供應(yīng)鏈復(fù)習(xí)提綱

..Chapter1UnderstandingtheSupplyChain1.1WhatisaSupplyChain"1.2TheObjectiveofaSupplyChain1.3TheImportanceofSupplyChainDecisions1.4DecisionPhasesinaSupplyChain1.5ProcessViewsofaSupplyChain1.6ExamplesofSupplyChainsDiscussthegoalofasupplychainandexplaintheimpactofsupplychaindecisionsonthesuccessofafirm.Identifythethreekeysupplychaindecisionphasesandexplainthesignificanceofeachone.Describethecycleandpush/pullviewsofasupplychain.Classifythesupplychainmacroprocessesinafirm.WhatisaSupplyChain"什么是供給鏈"Asupplychainconsistsofallpartiesinvolved,directlyorindirectly,infulfillingacustomerrequest.供給鏈包括直接或間接參與實(shí)現(xiàn)客戶要求的所有各方。Thesupplychainincludesnotonlythemanufacturerandsuppliers,butalsotransporters,warehouses,retailers,andevencustomersthemselves.供給鏈不僅包括制造商和供給商，還包括運(yùn)輸商、倉(cāng)庫(kù)、零售商，甚至客戶本身。Witheachorganization,suchasamanufacturer,thesupplychainincludesallfunctionsinvolvedinreceivingandfillingacustomerrequest.對(duì)于每個(gè)組織，如制造商，供給鏈包括接收和填寫(xiě)客戶請(qǐng)求所涉及的所有功能。Thesefunctionsinclude,butarenotlimitedto,newproductdevelopment,marketing,operations,distribution,finance,andcustomerservice.這些功能包括但不限于新產(chǎn)品開(kāi)發(fā)、市場(chǎng)營(yíng)銷(xiāo)、運(yùn)營(yíng)、分銷(xiāo)、財(cái)務(wù)和客戶效勞。TheDefinitionofSupplyChain供給鏈的定義Supplychainincludes:供給鏈包括：ExternalSupplyChain外部供給鏈InternalSupplyChain部供給鏈ExternalSupplyChain:Consistsofallpartiesinvolved,directlyorindirectly,infulfillingacustomerrequest.由所有相關(guān)方直接或間接履行客戶要求。InternalSupplyChain:Includesallfunctionsinvolvedinreceivingandfillingacustomerrequest.包括接收和填寫(xiě)客戶請(qǐng)求所涉及的所有功能。Asupplychainisdynamicandinvolvestheconstantflowofinformation,product,andfundsamongdifferentstages.供給鏈?zhǔn)莿?dòng)態(tài)的，涉及到信息、產(chǎn)品和資金在不同階段的不斷流動(dòng)。Atypicalsupplychainmayinvolveavarietyofstages,includingthefollowing:一個(gè)典型的供給鏈可能涉及到多個(gè)階段，包括以下幾個(gè)方面：Customers顧客Retailers零售商Wholesalers/distributors批發(fā)商Manufacturers制造商ponent/rawmaterialsuppliers零部件/原材料供給商Eachstageinasupplychainisconnectedthroughtheflowofproducts,information,andfunds.供給鏈中的每個(gè)階段都是通過(guò)產(chǎn)品、信息和資金的流動(dòng)來(lái)連接的。Theseflowsoftenoccurinbothdirectionsandmaybemanagedbyoneofthestagesoranintermediary.這些流動(dòng)經(jīng)常發(fā)生在兩個(gè)方向上，并且可以由一個(gè)階段或中間層管理。