定性受受顧客需求求特性影響響，也受服服務水平影影響。17UnderstandingtheCustomerLotsizeResponsetimeServicelevelProductvarietyPriceInnovationImpliedDemandUncertainty18ImpactofCustomerNeedsonImpliedDemandUncertainty(Table2.1)CustomerNeedCausesimplieddemanduncertaintytoincreasebecause…RangeofquantityincreasesWiderrangeofquantityimpliesgreatervarianceindemandLeadtimedecreasesLesstimetoreacttoordersVarietyofproductsrequiredincreasesDemandperproductbecomesmoredisaggregatedNumberofchannelsincreasesTotalcustomerdemandisnowdisaggregatedovermorechannelsRateofinnovationincreasesNewproductstendtohavemoreuncertaindemandRequiredservicelevelincreasesFirmnowhastohandleunusualsurgesindemand19顧客需求導致潛在需求不確定性需求量增長供貨期縮短要求的品種增多獲取的渠道增多創(chuàng)新速度加快要求服務水平提高增大,需求變動增大增大,訂單反應時間減少增大,每種產(chǎn)品需求分散增大,總需求分散給更多渠道增大,新產(chǎn)品增加不確定性增大,應付偶然需求高峰顧客需求對對潛在不確確定性影響響2021邊際收益高高，需求預預測非常不不準確，產(chǎn)產(chǎn)品脫銷率率高(如果產(chǎn)品經(jīng)經(jīng)營成功)，產(chǎn)品銷毀毀量大(如果產(chǎn)品經(jīng)經(jīng)營失敗)汽油的邊際際效益較低低，需求預預測準確，，產(chǎn)品脫銷銷率低，事事實上不存存在銷毀情情況潛在需求不不確定性圖圖譜低潛在需求求不確定性性具有一定確確定性的需需求具有一定不不確定性的的需求高潛在需求求不確定性性純粹功能性性產(chǎn)品組裝產(chǎn)品既有產(chǎn)品的的新式樣全新產(chǎn)品汽油佳潔士牙膏膏福特的新車車型3G手機開發(fā)22CorrelationBetweenImpliedDemandUncertaintyandOtherAttributes(Table2.2)AttributeLowImpliedUncertaintyHighImpliedUncertaintyProductmarginLowHighAvg.forecasterror10%40%-100%Avg.stockoutrate1%-2%10%-40%Avg.forcedseason-endmarkdown0%10%-25%23潛在需求不不確定性與與需求的其其他特點:Fisher<哈佛商業(yè)業(yè)評論>1997——需求不確定定產(chǎn)品通常常是不成熟熟的產(chǎn)品,競爭對手手少,邊際效益高?！枨蟾哟_確定時,預測會更準準確。——潛在需求不不確定性增增加,供需平衡難難度加大。——潛在需求不不確定性高高產(chǎn)品,積壓和清銷銷量大。24KeyPoint:Firststeptostrategicfitistounderstandcustomersbymappingtheirdemandontheimplieduncertaintyspectrum.25Step2:Understandingthe

SupplyChain供應鏈主要要有兩類功功能：——物理功功能：能以以最低的成成本將原材材料加工成成零部件、、半成品、、產(chǎn)品并將將它們從供供應鏈的一一個節(jié)點運運到另一個個節(jié)點。——市場中中介功能：：能對市場場需求做出出迅速反應應，確保以以合適的產(chǎn)產(chǎn)品在合適適的地點和和時間來滿滿足顧客的的需求一般意義上上的供應鏈鏈是在這兩兩個功能間間的權衡，，即反應能能力與贏利利水平之間間進行權衡衡。26Supplychainresponsiveness---abilitytorespondtowiderangesofquantitiesdemandedmeetshortleadtimeshandlealargevarietyofproductsbuildhighlyinnovativeproductsmeetaveryhighservicelevel27Supplychainefficiency:costofmakinganddeliveringtheproducttothecustomer.---Increasingresponsivenessresultsinhighercoststhatlowerefficiency.28反應能力和和盈利水平平。反應能力:對大幅度度變動的需需求量的反反應,滿足足較短供貨貨期的要求求,提供多多品種,生生產(chǎn)具有高高度創(chuàng)新性性的產(chǎn)品,高服務水水平。反應能力強強的代價:生產(chǎn)能力力,庫存,物流能力力(閑置)。