補(bǔ)充資料：供給鏈其他定義供給鏈?zhǔn)菄@核心企業(yè)，通過(guò)對(duì)信息流、物流、資金流的控制，從采購(gòu)原材料開(kāi)場(chǎng)，制成中間產(chǎn)品以及最終產(chǎn)品，最后由銷(xiāo)售網(wǎng)絡(luò)把產(chǎn)品送到消費(fèi)者手中的將供給商、制造商、分銷(xiāo)商、零售商，直到最終用戶連成一個(gè)整體的功能網(wǎng)鏈構(gòu)造。---馬士華"供給鏈管理。Thesupplychainisthecoreenterprise,throughthecontroloftheinformationflow,logistics,capitalflow,fromthepurchaseofrawmaterials,intotheintermediateproductsandfinalproducts.Finally,thesalesnetworksendstheproducttotheconsumer,thesupplier,themanufacturer,thedistributor,theretailer,untiltheenduserisintegratedintoawholefunctionalnetworkchainstructure.Theappropriatedesignofthesupplychaindependsonboththecustomer’sneedsandtherolesplayedbythestagesinvolved.供給鏈的適當(dāng)設(shè)計(jì)既取決于客戶的需求，也取決于所涉及的階段所扮演的角色。Discuss：Whenadistributor(分銷(xiāo)商/代理商)isneeded"戴爾公司的供給鏈管理成功的關(guān)鍵是其供給鏈管理始終以渠道流程優(yōu)化為核心實(shí)現(xiàn)策略。具體表現(xiàn)在以下三個(gè)方面:

第一,直銷(xiāo)原那么。直銷(xiāo)(DirectBusinessModel)在DELL公司具體表達(dá)為基于最終客戶需求的模式,就是由DELL公司建立一套與客戶聯(lián)系的渠道,由客戶直接向DELL公司發(fā)訂單。訂單中可以詳細(xì)列出所需的配置,然后公司"按單生產(chǎn)〞。第二,以信息代替存貨。DELL公司為什么敢提出"零庫(kù)存〞這個(gè)大膽的理念"主要原因就是因?yàn)楣净谄鋸?qiáng)大的渠道流程優(yōu)化能力,通過(guò)處理信息資源創(chuàng)造價(jià)值。傳統(tǒng)分銷(xiāo)代理渠道是存貯貨物的水渠,廠商的庫(kù)存是壓在分銷(xiāo)渠道中的,這樣一來(lái)很難做到"零庫(kù)存〞。第三,價(jià)值整體創(chuàng)造。價(jià)值整體創(chuàng)造在DELL公司被具體化為"與客戶結(jié)盟〞的戰(zhàn)略,DELL公司打破了傳統(tǒng)意義上"廠家〞與"供給商〞之間的供需配給,始終保持與客戶的實(shí)時(shí)互動(dòng),及時(shí)得到第一手的客戶反響和需求,然后根據(jù)客戶需求承受定單,再進(jìn)展以客戶需求為導(dǎo)向的產(chǎn)品制造。這樣就能保證按照客戶需求提供產(chǎn)品。這是一個(gè)良性循環(huán)的過(guò)程。ThekeytothesuccessofDELL'ssupplychainmanagementisitssupplychainmanagement,whichalwaysfocusesontheoptimizationofchannelflow.Thespecificperformanceinthefollowingthreeaspects:First,theprincipleofdirectselling.Directsales(DirectBusinessModel)isembodiedintheDELLpanybasedontheendcustomerdemandmodel,whichistoestablishasetofchannelstocontactthecustomersbyDELLpany,andsendordersdirectlyfromthecustomertotheDELLpany.Orderscanbelistedindetailintherequiredconfiguration,andthenthepany"perorderproduction".Second,replacethestockwithinformation.WhydoDELLpaniesdaretoputforward"zeroinventory"ofthisboldidea"Themainreasonisthatthepanyisbasedonitspowerfulchanneloptimizationabilitytocreatevaluebyprocessinginformationresources.Thetraditionaldistributionagentisthecanalforstoringthegoods.Theinventoryofthemanufacturersisconfinedtothedistributionchannels,soitisverydifficulttoachieve"zeroinventory".Third,valueiscreatedasawhole.TheoverallvaluecreationofDELLpanyisspecificto"alliancewithcustomers"strategy,DELLpanybrokethetraditionalsenseof"manufacturer"and"supplier"betweensupplyanddemand,alwaysmaintainreal-timeinteractionwithcustomers,getthefirsthandcustomerfeedbackanddemand,andthenacceptordersaccordingtocustomerneeds,andthentakecustomersCustomerdemandorientedproductmanufacturing.Thisensuresthatproductscanbesuppliedaccordingtocustomerneeds.Thisisavirtuouscycle.1.2TheObjectiveofaSupplyChain供給鏈的目標(biāo)Theobjectiveofeverysupplychainshouldbetomaximizetheoverallvaluegenerated.每個(gè)供給鏈的目標(biāo)應(yīng)該是使所產(chǎn)生的總價(jià)值最大化。SupplyChainSurplus=CustomerValue–SupplyChainCost供給鏈?zhǔn)Ｓ?顧客價(jià)值—供給鏈本錢(qián)Customervalue:canbeestimatedbythemaximumamountthecustomeriswillingtopayforit顧客價(jià)值：可以由顧客愿意支付的最大金額來(lái)估算。ConsumerSurplus=CustomerValue–Price消費(fèi)者剩余=顧客價(jià)值–價(jià)格.Supplychaincost:Theflowsofinformation,product,andfundsincurcosts.供給鏈本錢(qián)：信息流、產(chǎn)品流和資金流產(chǎn)生本錢(qián)。Thesupplychainincurcoststoconveyinformation,produceponentsandproducts,storethem,transportthem,transferfunds,andsoon.供給鏈產(chǎn)生本錢(qián)來(lái)傳遞信息、生產(chǎn)部件和產(chǎn)品、存儲(chǔ)它們、運(yùn)輸它們、轉(zhuǎn)移資金等等。SupplyChainProfitability:thedifferencebetweentherevenuegeneratedfromthecustomerandtheoverallcostacrossthesupplychain供給鏈盈利性：顧客產(chǎn)生的收入與整個(gè)供給鏈的總本錢(qián)之間的差異SupplyChainProfitability=Price–SupplyChainCost供給鏈盈利能力=價(jià)格—供給鏈本錢(qián)SupplyChainSurplus=CustomerValue–SupplyChainCost=(CustomerValue–price)+(price–SupplyChainCost)=ConsumerSurplus+SupplyChainProfitability供給鏈盈余=顧客價(jià)值-供給鏈本錢(qián)=〔客戶價(jià)值-價(jià)格〕+〔價(jià)格-供給鏈本錢(qián)〕=消費(fèi)者剩余+供給鏈盈利能力SupplyChainSurplus=CustomerValue-SupplyChainCost供給鏈盈余=顧客價(jià)值—供給鏈本錢(qián)↑Stronglycorrelated強(qiáng)相關(guān)↓SupplyChainProfitability=Price-SupplyChainCost供給鏈盈利能力=價(jià)格—供給鏈本錢(qián)Thesuccessofasupplychain供給鏈的成功Supplychainsuccessshouldbemeasuredintermsofsupplychainsurplus,notintermsoftheprofitatanindividualstage.供給鏈的成功應(yīng)該以供給鏈盈余來(lái)衡量，而不是以單個(gè)階段的利潤(rùn)來(lái)衡量。Effectivesupplychainmanagementinvolvesthemanagementofsupplychainassetsandproduct,information,andfundflowstogrowthetotalsupplychainsurplus.有效的供給鏈管理涉及供給鏈資產(chǎn)和產(chǎn)品、信息和資金流的管理，以增加總供給鏈盈余。供給鏈管理概念形成的歷史階段實(shí)體配送階段1920年開(kāi)場(chǎng)1950～1960廣泛應(yīng)用任務(wù)：將成品的運(yùn)輸配送和客戶效勞結(jié)合起來(lái)考慮，以便以盡量低的本錢(qián)將產(chǎn)品運(yùn)至顧客手中，同時(shí)又不降低顧客的期望水平。