29Cost-ResponsivenessEfficientFrontier(Figure2.3)HighLowLowHighResponsivenessCost30反應能力-盈利水平平邊界曲線線成本低低高高反應能力31TheResponsivenessSpectrum(Figure2.4)IntegratedsteelmillDellHighlyefficientHighlyresponsiveSomewhatefficientSomewhatresponsiveHanesapparelMostautomotiveproduction32供應鏈反應應能力圖譜譜高贏利水平平一定贏利水水平一定的反應應能力高反應能力力鋼鐵企業(yè)：：提前數(shù)周周或數(shù)月安安排生產(chǎn)計計劃，缺少少變化或彈彈性服裝：傳統(tǒng)統(tǒng)的生產(chǎn)——庫存制造，，生產(chǎn)提前前時間為幾幾個星期多數(shù)汽車制制造商：在在2周內(nèi)送達多多種產(chǎn)品戴爾公司：個個性化的PC機，數(shù)日內(nèi)供供貨33KeyPoint:Secondsteptoachievingstrategicfitistomapthesupplychainontheresponsivenessspectrum.34Step3:AchievingStrategicFitStepistoensurethatwhatthesupplychaindoeswellisconsistentwithtargetcustomer’sneeds.獲取戰(zhàn)略匹配配，即確保供供應鏈的出色色運營與目標標顧客的需要要協(xié)調(diào)一致。。供應鏈反應應能力的高低低應該與潛在在需求不確定定性吻合。35FindingtheZoneofStrategicFit(Figure2.6)ImplieduncertaintyspectrumResponsivesupplychainEfficientsupplychainCertaindemandUncertaindemandResponsivenessspectrumZoneofStrategicFit36供應鏈的反應能力供應鏈的盈利水平反應能力變動范圍確定的需求不確定的需求潛在需求不確定性變動范圍戰(zhàn)略匹配帶面粉DELL確保供應鏈的的出色運營，，與目標顧客客的需求協(xié)調(diào)調(diào)一致37Allfunctionsinthevaluechainmustsupportthecompetitivestrategytoachievestrategicfit––Fig.2.7.Twoextremes:Efficientsupplychains(Barilla)andresponsivesupplychains(Dell)––Table2.3.Twokeypointsthereisnorightsupplychainstrategyindependentofcompetitivestrategythereisarightsupplychainstrategyforagivencompetitivestrategy38競爭戰(zhàn)略與職職能戰(zhàn)略之間間的匹配。戰(zhàn)略匹配的驅(qū)驅(qū)動力應源于于最高一級組組織機構(gòu)：戰(zhàn)戰(zhàn)略與組織結(jié)結(jié)構(gòu)的關系！！！！競爭戰(zhàn)略信息技術戰(zhàn)略略財務戰(zhàn)略人力資源戰(zhàn)略略產(chǎn)品開發(fā)戰(zhàn)略略市場營銷戰(zhàn)略略供應鏈戰(zhàn)略:生產(chǎn),庫存,提前期,采采購,運輸39ComparisonofEfficientandResponsiveSupplyChains(Table2.3)EfficientResponsivePrimarygoalLowestcostQuickresponseProductdesignstrategyMinproductcostModularitytoallowpostponementPricingstrategyLowermarginsHighermarginsMfgstrategyHighutilizationCapacityflexibilityInventorystrategyMinimizeinventoryBufferinventoryLeadtimestrategyReducebutnotatexpenseofgreatercostAggressivelyreduceevenifcostsaresignificantSupplierselectionstrategyCostandlowqualitySpeed,flexibility,qualityTransportationstrategyGreaterrelianceonlowcostmodesGreaterrelianceonresponsive(fast)modes40總成本領先型戰(zhàn)略快速市場反應型戰(zhàn)略主要目標產(chǎn)品設計戰(zhàn)略定價戰(zhàn)略生產(chǎn)戰(zhàn)略庫存戰(zhàn)略供貨期戰(zhàn)略供應鏈戰(zhàn)略運輸戰(zhàn)略低成本滿足需求最低成本最大業(yè)績邊際收益低,低價提高利用率最小庫存立足成本縮減供貨期在成本質(zhì)量上選擇低成本運輸快速需求反應柔性設計系統(tǒng)，延遲差異化邊際收益高,高價維持邊際生產(chǎn)能力彈性庫存大幅縮短供貨期速度彈性質(zhì)量上選擇快捷運輸41KeyPoint:Finalsteptoachievingstrategicfitistomapsupplychainresponsivenesswiththeimplieddemanduncertaintyinthezoneofstrategic.422.2.3OtherIssuesAffectingStrategicFitMultipleproductsandcustomersegmentsProductlifecycleCompetitivechangesovertime43MultipleProductsand