供給鏈管理概念形成的歷史階段20世紀(jì)80年代反映了企業(yè)對(duì)部?jī)r(jià)值鏈的重視，使企業(yè)消除了材料在部流勱過(guò)程中，不同階段之間存在的儲(chǔ)藏和滯留供給鏈開(kāi)展階段從20世紀(jì)90年代管理容已從企業(yè)部延伸到企業(yè)外部，開(kāi)場(chǎng)注重外部關(guān)系的研究，這包括分銷(xiāo)商、顧客、供給商以及第三方的關(guān)系。1.3Theimportanceofsupplychaindecisions供給鏈決策的重要性FirstLevel：petitiveStrategy第一層次：競(jìng)爭(zhēng)戰(zhàn)略SecondLevel：第二層次Salesdecisions銷(xiāo)售決策Financialdecisions財(cái)務(wù)決策HRdecisions人力資源決策Operationdecision〔Supplychaindecisions〕經(jīng)營(yíng)決策〔供給鏈決策〕…Goodsupplychainmanagementcansupportpetitivestrategyandoffersapetitiveadvantage.好的供給鏈管理可以支持競(jìng)爭(zhēng)戰(zhàn)略并提供競(jìng)爭(zhēng)優(yōu)勢(shì)。Walmart：Everydaylowprice沃爾瑪：天天低價(jià)ZARA：fastfashionZARA：快時(shí)尚Poorsupplychainmanagementcandamageanorganizations’overallhealthandperformance.供給鏈管理不善會(huì)損害組織的整體安康和績(jī)效。Increasecost(e.g.Motorola)增加本錢(qián)〔如：摩托羅拉〕decreaseservicelevel降低效勞水平Incurshortage出現(xiàn)短缺·…….1.4DecisionPhasesofaSupplyChain供給鏈的決策階段Supplychaindecisionsfallintothreecategoriesorphases,dependingonthefrequencyofeachdecisionandthetimeframeduringwhichadecisionphasehasanimpact.供給鏈決策分為三個(gè)類(lèi)別或階段，取決于每個(gè)決策的頻率和決策階段對(duì)其影響的時(shí)間框架。Frequencyandtimeframe:severalyear頻率和時(shí)間框架：幾年Apanydecideshowtostructurethesupplychainoverthenextseveralyears.一家公司決定如何在未來(lái)幾年構(gòu)建供給鏈。Whethertooutsourceorperformasupplychainfunctionin-house"Thelocationandcapacitiesofproductionandwarehousingfacilities是否外包或執(zhí)行部供給鏈功能？生產(chǎn)和倉(cāng)儲(chǔ)設(shè)施的位置和能力。Theproductstobemanufacturedorstoredatvariouslocations在不同地點(diǎn)生產(chǎn)或儲(chǔ)存的產(chǎn)品Themodesoftransportationtobemadeavailablealongdifferentshippinglegs不同船運(yùn)方式的運(yùn)輸方式Thetypeofinformationsystem信息系統(tǒng)的類(lèi)型Notice注意Supplychainconfigurationmustsupportsitsstrategicobjectives.供給鏈配置必須支持其戰(zhàn)略目標(biāo)。Supplychaindesigndecisionsarelongtermandexpensivetoalter-musttakeintoaccountmarketuncertainty.供給鏈設(shè)計(jì)決策是長(zhǎng)期和昂貴的改變必須考慮到市場(chǎng)的不確定性。SupplyChainPlanning供給鏈規(guī)劃Frequencyandtimeframe:Aquartertoayear頻率和時(shí)間框架：四分之一到一年Undertheconstraintsestablishedduringthestrategicordesignphase.在戰(zhàn)略或設(shè)計(jì)階段建立的約束條件下。Startswithaforecastofdemandintheingyear.從第二年的需求預(yù)測(cè)開(kāi)場(chǎng)。Defineasetofoperatingpoliciesthatgovernshort-termoperations.定義一套管理短期操作的經(jīng)營(yíng)政策。Planningdecisionsinclude規(guī)劃決策包括Whichmarketswillbesuppliedfromwhichlocations"從哪些市場(chǎng)將從哪個(gè)地點(diǎn)供給Subcontractingofmanufacturing.制造業(yè)分包Inventorypolicies.庫(kù)存策略Timingandsizeofmarketingandpricepromotions.營(yíng)銷(xiāo)和價(jià)格促銷(xiāo)的時(shí)機(jī)和規(guī)模。Notice注意paniesmustconsider:企業(yè)必須考慮Uncertaintyindemand需求的不確定性Exchangerates匯率的變化petitionoverthetimehorizon跨越時(shí)間的競(jìng)爭(zhēng)Frequencyandtimeframe:weeklyordaily.頻率和時(shí)間框架：每周或每天paniesmakedecisionsregardingindividualcustomerorders.公司對(duì)個(gè)人客戶訂單做出決策。Supplychainconfigurationisfixedandoperatingpoliciesarealreadydefined.供給鏈配置是固定的，操作策略已經(jīng)被定義。Thegoalistohandleiningcustomerordersinthebestpossiblemanner.目標(biāo)是以最好的方式處理客戶訂單。Operationdecisionsinclude:經(jīng)營(yíng)決策包括Allocateinventoryorproductiontoindividualorders將庫(kù)存或生產(chǎn)分配給個(gè)別訂單Setadatethatanorderistobefilled設(shè)置一個(gè)訂單要填寫(xiě)的日期Generatepicklistsatawarehouse在倉(cāng)庫(kù)中生成揀選列表Allocateanordertoaparticularshippingmodeandshipment將訂單分配給特定的運(yùn)輸模式和裝運(yùn)Setdeliveryschedulesoftrucks設(shè)置卡車(chē)的交貨時(shí)間表Placereplenishmentorders.放置補(bǔ)貨訂單。DailyRoutine日常工作1.5ProcessViewofaSupplyChain供給鏈的過(guò)程觀Therearetwowaystoviewtheprocessesperformedinasupplychain.有兩種方法來(lái)查看供給鏈中執(zhí)行的過(guò)程CycleView循環(huán)觀點(diǎn)Processesinasupplychainaredividedintoaseriesofcycles,eachperformedattheinterfacesbetweentwosuccessivestagesofasupplychain.供給鏈中的過(guò)程被劃分為一系列循環(huán)，每個(gè)周期在供給鏈的兩個(gè)連續(xù)階段之間的界面上執(zhí)行。Acycleviewclearlydefinestheprocessinvolvedandtheownersofeachprocess.循環(huán)視圖清楚地定義了涉及的過(guò)程和每個(gè)過(guò)程的所有者。Noteverysupplychainwillhaveallfourcyclesclearlyseparated.不是所有的供給鏈都會(huì)清晰地分開(kāi)所有四個(gè)循環(huán)SubprocessesinEachCycle每個(gè)周期的子過(guò)程Eachcycleconsistsofsixsubprocesses.每個(gè)循環(huán)由六個(gè)子過(guò)程組成。Thedifferencebetweensubprocesses子過(guò)程的差異Difference1:Ordercyclevsothercycles差異1：訂單循環(huán)與其他周期Inthecustomerorder,demandisexternalandthusuncertain.在客戶訂單中，需外部的，因而是不確定的。Inothercycles,orderplacementisuncertainbutcanbeprojectedbasedonpolicies.(E.g.Automobile->tiers)在其他周期中，訂單放置是不確定的，但可以基于策略進(jìn)展預(yù)測(cè)。(如:汽車(chē)用品>層級(jí))Difference2:Thenumberofordersdeclinesandthesizeofeachorderincreases差異2：訂單數(shù)量下降，訂單數(shù)量增加Sharingofinformationandoperatingpoliciesbeesmoreimportantaswemovefurther.隨著進(jìn)一步的開(kāi)展，信息和經(jīng)營(yíng)政策的共享變得更加重要。