CustomerSegmentsFirmsselldifferentproductstodifferentcustomersegments(withdifferentimplieddemanduncertainty).Thesupplychainhastobeabletobalanceefficiencyandresponsivenessgivenitsportfolioofproductsandcustomersegments.Twoapproaches:Differentsupplychains.Tailorsupplychaintobestmeettheneedsofeachproduct’sdemand.44多種產(chǎn)品和顧顧客群在產(chǎn)品和顧客客群多種多樣樣的情況下，，如何創(chuàng)建一一條在贏利水水平與反應能能力之間取得得平衡的供應應鏈？單獨建立每種種產(chǎn)品和每個個顧客群的供供應鏈。將公司的供應應鏈建成適合合所有產(chǎn)品和和顧客群的供供應鏈。45ProductLifeCycleThedemandcharacteristicsofaproductandtheneedsofacustomersegmentchangeasaproductgoesthroughitslifecycle.Supplychainstrategymustevolvethroughoutthelifecycle.---Early:uncertaindemand,highmargins(timeisimportant),productavailabilityismostimportant,costissecondary.---Late:predictabledemand,lowermargins,priceisimportant.46產(chǎn)品生命周期期隨著產(chǎn)品走過過其生命周期期，產(chǎn)品的需需求特點和服服務顧客群的的要求也會發(fā)發(fā)生變化。公司要維持戰(zhàn)戰(zhàn)略匹配，就就必須在產(chǎn)品品進入不同生生命階段時，，調(diào)整其供應應鏈。進入階段：需求非常不確確定時間要求高供給水平要求求高成本不是主要要考慮潛在需求不確定性高后續(xù)階段：需求確定競爭加大價格成為考慮慮的因素潛在需求不確定性較低47早期：需求不不確定,邊際際收益高,供供給水平要高高,成本其次次。后期：需求相相對穩(wěn)定,競競爭激烈,價價格是關鍵。。例子：專利后后的藥品；Inter公司。48Astheproductgoesthroughthelifecycle,thesupplychainchangesfromoneemphasizingresponsivenesstooneemphasizingefficiency.49CompetitiveChangesOverTimeCompetitivepressurescanchangeovertime.Morecompetitorsmayresultinanincreasedemphasisonvarietyatareasonableprice.Thesupplychainmustchangetomeetthesechangingcompetitiveconditions.50競爭性隨著時時間變動競爭的焦點在在于以合理的的價格生產(chǎn)出出品種十分豐豐富的產(chǎn)品。。由于競爭格局局發(fā)生變化，，公司不得不不調(diào)整其競爭爭戰(zhàn)略。由于競爭戰(zhàn)略略發(fā)生變化，，公司又必須須改變其供應應鏈戰(zhàn)略，以以維持戰(zhàn)略匹匹配。512.3ExpandingStrategicScope52ExpandingStrategicScopeScopeofstrategicfitThefunctionsandstageswithinasupplychainthatdeviseanintegratedstrategywithasharedobjective.Oneextreme:eachfunctionateachstagedevelopsitsownstrategy.Otherextreme:allfunctionsinallstagesdeviseastrategyjointly.53戰(zhàn)略匹配范圍圍是指供應鏈中中的各種職能能和各階段，，他們擁有一一體化戰(zhàn)略，，共有一個戰(zhàn)戰(zhàn)略目標?！獧M向：戰(zhàn)戰(zhàn)略匹配范圍圍跨越不同的的供應鏈階段段，從供應商商前溯到顧客客?！v向：相相互協(xié)調(diào)的不不同職能戰(zhàn)略略——競爭戰(zhàn)戰(zhàn)略、產(chǎn)品開開發(fā)戰(zhàn)略、市市場營銷戰(zhàn)略略和供應鏈戰(zhàn)戰(zhàn)略。54Fivecategories:IntracompanyintraoperationscopeIntracompanyintrafunctionalscopeIntracompanyinterfunctionalscopeIntercompanyint