Cycleviewisusefulwhenconsideringoperationaldecisionsbecauseitspecifiestherolesandresponsibilitiesofeachmemberofthesupplychainandthedesiredouteforeachprocess.循環(huán)視圖在考慮操作決策時(shí)是有用的，因?yàn)樗付ü┙o鏈的每個(gè)成員的角色和職責(zé)以及每個(gè)過(guò)程的期望結(jié)果。E.g.enterpriseresourceplanning(ERP)systems例如企業(yè)資源方案〔ERP〕系統(tǒng)Push/PullView推/拉觀點(diǎn)Allprocessesinasupplychainfallintooneoftwocategories,dependingonthetimingoftheirexecutionrelativetoendcustomerdemand.供給鏈中的所有過(guò)程都根據(jù)它們相對(duì)于終端客戶需求的執(zhí)行時(shí)間，分為兩類(lèi)?！黀ULLPROCESSES拉動(dòng)過(guò)程Executionisinitiatedinresponsetoacustomerorder.執(zhí)行是響應(yīng)于客戶訂單而發(fā)起的。(reactive反響性)————Customerorderarrives客戶訂單到達(dá)————↑PUSHPROCESSES推動(dòng)過(guò)程Executionisinitiatedinanticipationofcustomerorders執(zhí)行是在客戶訂單的預(yù)期下啟動(dòng)的。(speculative投機(jī)性)拉動(dòng)過(guò)程推動(dòng)過(guò)程推/拉邊界拉動(dòng)過(guò)程推動(dòng)過(guò)程客戶需求未知客戶訂單到達(dá)客戶訂單←采購(gòu)周期←補(bǔ)貨與制造周期采購(gòu)、制造、補(bǔ)貨周期Push/PullViewofL.L.BeanL.L.Bean←采購(gòu)周期←補(bǔ)貨與制造周期采購(gòu)、制造、補(bǔ)貨周期伊頓艾倫制作定制家具Push/PullViewofEthanAllen伊頓伊頓艾倫制作定制家具Push/PullViewofSupplyChainProcesses供給鏈過(guò)程的推/拉視圖Apush/pullviewisveryusefulinconsideringstrategicdecisionsrelatingtosupplychaindesign推/拉視圖在考慮與供給鏈設(shè)計(jì)有關(guān)的戰(zhàn)略決策時(shí)非常有用。Thegoalistoidentifyanappropriatepush/pullboundarysuchthatthesupplychaincanmatchsupplyanddemandeffectively.目標(biāo)是確定一個(gè)適宜的推/拉邊界，使供給鏈能夠有效地匹配供給和需求。Discussion:What’stheadvantageanddisadvantageofpushprocess(orpullprocess)"討論：推動(dòng)〔或拉動(dòng)〕過(guò)程的優(yōu)勢(shì)和劣勢(shì)是什么？補(bǔ)充：延遲差異化策略延遲差異化策略：將產(chǎn)品的差異化流程盡可能推遲；產(chǎn)品差異化之前的局部是推動(dòng)流程；差異化流程是根據(jù)市場(chǎng)需求做出反響，為拉動(dòng)流程。延遲差異化例子：貝納通毛衣貝納通是一個(gè)大型針織品供給商、歐洲最大的服裝制造商它向成百上千家商店提供產(chǎn)品零售商：數(shù)量多，有限庫(kù)存的門(mén)店服裝行業(yè)的特點(diǎn)是顧客偏好變化快。但是由于生產(chǎn)提前期長(zhǎng)，商店店主常常不得不提前7個(gè)月訂購(gòu)羊毛衫。1.6ExamplesofSupplyChains供給鏈的案例GatewayandApple捷威公司〔Gateway〕和蘋(píng)果公司捷威公司：零售店無(wú)庫(kù)存，按訂單制造蘋(píng)果公司：零售店有庫(kù)存Zara颯拉公司〔Zara〕?快時(shí)尚：從設(shè)計(jì)到上架不超過(guò)6周Toyota豐田公司〔Toyota〕全球制造商供給商選擇Amazon在線銷(xiāo)售的鼻祖改變出版業(yè)的KindleSummary總結(jié)Discussthegoalofasupplychainandexplaintheimpactofsupplychaindecisionsonthesuccessofafirm.討論供給鏈的目標(biāo)，并解釋供給鏈決策對(duì)企業(yè)成功的影響。Identifythethreekeysupplychaindecisionphasesandexplainthesignificanceofeachone.確定三個(gè)關(guān)鍵的供給鏈決策階段，并解釋每一個(gè)關(guān)鍵的意義。Describethecycleandpush/pullviewsofasupplychain.描述供給鏈的周期和推/拉視圖。Chapter2SupplyChainPerformance:AchievingStrategicFitandScope第2章供給鏈績(jī)效：實(shí)現(xiàn)戰(zhàn)略匹配和圍2.1petitiveandSupplyChainStrategies競(jìng)爭(zhēng)與供給鏈戰(zhàn)略2.2AchievingStrategicFit實(shí)現(xiàn)戰(zhàn)略契合2.3ExpandingStrategicScope擴(kuò)大戰(zhàn)略圍Explainwhyachievingstrategicfitiscriticaltoapany’soverallsuccess解釋為什么戰(zhàn)略匹配對(duì)一個(gè)公司的整體成功至關(guān)重要？Describehowapanyachievesstrategicfitbetweenitssupplychainstrategyanditspetitivestrategy描述公司如何實(shí)現(xiàn)供給鏈戰(zhàn)略與競(jìng)爭(zhēng)戰(zhàn)略之間的戰(zhàn)略契合。2.1petitiveandSupplyChainStrategies競(jìng)爭(zhēng)與供給鏈戰(zhàn)略波特的競(jìng)爭(zhēng)戰(zhàn)略五力模型：供給商的議價(jià)能力、購(gòu)置者的議價(jià)能力、新進(jìn)入者的威脅、替代產(chǎn)品的威脅、同業(yè)競(jìng)爭(zhēng)者的競(jìng)爭(zhēng)程度。三大根本戰(zhàn)略：本錢(qián)領(lǐng)先戰(zhàn)略、差異化戰(zhàn)略、聚焦戰(zhàn)略petitiveStrategies競(jìng)爭(zhēng)戰(zhàn)略Apany’spetitivestrategydefines,relativetoitspetitors,thesetofcustomerneedsthatitseekstosatisfythroughitsproductsandservices.一個(gè)公司的競(jìng)爭(zhēng)戰(zhàn)略，相對(duì)于競(jìng)爭(zhēng)對(duì)手而言，是通過(guò)其產(chǎn)品和效勞尋求滿足顧客需求的集合。Thepetitivestrategyisdefinedbasedonhowthecustomerprioritizesproductcost,deliverytime,variety,andquality.競(jìng)爭(zhēng)戰(zhàn)略是基于客戶如何優(yōu)先考慮產(chǎn)品本錢(qián)、交貨時(shí)間、品種和質(zhì)量來(lái)確定的。petitivestrategytargetsoneormorecustomersegmentsandaimstoprovideproductsandservicesthatsatisfythesecustomers’need.競(jìng)爭(zhēng)戰(zhàn)略目標(biāo)的一個(gè)或多個(gè)細(xì)分市場(chǎng)的目的是提供產(chǎn)品和效勞，滿足這些客戶的需求。重要詞匯：競(jìng)爭(zhēng)性消滅有一種力量長(zhǎng)期圍困大多數(shù)公司----"競(jìng)爭(zhēng)性消滅〞。能夠歷經(jīng)數(shù)代而不衰的企業(yè)非常少。一個(gè)企業(yè)的競(jìng)爭(zhēng)優(yōu)勢(shì)是該企業(yè)的護(hù)城河，是保護(hù)企業(yè)免遭入侵的無(wú)形溝壕。海豐國(guó)際：航運(yùn)界的"西南航空〞1、聚焦亞洲市場(chǎng)以在亞洲區(qū)高密度航運(yùn)網(wǎng)絡(luò)提供高頻率的效勞為目標(biāo)2、低本錢(qián)統(tǒng)一船型，以1000標(biāo)準(zhǔn)箱船型為主?較高靈活性?較低船舶本錢(qián)Question:What’stherelationshipbetweenpetitivestrategyandsupplychainstrategy"問(wèn)：競(jìng)爭(zhēng)戰(zhàn)略與供給鏈戰(zhàn)略有什么關(guān)系？Functionalstrategiesinapany公司的職能戰(zhàn)略Tospecifytheportfolioofnewproduct,whetherthedevelopmenteffortwillbemadeinternallyoroutsourced.Tospecifytheportfolioofnewproduct,whetherthedevelopmenteffortwillbemadeinternallyoroutsourced.指定新產(chǎn)品的投資組合，無(wú)論是內(nèi)部開(kāi)發(fā)還是外包Productdevelopmentstrategy→Tospecifymarketsegmentation,andposition/price/promotionTospecifymarketsegmentation,andposition/price/promotion明確市場(chǎng)細(xì)分，定位/價(jià)